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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. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Demographics
Parochiallism
Organizing
Global sourcing
2. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Organizing
Interpersonal roles
Exporting
Family-friendly benifits
3. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Controlling
Importing
The Persuasive Style
Environmental complexity
4. Purchasing materials or labor from around the world wherever it is cheapest
Controlling
Organization stakeholders
Planning
Global sourcing
5. A set of rules or principles that defines right and wrong conduct
Ethics
The Persuasive Style
Organization
Ethinicity
6. When employees are connected to satisfied with and enthusiastic about their jobs
Symbolic view of management
Employee Engagement
The Laissez-Faire Style
Code of ethics
7. Acquiring products made abroad and selling them domestically
The Persuasive Style
Environmental complexity
Importing
Four Management Functions
8. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Organization
The Participative Style
Interpersonal roles
Global corporation
9. A managers ability to build a power base and establish the right connections
Organization stakeholders
External factors
Political skills
First-line managers
10. Economic - Global - Political/Legal - Socio cultural - Technological - demographics. In the middle THE ORGANIZATION`
Agressiveness
Interpersonal skills
Components of the External Environment
Team orientation
11. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
People orientation
Workforce diveristy
The Consultative Style
12. Degree to which management decision take into account the effects on people in the organization
Organization
People orientation
Social obligation
Multinational corporation (MNC)
13. People who work directly on a job or task and have no responsibility for overseeing the work of others
Non managerial employees
Informational roles
Environmental uncertainty
Innovation and risk taking
14. A systematic arrangement of people brought together to accomplish some specific purpose
Team orientation
People orientation
Organization
Importing
15. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Stakeholders
Multi domestic corporation
Technical skills
Joint venture
16. Includes defining goals establishing strategy and developing plans to coordinate activites
Informational roles
Planning
Organization
Exporting
17. Entailing making decisions or choices
Social obligation
Global stategic alliance
Decisional roles
Organizing
18. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Strong cultures
The Consultative Style
Small Business
Contingent workforce
19. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Leading
Management levels
Employee Engagement
Managerial roles
20. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
The Laissez-Faire Style
Social obligation
Agressiveness
Foreign subsidary
21. The degree of change and complexity in an organizations enviroment
Multi domestic corporation
Environmental uncertainty
Parochiallism
Social obligation
22. Degree to which employees are encouraged to be innovative and take risks
Ethics
Four Management Functions
Strong cultures
Innovation and risk taking
23. Degree to which organizational decisions and actions emphasize maintaining the status quo
Demographics
Stakeholders
Technology
Stability
24. A managers ability to analyze and diagnose complex situations
Planning
Conceptual skills
Contingent workforce
Global Village
25. Doing the right things or completing activities so that organizational goals are attained
Organizational culture
Demographics
Environmental complexity
Effectiveness
26. A boundary less world where goods and services are produced and marketed worlwide
Importing
First-line managers
Global Village
Controlling
27. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Components of the External Environment
Top managers
Leading
Rights view of ethics
28. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Foreign subsidary
Stakeholders
Organizing
Rights view of ethics
29. Social traits such as ones cultural background or allegiance that are shared by a human population
Managers
The Autocratic Style
Ethinicity
Planning
30. View that says ethical decisions are made in order to enforce rules fairly and impartially
Franchising
Components of the External Environment
Theory of justice view of ethics
Stability
31. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Managers
Dimensions of organizational culture
Stability
Franchising
32. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Technology
Team orientation
Managerial roles
33. Individuals in an organization who direct the activities of others
Exporting
Organizational culture
Managers
Ethics
34. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Symbolic view of management
Managerial roles
Ethinicity
Rights view of ethics
35. The characteristics of a population used for purposes of social stuidies
The Laissez-Faire Style
Demographics
Decisions roles
Code of ethics
36. The shared values principles traditions and ways of doing things that influence the way organizational members act
Planning
Social obligation
Organizational culture
Small Business
37. Degree to which work is organized around team rather than individuals
Top managers
Team orientation
How organizations go global
Conceptual skills
38. Includes monitoring performance comparing it with goals and correcting any significant deviations
Conceptual skills
Franchising
Controlling
Four Management Functions
39. Entrepreneur - Disturbance handler - resource allocator - negortiator
Leading
Informational roles
How organizations go global
Decisions roles
40. Cultures in which the key values are deeply held and widely shared
Employee Engagement
Strong cultures
Efficency
External factors
41. Figurehead - leader - liaison
Strong cultures
Interpersonal roles
Attention to detial
Outcome orientation
42. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Leading
Utilitarian view of ethics
Informational roles
Exporting
43. Goals - People and Structure
Global corporation
Three Characteristics of Organizations
Planning
Stability
44. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Global corporation
Conceptual skills
Franchising
Employee Engagement
45. An MNC that centralizes management and other decisions in the home country
Small Business
Global corporation
Decisional roles
Licensing
46. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Multinational corporation (MNC)
Demographics
Foreign subsidary
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 Laissez-Faire Style
Interpersonal skills
Workforce diveristy
Strong cultures
48. 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
Environmental complexity
The Autocratic Style
Interpersonal roles
49. Doing things right or getting the most output from the least amount of inputs
Global stategic alliance
Contingent workforce
Conceptual skills
Efficency
50. Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers wills see get done
Management Styles
First-line managers
Social responsivness
Middle Managers