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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. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Workforce diveristy
Effectiveness
Global sourcing
2. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Technical skills
Utilitarian view of ethics
How organizations go global
Global corporation
3. A managers ability to build a power base and establish the right connections
Political skills
Workforce diveristy
Organizing
Social responsivness
4. An MNC that decentralizes management and other decisions to the local country where its doing business
Environmental complexity
Ethinicity
Multi domestic corporation
Political skills
5. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Employee Engagement
Multinational corporation (MNC)
Global stategic alliance
Managerial roles
6. Entailing making decisions or choices
Rights view of ethics
How organizations go global
Components of the External Environment
Decisional roles
7. A managers ability to analyze and diagnose complex situations
Conceptual skills
Interpersonal roles
The Consultative Style
Controlling
8. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Organizational culture
The Participative Style
Omnipotent view of management
Decisional roles
9. Degree to which work is organized around team rather than individuals
Utilitarian view of ethics
Team orientation
Outcome orientation
Importing
10. Figurehead - leader - liaison
Interpersonal roles
Multi domestic corporation
Technology
Management
11. Involving collecting receiving and disseminating information
The Laissez-Faire Style
Environmental uncertainty
Leading
Informational roles
12. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Global sourcing
The Consultative Style
Management Styles
Organization stakeholders
13. 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
Interpersonal skills
Management
The Autocratic Style
14. The view that managers are directly responsible for an organizations success or failure
Organization stakeholders
Controlling
Managers
Omnipotent view of management
15. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Social obligation
Organizational culture
Political skills
Middle Managers
16. Acquiring products made abroad and selling them domestically
Outcome orientation
Dimensions of organizational culture
Importing
Management Styles
17. Purchasing materials or labor from around the world wherever it is cheapest
Informational roles
Technical skills
Global sourcing
Interpersonal skills
18. Factors forces situations and events outside the organization that affect its performance
External factors
Controlling
Global Village
Theory of justice view of ethics
19. A managers ability to work with understand mentor and motivate other both individually and in groups
Utilitarian view of ethics
Importing
Interpersonal skills
Effectiveness
20. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
The Participative Style
Stability
Symbolic view of management
21. The characteristics of a population used for purposes of social stuidies
Three Characteristics of Organizations
People orientation
Demographics
Conceptual skills
22. Individuals in an organization who direct the activities of others
Demographics
Conceptual skills
Four Management Functions
Managers
23. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Interpersonal roles
Leading
Management levels
The Consultative Style
24. 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
Planning
Rights view of ethics
Top managers
25. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Multi domestic corporation
Effectiveness
Stakeholders
Ethics
26. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Planning
Organizing
Social responsibility (corporate social responsibility or CSR)
Race
27. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Contingent workforce
Employee Engagement
Management levels
Theory of justice view of ethics
28. A boundary less world where goods and services are produced and marketed worlwide
Multi domestic corporation
Global Village
Global stategic alliance
Utilitarian view of ethics
29. Doing things right or getting the most output from the least amount of inputs
Exporting
Efficency
The Persuasive Style
Theory of justice view of ethics
30. 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
Interpersonal roles
Middle Managers
Leading
Organizational culture
31. Mentor - dissemination - spokesperson
Scientific management
Interpersonal skills
Rights view of ethics
Informational roles
32. View that says ethical decisions are made in order to enforce rules fairly and impartially
Race
Theory of justice view of ethics
Strong cultures
Franchising
33. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Organizing
Managers
The Persuasive Style
Interpersonal roles
34. An MNC that centralizes management and other decisions in the home country
The Laissez-Faire Style
Global corporation
Management Styles
Organization stakeholders
35. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
The Laissez-Faire Style
Global Village
Code of ethics
Global sourcing
36. Degree to which organizational decisions and actions emphasize maintaining the status quo
Ethics
Four Management Functions
Stability
Components of the External Environment
37. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
How organizations go global
Informational roles
Management Styles
Innovation and risk taking
38. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Decisions roles
Interpersonal roles
How organizations go global
Workforce diveristy
39. Degree to which employees are encouraged to be innovative and take risks
Demographics
Innovation and risk taking
The Participative Style
Managers
40. The process of getting things done effectively efficiently through and with other people
Decisional roles
Licensing
Management
Organization
41. Cultures in which the key values are deeply held and widely shared
Symbolic view of management
Managers
Family-friendly benifits
Strong cultures
42. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Social obligation
Scientific management
Social responsibility (corporate social responsibility or CSR)
Employee Engagement
43. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Organizational culture
Multinational corporation (MNC)
Franchising
Social responsibility (corporate social responsibility or CSR)
44. Doing the right things or completing activities so that organizational goals are attained
Informational roles
Omnipotent view of management
Effectiveness
Stakeholders
45. When a business firm engages in social actions in response to some popular social need
Foreign subsidary
Global sourcing
Management
Social responsivness
46. The view that much of an organizations success or failure is due to external forces outside managers control
Innovation and risk taking
Stability
Symbolic view of management
Political skills
47. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
The Persuasive Style
Demographics
Foreign subsidary
Outcome orientation
48. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
People orientation
Global stategic alliance
Interpersonal skills
49. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Interpersonal skills
Joint venture
Top managers
Importing
50. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Conceptual skills
People orientation
Leading
Interpersonal roles