SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. Goals - People and Structure
Innovation and risk taking
Three Characteristics of Organizations
Global stategic alliance
Top managers
2. 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.
Controlling
Global stategic alliance
Multi domestic corporation
Strong cultures
3. Autocratic - Persuasive - Consultative - Participative - Laissez-Faire
Global sourcing
Efficency
Planning
Management Styles
4. 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
Strong cultures
Informational roles
Parochiallism
5. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
The Participative Style
Multinational corporation (MNC)
Decisional roles
Scientific management
6. 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
Three Characteristics of Organizations
The Laissez-Faire Style
Planning
Parochiallism
7. Part-time temporary and contract workers who are available for hire on an as-needed basis
Family-friendly benifits
Contingent workforce
Interpersonal roles
Team orientation
8. A systematic arrangement of people brought together to accomplish some specific purpose
Employee Engagement
Organization
Decisional roles
Multi domestic corporation
9. A managers ability to analyze and diagnose complex situations
Organization stakeholders
Interpersonal roles
Omnipotent view of management
Conceptual skills
10. An MNC that decentralizes management and other decisions to the local country where its doing business
The Consultative Style
Team orientation
Rights view of ethics
Multi domestic corporation
11. Entrepreneur - Disturbance handler - resource allocator - negortiator
Workforce diveristy
Ethics
Decisions roles
Social obligation
12. A business firms intention beyond its legal and economic obligations to do the right things act in ways that are good for society
Small Business
Ethics
Global sourcing
Social responsibility (corporate social responsibility or CSR)
13. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Parochiallism
Social responsivness
Transnational (border less) organization
External factors
14. Mentor - dissemination - spokesperson
Middle Managers
Dimensions of organizational culture
Informational roles
Technology
15. 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
Organizing
Licensing
Demographics
Technical skills
16. 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
Technical skills
Interpersonal roles
Outcome orientation
Organizing
17. When a business firm engages in social actions in response to some popular social need
Top managers
Theory of justice view of ethics
Small Business
Social responsivness
18. Any equipment tools or operating methods that are designed to make work more efficient
Joint venture
Transnational (border less) organization
Organizing
Technology
19. Degree to which employees are encouraged to be innovative and take risks
Managerial roles
Theory of justice view of ethics
Innovation and risk taking
Interpersonal skills
20. Purchasing materials or labor from around the world wherever it is cheapest
Decisional roles
Global sourcing
Sustainability
Multi domestic corporation
21. Degree to which management decision take into account the effects on people in the organization
Utilitarian view of ethics
People orientation
Components of the External Environment
Managerial roles
22. Any type of international company that maintains operations in multiple countries
Omnipotent view of management
Theory of justice view of ethics
Multinational corporation (MNC)
External factors
23. 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
Interpersonal skills
External factors
Rights view of ethics
Organizing
24. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Attention to detial
Contingent workforce
Global corporation
Race
25. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Family-friendly benifits
Planning
The Persuasive Style
Social obligation
26. The number of components in an organizations environment and the extent of knowledge that the organizations has about those components
Managerial roles
Informational roles
Parochiallism
Environmental complexity
27. Entailing making decisions or choices
Organizing
Decisional roles
Theory of justice view of ethics
Multi domestic corporation
28. 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
Controlling
Transnational (border less) organization
Political skills
29. Supervisors responsible for directing the day to day activities of non managerial employees
Stability
First-line managers
Organizational culture
Team orientation
30. A managers ability to build a power base and establish the right connections
Top managers
Political skills
Four Management Functions
Organizing
31. Cultures in which the key values are deeply held and widely shared
Transnational (border less) organization
Interpersonal skills
Outcome orientation
Strong cultures
32. A managers ability to work with understand mentor and motivate other both individually and in groups
Management Styles
Informational roles
Informational roles
Interpersonal skills
33. Acquiring products made abroad and selling them domestically
Utilitarian view of ethics
Management
Licensing
Importing
34. The view that much of an organizations success or failure is due to external forces outside managers control
Symbolic view of management
Decisions roles
Management
Management Styles
35. A boundary less world where goods and services are produced and marketed worlwide
Global Village
Management levels
Symbolic view of management
Four Management Functions
36. Individuals in an organization who direct the activities of others
Managers
Environmental uncertainty
Agressiveness
Rights view of ethics
37. The characteristics of a population used for purposes of social stuidies
Utilitarian view of ethics
Top managers
Attention to detial
Demographics
38. Includes motivating employees directing the activites of other selecting the most effective communication channel and resolving conflicts
Outcome orientation
Leading
Stakeholders
Top managers
39. Factors forces situations and events outside the organization that affect its performance
External factors
Interpersonal skills
Family-friendly benifits
Rights view of ethics
40. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Management levels
Organizing
Small Business
Workforce diveristy
41. Attention to detail - innovation and risk taking - stability - aggressiveness - team orientation - people orientation - outcome orientation.
Leading
Management
Dimensions of organizational culture
Efficency
42. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Demographics
Contingent workforce
Leading
Managerial roles
43. Degree to which work is organized around team rather than individuals
Conceptual skills
How organizations go global
Team orientation
Interpersonal roles
44. Involving collecting receiving and disseminating information
Informational roles
Global corporation
Agressiveness
How organizations go global
45. The manager makes the final decision after gaining feedback from stakeholders; authority is still somewhat centralised; communication is a two way process.
Innovation and risk taking
Workforce diveristy
The Consultative Style
Ethics
46. A direct investment in a foreign country that involves setting up a separate and independent facility or office
Demographics
Foreign subsidary
Informational roles
Global stategic alliance
47. The degree of change and complexity in an organizations enviroment
Attention to detial
Environmental uncertainty
Planning
Omnipotent view of management
48. An MNC that centralizes management and other decisions in the home country
The Persuasive Style
Global corporation
Team orientation
Social responsibility (corporate social responsibility or CSR)
49. Includes monitoring performance comparing it with goals and correcting any significant deviations
Controlling
Innovation and risk taking
Decisional roles
Workforce diveristy
50. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Exporting
Decisions roles
Organization stakeholders
Top managers