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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. Part-time temporary and contract workers who are available for hire on an as-needed basis
Innovation and risk taking
External factors
Controlling
Contingent workforce
2. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Middle Managers
First-line managers
Technical skills
Outcome orientation
3. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Top managers
Attention to detial
Planning
4. Making products domestically and selling them abroad
Three Characteristics of Organizations
Social responsivness
Licensing
Exporting
5. 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
Technology
Small Business
Strong cultures
Family-friendly benifits
6. Purchasing materials or labor from around the world wherever it is cheapest
Effectiveness
Global sourcing
Stakeholders
Joint venture
7. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Effectiveness
Agressiveness
Organization stakeholders
People orientation
8. 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
Organizational culture
Organizing
Strong cultures
External factors
9. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Scientific management
Controlling
External factors
10. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Employee Engagement
Planning
Middle Managers
Organizing
11. 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
Components of the External Environment
Licensing
Employee Engagement
Workforce diveristy
12. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Interpersonal skills
How organizations go global
Joint venture
Dimensions of organizational culture
13. 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
Planning
Workforce diveristy
Family-friendly benifits
Conceptual skills
14. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Social responsivness
The Laissez-Faire Style
Global Village
Multi domestic corporation
15. Goals - People and Structure
Decisional roles
Technical skills
Innovation and risk taking
Three Characteristics of Organizations
16. Figurehead - leader - liaison
Importing
Global corporation
Interpersonal roles
Informational roles
17. 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
Social obligation
Stability
Leading
Multi domestic corporation
18. The degree of change and complexity in an organizations enviroment
Informational roles
Four Management Functions
Leading
Environmental uncertainty
19. People who work directly on a job or task and have no responsibility for overseeing the work of others
Multi domestic corporation
Non managerial employees
First-line managers
Multinational corporation (MNC)
20. Cultures in which the key values are deeply held and widely shared
Controlling
External factors
Interpersonal roles
Strong cultures
21. A structural arrangement for global organizations that eliminates artificial geographical barries
Attention to detial
Transnational (border less) organization
Exporting
The Participative Style
22. Individuals in an organization who direct the activities of others
Managers
Exporting
Code of ethics
Conceptual skills
23. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Leading
Innovation and risk taking
Franchising
Global stategic alliance
24. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Effectiveness
Interpersonal roles
Organizing
People orientation
25. A systematic arrangement of people brought together to accomplish some specific purpose
Utilitarian view of ethics
Political skills
Organization
Top managers
26. Degree to which employees are expected to exhibit precision analysis and attention to detial
First-line managers
Parochiallism
Interpersonal skills
Attention to detial
27. When a business firm engages in social actions in response to some popular social need
Innovation and risk taking
Social responsivness
Four Management Functions
Joint venture
28. Degree to which employees are encouraged to be innovative and take risks
Race
First-line managers
Stability
Innovation and risk taking
29. Any type of international company that maintains operations in multiple countries
Social responsivness
Code of ethics
Four Management Functions
Multinational corporation (MNC)
30. Degree to which work is organized around team rather than individuals
Multi domestic corporation
Team orientation
Social responsibility (corporate social responsibility or CSR)
Parochiallism
31. Doing things right or getting the most output from the least amount of inputs
Outcome orientation
Employee Engagement
Management
Efficency
32. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Technology
Ethinicity
Family-friendly benifits
Social responsivness
33. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Management levels
Social obligation
Licensing
Organization
34. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Middle Managers
Organizing
Race
Code of ethics
35. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Contingent workforce
The Consultative Style
Social responsibility (corporate social responsibility or CSR)
Technology
36. Includes monitoring performance comparing it with goals and correcting any significant deviations
Exporting
Controlling
Decisions roles
Middle Managers
37. Mentor - dissemination - spokesperson
Organizational culture
Three Characteristics of Organizations
Informational roles
Interpersonal roles
38. 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
Code of ethics
Stability
Attention to detial
39. The manager makes all decisions alone - with centralised authority and one-way communication.
Organizational culture
The Autocratic Style
Global sourcing
Controlling
40. Job-specific knowledge and techniques needed to perform work tasks
Parochiallism
Joint venture
Technical skills
The Consultative Style
41. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Interpersonal roles
The Participative Style
Four Management Functions
Employee Engagement
42. Includes defining goals establishing strategy and developing plans to coordinate activites
Sustainability
Components of the External Environment
Organization
Planning
43. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Conceptual skills
Social responsibility (corporate social responsibility or CSR)
Technology
44. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Utilitarian view of ethics
Conceptual skills
Management Styles
45. Entailing making decisions or choices
Decisional roles
Conceptual skills
Dimensions of organizational culture
Global Village
46. 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
The Consultative Style
Dimensions of organizational culture
Controlling
Sustainability
47. Degree to which management decision take into account the effects on people in the organization
First-line managers
People orientation
Organizational culture
Global stategic alliance
48. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Planning
Controlling
Innovation and risk taking
49. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Middle Managers
Non managerial employees
Interpersonal skills
Stakeholders
50. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
External factors
The Laissez-Faire Style
Management