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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. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Social obligation
Parochiallism
Interpersonal roles
Top managers
2. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Organizing
The Participative Style
Organizational culture
3. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Interpersonal roles
Management Styles
Agressiveness
Organizing
4. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Organizing
Interpersonal roles
Symbolic view of management
Planning
5. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Controlling
Parochiallism
Environmental complexity
Stakeholders
6. Individuals in an organization who direct the activities of others
Code of ethics
Managers
Attention to detial
Environmental uncertainty
7. Social traits such as ones cultural background or allegiance that are shared by a human population
Omnipotent view of management
Leading
Strong cultures
Ethinicity
8. A systematic arrangement of people brought together to accomplish some specific purpose
Parochiallism
The Laissez-Faire Style
Organization
Rights view of ethics
9. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Global sourcing
How organizations go global
Global Village
Organizing
10. Cultures in which the key values are deeply held and widely shared
Strong cultures
The Laissez-Faire Style
Environmental complexity
Importing
11. Includes defining goals establishing strategy and developing plans to coordinate activites
Managerial roles
Social responsivness
Planning
Four Management Functions
12. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
External factors
Workforce diveristy
Efficency
13. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Stakeholders
Components of the External Environment
Technology
Global sourcing
14. Entrepreneur - Disturbance handler - resource allocator - negortiator
Social responsibility (corporate social responsibility or CSR)
The Laissez-Faire Style
Multinational corporation (MNC)
Decisions roles
15. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Four Management Functions
Conceptual skills
Interpersonal skills
16. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Managerial roles
Employee Engagement
Omnipotent view of management
Dimensions of organizational culture
17. Degree to which employees are encouraged to be innovative and take risks
Ethinicity
Technical skills
Innovation and risk taking
Non managerial employees
18. Degree to which work is organized around team rather than individuals
Organization
Agressiveness
Multi domestic corporation
Team orientation
19. 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
Management levels
Agressiveness
Informational roles
Licensing
20. 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
Small Business
Exporting
Organizing
Managerial roles
21. 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
Controlling
Franchising
Employee Engagement
22. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Small Business
Management
Environmental uncertainty
23. A boundary less world where goods and services are produced and marketed worlwide
Effectiveness
Environmental complexity
Global Village
Management Styles
24. 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 Laissez-Faire Style
Agressiveness
Organizing
Social responsibility (corporate social responsibility or CSR)
25. 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
Top managers
Leading
Strong cultures
Decisional roles
26. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Management
Global corporation
Interpersonal skills
Rights view of ethics
27. The characteristics of a population used for purposes of social stuidies
Multinational corporation (MNC)
Sustainability
Demographics
Agressiveness
28. Figurehead - leader - liaison
Code of ethics
Transnational (border less) organization
Interpersonal roles
Technology
29. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Joint venture
Licensing
Utilitarian view of ethics
Social obligation
30. 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
Sustainability
Strong cultures
Leading
Social responsivness
31. When employees are connected to satisfied with and enthusiastic about their jobs
Leading
Attention to detial
Employee Engagement
Components of the External Environment
32. Acquiring products made abroad and selling them domestically
Stakeholders
Importing
Workforce diveristy
Team orientation
33. Degree to which organizational decisions and actions emphasize maintaining the status quo
Controlling
Stability
Ethinicity
The Autocratic Style
34. The view that managers are directly responsible for an organizations success or failure
Stakeholders
Decisions roles
Omnipotent view of management
Organizational culture
35. Part-time temporary and contract workers who are available for hire on an as-needed basis
Parochiallism
Symbolic view of management
Contingent workforce
Demographics
36. Goals - People and Structure
Licensing
Management
Social obligation
Three Characteristics of Organizations
37. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Informational roles
Informational roles
Interpersonal roles
38. Factors forces situations and events outside the organization that affect its performance
Joint venture
Importing
External factors
Managerial roles
39. The degree of change and complexity in an organizations enviroment
Global Village
Joint venture
Environmental uncertainty
Theory of justice view of ethics
40. People who work directly on a job or task and have no responsibility for overseeing the work of others
Political skills
Global corporation
Social responsivness
Non managerial employees
41. The shared values principles traditions and ways of doing things that influence the way organizational members act
Three Characteristics of Organizations
Ethinicity
People orientation
Organizational culture
42. The process of getting things done effectively efficiently through and with other people
Small Business
Management
Theory of justice view of ethics
Controlling
43. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Conceptual skills
Ethinicity
Four Management Functions
44. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Organization stakeholders
First-line managers
Environmental uncertainty
45. A set of rules or principles that defines right and wrong conduct
Strong cultures
Contingent workforce
Effectiveness
Ethics
46. Degree to which employees are aggressive and competitive rather than cooperative
Efficency
Interpersonal skills
Four Management Functions
Agressiveness
47. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Conceptual skills
Code of ethics
Parochiallism
48. View that says ethical decisions are made in order to enforce rules fairly and impartially
Exporting
Race
Theory of justice view of ethics
Rights view of ethics
49. Doing things right or getting the most output from the least amount of inputs
Efficency
Ethics
The Laissez-Faire Style
Demographics
50. Any type of international company that maintains operations in multiple countries
Management Styles
Stakeholders
Political skills
Multinational corporation (MNC)