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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. 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
Agressiveness
Innovation and risk taking
Theory of justice view of ethics
Small Business
2. Cultures in which the key values are deeply held and widely shared
First-line managers
Franchising
Strong cultures
Top managers
3. 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
Race
Decisions roles
Leading
Management Styles
4. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Decisional roles
Interpersonal roles
Scientific management
Managerial roles
5. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Non managerial employees
Rights view of ethics
Theory of justice view of ethics
The Autocratic Style
6. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Joint venture
Dimensions of organizational culture
Rights view of ethics
Environmental uncertainty
7. Includes monitoring performance comparing it with goals and correcting any significant deviations
Environmental uncertainty
Technology
Controlling
Organizational culture
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
Dimensions of organizational culture
Organizing
Employee Engagement
Workforce diveristy
9. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
People orientation
Rights view of ethics
Demographics
10. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Organization stakeholders
Rights view of ethics
Joint venture
11. A managers ability to work with understand mentor and motivate other both individually and in groups
Stakeholders
Multi domestic corporation
Omnipotent view of management
Interpersonal skills
12. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
Strong cultures
Environmental uncertainty
Interpersonal skills
13. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Demographics
The Persuasive Style
Social responsivness
14. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Planning
Outcome orientation
Multinational corporation (MNC)
Joint venture
15. Making products domestically and selling them abroad
Exporting
Organization stakeholders
Informational roles
Small Business
16. Degree to which work is organized around team rather than individuals
Multinational corporation (MNC)
Team orientation
Managerial roles
The Persuasive Style
17. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Outcome orientation
First-line managers
Employee Engagement
18. 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
Workforce diveristy
Conceptual skills
Transnational (border less) organization
Exporting
19. The view that much of an organizations success or failure is due to external forces outside managers control
Team orientation
People orientation
Technical skills
Symbolic view of management
20. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Global corporation
Environmental complexity
The Laissez-Faire Style
Theory of justice view of ethics
21. A structural arrangement for global organizations that eliminates artificial geographical barries
The Laissez-Faire Style
Transnational (border less) organization
Demographics
Technology
22. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Small Business
Environmental complexity
Components of the External Environment
Managerial roles
23. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Social responsibility (corporate social responsibility or CSR)
Exporting
Four Management Functions
External factors
24. People who work directly on a job or task and have no responsibility for overseeing the work of others
People orientation
How organizations go global
Non managerial employees
Demographics
25. A set of rules or principles that defines right and wrong conduct
Decisions roles
Ethics
Utilitarian view of ethics
Sustainability
26. 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
Political skills
Global Village
Technical skills
Organizing
27. 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
Sustainability
Parochiallism
Non managerial employees
Management Styles
28. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Interpersonal roles
The Participative Style
Informational roles
29. The process of getting things done effectively efficiently through and with other people
Scientific management
Management
Contingent workforce
The Consultative Style
30. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Management
Organizational culture
People orientation
31. Degree to which employees are expected to exhibit precision analysis and attention to detial
Ethinicity
Controlling
Attention to detial
Small Business
32. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Global corporation
How organizations go global
Stability
Stakeholders
33. Doing things right or getting the most output from the least amount of inputs
Parochiallism
Management Styles
Efficency
First-line managers
34. Individuals in an organization who direct the activities of others
Strong cultures
Technology
Ethinicity
Managers
35. 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
Licensing
Leading
Innovation and risk taking
Technical skills
36. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
First-line managers
Demographics
Planning
The Participative Style
37. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Interpersonal skills
Management Styles
Leading
Political skills
38. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Exporting
Social responsibility (corporate social responsibility or CSR)
Code of ethics
Agressiveness
39. Entailing making decisions or choices
How organizations go global
Leading
Utilitarian view of ethics
Decisional roles
40. Supervisors responsible for directing the day to day activities of non managerial employees
Components of the External Environment
Code of ethics
First-line managers
External factors
41. Mentor - dissemination - spokesperson
The Persuasive Style
Informational roles
Top managers
Foreign subsidary
42. The characteristics of a population used for purposes of social stuidies
People orientation
Dimensions of organizational culture
Demographics
Decisions roles
43. An MNC that decentralizes management and other decisions to the local country where its doing business
Planning
Outcome orientation
Multi domestic corporation
Environmental uncertainty
44. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
External factors
Team orientation
Environmental uncertainty
45. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Interpersonal roles
Environmental uncertainty
Interpersonal roles
46. Any type of international company that maintains operations in multiple countries
Three Characteristics of Organizations
Scientific management
Political skills
Multinational corporation (MNC)
47. Degree to which employees are encouraged to be innovative and take risks
Family-friendly benifits
Innovation and risk taking
Three Characteristics of Organizations
Stability
48. Involving collecting receiving and disseminating information
Informational roles
Non managerial employees
Strong cultures
Utilitarian view of ethics
49. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Global sourcing
Exporting
Family-friendly benifits
Contingent workforce
50. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Decisions roles
Multi domestic corporation
Components of the External Environment
Managers