SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Interpersonal skills
Multi domestic corporation
Workforce diveristy
2. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Controlling
Managerial roles
Social responsivness
Sustainability
3. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Planning
Social obligation
Outcome orientation
Organization
4. Social traits such as ones cultural background or allegiance that are shared by a human population
Employee Engagement
Ethinicity
External factors
People orientation
5. Figurehead - leader - liaison
Middle Managers
Management
Social responsivness
Interpersonal roles
6. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Attention to detial
The Participative Style
Interpersonal roles
Global Village
7. When a business firm engages in social actions in response to some popular social need
Social responsivness
Foreign subsidary
Sustainability
Three Characteristics of Organizations
8. Part-time temporary and contract workers who are available for hire on an as-needed basis
Ethics
Global sourcing
Contingent workforce
Attention to detial
9. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Interpersonal roles
Ethinicity
Controlling
Management levels
10. A managers ability to analyze and diagnose complex situations
Managerial roles
Interpersonal skills
Effectiveness
Conceptual skills
11. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Organizing
Top managers
Organization
12. A systematic arrangement of people brought together to accomplish some specific purpose
Foreign subsidary
Organization
Organizing
Rights view of ethics
13. Mentor - dissemination - spokesperson
Theory of justice view of ethics
Controlling
Informational roles
Outcome orientation
14. Goals - People and Structure
Demographics
Three Characteristics of Organizations
Organizing
Global stategic alliance
15. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Technical skills
Rights view of ethics
Global sourcing
Dimensions of organizational culture
16. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Importing
How organizations go global
Top managers
Foreign subsidary
17. A structural arrangement for global organizations that eliminates artificial geographical barries
Interpersonal skills
Informational roles
Transnational (border less) organization
Code of ethics
18. Includes defining goals establishing strategy and developing plans to coordinate activites
Global corporation
Interpersonal skills
Controlling
Planning
19. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
People orientation
The Persuasive Style
Strong cultures
The Consultative Style
20. Entailing making decisions or choices
Attention to detial
Multinational corporation (MNC)
Stability
Decisional roles
21. Individuals in an organization who direct the activities of others
Joint venture
Family-friendly benifits
How organizations go global
Managers
22. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Persuasive Style
Family-friendly benifits
Top managers
The Laissez-Faire Style
23. 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
Stability
Managerial roles
Sustainability
Employee Engagement
24. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Ethics
Informational roles
Controlling
Social obligation
25. Includes monitoring performance comparing it with goals and correcting any significant deviations
Transnational (border less) organization
Agressiveness
Controlling
Social responsivness
26. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Ethics
Controlling
Top managers
Small Business
27. The process of getting things done effectively efficiently through and with other people
Family-friendly benifits
Management
Managerial roles
Social obligation
28. The characteristics of a population used for purposes of social stuidies
Contingent workforce
Demographics
Code of ethics
Race
29. 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
Global corporation
Demographics
Leading
Workforce diveristy
30. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Demographics
Family-friendly benifits
The Participative Style
Utilitarian view of ethics
31. Degree to which employees are encouraged to be innovative and take risks
First-line managers
Outcome orientation
Environmental uncertainty
Innovation and risk taking
32. 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
Licensing
Small Business
Technology
Organizing
33. The manager makes all decisions alone - with centralised authority and one-way communication.
Effectiveness
The Autocratic Style
Stakeholders
Utilitarian view of ethics
34. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Management levels
Symbolic view of management
Organization stakeholders
Workforce diveristy
35. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Non managerial employees
Stability
Environmental complexity
Scientific management
36. Degree to which employees are aggressive and competitive rather than cooperative
Global sourcing
Three Characteristics of Organizations
Agressiveness
Four Management Functions
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
Omnipotent view of management
Organizing
Global stategic alliance
Global Village
38. A set of rules or principles that defines right and wrong conduct
Global corporation
Four Management Functions
Ethics
Interpersonal roles
39. A narrow focus in which managers see thing only through their own eyes and from their own perspective
The Participative Style
External factors
Agressiveness
Parochiallism
40. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Planning
Environmental uncertainty
External factors
41. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Franchising
Global stategic alliance
Joint venture
The Persuasive Style
42. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Leading
Management Styles
Planning
Conceptual skills
43. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Management Styles
Decisional roles
Scientific management
44. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Race
Importing
Management levels
Stakeholders
45. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
The Participative Style
Social responsibility (corporate social responsibility or CSR)
Decisions roles
Social obligation
46. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Leading
How organizations go global
Management
Efficency
47. 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
Leading
Parochiallism
Family-friendly benifits
Controlling
48. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Transnational (border less) organization
Code of ethics
Technology
49. 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
Conceptual skills
Family-friendly benifits
Workforce diveristy
Symbolic view of management
50. Degree to which work is organized around team rather than individuals
Social responsivness
Organizational culture
Team orientation
Symbolic view of management