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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 process of getting things done effectively efficiently through and with other people
Stability
Managers
Management
Three Characteristics of Organizations
2. Degree to which management decision take into account the effects on people in the organization
Franchising
Family-friendly benifits
Environmental complexity
People orientation
3. Purchasing materials or labor from around the world wherever it is cheapest
Contingent workforce
Environmental uncertainty
Global sourcing
Global stategic alliance
4. Degree to which work is organized around team rather than individuals
Managers
Team orientation
Technology
Stakeholders
5. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Parochiallism
Management
Top managers
Ethinicity
6. A managers ability to build a power base and establish the right connections
The Participative Style
Organization stakeholders
Political skills
Rights view of ethics
7. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Controlling
Code of ethics
The Persuasive Style
Technical skills
8. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Franchising
Workforce diveristy
Outcome orientation
First-line managers
9. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Managers
Organizing
Interpersonal roles
10. A managers ability to work with understand mentor and motivate other both individually and in groups
Organization
Innovation and risk taking
Franchising
Interpersonal skills
11. Goals - People and Structure
Environmental uncertainty
Omnipotent view of management
Three Characteristics of Organizations
Strong cultures
12. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
The Laissez-Faire Style
Stakeholders
Interpersonal roles
Importing
13. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Ethics
Environmental uncertainty
How organizations go global
Technical skills
14. Part-time temporary and contract workers who are available for hire on an as-needed basis
Management levels
Joint venture
Middle Managers
Contingent workforce
15. Acquiring products made abroad and selling them domestically
Importing
Joint venture
Code of ethics
Components of the External Environment
16. The manager makes all decisions alone - with centralised authority and one-way communication.
The Autocratic Style
Planning
Dimensions of organizational culture
People orientation
17. Degree to which employees are encouraged to be innovative and take risks
External factors
Foreign subsidary
Innovation and risk taking
The Consultative Style
18. A direct investment in a foreign country that involves setting up a separate and independent facility or office
The Laissez-Faire Style
Political skills
Controlling
Foreign subsidary
19. 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
Organizing
Planning
The Persuasive Style
20. Cultures in which the key values are deeply held and widely shared
Leading
Organization
Transnational (border less) organization
Strong cultures
21. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Agressiveness
Family-friendly benifits
Scientific management
Stability
22. A boundary less world where goods and services are produced and marketed worlwide
Environmental uncertainty
Middle Managers
Efficency
Global Village
23. When employees are connected to satisfied with and enthusiastic about their jobs
Family-friendly benifits
Employee Engagement
Informational roles
Interpersonal roles
24. The degree of change and complexity in an organizations enviroment
Stability
Workforce diveristy
Team orientation
Environmental uncertainty
25. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Efficency
Global stategic alliance
Organization stakeholders
26. Any type of international company that maintains operations in multiple countries
Global Village
Effectiveness
Multinational corporation (MNC)
Leading
27. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Sustainability
Rights view of ethics
Controlling
Employee Engagement
28. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Scientific management
Foreign subsidary
Environmental complexity
29. Doing the right things or completing activities so that organizational goals are attained
Decisional roles
Effectiveness
Global stategic alliance
Non managerial employees
30. Mentor - dissemination - spokesperson
Decisional roles
Informational roles
Interpersonal skills
Effectiveness
31. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Multinational corporation (MNC)
Components of the External Environment
Environmental complexity
Interpersonal roles
32. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Conceptual skills
Leading
Social responsibility (corporate social responsibility or CSR)
Social obligation
33. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Four Management Functions
Strong cultures
Demographics
The Laissez-Faire Style
34. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Exporting
Four Management Functions
Ethics
Non managerial employees
35. Degree to which employees are expected to exhibit precision analysis and attention to detial
Innovation and risk taking
Strong cultures
Organization
Attention to detial
36. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Workforce diveristy
Four Management Functions
Innovation and risk taking
Managerial roles
37. Involving collecting receiving and disseminating information
Race
Informational roles
Leading
Franchising
38. People who work directly on a job or task and have no responsibility for overseeing the work of others
Interpersonal skills
Non managerial employees
Ethinicity
How organizations go global
39. The view that much of an organizations success or failure is due to external forces outside managers control
Global stategic alliance
Leading
Symbolic view of management
External factors
40. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Conceptual skills
Interpersonal roles
Code of ethics
Joint venture
41. The view that managers are directly responsible for an organizations success or failure
Stakeholders
Four Management Functions
Foreign subsidary
Omnipotent view of management
42. 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
Attention to detial
Decisional roles
Organizing
Strong cultures
43. Individuals in an organization who direct the activities of others
Global Village
Franchising
Managers
Organizing
44. Job-specific knowledge and techniques needed to perform work tasks
Attention to detial
People orientation
Multi domestic corporation
Technical skills
45. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Code of ethics
Organizational culture
Efficency
Race
46. Doing things right or getting the most output from the least amount of inputs
Attention to detial
Components of the External Environment
Efficency
Global corporation
47. When a business firm engages in social actions in response to some popular social need
Social responsivness
Global corporation
Global Village
Foreign subsidary
48. An MNC that decentralizes management and other decisions to the local country where its doing business
Components of the External Environment
Small Business
Multi domestic corporation
First-line managers
49. A structural arrangement for global organizations that eliminates artificial geographical barries
The Autocratic Style
Environmental complexity
Agressiveness
Transnational (border less) organization
50. 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
Outcome orientation
Planning
Sustainability
Organizing