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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. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Utilitarian view of ethics
Organizational culture
Global corporation
2. 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
Workforce diveristy
Planning
Planning
3. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Exporting
Social responsivness
Rights view of ethics
Leading
4. 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
Foreign subsidary
Leading
Controlling
Outcome orientation
5. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Informational roles
Management levels
Organization stakeholders
The Laissez-Faire Style
6. Purchasing materials or labor from around the world wherever it is cheapest
Employee Engagement
Global sourcing
Non managerial employees
Exporting
7. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Conceptual skills
Efficency
Environmental complexity
Parochiallism
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
The Persuasive Style
Three Characteristics of Organizations
Small Business
Global corporation
9. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Importing
Three Characteristics of Organizations
Controlling
10. Mentor - dissemination - spokesperson
Effectiveness
Informational roles
Outcome orientation
Organizing
11. Figurehead - leader - liaison
Organization stakeholders
Management
Social obligation
Interpersonal roles
12. Degree to which employees are encouraged to be innovative and take risks
Global Village
Innovation and risk taking
Demographics
The Laissez-Faire Style
13. Involving collecting receiving and disseminating information
Global sourcing
Informational roles
Workforce diveristy
Importing
14. Entrepreneur - Disturbance handler - resource allocator - negortiator
Conceptual skills
Decisions roles
Organization
Theory of justice view of ethics
15. Job-specific knowledge and techniques needed to perform work tasks
The Laissez-Faire Style
Transnational (border less) organization
Technical skills
Stakeholders
16. Entailing making decisions or choices
Contingent workforce
Informational roles
Decisional roles
Organizing
17. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Global corporation
Ethics
Middle Managers
Symbolic view of management
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
Social responsibility (corporate social responsibility or CSR)
Non managerial employees
Workforce diveristy
Management
19. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Social obligation
Symbolic view of management
Ethics
Components of the External Environment
20. Making products domestically and selling them abroad
The Participative Style
Social responsivness
Utilitarian view of ethics
Exporting
21. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
How organizations go global
Multinational corporation (MNC)
Interpersonal roles
Race
22. A systematic arrangement of people brought together to accomplish some specific purpose
Decisions roles
Social responsivness
Organization
Interpersonal roles
23. 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
Planning
Demographics
Organizing
Interpersonal skills
24. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Contingent workforce
Importing
Ethinicity
Family-friendly benifits
25. Supervisors responsible for directing the day to day activities of non managerial employees
Attention to detial
Importing
First-line managers
Managerial roles
26. Goals - People and Structure
Informational roles
Informational roles
Global corporation
Three Characteristics of Organizations
27. Cultures in which the key values are deeply held and widely shared
Middle Managers
Strong cultures
Transnational (border less) organization
Innovation and risk taking
28. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Importing
First-line managers
Social obligation
Team orientation
29. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Contingent workforce
Technical skills
Interpersonal roles
The Laissez-Faire Style
30. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
People orientation
Workforce diveristy
Global sourcing
31. When employees are connected to satisfied with and enthusiastic about their jobs
Employee Engagement
Planning
Global corporation
Environmental uncertainty
32. Any type of international company that maintains operations in multiple countries
Informational roles
Environmental uncertainty
The Consultative Style
Multinational corporation (MNC)
33. The characteristics of a population used for purposes of social stuidies
Attention to detial
Demographics
Non managerial employees
The Consultative Style
34. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
The Autocratic Style
First-line managers
Joint venture
Management Styles
35. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Participative Style
The Persuasive Style
Rights view of ethics
Management levels
36. 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
Licensing
Omnipotent view of management
Decisions roles
37. When a business firm engages in social actions in response to some popular social need
Social responsivness
Ethics
Organizing
Components of the External Environment
38. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Efficency
Agressiveness
First-line managers
39. Degree to which employees are aggressive and competitive rather than cooperative
Demographics
Management levels
Agressiveness
The Laissez-Faire Style
40. An MNC that decentralizes management and other decisions to the local country where its doing business
The Persuasive Style
Multi domestic corporation
Efficency
Race
41. A managers ability to analyze and diagnose complex situations
Conceptual skills
Multinational corporation (MNC)
Innovation and risk taking
Parochiallism
42. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Theory of justice view of ethics
Management
Organizational culture
43. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
People orientation
Managerial roles
Family-friendly benifits
Demographics
44. Factors forces situations and events outside the organization that affect its performance
Exporting
Controlling
External factors
Multi domestic corporation
45. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Transnational (border less) organization
Code of ethics
Organizational culture
Stakeholders
46. Individuals in an organization who direct the activities of others
Informational roles
People orientation
Managers
Interpersonal roles
47. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
The Autocratic Style
Attention to detial
Interpersonal skills
48. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Managerial roles
Interpersonal roles
Middle Managers
The Participative Style
49. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Technology
Utilitarian view of ethics
Employee Engagement
50. A structural arrangement for global organizations that eliminates artificial geographical barries
Conceptual skills
Interpersonal skills
Managers
Transnational (border less) organization