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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. Social traits such as ones cultural background or allegiance that are shared by a human population
Ethinicity
Top managers
Joint venture
Team orientation
2. Factors forces situations and events outside the organization that affect its performance
External factors
Code of ethics
Joint venture
Organization stakeholders
3. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Franchising
Strong cultures
The Participative Style
Exporting
4. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Ethinicity
Global Village
Managerial roles
Rights view of ethics
5. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
How organizations go global
Environmental complexity
Planning
Political skills
6. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Managerial roles
Employee Engagement
Sustainability
Management Styles
7. 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.
Global stategic alliance
Efficency
Licensing
Organizing
8. 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
Global Village
Race
Sustainability
Leading
9. Degree to which management decision take into account the effects on people in the organization
People orientation
Informational roles
Transnational (border less) organization
Management levels
10. 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
Small Business
Leading
Dimensions of organizational culture
The Laissez-Faire Style
11. Purchasing materials or labor from around the world wherever it is cheapest
Theory of justice view of ethics
Code of ethics
Global sourcing
Four Management Functions
12. Supervisors responsible for directing the day to day activities of non managerial employees
First-line managers
Informational roles
Theory of justice view of ethics
Sustainability
13. A set of rules or principles that defines right and wrong conduct
Importing
Ethics
Organizing
Small Business
14. When employees are connected to satisfied with and enthusiastic about their jobs
Family-friendly benifits
Employee Engagement
Dimensions of organizational culture
Informational roles
15. Doing the right things or completing activities so that organizational goals are attained
Political skills
Effectiveness
The Laissez-Faire Style
Controlling
16. Any type of international company that maintains operations in multiple countries
Multinational corporation (MNC)
Informational roles
Social responsibility (corporate social responsibility or CSR)
Licensing
17. An MNC that decentralizes management and other decisions to the local country where its doing business
Multi domestic corporation
Rights view of ethics
Organizing
Exporting
18. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Organizational culture
Parochiallism
Global Village
Dimensions of organizational culture
19. A structural arrangement for global organizations that eliminates artificial geographical barries
Planning
Decisional roles
Global Village
Transnational (border less) organization
20. Includes defining goals establishing strategy and developing plans to coordinate activites
How organizations go global
Exporting
Planning
Workforce diveristy
21. 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
The Persuasive Style
Managerial roles
Organizing
Interpersonal skills
22. The degree of change and complexity in an organizations enviroment
Political skills
Components of the External Environment
Foreign subsidary
Environmental uncertainty
23. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Social obligation
Controlling
Foreign subsidary
Decisional roles
24. Degree to which employees are aggressive and competitive rather than cooperative
Agressiveness
Multi domestic corporation
Importing
Licensing
25. 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
Workforce diveristy
Omnipotent view of management
Planning
Environmental uncertainty
26. Job-specific knowledge and techniques needed to perform work tasks
Interpersonal roles
Technical skills
Family-friendly benifits
Stability
27. 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
Social responsibility (corporate social responsibility or CSR)
Global stategic alliance
Organizing
Multi domestic corporation
28. An MNC that centralizes management and other decisions in the home country
Effectiveness
Global corporation
Global Village
Theory of justice view of ethics
29. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Family-friendly benifits
Managerial roles
Code of ethics
Effectiveness
30. Degree to which employees are encouraged to be innovative and take risks
Demographics
Technology
Innovation and risk taking
Informational roles
31. Any constituencies in an organizations environment that are affected by that organizations decisions and actions
Stakeholders
Strong cultures
Sustainability
Ethics
32. A managers ability to analyze and diagnose complex situations
Conceptual skills
Non managerial employees
Social obligation
Team orientation
33. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Race
Rights view of ethics
Decisional roles
Strong cultures
34. 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
People orientation
Demographics
Stakeholders
35. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Strong cultures
Interpersonal roles
Ethinicity
Outcome orientation
36. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Franchising
Three Characteristics of Organizations
Utilitarian view of ethics
How organizations go global
37. Figurehead - leader - liaison
Three Characteristics of Organizations
Ethics
Interpersonal roles
Strong cultures
38. When a business firm engages in social actions in response to some popular social need
Attention to detial
Global sourcing
Social responsivness
Planning
39. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Social responsibility (corporate social responsibility or CSR)
Organizing
Global stategic alliance
40. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Interpersonal roles
Global sourcing
Management Styles
Controlling
41. 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
Contingent workforce
Interpersonal skills
Management
Controlling
42. Individuals in an organization who direct the activities of others
Employee Engagement
Components of the External Environment
Licensing
Managers
43. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Top managers
Decisional roles
Multinational corporation (MNC)
Utilitarian view of ethics
44. Degree to which organizational decisions and actions emphasize maintaining the status quo
Controlling
Stability
Management levels
Technical skills
45. 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
Management
External factors
Planning
Environmental complexity
46. 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 skills
Decisional roles
Scientific management
Small Business
47. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Political skills
Global corporation
Leading
Team orientation
48. The characteristics of a population used for purposes of social stuidies
Strong cultures
First-line managers
Exporting
Demographics
49. Mentor - dissemination - spokesperson
Employee Engagement
Informational roles
Stakeholders
Outcome orientation
50. Entrepreneur - Disturbance handler - resource allocator - negortiator
Small Business
Organizing
Scientific management
Decisions roles