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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. 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
Employee Engagement
Middle Managers
Informational roles
2. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Three Characteristics of Organizations
Middle Managers
Team orientation
Top managers
3. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Social obligation
Outcome orientation
Interpersonal skills
Family-friendly benifits
4. Any equipment tools or operating methods that are designed to make work more efficient
Symbolic view of management
External factors
Technology
Efficency
5. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Organizing
The Participative Style
Leading
Technology
6. Degree to which employees are aggressive and competitive rather than cooperative
Attention to detial
Agressiveness
Omnipotent view of management
Ethics
7. An MNC that decentralizes management and other decisions to the local country where its doing business
Technology
Multi domestic corporation
Informational roles
Ethics
8. 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
Importing
First-line managers
Small Business
Decisional roles
9. Degree to which work is organized around team rather than individuals
External factors
Team orientation
Importing
Global sourcing
10. Includes monitoring performance comparing it with goals and correcting any significant deviations
Organization
Controlling
Code of ethics
Ethinicity
11. Supervisors responsible for directing the day to day activities of non managerial employees
Efficency
First-line managers
Outcome orientation
Technical skills
12. Figurehead - leader - liaison
Joint venture
Interpersonal roles
Symbolic view of management
Environmental uncertainty
13. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Exporting
Small Business
Code of ethics
Workforce diveristy
14. Any type of international company that maintains operations in multiple countries
Utilitarian view of ethics
Organizing
Multinational corporation (MNC)
Efficency
15. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
The Laissez-Faire Style
Organization stakeholders
Licensing
Importing
16. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Attention to detial
Outcome orientation
Rights view of ethics
Conceptual skills
17. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Stakeholders
Controlling
Utilitarian view of ethics
The Persuasive Style
18. Acquiring products made abroad and selling them domestically
Agressiveness
Interpersonal roles
Dimensions of organizational culture
Importing
19. Entailing making decisions or choices
Multi domestic corporation
Family-friendly benifits
Ethics
Decisional roles
20. Degree to which management decision take into account the effects on people in the organization
Organization
Informational roles
People orientation
Leading
21. Part-time temporary and contract workers who are available for hire on an as-needed basis
The Consultative Style
Contingent workforce
Management levels
Importing
22. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal skills
Leading
Interpersonal roles
Transnational (border less) organization
23. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Family-friendly benifits
Organization
The Laissez-Faire Style
Environmental complexity
24. Goals - People and Structure
Interpersonal roles
Three Characteristics of Organizations
Joint venture
Global sourcing
25. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Importing
Management levels
Technical skills
Rights view of ethics
26. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Middle Managers
The Persuasive Style
The Participative Style
Managerial roles
27. Entrepreneur - Disturbance handler - resource allocator - negortiator
Importing
Decisions roles
Interpersonal roles
Managers
28. People who work directly on a job or task and have no responsibility for overseeing the work of others
Technical skills
Non managerial employees
Franchising
Organizing
29. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Social responsibility (corporate social responsibility or CSR)
Environmental complexity
Organization stakeholders
30. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Middle Managers
Leading
Parochiallism
The Consultative Style
31. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Top managers
Importing
Transnational (border less) organization
32. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Family-friendly benifits
The Persuasive Style
Sustainability
Management Styles
33. Cultures in which the key values are deeply held and widely shared
Agressiveness
Global sourcing
Strong cultures
Global stategic alliance
34. 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
External factors
Top managers
Managers
35. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Demographics
Management
How organizations go global
Controlling
36. The view that managers are directly responsible for an organizations success or failure
Top managers
Omnipotent view of management
Foreign subsidary
Non managerial employees
37. When employees are connected to satisfied with and enthusiastic about their jobs
Interpersonal roles
Employee Engagement
Efficency
Managers
38. Making products domestically and selling them abroad
Exporting
Social obligation
Symbolic view of management
Global stategic alliance
39. Involving collecting receiving and disseminating information
Strong cultures
Informational roles
How organizations go global
Components of the External Environment
40. The shared values principles traditions and ways of doing things that influence the way organizational members act
Conceptual skills
Transnational (border less) organization
Organizational culture
Controlling
41. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Multinational corporation (MNC)
The Autocratic Style
Technical skills
42. 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
Agressiveness
Stakeholders
Employee Engagement
Organizing
43. Job-specific knowledge and techniques needed to perform work tasks
Theory of justice view of ethics
Technical skills
Social responsivness
Symbolic view of management
44. The process of getting things done effectively efficiently through and with other people
Parochiallism
Management
Exporting
Demographics
45. 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
Three Characteristics of Organizations
Conceptual skills
Sustainability
Environmental complexity
46. When a business firm engages in social actions in response to some popular social need
Leading
Informational roles
Social responsivness
Global Village
47. Degree to which employees are expected to exhibit precision analysis and attention to detial
Employee Engagement
Three Characteristics of Organizations
Theory of justice view of ethics
Attention to detial
48. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Non managerial employees
Dimensions of organizational culture
Planning
Joint venture
49. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Organizational culture
Employee Engagement
Dimensions of organizational culture
The Consultative Style
50. Doing the right things or completing activities so that organizational goals are attained
Leading
Family-friendly benifits
Middle Managers
Effectiveness