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Management Flashcards

7 cards from real DSST practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.

Read the first 7 Management flashcards as text
  1. According to Maslow's hierarchy of needs, which level must be satisfied before esteem needs?

    Answer: Social/belonging needs

    Social needs (love and belonging) occupy the third tier, immediately below esteem needs in Maslow's hierarchy.

  2. A SWOT analysis examines an organization's Strengths, Weaknesses, Opportunities, and:

    Answer: Threats

    SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, covering both internal and external factors.

  3. Which concept describes the tendency for groups to make riskier decisions than individuals would make alone?

    Answer: Risky shift

    Risky shift (part of group polarization) occurs when group discussion pushes members toward more extreme, often riskier, decisions.

  4. Which budgeting approach requires managers to justify every expense from scratch each period?

    Answer: Zero-based budgeting

    Zero-based budgeting starts from zero each cycle, requiring justification for all expenditures rather than adjusting prior budgets.

  5. The managerial grid developed by Blake and Mouton identifies leadership styles based on concern for:

    Answer: People and production

    Blake and Mouton's managerial grid plots leadership style on two axes: concern for people and concern for production.

  6. Which term describes the formal authority a manager has over subordinates within the direct chain of command?

    Answer: Line authority

    Line authority is the direct supervisory power a manager exercises over employees reporting to them.

  7. The 'equity theory' of motivation, proposed by Adams, suggests employees are motivated by:

    Answer: Perceived fairness in the ratio of inputs to outcomes

    Equity theory holds that employees compare their input/output ratio to others and seek fairness, adjusting effort accordingly.

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