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Test your basic knowledge |
Management
Start Test
Study First
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. An MNC that centralizes management and other decisions in the home country
Rights view of ethics
Global Village
Social responsivness
Global corporation
2. Ways in which people in a workforce are similar and different from one another in terms of gender age race sexual orientation ethnicity cultural background and physical abilities and dissablities
Small Business
Technology
Workforce diveristy
Controlling
3. Making products domestically and selling them abroad
Social obligation
Informational roles
Licensing
Exporting
4. Social traits such as ones cultural background or allegiance that are shared by a human population
Workforce diveristy
Franchising
Ethinicity
People orientation
5. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Effectiveness
Organizational culture
Symbolic view of management
Interpersonal roles
6. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Global stategic alliance
Global Village
Informational roles
7. 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
Controlling
Workforce diveristy
Small Business
Scientific management
8. Degree to which management decision take into account the effects on people in the organization
Interpersonal roles
Employee Engagement
The Participative Style
People orientation
9. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Social responsivness
Environmental complexity
Planning
10. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Small Business
Global corporation
Leading
Joint venture
11. 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
Global sourcing
Agressiveness
Organizing
Controlling
12. 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
Ethinicity
Informational roles
Interpersonal roles
Organizing
13. A managers ability to build a power base and establish the right connections
Rights view of ethics
Organizing
Political skills
Parochiallism
14. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Social responsivness
Organizing
Components of the External Environment
15. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Ethinicity
How organizations go global
Informational roles
Management
16. Entrepreneur - Disturbance handler - resource allocator - negortiator
Three Characteristics of Organizations
Joint venture
Interpersonal roles
Decisions roles
17. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Exporting
Demographics
Controlling
Managerial roles
18. Mentor - dissemination - spokesperson
Informational roles
Conceptual skills
Technical skills
Interpersonal roles
19. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Stakeholders
Ethinicity
The Consultative Style
20. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Parochiallism
The Laissez-Faire Style
Multi domestic corporation
Non managerial employees
21. The characteristics of a population used for purposes of social stuidies
The Consultative Style
Demographics
The Laissez-Faire Style
Importing
22. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Four Management Functions
Managerial roles
Team orientation
23. Figurehead - leader - liaison
Interpersonal roles
Political skills
Ethinicity
Organizing
24. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Race
Workforce diveristy
Omnipotent view of management
25. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Top managers
Organization stakeholders
Omnipotent view of management
Managerial roles
26. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Outcome orientation
Technical skills
The Participative Style
Transnational (border less) organization
27. People who work directly on a job or task and have no responsibility for overseeing the work of others
Managers
Non managerial employees
Demographics
Technical skills
28. The shared values principles traditions and ways of doing things that influence the way organizational members act
Exporting
Multinational corporation (MNC)
Organizational culture
First-line managers
29. Degree to which organizational decisions and actions emphasize maintaining the status quo
Conceptual skills
Stability
Code of ethics
Global sourcing
30. Entailing making decisions or choices
Contingent workforce
Decisional roles
Rights view of ethics
Non managerial employees
31. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Sustainability
Social responsibility (corporate social responsibility or CSR)
Three Characteristics of Organizations
32. Degree to which employees are expected to exhibit precision analysis and attention to detial
Decisions roles
Innovation and risk taking
Demographics
Attention to detial
33. Acquiring products made abroad and selling them domestically
Attention to detial
Planning
Importing
Management Styles
34. Any type of international company that maintains operations in multiple countries
Organizing
Social responsibility (corporate social responsibility or CSR)
Organizing
Multinational corporation (MNC)
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
Sustainability
Technology
Small Business
Organizing
36. An MNC that decentralizes management and other decisions to the local country where its doing business
Licensing
Innovation and risk taking
Multi domestic corporation
Omnipotent view of management
37. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Multinational corporation (MNC)
Non managerial employees
Sustainability
38. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Planning
Environmental complexity
Informational roles
Organization stakeholders
39. The view that managers are directly responsible for an organizations success or failure
Social obligation
Non managerial employees
Omnipotent view of management
Controlling
40. 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.
External factors
Global stategic alliance
Management Styles
The Persuasive Style
41. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
The Consultative Style
Rights view of ethics
Social responsivness
Components of the External Environment
42. 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
Leading
Planning
Transnational (border less) organization
The Consultative Style
43. When a business firm engages in social actions in response to some popular social need
Social responsivness
Outcome orientation
Decisions roles
Franchising
44. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Ethinicity
Organizing
Code of ethics
45. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Decisional roles
The Persuasive Style
Omnipotent view of management
Exporting
46. Job-specific knowledge and techniques needed to perform work tasks
Stakeholders
Non managerial employees
Technical skills
Outcome orientation
47. A boundary less world where goods and services are produced and marketed worlwide
Technology
The Participative Style
Theory of justice view of ethics
Global Village
48. A managers ability to analyze and diagnose complex situations
Workforce diveristy
Joint venture
Omnipotent view of management
Conceptual skills
49. Part-time temporary and contract workers who are available for hire on an as-needed basis
People orientation
Contingent workforce
Joint venture
Leading
50. A systematic arrangement of people brought together to accomplish some specific purpose
Leading
Managerial roles
Organization
Controlling