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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. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managerial roles
The Participative Style
Franchising
Management levels
2. A managers ability to work with understand mentor and motivate other both individually and in groups
Omnipotent view of management
How organizations go global
Interpersonal skills
Technology
3. Cultures in which the key values are deeply held and widely shared
Strong cultures
Agressiveness
Efficency
Interpersonal roles
4. A structural arrangement for global organizations that eliminates artificial geographical barries
Foreign subsidary
Managerial roles
Franchising
Transnational (border less) organization
5. 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
How organizations go global
Political skills
Code of ethics
6. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Efficency
Conceptual skills
Non managerial employees
7. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Race
Workforce diveristy
Three Characteristics of Organizations
Family-friendly benifits
8. Degree to which organizational decisions and actions emphasize maintaining the status quo
Three Characteristics of Organizations
Environmental complexity
Stability
Organization
9. Social traits such as ones cultural background or allegiance that are shared by a human population
Global Village
Ethinicity
External factors
Joint venture
10. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Planning
Stakeholders
Stability
How organizations go global
11. A managers ability to build a power base and establish the right connections
Multi domestic corporation
Transnational (border less) organization
Political skills
Rights view of ethics
12. Includes monitoring performance comparing it with goals and correcting any significant deviations
Decisions roles
Controlling
Efficency
The Participative Style
13. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Planning
Global sourcing
Environmental complexity
Social responsivness
14. Part-time temporary and contract workers who are available for hire on an as-needed basis
Technical skills
Controlling
Managers
Contingent workforce
15. Individuals in an organization who direct the activities of others
Stability
The Laissez-Faire Style
Three Characteristics of Organizations
Managers
16. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Contingent workforce
Franchising
Symbolic view of management
17. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Agressiveness
Non managerial employees
Franchising
Informational roles
18. Doing things right or getting the most output from the least amount of inputs
Organization stakeholders
Joint venture
Efficency
Effectiveness
19. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Four Management Functions
Top managers
Managerial roles
Organization
20. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
The Persuasive Style
Managers
Global Village
21. Degree to which work is organized around team rather than individuals
Multi domestic corporation
Team orientation
Ethinicity
Outcome orientation
22. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Controlling
Outcome orientation
Social responsivness
Leading
23. 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
The Consultative Style
Leading
Controlling
Top managers
24. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Management Styles
Transnational (border less) organization
Planning
Organization stakeholders
25. Degree to which employees are encouraged to be innovative and take risks
Multinational corporation (MNC)
Innovation and risk taking
Omnipotent view of management
Small Business
26. An MNC that centralizes management and other decisions in the home country
Global corporation
Sustainability
People orientation
Stakeholders
27. 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
Small Business
Agressiveness
Ethics
Franchising
28. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Small Business
Family-friendly benifits
Outcome orientation
29. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Interpersonal roles
Social responsibility (corporate social responsibility or CSR)
Organizing
Stakeholders
30. Doing the right things or completing activities so that organizational goals are attained
Contingent workforce
Effectiveness
Informational roles
Informational roles
31. Acquiring products made abroad and selling them domestically
Importing
Omnipotent view of management
Middle Managers
Team orientation
32. Factors forces situations and events outside the organization that affect its performance
Technical skills
Global stategic alliance
External factors
People orientation
33. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Social responsibility (corporate social responsibility or CSR)
Parochiallism
Ethinicity
Informational roles
34. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Scientific management
Code of ethics
Outcome orientation
Small Business
35. Degree to which management decision take into account the effects on people in the organization
People orientation
Technology
Management
Outcome orientation
36. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
How organizations go global
Demographics
The Participative Style
37. 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
Stability
Joint venture
Workforce diveristy
Informational roles
38. A managers ability to analyze and diagnose complex situations
Conceptual skills
People orientation
The Consultative Style
Informational roles
39. Figurehead - leader - liaison
Interpersonal roles
Components of the External Environment
Multinational corporation (MNC)
Interpersonal skills
40. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Innovation and risk taking
Environmental complexity
How organizations go global
Transnational (border less) organization
41. 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
Top managers
Stakeholders
Planning
Theory of justice view of ethics
42. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Symbolic view of management
Stability
Interpersonal roles
43. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Organizational culture
Dimensions of organizational culture
Environmental complexity
Management
44. 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
The Autocratic Style
Informational roles
The Persuasive Style
45. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Multinational corporation (MNC)
The Persuasive Style
Environmental uncertainty
Scientific management
46. The view that managers are directly responsible for an organizations success or failure
Components of the External Environment
How organizations go global
Omnipotent view of management
Social responsibility (corporate social responsibility or CSR)
47. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Ethics
Global stategic alliance
Scientific management
48. Any type of international company that maintains operations in multiple countries
Franchising
Multinational corporation (MNC)
Innovation and risk taking
Attention to detial
49. 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
Controlling
Management levels
Exporting
Sustainability
50. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Multinational corporation (MNC)
Conceptual skills
Symbolic view of management
Interpersonal roles