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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 partnership between an organization and a foreign company partners in which both share resources and knowledge in developing new products of building production facilities.
Organizing
Global stategic alliance
Managers
The Laissez-Faire Style
2. 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
Controlling
Organizing
Multinational corporation (MNC)
3. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Planning
Outcome orientation
Ethinicity
4. The view that managers are directly responsible for an organizations success or failure
Dimensions of organizational culture
Franchising
Decisions roles
Omnipotent view of management
5. Figurehead - leader - liaison
Interpersonal roles
Transnational (border less) organization
Non managerial employees
Contingent workforce
6. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Controlling
Dimensions of organizational culture
Theory of justice view of ethics
Top managers
7. Any equipment tools or operating methods that are designed to make work more efficient
Dimensions of organizational culture
Social responsibility (corporate social responsibility or CSR)
Technology
Ethics
8. Making products domestically and selling them abroad
Foreign subsidary
Stakeholders
Exporting
Employee Engagement
9. The shared values principles traditions and ways of doing things that influence the way organizational members act
Technology
Contingent workforce
Franchising
Organizational culture
10. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Management
Family-friendly benifits
Conceptual skills
Foreign subsidary
11. 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
Middle Managers
Decisional roles
How organizations go global
Planning
12. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Race
Components of the External Environment
Management Styles
Scientific management
13. 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
Omnipotent view of management
Family-friendly benifits
Organizing
14. The manager makes all decisions alone - with centralised authority and one-way communication.
Workforce diveristy
Ethics
Parochiallism
The Autocratic Style
15. Part-time temporary and contract workers who are available for hire on an as-needed basis
Theory of justice view of ethics
Middle Managers
Contingent workforce
The Persuasive Style
16. Any type of international company that maintains operations in multiple countries
Conceptual skills
Organizing
Non managerial employees
Multinational corporation (MNC)
17. Degree to which management decision take into account the effects on people in the organization
Leading
Rights view of ethics
People orientation
Planning
18. The process of getting things done effectively efficiently through and with other people
Environmental uncertainty
Stability
Management
Informational roles
19. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Joint venture
Exporting
Global sourcing
20. An MNC that decentralizes management and other decisions to the local country where its doing business
Managers
Licensing
Multi domestic corporation
Rights view of ethics
21. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Race
Outcome orientation
Transnational (border less) organization
22. 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
Stability
Managerial roles
The Participative Style
23. Degree to which work is organized around team rather than individuals
Management
Social obligation
Team orientation
Environmental complexity
24. A boundary less world where goods and services are produced and marketed worlwide
Global Village
The Consultative Style
Scientific management
Family-friendly benifits
25. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Decisions roles
Environmental complexity
First-line managers
Workforce diveristy
26. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Scientific management
Symbolic view of management
Outcome orientation
Environmental complexity
27. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Technology
Management levels
Race
Conceptual skills
28. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Small Business
Informational roles
Contingent workforce
How organizations go global
29. Goals - People and Structure
Planning
Organizing
Team orientation
Three Characteristics of Organizations
30. A managers ability to analyze and diagnose complex situations
Efficency
Conceptual skills
Franchising
Global sourcing
31. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Ethinicity
Transnational (border less) organization
Environmental complexity
32. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Parochiallism
The Persuasive Style
Multi domestic corporation
Global corporation
33. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Informational roles
Organizational culture
Interpersonal roles
34. 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
Non managerial employees
Innovation and risk taking
Global Village
35. Mentor - dissemination - spokesperson
Attention to detial
Informational roles
Organization
Non managerial employees
36. The characteristics of a population used for purposes of social stuidies
Foreign subsidary
How organizations go global
Small Business
Demographics
37. 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
Non managerial employees
Small Business
Contingent workforce
Dimensions of organizational culture
38. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Foreign subsidary
Management levels
Licensing
Four Management Functions
39. 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
Utilitarian view of ethics
Environmental complexity
Organizing
Exporting
40. Entrepreneur - Disturbance handler - resource allocator - negortiator
Workforce diveristy
The Laissez-Faire Style
Decisions roles
Transnational (border less) organization
41. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Attention to detial
The Autocratic Style
Joint venture
Global sourcing
42. Degree to which employees are expected to exhibit precision analysis and attention to detial
Global Village
Attention to detial
First-line managers
Strong cultures
43. 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
People orientation
Employee Engagement
Workforce diveristy
Organization stakeholders
44. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Ethics
Omnipotent view of management
Technology
45. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Social obligation
Contingent workforce
Managerial roles
46. An MNC that centralizes management and other decisions in the home country
Interpersonal skills
Components of the External Environment
Global corporation
Managers
47. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Four Management Functions
Organizing
Managerial roles
48. The degree of change and complexity in an organizations enviroment
Leading
Environmental uncertainty
Technology
Contingent workforce
49. View that says ethical decisions are made in order to enforce rules fairly and impartially
Foreign subsidary
Effectiveness
Political skills
Theory of justice view of ethics
50. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Management Styles
Multinational corporation (MNC)
Stakeholders
Organizational culture