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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. Involving collecting receiving and disseminating information
Effectiveness
Joint venture
Environmental complexity
Informational roles
2. 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
The Consultative Style
Global corporation
Planning
Controlling
3. Job-specific knowledge and techniques needed to perform work tasks
Agressiveness
Middle Managers
Technical skills
Conceptual skills
4. The characteristics of a population used for purposes of social stuidies
The Persuasive Style
Middle Managers
Demographics
Foreign subsidary
5. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organizational culture
External factors
Global sourcing
Organization stakeholders
6. Degree to which organizational decisions and actions emphasize maintaining the status quo
Workforce diveristy
Political skills
Code of ethics
Stability
7. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Transnational (border less) organization
Rights view of ethics
Four Management Functions
8. A managers ability to build a power base and establish the right connections
Political skills
Leading
Middle Managers
Four Management Functions
9. 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
Multi domestic corporation
Managers
Decisional roles
10. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Parochiallism
Theory of justice view of ethics
Management levels
The Participative Style
11. Factors forces situations and events outside the organization that affect its performance
Informational roles
Innovation and risk taking
External factors
Parochiallism
12. When a business firm engages in social actions in response to some popular social need
Importing
Innovation and risk taking
Management
Social responsivness
13. Figurehead - leader - liaison
Demographics
Interpersonal roles
Global sourcing
Joint venture
14. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Interpersonal skills
Demographics
Parochiallism
15. Social traits such as ones cultural background or allegiance that are shared by a human population
Rights view of ethics
Contingent workforce
Social responsibility (corporate social responsibility or CSR)
Ethinicity
16. Degree to which employees are aggressive and competitive rather than cooperative
Planning
Agressiveness
Employee Engagement
Multinational corporation (MNC)
17. The degree of change and complexity in an organizations enviroment
Global Village
Dimensions of organizational culture
Strong cultures
Environmental uncertainty
18. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Interpersonal roles
Joint venture
Sustainability
Exporting
19. Doing things right or getting the most output from the least amount of inputs
Interpersonal roles
Efficency
Environmental uncertainty
Stakeholders
20. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Social responsibility (corporate social responsibility or CSR)
Environmental complexity
Interpersonal roles
Three Characteristics of Organizations
21. Includes monitoring performance comparing it with goals and correcting any significant deviations
Informational roles
Controlling
Middle Managers
Leading
22. Doing the right things or completing activities so that organizational goals are attained
Three Characteristics of Organizations
Global stategic alliance
Controlling
Effectiveness
23. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Interpersonal skills
Rights view of ethics
Symbolic view of management
24. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Social responsibility (corporate social responsibility or CSR)
Outcome orientation
Leading
Technology
25. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Controlling
Ethics
Rights view of ethics
The Laissez-Faire Style
26. Any equipment tools or operating methods that are designed to make work more efficient
Leading
Global Village
Technology
Middle Managers
27. A managers ability to analyze and diagnose complex situations
Conceptual skills
Planning
Agressiveness
Theory of justice view of ethics
28. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Managers
Global Village
Management Styles
Franchising
29. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Employee Engagement
Foreign subsidary
Theory of justice view of ethics
Informational roles
30. Individuals in an organization who direct the activities of others
Four Management Functions
Management levels
Managerial roles
Managers
31. Goals - People and Structure
Three Characteristics of Organizations
Social obligation
Employee Engagement
Symbolic view of management
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
Managerial roles
Multinational corporation (MNC)
Small Business
Strong cultures
33. Degree to which employees are encouraged to be innovative and take risks
Interpersonal skills
Interpersonal roles
Innovation and risk taking
Organizational culture
34. A managers ability to work with understand mentor and motivate other both individually and in groups
Theory of justice view of ethics
Multi domestic corporation
Decisional roles
Interpersonal skills
35. Degree to which management decision take into account the effects on people in the organization
Informational roles
The Consultative Style
Organizing
People orientation
36. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Agressiveness
Global stategic alliance
Race
Outcome orientation
37. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managers
Planning
Managerial roles
Contingent workforce
38. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Multi domestic corporation
Environmental uncertainty
Informational roles
39. An MNC that decentralizes management and other decisions to the local country where its doing business
Environmental complexity
Multi domestic corporation
Informational roles
Strong cultures
40. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Planning
Ethics
External factors
How organizations go global
41. 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
Leading
Organizing
Management Styles
Decisional roles
42. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Importing
Family-friendly benifits
Scientific management
Managerial roles
43. Acquiring products made abroad and selling them domestically
Race
Importing
Global Village
Contingent workforce
44. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Race
Ethinicity
Top managers
Social responsibility (corporate social responsibility or CSR)
45. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Informational roles
Small Business
Stakeholders
The Laissez-Faire Style
46. 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
Foreign subsidary
Global stategic alliance
Planning
Transnational (border less) organization
47. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
The Consultative Style
Outcome orientation
Conceptual skills
Multi domestic corporation
48. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Theory of justice view of ethics
Stakeholders
Race
49. The shared values principles traditions and ways of doing things that influence the way organizational members act
Middle Managers
Licensing
Leading
Organizational culture
50. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Conceptual skills
Sustainability
Technology
Management levels