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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 view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Planning
The Consultative Style
Franchising
2. Degree to which work is organized around team rather than individuals
Global corporation
Non managerial employees
Franchising
Team orientation
3. 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
Controlling
Interpersonal skills
Top managers
Global corporation
4. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
How organizations go global
Team orientation
Multi domestic corporation
5. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Social responsivness
Race
Multi domestic corporation
Attention to detial
6. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Sustainability
Rights view of ethics
Three Characteristics of Organizations
Environmental uncertainty
7. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Planning
Utilitarian view of ethics
Family-friendly benifits
Interpersonal roles
8. Includes defining goals establishing strategy and developing plans to coordinate activites
Managers
External factors
Planning
Demographics
9. The manager makes all decisions alone - with centralised authority and one-way communication.
Global sourcing
Exporting
Multi domestic corporation
The Autocratic Style
10. Figurehead - leader - liaison
Stability
Organization
Middle Managers
Interpersonal roles
11. Degree to which management decision take into account the effects on people in the organization
Interpersonal skills
Joint venture
Social responsibility (corporate social responsibility or CSR)
People orientation
12. 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
Ethinicity
Dimensions of organizational culture
Agressiveness
Sustainability
13. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Environmental complexity
Organization stakeholders
How organizations go global
14. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
External factors
Interpersonal roles
Ethics
Managerial roles
15. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Omnipotent view of management
Interpersonal skills
Managers
16. Entailing making decisions or choices
Informational roles
Innovation and risk taking
Decisional roles
Organizational culture
17. Factors forces situations and events outside the organization that affect its performance
The Autocratic Style
Family-friendly benifits
Workforce diveristy
External factors
18. Any type of international company that maintains operations in multiple countries
Organizing
Multinational corporation (MNC)
Code of ethics
Controlling
19. 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
Utilitarian view of ethics
Managers
Decisions roles
20. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
The Consultative Style
Stakeholders
Strong cultures
The Autocratic Style
21. Employees - customers - unions - social and political action groups - shareholders - competitors - communities - Trade and industry associations - Suppliers - governments - media.
Organization stakeholders
External factors
Theory of justice view of ethics
Conceptual skills
22. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
Rights view of ethics
The Persuasive Style
Exporting
23. Mentor - dissemination - spokesperson
Technology
Environmental complexity
Environmental uncertainty
Informational roles
24. An MNC that centralizes management and other decisions in the home country
Workforce diveristy
Global corporation
Leading
Global sourcing
25. The characteristics of a population used for purposes of social stuidies
Licensing
Demographics
Environmental uncertainty
Technical skills
26. The process of getting things done effectively efficiently through and with other people
Strong cultures
Organizational culture
Management
Social obligation
27. 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
Interpersonal roles
The Persuasive Style
Decisions roles
Small Business
28. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Management Styles
Demographics
Stability
Technology
29. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Attention to detial
Utilitarian view of ethics
Effectiveness
Team orientation
30. 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
Managers
Symbolic view of management
Licensing
Organizing
31. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Technical skills
Contingent workforce
Conceptual skills
32. Cultures in which the key values are deeply held and widely shared
How organizations go global
Race
Strong cultures
Decisional roles
33. Involving collecting receiving and disseminating information
Utilitarian view of ethics
Attention to detial
Informational roles
External factors
34. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Family-friendly benifits
Race
Joint venture
Code of ethics
35. When a business firm engages in social actions in response to some popular social need
Stakeholders
Organization stakeholders
Small Business
Social responsivness
36. Acquiring products made abroad and selling them domestically
Importing
Stakeholders
Components of the External Environment
Informational roles
37. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Attention to detial
Demographics
How organizations go global
Management levels
38. A systematic arrangement of people brought together to accomplish some specific purpose
Organization
Top managers
Decisions roles
Parochiallism
39. View that says ethical decisions are made in order to enforce rules fairly and impartially
First-line managers
Theory of justice view of ethics
Symbolic view of management
Planning
40. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
The Consultative Style
Planning
Family-friendly benifits
Agressiveness
41. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Non managerial employees
Global stategic alliance
Technical skills
42. The shared values principles traditions and ways of doing things that influence the way organizational members act
Small Business
Organizational culture
Global sourcing
The Persuasive Style
43. Individuals in an organization who direct the activities of others
Managers
Global corporation
First-line managers
The Persuasive Style
44. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Four Management Functions
Stakeholders
Organization
Planning
45. A boundary less world where goods and services are produced and marketed worlwide
Informational roles
Global Village
Top managers
Licensing
46. Purchasing materials or labor from around the world wherever it is cheapest
Demographics
Attention to detial
Global sourcing
Transnational (border less) organization
47. Degree to which organizational decisions and actions emphasize maintaining the status quo
Outcome orientation
Stability
Top managers
Strong cultures
48. A managers ability to work with understand mentor and motivate other both individually and in groups
Interpersonal skills
Management levels
Race
Informational roles
49. Any equipment tools or operating methods that are designed to make work more efficient
The Consultative Style
Code of ethics
Technology
Middle Managers
50. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Contingent workforce
Organization
Code of ethics