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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. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Environmental uncertainty
Outcome orientation
Three Characteristics of Organizations
Management levels
2. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Outcome orientation
Innovation and risk taking
Management Styles
Foreign subsidary
3. People who work directly on a job or task and have no responsibility for overseeing the work of others
Sustainability
Non managerial employees
Strong cultures
Importing
4. 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
Informational roles
Importing
Planning
First-line managers
5. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Informational roles
Organization stakeholders
Stakeholders
Interpersonal roles
6. Entrepreneur - Disturbance handler - resource allocator - negortiator
Dimensions of organizational culture
Global Village
Interpersonal roles
Decisions roles
7. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Management Styles
Franchising
Workforce diveristy
8. Degree to which employees are encouraged to be innovative and take risks
Rights view of ethics
Innovation and risk taking
How organizations go global
Informational roles
9. An MNC that centralizes management and other decisions in the home country
Global corporation
Licensing
External factors
Foreign subsidary
10. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Managerial roles
Management Styles
Interpersonal roles
Organization
11. A managers ability to work with understand mentor and motivate other both individually and in groups
Leading
Team orientation
Interpersonal skills
Decisional roles
12. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Strong cultures
Multinational corporation (MNC)
Franchising
13. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Contingent workforce
Dimensions of organizational culture
Multi domestic corporation
The Persuasive Style
14. A boundary less world where goods and services are produced and marketed worlwide
Innovation and risk taking
Global Village
Management
Outcome orientation
15. Degree to which management decision take into account the effects on people in the organization
People orientation
Effectiveness
Contingent workforce
Ethics
16. View that says ethical decisions are made in order to enforce rules fairly and impartially
Demographics
Theory of justice view of ethics
Code of ethics
Informational roles
17. Purchasing materials or labor from around the world wherever it is cheapest
Global stategic alliance
Dimensions of organizational culture
Decisions roles
Global sourcing
18. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Non managerial employees
Multi domestic corporation
The Participative Style
Three Characteristics of Organizations
19. A systematic arrangement of people brought together to accomplish some specific purpose
Outcome orientation
Technology
Managerial roles
Organization
20. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Global corporation
Leading
Social responsivness
Managerial roles
21. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
The Participative Style
Race
Management
Conceptual skills
22. Figurehead - leader - liaison
Exporting
Interpersonal roles
Contingent workforce
Symbolic view of management
23. When employees are connected to satisfied with and enthusiastic about their jobs
Organizing
Employee Engagement
Top managers
Outcome orientation
24. The characteristics of a population used for purposes of social stuidies
Race
Exporting
Foreign subsidary
Demographics
25. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Exporting
Multinational corporation (MNC)
Innovation and risk taking
Social responsibility (corporate social responsibility or CSR)
26. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Demographics
The Autocratic Style
Middle Managers
27. Factors forces situations and events outside the organization that affect its performance
External factors
Global stategic alliance
Technology
Decisional roles
28. 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
Symbolic view of management
Management
Small Business
Planning
29. Supervisors responsible for directing the day to day activities of non managerial employees
Transnational (border less) organization
First-line managers
Informational roles
The Autocratic Style
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
Global corporation
Organization stakeholders
Sustainability
Social responsibility (corporate social responsibility or CSR)
31. Individuals in an organization who direct the activities of others
Multi domestic corporation
Managers
The Autocratic Style
The Persuasive Style
32. 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
Top managers
Planning
Omnipotent view of management
Organizing
33. Includes monitoring performance comparing it with goals and correcting any significant deviations
Decisions roles
Controlling
Components of the External Environment
First-line managers
34. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Technology
How organizations go global
Interpersonal skills
Family-friendly benifits
35. Cultures in which the key values are deeply held and widely shared
Leading
Strong cultures
Dimensions of organizational culture
Ethics
36. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Agressiveness
Employee Engagement
First-line managers
37. Job-specific knowledge and techniques needed to perform work tasks
Parochiallism
Technical skills
Middle Managers
Interpersonal skills
38. 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.
The Autocratic Style
Organization
Global stategic alliance
Theory of justice view of ethics
39. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
The Laissez-Faire Style
Managers
Code of ethics
Multinational corporation (MNC)
40. 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
Code of ethics
Ethics
Political skills
Controlling
41. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Family-friendly benifits
Interpersonal skills
Code of ethics
Stakeholders
42. 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
Code of ethics
Licensing
Team orientation
Global Village
43. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Decisions roles
Conceptual skills
The Autocratic Style
44. Degree to which employees are expected to exhibit precision analysis and attention to detial
Global sourcing
Attention to detial
Joint venture
Global Village
45. 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
Workforce diveristy
Leading
Political skills
Management
46. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Attention to detial
The Autocratic Style
The Consultative Style
Scientific management
47. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
How organizations go global
Workforce diveristy
Top managers
The Persuasive Style
48. A set of rules or principles that defines right and wrong conduct
Theory of justice view of ethics
Organizational culture
Licensing
Ethics
49. Any equipment tools or operating methods that are designed to make work more efficient
Planning
Technology
Decisional roles
How organizations go global
50. Goals - People and Structure
Strong cultures
Environmental uncertainty
Non managerial employees
Three Characteristics of Organizations