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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. Individuals in an organization who direct the activities of others
Management
Omnipotent view of management
Managers
Global Village
2. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Attention to detial
Management levels
Ethinicity
Rights view of ethics
3. 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
Demographics
Employee Engagement
Management
Organizing
4. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
Theory of justice view of ethics
Code of ethics
Ethics
5. Social traits such as ones cultural background or allegiance that are shared by a human population
Agressiveness
Ethinicity
The Consultative Style
Social responsivness
6. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Global sourcing
The Laissez-Faire Style
Family-friendly benifits
Leading
7. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Joint venture
Organizational culture
Family-friendly benifits
Managerial roles
8. View that says ethical decisions are made in order to enforce rules fairly and impartially
Small Business
Informational roles
Theory of justice view of ethics
Dimensions of organizational culture
9. Making products domestically and selling them abroad
Technology
Foreign subsidary
Exporting
Four Management Functions
10. A managers ability to work with understand mentor and motivate other both individually and in groups
Family-friendly benifits
Ethics
Franchising
Interpersonal skills
11. 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
Leading
Organizing
Ethinicity
Managers
12. Includes defining goals establishing strategy and developing plans to coordinate activites
Employee Engagement
Global sourcing
Outcome orientation
Planning
13. A set of rules or principles that defines right and wrong conduct
Sustainability
Management levels
Organization stakeholders
Ethics
14. Cultures in which the key values are deeply held and widely shared
Middle Managers
Effectiveness
Strong cultures
The Participative Style
15. An MNC that centralizes management and other decisions in the home country
Global corporation
Conceptual skills
Global sourcing
Controlling
16. An MNC that decentralizes management and other decisions to the local country where its doing business
Utilitarian view of ethics
Management
Leading
Multi domestic corporation
17. Entailing making decisions or choices
Non managerial employees
Decisional roles
Leading
Small Business
18. Part-time temporary and contract workers who are available for hire on an as-needed basis
Leading
Social responsibility (corporate social responsibility or CSR)
Contingent workforce
Employee Engagement
19. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Management Styles
Environmental complexity
Four Management Functions
Organizing
20. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Global corporation
Transnational (border less) organization
Interpersonal roles
Leading
21. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Race
Franchising
Utilitarian view of ethics
Parochiallism
22. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Franchising
Scientific management
Four Management Functions
Global Village
23. Doing things right or getting the most output from the least amount of inputs
Organizing
Ethics
Efficency
Attention to detial
24. Degree to which organizational decisions and actions emphasize maintaining the status quo
Conceptual skills
Attention to detial
First-line managers
Stability
25. Entrepreneur - Disturbance handler - resource allocator - negortiator
Informational roles
Decisions roles
The Consultative Style
Effectiveness
26. Any equipment tools or operating methods that are designed to make work more efficient
Joint venture
The Participative Style
Technology
Stakeholders
27. Degree to which management decision take into account the effects on people in the organization
The Autocratic Style
Workforce diveristy
People orientation
Theory of justice view of ethics
28. The view that much of an organizations success or failure is due to external forces outside managers control
The Laissez-Faire Style
Management
Ethics
Symbolic view of management
29. When a business firm engages in social actions in response to some popular social need
Three Characteristics of Organizations
Social responsivness
Sustainability
Management
30. A managers ability to build a power base and establish the right connections
Political skills
Multi domestic corporation
The Laissez-Faire Style
Omnipotent view of management
31. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Conceptual skills
Top managers
Omnipotent view of management
Interpersonal roles
32. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Leading
External factors
Three Characteristics of Organizations
How organizations go global
33. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Management Styles
Small Business
Parochiallism
Transnational (border less) organization
34. Figurehead - leader - liaison
Interpersonal roles
Social obligation
The Autocratic Style
Agressiveness
35. A structural arrangement for global organizations that eliminates artificial geographical barries
Political skills
Components of the External Environment
Rights view of ethics
Transnational (border less) organization
36. 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
Global sourcing
The Laissez-Faire Style
The Autocratic Style
37. Involving collecting receiving and disseminating information
Employee Engagement
Informational roles
Organization
Outcome orientation
38. A boundary less world where goods and services are produced and marketed worlwide
Global stategic alliance
Global Village
Planning
Three Characteristics of Organizations
39. 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
Scientific management
Workforce diveristy
Omnipotent view of management
Management Styles
40. 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
Global stategic alliance
Interpersonal roles
Planning
Race
41. A managers ability to analyze and diagnose complex situations
Managers
Conceptual skills
Licensing
Leading
42. Factors forces situations and events outside the organization that affect its performance
Parochiallism
External factors
Sustainability
Organizing
43. The view that managers are directly responsible for an organizations success or failure
Social responsivness
How organizations go global
Managers
Omnipotent view of management
44. 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
Theory of justice view of ethics
Social obligation
Leading
Effectiveness
45. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
First-line managers
Joint venture
Global sourcing
Organization
46. Acquiring products made abroad and selling them domestically
Family-friendly benifits
Importing
Code of ethics
Foreign subsidary
47. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Exporting
Family-friendly benifits
The Consultative Style
Planning
48. Purchasing materials or labor from around the world wherever it is cheapest
Interpersonal roles
Interpersonal skills
Global sourcing
Stability
49. 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
Demographics
Interpersonal skills
50. The manager makes all decisions alone - with centralised authority and one-way communication.
Leading
The Autocratic Style
Contingent workforce
Social obligation