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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 boundary less world where goods and services are produced and marketed worlwide
Global Village
Four Management Functions
Joint venture
Social responsibility (corporate social responsibility or CSR)
2. An MNC that centralizes management and other decisions in the home country
Multinational corporation (MNC)
Conceptual skills
Global stategic alliance
Global corporation
3. When a business firm engages in social actions in response to some popular social need
Social responsivness
Omnipotent view of management
Controlling
Family-friendly benifits
4. 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
Small Business
Organizing
Strong cultures
Joint venture
5. Goals - People and Structure
Environmental uncertainty
Small Business
Organizing
Three Characteristics of Organizations
6. 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.
Sustainability
Global stategic alliance
Outcome orientation
Joint venture
7. People who work directly on a job or task and have no responsibility for overseeing the work of others
Franchising
Foreign subsidary
Employee Engagement
Non managerial employees
8. Entrepreneur - Disturbance handler - resource allocator - negortiator
Employee Engagement
Decisions roles
Organizing
Dimensions of organizational culture
9. The process of getting things done effectively efficiently through and with other people
Management Styles
Global stategic alliance
Management
Social responsivness
10. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Exporting
Strong cultures
Controlling
Race
11. The degree of change and complexity in an organizations enviroment
Organizing
Conceptual skills
Interpersonal roles
Environmental uncertainty
12. The characteristics of a population used for purposes of social stuidies
Four Management Functions
Controlling
The Laissez-Faire Style
Demographics
13. Degree to which management decision take into account the effects on people in the organization
Leading
People orientation
Informational roles
Innovation and risk taking
14. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Importing
How organizations go global
Exporting
Employee Engagement
15. 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
Global sourcing
Non managerial employees
Theory of justice view of ethics
16. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Sustainability
Components of the External Environment
Management
Code of ethics
17. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Management Styles
Team orientation
Controlling
18. Part-time temporary and contract workers who are available for hire on an as-needed basis
Joint venture
Team orientation
Contingent workforce
Small Business
19. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
People orientation
Management levels
Global stategic alliance
Small Business
20. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
The Laissez-Faire Style
Informational roles
Middle Managers
Organization stakeholders
21. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Top managers
The Consultative Style
Organizational culture
22. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Stakeholders
Small Business
Utilitarian view of ethics
Licensing
23. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
Decisional roles
Environmental uncertainty
Informational roles
24. The view that much of an organizations success or failure is due to external forces outside managers control
Global stategic alliance
The Participative Style
Technical skills
Symbolic view of management
25. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
Strong cultures
Global corporation
Social responsibility (corporate social responsibility or CSR)
26. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Organization stakeholders
Strong cultures
Sustainability
27. 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
Management levels
Small Business
Omnipotent view of management
Sustainability
28. Degree to which employees are aggressive and competitive rather than cooperative
The Laissez-Faire Style
Contingent workforce
Top managers
Agressiveness
29. Making products domestically and selling them abroad
Decisions roles
Exporting
Joint venture
Omnipotent view of management
30. 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
Contingent workforce
Workforce diveristy
Controlling
Organization
31. Supervisors responsible for directing the day to day activities of non managerial employees
Components of the External Environment
Top managers
Managerial roles
First-line managers
32. When employees are connected to satisfied with and enthusiastic about their jobs
Leading
Employee Engagement
Team orientation
Stability
33. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Franchising
Outcome orientation
Exporting
34. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Middle Managers
Organizing
Contingent workforce
35. The shared values principles traditions and ways of doing things that influence the way organizational members act
Management Styles
Informational roles
Organizational culture
Top managers
36. Doing things right or getting the most output from the least amount of inputs
Planning
Efficency
Attention to detial
Parochiallism
37. Job-specific knowledge and techniques needed to perform work tasks
Controlling
Dimensions of organizational culture
Contingent workforce
Technical skills
38. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Organization stakeholders
Environmental complexity
Social responsivness
Global sourcing
39. Individuals in an organization who direct the activities of others
Exporting
Efficency
Managers
Parochiallism
40. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Managerial roles
First-line managers
Controlling
41. 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
Utilitarian view of ethics
Controlling
Contingent workforce
Informational roles
42. Social traits such as ones cultural background or allegiance that are shared by a human population
Environmental complexity
Ethinicity
Rights view of ethics
Efficency
43. A structural arrangement for global organizations that eliminates artificial geographical barries
Licensing
The Autocratic Style
Transnational (border less) organization
The Participative Style
44. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Interpersonal roles
People orientation
Informational roles
Rights view of ethics
45. A managers ability to build a power base and establish the right connections
How organizations go global
Planning
Political skills
Interpersonal roles
46. View that says ethical decisions are made in order to enforce rules fairly and impartially
Three Characteristics of Organizations
Theory of justice view of ethics
Middle Managers
Environmental uncertainty
47. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Omnipotent view of management
Managerial roles
Management
48. Factors forces situations and events outside the organization that affect its performance
Global corporation
External factors
People orientation
Three Characteristics of Organizations
49. Involving collecting receiving and disseminating information
Informational roles
Global sourcing
Code of ethics
Management
50. A managers ability to analyze and diagnose complex situations
Conceptual skills
Management
Leading
Strong cultures