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. Degree to which organizational decisions and actions emphasize maintaining the status quo
Technical skills
Agressiveness
Stability
Exporting
2. A systematic arrangement of people brought together to accomplish some specific purpose
Social responsivness
Organization
Decisions roles
Workforce diveristy
3. Individuals in an organization who direct the activities of others
Managers
Informational roles
Sustainability
Multi domestic corporation
4. Involving collecting receiving and disseminating information
Small Business
Informational roles
Interpersonal skills
Theory of justice view of ethics
5. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Outcome orientation
The Laissez-Faire Style
First-line managers
6. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Licensing
Organization stakeholders
Interpersonal skills
Leading
7. 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.
Attention to detial
Race
Social obligation
Global stategic alliance
8. Includes defining goals establishing strategy and developing plans to coordinate activites
Global stategic alliance
Leading
Planning
Technical skills
9. Entailing making decisions or choices
Decisional roles
External factors
Social responsibility (corporate social responsibility or CSR)
Foreign subsidary
10. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Political skills
Managerial roles
Organization stakeholders
Race
11. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Scientific management
Omnipotent view of management
Transnational (border less) organization
The Consultative Style
12. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Employee Engagement
Licensing
Workforce diveristy
13. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Dimensions of organizational culture
Leading
Middle Managers
Decisions roles
14. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Transnational (border less) organization
Four Management Functions
Global corporation
15. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Interpersonal roles
Rights view of ethics
Theory of justice view of ethics
Foreign subsidary
16. 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
Informational roles
Controlling
Outcome orientation
Sustainability
17. A structural arrangement for global organizations that eliminates artificial geographical barries
Code of ethics
Controlling
Transnational (border less) organization
Interpersonal roles
18. A boundary less world where goods and services are produced and marketed worlwide
Strong cultures
Workforce diveristy
Global stategic alliance
Global Village
19. The manager makes all decisions alone - with centralised authority and one-way communication.
Four Management Functions
Interpersonal roles
Middle Managers
The Autocratic Style
20. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Franchising
Controlling
The Persuasive Style
Management Styles
21. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Attention to detial
Global stategic alliance
Contingent workforce
Stakeholders
22. A managers ability to build a power base and establish the right connections
Political skills
Top managers
Importing
Workforce diveristy
23. The shared values principles traditions and ways of doing things that influence the way organizational members act
Three Characteristics of Organizations
Organizational culture
Family-friendly benifits
Stability
24. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Organization
Outcome orientation
Franchising
25. A managers ability to analyze and diagnose complex situations
Social obligation
Conceptual skills
Technology
Ethinicity
26. Doing things right or getting the most output from the least amount of inputs
Efficency
The Participative Style
Innovation and risk taking
The Consultative Style
27. Degree to which work is organized around team rather than individuals
Licensing
Code of ethics
Organizing
Team orientation
28. The degree of change and complexity in an organizations enviroment
The Laissez-Faire Style
Scientific management
Environmental uncertainty
Management levels
29. Part-time temporary and contract workers who are available for hire on an as-needed basis
Scientific management
External factors
Social responsibility (corporate social responsibility or CSR)
Contingent workforce
30. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Ethinicity
Parochiallism
Multinational corporation (MNC)
Top managers
31. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Race
How organizations go global
Stability
32. The characteristics of a population used for purposes of social stuidies
Demographics
Managers
The Laissez-Faire Style
Attention to detial
33. Social traits such as ones cultural background or allegiance that are shared by a human population
Contingent workforce
Controlling
Technology
Ethinicity
34. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Efficency
The Consultative Style
Code of ethics
Conceptual skills
35. A set of rules or principles that defines right and wrong conduct
The Participative Style
Environmental uncertainty
Ethics
Interpersonal roles
36. Degree to which employees are aggressive and competitive rather than cooperative
Organizing
Organization stakeholders
Agressiveness
Interpersonal roles
37. 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
The Consultative Style
Employee Engagement
Importing
38. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Non managerial employees
Global Village
Outcome orientation
Demographics
39. Factors forces situations and events outside the organization that affect its performance
Licensing
Franchising
External factors
Informational roles
40. Degree to which employees are encouraged to be innovative and take risks
Scientific management
Innovation and risk taking
Management
Top managers
41. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Decisions roles
Managerial roles
Social responsivness
Utilitarian view of ethics
42. An MNC that decentralizes management and other decisions to the local country where its doing business
Organizing
First-line managers
Multi domestic corporation
Interpersonal skills
43. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Components of the External Environment
The Consultative Style
Environmental complexity
Political skills
44. Degree to which management decision take into account the effects on people in the organization
Exporting
People orientation
Multi domestic corporation
Symbolic view of management
45. A managers ability to work with understand mentor and motivate other both individually and in groups
Informational roles
Interpersonal skills
Technical skills
The Participative Style
46. Figurehead - leader - liaison
Interpersonal roles
Organizing
Global corporation
Organizing
47. Making products domestically and selling them abroad
Strong cultures
Joint venture
Multi domestic corporation
Exporting
48. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Non managerial employees
Symbolic view of management
The Laissez-Faire Style
49. An MNC that centralizes management and other decisions in the home country
Organizational culture
Informational roles
Parochiallism
Global corporation
50. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Exporting
Controlling
Franchising