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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. 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
Small Business
Symbolic view of management
Informational roles
External factors
2. Degree to which employees are encouraged to be innovative and take risks
Four Management Functions
Team orientation
Innovation and risk taking
Controlling
3. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Effectiveness
Organizing
Environmental complexity
Rights view of ethics
4. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Multinational corporation (MNC)
Controlling
Strong cultures
Middle Managers
5. 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
Organizing
Stakeholders
Interpersonal skills
Managers
6. Includes monitoring performance comparing it with goals and correcting any significant deviations
The Persuasive Style
Workforce diveristy
Controlling
Interpersonal roles
7. Involving collecting receiving and disseminating information
Joint venture
Decisions roles
Controlling
Informational roles
8. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Non managerial employees
Transnational (border less) organization
Parochiallism
Leading
9. Any type of international company that maintains operations in multiple countries
Code of ethics
Controlling
Multinational corporation (MNC)
Technical skills
10. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Theory of justice view of ethics
Exporting
Dimensions of organizational culture
Management Styles
11. 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
Controlling
Licensing
Multinational corporation (MNC)
How organizations go global
12. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Foreign subsidary
The Laissez-Faire Style
Race
Efficency
13. 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
Organizing
Multinational corporation (MNC)
How organizations go global
Attention to detial
14. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Managers
Managerial roles
Social responsivness
Informational roles
15. Figurehead - leader - liaison
The Participative Style
Organizational culture
Exporting
Interpersonal roles
16. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
The Persuasive Style
Top managers
External factors
First-line managers
17. Cultures in which the key values are deeply held and widely shared
Strong cultures
Global stategic alliance
Ethics
Sustainability
18. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Joint venture
Outcome orientation
Social obligation
Demographics
19. Individuals in an organization who direct the activities of others
Interpersonal roles
Code of ethics
Managers
Family-friendly benifits
20. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Environmental complexity
Planning
Symbolic view of management
21. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Franchising
Organization stakeholders
Parochiallism
Social responsivness
22. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Management levels
Workforce diveristy
Social responsivness
Environmental complexity
23. Degree to which management decision take into account the effects on people in the organization
People orientation
Attention to detial
Demographics
Four Management Functions
24. 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
The Laissez-Faire Style
Planning
First-line managers
25. Doing things right or getting the most output from the least amount of inputs
Sustainability
Efficency
Global sourcing
Middle Managers
26. 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
Planning
Ethinicity
Managerial roles
Organizational culture
27. Doing the right things or completing activities so that organizational goals are attained
Effectiveness
Multinational corporation (MNC)
Parochiallism
Family-friendly benifits
28. Entrepreneur - Disturbance handler - resource allocator - negortiator
The Consultative Style
First-line managers
Sustainability
Decisions roles
29. Mentor - dissemination - spokesperson
Controlling
Stakeholders
Attention to detial
Informational roles
30. 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
Decisional roles
Management levels
Sustainability
Interpersonal skills
31. Any equipment tools or operating methods that are designed to make work more efficient
Interpersonal roles
Top managers
Technology
Global sourcing
32. A set of rules or principles that defines right and wrong conduct
Global stategic alliance
The Consultative Style
Workforce diveristy
Ethics
33. An MNC that centralizes management and other decisions in the home country
Informational roles
Strong cultures
Organization
Global corporation
34. Degree to which organizational decisions and actions emphasize maintaining the status quo
Stability
Agressiveness
Planning
Interpersonal roles
35. Degree to which work is organized around team rather than individuals
Team orientation
Multinational corporation (MNC)
Leading
Ethics
36. Part-time temporary and contract workers who are available for hire on an as-needed basis
Global sourcing
Symbolic view of management
Managers
Contingent workforce
37. 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
Leading
Social obligation
Ethics
Decisional roles
38. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Organizing
Controlling
Multinational corporation (MNC)
Race
39. People who work directly on a job or task and have no responsibility for overseeing the work of others
Social responsivness
Leading
Non managerial employees
External factors
40. Making products domestically and selling them abroad
Ethinicity
Exporting
Team orientation
How organizations go global
41. Planning - Organizing - Leading - Controlling Middle ACHIEVING THE ORGANIZATIONS STATES PURPOSE.
Informational roles
Four Management Functions
Management
Organization
42. When a business firm engages in social actions in response to some popular social need
Social responsivness
Organizing
Transnational (border less) organization
Organizational culture
43. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Importing
Workforce diveristy
Technical skills
44. The manager makes all decisions alone - with centralised authority and one-way communication.
Foreign subsidary
The Autocratic Style
Decisions roles
Employee Engagement
45. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Ethics
Management levels
Organization
46. A managers ability to analyze and diagnose complex situations
The Participative Style
Foreign subsidary
Conceptual skills
Managerial roles
47. 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
The Persuasive Style
Workforce diveristy
Code of ethics
Controlling
48. Purchasing materials or labor from around the world wherever it is cheapest
Global sourcing
Global Village
Stakeholders
Interpersonal skills
49. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Outcome orientation
Innovation and risk taking
Managers
50. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Components of the External Environment
Transnational (border less) organization
The Consultative Style