Test your basic knowledge |

Management

Subject : business-skills
Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. A systematic arrangement of people brought together to accomplish some specific purpose






2. An independent business having fewer than 500 employees that doesn't necessarily engage in any new or innovative practices and has relatively little impact on its industry






3. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.






4. View that says ethical decisions are made in order to respect and protect individual liberties and privileges






5. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature






6. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.






7. Degree to which employees are encouraged to be innovative and take risks






8. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves






9. The degree of risk that plans should contain - Whether plans should be developed by individuals or teams - The degree of environmental scanning in which management will engage






10. A narrow focus in which managers see thing only through their own eyes and from their own perspective






11. Figurehead - leader - liaison






12. A managers ability to build a power base and establish the right connections






13. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived






14. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components






15. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts






16. The degree to which managers are concerned with increasing employee job satisfaction - What leadership styles are appropriate - Whether all disagreements--even constructive ones--should be eliminated






17. View that says ethical decisions are made solely on the basis of their outcomes or consequences






18. The shared values principles traditions and ways of doing things that influence the way organizational members act






19. A managers ability to analyze and diagnose complex situations






20. Individuals in an organization who direct the activities of others






21. How much autonomy should be designed into employees jobs - Whether task should be done by individuals or in teams - The degree to which department managers interact with each other






22. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.






23. Supervisors responsible for directing the day to day activities of non managerial employees






24. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers






25. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.






26. A partnership between an organization and a foreign company partners in which both share resources and knowledge in developing new products of building production facilities.






27. Entrepreneur - Disturbance handler - resource allocator - negortiator






28. A companys ability to achieve its business goals and increase long-term shareholder value by integrating economic - environmental and social opportunities into its business strategies






29. The view that much of an organizations success or failure is due to external forces outside managers control






30. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society






31. A boundary less world where goods and services are produced and marketed worlwide






32. When a business firm engages in social actions in response to some popular social need






33. Degree to which work is organized around team rather than individuals






34. A direct investment in a foreign country that involves setting up a separate and independent facility or office






35. Factors forces situations and events outside the organization that affect its performance






36. An MNC that centralizes management and other decisions in the home country






37. Degree to which employees are expected to exhibit precision analysis and attention to detial






38. The degree of change and complexity in an organizations enviroment






39. Degree to which employees are aggressive and competitive rather than cooperative






40. Any constituencies in an organizations environment that are affected by that organizations decisions and actions






41. An MNC that decentralizes management and other decisions to the local country where its doing business






42. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.






43. The manager makes all decisions alone - with centralised authority and one-way communication.






44. Includes defining goals establishing strategy and developing plans to coordinate activites






45. Entailing making decisions or choices






46. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow






47. When employees are connected to satisfied with and enthusiastic about their jobs






48. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities






49. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.






50. View that says ethical decisions are made in order to enforce rules fairly and impartially