Management testbank

《管理学基础》复习题

（09英语专业商务英语方向）

一、对错题

1 A great manager makes a job more enjoyable and productive.

Answer: TRUE

2 Managers play an important role in dealing with various challenges being faced by organizations today.

Answer: TRUE

3 Today's managers are just as likely to be women as they are men.

Answer: TRUE

4 A manager must coordinate and oversee the work of other people so that organizational goals can be accomplished.

Answer: TRUE

5 A manager's job is all about personal achievement.

Answer: FALSE

6 In the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.

Answer: FALSE

7 The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization's objectives.

Answer: TRUE

8 The symbolic view of management impact is useful in explaining the high turnover among sports coaches, who can be considered the "managers" of their teams. Answer: FALSE

9 A dynamic environment is characterized by the absence of new competitors, few technological breakthroughs by current competitors, and little activity by pressure groups to influence the organization.

Answer: FALSE

10 Environmental uncertainty looks at the number of components in an organization's environment and the extent of the knowledge that the organization has about those components.

11 The decision-making process begins by identifying decision criteria.

Answer: FALSE

12 A decision criterion defines what is important or relevant to resolving a problem. Answer: TRUE

13 In the decision-making process, after allocating weights to the decision criteria, the decision maker lists viable alternatives that could resolve the problem.

Answer: TRUE

14 Once the alternatives to solving a problem have been identified, the next step in the decision-making process is selecting one of these alternatives.

Answer: FALSE

15 Implementing an alternative refers to the process of choosing the best alternative. Answer: FALSE

16 Planning is concerned with how objectives are to be accomplished, not what is to be accomplished.

Answer: FALSE

17 Planning provides direction to managers and non-managers alike.

Answer: TRUE

18 Absence of planning does not inhibit the ability of departments and individuals to work together or organizations to move.

Answer: FALSE

19 Planning helps managers eliminate uncertainty and insulates organizations from change.

Answer: FALSE

20 Several research studies have conclusively proven that planning organizations always outperform non-planning organizations.

Answer: FALSE

21 Organizational structure is defined as the formal arrangement of jobs within an organization.

Answer: TRUE

22 Organizational structure is the degree to which standardized procedures are in place in an organization.

23 Work specialization is also known as division of labor.

Answer: TRUE

24 Managers today continue to see work specialization as important because it helps employees be more efficient.

Answer: TRUE

25 Customer departmentalization works well because it emphasizes monitoring and responding to changes in customers' need.

Answer: TRUE

26 High-performance work practices are those that lead to both high individual and high organizational performance.

Answer: TRUE

27 High-performance work practices involve a commitment by management to improve the knowledge skills and abilities of the organization's employees, increasing employee motivation, and enhancing the retention of quality employees.

Answer: TRUE

28 An organization that wants to have high-performance work practices should discourage self-managed teams and decentralized decision making.

Answer: FALSE

29 A labor union is an organization that represents workers and seeks to protect their interests.

Answer: TRUE

30 Affirmative action programs help ensure that decisions and practices enhance the employment, upgrading, and retention of members from protected groups such as minorities and females.

Answer: TRUE

二、选择题

1 Which of the following statements regarding managers in today's world is accurate?

A) Their age range is limited to between 30 and 65 years.

B) They are found only in large corporations.

C) They can be found exclusively in for-profit organizations.

D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors. Answer: D

2 An individual who works with and through other people by coordinating their work activities in order to accomplish organizational goals is ________.

A) an assembly line worker

B) a laborer

C) a manager

D) a salesperson

Answer: C

3 Supervisor is another name for which of the following?

A) team leader

B) middle manager

C) first-line manager

D) top manager

Answer: C

4 A ________ is an example of a first-line manager.

A) division manager

B) store manager

C) regional manager

D) shift manager

Answer: D

5 Managers with titles such as regional manager, project leader, or division manager are ________.

A) first-line managers

B) top managers

C) production managers

D) middle managers

Answer: D

6 Which of the following represents the two views of managerial impact on the success or failure of the organization?

A) omnipotent and symbolic

B) omnipotent and reflective

C) symbolic and interactive

D) reflective and interactive

Answer: A

7 The current dominant assumption in management theory suggests that ________.

A) an organization's success or failure is due to external forces outside managers' control

B) managers' roles are increasingly becoming peripheral and staff manage their own areas of expertise

C) managers are directly responsible for an organization's success or failure

D) managers cannot significantly affect an organization's performance because they are constrained by the abilities of their employees

Answer: C

8 Elmo Research & Development has been going through a rough patch lately. Turnover has been high and employee morale is at an all-time low. Though employees and competitors hold management responsible for the decline, the CEO does not let the managers go or change the management style. Which of the following could explain this attitude?

A) The CEO holds the omnipotent view of management, which believes that external factors have a significant effect on performance outcomes.

B) As the organization has an autocratic management style, the employees are responsible for organizational policies.

C) The organization has a participative management style and decisions are guided by consensus.

D) The CEO holds the view that managers have only a limited role in organization success or failure.

Answer: D

9 The omnipotent view of management states that ________.

A) managers' roles are peripheral and staff manage their own areas of the business

B) managers are directly responsible for an organization's success or failure

C) managers should allow employees to take part in decision-making

D) managers have little or no responsibility for an organization's success or failure Answer: B

10 The ________ view of management is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization's objectives.

A) omnipotent

B) symbolic

C) democratic

D) laissez-faire

Answer: A

11 A series of eight steps that begins with identifying a problem and concludes with evaluating a decision's effectiveness is known as ________.

A) the decision-making process

B) decision support theory

C) a decision-tree analysis

D) a decision information system

Answer: A

12 A(n) ________ is the existence of a discrepancy between an existing and a desired state of affairs.

A) hazard

B) risk

C) uncertainty

D) problem

Answer: D

13 Which of the following statements is true concerning problem identification?

A) Problems are generally obvious.

B) A symptom and a problem are one and the same.

C) Generally, what is a problem for one manager is a problem for all other managers.

D) Effectively identifying problems is not easy.

Answer: D

14 After identifying a problem, the next step in the decision-making process is

________.

A) identifying decision criteria

B) allocating weights to decision criteria

C) analyzing alternatives

D) developing alternatives

Answer: A

15 To determine the ________, a manager must determine what is relevant or important to resolving a problem.

A) bounded rationality of a decision

B) escalation of commitment

C) weight of the decision criteria

D) decision criteria

Answer: D

16 ________ involves defining the organization's goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities.

A) Execution

B) Logistics

C) Planning

D) Operations

Answer: C

17 Which of the following is one of the reasons why managers should plan?

A) When work activities are coordinated around plans, inefficiencies become obvious.

B) Uncertainty can be eliminated and the organization can be insulated from change with planning.

C) Planning eliminates the need to set goals.

D) Planning eliminates the need to measure work effort.

Answer: A

18 Which of the following is true of the impact of formal planning on organizational performance?

A) Formal planning is associated with positive financial results.

B) Organizations that formally plan invariably outperform those that don't plan.

C) The amount of planning done is more important to high performance than the quality of planning and implementation.

D) Companies can start seeing the impact of formal planning on performance after about a year of starting the planning process.

Answer: A

19 The effect of planning on managers is that it forces them to ________.

A) grow resistant to change

B) anticipate and respond to change

C) eliminate uncertainty

D) work at cross purposes

Answer: B

20 When formal planning fails to lead to higher performance, which of the following is most likely to be the reason for the failure?

A) A participative style of planning was used.

B) Managers were allowed too much autonomy.

C) The company emphasized the control function over other functions.

D) Constraints of the external environment.

Answer: D

21 ________ is the formal arrangement of jobs within an organization.

A) Departmentalization

B) Organizational design

C) Organizational structure

D) Work specialization

Answer: C

22 Organizational design is a process that involves decisions about ________.

A) work specialization and cost-leadership

B) chain of command and span of control

C) centralization and differentiation

D) departmentalization and diversification

Answer: B

23 The process of dividing work activities into separate job tasks is known as

________.

A) work specialization

B) differentiation

C) chain of command

D) span of control

Answer: A

24 Which of the following statements accurately defines work specialization?

A) It is the basis of grouping jobs together.

B) Individual employees specialize in doing part of an activity rather than the entire activity.

C) It is the line of authority extending from upper organizational levels to the lower levels.

D) It clarifies who reports to whom.

Answer: B

25 The process of grouping jobs together is known as ________.

A) departmentalization

B) centralization

C) formalization

D) decentralization

Answer: A

26 Which of the following is an example of a high-performance work practice?

A) closed communication

B) centralized decision making

C) skill-based compensation

D) self-managed teams

Answer: D

27 ________ is an example of a high-performance work practice.

A) Increasing employee access to information

B) Giving employees less control over decision making

C) Seniority-based compensation

D) Closed communication

Answer: A

28 The first three activities of the human resource management process involves

________.

A) providing employees with flexible job assignments

B) identifying and selecting competent employees

C) providing employees with up-to-date knowledge and skills

D) retaining competent and high-performing employees

Answer: B

29 The final three activities of the human resource management process ensure

________.

A) that the organization retains competent and high-performing employees

B) that the organization selects and trains competent employees

C) the best compensation packages for the new hires

D) that employees are continuously provided with up-to-date knowledge and skills Answer: A

30 Which of the following steps in the human resource management process identifies and selects competent employees?

A) orientation and training

B) human resource planning and recruitment

C) compensation and benefits

D) training and performance management

Answer: B

三、名词解释

1、（Scientific management）: using the scientific method to determine the one best

way for a job to be done.

2、Organizational behavior (OB): the field of study concerned with the actions

(behavior) of people at work.

3、（System）: a set of interrelated and interdependent parts arranged in a manner

that produces a unified whole.

4、（Workforce diversity）: a workforce that is heterogeneous in terms of gender,

race, ethnicity, age, and other characteristics that reflect differences.

5、（Bureaucracy）: a form of organization characterized by division of labor,

a clearly defined hierarchy, detailed rules and regulations, and impersonal

relationship

6、(Organizing): management function that involves arranging and structuring work

to accomplish the organization’s goals.

7、(Leading): management function that involves working with and through people

to accomplish organizational goals.

8、(Controlling): management function that involves monitoring, comparing, and

correcting work performance.

9、(Technical skills): job-specific knowledge and techniques needed to proficiently

perform specific tasks.

10、(Human skills): the ability to work well with other people individually and in a

group.

11、(Conceptual skills): The ability to think and to conceptualize about abstract and

complex situations.

12、(Organization): a deliberate arrangement of people to accomplish some specific

purpose.

13、( Universality of management): the reality that management is needed in all types

and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations in all countries around the globe.

14、(Division of labor / job specification): the breakdown of jobs into narrow and

repetitive tasks.

15、(Industrial revolution): the substitution of machine power for human power,

which made it more economical to manufacture goods in factories rather than at home.

16、(Manager): someone who coordinates and oversees the work of other people so

that organizational goals can be accomplished.

17、(Management): coordinating and overseeing the work activities of others so that

their activities are completed efficiently and effectively.

18、(Efficiency): doing things right or getting the most output from the least amount

of inputs.

19、(Effectiveness): doing the right things, or completing activities so that

organizational goals are attained.

20、(Planning): management function that involves defining goals, establishing

strategies for achieving those goals, and developing plans to integrate and coordinate activities.

四、简答题

1 Describe the four functions of management

Planning: defining goals, establishing strategy, and developing plans to coordinate

activities

Organizing: determining what needs to be done, how it will be done, and who is to

do it.

Leading: Motivating, leading, and any other actions involved in dealing with

people.

Controlling: monitoring activities to ensure that they are accomplished as planned.

2 List the six steps in the strategic management process

Identifying the organization’s current mission, goals, and strategies.

Doing an external analysis

Doing an internal analysis

Formulating strategies

Implementing strategies

Evaluating strategies

3Describe the five habits of highly reliable organizations.

First, they are tricked by their success.

Another characteristic of HROs is that they defer to the experts on the front line.

Next, HROs let unexpected circumstances provide solution.

The fourth habit of HROs is that they embrace complexity.

Finally, HROs anticipate, but also anticipate their limits.

4 Describe the characteristics of well-designed goals.

Written in terms of outcomes rather than actions

Measurable and quantifiable

Clear as to a time frame

Challenging yet attainable

Written down

Communicated to all necessary organizational members.

5What is universality of management? Why is it important?

Management is needed in all types and sizes of organizations, at all organizational

levels and in all organizational work areas, and in all organizations, no matter

where they're located. This is known as the universality of management. In all organizations, managers must plan, organize, lead, and control.

Management is universally needed in all organizations. So it is necessary to find

ways to improve the way organizations are managed. Organizations that are well managed develop a loyal customer base, grow, and prosper, even during

challenging times. Those that are poorly managed find themselves losing

customers and revenues. By studying management and its universality, an

individual will be able to recognize poor management and work to get it corrected.

6 List and describe the four most common types of teams likely to be found in today's organizations.

Problem-solving teams： these teams are teams from the same department or

functional area who are involved in efforts to improve work activities or to solve specific problems. In problem-solving teams, members share ideas or offer

suggestions on how work processes and methods can be improved. However,

these teams are rarely given the authority to unilaterally implement any of their suggested actions.

Self-managed teams： these teams are formal groups of employees who operate

without a manager and are responsible for a complete work process or segment.

The self-managed team is responsible for getting the work done and for managing themselves. This usually includes planning and scheduling of work, assigning tasks to members, collective control over the pace of work, making operating

decisions, and taking action on problems.

Cross-functional teams： these teams are a hybrid grouping of individuals who

are experts in various specialties and who work together on various tasks.

Virtual teams： these are teams that use computer technology to link physically

dispersed members in order to achieve a common goal. In a virtual team, members collaborate using communication links such as wide area networks,

videoconferencing, fax, e-mail, or even Web sites where the team can hold online conferences. Virtual teams can do all the things that other teams can–share

information, make decisions, and complete tasks; however, they miss the normal give-and-take of face-to-face discussions. Because of this omission, virtual teams tend to be more task oriented especially if the team members have never

personally met.

7list and discuss three shortcuts frequently used in judging others. Discuss the impact these shortcuts have on the management of employees.

Perceiving and interpreting people's behavior is a lot of work, so we use shortcuts

to make the task more manageable. These techniques can be valuable when they let us make accurate interpretations quickly and provide valid data for making predictions. However, they aren't perfect.

It's easy to judge others if we assume that they're similar to us. In assumed

similarity, the observer's perception of others is influenced more by the observer's own characteristics than by those of the person observed.

When we judge someone on the basis of our perception of a group he or she is

part of, stereotyping is the shortcut being used.

When individuals form a general impression about a person on the basis of a

single characteristic, such as intelligence, sociability, or appearance, the halo

effect is the influencing factor.

Managers need to recognize that their employees react to perceptions, not to

reality. So whether a manager's appraisal of an employee is actually objective and unbiased or whether the organization's wage levels are among the highest in the community is less relevant than what employees perceive them to be. If

individuals perceive appraisals to be biased or wage levels as low, they will

behave as if those conditions actually exist. Employees organize and interpret what they see, so there is always the potential for perceptual distortion.

8、What can a manager do to make effective decisions in today's fast-moving world? The following are a few guidelines that a manager can adhere to in order to make effective decisions in today's fast-moving world:

Understand cultural differences

Know when it is time to call it quits.

Use an effective decision-making process.

Build an organization that can spot the unexpected and quickly adapt to the

changed environment.