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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
Interpersonal roles
Stakeholders
Planning
2. The manager encourages employees to become actively involved in the decision-making process; authority is decentralised and communication is a two way process.
Management Styles
Organization
Interpersonal roles
The Participative Style
3. View that says ethical decisions are made solely on the basis of their outcomes or consequences
Licensing
Informational roles
Utilitarian view of ethics
Stakeholders
4. 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
Global stategic alliance
Controlling
Organizing
Leading
5. The use of scientific methods to define the "one best way" for a job to be done - Frederick Winslow Taylor.
Social responsivness
Scientific management
Effectiveness
Demographics
6. Managers allow employees to take full responsibility for decisions within their areas; authority is decentralised.
The Laissez-Faire Style
Middle Managers
Conceptual skills
Controlling
7. 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
Planning
Importing
Code of ethics
Small Business
8. 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
Stability
Organizing
Global corporation
Organizational culture
9. View that says ethical decisions are made in order to respect and protect individual liberties and privileges
Rights view of ethics
Effectiveness
Strong cultures
Team orientation
10. The biological heritage (including physical characteristics such as ones skin color and associated traits that people use to identify themselves
Omnipotent view of management
Race
Controlling
People orientation
11. The degree of change and complexity in an organizations enviroment
Top managers
Licensing
Dimensions of organizational culture
Environmental uncertainty
12. A structural arrangement for global organizations that eliminates artificial geographical barries
Social obligation
Transnational (border less) organization
Middle Managers
Multi domestic corporation
13. A boundary less world where goods and services are produced and marketed worlwide
Four Management Functions
Global Village
Transnational (border less) organization
Franchising
14. Figurehead - leader - liaison
Interpersonal roles
Franchising
Small Business
Management levels
15. An agreement in which an organization gives other organization the right for a fee to use its name and operating methods
Franchising
Workforce diveristy
Stability
Social responsivness
16. Factors forces situations and events outside the organization that affect its performance
Innovation and risk taking
Management Styles
External factors
Technology
17. Job-specific knowledge and techniques needed to perform work tasks
Technical skills
Global stategic alliance
Non managerial employees
Decisional roles
18. Degree to which organizational decisions and actions emphasize maintaining the status quo
Multinational corporation (MNC)
Environmental uncertainty
Stability
Ethinicity
19. Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational memebers
Effectiveness
Omnipotent view of management
Environmental uncertainty
Top managers
20. The manager makes all decisions alone - with centralised authority and one-way communication.
Interpersonal roles
Innovation and risk taking
Foreign subsidary
The Autocratic Style
21. When a business firm engages in social actions because of its obligation to meet certain economic and legal responsibilities
Top managers
Middle Managers
Dimensions of organizational culture
Social obligation
22. A formal document that states an organizations primary values and the ethical rules its expects managers and non managerial employees to follow
Management levels
Organization
Code of ethics
Race
23. Specific categories of managerial behavior often grouped around interpersonal relationships information transfer and decision making
Social obligation
Scientific management
Managerial roles
The Laissez-Faire Style
24. Degree to which managers focus on results or outcomes rather than on how these outcomes are achived
Outcome orientation
Environmental uncertainty
First-line managers
Omnipotent view of management
25. Making products domestically and selling them abroad
External factors
Leading
Exporting
Joint venture
26. When a business firm engages in social actions in response to some popular social need
Attention to detial
Social responsivness
Global corporation
Components of the External Environment
27. A narrow focus in which managers see thing only through their own eyes and from their own perspective
Social responsivness
Organization
Parochiallism
Interpersonal roles
28. Purchasing materials or labor from around the world wherever it is cheapest
Dimensions of organizational culture
Parochiallism
Exporting
Global sourcing
29. Entailing making decisions or choices
Decisional roles
Top managers
Controlling
Four Management Functions
30. 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
Technology
Organizing
The Laissez-Faire Style
31. Involving people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature
Sustainability
Interpersonal roles
Organizational culture
Global sourcing
32. Minimal Global investment - Global sourcing- exporting and importing - licensing - franchising - strategic alliance - joint venture - foreign subsidiary. - Significant global investment
Theory of justice view of ethics
Decisional roles
How organizations go global
Utilitarian view of ethics
33. 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
Planning
Ethinicity
Dimensions of organizational culture
34. Degree to which work is organized around team rather than individuals
Team orientation
Family-friendly benifits
Sustainability
Innovation and risk taking
35. The view that managers are directly responsible for an organizations success or failure
Omnipotent view of management
Leading
The Consultative Style
Symbolic view of management
36. A set of rules or principles that defines right and wrong conduct
Management Styles
Ethics
Innovation and risk taking
Interpersonal roles
37. 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.
Informational roles
Global stategic alliance
Importing
Organizing
38. 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
Global stategic alliance
Planning
Political skills
Workforce diveristy
39. 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
Global sourcing
Scientific management
Multinational corporation (MNC)
40. A specific type of strategic alliance in which the partners agree to form a separate independent organization for some business purpose.
Controlling
Joint venture
Informational roles
Franchising
41. Acquiring products made abroad and selling them domestically
Leading
Importing
Interpersonal roles
Multinational corporation (MNC)
42. Includes defining goals establishing strategy and developing plans to coordinate activites
Planning
Scientific management
Non managerial employees
Managerial roles
43. 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
Licensing
Stakeholders
Organization stakeholders
Exporting
44. People who work directly on a job or task and have no responsibility for overseeing the work of others
The Participative Style
Non managerial employees
Management levels
Leading
45. View that says ethical decisions are made in order to enforce rules fairly and impartially
Theory of justice view of ethics
Global stategic alliance
Social responsivness
Managers
46. A managers ability to build a power base and establish the right connections
The Autocratic Style
Strong cultures
Race
Political skills
47. 1st Top Managers 2nd Middle managers 3rd First-Line Managers 4th Non managerial employees.
Joint venture
Managers
Management levels
The Laissez-Faire Style
48. The shared values principles traditions and ways of doing things that influence the way organizational members act
Organizational culture
Controlling
The Consultative Style
Organization
49. Individuals in an organization who direct the activities of others
Organization
Multi domestic corporation
Effectiveness
Managers
50. Entrepreneur - Disturbance handler - resource allocator - negortiator
Decisions roles
Controlling
Transnational (border less) organization
Small Business