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






2. Acquiring products made abroad and selling them domestically






3. A managers ability to work with understand mentor and motivate other both individually and in groups






4. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`






5. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire






6. Degree to which organizational decisions and actions emphasize maintaining the status quo






7. Any type of international company that maintains operations in multiple countries






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






9. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance






10. Making products domestically and selling them abroad






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






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






13. 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






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






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






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






17. Involving collecting receiving and disseminating information






18. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.






19. A structural arrangement for global organizations that eliminates artificial geographical barries






20. Cultures in which the key values are deeply held and widely shared






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






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






23. A set of rules or principles that defines right and wrong conduct






24. 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






25. Any equipment tools or operating methods that are designed to make work more efficient






26. A managers ability to analyze and diagnose complex situations






27. Includes determining what tasks are to be done who is to do them how the tasks are to be grouped whop reports to whom and who will make decisions






28. People who work directly on a job or task and have no responsibility for overseeing the work of others






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






30. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.






31. Doing things right or getting the most output from the least amount of inputs






32. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done






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






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






35. 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






36. Whether to impose external controls or allow employees to control their own actions - What criteria should be emphasized in employee performance evaluations - What repercussions will occur from exceeding ones budget






37. Job-specific knowledge and techniques needed to perform work tasks






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






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






40. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment






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






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






43. Part-time temporary and contract workers who are available for hire on an as-needed basis






44. Purchasing materials or labor from around the world wherever it is cheapest






45. A systematic arrangement of people brought together to accomplish some specific purpose






46. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods






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






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






49. The view that managers are directly responsible for an organizations success or failure






50. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.