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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. A boundary less world where goods and services are produced and marketed worlwide
Contingent workforce
The Laissez-Faire Style
Global Village
Top managers
2. 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
The Participative Style
Workforce diveristy
Joint venture
Employee Engagement
3. Involving collecting receiving and disseminating information
Informational roles
Parochiallism
How organizations go global
Sustainability
4. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Interpersonal roles
The Laissez-Faire Style
Organizing
Rights view of ethics
5. The degree of change and complexity in an organizations enviroment
Leading
Informational roles
Decisional roles
Environmental uncertainty
6. Degree to which employees are encouraged to be innovative and take risks
Efficency
Innovation and risk taking
Workforce diveristy
Global stategic alliance
7. People who work directly on a job or task and have no responsibility for overseeing the work of others
Innovation and risk taking
Top managers
Multinational corporation (MNC)
Non managerial employees
8. 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
First-line managers
Omnipotent view of management
Global sourcing
Small Business
9. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Organizational culture
Four Management Functions
Global sourcing
Ethics
10. Any equipment tools or operating methods that are designed to make work more efficient
Exporting
Technology
Social responsibility (corporate social responsibility or CSR)
The Consultative Style
11. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Licensing
Planning
External factors
12. Goals - People and Structure
Technical skills
Non managerial employees
Three Characteristics of Organizations
Attention to detial
13. Acquiring products made abroad and selling them domestically
Controlling
Conceptual skills
Innovation and risk taking
Importing
14. Part-time temporary and contract workers who are available for hire on an as-needed basis
Organizational culture
Exporting
Contingent workforce
Code of ethics
15. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Non managerial employees
Stakeholders
Scientific management
Interpersonal roles
16. The shared values principles traditions and ways of doing things that influence the way organizational members act
Franchising
Interpersonal roles
First-line managers
Organizational culture
17. Entailing making decisions or choices
Social obligation
Informational roles
Global Village
Decisional roles
18. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Utilitarian view of ethics
Ethics
Stakeholders
Family-friendly benifits
19. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Controlling
Code of ethics
Joint venture
Utilitarian view of ethics
20. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Dimensions of organizational culture
Code of ethics
Sustainability
Foreign subsidary
21. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Effectiveness
People orientation
Organizational culture
Top managers
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
Organization stakeholders
Organizing
Controlling
Middle Managers
23. Mentor - dissemination - spokesperson
Organization
Organizing
Managers
Informational roles
24. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Global corporation
Informational roles
Management levels
Importing
25. A structural arrangement for global organizations that eliminates artificial geographical barries
Management levels
Environmental complexity
Transnational (border less) organization
Informational roles
26. Making products domestically and selling them abroad
Exporting
Planning
Employee Engagement
Stability
27. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Transnational (border less) organization
Informational roles
Contingent workforce
28. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Environmental complexity
Three Characteristics of Organizations
Sustainability
29. Cultures in which the key values are deeply held and widely shared
Management levels
Code of ethics
Global Village
Strong cultures
30. 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
Four Management Functions
Social responsivness
Planning
Controlling
31. Any type of international company that maintains operations in multiple countries
Exporting
Multinational corporation (MNC)
Attention to detial
Demographics
32. Degree to which employees are aggressive and competitive rather than cooperative
Technology
Organizational culture
Multinational corporation (MNC)
Agressiveness
33. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Effectiveness
Small Business
Environmental uncertainty
34. The characteristics of a population used for purposes of social stuidies
Ethics
Three Characteristics of Organizations
The Persuasive Style
Demographics
35. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Franchising
Components of the External Environment
Four Management Functions
36. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
The Consultative Style
Social responsibility (corporate social responsibility or CSR)
Organizing
Middle Managers
37. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Middle Managers
Organizing
Dimensions of organizational culture
Organization stakeholders
38. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Joint venture
Global Village
Outcome orientation
The Consultative Style
39. A systematic arrangement of people brought together to accomplish some specific purpose
The Laissez-Faire Style
Technical skills
The Consultative Style
Organization
40. Figurehead - leader - liaison
External factors
Organizing
Social obligation
Interpersonal roles
41. The manager makes all decisions alone - with centralised authority and one-way communication.
Utilitarian view of ethics
Technology
Organization
The Autocratic Style
42. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Importing
Stakeholders
Controlling
Organization
43. Degree to which organizational decisions and actions emphasize maintaining the status quo
Global stategic alliance
Utilitarian view of ethics
Symbolic view of management
Stability
44. The process of getting things done effectively efficiently through and with other people
Organization
Controlling
Social obligation
Management
45. Doing the right things or completing activities so that organizational goals are attained
Team orientation
Effectiveness
Contingent workforce
Strong cultures
46. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Controlling
Franchising
The Laissez-Faire Style
Managerial roles
47. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Workforce diveristy
Employee Engagement
How organizations go global
Demographics
48. A managers ability to work with understand mentor and motivate other both individually and in groups
Environmental complexity
Interpersonal skills
Decisional roles
Employee Engagement
49. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Foreign subsidary
Effectiveness
Management Styles
The Persuasive Style
50. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Environmental uncertainty
Components of the External Environment
Stability
Non managerial employees