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Management
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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
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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
Top managers
Environmental uncertainty
Contingent workforce
Conceptual skills
2. Degree to which management decision take into account the effects on people in the organization
Small Business
People orientation
Middle Managers
Team orientation
3. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Non managerial employees
Sustainability
Leading
Rights view of ethics
4. Degree to which work is organized around team rather than individuals
Attention to detial
External factors
Team orientation
Controlling
5. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Environmental complexity
Components of the External Environment
Informational roles
6. The shared values principles traditions and ways of doing things that influence the way organizational members act
Rights view of ethics
Innovation and risk taking
Four Management Functions
Organizational culture
7. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Franchising
Parochiallism
Race
Scientific management
8. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Exporting
Organization
The Consultative Style
The Participative Style
9. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Licensing
Effectiveness
Global corporation
10. Degree to which organizational decisions and actions emphasize maintaining the status quo
Environmental complexity
Utilitarian view of ethics
Stakeholders
Stability
11. Any type of international company that maintains operations in multiple countries
Theory of justice view of ethics
Organizational culture
Multinational corporation (MNC)
Multi domestic corporation
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
Sustainability
Franchising
Licensing
Social responsivness
13. Includes monitoring performance comparing it with goals and correcting any significant deviations
Rights view of ethics
Controlling
Workforce diveristy
Multinational corporation (MNC)
14. 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
Management Styles
Top managers
Parochiallism
15. When employees are connected to satisfied with and enthusiastic about their jobs
Global Village
Decisional roles
Strong cultures
Employee Engagement
16. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Three Characteristics of Organizations
Social obligation
Parochiallism
Global corporation
17. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Rights view of ethics
Multinational corporation (MNC)
Controlling
Joint venture
18. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Utilitarian view of ethics
Global corporation
Employee Engagement
Four Management Functions
19. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Top managers
Small Business
Management levels
Contingent workforce
20. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
The Persuasive Style
Non managerial employees
Family-friendly benifits
Three Characteristics of Organizations
21. Social traits such as ones cultural background or allegiance that are shared by a human population
Multinational corporation (MNC)
Managers
Ethics
Ethinicity
22. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Stability
Workforce diveristy
Ethinicity
23. Goals - People and Structure
Workforce diveristy
Effectiveness
Rights view of ethics
Three Characteristics of Organizations
24. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
How organizations go global
Symbolic view of management
Exporting
The Laissez-Faire Style
25. Acquiring products made abroad and selling them domestically
Decisional roles
Race
Importing
Outcome orientation
26. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Social responsibility (corporate social responsibility or CSR)
Global sourcing
People orientation
Management
27. Figurehead - leader - liaison
Interpersonal roles
Exporting
Multi domestic corporation
First-line managers
28. 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
Managerial roles
Organizing
Environmental uncertainty
Non managerial employees
29. Part-time temporary and contract workers who are available for hire on an as-needed basis
Agressiveness
Contingent workforce
Social responsibility (corporate social responsibility or CSR)
Decisions roles
30. The view that much of an organizations success or failure is due to external forces outside managers control
The Laissez-Faire Style
Symbolic view of management
Management
The Persuasive Style
31. 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
Omnipotent view of management
Exporting
Organizational culture
32. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Management
Components of the External Environment
Environmental complexity
Importing
33. 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 Laissez-Faire Style
Social obligation
Small Business
34. Factors forces situations and events outside the organization that affect its performance
How organizations go global
External factors
Demographics
People orientation
35. 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.
Scientific management
Agressiveness
Global stategic alliance
Decisions roles
36. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Technical skills
Informational roles
The Persuasive Style
37. 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
Global stategic alliance
Utilitarian view of ethics
Organizing
38. Degree to which employees are expected to exhibit precision analysis and attention to detial
Code of ethics
Transnational (border less) organization
Foreign subsidary
Attention to detial
39. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Non managerial employees
Middle Managers
Planning
Demographics
40. Entailing making decisions or choices
Decisional roles
Race
Interpersonal skills
Social obligation
41. Individuals in an organization who direct the activities of others
Symbolic view of management
Top managers
Managers
Team orientation
42. Supervisors responsible for directing the day to day activities of non managerial employees
Stakeholders
First-line managers
Symbolic view of management
Family-friendly benifits
43. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Contingent workforce
Organizing
Ethics
Scientific management
44. Degree to which employees are encouraged to be innovative and take risks
Innovation and risk taking
The Consultative Style
Licensing
Non managerial employees
45. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Dimensions of organizational culture
Organizing
Symbolic view of management
Controlling
46. Doing things right or getting the most output from the least amount of inputs
Technology
Scientific management
Efficency
Family-friendly benifits
47. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Interpersonal skills
Planning
Top managers
Omnipotent view of management
48. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
How organizations go global
Stakeholders
Demographics
Multi domestic corporation
49. The characteristics of a population used for purposes of social stuidies
Joint venture
Middle Managers
Agressiveness
Demographics
50. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Family-friendly benifits
Environmental complexity
Organizational culture
Leading
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