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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. A managers ability to analyze and diagnose complex situations
Efficency
Conceptual skills
Social responsibility (corporate social responsibility or CSR)
First-line managers
2. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Organizing
Dimensions of organizational culture
Management
Social responsibility (corporate social responsibility or CSR)
3. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
The Laissez-Faire Style
Organization
Licensing
Management levels
4. 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.
Stability
Social responsibility (corporate social responsibility or CSR)
Managerial roles
Global stategic alliance
5. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Small Business
Licensing
Social responsibility (corporate social responsibility or CSR)
6. The process of getting things done effectively efficiently through and with other people
Management
Workforce diveristy
Managerial roles
Family-friendly benifits
7. Includes defining goals establishing strategy and developing plans to coordinate activites
Outcome orientation
Planning
People orientation
Global corporation
8. Entailing making decisions or choices
Organizing
The Participative Style
Scientific management
Decisional roles
9. The view that managers are directly responsible for an organizations success or failure
Leading
Top managers
Omnipotent view of management
Dimensions of organizational culture
10. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Attention to detial
Management Styles
Political skills
Outcome orientation
11. A boundary less world where goods and services are produced and marketed worlwide
Ethics
Planning
Global Village
Non managerial employees
12. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Strong cultures
Leading
Top managers
Middle Managers
13. A managers ability to build a power base and establish the right connections
People orientation
Political skills
Team orientation
Conceptual skills
14. Doing things right or getting the most output from the least amount of inputs
Middle Managers
Efficency
The Persuasive Style
Workforce diveristy
15. 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
The Consultative Style
Controlling
Stakeholders
Efficency
16. 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
Licensing
Management
Code of ethics
Stakeholders
17. Any type of international company that maintains operations in multiple countries
Innovation and risk taking
Management
Multinational corporation (MNC)
Social responsibility (corporate social responsibility or CSR)
18. The manager makes all decisions alone - with centralised authority and one-way communication.
Demographics
Franchising
The Autocratic Style
Conceptual skills
19. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Licensing
Management Styles
Workforce diveristy
Organization stakeholders
20. 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
Technology
Environmental complexity
Planning
Utilitarian view of ethics
21. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Organization stakeholders
Team orientation
Theory of justice view of ethics
22. Any equipment tools or operating methods that are designed to make work more efficient
Technology
Agressiveness
Interpersonal roles
The Laissez-Faire Style
23. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Environmental complexity
Managerial roles
Three Characteristics of Organizations
Efficency
24. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Decisional roles
The Consultative Style
Components of the External Environment
Race
25. Part-time temporary and contract workers who are available for hire on an as-needed basis
Management levels
Social responsibility (corporate social responsibility or CSR)
Contingent workforce
Agressiveness
26. Supervisors responsible for directing the day to day activities of non managerial employees
The Laissez-Faire Style
First-line managers
Innovation and risk taking
Environmental complexity
27. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Omnipotent view of management
Importing
Management Styles
28. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Top managers
Foreign subsidary
Team orientation
29. A systematic arrangement of people brought together to accomplish some specific purpose
Political skills
Organization
The Participative Style
Interpersonal roles
30. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Leading
Attention to detial
Informational roles
31. Mentor - dissemination - spokesperson
Informational roles
First-line managers
The Participative Style
The Laissez-Faire Style
32. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Small Business
Technology
Environmental complexity
Global stategic alliance
33. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Interpersonal roles
Stakeholders
The Consultative Style
Middle Managers
34. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Global stategic alliance
The Persuasive Style
Four Management Functions
Foreign subsidary
35. Job-specific knowledge and techniques needed to perform work tasks
Components of the External Environment
Technology
Technical skills
Symbolic view of management
36. Individuals in an organization who direct the activities of others
Innovation and risk taking
Components of the External Environment
Organizing
Managers
37. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Organization stakeholders
Technical skills
Multi domestic corporation
38. Acquiring products made abroad and selling them domestically
Importing
Stability
Workforce diveristy
Race
39. Factors forces situations and events outside the organization that affect its performance
Managerial roles
Management
External factors
Workforce diveristy
40. Figurehead - leader - liaison
The Autocratic Style
Foreign subsidary
Utilitarian view of ethics
Interpersonal roles
41. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
The Participative Style
The Autocratic Style
Organization stakeholders
How organizations go global
42. 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
Ethics
Global stategic alliance
How organizations go global
Organizing
43. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Utilitarian view of ethics
Components of the External Environment
The Autocratic Style
Planning
44. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Social responsivness
Interpersonal roles
Scientific management
45. Degree to which employees are aggressive and competitive rather than cooperative
Management levels
Agressiveness
Informational roles
Sustainability
46. The characteristics of a population used for purposes of social stuidies
Controlling
The Autocratic Style
Foreign subsidary
Demographics
47. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Non managerial employees
Exporting
Agressiveness
Social obligation
48. An MNC that centralizes management and other decisions in the home country
Environmental uncertainty
Agressiveness
Global corporation
Utilitarian view of ethics
49. 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
Technical skills
Organizing
Political skills
Small Business
50. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Middle Managers
Efficency
Omnipotent view of management
Controlling