SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Organizing
The Consultative Style
The Persuasive Style
Planning
2. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Utilitarian view of ethics
Decisional roles
Omnipotent view of management
3. Any equipment tools or operating methods that are designed to make work more efficient
Theory of justice view of ethics
Organizational culture
Technology
Stability
4. 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
Controlling
Sustainability
Management Styles
5. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Middle Managers
External factors
Stability
6. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Global sourcing
Planning
Leading
Dimensions of organizational culture
7. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Global stategic alliance
Managerial roles
Family-friendly benifits
Controlling
8. Acquiring products made abroad and selling them domestically
Importing
Team orientation
Informational roles
Organization
9. Part-time temporary and contract workers who are available for hire on an as-needed basis
The Autocratic Style
Contingent workforce
First-line managers
Efficency
10. 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
Environmental complexity
Planning
Technology
Informational roles
11. Degree to which employees are expected to exhibit precision analysis and attention to detial
Scientific management
Environmental complexity
Global Village
Attention to detial
12. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Organization
Controlling
Three Characteristics of Organizations
13. Mentor - dissemination - spokesperson
Multinational corporation (MNC)
Informational roles
Decisions roles
Controlling
14. Involving collecting receiving and disseminating information
Management levels
Managerial roles
Informational roles
Global sourcing
15. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Leading
Parochiallism
Innovation and risk taking
16. Any type of international company that maintains operations in multiple countries
People orientation
Planning
Multinational corporation (MNC)
Social obligation
17. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Organizational culture
Three Characteristics of Organizations
Four Management Functions
18. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Family-friendly benifits
Agressiveness
Utilitarian view of ethics
Management levels
19. Job-specific knowledge and techniques needed to perform work tasks
External factors
The Participative Style
Technical skills
Environmental uncertainty
20. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Conceptual skills
Joint venture
The Laissez-Faire Style
21. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Environmental uncertainty
Importing
The Participative Style
22. 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
Organizing
Components of the External Environment
Global corporation
Controlling
23. Individuals in an organization who direct the activities of others
Workforce diveristy
Organization stakeholders
The Persuasive Style
Managers
24. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Management levels
Stakeholders
First-line managers
Global stategic alliance
25. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Managers
Informational roles
Innovation and risk taking
26. 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
Rights view of ethics
Sustainability
The Autocratic Style
Leading
27. The view that much of an organizations success or failure is due to external forces outside managers control
Global sourcing
Informational roles
People orientation
Symbolic view of management
28. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Workforce diveristy
Agressiveness
Managerial roles
29. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
First-line managers
Controlling
Management Styles
People orientation
30. 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
Franchising
Components of the External Environment
Outcome orientation
31. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Efficency
Transnational (border less) organization
Technical skills
32. A managers ability to analyze and diagnose complex situations
Licensing
Conceptual skills
Omnipotent view of management
Small Business
33. A boundary less world where goods and services are produced and marketed worlwide
Global Village
People orientation
The Participative Style
Global stategic alliance
34. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Dimensions of organizational culture
Decisional roles
Code of ethics
Management levels
35. Degree to which employees are encouraged to be innovative and take risks
Ethics
Organizing
Innovation and risk taking
Technical skills
36. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Sustainability
Multi domestic corporation
Social obligation
37. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Management
Licensing
Interpersonal roles
38. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organizing
Global corporation
Leading
Organization stakeholders
39. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Controlling
Organization
Code of ethics
40. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Transnational (border less) organization
Innovation and risk taking
Organizing
41. 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
Multinational corporation (MNC)
Effectiveness
The Participative Style
Small Business
42. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Organization stakeholders
Joint venture
Political skills
43. An MNC that centralizes management and other decisions in the home country
Decisions roles
Global corporation
How organizations go global
Controlling
44. Cultures in which the key values are deeply held and widely shared
Importing
Strong cultures
Environmental complexity
How organizations go global
45. The process of getting things done effectively efficiently through and with other people
Stability
Innovation and risk taking
Management
Controlling
46. When a business firm engages in social actions in response to some popular social need
The Autocratic Style
Efficency
Leading
Social responsivness
47. The shared values principles traditions and ways of doing things that influence the way organizational members act
Conceptual skills
Organizational culture
Strong cultures
How organizations go global
48. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Global corporation
Middle Managers
Global stategic alliance
Stakeholders
49. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Components of the External Environment
Social responsivness
External factors
The Participative Style
50. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Global sourcing
Social obligation
Sustainability
Planning