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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 who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Organizing
Middle Managers
Global corporation
Licensing
2. 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
Efficency
Planning
The Laissez-Faire Style
Decisional roles
3. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Team orientation
Environmental complexity
Attention to detial
4. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Social responsibility (corporate social responsibility or CSR)
Conceptual skills
Environmental uncertainty
5. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Transnational (border less) organization
Leading
Global stategic alliance
Stability
6. A structural arrangement for global organizations that eliminates artificial geographical barries
Theory of justice view of ethics
Strong cultures
Transnational (border less) organization
Agressiveness
7. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Management levels
Interpersonal roles
Social obligation
8. Degree to which management decision take into account the effects on people in the organization
People orientation
Planning
Employee Engagement
Effectiveness
9. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Theory of justice view of ethics
Transnational (border less) organization
The Persuasive Style
Stakeholders
10. Acquiring products made abroad and selling them domestically
Importing
Decisional roles
Parochiallism
Global Village
11. 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
Symbolic view of management
Transnational (border less) organization
Middle Managers
12. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Four Management Functions
Organizing
Social responsivness
13. People who work directly on a job or task and have no responsibility for overseeing the work of others
Technical skills
Efficency
Employee Engagement
Non managerial employees
14. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Multi domestic corporation
Interpersonal roles
Management
Managerial roles
15. Individuals in an organization who direct the activities of others
Managers
Decisional roles
Political skills
Utilitarian view of ethics
16. The manager makes all decisions alone - with centralised authority and one-way communication.
Global corporation
Technical skills
Environmental uncertainty
The Autocratic Style
17. 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
Management Styles
Management
Workforce diveristy
The Persuasive Style
18. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Innovation and risk taking
Foreign subsidary
Code of ethics
Sustainability
19. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
External factors
Family-friendly benifits
Controlling
Joint venture
20. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Management levels
Franchising
Transnational (border less) organization
Innovation and risk taking
21. A set of rules or principles that defines right and wrong conduct
Utilitarian view of ethics
Decisional roles
Social responsibility (corporate social responsibility or CSR)
Ethics
22. Job-specific knowledge and techniques needed to perform work tasks
Planning
Attention to detial
Technical skills
Family-friendly benifits
23. View that says ethical decisions are made in order to enforce rules fairly and impartially
Agressiveness
Decisional roles
Efficency
Theory of justice view of ethics
24. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Strong cultures
Foreign subsidary
Social obligation
The Autocratic Style
25. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Multinational corporation (MNC)
Global corporation
Management Styles
Multi domestic corporation
26. The shared values principles traditions and ways of doing things that influence the way organizational members act
Innovation and risk taking
Organizational culture
Foreign subsidary
The Autocratic Style
27. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Technical skills
Middle Managers
Controlling
28. Mentor - dissemination - spokesperson
Informational roles
Sustainability
Contingent workforce
Management
29. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
People orientation
Global corporation
Environmental uncertainty
Rights view of ethics
30. Purchasing materials or labor from around the world wherever it is cheapest
The Participative Style
Foreign subsidary
Informational roles
Global sourcing
31. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Outcome orientation
Demographics
The Laissez-Faire Style
32. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Non managerial employees
Middle Managers
Race
Social responsivness
33. An MNC that centralizes management and other decisions in the home country
The Laissez-Faire Style
Technology
Decisions roles
Global corporation
34. Degree to which employees are aggressive and competitive rather than cooperative
Sustainability
Dimensions of organizational culture
Agressiveness
How organizations go global
35. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Rights view of ethics
Team orientation
Management levels
Top managers
36. 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
Attention to detial
Ethinicity
Leading
37. A managers ability to work with understand mentor and motivate other both individually and in groups
Managerial roles
Interpersonal skills
Environmental uncertainty
Workforce diveristy
38. View that says ethical decisions are made solely on the basis of their outcomes or consequences
First-line managers
Parochiallism
Stakeholders
Utilitarian view of ethics
39. Entailing making decisions or choices
Effectiveness
Stability
Decisional roles
Organization
40. Doing things right or getting the most output from the least amount of inputs
Management Styles
Efficency
Four Management Functions
Environmental uncertainty
41. Figurehead - leader - liaison
Theory of justice view of ethics
The Persuasive Style
Top managers
Interpersonal roles
42. An MNC that decentralizes management and other decisions to the local country where its doing business
Transnational (border less) organization
Global corporation
Interpersonal roles
Multi domestic corporation
43. Goals - People and Structure
The Autocratic Style
Decisional roles
Omnipotent view of management
Three Characteristics of Organizations
44. A narrow focus in which managers see thing only through their own eyes and from their own perspective
The Autocratic Style
Attention to detial
How organizations go global
Parochiallism
45. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Stability
Organization stakeholders
Interpersonal roles
Innovation and risk taking
46. Any equipment tools or operating methods that are designed to make work more efficient
Planning
Agressiveness
Technology
Political skills
47. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Interpersonal roles
How organizations go global
Contingent workforce
Organizing
48. A managers ability to analyze and diagnose complex situations
Conceptual skills
Management Styles
Employee Engagement
Planning
49. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Foreign subsidary
Joint venture
Family-friendly benifits
Theory of justice view of ethics
50. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Innovation and risk taking
Code of ethics
Social responsibility (corporate social responsibility or CSR)
Components of the External Environment