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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. Cultures in which the key values are deeply held and widely shared
Strong cultures
Management levels
Organization
Global stategic alliance
2. 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
Rights view of ethics
Planning
Theory of justice view of ethics
Interpersonal skills
3. A systematic arrangement of people brought together to accomplish some specific purpose
Decisional roles
Organization
Sustainability
How organizations go global
4. Mentor - dissemination - spokesperson
Informational roles
Ethics
Leading
Social responsibility (corporate social responsibility or CSR)
5. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Stability
Political skills
Licensing
The Consultative Style
6. View that says ethical decisions are made in order to enforce rules fairly and impartially
Family-friendly benifits
Organizational culture
Theory of justice view of ethics
Effectiveness
7. Doing the right things or completing activities so that organizational goals are attained
Demographics
Effectiveness
Omnipotent view of management
The Consultative Style
8. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Global Village
Informational roles
Planning
Social obligation
9. 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
People orientation
Organizing
Agressiveness
Non managerial employees
10. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Stability
Importing
Management Styles
Technology
11. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
The Laissez-Faire Style
Organization stakeholders
Attention to detial
Management
12. A boundary less world where goods and services are produced and marketed worlwide
Management levels
Technical skills
Global Village
Social responsivness
13. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Political skills
Decisions roles
Utilitarian view of ethics
14. Any type of international company that maintains operations in multiple countries
Stakeholders
Multinational corporation (MNC)
Licensing
Informational roles
15. 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
Small Business
Organizing
Multi domestic corporation
People orientation
16. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Global corporation
Political skills
Small Business
17. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
External factors
Scientific management
The Persuasive Style
18. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
How organizations go global
Race
Informational roles
Joint venture
19. 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
Three Characteristics of Organizations
Informational roles
Organizational culture
20. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Ethinicity
Licensing
Effectiveness
21. A structural arrangement for global organizations that eliminates artificial geographical barries
Agressiveness
Multinational corporation (MNC)
Workforce diveristy
Transnational (border less) organization
22. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Components of the External Environment
Foreign subsidary
Interpersonal roles
Rights view of ethics
23. A managers ability to analyze and diagnose complex situations
Contingent workforce
Conceptual skills
Utilitarian view of ethics
Franchising
24. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
The Autocratic Style
People orientation
Interpersonal roles
Ethinicity
25. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Family-friendly benifits
Dimensions of organizational culture
Interpersonal roles
Omnipotent view of management
26. Includes defining goals establishing strategy and developing plans to coordinate activites
Small Business
How organizations go global
Controlling
Planning
27. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Rights view of ethics
Organizing
Decisions roles
28. 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
Planning
Effectiveness
Leading
Code of ethics
29. The characteristics of a population used for purposes of social stuidies
Top managers
Informational roles
Demographics
Planning
30. When employees are connected to satisfied with and enthusiastic about their jobs
Middle Managers
Agressiveness
Symbolic view of management
Employee Engagement
31. Factors forces situations and events outside the organization that affect its performance
External factors
Rights view of ethics
Managerial roles
Family-friendly benifits
32. Acquiring products made abroad and selling them domestically
Importing
Symbolic view of management
Top managers
Informational roles
33. The process of getting things done effectively efficiently through and with other people
Managers
Informational roles
Management
Technical skills
34. An MNC that centralizes management and other decisions in the home country
Global corporation
Planning
Management levels
Social responsibility (corporate social responsibility or CSR)
35. 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
The Persuasive Style
Team orientation
The Participative Style
36. Doing things right or getting the most output from the least amount of inputs
Leading
Environmental uncertainty
Efficency
Theory of justice view of ethics
37. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Planning
Stability
Rights view of ethics
Small Business
38. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Foreign subsidary
Franchising
Family-friendly benifits
Importing
39. When a business firm engages in social actions in response to some popular social need
Exporting
Social responsivness
Components of the External Environment
Interpersonal roles
40. The view that managers are directly responsible for an organizations success or failure
Interpersonal roles
How organizations go global
Omnipotent view of management
Interpersonal roles
41. Job-specific knowledge and techniques needed to perform work tasks
Leading
Dimensions of organizational culture
Technical skills
Strong cultures
42. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Contingent workforce
Environmental uncertainty
How organizations go global
Environmental complexity
43. The degree of change and complexity in an organizations enviroment
Omnipotent view of management
Environmental uncertainty
People orientation
The Persuasive Style
44. 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
Global stategic alliance
Licensing
Demographics
Decisions roles
45. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Middle Managers
Planning
The Participative Style
Licensing
46. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Foreign subsidary
Controlling
Race
Interpersonal skills
47. People who work directly on a job or task and have no responsibility for overseeing the work of others
External factors
Symbolic view of management
Management levels
Non managerial employees
48. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Foreign subsidary
Transnational (border less) organization
Multinational corporation (MNC)
Social responsibility (corporate social responsibility or CSR)
49. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
The Laissez-Faire Style
Managerial roles
Middle Managers
50. Supervisors responsible for directing the day to day activities of non managerial employees
Organizational culture
Environmental complexity
Franchising
First-line managers