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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 manager makes all decisions alone - with centralised authority and one-way communication.
Planning
Stakeholders
Middle Managers
The Autocratic Style
2. Goals - People and Structure
Stakeholders
Three Characteristics of Organizations
Organization
Organizing
3. Degree to which employees are encouraged to be innovative and take risks
Multi domestic corporation
Planning
Conceptual skills
Innovation and risk taking
4. Degree to which work is organized around team rather than individuals
Environmental complexity
Foreign subsidary
Team orientation
Code of ethics
5. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Informational roles
Rights view of ethics
Global Village
6. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Managers
Management levels
The Participative Style
Leading
7. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Foreign subsidary
How organizations go global
Utilitarian view of ethics
Non managerial employees
8. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Multinational corporation (MNC)
Organizing
Managerial roles
9. 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
The Consultative Style
Workforce diveristy
Global stategic alliance
Transnational (border less) organization
10. Degree to which employees are aggressive and competitive rather than cooperative
Organizing
Agressiveness
Franchising
Organization
11. A structural arrangement for global organizations that eliminates artificial geographical barries
Sustainability
Transnational (border less) organization
Family-friendly benifits
Efficency
12. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Middle Managers
People orientation
Ethics
13. Individuals in an organization who direct the activities of others
Managers
Effectiveness
Top managers
Organization stakeholders
14. Making products domestically and selling them abroad
Utilitarian view of ethics
Organization
Exporting
Strong cultures
15. A set of rules or principles that defines right and wrong conduct
Scientific management
Ethics
Informational roles
Stakeholders
16. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Planning
Management levels
Ethics
17. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Interpersonal skills
Informational roles
Code of ethics
Four Management Functions
18. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Dimensions of organizational culture
Utilitarian view of ethics
Organizing
Theory of justice view of ethics
19. A managers ability to work with understand mentor and motivate other both individually and in groups
Social obligation
Decisional roles
Global stategic alliance
Interpersonal skills
20. Any type of international company that maintains operations in multiple countries
Dimensions of organizational culture
Multinational corporation (MNC)
Management Styles
Interpersonal roles
21. The characteristics of a population used for purposes of social stuidies
Attention to detial
Demographics
Code of ethics
Family-friendly benifits
22. 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
Management levels
Sustainability
Rights view of ethics
Informational roles
23. A boundary less world where goods and services are produced and marketed worlwide
Global sourcing
Exporting
Global Village
Team orientation
24. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Efficency
Technical skills
The Persuasive Style
Non managerial employees
25. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
The Participative Style
Top managers
Informational roles
Small Business
26. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Global Village
Theory of justice view of ethics
Rights view of ethics
27. 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
Code of ethics
Controlling
Management
Technology
28. An MNC that decentralizes management and other decisions to the local country where its doing business
Small Business
Multi domestic corporation
First-line managers
Leading
29. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Organizing
Controlling
Rights view of ethics
The Laissez-Faire Style
30. 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.
Managers
Political skills
Global stategic alliance
Attention to detial
31. Mentor - dissemination - spokesperson
Attention to detial
First-line managers
Informational roles
Agressiveness
32. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Organizing
Theory of justice view of ethics
Scientific management
External factors
33. 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
Code of ethics
Stability
Interpersonal skills
Organizing
34. The view that much of an organizations success or failure is due to external forces outside managers control
Management
Parochiallism
Symbolic view of management
Management Styles
35. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Technical skills
The Autocratic Style
Parochiallism
Decisional roles
36. Doing things right or getting the most output from the least amount of inputs
Efficency
Ethics
The Persuasive Style
Small Business
37. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Conceptual skills
First-line managers
Demographics
38. Includes monitoring performance comparing it with goals and correcting any significant deviations
Top managers
Exporting
Interpersonal roles
Controlling
39. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Informational roles
Code of ethics
Multi domestic corporation
Top managers
40. People who work directly on a job or task and have no responsibility for overseeing the work of others
Theory of justice view of ethics
Non managerial employees
Top managers
Omnipotent view of management
41. Acquiring products made abroad and selling them domestically
Political skills
Interpersonal skills
Importing
Global Village
42. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
The Persuasive Style
The Autocratic Style
Team orientation
Social obligation
43. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Licensing
Managerial roles
Interpersonal roles
Controlling
44. A managers ability to build a power base and establish the right connections
Efficency
Global Village
Political skills
Exporting
45. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
The Consultative Style
Top managers
Multinational corporation (MNC)
Environmental complexity
46. Supervisors responsible for directing the day to day activities of non managerial employees
Management levels
First-line managers
Organizing
The Persuasive Style
47. Figurehead - leader - liaison
Joint venture
Interpersonal roles
Strong cultures
The Persuasive Style
48. Includes defining goals establishing strategy and developing plans to coordinate activites
Informational roles
Interpersonal skills
Planning
Organization
49. Social traits such as ones cultural background or allegiance that are shared by a human population
Conceptual skills
Political skills
Ethinicity
Sustainability
50. Job-specific knowledge and techniques needed to perform work tasks
Informational roles
Technical skills
Innovation and risk taking
Utilitarian view of ethics