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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. Entailing making decisions or choices
Decisional roles
Utilitarian view of ethics
Conceptual skills
Strong cultures
2. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Agressiveness
The Participative Style
Planning
Social obligation
3. Degree to which organizational decisions and actions emphasize maintaining the status quo
Sustainability
Stability
Organizing
Theory of justice view of ethics
4. 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
Interpersonal roles
How organizations go global
Controlling
The Laissez-Faire Style
5. Goals - People and Structure
Planning
Global Village
Decisions roles
Three Characteristics of Organizations
6. A set of rules or principles that defines right and wrong conduct
Ethics
Multinational corporation (MNC)
Small Business
Stakeholders
7. Doing things right or getting the most output from the least amount of inputs
First-line managers
The Consultative Style
Efficency
Interpersonal roles
8. 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
Organizing
Family-friendly benifits
Stakeholders
Planning
9. The degree of change and complexity in an organizations enviroment
Informational roles
Rights view of ethics
Environmental uncertainty
Social responsibility (corporate social responsibility or CSR)
10. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Organizational culture
Social responsibility (corporate social responsibility or CSR)
Effectiveness
Top managers
11. A boundary less world where goods and services are produced and marketed worlwide
Dimensions of organizational culture
Global Village
Rights view of ethics
Informational roles
12. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Race
How organizations go global
Technology
Rights view of ethics
13. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Political skills
Management Styles
Leading
Technical skills
14. The manager makes all decisions alone - with centralised authority and one-way communication.
Environmental complexity
Licensing
Interpersonal skills
The Autocratic Style
15. Supervisors responsible for directing the day to day activities of non managerial employees
Decisions roles
Global stategic alliance
Team orientation
First-line managers
16. 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
How organizations go global
Effectiveness
Social obligation
17. A managers ability to build a power base and establish the right connections
Symbolic view of management
Organizing
Political skills
Multinational corporation (MNC)
18. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Foreign subsidary
Rights view of ethics
Workforce diveristy
Global Village
19. Part-time temporary and contract workers who are available for hire on an as-needed basis
Contingent workforce
Technical skills
Demographics
The Consultative Style
20. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Organizational culture
Licensing
Controlling
21. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Organizing
Top managers
Global Village
Middle Managers
22. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Scientific management
Race
Technology
The Participative Style
23. Degree to which management decision take into account the effects on people in the organization
Family-friendly benifits
People orientation
Non managerial employees
Global corporation
24. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Ethinicity
Conceptual skills
The Consultative Style
Race
25. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Political skills
The Participative Style
The Consultative Style
Symbolic view of management
26. The shared values principles traditions and ways of doing things that influence the way organizational members act
External factors
Organizational culture
Technology
Leading
27. Cultures in which the key values are deeply held and widely shared
Team orientation
Race
Organizational culture
Strong cultures
28. Social traits such as ones cultural background or allegiance that are shared by a human population
Agressiveness
External factors
Ethinicity
Social responsibility (corporate social responsibility or CSR)
29. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Scientific management
Three Characteristics of Organizations
Conceptual skills
The Participative Style
30. An MNC that decentralizes management and other decisions to the local country where its doing business
Environmental complexity
Multi domestic corporation
Global stategic alliance
Global sourcing
31. The process of getting things done effectively efficiently through and with other people
Management
Employee Engagement
Social obligation
Transnational (border less) organization
32. 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
Outcome orientation
Omnipotent view of management
Workforce diveristy
Rights view of ethics
33. 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
Foreign subsidary
Small Business
The Laissez-Faire Style
Organizational culture
34. The manager makes decisions alone - but explains the reasons to employees; authority is centralised and communication is one way.
Organizing
The Persuasive Style
Multi domestic corporation
Theory of justice view of ethics
35. Includes monitoring performance comparing it with goals and correcting any significant deviations
Employee Engagement
Controlling
Family-friendly benifits
Stability
36. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Parochiallism
Management levels
Planning
Multi domestic corporation
37. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Effectiveness
Multinational corporation (MNC)
Outcome orientation
Employee Engagement
38. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
Organizing
Managerial roles
Theory of justice view of ethics
The Laissez-Faire Style
39. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Managers
Ethinicity
Omnipotent view of management
Dimensions of organizational culture
40. Doing the right things or completing activities so that organizational goals are attained
Franchising
Small Business
Effectiveness
Technical skills
41. Involving collecting receiving and disseminating information
Effectiveness
Innovation and risk taking
Employee Engagement
Informational roles
42. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
How organizations go global
Middle Managers
Informational roles
Interpersonal roles
43. Making products domestically and selling them abroad
Leading
Exporting
Social responsibility (corporate social responsibility or CSR)
Leading
44. Any type of international company that maintains operations in multiple countries
Organization
Multinational corporation (MNC)
The Consultative Style
Management Styles
45. 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.
Social responsibility (corporate social responsibility or CSR)
Global stategic alliance
Global Village
Joint venture
46. A managers ability to analyze and diagnose complex situations
Licensing
Organizing
Conceptual skills
Organization
47. A structural arrangement for global organizations that eliminates artificial geographical barries
Transnational (border less) organization
Rights view of ethics
Joint venture
Management levels
48. People who work directly on a job or task and have no responsibility for overseeing the work of others
Joint venture
Multinational corporation (MNC)
Symbolic view of management
Non managerial employees
49. The view that much of an organizations success or failure is due to external forces outside managers control
First-line managers
Organizational culture
Symbolic view of management
Four Management Functions
50. Benefits that provide a wide range of scheduling options and allow employees more flexibility at work accommodating their needs for work-life balance
Licensing
Social responsivness
Ethinicity
Family-friendly benifits