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. A structural arrangement for global organizations that eliminates artificial geographical barries
Interpersonal skills
Social responsibility (corporate social responsibility or CSR)
Transnational (border less) organization
Agressiveness
2. When employees are connected to satisfied with and enthusiastic about their jobs
The Persuasive Style
Employee Engagement
Organization stakeholders
Middle Managers
3. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Team orientation
Agressiveness
Race
Foreign subsidary
4. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Franchising
First-line managers
Planning
5. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Planning
Controlling
Utilitarian view of ethics
Parochiallism
6. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Planning
Organization
Managerial roles
Stakeholders
7. Supervisors responsible for directing the day to day activities of non managerial employees
Licensing
Middle Managers
Effectiveness
First-line managers
8. Degree to which work is organized around team rather than individuals
Environmental uncertainty
Dimensions of organizational culture
Interpersonal skills
Team orientation
9. Any type of international company that maintains operations in multiple countries
Controlling
Ethinicity
Multinational corporation (MNC)
Environmental uncertainty
10. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Non managerial employees
Controlling
Four Management Functions
Leading
11. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Agressiveness
Planning
Four Management Functions
Environmental complexity
12. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Interpersonal roles
Demographics
Code of ethics
How organizations go global
13. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Interpersonal roles
Controlling
The Consultative Style
The Laissez-Faire Style
14. Acquiring products made abroad and selling them domestically
Importing
Organization stakeholders
Technology
Outcome orientation
15. Mentor - dissemination - spokesperson
Global corporation
External factors
Non managerial employees
Informational roles
16. Entailing making decisions or choices
Ethics
Informational roles
Decisional roles
Strong cultures
17. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Parochiallism
First-line managers
The Laissez-Faire Style
Interpersonal roles
18. The view that much of an organizations success or failure is due to external forces outside managers control
Importing
Symbolic view of management
Code of ethics
Global stategic alliance
19. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Stability
Attention to detial
Components of the External Environment
Social responsibility (corporate social responsibility or CSR)
20. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Ethinicity
How organizations go global
Franchising
21. 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
Social responsivness
Demographics
Organizing
Exporting
22. The characteristics of a population used for purposes of social stuidies
Management Styles
Demographics
The Participative Style
Exporting
23. Factors forces situations and events outside the organization that affect its performance
Code of ethics
External factors
Four Management Functions
Dimensions of organizational culture
24. 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
Global Village
Organizing
Controlling
Middle Managers
25. The view that managers are directly responsible for an organizations success or failure
Franchising
Foreign subsidary
Global Village
Omnipotent view of management
26. Individuals in an organization who direct the activities of others
Contingent workforce
Management Styles
Stability
Managers
27. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Political skills
Omnipotent view of management
Conceptual skills
Top managers
28. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Foreign subsidary
Stability
Symbolic view of management
Franchising
29. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Parochiallism
Scientific management
Managerial roles
Decisional roles
30. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Planning
Managerial roles
Four Management Functions
31. 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
Social responsibility (corporate social responsibility or CSR)
Political skills
Organizing
Stakeholders
32. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Organization
Management levels
Management
Management Styles
33. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Management
Outcome orientation
Organizational culture
Managers
34. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Sustainability
Multi domestic corporation
Utilitarian view of ethics
Organization stakeholders
35. 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
Licensing
Efficency
Controlling
Three Characteristics of Organizations
36. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Managers
First-line managers
Informational roles
Utilitarian view of ethics
37. 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
Organizing
Multi domestic corporation
Small Business
Leading
38. A managers ability to analyze and diagnose complex situations
Social responsibility (corporate social responsibility or CSR)
The Laissez-Faire Style
Conceptual skills
Informational roles
39. A managers ability to work with understand mentor and motivate other both individually and in groups
Omnipotent view of management
Race
Interpersonal skills
Non managerial employees
40. 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.
Global stategic alliance
Parochiallism
First-line managers
Stability
41. A set of rules or principles that defines right and wrong conduct
Exporting
Ethics
Environmental complexity
Efficency
42. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
The Autocratic Style
Scientific management
Agressiveness
43. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Organization stakeholders
Dimensions of organizational culture
People orientation
Foreign subsidary
44. Involving collecting receiving and disseminating information
Informational roles
Planning
Components of the External Environment
Organization stakeholders
45. Figurehead - leader - liaison
Interpersonal roles
Transnational (border less) organization
Interpersonal skills
Organizational culture
46. The shared values principles traditions and ways of doing things that influence the way organizational members act
Stakeholders
Family-friendly benifits
Organizational culture
Contingent workforce
47. Cultures in which the key values are deeply held and widely shared
Interpersonal skills
Strong cultures
Interpersonal roles
Ethinicity
48. Any equipment tools or operating methods that are designed to make work more efficient
Interpersonal skills
Dimensions of organizational culture
Controlling
Technology
49. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Middle Managers
Political skills
Rights view of ethics
Interpersonal roles
50. View that says ethical decisions are made in order to enforce rules fairly and impartially
Outcome orientation
Social obligation
Conceptual skills
Theory of justice view of ethics