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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
Scientific management
Decisions roles
Contingent workforce
2. A narrow focus in which managers see thing only through their own eyes and from their own perspective
The Consultative Style
Parochiallism
Three Characteristics of Organizations
Family-friendly benifits
3. Degree to which employees are expected to exhibit precision analysis and attention to detial
Social responsivness
Attention to detial
The Autocratic Style
Sustainability
4. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Joint venture
Management Styles
Scientific management
Licensing
5. Individuals in an organization who direct the activities of others
Leading
Managers
Code of ethics
Multi domestic corporation
6. Entailing making decisions or choices
How organizations go global
Outcome orientation
Decisional roles
Workforce diveristy
7. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Planning
Organizational culture
Social responsibility (corporate social responsibility or CSR)
Theory of justice view of ethics
8. A systematic arrangement of people brought together to accomplish some specific purpose
Organizing
Technology
Planning
Organization
9. The process of getting things done effectively efficiently through and with other people
Demographics
Parochiallism
Global sourcing
Management
10. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Stability
Technical skills
The Autocratic Style
11. 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.
Importing
Global stategic alliance
Decisional roles
Technology
12. A managers ability to analyze and diagnose complex situations
Conceptual skills
Controlling
Global stategic alliance
Components of the External Environment
13. Includes defining goals establishing strategy and developing plans to coordinate activites
Theory of justice view of ethics
Planning
Contingent workforce
Innovation and risk taking
14. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Foreign subsidary
Team orientation
Social responsivness
15. 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
Multinational corporation (MNC)
Stability
Workforce diveristy
Leading
16. When a business firm engages in social actions in response to some popular social need
Global corporation
Three Characteristics of Organizations
Social responsivness
Multinational corporation (MNC)
17. Mentor - dissemination - spokesperson
Technical skills
Technology
Informational roles
Controlling
18. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Scientific management
Theory of justice view of ethics
Middle Managers
Leading
19. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Dimensions of organizational culture
Outcome orientation
Organizing
20. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Ethinicity
Middle Managers
Interpersonal roles
Stakeholders
21. 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
Effectiveness
Organizational culture
Interpersonal skills
Licensing
22. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Decisional roles
Multinational corporation (MNC)
First-line managers
23. An MNC that centralizes management and other decisions in the home country
The Autocratic Style
Dimensions of organizational culture
Global corporation
Race
24. 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
Ethinicity
Sustainability
Interpersonal roles
Outcome orientation
25. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Non managerial employees
Code of ethics
Social obligation
Strong cultures
26. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Interpersonal roles
Three Characteristics of Organizations
Informational roles
27. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Multinational corporation (MNC)
Top managers
Non managerial employees
28. An MNC that decentralizes management and other decisions to the local country where its doing business
Social obligation
Interpersonal skills
Strong cultures
Multi domestic corporation
29. The manager makes all decisions alone - with centralised authority and one-way communication.
Components of the External Environment
Code of ethics
The Autocratic Style
Joint venture
30. Degree to which organizational decisions and actions emphasize maintaining the status quo
Multi domestic corporation
Social obligation
Employee Engagement
Stability
31. Entrepreneur - Disturbance handler - resource allocator - negortiator
Sustainability
Decisions roles
Organizational culture
Omnipotent view of management
32. Involving collecting receiving and disseminating information
Informational roles
Controlling
Conceptual skills
Management levels
33. Goals - People and Structure
The Persuasive Style
External factors
Parochiallism
Three Characteristics of Organizations
34. Any type of international company that maintains operations in multiple countries
How organizations go global
Three Characteristics of Organizations
Multinational corporation (MNC)
Utilitarian view of ethics
35. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
How organizations go global
Demographics
Utilitarian view of ethics
Employee Engagement
36. Making products domestically and selling them abroad
Leading
Components of the External Environment
Foreign subsidary
Exporting
37. A structural arrangement for global organizations that eliminates artificial geographical barries
Rights view of ethics
Transnational (border less) organization
Global stategic alliance
Exporting
38. People who work directly on a job or task and have no responsibility for overseeing the work of others
Race
Attention to detial
Interpersonal skills
Non managerial employees
39. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Controlling
Contingent workforce
Omnipotent view of management
The Persuasive Style
40. A managers ability to work with understand mentor and motivate other both individually and in groups
Organizational culture
Family-friendly benifits
Stability
Interpersonal skills
41. The degree of change and complexity in an organizations enviroment
Outcome orientation
Environmental uncertainty
Organizational culture
Efficency
42. Degree to which management decision take into account the effects on people in the organization
Informational roles
Top managers
Outcome orientation
People orientation
43. Supervisors responsible for directing the day to day activities of non managerial employees
Innovation and risk taking
The Laissez-Faire Style
First-line managers
People orientation
44. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Agressiveness
Global stategic alliance
Franchising
Attention to detial
45. Figurehead - leader - liaison
Interpersonal roles
Organization stakeholders
Decisions roles
Social responsibility (corporate social responsibility or CSR)
46. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Social obligation
Conceptual skills
Transnational (border less) organization
Interpersonal roles
47. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Dimensions of organizational culture
The Autocratic Style
Multi domestic corporation
48. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Controlling
The Consultative Style
Family-friendly benifits
The Participative Style
49. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Stability
Technical skills
Dimensions of organizational culture
Management Styles
50. 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
Global Village
Interpersonal roles
Organization stakeholders
Organizing