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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. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Licensing
Symbolic view of management
Foreign subsidary
Management
2. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Demographics
Attention to detial
Foreign subsidary
3. 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
Stakeholders
Interpersonal roles
Licensing
Decisions roles
4. Degree to which employees are aggressive and competitive rather than cooperative
Decisional roles
Global stategic alliance
Agressiveness
Organization
5. 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
Organizing
The Laissez-Faire Style
Outcome orientation
Contingent workforce
6. 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
Controlling
Conceptual skills
Management
Family-friendly benifits
7. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Global sourcing
Dimensions of organizational culture
Rights view of ethics
8. Degree to which employees are expected to exhibit precision analysis and attention to detial
Global corporation
Attention to detial
Parochiallism
Dimensions of organizational culture
9. Any equipment tools or operating methods that are designed to make work more efficient
Three Characteristics of Organizations
Organizing
Technology
Symbolic view of management
10. Acquiring products made abroad and selling them domestically
Leading
Importing
Scientific management
Family-friendly benifits
11. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Global corporation
Efficency
Components of the External Environment
12. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Managerial roles
Innovation and risk taking
External factors
Middle Managers
13. Degree to which management decision take into account the effects on people in the organization
Leading
Workforce diveristy
People orientation
Demographics
14. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
The Participative Style
Decisional roles
Environmental complexity
Management levels
15. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Sustainability
Planning
Outcome orientation
Utilitarian view of ethics
16. Supervisors responsible for directing the day to day activities of non managerial employees
Interpersonal skills
Utilitarian view of ethics
Symbolic view of management
First-line managers
17. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Social responsivness
Decisional roles
Global corporation
18. A structural arrangement for global organizations that eliminates artificial geographical barries
Contingent workforce
Four Management Functions
Transnational (border less) organization
Effectiveness
19. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Demographics
Symbolic view of management
Omnipotent view of management
20. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Organization stakeholders
How organizations go global
Environmental uncertainty
Management Styles
21. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Franchising
Components of the External Environment
Interpersonal roles
Non managerial employees
22. Degree to which work is organized around team rather than individuals
Employee Engagement
Foreign subsidary
Team orientation
Global Village
23. Individuals in an organization who direct the activities of others
Decisions roles
First-line managers
Utilitarian view of ethics
Managers
24. Doing things right or getting the most output from the least amount of inputs
First-line managers
Efficency
Planning
Informational roles
25. Entailing making decisions or choices
Decisional roles
Contingent workforce
Workforce diveristy
Team orientation
26. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Managerial roles
The Laissez-Faire Style
Scientific management
The Participative Style
27. 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
Workforce diveristy
Management Styles
Social responsibility (corporate social responsibility or CSR)
Organizing
28. A managers ability to analyze and diagnose complex situations
Utilitarian view of ethics
How organizations go global
Conceptual skills
Employee Engagement
29. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Exporting
Stakeholders
The Participative Style
Planning
30. Goals - People and Structure
Three Characteristics of Organizations
Ethinicity
Leading
Social responsivness
31. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Utilitarian view of ethics
Multi domestic corporation
Organization
32. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Conceptual skills
Importing
People orientation
33. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Organization
Transnational (border less) organization
Environmental complexity
34. Job-specific knowledge and techniques needed to perform work tasks
External factors
Scientific management
Technical skills
Global sourcing
35. 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
How organizations go global
Strong cultures
Sustainability
Effectiveness
36. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Utilitarian view of ethics
Employee Engagement
The Laissez-Faire Style
Multi domestic corporation
37. 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
Attention to detial
Symbolic view of management
Sustainability
38. A managers ability to build a power base and establish the right connections
Informational roles
Political skills
Dimensions of organizational culture
Multinational corporation (MNC)
39. 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
Interpersonal roles
Planning
Outcome orientation
Organizing
40. The shared values principles traditions and ways of doing things that influence the way organizational members act
Technical skills
Scientific management
Organizational culture
People orientation
41. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Omnipotent view of management
Social obligation
Global stategic alliance
Contingent workforce
42. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Organizing
Joint venture
Environmental complexity
Organization
43. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Contingent workforce
Planning
Global corporation
44. A systematic arrangement of people brought together to accomplish some specific purpose
Social responsibility (corporate social responsibility or CSR)
The Persuasive Style
Organization
Interpersonal roles
45. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Leading
How organizations go global
Components of the External Environment
46. The characteristics of a population used for purposes of social stuidies
Three Characteristics of Organizations
Demographics
Top managers
Innovation and risk taking
47. The view that managers are directly responsible for an organizations success or failure
Technology
The Persuasive Style
Scientific management
Omnipotent view of management
48. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Multi domestic corporation
Contingent workforce
Efficency
49. The process of getting things done effectively efficiently through and with other people
Informational roles
How organizations go global
Leading
Management
50. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Theory of justice view of ethics
Top managers
Parochiallism
Management levels