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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. 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
Sustainability
Dimensions of organizational culture
Workforce diveristy
External factors
2. Individuals in an organization who direct the activities of others
Managers
Three Characteristics of Organizations
Organization stakeholders
Technology
3. A boundary less world where goods and services are produced and marketed worlwide
Non managerial employees
Transnational (border less) organization
Global Village
Joint venture
4. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Family-friendly benifits
Four Management Functions
Managerial roles
Outcome orientation
5. Degree to which management decision take into account the effects on people in the organization
Decisional roles
Effectiveness
Social responsibility (corporate social responsibility or CSR)
People orientation
6. The shared values principles traditions and ways of doing things that influence the way organizational members act
The Consultative Style
Workforce diveristy
Managerial roles
Organizational culture
7. Any type of international company that maintains operations in multiple countries
Employee Engagement
Technical skills
Multinational corporation (MNC)
Management levels
8. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Managerial roles
Family-friendly benifits
Demographics
9. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
The Autocratic Style
Rights view of ethics
Contingent workforce
Four Management Functions
10. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Interpersonal roles
Code of ethics
Environmental complexity
Importing
11. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
The Laissez-Faire Style
Global stategic alliance
Joint venture
Social obligation
12. Part-time temporary and contract workers who are available for hire on an as-needed basis
Ethinicity
Contingent workforce
Multinational corporation (MNC)
Informational roles
13. A systematic arrangement of people brought together to accomplish some specific purpose
Omnipotent view of management
Political skills
Organization
Planning
14. Any equipment tools or operating methods that are designed to make work more efficient
Leading
Technology
The Laissez-Faire Style
Decisional roles
15. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Components of the External Environment
Contingent workforce
Outcome orientation
Interpersonal roles
16. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Social responsibility (corporate social responsibility or CSR)
Race
How organizations go global
The Participative Style
17. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Theory of justice view of ethics
Scientific management
Ethics
18. An MNC that centralizes management and other decisions in the home country
The Autocratic Style
Stability
Theory of justice view of ethics
Global corporation
19. Degree to which organizational decisions and actions emphasize maintaining the status quo
Organization
Stability
Informational roles
Effectiveness
20. The view that much of an organizations success or failure is due to external forces outside managers control
Rights view of ethics
Organizational culture
Symbolic view of management
Licensing
21. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Race
Management levels
Environmental uncertainty
Organization stakeholders
22. When employees are connected to satisfied with and enthusiastic about their jobs
Middle Managers
Employee Engagement
Small Business
Organizing
23. An agreement in which an organization gives another the right for a fee to make or sell its products using its technology or product specifications
Interpersonal skills
Management levels
Leading
Licensing
24. When a business firm engages in social actions in response to some popular social need
Code of ethics
Team orientation
Global stategic alliance
Social responsivness
25. Cultures in which the key values are deeply held and widely shared
Organization stakeholders
Agressiveness
Strong cultures
Global corporation
26. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Strong cultures
Four Management Functions
Scientific management
Management Styles
27. A managers ability to build a power base and establish the right connections
Technology
Political skills
Four Management Functions
Managers
28. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
External factors
Informational roles
Outcome orientation
Conceptual skills
29. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
How organizations go global
Four Management Functions
Organizational culture
Top managers
30. Goals - People and Structure
Family-friendly benifits
Three Characteristics of Organizations
Leading
Management
31. Purchasing materials or labor from around the world wherever it is cheapest
Ethics
Planning
Global sourcing
Scientific management
32. 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.
Leading
Theory of justice view of ethics
Top managers
Global stategic alliance
33. Job-specific knowledge and techniques needed to perform work tasks
Organization stakeholders
Stakeholders
Technical skills
Management Styles
34. A managers ability to analyze and diagnose complex situations
Scientific management
Three Characteristics of Organizations
Conceptual skills
How organizations go global
35. View that says ethical decisions are made in order to enforce rules fairly and impartially
Dimensions of organizational culture
First-line managers
Theory of justice view of ethics
Global sourcing
36. The manager makes all decisions alone - with centralised authority and one-way communication.
Exporting
Workforce diveristy
The Autocratic Style
Planning
37. 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
The Participative Style
Organizing
Three Characteristics of Organizations
Franchising
38. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Contingent workforce
Technical skills
Organization stakeholders
The Persuasive Style
39. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Environmental complexity
Joint venture
Workforce diveristy
40. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Organizing
Employee Engagement
Stability
41. Entailing making decisions or choices
Strong cultures
Top managers
Exporting
Decisional roles
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
Planning
Controlling
First-line managers
Conceptual skills
43. 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
Dimensions of organizational culture
Small Business
Management
Social responsibility (corporate social responsibility or CSR)
44. 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
Small Business
Management levels
Sustainability
Efficency
45. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Franchising
The Autocratic Style
Multinational corporation (MNC)
Managerial roles
46. Degree to which employees are aggressive and competitive rather than cooperative
Leading
Outcome orientation
Agressiveness
External factors
47. A managers ability to work with understand mentor and motivate other both individually and in groups
Transnational (border less) organization
Components of the External Environment
Family-friendly benifits
Interpersonal skills
48. A set of rules or principles that defines right and wrong conduct
Global Village
Leading
Ethics
The Participative Style
49. An MNC that decentralizes management and other decisions to the local country where its doing business
Three Characteristics of Organizations
Controlling
Strong cultures
Multi domestic corporation
50. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Utilitarian view of ethics
Parochiallism
Middle Managers
Transnational (border less) organization