Test your basic knowledge |

Management

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. Job-specific knowledge and techniques needed to perform work tasks






2. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance






3. A structural arrangement for global organizations that eliminates artificial geographical barries






4. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.






5. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived






6. Individuals in an organization who direct the activities of others






7. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment






8. 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






9. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.






10. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.






11. Any equipment tools or operating methods that are designed to make work more efficient






12. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making






13. The view that much of an organizations success or failure is due to external forces outside managers control






14. Part-time temporary and contract workers who are available for hire on an as-needed basis






15. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components






16. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`






17. Figurehead - leader - liaison






18. A managers ability to build a power base and establish the right connections






19. A set of rules or principles that defines right and wrong conduct






20. View that says ethical decisions are made solely on the basis of their outcomes or consequences






21. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.






22. Mentor - dissemination - spokesperson






23. Degree to which management decision take into account the effects on people in the organization






24. The process of getting things done effectively efficiently through and with other people






25. A managers ability to work with understand mentor and motivate other both individually and in groups






26. Any constituencies in an organizations environment that are affected by that organizations decisions and actions






27. 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






28. Goals - People and Structure






29. 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






30. The manager makes all decisions alone - with centralised authority and one-way communication.






31. The view that managers are directly responsible for an organizations success or failure






32. When employees are connected to satisfied with and enthusiastic about their jobs






33. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.






34. An MNC that centralizes management and other decisions in the home country






35. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers






36. Purchasing materials or labor from around the world wherever it is cheapest






37. Degree to which employees are aggressive and competitive rather than cooperative






38. View that says ethical decisions are made in order to respect and protect individual liberties and privileges






39. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.






40. A systematic arrangement of people brought together to accomplish some specific purpose






41. Degree to which organizational decisions and actions emphasize maintaining the status quo






42. The degree of change and complexity in an organizations enviroment






43. 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






44. Any type of international company that maintains operations in multiple countries






45. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.






46. Doing the right things or completing activities so that organizational goals are attained






47. An MNC that decentralizes management and other decisions to the local country where its doing business






48. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done






49. View that says ethical decisions are made in order to enforce rules fairly and impartially






50. 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