Test your basic knowledge |

Management

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






2. Cultures in which the key values are deeply held and widely shared






3. Degree to which employees are expected to exhibit precision analysis and attention to detial






4. Figurehead - leader - liaison






5. 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.






6. Making products domestically and selling them abroad






7. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.






8. 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






9. When a business firm engages in social actions in response to some popular social need






10. View that says ethical decisions are made solely on the basis of their outcomes or consequences






11. Includes monitoring performance comparing it with goals and correcting any significant deviations






12. Doing things right or getting the most output from the least amount of inputs






13. A managers ability to analyze and diagnose complex situations






14. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves






15. Job-specific knowledge and techniques needed to perform work tasks






16. The shared values principles traditions and ways of doing things that influence the way organizational members act






17. Purchasing materials or labor from around the world wherever it is cheapest






18. When employees are connected to satisfied with and enthusiastic about their jobs






19. 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






20. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.






21. A boundary less world where goods and services are produced and marketed worlwide






22. Includes defining goals establishing strategy and developing plans to coordinate activites






23. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components






24. Degree to which employees are aggressive and competitive rather than cooperative






25. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment






26. 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






27. Any type of international company that maintains operations in multiple countries






28. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.






29. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.






30. A managers ability to work with understand mentor and motivate other both individually and in groups






31. Supervisors responsible for directing the day to day activities of non managerial employees






32. Any constituencies in an organizations environment that are affected by that organizations decisions and actions






33. Degree to which employees are encouraged to be innovative and take risks






34. The view that managers are directly responsible for an organizations success or failure






35. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature






36. Doing the right things or completing activities so that organizational goals are attained






37. A systematic arrangement of people brought together to accomplish some specific purpose






38. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers






39. The process of getting things done effectively efficiently through and with other people






40. Degree to which organizational decisions and actions emphasize maintaining the status quo






41. Individuals in an organization who direct the activities of others






42. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities






43. The manager makes all decisions alone - with centralised authority and one-way communication.






44. Factors forces situations and events outside the organization that affect its performance






45. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.






46. Part-time temporary and contract workers who are available for hire on an as-needed basis






47. View that says ethical decisions are made in order to enforce rules fairly and impartially






48. A set of rules or principles that defines right and wrong conduct






49. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.






50. The view that much of an organizations success or failure is due to external forces outside managers control