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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. Doing things right or getting the most output from the least amount of inputs
Organizing
Efficency
Global stategic alliance
Attention to detial
2. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Transnational (border less) organization
Social obligation
Rights view of ethics
3. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Theory of justice view of ethics
Code of ethics
Organization stakeholders
Management levels
4. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Organizing
How organizations go global
Technology
Licensing
5. 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
External factors
Global sourcing
Top managers
6. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Organizing
Contingent workforce
Technology
7. A systematic arrangement of people brought together to accomplish some specific purpose
Code of ethics
Utilitarian view of ethics
Environmental uncertainty
Organization
8. Part-time temporary and contract workers who are available for hire on an as-needed basis
Organization
Contingent workforce
Efficency
Organizing
9. When a business firm engages in social actions in response to some popular social need
Controlling
First-line managers
Social responsivness
Demographics
10. Cultures in which the key values are deeply held and widely shared
The Persuasive Style
Strong cultures
Middle Managers
Parochiallism
11. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Leading
Management Styles
Middle Managers
Managerial roles
12. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Components of the External Environment
Planning
Environmental complexity
Parochiallism
13. 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
Omnipotent view of management
The Laissez-Faire Style
Small Business
Controlling
14. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Decisional roles
Sustainability
Global corporation
Leading
15. A set of rules or principles that defines right and wrong conduct
Ethics
Informational roles
Multi domestic corporation
Organizing
16. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
First-line managers
Transnational (border less) organization
Foreign subsidary
17. 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
The Laissez-Faire Style
Code of ethics
Planning
Three Characteristics of Organizations
18. Figurehead - leader - liaison
Strong cultures
Multinational corporation (MNC)
Interpersonal roles
Organizational culture
19. Degree to which work is organized around team rather than individuals
Organizing
Franchising
Top managers
Team orientation
20. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Controlling
People orientation
Social obligation
Managers
21. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Decisional roles
Global stategic alliance
Top managers
Utilitarian view of ethics
22. The characteristics of a population used for purposes of social stuidies
Demographics
Multi domestic corporation
Parochiallism
Stakeholders
23. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Employee Engagement
Workforce diveristy
Agressiveness
24. Making products domestically and selling them abroad
Organization stakeholders
Omnipotent view of management
Environmental uncertainty
Exporting
25. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Organization stakeholders
The Participative Style
Code of ethics
Technical skills
26. Entailing making decisions or choices
Joint venture
Stability
Decisional roles
Foreign subsidary
27. Includes defining goals establishing strategy and developing plans to coordinate activites
The Participative Style
Planning
Strong cultures
Workforce diveristy
28. Social traits such as ones cultural background or allegiance that are shared by a human population
Three Characteristics of Organizations
Ethinicity
Team orientation
Symbolic view of management
29. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Utilitarian view of ethics
Management Styles
Code of ethics
30. Degree to which organizational decisions and actions emphasize maintaining the status quo
Scientific management
Transnational (border less) organization
Stability
Symbolic view of management
31. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Sustainability
Efficency
Agressiveness
32. 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
Contingent workforce
Licensing
Organization stakeholders
Interpersonal roles
33. 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)
Non managerial employees
Leading
Conceptual skills
34. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Components of the External Environment
Decisional roles
Strong cultures
Transnational (border less) organization
35. The manager makes all decisions alone - with centralised authority and one-way communication.
Three Characteristics of Organizations
Contingent workforce
Transnational (border less) organization
The Autocratic Style
36. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Importing
Social obligation
Organization
37. Degree to which employees are expected to exhibit precision analysis and attention to detial
Attention to detial
Team orientation
External factors
Management levels
38. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Controlling
Effectiveness
Dimensions of organizational culture
Four Management Functions
39. Any equipment tools or operating methods that are designed to make work more efficient
Exporting
Technology
Importing
Leading
40. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Global Village
Top managers
Exporting
Agressiveness
41. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Innovation and risk taking
Decisional roles
Three Characteristics of Organizations
42. Individuals in an organization who direct the activities of others
Informational roles
Stability
Decisional roles
Managers
43. Supervisors responsible for directing the day to day activities of non managerial employees
Symbolic view of management
First-line managers
Theory of justice view of ethics
The Consultative Style
44. A managers ability to build a power base and establish the right connections
Political skills
Utilitarian view of ethics
Sustainability
Transnational (border less) organization
45. An MNC that centralizes management and other decisions in the home country
First-line managers
Technology
Conceptual skills
Global corporation
46. 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.
Decisions roles
Global stategic alliance
Licensing
Stakeholders
47. Job-specific knowledge and techniques needed to perform work tasks
Leading
Organization stakeholders
Four Management Functions
Technical skills
48. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
First-line managers
Decisions roles
External factors
49. The shared values principles traditions and ways of doing things that influence the way organizational members act
Leading
Family-friendly benifits
Ethinicity
Organizational culture
50. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Parochiallism
Joint venture
Stakeholders
Political skills