SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Global corporation
Small Business
Social obligation
Four Management Functions
2. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Workforce diveristy
Code of ethics
Licensing
Joint venture
3. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Innovation and risk taking
Components of the External Environment
First-line managers
4. 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
Agressiveness
Stakeholders
Demographics
5. A managers ability to build a power base and establish the right connections
Political skills
Interpersonal skills
Top managers
Attention to detial
6. Factors forces situations and events outside the organization that affect its performance
Global Village
External factors
Interpersonal roles
Managerial roles
7. The characteristics of a population used for purposes of social stuidies
Foreign subsidary
The Autocratic Style
Stability
Demographics
8. Figurehead - leader - liaison
Interpersonal roles
Theory of justice view of ethics
Race
Technology
9. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Agressiveness
Sustainability
Top managers
10. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Stakeholders
Organizing
Management Styles
The Autocratic Style
11. Any type of international company that maintains operations in multiple countries
Decisions roles
Organizational culture
Multinational corporation (MNC)
The Laissez-Faire Style
12. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Technical skills
Sustainability
Efficency
Parochiallism
13. Degree to which management decision take into account the effects on people in the organization
The Laissez-Faire Style
People orientation
First-line managers
Global stategic alliance
14. The manager makes all decisions alone - with centralised authority and one-way communication.
Importing
The Autocratic Style
Interpersonal roles
Technical skills
15. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Family-friendly benifits
First-line managers
Management
Organization stakeholders
16. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Transnational (border less) organization
Non managerial employees
Managerial roles
Middle Managers
17. Making products domestically and selling them abroad
Team orientation
External factors
Exporting
Omnipotent view of management
18. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Transnational (border less) organization
Decisions roles
Top managers
Workforce diveristy
19. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Demographics
Importing
Organizational culture
20. 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
Controlling
Joint venture
Small Business
The Autocratic Style
21. A managers ability to analyze and diagnose complex situations
Social responsibility (corporate social responsibility or CSR)
Conceptual skills
Race
First-line managers
22. Degree to which employees are aggressive and competitive rather than cooperative
The Consultative Style
Agressiveness
Global corporation
Scientific management
23. Cultures in which the key values are deeply held and widely shared
Strong cultures
Components of the External Environment
Environmental complexity
Parochiallism
24. Degree to which organizational decisions and actions emphasize maintaining the status quo
Code of ethics
Informational roles
Stability
Innovation and risk taking
25. Entrepreneur - Disturbance handler - resource allocator - negortiator
Organization
Licensing
Scientific management
Decisions roles
26. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Managerial roles
Code of ethics
Workforce diveristy
27. Supervisors responsible for directing the day to day activities of non managerial employees
Dimensions of organizational culture
Technology
First-line managers
Family-friendly benifits
28. An MNC that centralizes management and other decisions in the home country
Effectiveness
Organizational culture
External factors
Global corporation
29. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Ethinicity
Managers
Agressiveness
Franchising
30. The view that much of an organizations success or failure is due to external forces outside managers control
Organizing
Non managerial employees
Controlling
Symbolic view of management
31. A boundary less world where goods and services are produced and marketed worlwide
Licensing
Top managers
How organizations go global
Global Village
32. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Informational roles
Code of ethics
Managerial roles
Stakeholders
33. Degree to which employees are encouraged to be innovative and take risks
Utilitarian view of ethics
Innovation and risk taking
Managers
Dimensions of organizational culture
34. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Top managers
Interpersonal roles
Scientific management
35. Degree to which work is organized around team rather than individuals
External factors
Social responsibility (corporate social responsibility or CSR)
Team orientation
How organizations go global
36. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Importing
Effectiveness
Global corporation
Foreign subsidary
37. 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
Conceptual skills
The Autocratic Style
Managerial roles
38. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Omnipotent view of management
Dimensions of organizational culture
Agressiveness
39. Doing the right things or completing activities so that organizational goals are attained
Three Characteristics of Organizations
Global Village
Effectiveness
Informational roles
40. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Technology
Managerial roles
Utilitarian view of ethics
Middle Managers
41. A set of rules or principles that defines right and wrong conduct
Dimensions of organizational culture
Ethics
Exporting
Employee Engagement
42. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Utilitarian view of ethics
The Consultative Style
Social responsivness
43. 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
Social obligation
Global Village
Small Business
Agressiveness
44. Entailing making decisions or choices
Scientific management
Multinational corporation (MNC)
Attention to detial
Decisional roles
45. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Team orientation
Transnational (border less) organization
Global Village
46. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Team orientation
Social responsibility (corporate social responsibility or CSR)
Foreign subsidary
Licensing
47. Degree to which employees are expected to exhibit precision analysis and attention to detial
Planning
Attention to detial
Family-friendly benifits
Foreign subsidary
48. 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
Management
First-line managers
Organizing
Planning
49. 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.
Informational roles
Global stategic alliance
Multinational corporation (MNC)
The Persuasive Style
50. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Management Styles
Licensing
Three Characteristics of Organizations
Environmental complexity