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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. Individuals in an organization who direct the activities of others
The Autocratic Style
Technology
Parochiallism
Managers
2. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Theory of justice view of ethics
Agressiveness
How organizations go global
Family-friendly benifits
3. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
The Consultative Style
Organizing
The Laissez-Faire Style
Leading
4. Entailing making decisions or choices
Ethinicity
Planning
Decisional roles
Managers
5. The process of getting things done effectively efficiently through and with other people
Parochiallism
Management
Rights view of ethics
Leading
6. Includes defining goals establishing strategy and developing plans to coordinate activites
Decisional roles
Planning
Components of the External Environment
Global corporation
7. 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
Multinational corporation (MNC)
Efficency
Non managerial employees
8. Cultures in which the key values are deeply held and widely shared
Exporting
Environmental complexity
Outcome orientation
Strong cultures
9. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Attention to detial
Controlling
Scientific management
Top managers
10. Acquiring products made abroad and selling them domestically
The Autocratic Style
Parochiallism
Controlling
Importing
11. The characteristics of a population used for purposes of social stuidies
Global Village
Managers
Demographics
Interpersonal roles
12. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Sustainability
Top managers
Informational roles
Social obligation
13. A managers ability to build a power base and establish the right connections
Political skills
Informational roles
How organizations go global
Interpersonal roles
14. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Sustainability
Stakeholders
Multi domestic corporation
How organizations go global
15. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Ethics
Stability
First-line managers
16. 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
Environmental complexity
Family-friendly benifits
Licensing
17. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Global corporation
Multinational corporation (MNC)
Contingent workforce
18. An MNC that centralizes management and other decisions in the home country
Dimensions of organizational culture
Global corporation
Decisional roles
Stakeholders
19. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Contingent workforce
Strong cultures
Organization stakeholders
Environmental uncertainty
20. 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
Multi domestic corporation
Conceptual skills
Global stategic alliance
21. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Environmental uncertainty
Dimensions of organizational culture
The Participative Style
Interpersonal skills
22. The manager makes all decisions alone - with centralised authority and one-way communication.
Importing
Informational roles
The Autocratic Style
Transnational (border less) organization
23. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Scientific management
Strong cultures
Joint venture
24. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Strong cultures
Interpersonal roles
Contingent workforce
Management levels
25. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Management
Licensing
Decisional roles
26. Any equipment tools or operating methods that are designed to make work more efficient
Decisional roles
Technology
Exporting
Management levels
27. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Innovation and risk taking
Social responsibility (corporate social responsibility or CSR)
Technology
Family-friendly benifits
28. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Small Business
Licensing
Three Characteristics of Organizations
29. 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
Controlling
Management Styles
Environmental uncertainty
30. Social traits such as ones cultural background or allegiance that are shared by a human population
Joint venture
Interpersonal skills
Ethinicity
Three Characteristics of Organizations
31. 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
Management levels
Interpersonal roles
Conceptual skills
32. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
Organizational culture
Stability
Social responsivness
33. The view that managers are directly responsible for an organizations success or failure
Informational roles
Parochiallism
Managers
Omnipotent view of management
34. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
People orientation
Four Management Functions
Global stategic alliance
35. A structural arrangement for global organizations that eliminates artificial geographical barries
Political skills
Symbolic view of management
Transnational (border less) organization
External factors
36. 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
Demographics
Top managers
Scientific management
37. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Omnipotent view of management
Foreign subsidary
Attention to detial
Technical skills
38. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Managerial roles
Scientific management
Innovation and risk taking
39. 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
Organizing
Environmental complexity
Multi domestic corporation
Employee Engagement
40. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Global sourcing
Sustainability
Multi domestic corporation
Interpersonal roles
41. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Family-friendly benifits
Interpersonal roles
Components of the External Environment
42. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Social responsibility (corporate social responsibility or CSR)
Global stategic alliance
Technology
43. Involving collecting receiving and disseminating information
Environmental complexity
Three Characteristics of Organizations
Informational roles
Global stategic alliance
44. 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
Global Village
External factors
Workforce diveristy
Global corporation
45. Doing the right things or completing activities so that organizational goals are attained
Organizing
Innovation and risk taking
Ethinicity
Effectiveness
46. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Global stategic alliance
Foreign subsidary
Franchising
Theory of justice view of ethics
47. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Employee Engagement
Components of the External Environment
Management Styles
Planning
48. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Demographics
Code of ethics
Parochiallism
Non managerial employees
49. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Four Management Functions
Agressiveness
Global Village
Joint venture
50. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Social responsivness
Global sourcing
Omnipotent view of management