管理学(第九版) 哈罗德·孔茨、海因茨·韦里克课后题答案
管理学,哈罗德·孔茨·海因茨·韦里克
管理学第9版【美】哈罗德·孔茨海因茨·韦里克著郝国华金慰祖葛昌权等译经济科学出版社1993年3月第一版1995年10月第三次印刷【序言】愿本书读者通过运用本书讨论的原则、概念和理论成为工作更有成效的人，成为更有成效的管理领导。
本书训练男女读者迚入管理职业，这种职业是振奋人心的、具有挑战性的、很有收获的。
管理学第九版，对管理做了最新而全面的介绍。
它的一千版本及其16中文字的译本，得到世界各地读者和教育家们的好评。
谁将仍本书中获益？凡是在企业里工作的人，都将仍学习管理知识中获益。
丽例来说，他们包括有抱负的经理，已经掌握管理技能幵想使自己成为更有才能的人，以及其他想了解他们工作单位的专职人员。
本书不仅只是与企业有关，而且也与非企业机构有关，例如政府、卫生保健、教育机构，以及其他非营利的事业单位。
作为主管人员，他们的职能不论是基层的、中层的还是高层的，本质上都是一样的。
不错，主管人员在环境、权力范围和要处理的问题等方面，可能存在不少差别。
但是，主管人员在完成任务等方面所承担的基本职能都是相同的，就是说，都要为集体工作的成员创造一个环境，使他们能既有效益又有效率地工作。
【本书的结构】管理知识是按照计划、组织、认识、领导和控制等5种职能分类的。
封面没的系统模式把这5种职能结合起来成为一个系统，同时，又把企业和其外部环境联结在一起。
本书第一篇，包括管理理论和实践的基础、管理学说的主要创新，以及管理分析的方式；仍第2-6篇，终点放在计划、组织、人事、领导和控制等管理职能上面；第7篇，讨论国内和国际环境的挑战，其中不仅包括比较管理和国际管理，而且还包括社会责任和道德。
这些课题都放在最后部分去论述。
因为，这些课题是国际企业管理的基础，也是企业和社会科学的基础，是许多大专院校在学生学完管理学原理后，为他们开设的课程。
【新加的课题】以下是本版的一些新加的课题：最佳公司特征的辨认（第一章）妇女在管理工作中作用的重要性（例如，参见1、12和25章）麦金西（Mckinsey）7—S结构体系。
管理学第9版课后习题答案
管理学第9版课后习题答案管理学第9版课后习题答案管理学是一门研究组织和管理的学科，对于现代社会的发展具有重要的意义。
而理解和掌握管理学的知识，对于从事管理工作的人来说更是必不可少的。
而《管理学第9版》作为一本经典的管理学教材，其课后习题对于学生的学习和巩固知识都具有重要的作用。
下面是对《管理学第9版》课后习题的一些解答和讨论。
第一章：管理和组织1. 什么是管理？管理的目标是什么？管理是指通过计划、组织、领导和控制等一系列活动，使组织能够有效地实现其目标。
管理的目标是通过合理利用组织的资源，提高组织的效率和效果，从而实现组织的使命和目标。
2. 什么是组织？组织的类型有哪些？组织是指由一群人共同协作，追求共同目标的社会系统。
组织的类型包括企业组织、非营利组织、政府组织等。
3. 管理者的角色有哪些？请举例说明。
管理者的角色包括：决策者、人际角色、信息处理者、资源分配者等。
例如，当管理者需要做出重大决策时，他们扮演的是决策者的角色；当管理者与员工进行沟通和交流时，他们扮演的是人际角色。
第二章：管理环境1. 什么是管理环境？管理环境对组织有何影响？管理环境是指组织所处的外部环境和内部环境。
管理环境对组织有着直接和间接的影响，它可以影响组织的发展和运营。
外部环境包括经济环境、政治环境、社会文化环境等，而内部环境包括组织的结构、文化、人力资源等。
2. 请列举几个影响管理环境的因素，并简要说明其影响。
影响管理环境的因素有很多，如经济因素、技术因素、法律因素等。
经济因素会直接影响组织的运营和发展，技术因素则会影响到组织的生产力和竞争力，法律因素则会对组织的运营和管理提出一系列要求和限制。
第三章：管理理论1. 请简要介绍几个著名的管理理论。
凯奇管理理论认为，管理者应该关注员工的需求和动机，通过激励和奖励来提高员工的工作表现。
赫茨伯格和麦格雷戈的理论则强调了员工的动机和领导行为的关系，他们提出了“X理论”和“Y理论”，分别代表了不同的领导风格和对员工动机的看法。
管理学第9版 练习题 附答案 3
Chapter 3 Organizational Culture and Environment: The Constraints TRUE/FALSE QUESTIONSTHE MANAGER: OMNIPOTENT OR SYMBOLIC1.In the symbolic view of management, managers are seen as directlyresponsible for an organization’s success or failure.2.The current dominant assumption in management theory suggests thatmanagers are omnipotent.3.The view of managers as omnipotent is consistent with thestereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the orga nization’s objectives.4.The symbolic view of management impact is useful in explaining thehigh turnover among college and professional sports coaches, who can be considered the “managers” of their teams.5.In the omnipotent view of management, much of an o rganization’ssuccess or failure is due to forces outside management’s control.6.In the symbolic view of management, it is unreasonable to expectmanagers to have a significant effect on the organization’s performance.7.In the omnipotent view of management, a manager’s role is to createmeaning out of randomness, confusion, and ambiguity.THE ORGANIZATION’S CULTURE8.An organizational culture refers to a system of shared meaning.anizational cultures influence how employees behave in anorganization.anizational culture is a perception, not reality.11.Presently, there is no method for analyzing or assessingorganizational culture.12.Strong cultures have more influence on employees than do weakcultures.13.An increasing body of evidence suggests that strong cultures areassociated with high organizational performance.pensation structures are considered to be a primary dimension oforganizational culture.15.Most organizations have very weak cultures.16.An organization’s founder has little influence on i ts culture.17.Rituals are repetitive sequences of activities that express andreinforce the key values of an organization.anizational stories typically contain a narrative regardingsignificant events or people.19.Employee stock options are one example of a material symbol thatmight represent organizational culture.20.The link between values and managerial behavior is fairlystraightforward.CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS21.A strong ethical culture is likely to have a powerful positiveinfluence on employee behavior.22.Low risk tolerance generally leads to high ethical standards withinan organization.panies that allow their employees freedom tend to encourageinnovative cultures.24.To encourage a customer-responsive culture, organizations shouldformalize and enforce strict customer service policies.25.Customer service employees tend to provide better customer servicewhen they are very clear about their employee roles.26.To increase customer responsiveness, organizations should hireemployees who are outgoing and friendly.THE ENVIRONMENT27.The part of the environment directly related to achievement of anorganization’s goals is the specific environment.28.The general environment refers to environmental factors operatinginside an organization.29.Environmental uncertainty can be divided into two dimensions: degreeof trust and degree of integration.30.Because certainty is a threat to an organization’s effectiveness,managers try to minimize it.31.The term suppliers includes providers of financial and labor inputs.32.Industry conditions are an example of an organization’s generalenvironment.33.Economic conditions are part of the organization’s specificenvironment.MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.THE MANAGER: OMNIPOTENT OR SYMBOLIC34.Which of the following represent the two views of managerial impacton the success or failure of the organizationa.omnipotent and symbolicb.omnipotent and reflectivec.symbolic and interactived.reflective and interactive35.The omnipotent view of management states that ________________.a.the top manager is the only person in chargeb.managers are directly responsible for an organization’s successor failurec.that there is only one boss in the organization, and she or he isresponsible for delegating ordersd.managers have little or no responsibility for an organization’ssuccess or failure36.The __________ view of management is consistent with thestereotypical picture of the take-charge business executive whocan overcome any obstacle in carrying out the organization’sobjectives.a.omnipotentb.symbolicc.functionald.systems37.Which of the following most accurately reflects the symbolicview of managementa.Managers are directly responsible for an or ganization’s successor failure.b.M anagers have little or no responsibility for an organization’ssuccess or failure.c.E xternal forces are directly responsible for an organization’ssuccess or failure.d.E mployees are directly responsible for an organization’s successor failure.38.Internal constraints that restrict a manager’s decision options_______________.a.exist within every organizationb.do not exist, as all managers have decision-making discretionc.exist only to the extent that upper management imposes themd.exist only to the extent that followers won’t do as they are told39.The current dominant assumption in management theory suggests_______________.a. a balanced view of managers as symbolic and omnipotentb.an emphasis on the view that managers are symbolicc.an emphasis on the view that managers are omnipotentd.that both the symbolic and omnipotent views are obsolete40.According to the symbolic view, managers have a(n) _____________effect on substantive organizational outcomes.a.neutralb.controllingc.limitedd.unlimited41.Managers may be able to expand their areas of discretion by_______________.a.telling their employees what to dob.changing and influencing their organization’s culture andenvironmentc.electing new government officials at the federal and state leveld.changing employers and working for a different boss42.The symbolic view of management is based upon the belief thatmanagers symbolize _________.a.control and influenceb.ambiguity and confusionc.stakeholders’ interestsd.decisions of top management43.In reality, managers are most accurately viewed as _________.a.dominant over an organization’s environmentb.neither helpless nor all powerfulc.powerless to influence an organization’s performanced.ultimately responsible for organizational outcomesTHE ORGANIZATION’S C ULTURE44.The culture of an organization is analogous to the _____________ ofan individual.a.skillsb.personalityc.motivationd.ability45.All organizational cultures consist of each of the following except_________.a.shared valuesb.principlesc.innovationd.traditionsanizational culture is concerned with how members perceivethe organization, not whether they __________.a.like the organizationb.like their peersc.like their bossesd.like their customers47.Strong cultures _____________.a.are found in organizations with high employee turnoverb.have a minimal influence on employee decision makingc.can be found in all organizations that existd.have a greater influence on employees than do weak cultures48.Employees in organizations with strong cultures _______________.a.are more committed to their organizationsb.are more likely to leave their organizationsc.are more willing to perform illegal activitiesd.are more likely to follow directives from peers49.Which of the following phrases is associated with the definition oforganizational culturea.individual responseb.shared meaningc.diversity of thoughtd.explicit directions50.Which of the following is not considered to be a dimension oforganizational culturea.attention to detailb.people orientationc.purchasing policiesd.aggressiveness51.Which of the following dimensions of organizational culture isdefined as the degree to which an organization’s actions and decisions emphasize maintaining the status quoa.stabilityb.outcome orientationc.team orientationd.innovation and risk taking52.A company whose managers focus on results, rather than how resultsare achieved, most likely possesses a high degree of which of the followinga.outcome orientationb.people orientationc.team orientationd.aggressiveness53.Sony Corporation’s focus on product innovation is an example ofwhich of the following dimensions of organizational culturea.attention to detailb.people orientationc.outcome orientationd.aggressiveness54.Which of the following most accurately reflects the differencebetween strong cultures and weak culturesa.Strong cultures tend to encourage employee innovation, while weakcultures do not.b.Weak cultures are found in most organizations, whereas strongcultures are relatively rare.c.Strong cultures have less of an influence on employee behaviorthan do weak cultures.pany values are more deeply held and widely shared in strongcultures than in weak cultures.55.Corporate ___________ are repetitive sequences of activitiesthat express and reinforce the values of an organization.nguagesb.ritualsc.symbolsd.ceremonies56. Which of the following represents the most significant waysthrough which corporate cultures are transmitted to employeesa.rituals, myths, competitions, and languageb.symbols, rituals, language, and business systemsc.stories, rituals, symbols, and languagenguage, stories, rituals, and rewards57.When employees at Microsoft use terms such as work judo, eatingyour own dog food, and flat food, they are using organizational__________.nguagesb.ritualsc.symbolsd.ceremonies58.Most organizations have ____________ cultures.a.very weakb.weak to moderatec.moderated.moderate to strong59.The original source of an organization’s culture usually________________.a.is shared among the first workers hired into the organizationb.is formulated by the board of directors when the organization isformedc.identifies what the organization is successful doingd.reflects the vision or mission of the organization’s founderanizational _____________ typically contain narratives aboutsignificant events or people in the organization.a.storiesb.ritualsc.chartsd.material symbols61.All of the following are mentioned in the textbook as examples ofmaterial symbols except ____________.a.employee dress attireb.size of employee officesc.availability of stock optionsd.reserved parking spaces for certain employees62.The link between organizational values and managerial behavior is_____________.ually uncertainb.fairly straightforwardc.often highly complexd.relatively dynamic63.In learning an organization’s specific language, members aredisplaying their _________________.a.willingness to communicate with the organization’s stockholdersb.confidence that they will soon be promoted to greaterresponsibilityc.willingness to help preserve the culture of the organizationd.consent to share material symbols with the other members of theorganization64.An organization’s culture affects managers by ______________.a.providing them with additional decision-making powerb.restricting them from disciplining certain employeesc.encouraging them to bend or even break company rulesd.establishing what is appropriate and expected behaviorCURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS65.Which of the following is most likely to have a highly ethicalorganizational culturea. a highly aggressive, competitive businessb. a company with high risk tolerancec. a business that focuses strictly on outcomesd. a business with outgoing and friendly employees66.To encourage ethical cultures, managers should_________________.a.enforce strict discipline policiesb.encourage employees to competec.act in their own self-interestd.serve as visible role models67.A company that primarily values a strong sense of purposethrough meaningful work has a(n) _________________ organizational culture.a.spiritualb.customer-responsivec.ethicald.innovative68.Conscientious employees with good listening skills are highlyvaluable for building a(n) _________________ organizational culture.a.ethicalb.innovativec.customer-responsived.spiritual69.An innovative organizational culture is characterized by all ofthe following characteristics except _________________.a.freedomb.conformityc.debatesd.risk taking70.Workplace spirituality has become important in the contemporaryworkplace because it helps to _________________.a.reduce unemployment ratesb.boost company profitsc.restore a sense of communityd.bring religion into business71.Which of the following is most characteristic of anorganization with a strong spiritual culturea.Employees are encouraged to express themselves.b.Such companies experience high employee turnover.c.Employees are rewarded for innovation and risk taking.d.Employees are required to join organized religions.72.Which of the following best characterizes the relationshipbetween spirituality and business profitabilitya.Evidence shows that spirituality and business profitability areincompatible.b.Limited evidence suggests that spirituality may be compatible withprofitability.c.Research shows that workplace spirituality constrains employeeperformance.d.High productivity has been extensively documented in spiritualworkplaces.THE ENVIRONMENT73.External environment refers to _________________.a.forces outside the organization that limit the organization’sperformanceb.factors and forces outside the organization that affect theorganization’s performancec.forces and institutions inside the organization that affect theorganization’s performanced.forces inside the organization that increase the organization’sperformance74.According to the textbook, the _______________ environment includesthose constituencies that have a direct and immediate impact on mana gers’ decisions and actions and are directly relevant to the achievement of the organization’s goals.a.generalb.specificc.secondaryd.forward75.An organization’s specific environment ________________.a.is unique and changes with conditionsb.is the same regardless of the organization’s agec.is determined by the top level of managementd.must be quantified to establish its existence76.The main forces that make up an organization’s specificenvironment are __________.a.suppliers, legislators, customers, and employeesb.customers, suppliers, competitors, and pressure groupsc.employees, competitors, pressure groups, and regulatorsd.suppliers, employees, competitors, and legislatorsanizations exist to meet the needs of which of the followingconstituenciesa.customersb.legislatorsc.supplierspetitors78.When you think of an organization’s suppliers, you________________.a.know that they are the main customers of the organizationb.typically think of governments that pass the laws the organizationmust followc.know that they are located close to the organization itselfd.typically think in terms of organizations that provide materialsand equipment79.Managers seek to ensure a steady __________________.a.cash flow from stockholders into the organizationb.flow of needed inputs at the lowest price availablec.flow of customers at the company’s outlet stored.flow of suppliers to keep the competition among suppliers at apeak80.Each of the following is considered an organizational supplierexcept providers of __________________.a.financial inputsbor inputsc.materialsd.political pressure81.The Internet is having an impact on determining whom anorganization’s competitors are because it has _____________.a.defined the common markets for organizationsb.made certain products invaluable to customerc.virtually eliminated the need for shopping mallsd.virtually eliminated geographic boundaries82.For a company such as Walt Disney World in Florida, a bank would bean example of what kind of factor in their specific environmentpetitorb.supplierc.special-interest groupernment agency83.Which of the following is not an example of a specific environmentalfactora.population demographicsb.political conditionsc.federal lawsd.all of the above84.For organizations such as hospitals, which hire nurses, the laborunion and the local labor market are examples of which of the following specific environmental factorspetitor and supplierb.customer and pressure groupc.both are examples of suppliersd.both are examples of pressure groups85.Typically, the specific organizational environment includes which ofthe followinga.economic factorsb.political conditionsc.technological factorspetitors86.United Parcel Service represents which of the following to the .Postal Servicepetitorb.supplierc.customerernment agency87.The general environment factor of economic conditions consists of allof the following except _______________.a.legislation recently passed by Congressb.interest ratesc.changes in disposable incomed.stock market fluctuations88.Sociocultural conditions consist of _______________.a.demographic profiles of an organization’s suppliersb.legal issues as determined by court decisionsc.the level of unemployment and real economic incomes of workersd.changing expectations and values within society89.To a national broadcast network such as NBC, your home DVD player isconsidered a _____________.a.customerb.supplierc.special-interest grouppetitor90.Groups such as Mothers Against Drunk Driving (MADD) are examples ofwhat factor in the specific external environmentpetitorsb.pressure groupsc.customersernment agencies91.Typically, the general organizational environment includes which ofthe followinga.political conditionsb.business plansc.stakeholdersd.supplierspared to the specific environment, which of the following is anaccurate statement about the general environment of an organizationa.It has less impact on the organization’s operations.b.It has more impact on the organization’s operations.c.It has about the same impact on an organization’s operations.d.It is predominantly the concern of upper management.93.Which of the following is not a component of an organization’sgeneral environmenta.economic conditionsb.political conditionsc.social conditionsd.industry conditions94.Interest rates, inflation rates, and stock market fluctuations areall e xamples of what factor in an organization’s general environmenta.economicb.politicalc.sociald.technological95.The Americans with Disabilities Act of 1990 is an example of a__________.a.sociolegal conditionb.political/legal conditionc.political/sociological conditiond.sociocultural condition96.A decrease in contributions from the public to the United Way charityis most likely the result of which of the following general environmental factorsa.politicalb.socialc.technologicald.economic97.Which of the following groups includes individuals who were bornbetween the years 1946–1964a.the Depression groupb.the World War II groupc.the baby boomersd.Generation X98.The members of which of the following groups are behaving infundamentally different ways that are likely to greatly impact organizations and managersa.the Depression groupb.the World War II groupc.the baby boomersd.Generation Y99.Automation represents an example of a(n) __________ generalenvironmental factor.a.technologicalb.demographicc.political/legald.economic100.Which of the following has been the most rapidly changing component in an organization’s general environmenta.globalb.economicc.sociald.technological101.Which of the following best represents a global general environmental factora.increased surveillancecation levelsc.electronic meetingsd.international markets102.Which of the following are the two dimensions of environmental uncertaintya.degree of change and degree of complexityb.degree of change and degree of volumec.degree of complexity and degree of impactd.degree of impact and degree of timing103.If the components of an organization’s environment changefrequently, the organization is operating in a __________environment.a.disruptiveb.diversec.dynamicd.difficult104.Managers try to minimize __________ because it threatensorganizational effectiveness.a.product developmentb.uncertaintyc.price chargesd.the number of suppliers105.__________ are any constituencies in an organization’s external environment that are affected by the organization’sdecisions and actions.a.Stockholdersb.Pressure groupsc.Suppliersd.Stakeholders106.Degree of _______________ refers to the number of components in an organization’s environment and the extent of the knowledge that the organization has about those components.a.stabilityb.opennessplexityd.transition107.The first step of managing external stakeholder relationships is to identify whom the stakeholders are. The second step is to _________________.a.determine what specific approach should be used to manage thestakeholder relationshipb.determine what the courts might do when stakeholder files a claimagainst the organizationc.determine what particular interests or concerns these stakeholdersmight haved.determine how many stakeholders there are in each stakeholdergroupSCENARIOS AND QUESTIONSFor each of the following, choose the answer that most completely answers the question.THE MANAGER: OMNIPOTENT OR SYMBOLICApex Construction has hired Wendell Phillips to provide management consulting for the organization. Wendell’s first assignment involves helping the company to improve productivity by recommending ways to strengthen managers’ supervisory skills.108.Wendell notices that the company’s top executives share a belief that managers are directly responsible for the organization’s success or failure. This belief reflects a(n) ______________ view of management.a.traditionalb.omnipotentc.standardd.symbolic109.Wendell interviews many middle-level managers and discovers that they share a different view of management. These individuals believe that external factors constrain managers’ inf luence over outcomes.The mid-level managers have a _____________ view of management.a.traditionalb.omnipotentc.standardd.symbolicTHE ORGANIZATION’S CULTURECorporate Takeover (Scenario)Todd works for SeaLan Tech, an environmental consulting firm that has just been purchased by Zerex, Inc., a biomedical research organization. Based on his early encounters with the new upper management from Zerex, Todd feels that SeaLan is a “lower-key, friendlier” organization. He is concerned that the new company will eliminate SeaLan’s old culture, and he does not like the prospects.110.If you were talking with Todd and asked him what the term culture meant, he would reply that, basically, it is _________________.a.the formal rules of an organizationb.the nationality of the workers in the companyc. a system of shared meaningd. a system that reflects diversity and respect for differences111.Todd is concerned with the degree to which managers focus on results or outcomes rather than techniques and the processes used to achieve those outcomes. He is concerned with _____________.a.stabilityb.aggressivenessc.team orientationd.outcome orientation112.Todd notices that management is very concerned with the effects of outcomes on people within the organization. This is referred to as _____________.a.stabilityb.aggressivenessc.team orientationd.people orientation113.Todd is assessing the organization’s _____________, the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.a.stabilityb.aggressivenessc.team orientationd.outcome orientation114.Todd has been learning the seven dimensions of organizational culture. Which of the following is not one of those seven dimensionsa.stabilityb.aggressivenessc.member orientationd.outcome orientationChanging Organizational Culture (Scenario)Mary has been asked by the company president to change the organizational culture to reflect the company’s new organizational goals. As executive vice president, she certainly understands the goals, but is really not sure that she understands what to do about the culture.115.Mary asked employees if they knew what constituted “good employee behavior.” She found that very few understood, and most had a variety of ideas. This is one indication that her company _______________.a.has a strong cultureb.has a weak culturec.has no cultured.must have high turnover116.Mary also found out that in order to build a strong new culture, she should do all but which of the followinga.hire employees who fit in with the company’s cultureb.develop socialization practices to build culturec.encourage a high turnover rate among employeesd.have management make organizational values clear117.Mary was surprised to find that most organizational cultures are ____________.a.weakb.weak to moderatec.moderate to strongd.strongTHE ENVIRONMENTEnvironmental Constraints (Scenario)It is safe to say that managers do not have complete control over organizational outcomes; the environment has a significant impact. However, there are different environmental factors that shape a manager’s wor k life.118.As a manager, if you were working in an industry that was dependent on rapidly changing software technologies, with many new companies competing for the same customers, you would be working in what kind of environmenta.generalb.staticc.stabled.dynamic119.Political conditions, which include attitudes that officials hold toward specific industries, fall within an organization’s _____________ environment.a.globalb.internalpetitived.generalThe Election (Scenario)At the present time, your organization is faced with many changes. One of these is the election of a new president and Congress. Another concerns new requests from customers for changes to the look of your product design. A third involves changes in the ages and education levels of your customer base. Your customers have also recently expressed a desire to have your product manufactured using a newly discovered type of plastic.120.The changes in the presidency and Congress represent which of thefollowing environmental factors for your organizationa.general environmentb.specific environmentc.pressure groupd.customers121.The change in how customers want your product to look indesign is an example of which of the following types of factorsa.political/legalb.specific environmentc.globald.demographic122.The changes in the ages and education levels of yourcustomers are an example of which of the following conditionsa.economicb.political/legalc.demographic。
管理学第9版练习题附答案6
管理学第9版练习题附答案6Chapter 6 Decision Making: The Essence of the Managers Job TRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1. Problem identification is purely objective.2. The second step in the decision-making process is identifying a problem.3. A decision criterion defines what is relevant in a decision.4. The fourth step of the decision-making process requires the decision maker to list viable alternatives thatcould resolve the problem.5. Once the alternatives have been identified, a decision maker must analyze each one.6. The step in the decision-making process that involves choosing a best alternative is termed implementation. THE MANAGER AS DECISION MAKER7. Making decisions is with the essence of management.8. Managerial decision making is assumed to be rational.9. One assumption of rationality is that we cannot know all of the alternatives.10. Managers tend to operate under assumptions of bounded rationality.11. Studies of the events leading up to the Challenger space shuttle disaster point to an escalation ofcommitment by decision makers.12. Managers regularly use their intuition in decision making.13. Rational analysis and intuitive decision making are complementary.14. Programmed decisions tend to be repetitive and routine.15. Rules and policies are basically the same.16. A policy is an explicit statement that tells a manager what he or she ought or ought not to do.17. The solution to nonprogrammed decision making relies on procedures, rules, and policies.18. Most man agerial decisi ons in the real world are fully non programmed.19. The ideal situation for making decisions is low risk.20. Risk is the condition in which the decision maker is able to estimate the likelihood of certain outcomes.21. Risk is a situati on in which a decisi on maker has n either certa inty nor reas on able probability estimates.22. People who have a low tolerance for ambiguity and are rational in their way of thinking are said to have adirective style.23. Decision makers with an analytic style have a much lower tolerance for ambiguity than do directive types.24. Individuals with a conceptual style tend to be very broad in their outlook and will look at many alter natives.25. Behavioral-style decisi on makers work well with others.26. Most managers have characteristics of analytic decision makers.27. Accordi ng to the boxed feature, Managing Workforce Diversity, diverse employees tend todecisi ons faster tha n a homoge neous group of employees.28. The anchoring effect describes when decision makers fixate on initial information as a starting point and the n, once set, they fail to adequately adjust for subseque nt in formati on.29. The availability bias describes whe n decisi on makers tryto create meaning out of ran dom eve nts.30. The sunk cost error is when decision makers forget that current choices cannot correct the past.DECISION MAKING FOR T ODAY S WORLD31. Today s bus in ess world revolves around making decisi ons, usually with complete or adequate information,and under minimal time pressure.32. Managers need to understand cultural differences to make effective decisions in today -movingworld.33. Accordi ng to the boxed feature, Focus on Leadership, whe n ide ntify ing problems, man agers mightbe from a culture that is focused on problem solving, or their culture might be one of situation accepta nce. 34. According to the boxed feature, “ Focus on Leadership, ” findings from studies by Geert Hofstede and fromGLOBE researchers show that in high un certa inty avoida nee coun tries, decisi on maki ng tendsto be based more on in tuiti on tha n on formal an alysis.35. Highly reliable organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the followi ng choose the an swer thartnost completelya nswers the questi on.THE DECISION-MAKING PROCESS36. Decision making is typically described as _______________ , which is a view that is too simplistic.a. deciding what is correctb. putting preferences on paperc. choos ing among alter nativesd. processing information to completion37. A series of eight steps that beg ins with ide ntify ing a problem and con cludes with evaluat ing thedecision ' s effectivenesthe _________________ .a. decision-making processb. man agerial processc. maximin styled. boun ded rati on ality approach38. _______________ is the existenee of a discrepancy between an existing and a desired state ofaffairs.a. An opport unityb. A solutionc. A weaknessd. A problem39. In identifying the problem, a manager ________________ .a. compares the current state of affairs with where they would like to beb. expects problems to be defined by neon lightsc. looks for discrepancies that can be postponedd. will not act when there is pressure to make a decision40. Which of the followi ng stateme nts is true concerning problem ide ntificati on?a. Problems are gen erally obvious.b. A symptom and a problem are basically the same.c. Well-trai ned man agers gen erally agree on what is con sidered a problem.d. The problem must be such that it exerts some type of pressure on the manager to act.41. What is the second step in the decision-making process?a. identifying decision criteriab. allocating weights to the criteriac. an alyz ing alter nativesd. identifying a problem42. To determ ine the _____________ , a man ager must determ ine what is releva nt or importa nt toresol ving the problem.a. geocentric behavior neededb. nu mber of allowable alter nativesc. weighting of decision criteriad. decision criteria43. What is the third step in the decision-making process?a. allocating weights to the criteriab. an alyz ing the alter nativesc. select ing the best alter natived. impleme nting the alter native44. If all criteria in the decision making are equal, weighting the criteria ______________ .a. improves decision making when large numbers of criteria are invoIvedb. is not neededc. produces excellent decisionsd. improves the criteria45. In allocating weights to the decision criteria, which of the following is helpful to remember?a. All weights must be the same.b. The total of the weights should sum to 1.0.c. Every factor criterion considered, regardless of its importanee, must receive some weighting.d. Assign the most important criterion a score, and thenassign weights against that standard.46. What is the step where a decisi on maker wan ts to be creative in coming up with possible alter native?a. allocating weights to the criteriab. an alyz ing alter nativesc. develop ing alter nativesd. identifying decision criteria47. When an alyz ing alter natives, what becomes evide nt?a. the stre ngths and weak nesses of each alter nativeb. the weight ing of alter nativesc. the list of alter nativesd. the problem48. Whe n develop ing alter natives in the decisi on-mak ing process, what must a man ager do?a. list alter nativesb. evaluate alter nativesc. weight alter nativesd. impleme nt alter natives49. Selecti ng an alter native in the decisi on-mak ing process is accomplished by _______________a. choos ing the alter native with the highest scoreb. choosing the one you like bestc. selecti ng the alter native that has the lowest priced. selecti ng the alter native that is the most reliable50. In Step 6 of the decisi on-mak ing process, each alter native is evaluated by apprais ing it aga inst thea. subjective goals of the decision makerb. criteriac. assessed valuesd. implementation strategy51. _____________ in cludes conveying a decisi on to those affected and gett ing their commitme nt to it.a. Select ing an alter nativeb. Evaluating the decision effectivenessc. Impleme nting the alter nativesd. An alyz ing alter natives52. Which of the followi ng is importa nt in effectively impleme nting the chose n alter native in the decisi on-mak ing process?a. getting upper-management supportb. double-checking your analysis for potential errorsc. allowing those impacted by the outcome to participate in the processd. ignoring criticism concerning your chose n alter native53. The final step in the decision-making process is to _______________ .a. pick the criteria for the next decisionb. reevaluate the weightings of the criteria until they indicate the correct outcomec. evaluate the outcome of the decisiond. reassign the ratings on the criteria to find different outcomes54. Which of the following is important to remember in evaluating the effectivenessof the decisionmakingprocess?a. You should ignore criticism concerning the decision-making process.b. You may have to start the whole decision process over.c. You will have to restart the decision-making process if the decision is less than 50 percent effective.d. Ninety percent of problems with decision making occur in the implementation step.THE MANAGER AS DECISION MAKER55. Managers are assumed to be _____________ ; they make consistent, value-maximizing choiceswithin specified con strai nts.a. rationalb. leadersc. organizedd. satisficers56. It is assumed that a perfectly rational decision maker _____________ .a. does not follow rational assumptionsb. does not consider value maximizing as an objectivec. offers inconsistent decisionsd. would be objective and logical57. Managers can make rational decisions if _________________ .a. the problem is ambiguousb. the goals are unclearc. the alter natives are limitedd. time constraints exist58. Which of the followi ng is not_ a valid assumpti on about rati on ality?a. The problem is clear and unambiguous.b. A single, well-defined goal is to be achieved.c. Preferences are clear.d. Preferences are constantly changing.59. When man agers circumve nt the rati onal decisi on-mak ing model and find ways to satisfice, they arefollowi ng the con cept of _______________ .a. jurisprudeneeb. boun ded rati on alityc. least-squared exemptionsd. self-motivated decisions60. Because man agers can' tpossibly an a lyze all in formati on on all alter natives, man agers_____________ , rather tha n _____________ .a. maximize; satisficeb. maximize; minimizec. satisfice; minimized. satisfice; maximize61. The type of decisi on mak ing in which the soluti on is con sidered “ goods no ugh "is known asa. intuitionb. satisfyingc. maximizingd. satisficing62. Whe n a decisi on maker choosesa n alter native un der perfect rati on ality, she __________ herdecisi on, whereas un der boun ded rati on ality she chooses a ___________ decisi on.a. minimizes; satisficingb. satisfices; maximizingc. maximizes; satisficingd. maximizes; minimizing63. An in creased commitme nt to a previous decisi on despite evide nce that it may have bee n wrong isreferred to as ______________ .a. economies of commitmentb. escalation of commitmentc. dimensional commitmentd. expansion of commitment64. Intuitive decision making is ______________ .a. not utilized in organizationsb. a conscious process based on accumulated judgmentc. making decisions based on experience, feelings, and accumulated judgmentd. important in supporting escalation of commitment65. In studying intuitive decision making, researchers have found that _________________ .a. managers do not make decisions based on feelings or emotionsb. managers use data from their subconscious mind to help make their decisionsc. rati onal th inking always works better tha n in tuitived. accumulated experience does not support intuitive decisions66. All of the followi ng are aspects of in tuiti on except _______________ .a. experieneed-based decisionsb. affect-initiated decisionsc. cognitive-based decisionsd. programmed decisions67. ____________ are straightforward, familiar, and easily defi ned.a. Un structured problemsb. Structured problemsc. Unique problemsd. Non programmed problems68. Structured problems align well with which type ofdecision making?a. programmedb. satisficingc. intuitiond. gut feeling69. ____________ decision making is relatively simple and tends to rely heavily on previoussoluti ons.a. Non programmed。
管理学第9版练习题附答案2
解析：根据管理学第9版教材，组织文化是指组织在长期发展过程中形成的共同价值观、行为准则和信仰体系，因此选项B正确。
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题目1答案
答案：A
答案：B
答案：C
答案：D
题目2答案
正确答案：B
正确答案：C
正确答案：D
正确答案：A
题目3答案
答案：A、B、C、D
答案：A、B、D
答案：B、C、D
答案：A、B、C
答案：论述题6的答案是：在组织中，管理者需要建立有效的风险管理机制来应对各种不确定性和风险。风险管理机制包括风险识别、风险评估、风险控制等多个环节，管理者需要制定科学的风险管理策略和预案，提高组织的抗风险能力和危机应对能力。
题目4答案
题目：论述题
答案：论述题答案
答案解析：对论述题的答案进行解析
题目来源：管理学第9版教材
单击此处添加项标题
题目：论述企业如何通过提高组织承诺来提高员工的工作绩效。
单击此处添加项标题
题目2答案
题目：论述题目的答案要点
答案：答案要点一、答案要点二、答案要点三、答案要点四
题目3答案
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添加标题
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答案：论述题3的答案是：在组织中，管理者可以通过建立有效的激励机制来提高员工的积极性和工作绩效。激励机制包括薪酬激励、晋升激励、荣誉激励等多种方式，通过合理的奖励和惩罚措施，可以激发员工的内在动力和竞争意识，从而提高整个组织的效率和绩效。
判断题：组织结构的类型选择取决于组织的外部环境。答案：错误。
题目3答案
判断题：组织结构是组织中正式确定的使组织成员之间产生相互作用的关系。（答案：对）
判断题：组织结构的核心要素是部门化。（答案：错）
《管理学原理》大纲、目录、课后习题参考答案
《管理学原理》教学辅助资料集教学大纲《管理学原理》教学大纲（Principals of management）一、课程编号：二、课程名称：管理学原理三、学时：48 学分：3 实验学时：0课内上机学时：0四、先修课程要求：高等数学，英语五、适用专业：管理类专业六、适用年级：一、二年级七、课程的性质和任务：管理学原理是管理学科体系中的一门重要学科，主要是从一般理论、一般原理、一般特征的角度对管理活动加以研究，从中找出一般规律性。
因此，也称一般管理学，管理学研究现代管理的一般规律，具体表现为一般原理。
要求学生通过本课程的学习，了解管理学的研究对象、管理一般原理、管理过程（职能）。
重点是管理原理和管理过程，管理原理主要包括系统原理、动态原理、人本原理和创新原理；管理过程主要以职能为主线，分为决策、计划、组织、领导、激励、控制和创新。
八、课程的内容与基本要求：通过本课程的学习，一是使学生了解和掌握古今中外管理思想的发展、管理的基本原理与方法，真正学会对认识进行再认识、对思想进行再思想；二是使学生了解和掌握管理的计划、组织、领导、控制、创新等职能的基本内涵、要求及科学有效实现的方法，对管理职能和过程有一个基本了解；三是使学生能运用所学管理知识进行具体的管理案例分析，并能够在学完课程后对管理实践进行考察，提高学生分析管理问题和解决管理问题的能力，也就是要使学生不仅能够知道“管理”的过程、而且能够弄清“管理”的逻辑；四是开启学生思维并使之追求管理智慧，使学生通过管理学知识的学习而真正学会并能够用自己的头脑来思考管理学理论与实践问题。
在具体进行本课程的学习时，要求学生一要在课堂上认真听讲并作好课前预习和课后复习，力争弄懂弄通教材内容；二要认真完成所布置的课外作业和案例分析，并积极就课堂讨论题目作好准备；三是自发作些社会（机构或组织）管理调研，以为弄懂课程内容积累感性认识和锻炼自己分析、解决管理问题的能力。
九、学时安排：十、实验内容和要求：无十一、考核方式：考试成绩由两块构成，其中期末成绩占70%，平时成绩占30%。
公共基础知识——管理常识习题(带答案)
管理常识习题（带答案）1。
从决策的基本属性来看,决策是以人的意志为转移的活动.（ )2。
上级按照隶属关系自上而下进行的沟通被称为纵向沟通。
（ )3。
围绕组织目标，制定实施方案，在政府管理运行中所处的阶段为组织职能。
（）4.在诸种公共组织行为中，最具有艺术性的一种行为方式是领导。
（）5.公共行政的根本和唯一的目标在于追求公共利益.( ）6.非确定型决策与风险型决策的区别是风险型决策不能预测未来自然状态出现的概率.（）7。
联合国安理会在形成决议时遵循的是赞成投票原则。
( )8.行政领导的民主原则最直接的要求和体现是协调行政领导班子内部关系的制度。
（ )9。
我国政府机构采用的组织结构属于职能式组织结构。
( ）10.有效制约和监督权力的关键是建立健全制约和监督机制.（ )正确答案:1.正确2.错误3.错误4。
错误5。
正确6.错误7.错误8。
错误9。
错误10。
正确1。
现代公共行政在对社会公共事务的管理中履行的功能主要包括( )。
A.提供公共产品B.实现社会公平C.实施管制D.宏观调控正确答案：ABCD2.下列关于管理层次和管理幅度的论述，不正确的是( )。
A.管理层次和管理幅度之间没有固定的数额和比例B.管理幅度与管理事务的难易程度成反比C.管理层次和组织效率成正比D。
在管理对象和内容不变的情况下，管理幅度和管理层次成正比正确答案：BCD3.与我国传统的人事行政制度相比，现在国家公务员制度的特点主要有( ).A.坚持科学的竞争激励机制B.体现了分类管理原则C。
坚持德才兼备的用人标准D。
具有完备的法律体系正确答案：ABD4.增进公共组织领导有效性的方法是（）。
A。
提高领导者素质B。
加强干部队伍建设C。
优化领导班子结构D。
改进领导方式正确答案：ABCD5。
公共组织领导者的领导职责主要有政治责任、法律责任、工作责任和道德责任( ）。
（判断题）1.行政沟通的功能主要表现为（）。
A.收集功能B。
维持功能C。
革新功能D。
战略管理单选多选补充
（一）战略管理单选多选补充1、哈罗德·孔茨和海因茨·韦里克对林道德明白得是〔A 〕。
A、领导确实是阻碍力，是阻碍人们心甘情愿地和满缓热情地位实现群体的目标而努力的艺术或过程2、领导的实质是〔 A〕。
A、沟通和鼓舞3、企业最高治理这要紧职责是〔 B〕B、战略治理4.治理与领导的关系是〔C 〕。
C、二者既相互区别，又同等重要5、领导特质理论认为〔 B〕。
B、领导过程的有效性由领导者的个性品质决定6、你认为公司总经理和基层的车间主任治理职能的区别在哪里，在四个选项中选择最适当的一个〔 D〕。
D、对总经理来说概念技能和人际技能要比技术技能更为重要。
7、某企业领导与下属有良好的人际关系，企业任务结构简单，职位权力强，那么应采取何种领导方式最有效〔B 〕。
B、任务导向型8、在公司进展初期，和中经历类型最适合作为最高经理职位的人选〔B 〕。
B、革新直觉型9、某企业处于扩充战略时期前期，先急需一名经理人员，应从以下哪种方式选择经理能最快的胜任岗位要求〔 D〕。
D、通过内部晋升，选择市场营销部门的经理10、公司治理的核心是〔D 〕。
D、所有权与经营权分离后所产生的种种问题11.战略治理是企业〔 C〕治理理论。
C、最高层次12.对企业高层治理人员而言，〔D 〕能力最为重要。
D、思维能力3、对企业基层治理人员而言，〔A 〕能力最为重要。
A、技术能力4、法约尔认为治理确实是实行打算、组织、指挥、和谐和操纵，其中〔B 〕是治理职能之首。
B、打算5、〔A 〕是企业总体的、最高层次的战略。
A、公司战略6、处于战略结构第二层次的是〔D 〕。
D、经营战略7、由职能治理人员制定的短期目标和规划成为〔B 〕。
B、职能战略8、〔B 〕要紧涉及具体作业性取向和可操作性的问题，涉及决策问题的时刻跨度比较短。
B、职能战略9、战略治理的主体是〔A 〕。
A、企业高层治理人员10、战略治理系统的规范性通常与两个因素有专门大的关系，即企业的规模和企业所处的进展时期，明茨博格认为，中小企业可能采取〔B 〕。
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第一章管理学：科学、理论和实践一、讨论题1. 你如何定义管理？你的定义是否不同于本书的定义？请加以解释。
答：管理是设计并保持一种良好的环境、使人们在群体状况下高效率地完成既定目标的过程。
它包括4个含义：（1）管理是为了实现组织未来目标的活动；（2）管理的工作本质是协调；（3）管理工作存在于组织中；（4）管理工作的重点是对人进行管理。
管理就是制定，执行，检查和改进。
制定就是制定计划（或规定、规范、标准、法规等）；执行就是按照计划去做，即实施；检查就是将执行的过程或结果与计划进行对比，总结出经验，找出差距；改进首先是推广通过检查总结出的经验，将经验转变为长效机制或新的规定；再次是针对检查发现的问题进行纠正，制定纠正、预防措施。
5. 按照彼得斯和沃特曼的定义，最佳公司的特点是什么？你所知道的公司是否具备这些特征？答：最佳公司特点：（1）以行动为向导；（2）善于了解客户的需求；（3）促进管理的自主性和创业精神；（4）通过密切关注员工的需求来提高生产率；（5）以基于企业领导人价值观而建立起的公司价值理念为动力；（6）集中精力于自己最擅长的行业；（7）采用人员精干而又简单的组织结构；（8）因地制宜，集权与分权并举；以我工作过的公司为例来分析，在以上8项要求中，自主性和创新性、提高生产率、组织结构和分权集权的问题上做的不够，对于员工的需求缺乏了解，且集权，领导人员并非全是精干的。
领导过于集权，致使技术人员虽多但不能实现自身的价值，造成效率低下，质量问题频出，人员流动等；公司产品单一，真正有技术含量的产品研发跟不上，导致客户投诉退货问题频出；缺乏创新意识和社会责任意识。
也许创新是每一个公司都在追求的，但它牵涉到太多的技术上、管理上的创造和革新，像IBM,APPLE,海尔，华为等都做的非常好。
6. 技术的进步、全球化和创业会对企业产生那些影响？答：（1）技术，尤其是信息技术对组织和个人呢的巨大影响是不言而喻的。
万维网和互联网通过全球性的网络将人们和组织联系在一起。
电子商务越来越多的用于个人与公司之间的交易，特别是公司与公司之间的交易。
另一个趋势是移动商务的应用，即通过手机或掌上电脑等无线移动商务手段购买和销售商品。
越来越多的人使用无线通信设备取代计算机进行沟通。
（2）全球化。
大多数的大型公司都有国际市场业务。
作为一个庞大的组织机构，1995年组建的世界贸易组织专门协调国际贸易活动。
全球化不仅给西方跨国公司带来好处，也给包括中国在内的其他国家的人们带来更高的收入。
所以，管理人员必须拓宽国际视角。
（3）创业是一个创造性的过程，其理念是确定市场机会和尚未满足的需求。
创业是在寻求满足这些需求的解决方案，给消费者带来价值。
创业者组建的组织所提供的产品减轻了人们的或通过提供复杂的通讯手段使人们的生活质量得以提高。
从硅谷的创业发源地，到遍及世界各地的创业中心，新型企业的出现和创新成为人类进步的驱动力。
8. 管理是一门科学，还是一门艺术？这种解释是不是也适用于工程学或会计学？答：管理作为一门科学，具有科学的一般特性：（1）规律性。
管理科学是人类在长期的社会生产实践活动中，对管理活动规律的总结。
管理科学是系统化的理论知识，它把管理的规律性提示出来，形成原则、程序和方法，使管理成为理论指导下的规范化理性行为。
承认管理的科学性，就是要求人们在管理活动中不断发现与摸索管理的规律性，按照管理的规律办事。
（2）程序性。
科学的逻辑在管理活动中表现为一种严格的程序化操作，程序性是管理活动的一个重要特征。
这种程序性首先体现在管理流程的设计中，其次体现在具体的操作方法上。
（3）技术性。
管理科学是一门应用性很强的科学，管理理论通过具体的管理技术和技能得到应用。
管理也是一门艺术。
管理是一种随机的创造性工作，它不象有些科学那样可以单纯通过数学计算去求得最佳答案，也不可能为管理者提供解决问题的具体模式。
从这个意义上讲，管理是一种艺术。
管理的艺术体现在以下方面：（1）应变性。
管理者在管理过程中，会遇到各种意想不到的事件发生，有无应变能力，便显得十分重要。
尤其是当组织遇到突然的重大变故时，管理者的应变能力往往起着决定性的作用。
（2）策略性。
管理者不仅需要运用智慧进行战略层面上的思维和运作，更需要策略层面上的灵活操作，只有一个个策略上的成功，才能最终取得战略上的成功。
（3）协调性。
管理者的重要任务就是对各种关系的进行协调，既有人与人的关系协调，也有人与物的关系协调。
管理关系的复杂性，使得管理活动经常游离于“按部就班”之外，此时，保证组织的正常运转，依赖的往往不是章法而是协调，即各种关系的正确处理。
11. 指出管理分析的各种方法，并讨论他们的特点、贡献和局限性。
答：管理分析方法主要有：案例法，管理角色法，随机制宜法，管理科学法，决策理论法，流程再造法，系统方法，社会技术系统法，协作社会系统法，群体行为法，人际行为法，麦肯锡的7-S结构体系，全面质量管理方法，管理过程法等。
二、案例分析—麦当劳1.麦当劳的机遇和威胁?如何处理？机遇：在麦当劳初成立的几年，全球快餐业的发展空间非常大，而麦当劳紧紧抓住了这次机遇，在经营方式和管理、战略方面做了很大的努力：（1）推出的食品完全依据驻在国的法律；（2）价格可以预测全球货币价值；（3）推出适合不同饮食习惯的人们的菜单；（4）提高服务质量，优化服务系统；（5）开拓成年人市场。
虽然最终以失败告终，但看的出，麦当劳一直在寻求创新，标新立异，适应市场需求。
威胁：来自竞争对手的压力2. 采取的战略：（1）经营方式多元化，采用质量、服务、清洁和价值四项标准，时刻在追求创新；（2）控制分销系统，以保证每个环节上产品的一致性；（3）以广告宣传形成品牌效应，反映不同的人文环境。
（4）对快餐店重新设计，以打出“永远年轻”的品牌。
（5）时刻在创新，推出新的菜单以随时满足不同需求的人群。
第三章全球化管理、比较管理与质量管理一、讨论题2. 哪些是霍夫斯泰德确认的5种文化维度？答：（1）个人主义和集体主义。
（2）大的权力距离和小的权力距离。
（3）不确定容忍与规避。
（4）男性化与女性化或进攻性目的行为和被动性目的行为。
（5）短视行为和长期导向。
8. 你认为日本的管理决策方式在美国能行得通吗？为什么？答：日本和美国的管理决策方式时完全不同。
日本采取的是一致性决策方式，由底层人员提出建议，层层上报至最高管理人员，强调集体责任。
而美国则崇尚个人主义，强调信任和民主。
所以日本的决策方式不适用于美国。
二、案例分析---星巴克1.星巴克为何如此成功？答：（1）以消费者为导向，强调员工之间的相互尊重，欣赏多元化的工作氛围；星巴克一个主要的竞争战略就是在咖啡店中同客户进行交流，特别重要的是咖啡生同客户之间的沟通。
（2）积极扩展国际市场：咖啡是西方的，星巴克是美国的，而星巴克的咖啡文化却是全世界的——这正是星巴克在全球化过程中巧妙运用本土化策略的结果。
（3）社会责任意识强：积极参加社区慈善活动，将责任意识应用到采购业务中。
2. 星巴克在多大程度上与咖啡馆不同？答：（1）在超过26000家的食品杂货店中蕴藏着比星巴克零售连锁店和特种销售渠道更加广阔的市场。
充分利用这个渠道可以为公司带来几百万的消费者，除此之外，将产品打入超级市场还能够节省公司的运输费用、降低操作成本。
（2）采用品牌联盟迅速扩大品牌优势，在发展的过程中寻找能够提升自己品牌资产的战略伙伴，拓展销售渠道，与强势伙伴结盟，扩充营销网络。
barnes&noble 书店是同星巴克合作最为成功的公司之一。
2007年，星巴克和苹果公司达成了一项合作协议，在星巴克的连锁分店中安装相关终端设备，iPod音乐播放器用户和iPhone手机用户都能够在星巴克的连锁店中使用全新的iTunes在线音乐下载服务，将咖啡与音乐融为一体新服务形式开创了营销先河。
3. 星巴克公司是如何吸引那些不喝咖啡的顾客？答：进入星巴克，你会感受到空中回旋的音乐在荡你的心魄。
店内经常播放一些爵士乐、美国乡村音乐以及钢琴独奏等。
这些正好迎合了那些时尚、新潮、追求前卫的白领阶层。
他们天天面临着强大的生存压力，十分需要精神安慰，这时刻的音乐正好起到了这种作用，让你在消费一种文化中，催醒你内心某种也许已经消失的怀旧情感。
从2002年起，星巴克在北美和欧洲1200家连锁店里推出高速无线上网服务，携带便携式电脑或个人数字助理（PDA）的顾客可以一边惬意地喝着咖啡，一边在店里上网浏览页面、收发电子邮件以及下载信息。
4. 星巴克在未来会面临哪些挑战？答：来自外部的竞争开始向星巴克逼近。
麦当劳推出的“麦咖啡”，并展开了针对星巴克的市场竞争。
唐恩都乐（Dunkin' Donuts）也正在不断地扩张，其它独立的咖啡店也逐渐成为一种威胁。
第四章计划精要和目标管理一、讨论题1.“计划往前看，控制往后看。
”你如何评论？答：这种说法是错误的。
计划包括确定使命和目标以及完成使命和目标的行动；需要制定决策，从各种可供选择的方案中确定行动步；因此，计划为实现预先确定的目标提供一种理性方法，是对实现目标的途径作出具体安排的一项活动。
控制是将结果和计划进行比较，衡量计划完成的进度和效果，发现存在的重要差异，并采取必要的纠正行动；计划和控制是不可分割的；控制包括前馈控制，同期控制和反馈控制，前馈控制是人们最希望采取的控制类型，它能避免预期出现的问题，它发生在实际工作开始之前，它需要即使和准确的信息。
所以不能单纯说计划向前看，控制向后看。
3.找一家你认识的组织，确定它的宗旨和使命，即使并非是这家企业正式表述的也没关系。
答：在90年代以前，惠普的企业宗旨是设计、制造、销售和支持高精密电子产品系统，以收集、计算、分析资料、提供信息、帮助决策、提高个人和企业的效能。
90年代后，创造信息产品，以便加速人类知识的进步，并且从本质上改变个人和组织的效能，公司把它作为自己发展的“引擎”。
5.有人对制定长期目标表示异议，因为他们认为不可能知道未来会发生什么。
这是一种可取的态度吗？为什么？答：这种态度是不可取的。
长期目标往往是战略性的，它规定组织长时期的目标及实现目标的战略性计划，它体现了组织在较长时间的发展方向和方针，规定了组织各个部门在较长时间内从事某种活动应达到的目标和要求，绘制了组织长期发展的蓝图。
长期目标是公司的一种长期的奋斗方向，特别是处于全球化竞争和市场机制的动态环境下，更应该有长期的目标。
7.你的五个最重要的个人目标是什么？它们是长期的还是短期的？这些目标是否可以考核？答：短期目标：（1）今年12月份通过CET-6等级考试。
----通过与否，可考核。
（2）本学期的各科课程都能达到良好。
----通过分数，可以考核出层次等级。
长期目标：（3）圆满完成毕业论文，达到优秀。