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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. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Interpersonal skills
The Laissez-Faire Style
Technical skills
Informational roles
2. Degree to which management decision take into account the effects on people in the organization
People orientation
Decisions roles
Global corporation
Four Management Functions
3. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Decisional roles
Franchising
Global Village
Family-friendly benifits
4. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Interpersonal skills
Importing
Global Village
5. When a business firm engages in social actions in response to some popular social need
Outcome orientation
Four Management Functions
Global stategic alliance
Social responsivness
6. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Efficency
Environmental complexity
Multi domestic corporation
7. Includes monitoring performance comparing it with goals and correcting any significant deviations
Managerial roles
Four Management Functions
Utilitarian view of ethics
Controlling
8. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Organization
Global corporation
Team orientation
9. Goals - People and Structure
Importing
Interpersonal roles
Three Characteristics of Organizations
How organizations go global
10. Cultures in which the key values are deeply held and widely shared
Sustainability
Stakeholders
Management
Strong cultures
11. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Strong cultures
Social responsibility (corporate social responsibility or CSR)
Interpersonal skills
Joint venture
12. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Attention to detial
Middle Managers
Social responsivness
13. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Social obligation
Dimensions of organizational culture
Management
14. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Decisions roles
Managerial roles
Attention to detial
Organization stakeholders
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
Interpersonal roles
Non managerial employees
Decisional roles
16. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Contingent workforce
Top managers
Dimensions of organizational culture
Managers
17. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Global stategic alliance
Transnational (border less) organization
Exporting
Leading
18. Degree to which employees are expected to exhibit precision analysis and attention to detial
Technical skills
Management levels
Attention to detial
Managers
19. Acquiring products made abroad and selling them domestically
Middle Managers
Workforce diveristy
Importing
Transnational (border less) organization
20. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Middle Managers
Utilitarian view of ethics
Leading
21. An MNC that decentralizes management and other decisions to the local country where its doing business
Omnipotent view of management
Global Village
Multi domestic corporation
Symbolic view of management
22. A managers ability to work with understand mentor and motivate other both individually and in groups
Environmental uncertainty
Strong cultures
Interpersonal skills
Importing
23. A managers ability to build a power base and establish the right connections
Political skills
People orientation
Conceptual skills
Managerial roles
24. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
The Autocratic Style
Ethics
Organization stakeholders
25. Doing things right or getting the most output from the least amount of inputs
Efficency
Controlling
Sustainability
Global corporation
26. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Informational roles
Foreign subsidary
External factors
27. 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
Efficency
Organizing
Stakeholders
Controlling
28. 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
Environmental complexity
Symbolic view of management
Components of the External Environment
Licensing
29. 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
Joint venture
Small Business
Components of the External Environment
Organizational culture
30. Degree to which work is organized around team rather than individuals
Organizing
Team orientation
Environmental complexity
Interpersonal roles
31. Doing the right things or completing activities so that organizational goals are attained
Global Village
Controlling
Effectiveness
Global corporation
32. Supervisors responsible for directing the day to day activities of non managerial employees
Informational roles
The Autocratic Style
First-line managers
Middle Managers
33. A systematic arrangement of people brought together to accomplish some specific purpose
Code of ethics
Organization
Race
Omnipotent view of management
34. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Components of the External Environment
Organizing
Stability
35. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Organization
Conceptual skills
Symbolic view of management
36. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Global sourcing
People orientation
Stakeholders
Licensing
37. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Ethinicity
Attention to detial
Environmental complexity
Top managers
38. Degree to which organizational decisions and actions emphasize maintaining the status quo
External factors
People orientation
Stability
Agressiveness
39. 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
Environmental complexity
Planning
Organizational culture
Interpersonal roles
40. Involving collecting receiving and disseminating information
Informational roles
Exporting
Interpersonal roles
The Persuasive Style
41. Individuals in an organization who direct the activities of others
Multi domestic corporation
Management levels
Managers
Rights view of ethics
42. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Theory of justice view of ethics
External factors
First-line managers
Interpersonal roles
43. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Managerial roles
Management levels
Contingent workforce
Innovation and risk taking
44. The characteristics of a population used for purposes of social stuidies
Omnipotent view of management
Demographics
Informational roles
Technical skills
45. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Global stategic alliance
Effectiveness
Foreign subsidary
Dimensions of organizational culture
46. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Foreign subsidary
Three Characteristics of Organizations
Social obligation
Efficency
47. A managers ability to analyze and diagnose complex situations
Workforce diveristy
Stakeholders
Utilitarian view of ethics
Conceptual skills
48. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Global Village
Environmental uncertainty
Ethinicity
49. 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
Code of ethics
Parochiallism
Leading
Utilitarian view of ethics
50. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Workforce diveristy
Informational roles
Utilitarian view of ethics