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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. View that says ethical decisions are made in order to enforce rules fairly and impartially
How organizations go global
Code of ethics
Interpersonal roles
Theory of justice view of ethics
2. Part-time temporary and contract workers who are available for hire on an as-needed basis
Environmental uncertainty
Contingent workforce
Managers
Innovation and risk taking
3. 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
Decisional roles
Family-friendly benifits
Foreign subsidary
Leading
4. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Planning
Transnational (border less) organization
Dimensions of organizational culture
5. Job-specific knowledge and techniques needed to perform work tasks
Employee Engagement
Technical skills
Global corporation
Family-friendly benifits
6. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Organizing
The Autocratic Style
Importing
7. Any equipment tools or operating methods that are designed to make work more efficient
Global corporation
Global sourcing
Utilitarian view of ethics
Technology
8. 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
Joint venture
Efficency
Sustainability
Social responsivness
9. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Decisional roles
Managerial roles
Code of ethics
10. Figurehead - leader - liaison
Decisional roles
Informational roles
Interpersonal roles
Team orientation
11. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Interpersonal roles
Employee Engagement
Foreign subsidary
Organization stakeholders
12. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
The Consultative Style
Interpersonal roles
Stakeholders
13. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Scientific management
Importing
Management levels
The Consultative Style
14. 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
Managers
Leading
Planning
Agressiveness
15. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Ethics
Social obligation
Contingent workforce
Exporting
16. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Attention to detial
Family-friendly benifits
Controlling
Top managers
17. Entailing making decisions or choices
The Laissez-Faire Style
Environmental complexity
Components of the External Environment
Decisional roles
18. People who work directly on a job or task and have no responsibility for overseeing the work of others
The Laissez-Faire Style
Non managerial employees
Interpersonal roles
Middle Managers
19. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Utilitarian view of ethics
How organizations go global
Global sourcing
20. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Theory of justice view of ethics
Outcome orientation
Four Management Functions
Small Business
21. An MNC that centralizes management and other decisions in the home country
Importing
Global corporation
Technology
Employee Engagement
22. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Middle Managers
Technology
Social responsivness
Franchising
23. Cultures in which the key values are deeply held and widely shared
Four Management Functions
Race
Middle Managers
Strong cultures
24. Includes defining goals establishing strategy and developing plans to coordinate activites
Multinational corporation (MNC)
Planning
First-line managers
Technical skills
25. The degree of change and complexity in an organizations enviroment
Management Styles
Social responsivness
Environmental uncertainty
Multi domestic corporation
26. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Environmental complexity
Planning
Race
Family-friendly benifits
27. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Social responsibility (corporate social responsibility or CSR)
Rights view of ethics
External factors
Management levels
28. The characteristics of a population used for purposes of social stuidies
Planning
Demographics
Political skills
Non managerial employees
29. 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
Theory of justice view of ethics
Dimensions of organizational culture
Sustainability
30. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Political skills
Outcome orientation
Efficency
Scientific management
31. The process of getting things done effectively efficiently through and with other people
Organization
Management
Technical skills
The Autocratic Style
32. An MNC that decentralizes management and other decisions to the local country where its doing business
The Consultative Style
Social responsivness
Middle Managers
Multi domestic corporation
33. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Organizing
Effectiveness
Four Management Functions
34. Degree to which management decision take into account the effects on people in the organization
Family-friendly benifits
Social obligation
Efficency
People orientation
35. Goals - People and Structure
Ethinicity
Innovation and risk taking
Global sourcing
Three Characteristics of Organizations
36. Includes monitoring performance comparing it with goals and correcting any significant deviations
Managerial roles
Foreign subsidary
Controlling
Franchising
37. 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.
Informational roles
Global stategic alliance
Managerial roles
Global Village
38. A managers ability to work with understand mentor and motivate other both individually and in groups
Workforce diveristy
Managers
Interpersonal skills
Rights view of ethics
39. Doing things right or getting the most output from the least amount of inputs
Efficency
Middle Managers
Parochiallism
Organizing
40. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Management levels
Licensing
How organizations go global
41. A boundary less world where goods and services are produced and marketed worlwide
Foreign subsidary
Political skills
Global Village
Sustainability
42. Degree to which work is organized around team rather than individuals
Team orientation
Interpersonal skills
Components of the External Environment
Exporting
43. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Employee Engagement
Transnational (border less) organization
Innovation and risk taking
44. 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
Parochiallism
Ethinicity
Interpersonal roles
Controlling
45. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Global sourcing
Global corporation
Ethinicity
The Laissez-Faire Style
46. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
The Laissez-Faire Style
Informational roles
Environmental uncertainty
47. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Planning
Middle Managers
Social obligation
The Persuasive Style
48. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Effectiveness
Team orientation
The Autocratic Style
49. Acquiring products made abroad and selling them domestically
Importing
Omnipotent view of management
Race
First-line managers
50. 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
Agressiveness
Technology
Parochiallism