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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. Factors forces situations and events outside the organization that affect its performance
External factors
The Participative Style
Rights view of ethics
Effectiveness
2. The shared values principles traditions and ways of doing things that influence the way organizational members act
Dimensions of organizational culture
Organizational culture
Political skills
Stakeholders
3. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Importing
Social responsivness
Exporting
Management Styles
4. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Organization
Informational roles
How organizations go global
Planning
5. People who work directly on a job or task and have no responsibility for overseeing the work of others
Controlling
Outcome orientation
Non managerial employees
Informational roles
6. View that says ethical decisions are made in order to enforce rules fairly and impartially
Ethics
Theory of justice view of ethics
Stability
Strong cultures
7. Degree to which employees are aggressive and competitive rather than cooperative
Controlling
Global Village
Agressiveness
Informational roles
8. Doing things right or getting the most output from the least amount of inputs
The Laissez-Faire Style
Efficency
Political skills
The Persuasive Style
9. A managers ability to analyze and diagnose complex situations
The Laissez-Faire Style
Political skills
Symbolic view of management
Conceptual skills
10. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Omnipotent view of management
Technology
Utilitarian view of ethics
The Autocratic Style
11. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Planning
Importing
The Consultative Style
Decisions roles
12. Degree to which work is organized around team rather than individuals
Multinational corporation (MNC)
Middle Managers
Team orientation
Managerial roles
13. The characteristics of a population used for purposes of social stuidies
Demographics
Organization stakeholders
Transnational (border less) organization
Technical skills
14. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Employee Engagement
Four Management Functions
Interpersonal skills
Scientific management
15. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Technical skills
The Autocratic Style
Dimensions of organizational culture
Strong cultures
16. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Symbolic view of management
Workforce diveristy
Stakeholders
17. Goals - People and Structure
Ethinicity
Small Business
Non managerial employees
Three Characteristics of Organizations
18. Includes monitoring performance comparing it with goals and correcting any significant deviations
Rights view of ethics
Controlling
Theory of justice view of ethics
Management Styles
19. Figurehead - leader - liaison
Family-friendly benifits
Interpersonal roles
Middle Managers
First-line managers
20. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Contingent workforce
The Laissez-Faire Style
Four Management Functions
The Consultative Style
21. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Social obligation
Informational roles
Workforce diveristy
Sustainability
22. Job-specific knowledge and techniques needed to perform work tasks
Symbolic view of management
Leading
The Autocratic Style
Technical skills
23. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Components of the External Environment
Exporting
Decisions roles
24. The process of getting things done effectively efficiently through and with other people
Managers
Race
Social responsivness
Management
25. The degree of change and complexity in an organizations enviroment
Environmental uncertainty
Technical skills
Top managers
Decisions roles
26. A managers ability to build a power base and establish the right connections
The Persuasive Style
Middle Managers
Sustainability
Political skills
27. A structural arrangement for global organizations that eliminates artificial geographical barries
Dimensions of organizational culture
Team orientation
Family-friendly benifits
Transnational (border less) organization
28. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
The Participative Style
Components of the External Environment
The Laissez-Faire Style
Code of ethics
29. A managers ability to work with understand mentor and motivate other both individually and in groups
Stakeholders
Interpersonal skills
Demographics
The Laissez-Faire Style
30. Acquiring products made abroad and selling them domestically
Organization stakeholders
Global stategic alliance
Family-friendly benifits
Importing
31. 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)
Global corporation
Management levels
Workforce diveristy
32. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Code of ethics
Symbolic view of management
Interpersonal roles
33. Any equipment tools or operating methods that are designed to make work more efficient
Technical skills
Stakeholders
Technology
People orientation
34. 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
Environmental uncertainty
Symbolic view of management
Planning
Code of ethics
35. 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
Strong cultures
Three Characteristics of Organizations
Controlling
Managers
36. Cultures in which the key values are deeply held and widely shared
Multinational corporation (MNC)
Social responsivness
Stakeholders
Strong cultures
37. A boundary less world where goods and services are produced and marketed worlwide
Rights view of ethics
First-line managers
Global Village
Managers
38. Degree to which management decision take into account the effects on people in the organization
People orientation
Transnational (border less) organization
Decisional roles
Global Village
39. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Attention to detial
Interpersonal roles
Controlling
Stakeholders
40. Purchasing materials or labor from around the world wherever it is cheapest
Importing
Global sourcing
The Autocratic Style
Decisions roles
41. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
External factors
Attention to detial
Innovation and risk taking
Social responsibility (corporate social responsibility or CSR)
42. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Parochiallism
Decisional roles
Theory of justice view of ethics
Environmental complexity
43. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
How organizations go global
Interpersonal roles
Managerial roles
Utilitarian view of ethics
44. Entrepreneur - Disturbance handler - resource allocator - negortiator
Organizing
Contingent workforce
Decisions roles
External factors
45. When employees are connected to satisfied with and enthusiastic about their jobs
Technical skills
Employee Engagement
Decisional roles
Managers
46. 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.
Global stategic alliance
Global corporation
Interpersonal roles
Utilitarian view of ethics
47. 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
Demographics
Decisions roles
Leading
First-line managers
48. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Agressiveness
Family-friendly benifits
Non managerial employees
49. Degree to which organizational decisions and actions emphasize maintaining the status quo
Scientific management
Technology
Stability
Conceptual skills
50. An MNC that centralizes management and other decisions in the home country
Global corporation
Social responsibility (corporate social responsibility or CSR)
Agressiveness
Controlling