管理学基础课后习题总括

Unit 1

1、What is an organization? Why are managers important to an organization’s success?

An organization is a systematic arrangement of people brought together to accomplish some specific purpose. Organizational members can be divided into two categories: operatives and managers. Operatives are people who work directly on a job and have no responsibility for overseeing the work of others. Managers direct the activities of other people in the organization.

1，什么是组织？为什么是管理者重要的一个组织的成功？

一个组织是一个汇集在一起，以完成一些特定目的的人的制度安排。组织成员可以分为两大类：操作工和管理人员。操作者是谁工作的人直接在工作，没有监督别人的工作的责任。经理直接在该组织的其他人的活动。

2、What four common activities comprise the process approach to management? Briefly describe each of them.

Planning: defining goals, establishing strategy, and developing sub plans to coordinate activities. Organizing: determining what needs to be done, how it will be done, and who is to do it. Leading: directing and motivating all involved parties and resolving conflicts. Controlling: monitoring activities are accomplished as planned.

2，常见的活动包括哪四个过程的方法来管理？简要描述它们。

规划：确定目标，制定战略，并制定分项规划，协调活动。组委会：确定需要做什么，将如何做，谁就是去做。领导：指导和推动有关各方和解决冲突。控制：监测活动，按计划完成。

3、What are the three general skills that affect managerial effectiveness?

Conceptual, interpersonal, and technical skills.

3，什么是三个影响管理成效的一般性技能？

概念，人际交往和技术技能

4、How does a manager’s job change with his or her level in the organization?

Top –level managers spend more time on planning and organizing than do lower-level managers. Leading, on the other hand, takes a great deal of time for first-line managers. The difference in time spent on controlling varies only slightly for managers at various levels.

4，如何与他或她在组织级别经理的工作变化？

高层经理的规划和组织上花费比低级别管理人员更多的时间。领导，另一方面，作为一个为一线管理人员大量时间。在关于控制所花费的时间略有差异仅仅改变各级管理人员。

5、what value do courses in anthropology, economics, philosophy, political science, psychology, and sociology have for mangers? Give an example of one application to management practice form each of these disciplines.

Anthropology is the study of societies; it helps mangers to better understand difference in fundamental values, attitudes, and behavior between people in different countries and within different organizations.

Economics helps manager operating in the global marketplace.

Philosophy courses inquire into the nature of things, particularly values and ethics.

Political science studies the behavior of individuals and groups within a political environment.

Psychology: lead the way in providing managers with insight into human diversity. 5，做什么样的价值在人类学，经济学，哲学，政治学，心理学课程，为管理人员和社会学的呢？举一个一个应用程序管理实践形成的这些学科每一个例子。

人类学是社会的研究，它有助于各国人民之间的不同和在不同的组织管理人员更好地了解基本的价值观，态度差，和行为。

经济学可以帮助管理者在全球市场运作。

哲学课程调查的东西，特别是价值观和道德观的本质。

政治学研究的个人和团体在政治环境的行为。

心理学：领导在为人类提供洞察管理方式的多样性

Unit2

1、What is scientific management（科学管理理论）? Discuss the main principles of scientific management. The use of the scientific method to define the “one best way” for a job to be done.

(1) develop a science for each element of an individual's work, which replaces the old rule-of –thumb method.

(2) scientifically select and then train, teach, and develop the worker.

(3) heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science.

(4) divide work and responsibility almost equally between management and worker. 1，什么是科学的管理（科学管理理论）？讨论了科学管理的主要原则。

对科学方法来定义“一个最佳途径“的工作要做。

（一）制定每一个人的工作，它取代了旧元素的科学原则进行的拇指的方法。

（2）科学地选择，然后训练，教授和发展工人。

（三）与工人感到由衷的合作，以保证各项工作是按照完成了对科学的原则。

（4）分工和责任，几乎同样的管理和工人之间。

2、what was Henri Fayol’s major contribution to the management movement?

He develops the general administrative theory, and proceeded to state 14 principles of management fundamental. His theory became the design prototype for many of today’s large organizations.

2，什么是亨利法约尔的重大贡献，管理运动？

他开发的一般管理理论，进而国家管理的基本原则14。他的理论成为了今天的许多大型组织设计的原型。

3、discuss the impact（冲击）of the Hawthorne studies on management thought.

Managers begin to improve employees’ working conditions in order to be productivity.

3，讨论关于管理的霍桑研究的影响（冲击）认为。

经理开始改善雇员的工作条件，以便为生产力。

4、describe the contingency approach(权变理论；全变方法) to management.

In the contingency approach to management, different situations and conditions require different management, different situations and conditions require different management approaches.

4，描述了应急的办法（权变理论;全变方法）来管理。

在应急的管理方式，不同的情况和条件不同的管理要求，不同的情况和条件，需要不同的管理方法。

5、what is Theory Z?

It attempts to integrate American and Japanese management practices. It combines the American emphasis on individual responsibility with the Japanese emphasis on collective decision-making, slow promotion, and holistic concern for employees. 5，Z理论是什么？

它试图结合美国和日本的管理方法。它结合了关于与集体决策，促进日本慢重点，全面关注，并为员工个人的责任美国的重视

Unit3

1、as the chapter notes. The direct forces in the external(外部) environment pose many challenges to organizations. Which challenge, in your view, is the most difficult for managers? Explain. External environment include customers, competitors, suppliers and human resources, technological, economic, political, legal, regulatory, cultural, and social forces.(顾客、竞争对手、供应商、人力资源、技术的、经济的、政治的、法律的、文化的、社会的因素)

1，作为章注释。在外部（外部）环境的直接力量构成对组织的许多挑战。哪一个挑战，在你看来，是对管理人员最困难的？解释。

外部环境包括：客户，竞争对手，供应商和人力资源，技术，经济，政治，法律，法规，文化和社会力量。（顾客，竞争对手，供应商，人力资源，技术的，经济的，政治的，法律的，文化的，社会的因素）

2、some observers(观察者) assert that the importance of each of the various forces in the external environment differs across types industries（产业种类）. Do you agree? Discuss.

The question is at P54.

2，一些观察员（观察者）断言，在各种力量中的每个类型的外部环境的重要性，整个行业（产业种类）不同。你是否同意？讨论。

问题是，在P54。

3、if you were being interviewed for a position in a firm and were asked why businesses need to be aware of environmental forces, how would you respond?

A complete picture of any organization must include its external environment, the large arena that exists outside the organization and comprises many varied forces that have an impact upon the organization's structure, processes, and performance. These forces may be direct exerting an immediate and direct influence on the organization, or they may be indirect, influencing the climate in which the organization operates. To some degree, these direct and indirect forces are unpredictable and uncontrollable, and they are usually quite powerful, exerting a significant effect on the organization's performance and well-being. So we must recognize these external forces, comprehend their interrelationships, and understand their real and potential impacts on the organization. Above all, been aware of it helps to minimize the environmental forces' negative effects and maximize their positive impacts on the organization.

3，如果你正在采访中的一个坚定的立场，并要求企业为什么需要了解环境力量知道，你会如何反应？

任何组织一个完整的图片必须包括其外部环境，大舞台外存在许多组织和包括有对组织的结构，过程和性能的影响不同的力量。这些部队可能是直接施加组织立即和直接的影响，也可能是间接的，影响该组织气候运作。从某种程度上来说，这些直接和间接的力量是不可预知的和不可控制的，他们通常十分强大，充分发挥对本组织的业绩和福祉产生重大影响。因此，

我们必须承认，这些外部力量，理解他们的相互关系，并了解他们对组织的实际和潜在影响。

总之，被意识到这一点有助于最大限度地减少对环境的负面影响，最大限度地提高部队对组织的积极影响。

Unit4

1、which of the three meanings of social responsibility reflects your opinion? Explain.

The three social responsibilities are: social obligation（社会义务）, social reaction（社会反应）, and social responsiveness（社会响应）.

1，对社会责任的三层含义反映了你的看法？解释。

这三个社会责任：社会责任（社会义务），社会反应（社会反应），社会反应（社会响应）。

2、identify（验明，辨认）a situation in which an organization might be socially responsible to one

group of internal beneficiaries（受益人）but not socially responsible to another group.

The two general classes of beneficiaries are: internal responsibility and external responsibility.

For example some furnishings makers produced the no environmentally friendly products in responding to customer’s social concerns.

2，确定（验明，辨认）一种情况，即一个组织可能要承担社会责任之一（受益人），而不是对社会负责的另一组内部受益群体。

这两个班的受益人一般是：内部责任和外部责任。

例如，一些家具厂商生产的响应客户的社会关注的无环保产品。

3、the corporation（团体，协会）is responsible to a wide range of interest groups, on both an internal

and external basis. Should any one interest group (e.g., employees, shareholders, government, or the general public) be given more priority（优先权）？Why?

The relationships relationship between the corporation and its internal beneficiaries are so circumscribed by law, regulation,, and custom that the corporation is bound to act out of legal obligation. To do so involves no particular accomplishment for the corporation. Failure to act legally or in the perceived best interests of shareholders can lead to all sorts of legal problems and social condemnation of the corporation and its management.

3，公司（团体，协会）负责的利益群体广泛，既有对内部和外部的基础。如果任何一个利益集团（例如，雇员，股东，政府，还是普通市民）得到更多的优先权（优先权），为什么？

公司之间的关系及其内部的关系是如此的受益者则受到法律，法规，和自定义，该公司的行事法律责任了。这样做并不涉及具体的公司完成。如果不采取行动或在法律上认为最好的股东利益可能导致法律问题，对公司及其各种管理的社会谴责。

Unit5

1.Define planning. What questions does planning answer?

Planning is the process of deciding what objectives to pursue during a future time period and what to do to achieve those objectives. It is the primary management function and is inherent in everything a manager does.

1。定义规划。没有规划回答什么问题？

规划是追求什么目标决定在未来的一段时间，如何做才能实现这些目标的过程。这是主要的管理功能，是一个管理者做的一切固有的。

2.What are the differences between strategic planning and operational planning?

Strategic plans involve a planning process applied at the highest levels of the organization; covering a relatively long period and affecting many parts of the organization on operational or tactical plans are short-range plans and concentrate the formulation of functional plans.

2。之间有什么战略规划和业务规划的差异？

战略计划的规划过程中涉及的该组织的最高级别的应用;覆盖了相当长的时期，影响该组织的许多地区的作战或战术计划是短期计划，集中功能计划的制定。

3.What are the functions of planning?

3。什么是规划的功能是什么？

(1) coordinating efforts (2) preparing for change (3) developing performance standards

(4)developing managers

4。（1）协调工作（2）变化的准备工作（3）制定业绩标准（4）发展经理

Unit6

1.What are the elements of planning?

2.(1) objectives (2)actions (3)resources (4)implementation

2.What are characteristics of policy?

Polices usually are written statements that reflect the basic objectives of the plan and provide guidelines for selecting actions to achieve those objectives.

1。什么是规划的内容是什么？

2。（1）目标（2）行动（3）资源（4）实施

2。什么是政策特点？

政策通常是书面声明，反映该计划的基本目标，并提供选择的行动来实现这些目标的指导方针。

Unit7

1.Discuss the statement, “Why should companies bother to engage in long-term

planning? They have enough coping with planning for the short run.”

2.Explain why you agree or disagree with the following statements:

a.Planning is the easiest when environmental change is minimal.

b.Planning is most valuable when environmental change is great.

1。讨论的发言，“为什么要麻烦公司从事长期的规划？他们有足够的应对与短期规划。“2。解释你为什么同意或不同意以下声明：

答：规划是最容易当环境变化是最小的。

湾规划是最宝贵的，当环境变化是巨大的

3.What is definition for strategic planning?

Strategic planning analyzes the current and expected future situation, determine the direction of the firm, and develop means for achieving the mission.

3。什么是战略规划的定义是什么？

战略规划分析了当前和预期未来的情况，确定企业方向，制定实现使命的手段

4.What is the process of strategic planning?

(1) Identify the organization's current mission, objectives, and strategies (2)Analyze the

organization's environment (3)Identify the opportunities (4) Analyze the resource (5) Identify the organization's strengths and weakness (6) Reassess the mission (7)Formulate strategies

(8)Implement the strategy (9)Evaluate results

4。什么是战略规划的过程？

（1）确定组织目前的使命，目标和战略（2）分析组织的环境（3）确定的机会（4）分析资源（五）确定组织的优势和弱点（6）重新评估任务（7）制定战略（8）实施战略（9）评估结果

5.What is MBO?

A system in which specific performance objectives are jointly determined by subordinates and

their superiors: progress toward objectives is periodically reviewed, and explicit time period, and performance feedback.

5。什么是目标管理？

实现目标的进展情况定期审查，并明确的时间周期，绩效反馈：在哪一个特定的业绩目标是由上级决定下级和制度

Unit 8

1.What are the processes of decision?

(1) problem identification (2)developing alternative solutions (3)evaluating alternatives

(4)choosing an alternative (5)implementing the decision (6) evaluation and control

2What are the differs recess between programmed and non-programmed decision?

Programmed decisions are respective and well defined, and procedures exist for resolving the problem

Non-programmed decisions are used for unstructured, novel, and ill-defined situations of a nonrecurring nature.

1。什么是决策的过程？

（1）问题识别（2）开发替代解决方案（3）评价方案（4）选择一个替代（五）实施的决定（6）评价和控制

2What之间是不同编程和非程序化决策休会？

程序化决策是各自和很好的定义，和程序存在问题的解决

非程序化决策是用于非结构化，小说，和一个一次性的性质不明确的情况。

2.What is the satisfying rule?

Rather than being an optimizer, the decision maker is a satisfier, selecting the alternative that meets a satisfactory standard.

2。什么是令人满意的规则？

而不是一个优化器，决策者是一个satisfier，选择的替代方案，满足了令人满意的标准。Unit9

1.Define organization, and differentiate between a formal and an informal organization.

The term organization refers to a group of people working together in some type of concerted or coordinated effort to attain objectives.Formal organization means the intentional structure of roles in a formally designed organization, while the informal organization is a network of interpersonal relationships that arise when people working within the formal organization associate with each other.

1.Define组织，并区分正式和非正式组织。

这个词指的是组织工作在一些一致或协调努力实现objectives.Formal组织类型以及一群人是指在一个正式组织的角色故意设计的结构，而非正式组织是该网络时出现的人际关系在人们的工作与正式组织相互关联

2. Explain the importance of the organizing function.

organizing helps establish lines of authority. organizing improve the efficiency and quality of work through synergism. organizing is to promote https://www.360docs.net/doc/315422561.html,anizing helps foster an organization’s ability

2。解释组织职能的重要性。

帮助建立权威的组织路线。通过协同作用提高组织的效率和工作质量。组织是促进https://www.360docs.net/doc/315422561.html,anizing有助于培养一个组织的能力

3. What is the parity principle?

The parity principle states that authority and responsibility must coincide.

3。平等原则是什么？

在平等的原则规定，权力和责任必须一致。

4. Why are managers reluctant to delegate authority? And what are the general steps a manager can follow when delegating?

A manager is often reluctant to delegate authority, because of the following reasons: fear that subordinates will fail in doing the task; the belief that it is easier to do the task oneself rather than delegate it; fear that subordinates will look ‘too good'; human's attraction to power comf ort in doing the tasks of the previous job held.The general steps a manager can follow when delegating are as follows: Analyze how you spend your time Decide which tasks can be assigned Decide who can handle each task Delegate the authority Create an obligationControl the delegation 4。为什么是经理不愿下放权力？什么是一般的步骤时，经理可以按照委托？

一位经理通常不愿下放权力，因为以下原因：担心下属会失败，做任务，相信这是容易做到的任务，而不是代表它自己，害怕下属会看'不太好' ;人的吸引力，以前的工作做的一般步骤held.The权力舒适的任务经理时，可以按照委托如下：分析如何支配你的时间，决定哪些任务可以被分配决定谁可以处理每个任务的授权代表创建一个obligationControl代表团

5. What is the unity of command principle?

The unity of command principle states that an employee should have one, and only one, immediate manager.

5。什么是统一指挥的原则？

在国家统一指挥的原则，一个员工应该有一个，而且只有一个，直接主管。

6. What is the scalar principle?

The scalar principle states that authority in the organization flows through the chain of managers one link at a time, ranging from the highest to the lowest ranks. 6。什么是标量的原则？

标量的原则，在国家机关通过组织一次链管理的一个环节，从最高到最低的行列，流动。7. What is the span of management? And what are the major factors that affect a manager's span of management?

The span of management (also called then span of control)refers to the number of subordinates a manager can effectively manage.

management level in the organization.the preferred managing style of a manager the training and experience employees have. the physical proximity of employee tasks the similarity and complexity of employee tasks the degree to which standardized procedures are in place the sophistication of the organization's management information system the strength of t he organization’s value system

7。什么是管理跨度？什么是影响经理的管理跨度的主要因素是什么？

管理跨度（也称为当时的控制范围）是指对下属经理能够有效地管理数。

在性组织管理水平的一个经理的培训和管理经验的员工更喜欢的风格。对员工任务的实际距离的相似性和员工工作的程度，标准化的程序，是该组织的管理信息系统的复杂的组织的价值系统的力量的复杂性

Unit10

1. Describe the organizing process briefly

Organizing process mainly consists of the following four steps:

work specialization departmentalization span of management organization levels 1。组织过程简要描述

组织过程主要包括以下四个步骤：

工作专业化管理的组织跨部门化水平

2. What is work specialization? Give a simple example of work specialization

The team work specialization involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.

2。什么是工作专业化？给出一个简单的例子，专业化的工作

该小组的工作涉及具有专业化，而不是让一个人做整个工作的每一个不同的工作做了离散的一步。

3. What are the advantages and disadvantages of work specialization?

Work specialization has many distinct advantages.

it makes efficient use of the diversity of skills that workers hold.work specialization promotes efficient use of resources by paying workers differently according to their skill levels.fewer skills are required per person, and the skills required for selection and training purposes are easier to supply work specialization results in more conformity in the final product when each piece is always produced by the same person.

3。有什么优点和工作专业化缺点是什么？

工作专业化有许多独特的优势。

它使技能的多样性的有效利用，工人hold.work支付工人的专业化促进资源的有效利用不同的技术水平，根据他们的技能较少..每人需要，并为选拔和培训目的所需的技术更容易供应工作在最终产品时，每件专业化的结果总是由同一人产生更多的一致。

4. What is functional departmentalization? Introduce an organization using functional departmentalization.

Work specialization is the grouping of activities by functions performed

例p150figure 3-2

4。什么是功能性部门化？引入一个组织使用功能部门化。

工作专门经营活动，履行职能的分组

例p150figure3-2

5. What is product departmentalization? And what is customer departmentalization?

product departmentalization means the grouping of activities by product produced or service provided.customers departmentalization involves the grouping of activities by common customers.

5。什么是产品部门化？什么是客户部门化？

产品部门化是指根据生产的产品或服务provided.customers部门化分组活动涉及到普通客户的分组活动。

6. What is geographic departmentalization? List an organization using geographic departmentalization. Geographic departmentalization refers to the grouping of activities by territory.例p153 figure 3-5

6。什么是地理部门化？名单的组织使用地理部门化。

地理部门化，是指由境内活动的分组。

例p153图3-5

7. Consider the merits and de merits of each type of departmentalization.

8. What is the relationship between span of managements and organization levels?

A wide span of management is associated with few organization levels; a narrow span with many levels.

7。考虑到每个部门化类型的优点和de优点。

8。什么是管理层之间的跨度和组织水平的关系？

大跨度的管理方法是与一些组织水平;一个多层次的狭窄范围

9. Identify the three characteristics of organization levels.

levels cost money and effort due to additional stafflevels make communication complicatednumerous levels complicate planning and controlling

9。确定的三个层次的组织特征。

各级花钱和精力由于额外stafflevels使通信complicatednumerous规划和控制复杂化水平10. What are the advantages and disadvantages of an organization with narrow spans? Organization with narrow spans has the advantages of close supervision,

Close control, and fast communication between subordinates and superiors. Disadvantages of superiors tending to get too involved in subordinates work, many levels of management, high costs due to many levels, and excessive distance between lowers level and top level

10。有什么优点和一个窄跨组织缺点是什么？

窄跨度组织具有严密监管的优势，

严密控制，下属和上级之间的快速通信。

向太林抚育工作的上司在下属，管理，成本高，由于多层次多层次的弊端，与顶级水平，降低过高的距离

Unit 11

1. What are authority, power and responsibility?

The term authority refers to the rights inherent in a managerial position to give orders and expect the orders to be obeyedPower a much broader concept than authority, is an individual’s capacity to influence the beliefs or actions of other persons or groupsResponsibility means an obligation to perform assigned activates

1。什么是权威，权力和责任？

这个词的权威，是指权利的一个管理岗位下达命令，并预期订单被obeyedPower比权力更广泛的概念所固有的，是个人的能力来影响信仰或其他个人或groupsResponsibility行动的手段有义务履行赋予激活

2. How does authority differ from power?

Authority is only the right with a position, and it is only one source of power for

a manager. Employees without a managerial position. May also have certain power to

influence decisions.

2。如何从不同的权威力量？

管理局只是一个职位上的权利，它只有一个动力源的经理。员工没有一个管理职位。可能也有一定的权力来影响决策。

3. What are the five basics of power?

coercive power reward power legitimate powerexpert power referent power

3。什么是权力的五个基本知识？

奖赏权力强制权力合法powerexpert电源参考权

4. What are line authority and staff authority?

Authority refers to the authority that entitles a manager to direct the work of an employee. It is the employer-employee authority relationship that extend from the top to the lowest level of the organization

Authority means the authority of positions that are created to support, assist, and advise the holders of line authority.

4。什么是线的权威和工作人员的权力？

权威是指主管当局有权经理来指导员工的工作。这是雇主和雇员的权力关系，从顶端一直延伸到该组织的最低水平

当局指的是创建以支持，协助，并提供权威的持有人行的权威地位。

5. What does centralization or decentralization mean ?

Centralization means little decision-making authority is delegated to lower levels in an organizationDecentralization refers to the pushing down of decision-making authority to the lowest levels of an organization

5。集权或分权是什么意思？

集权是指小的决策权力下放给下级在organizationDecentralization指的是推动了决策机关的一个组织的最低水平

Unit12

1.What is organization structure?

Organization structure is the framework that defines the boundaries of the formal organization and within which the organization and within which the organization operates.

1。什么是组织结构？

组织结构的框架，确定了正式组织的边界，并在该组织并在该组织的运作。

2.List several factors that can affect organization structure.

(1) Strategy (2) size (3) environment (4) technology

2。列表中的一些因素会影响组织结构。

（1）战略（2）规模（3）环境（4）技术

3.Describe the general relationship between an organization’s strategy and its structure.

In general, organization structure should follow strategy.

3。描述一个组织之间的战略和结构的一般关系。

一般来说，组织结构应遵循的战略。

4.Contrast mechanistic and organic organizations.

Mechanistic organizations are characterized by a rigid delineation of functional duties, precise job descriptions, fixed authority and responsibility, and a well-developed organizational hierarchy. Organizations are characterized by low specialization, formalization and centralization.

4。对比机械和有机组织。

机械组织的特点是严格的职责划分功能，精确的工作描述，固定的权力和职责，和一个发达的组织层次。组织的特点是低专业化，规范化和集中化

5.What is outsourcing? Give an example of successful out sourcing an organization has implemented.

Outsourcing refers to the practice of subcontracting certain work functions to an independent outside entity.

5。什么是外包？外判给一个组织中实施成功的例子。

外包是指一定的工作职能分包的做法，一个独立的外部实体

6.Briefly describe each of the following types of organizational structure: line and staff structure,

divisional structure, divisional structure, matrix structure, and virtual organization.

6。简要描述各种组织结构有以下几种：线和人员结构，部门结构，部门结构，矩阵结构，虚拟组织。

7.What are the benefits and drawbacks of the divisional structure?

(1) Freeing the headquarters staff from being concerned with day –to-day operating details so

that they can pay attention to long-term and strategic planning.

(2) Focusing on results.

(3) Training and developing management talents.

(4) Increasing flexibility by allowing division operates independently.

(1) Duplication of activities and resources.

(2) Increase of the organization's costs.

(3) Hard coordination between the interests of the divisions and those of the whole

organization.

7。有什么好处和部门结构的弊端？

（1）同一天被释放到日常运作的细节，使他们能够关注长远和战略规划有关的总部工作人员。

（二）注重成果。

（3）培训和开发管理人才。

（4）加强独立运作的灵活性，允许分裂。

（1）重复的活动和资源。

（2）提高对组织的成本。

（3）硬部门之间的利益和整个组织的协调。

8.What are the strengths of the matrix structure?

(4)Developing employees by giving them challenges constantly. 1. High flexibility and

adaptability.

2. Hlailiating coordination of interdependent projects while retaining the economies

brought by grouping of functional specialists.

3. Chaning the mix of people and resource easily as project needs change.

8。什么是矩阵结构的优势在哪里？

（四）发展员工，让他们不断挑战。1。高度的灵活性和适应性。

2。Hlailiating相互依赖的项目的协调功能，同时保留由专家分组带来的经济体。

3。Chaning人民打成一片，并为项目资源需求的变化

9.What challenges do virtual organizations face?

(1) Leaders must move from a control model to a trust method.

(2) New forms of communication and collaboration will be required.

(3) Management must enable a learning culture and be willing to change.

(4) Staff reeducation may be required.

(5) It can be difficult to monitor employee behavior.

9。什么挑战虚拟组织的脸？

（一）领导必须从控制型向信任的方法。

（2）新的沟通和合作形式将是必需的。

（三）管理，必须使学习文化，愿意改变。

（4）工作人员可能需要再教育。

（5）可能难以监控员工的行为。

10.What is organizational flattening?

Flattening refers to the transition of an organization from a tall structure to a flat structure.

10。什么是组织扁平化？

扁平化是指一个组织从一个高个子结构过渡到一个平面结构。

Umit13

1.What is motivation? How does effective managing take advantage of, and contribute to,

motivation?

Motivation is the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need.

1。什么是动机？如何有效管理利用，并促进，激励？

动机是愿意尽努力达成组织的目标，通过努力的能力，以满足个人需要一些条件的高水平。

2.What are Theory X and Theory Y assumptions? State your reasons for agreeing or disagreeing

with these assumptions?

1.Average human beings have an inherent dislike of work and will avoid it if

they can.

2.Because of this human characteristic of disliking work, most people must be

controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives.

3.Average human beings prefer to be directed, wish to avoid responsibility,

have relatively little ambition, and want security above all.

4.the expenditure of physical and mental effort in work is as natural as play

or rest

5.people will exercise self-direction and self-control in the service of

objectives to which they are committed

6.the degree of commitment to objectives is in proportion to the size of the

rewards associated with their achievements

7.average human beings learn, under proper conditions, not only to accept

responsibility but also to seek it

2。什么是X理论和Y理论假设是什么？说明你的理由同意或不同意与这些假设？

1。平均人类有着内在的不喜欢的工作，并避免它，如果他们能。

2。由于这种不喜欢工作的人类特征，大多数人必须加以控制，指挥，并威胁要惩罚他们把对组织目标的实现提出了足够的努力。

3。平均人类喜欢被引导，想逃避责任，较少有野心，想最重要的是安全性。

4。身体和精神努力工作的开支高达玩耍或休息自然

5。人民将行使自己的目标服务的方向和自我控制它们所承诺

6。对目标的承诺程度成比例的奖励与成就的大小相关

7。一般人学习，在适当条件下，不仅要承担责任，而且要寻求它

https://www.360docs.net/doc/315422561.html,pare ad contrast the Maslow and Herzberg theories of motivation?

1.you need to understand where that person is in the hierarchy and focus on

satisfying needs at or above that level

2.believing that an individual’s attitude toward h is or her work can very well

determine success or failure, Herzberg investigated the question of what people want from their jobs

3。比较广告对比马斯洛动机和赫茨伯格的理论？

1。你要明白如该人是在层次结构上满足需要的重点在该水平以上

2。认为一个人的对他或她的工作态度可以很好地决定成败，赫茨伯格调查了人们想从他们的工作问题

4.Explain Vroom’s expectance theory of motivation.

Vroom’s theory is that people’s motivation toward doing anything will e determined by the value they place on the outcome of their efforts multiplied by the confidences they have in achieving a goal. In his own terms, Vroom’s theory may be stated as；

Force =Valence *Expectancy

4。解释Vroom的激励的期望理论。

Vroom的理论是，人民对做任何动机的价值，他们将在由知心他们在实现自己的目标努力的成果成倍地确定é。在他自己的条件，Vroom的理论可以表述为，力=期望价*

5.Explain McClelland’s theory of motivation.

1.need for achievement: The drive to excel, to achieve in relation to a set

of standards, to strive to succeed

2.Need for power: The need to make others behave in a way that they would not

have behaved otherwise

3.Heed for affiliation: The desire for friendly and close interpersonal

relationships

5。解释McClelland的理论动力。

1。成就需要：驱动器到Excel，就有关实现了一套标准，努力取得成功

2。权力需要：需要让别人的方式，他们的行为举止，否则不会有

3。听从联系：为友好和密切的人际关系的欲望

Unit 14

1.what are the relationships among power, authority, and leadership?

1. Power is a measure of a person’s potential to get others to do what he or she

wants them to do, as well as to avoid being forced by others to do what he or she does not want to do.

2. Authority, which is the right to issue directives and expunged resources is

related to power but is narrower in scope

3. Leadership is the ability of influencing people s that they will strive willingly

and enthusiastically toward the achievement of organization goals.

1。什么是在权力，权威和领导的关系？

1。权力是一个人的潜力的措施，让别人做他或她想让他们做的，以及避免被别人强迫做他或她不想做的事。

2。权威，这是有权发出指示和消除的资源与权力，但范围较小，

3。领导力是影响人的能力那是他们将力争实现组织目标的实现自愿和热情

2.please make a distinction between managers and leaders

1.Managers are appointed .They have legitimate power that allows them to reward

and punish their ability to influence is based on the formal authority inherent in their positions.

2.Leaders may either be appointed or emerged from within a group. Leaders can

influence others to perform beyond the actions dictated by formal authority.

2。请管理者和领导者的区别

1。经理人委任。他们合法的权力，允许他们以奖励和惩罚他们的能力，影响力也在不断正式授权在其固有的立场为基础。

2。领导者可被委任或从一组出现了。领导者可以影响别人的超越正式权力支配的行动。

3.What are the strengths and weaknesses of the trait theory or Leadership?

First, not all leaders possess all the traits and many nonreaders may possess most or all of them. Second, the trait approach gives no guidance as to how much of any trait a person should have. Third, explanations based solely on traits ignore situational factors. And what is right in one situation is not necessarily right for different situation. Last, the dozens of studies that have been made do not agree as to which traits are leadership traits. Most of these so-called traits are really patterns of behavior

3。有哪些优势和特质理论或领导的弱点是什么？

首先，并非所有的领导人具备所有的特点和可能拥有许多nonreaders大部分或全部。其次，这种特点的方法，如何让任何一个人多的特点应该有任何指导。第三，完全解释的基础上性状忽略环境因素。什么是正确的，一种情况是不同的情况并不一定正确。最后，对研究已经作出的不同意，以领导特质的特征是几十个。这些所谓的多数性状是真正的行为模式

4.d iscuss the following statement: Leaders are born and cannot be developed

4。讨论以下声明：领导者是天生的，不能发展

Unit 15

1.Describe in detail the following three leadership styles

Autocratic :an autocratic style is that of a leader who typically tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation.

Laissez-faire: A laissez-faire leader might simply provide necessary materials and answer questions

Democratic: A leader with a democratic style tends to involve employees in decision making, delegates authority encourages participation in deciding work methods and goals ,and uses feedback as an opportunity to coach employees

1。详细描述以下三种领导风格

专制：一个专制的作风，是一个领导谁通常倾向于集中权力，决定工作方法，进行单方面的决定，并限制员工参与。

自由放任：放任领导人可能只是提供必要的材料并回答问题

民主：一个有民主作风的领导者往往让员工参与决策，决定下放权力鼓励参与的工作方法和目标，并使用它作为一个机会，回馈员工的教练

2.What was the purpose of the Ohio State leadership studies? What were the results of the Ohio

State studies?

1.To find out the most important behaviors of successful leaders

2.The Ohio State stasis suggested that the high-high style generally produced

positive outcomes, but enough exceptions were found to indicate that situational factors needed to be integrated into the theory

3.What was the purpose of the University of Michigan leadership

studies ?Explain the results of the Michigan studies

1.To locate the behavioral characteristics of leaders that were related to

performance effectiveness

2.The conclusions of the Michigan researchers strongly favored leaders who were

employee oriented. Employee-oriented leaders were associated with higher group productivity and higher job satisfaction. Production-oriented leaders were associated with lower group productivity and lower worker satisfaction

2。什么是俄亥俄州立领导研究目的是什么？你对美国俄亥俄州立研究的结果？

1。要找出成功的领导人最重要的行为

2。俄亥俄州立瘀建议，高，高格调普遍产生了积极的成果，但足以说明，发现异常，需要将环境因素纳入理论结合起来

3。什么是密歇根大学领导的研究？解释是密歇根州的研究结果的资料;

1。要找到那些领导的有关工作成效的行为特征

2。是密歇根州的研究人员得出的结论非常赞成领导人谁是员工导向。雇员为本领导人与更高的生产力和较高的工作组满意。生产型领导人与低组生产率和降低工人的满意度

4.Describe the Managerial Grid

1. The managerial Grid ,depicted in Figure4-8, is a two-dimensional framework

rating a leader on the basis of concern for people and concern for production 4。管理方格描述

1。管理方格，在图4- 8所描绘的，是一个二维框架，评价一个人的关心和关注的基础，生产的领导者

5.Describe three important forces, or factors, that Tannenbaum and Schmidt think should be

considered in determining which leadership style is most effective

1.The forces operating in the managers personality, including his or her value

system, confidence in subordinate inclination toward leadership style and feelings of security in uncertain situations

2.the forces in sub ordinate’s such as their willingness to assume

responsibility, and their knowledge and experience that will affect the managers’ behavior; es working as a unit, the nat

3.the forces in the situation, such as organizational values and traditions,

the effectiveness of subordinate working as a unit, the nature of a problem and the feasibility of safely delegating the authority to handle it, and the pressure of time

5。描述了三个重要力量，或因素，即坦南鲍姆和施密特认为应该在确定哪些领导风格认为是最有效的

1。的力量经营管理者的个性，包括他或她的价值体系，在对下属的领导风格倾向和安全的感觉在不确定的情况下信心

2。如他们愿意在下属的力量来承担责任，他们的知识和经验，这将影响到管理者的行为;

胚胎干工作为单位，在NAT

3。局势的力量，如组织的价值观和传统，作为一个单位，一个问题的性质和安全下放的权力来处理它的可行性，因为时间紧迫下属工作成效

Unit 16

1. What is the path-goal theory of leader effectiveness?

The theory suggests that the main function of the leader is to clarify and set goals with subordinates, help then find the best path for achieving the goals, and remove obstacles.

什么是领导效能路径目标理论？

该理论认为，领导者的主要职能是澄清和下属设置目标，然后找到帮助实现千年发展目标的最佳途径，消除障碍。

2.What is Fiedler’s contingency approach to leadership?

His model proposes that effective group performance depends on the proper match between the leader’s style of interacting with his or her subordinates and the degree to which the situation gives control and influence to the leader.

2。什么是菲德勒的权变方法来领导呢？

他的模型，提出有效的团体表现之间的领导人与他或她的下属，在何种程度上使局势控制和影响的领袖互动式配合得宜而定。

3. What is the situation leadership theory?

Situation leadership theory includes maturity of the followers as an important factor in leader behavior.

3。什么是领导理论的情况？

领导理论的现状，包括对作为领导者行为的重要因素的追随者成熟

Unit 17

1.What is conflict?

When we use the term conflict, we are referring to perceived incompatible differences resulting in some form of opposition.

1。什么是冲突？

当我们使用术语冲突，我们认为是指以某种形式的反对导致不相容的差异。

2.Describe some potentially useful effects of conflict.

(1).Conflict energizes people. Even if not all of the resulting activity is

constructive, it at least wakes people up and gets them moving.

(2).Conflict is a form of communication; the resolution of conflict may open new

and lasting channels.

(3).Conflict often provides an outlet foot pent-up tension. With the air cleansed,

the participants can again concentrate on their primary responsibilities.

(4).Conflict may actually be an educational experience. The participants may become

more aware and more understanding of their opponents’ functions and t he problems with which they must cope.

2。一些潜在的冲突描述有益的效果。

（1）。冲突通电的人。即使不是所产生的所有活动是建设性的，它至少唤醒人们起来，让他们感动。

。（2）冲突是一种沟通的形式解决冲突可能会打开新的和持久的渠道。

（3）。冲突通常提供一个出口脚被压抑的紧张局势。与空气洁净，参加者可以专注于他们再次首要责任。

（4）。冲突可能实际上是一种教育的经验。与会者可能会变得更加清醒的头脑和其对手的职能和存在的问题，他们必须面对的了解。

3.Contract the traditional, human relations, and interactions views of conflict. which of the

three views do you think most managers have?

Managements must know when to eliminate conflict and when to build on it. Today’s managers must accept the existence of conflict and realize that to attempt to stop all conflict is a mistake.

3。合同的传统，人与人之间的关系，以及冲突相互作用的意见。这三个观点，你认为大多数管理者呢？

管理人员必须知道什么时候，以消除冲突和何时建立就可以了。今天的管理者必须接受冲突的存在，并认识到企图阻止所有的冲突是一个错误。

4.Identify the five stages of conflict.

(1) Latent conflict: At this stage, the basic conditions for conflict exist but have

not yet been recognized.

(2) Perceived conflict: One or both participants recognize the cause of he conflict.

For example, an employee begins to complain that his or her manager doesn’t like him or her.

(3) Felt conflict: Tension is beginning to build between the participants, although

no real struggle has begun. When employees become short-tempered with one another, this form of conflict begins to emerge.

(4) Manifest conflict: The struggle is under way, and the behavior of the

participants makes the existence of the conflict apparent to others not directly involved. Arguments or damaged feelings are no longer privately held. Disruptions begin to arise in public.

(5) Conflict aftermath: The conflict has been ended through resolution or

suppression. This establishes new conditions that will lead either to more effective cooperation or to a new conflict that may be more severe than the first, This form of conflict can result in firings, punishments, or future difficulties. In some instances, resolution can be positive and serve to end the issue.

4。确定的五个冲突的阶段。

（1）潜在的冲突：在这个阶段，冲突的基本条件存在，但尚未得到确认。

（2）知觉冲突：一个或两个参与者认识到他冲突的原因。例如，一个员工开始抱怨说，他或她的经理不喜欢他或她。

（3）毛毡冲突：张力是开始建立参与者之间，虽然没有真正的斗争已经开始。当员工变得脾气暴躁彼此，这种冲突的形式开始出现。

（4）清单冲突：正在进行的斗争，以及参与者的行为使冲突显然不直接参与他人的存在。

参数或损坏的感情不再私下举行。中断开始出现在公共场合。

（5）冲突后果：冲突已经结束，通过决议或抑制。这确立了新的条件，这将导致更有效的合作，无论是新的冲突，或可能比第一个严重，这种形式的冲突可能导致解雇，惩罚，或未来的困难。在某些情况下，分辨率可以是积极的，有助于结束的问题。

Unit 18

1.What is control? Where is it in the management system?

(1) Controlling is the process of monitoring activities to ensure that they are being

accomplished as planned and correcting any significant deviations in order to achieve the organization’s goals.

(2) Control in management shares similar principles with its counterparts in physics,

biology and other natural sciences, where control criteria, information of deviation and corrective measures are the three essential factor.

1。什么是控制？哪里是在管理体制？

（1）控制是监测活动，以确保他们正在按计划进行任何重大的成就，纠正偏差，以达到组织的目标的过程。

（2）控制管理股，在物理，生物等自然学科，其中控制标准，偏差和纠正措施的资料，这三个要素的对口类似的原则。

2.What are the two major concerns managers should balance when practicing controls? Explain

the reasons?

Stability and objective realization. To maintain stability, the manager must ensure that the organization is operating within its established boundaries of constraint.

The boundaries of constraint are determined by policies, budgets, ethics, laws, and so on. The second concern, objective realization, requires constant monitoring to ensure that enough progress is being made toward the established objective.2。

什么是两位经理主要关注的问题时，应平衡练习控制？解释原因？

稳定性和目标的实现。为了保持稳定，管理者必须确保该组织是在其既定的约束边界运行。

约束的边界是由政策，预算，伦理，法律，等等。第二个问题，目标的实现，需要不断的监测，以确保足够的进展，正朝着既定目标方面。

3.Explain the major functions of controlling.

（1） Adapt to the Changes of External and Internal Environments

（2） Prevent the Accumulation for Small Deviations

（3） Guarantee the Operation of Complex System

（4）Enhance the Organization’s Profitability.

3。解释控制的主要功能。

（1）适应外部和内部环境的变化

（2）防止小偏差积累

（3）保证系统运行的复杂

（4）加强本组织的盈利能力

4.What are the scope and levels of controlling?

There are four basic resources commonly used by all organizations: physical resources, human resources, information and financial resources.

4。什么是控制的范围和水平？

有四种基本资源常用的所有组织使用：物质资源，人力资源，信息和金融资源。