罗宾斯管理学课后习题(英文版)--Chapter 5 Quiz
罗宾斯《管理学》课后习题详解(附英文参考答案)(运营及价值链管理)【圣才出品】
第19章运营及价值链管理19.1 中文答案详解一、思考题1．你是否认为制造商或服务组织更需要经营管理？请说明理由。
答：经营管理是包括战略管理、作业管理、价值链管理、营销管理、财务管理和人力资源管理等一系列活动在内的管理活动。
制造商与服务组织的特性决定了经营管理对其的重要性。
（1）制造商制造商是指制造有形产品的组织，例如诺基亚、摩托罗拉、爱立信等手机制造商；三菱、丰田、福特等汽车制造商。
对于制造商来说，运营管理尤其重要。
因为制造企业创造价值的活动大部分在产品生产的运营过程中进行的，企业能否取得成功，很大一部分取决于其运营系统是否先进，运营系统的构成如图表19-1所示。
图表19-1 运营系统对于制造企业来说其中心活动就在于中间的转换过程，从泰勒的科学管理到福特的大量生产方式，再到丰田的JIT（准时制生产）和美国的LP（精益生产），其管理方式研究核心都在于运营管理，目的在于提高运营效率。
现代管理科学研究的新成果都是制造商在对运营管理研究的基础上发展起来的，例如，“5S”活动、现场管理、看板管理、定置管理、物料需求计划（MRP）、敏捷制造、柔性制造系统等等。
能否采取先进的运营管理方式是制造商能否取得成功的关键。
（2）服务组织与制造类型的企业有所不同，服务的生产和消费有它自身的特性：①无形性。
指服务不具有有形的、可以看得见、接触到的外表或形状；②差异性。
服务的组成部分和质量水平很容易随不同的人、时间、地点而变化，不易稳定和统一；③不可分离性。
服务消费者直接参与服务的生产过程，生产过程与消费过程合二为一；④不可储存性。
服务无法像有形产品那样贮存起来以备将来使用或销售；⑤而且在服务的生产和消费过程中一般还不涉及任何物品的所有权转移。
例如，医院提供的医疗和健康护理服务可以帮助人们处理他们个人的健康问题；航空公司提供的运输服务可以使人们从一个地方到达另一个地方；游船线路提供度假和娱乐服务；军队提供防卫能力；诸如此类。
罗宾斯管理学英文第九版课件 chapter5
Exhibit 5–2 Arguments For and Against Social Responsibility
• For
Public expectations Long-run profits Ethical obligation Public image Better environment Discouragement of further governmental regulation Balance of responsibility and power Stockholder interests Possession of resources Superiority of prevention over cure
© 2007 Prentice Hall, Inc. All rights reserved.
Does Social Responsibility Pay?
• Studies appear to show a positive relationship between social involvement and the economic performance of firms.
Social Responsiveness Pragmatic Means Responses Medium and short term
Source: Adapted from S.L. Wartick and P.L. Cochran, ―The Evolution of the Corporate Social Performance Model,‖ Academy of Management Review, October 1985, p. 766.
（完整版）罗宾斯《管理学》内容概要,中英文对照
（完整版）罗宾斯《管理学》内容概要,中英文对照罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。
管理者在不同的组织中进行着不同的工作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。
罗宾斯《管理学》第五章笔记：社会责任与管理道德
罗宾斯《管理学》第五章笔记：社会责任与管理道德第五章社会责任与管理道德学习目的：1.阐述社会责任的古典观和社会经济观2.列举赞成和反对企业承担社会责任的论点3.区分社会责任与社会响应4.阐述公司的社会责任和经济效益间的联系5.定义利害攸关者并描述他们在社会责任中扮演的角色6.定义道德7.区分三种道德观8.识别影响道德行为的因素9.描述道德发展的阶段10.讨论组织能够改善雇员道德行为的各种途径第一节什么是社会责任一．两种相反的观点1.古典观【classical view】1)含义：一种认为管理者的责任只是利润最大化的观点2)支持者：弗里德曼3)观点：管理者是职业经理，是雇员，他们的主要责任是让股东获利。
如果支付社会行为，那么股东、雇员、消费者和企业总有其中之一受损。
2.社会经济观【socieconomic view】：1）含义：认为管理的社会责任不仅包括创造利润，而且包括保护和改善社会福利的观点2）观点：古典观主要缺陷在于他们他们的时间框架，管理者应该关心长期的资本收益最大化。
他们必须承担社会义务以及由此产生的成本。
他们必须以不污染、不歧视、不从事欺骗性的广告宣传等方式来保护社会福利，他们必须从事社区的慈善事业。
古典观只触及了现实的表面，现代企业不再仅仅是经济机构了。
二．赞成和反对社会责任的争论1.赞成的论据：1）公众期望2）长期利润3）道德义务4）公众形象5）更好的氛围（吸引并留住雇员）6）减少政府调节7）责任与权力的平衡8）股东利益（长期）9）资源占有（有能力）10）预防社会弊端的优越性2.反对的论据：1）违反利润最大化原则2）淡化使命（生产率）3）成本4）权力过大5）缺乏技能（经济导向的商人不胜任处理社会问题）6）缺乏明确规定的责任7）缺乏大众支持三．从义务到响应1.社会责任【social responsibility】：一个企业超出法律和经济要求，追求对社会有利的长期目标的任务2.社会义务【social obligation】：一个企业满足其经济和法律责任的义务3.社会响应【social responsiveness】：一个企业适应社会条件变化的能力4.社会责任与社会响应第二节社会责任和经济绩效一．许多关于此问题研究的局限：通过分析年度报表内容，引证公司文档中有关社会行动的描述，或者用公众感觉的“声誉”指数来确认企业的社会绩效。
罗宾斯《管理学》课后习题答案
罗宾斯《管理学》课后习题答案第Ⅰ篇绪论第一章管理与组织导论一、谁是管理者1.管理者在哪些方面不同于非管理人员？答：协调其他人的工作——区分了管理岗位与非管理岗位。
2.说明为什么并不总能很容易地确定谁是组织中的管理员。
答：组织以及工作正在变化的性质模糊了管理者与非管理雇员之间的界限，许多传统的职位现在都包括了管理性的活动，特别是在团队中（团队成员通常要制定计划、决策以及监督自己的绩效），非管理雇员也承担着过去是管理者的一部分职责。
补充：⑴管理者：管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织的目标。
3.对比三种不同的管理层次。
答：①基层管理者是最低层的管理人员，他们管理着非管理雇员所从事的工作，这些工作生产和提供组织的产品。
②中层管理者包括所有处于基层和高层之间的各个管理层次的管理者，这些管理者管理着基层管理者。
③高层管理者处于或接近组织顶层，他们承担着制定广泛的组织决策、为整个组织制定计划和目标的责任。
注：并不是所有的组织都具有金字塔形的组织结构，但都需要某个人来扮演管理者的角色，即需要有人来协调工作和活动，以便能够同别人一起或者通过别人来实现组织的目标。
二、什么是管理补充：⑴管理：定义为一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。
要点：①过程代表了一系列进行中的有管理者参与的职能或活动，这些职能一般划分为计划、组织、领导和控制。
②协调其他人的工作——区分了管理岗位与非管理岗位。
③有效率和有效果地完成组织的工作活动。
4.如何理解管理是一个过程。
答：上面要点①。
5.定义效率和效果。
答：①效率是指以尽可能少的投入获得尽可能多的产出。
通常指的是“正确地做事”，即不浪费资源。
②效果通常是指“做正确的事”，即所从事的工作和活动有助于组织达到其目标。
③可见，效率是关于做事的方式；效果是指实现组织目标的程度，涉及事情的结果。
6.解释效率和效果对管理的重要性。
罗宾斯管理学课后习题(英文版)--Chapter 4 Quiz
Chapter 4 QuizThis activity contains 40 questions.1．A car company that improves their engines so their cars get higher than the legally required minimum standard for miles per gallon is practicing:A. social responsivenessB. social obligationC. the classical viewD. issue intensityE. social responsibility2．A company improving air pollution standards at their firm to meet the minimum levels required by law is practicing:proactive approachaccommodative approachobstructionist approachclassical approachdefensive approach3．Which of the following is an argument for social responsibility?dilution of purposeviolation of profit maximizationlack of accountabilitytoo much powerpublic expectations4．A major argument against social responsibility suggests that there are no direct lines of social accountability from the business sector to the public.TrueFalse5．A major argument against social responsibility suggests that business people lack the necessary skills to address social issues.TrueFalse6．A major argument against social responsibility suggests that by allowing business to pursue social goals, it would decrease the power of business. TrueFalse7.A manager who makes decisions to promote workers based on merit because she believes this is fair to everyone accepts the_______________ view of ethics.code of ethicsintegrativetheory of justiceutilitarianrights8. A manager who requires all employees to wear safety glasses even though they don't like wearing them because he believes this policy will make the workplace safer for everyone and will protect the company from a lawsuit, believes in the _______________ view on ethics.utilitarianintegrativerightstheory of justicecode of ethics9. A manager who sets a policy that allows a worker to challenge the fairness of promotion policies because she wants to make sure that individual's rights are protected subscribes to the _______________ view on ethics.code of ethicsintegrativetheory of justiceutilitarianrights10. A way to improve ethical behaviour that allows a manager to learn about an individual's level of moral development, personal values, etc., is: having a written corporate code of ethicssetting job goals for employeesprovide ethical trainingthe selection process for hiring new employees.the examples of top management's leadership11. According to the rights views of ethics, decisions are made on the basis of outcomes or consequences.TrueFalse12. An approach to management in which managers establish and uphold shared organizational values is called:values-based managementstakeholder managementissue intensity managementgreen managementsocial responsiveness13. An organization's formal rules, regulations and performance appraisal systems are all part of an organization's ______ which impact ethical behavior.cultureego strengthstructural variableslocus of controlvalues14. At the conventional level of moral development, individuals make decisions based on ethical principlesTrueFalse15. At the preconventional level of moral development, individuals make decisions based on their own personal consequences.TrueFalse16. Closing a plant that puts 500 people out of work versus closing a plant that puts 50 people out of work illustrates the _______________ characteristic of issue intensity.proximity to the victimimmediacy of consequencesgreatness of harmconsensus of evilprobability of harm17. Friedman, an advocate of the classical view of social responsibility, contends that shareholders have only two concerns: financial return and legal compliance.TrueFalse18. If a company was selling unsafe, high tar cigarettes to third world countries, a manager with an external locus of control would be likely to: not say what he thinks, but informally suggest that the company should stop selling the cigarettessay he believes that the cigarettes are unsafe and the company should not sell them, but do nothing to encourage the company to stop the practicecall the local paper anonymouslysay he believes that since the cigarettes are unsafe, the company should not sell them, and then actively campaign to persuade the company to stop selling the cigarettesnot act to change the company practice even if he believes the cigarettes are unsafe19. If a company was selling unsafe, high tar cigarettes to third world countries, a manager with high ego strength would be likely to:say he believes that since the cigarettes are unsafe, the company should not sell them, and then actively campaign to persuade the company to stop selling the cigarettescompany to stop selling the cigarettesnot say what he thinks, but informally suggest that the company stop selling the cigarettes ignore the issue to protect his position with the companysay he believes that the cigarettes are unsafe and the company should not sell them, but does nothing to encourage the company to stop the practice20. Managers who demonstrate a strong commitment to social responsibility are ______________.accommodativeobstructionistproactivedefensiveclassicists21. Layoffs in your own plant versus layoffs you hear about in a far away province illustrate the _______________ characteristic of issue intensity. greatness of harmprobability of harmproximity to the victimconcentration of effectimmediacy of consequences22. Managers develop shared values for a variety of purposes including: developing employee aspirationsinfluencing marketing effortsimproving productivity and qualityinformation for performance appraisalsreducing costs23. Mangers need to assure employees who raise ethical concerns (whistle blowers) that they will face no personal career risks.TrueFalse24. One argument supporting social responsibility suggests that business can create a favorable public image by pursuing social goals.TrueFalse25. Reducing retirement benefits of current retirees versus reducing retirement benefits of current employees between the ages of 40 and 50 is an example of the _______________ characteristic of issue intensity. immediacy of consequencesprobability of harmproximity to the victimgreatness of harmconcentration of effect26. The socio economic view says that management's social responsibility goes beyond making profits.TrueFalse27. Social responsibility does not require business to determine what is right or wrong, only be guided by social norms.TrueFalse28. The majority of studies show a positive relationship between social involvement and economic performance.TrueFalse29. The belief that the primary interest of managers should be protecting the interests of their stockholders by maximizing profits is an example of: values-based managementcause-related marketingissue intensitythe socioeconomic viewthe classical view30. The classical view of social responsibility is a purely economic view. TrueFalse31. The classical view of social responsibility states that a manager's social responsibility goes beyond making a profit.TrueFalse32. The most outspoken advocate of the classical view of social responsibility is Milton Friedman.TrueFalse33. The utilitarian view of ethics is inconsistent with goals such as: respecting individual libertieslayoffsoutcomesconsequencesbest interests of stockholders34. The content and strength of an organization's culture influences_______________.ethical behaviourstructural variablesrisk tolerancereward allocationlocus of control35. If a Canadian company decides to base wage rates in a new factory in Ciudad Juarez on the existing rate in Ciudad Juarez, which view of ethics would it be using?theory of justiceintegrativerightsutilitarianclassical36. Most company's core values include:trainingbargaining regulationsethics and integritystructural variablesequitable benefits37. Independent social audits which evaluate decisions and practices in terms of the organization's __________ increase the likelihood of detection, a deterrent to unethical behaviour.employee selectionperformance appraisalcultureleadershipcode of ethics38. When corporations believe they have a social responsibility to the larger society they are reflecting:issue intensitythe socioeconomic viewcause-related marketingthe classical viewsocial obligation39. Long run profits and ethical obligations are two arguments for__________.managerial ethicsthe classical viewsocial responsibilitymoral developmentshared values40. You would not open someone's purse and steal money, but you might take home small office supplies without thinking about the ethical implications. This dichotomy is an example of _____ on ethical behavior. ego strengththe influence of integrative social contractsstructural variablesissue intensitythe locus of control。
罗宾斯,管理学,常考题目和答案
1.In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.a. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time needed to manufacture products, and lowering product reject rates. From this perspective,eff iciency is often referred to as “doing things right”—that is, not wasting resources.b. Effectiveness is often described as “doing the right things”—that is, those work activities that will help the organization reach its goals. For instance, at the Beiersdorf factory, goals included open communication between managers and employees and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.2．In a short essay, list an explain the four basic functions of management.Answer(pg11): Planning:mangement founction that involves defining goals,estabiashing strategies for achieving those goals and developing plans to integrate and coordinate activities.Organising:management founction that involves determining what tasks are to be done, who is to do them,how the tasks are to be grouped, who reports to whom and where decisions are to be made.Leading:management founction that involves motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels or dealing in any way with employee behaviour issues.Controlling:management founction that involves monitoring actual to standard and takingaction if necessary.3．In a short essay, explain the four approaches that organisations can take with respect to environmental issues.The first approach simply is doing what is required legally: the legal approach. Under this approach, organizations exhibit little environmental sensitivity. They obey laws, rules, and regulations willingly and without legal challenge, and they may even try to use the law to their own advantage, but that’s the ext ent of their being green. This approach is a good illustration of social obligation: These organizations simply are following their legal obligations of pollution prevention and environmental protection. As an organization becomes more aware of and sensitive to environmental issues, it may adopt the market approach. In this approach, organizations respond to the environmental preferences of their customers. Whatever customers demand in terms of environmentally friendly products will be what the organization provides. Under the next approach, the stakeholder approach, the organization chooses to respond to multiple demands made by stakeholders. Under the stakeholder approach, the green organization will work to meet the environmental demands of groups such as employees, suppliers, or the community. Both the market approach and the stakeholder approach are good illustrations of social responsiveness. Finally, if an organization pursues an activist approach, it looks for ways to respect and preserve the earth and its natural resources. The activist approach exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibility.4.List the factors that influence the strength of an organization’s culture and discuss the impact of a strong culture on employees.a.size of the organizationb.how long it has been aroundc.how much turnover there has been among employeesd.intensity with which the culture was originatede.clear to employees what is important and what is not importantpare and contrast the ideas social obligation an social responsiveness.The more employees accept the organization’s key values and the greater their commitment to those values, the stronger the culture is. Strong cultures have a greater influence on employees than do weak cultures and are associated with high organizational performance. Strong culture also enhances performances Explanation of this is that if values are clear and widely accepted, employees know what they’re supposed to do and what’s expected of them so they can act quickly to take care of problems, thus preventing any potential performance decline.6.In a short essay, discuss the assumption of raionality and the validity of those assumption.AnswerA decision maker who was perfectly rational would be fully objective and logical. He or she would carefully define a problem and would have a clear and specific goal. Moreover, making decisions using rationality would consistently lead toward selecting the alternative that maximizes the likelihood of achieving that goal. The assumptions of rationality apply to any decision. Rational managerial decision making assumes that decisions are made in the best economic interests of the organization. That is, the decision maker is assumed to be ma ximizing the organization’s interests, not his or her own interests. Managerial decision making can follow rational assumptions if the following conditions are met: the manager is faced with a simple problem in which the goals are clear and the alternatives limited; the time pressures are minimal; the cost of seeking out and evaluating alternatives is low; the organizational culture supports innovation and risk taking; and outcomes are relatively concrete and measurable. However, most decisions that managers face in the real world don’t meet all of those tests.7.In a short essay, discuss bounded rationality and satisficing.AnswerDespite the limits to perfect rationality, managers are expected to follow a rational process when making decisions. However, certain aspects of the decision-making process are not realistic as managers make decisions. Instead, managers tend to operate under assumptions of bounded rationality; that is, they behave rationally within the parameters of a simplified decision-makingpr ocess that is limited by an individual’s ability to process information. Managers satisfice, rather than maximize, because they can’t possibly analyze all the information on all of the alternatives. That is, they accept solutions that are “good enough.” Th ey are being rational within the limits of their information-processing ability.8.In a short essay, list and discuss the three levels of strategy that a large organization must develop.Answera.Corporate strategy—this strategy seeks to determine what businesses a company should be in or wants to be in. Corporate strategy determines the direction that the organization is going and the roles that each business unit in the organization will plan in pursuing that direction.b.Business strategy—this strategy seeks to determine how an organization should compete in each of its businesses. For a small organization in only one line of business or the large organization that has not diversified into different products or markets, the business strategy typically over laps with the organization’s corporate strategy. For organizations with multiple businesses, however, each division will have its own strategy that defines the products or services it will offer and the customers it wants to reach.c.Functional strategy—this strategy seeks to determine how to support the business strategy. For organizations that have traditional functional departments such as manufacturing, marketing, human resources, research and development, and finance, these strategies need to support the business strategy.9.In a short essay, list the tree traditional organizational designs. Describe the characteristics that are commonly associated with each. (P309)10.In a short essay, discuss the concept of competitive advantage. Include specific examples of companies and their respective competitive advantages to support your answer.AnswerCompetitive advantage is what sets an organization apart, that is, its distinctive edge. That distinctive edge comes from the organization’s core competencies, which might be in the form of organizational capabilities—the organization does something that others cannot do or does it better than others can do it. For example, Dell has developed a competitive advantage based upon its ability to create a direct-selling ch annel that’s highly responsive to customers. Southwest Airlines has a competitive advantage because it is skilled in giving passengers what they want—quick, convenient, and fun service. Or those core competencies that lead to competitive advantage also can come from organizational assets or resources—the organization has something that its competitors do not have. For instance, Wal-Mart’s state-of-the-art information systems allows it to monitor and control inventories and supplier relations more efficiently than its competitors, which Wal-Mart has turned into a price advantage.11.In a short essay, define management by objectives (MBO) and list four elements of this type of goal setting. What are some problems associated with this approach?AnswerManagement by objectives (MBO) is a management system in which specific performance goals are jointly determined by employees and their managers, progress toward accomplishingthese goals is periodically reviewed, and rewards are allocated on the basis of this progress. Rather than using goals only as controls, MBO uses them to motivate employees as well. Management by objectives consists of four elements: goal specificity, participative decision making, an explicit time period, and performance feedback. Its appeal lies in its focus on employees working to accomplish goals they have had a hand in determining. One problem is that MBO may not be as effective in times of dynamic environmental change. Under an MBO program, employees need some stability to work toward ac complishing the set goals. If new goals must be set every few weeks, there’s no time for employees to work on accomplishing the goals and measuring that accomplishment. Another problem of MBO programs is that an overemphasis by an employee on accomplishing his or her goals without regard to others in the work unit can be counterproductive. A manager must work closely with all members of the work unit to assure that employees aren’t working atcross-purposes. Finally, if MBO is viewed simply as an annual exercise in filling out paperwork, employees won’t be motivated to accomplish the goals.12.In a short essay, list and discuss the five needs that are based on Maslow’s hierarchy of needs theory.Answera.Physiological needs: food, drink, shelter, sexual satisfaction, and other physical requirements.b.Safety needs: security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met.c.Social needs: affection, belongingness, acceptance, and friendship.d.Esteem needs: internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention.e.Self-actualization needs: growth, achieving one’s potential, and self-fulfillment; the drive to become what one is capable of becoming.1.In a short essay, explain the difference between a multinationalcorporation (MNC), a transnational corporation (TNC), and a borderless organization. Include examples of companies for each of the types of organizations discussed.Answera. Multinational corporation—these organizations—which maintain significant operations in multiple countries but are managed from a base in the home country—inaugurated the rapid growth in international trade. With its focus on control from the home country, the MNC is characteristic of the ethnocentric attitude. Some examples of companies that can be considered MNCs include Sony, Deutsche Bank AG, ExxonMobil, and Merrill Lynch. Although these companies have considerable global holdings, management decisions with company-wide implications are made from headquarters in the home country.b. Transnational corporation (TNC)—this company maintains significant operations in more than one country but decentralizes management to the local country. This type of organization doesn’t attempt to replicate its domestic successes by managing foreign operations from its home country. Instead, nationals typically are hired to run operations in each country, and marketing strategies for each country are tail ored to that country’s unique characteristics. This type of global organization reflects the polycentric attitude. For example, Switzerland-based Nestlé, the world’s largest food company, can be described as a transnational. With operations in almost every country on the globe, its managers match the company’s products to its consumers. In parts of Europe, Nestlé sells products that are not available in the United States or Latin America.c. Borderless organization—because of the increasingly global environment, many largewell-known companies are moving to more effectively globalize their management structure by eliminating structural divisions that impose artificial geographical barriers. The borderless organization approaches global business from a geocentric attitude. For example, IBM dropped its organizational structure based on country and reorganized into 14 industry groups. Borderless management is an attempt by organizations to increase efficiency and effectiveness in a competitive global marketplace.2.In a short essay, define organizational culture and discuss the three implications of culture as discussed in the textbook.AnswerOrganizational culture is a system of shared meaning and beliefs held by organizational members that determines, in large degree, how they act. It represents a common perception held by the organization’s members. In every organization, there are systems or patterns of values, symbols, rituals, myths, and practices that have evolved over time. These shared values determine, to a large degree, what employees see, and how they respond to their world. When confronted with problems or work issues, the organizational culture influences what employees can do and how they conceptualize, define, analyze, and resolve these issues.This definition of culture implies several things. First, culture is a perception. Individuals perceive the organizational culture on the basis of what they see, hear, or experience within the organization. Second, even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. That is the shared aspect of culture. Finally, organizational culture is a descriptive term. It’s concerned with how members perceive the organization, not with whether they like it. It describes rather than evaluates.3.In a short essay, list and briefly explain the steps, processes, and best practices managers typically utilize in the control process. Provide examples where appropriate.Answera.Measuring—the first step in the control process is measuring. Most jobs and activities can be expressed in tangible and measurable terms. However, managers frequently use a variety of sources of information to measure actual performance, such as personal observation, statistical reports, oral reports, and written reports. For most managers, using a combination of approaches increases both the number of input sources and the probability of getting reliable information.paring—the second step involves determining the degree of variation between actual performance and the prespecified standard. Some variation is to be expected. However, it is important for managers to determine the acceptable range of variation.c.Taking managerial action—managers can choose among three possible courses of action: do nothing, correct the actual performance, or revise the standards. Examples of corrective actions might include changing strategy, structure, compensation plans, training programs, redesigning jobs, or firing employees. Revising standards is an appropriate response if the variance was the result of unrealistic expectations. However, revising standards downwards can be troublesome when an employee or work unit fall short of reaching a goal. If they don’t meet the standard, their natural response is to attack the standard. If the manager believes the standard is fair, they should explain their position, reaffirm their desire for the employee or work unit to meet the standard, and then take necessary corrective action to turn that expectation into reality.4.In a short essay, list and discuss three of the main performance control tools used for monitoring and measuring organizational performance.Answera.Feedforward, concurrent, and feedback controls—the most desirable type of control—feedforward control—prevents anticipated problems since it takes place before the actual activity. Concurrent control, as its name implies, takes place while an activity is in progress. The most popular type of control relies on feedback. In feedback control, the control takes place after the activity is done.b.Financial controls—one of the primary purposes of every business firm is to earn a profit. In pursuit of this objective, managers need financial controls. They might perform several financial ratio tests to ensure that sufficient cash is available to pay ongoing expenses, that debt levels haven’t become too high, or that assets are being used productively. Or, they might look at some newer financial control tool s such as Market Value Added (MVA) to see if the company’s market value is greater than the capital invested in it.rmation controls—information can be critical to monitoring and measuring an organization’s performance. Managers need the right informat ion at the right time and in the right amount. Inaccurate, incomplete, excessive, or delayed information will seriously impede performance.d.Balanced scorecard—this is a performance measurement that was introduced as a way to evaluate organizational performance from more than just the financial perspective. The balanced scorecard is a performance measurement tool that looks at four areas—financial, customer, internal processes, and people/innovation/growth assets—that contribute to a company’s performance. According to this approach, managers should develop goals in each of the four areas and measure to determine if these goals are being met.e.Benchmarking of best practices—benchmarking is the search for the best practices among competitors or noncompetitors that lead to their superior performance. At its most fundamental level, benchmarking means learning from others. As a tool for monitoring and measuring organizational performance, benchmarking can be used to help identify specific performance gaps and potential areas for improvement.。
罗宾斯管理学英文版05章
A general conclusion is that a firm’s social actions do not harm its long-term performance.
Follow this Learning Outline as you read and study this chapter.
What is Social Responsibility
Contrast the classical and socioeconomic views of social responsibility. Discuss the role that stakeholders play in the four stages of social responsibility. List and explain the arguments for and against social responsibility. Differentiate between social obligation, social responsiveness, and social responsibility.
Values-Based Management
Define values-based management. Discuss what purposes shared values serve. List some of the core values held by U.S. companies. Describe the relation of values-base management to ethics.
Social Responsibility and Economic Performance
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Chapter 5 QuizThis activity contains 40 questions.1.Implementation is merely conveying the decision to those affected. TrueFalse2. __________ is/are necessary to initiate the decision process to eliminate discrepancies; otherwise, the problem can be put off.A. PressureB. CriteriaC. StandardD. WeightE. Alternatives3. A manager chooses among three alternatives for advertising (billboards, radio, and newspapers) based on research indicating success in sales for the three alternatives. This is a decision under:A. conditions of certaintyB. goal orientationC. conditions of uncertaintyD. constant preferencesE. conditions of risk4. A manager has no idea what alternatives are available for new computer support systems and does not know how she can determine this information. This is a decision under:A. constant preferencesB. conditions of uncertaintyC. conditions of certaintyD. conditions of riskE. clear preferences5. A manager who determines that cost, speed, and enlarging capability are relevant to his decision to purchase a new photocopy machine is an example of the _______________ phase of the decision-making process.A. identifying the problemB. identifying decision criteriaC. formulating a problemD. allocating weights to the criteriaE. developing alternatives6. A manager with a degree of tolerance for ambiguity, but who want lots of information and considers many alternatives before deciding, is exhibiting a/an ____ style of decision making.A. analyticB. behaviouralC. problem seekingD. conceptualE. Directive7.A problem is a discrepancy between an existing and desired state of affairs.TrueFalse8. Many organizational situations involve ___________, that are new and unusual.A. satisficing decisionsB. groupthinkC. non-structured problemsD. non-routine decisionsE. non-programmed decisions9. Behavioural style decision makers:A. have a low tolerance for ambiguity, are very rational and efficient in their decision stylesB. want information, tolerate ambiguity, and are careful decision makersC. work well with others, are concerned about the achievement of others, and often use meetings to make decisions while trying to avoid conflictD. take a broad outlook, examine many different alternatives, and focus on the long runE. have a high tolerance for ambiguity and an intuitive way of thinking10. Bill and Bob are brainstorming possible solutions to a staffing problem. They are writing their ideas down without assessing their practicality or ability. Bill and Bob are at what stage in the decision-making process?A. developing alternativesB. setting decision criteriaC. choosing an alternative solutionD. allocating weights to the criteriaE. analyzing alternatives11. Bounded rationality is:A. behaviour that is rational but limited by an individual's ability to process informationB. the withholding by group members of different views in order to appear in agreementC. conveying a decision to those affected and getting their commitment to itD. an explicit statement that tells managers what they ought or ought not to doE. an unconscious process of making decisions12. Decision making is a simple act of choosing among alternatives.TrueFalse13.Decision making is important for only two management functions: planning and leading.TrueFalse14. Decision making is synonymous with managing.TrueFalse15. Decision making is:A. a set of seven stepsB. a comprehensive processC. highly overstated in importance.D. simply choosing among alternativesE. only discussed with reference to individuals16. Decisions that are routine are called:A. standard decisionsB. non-programmed decisionsC. well-structured problemsD. programmed decisionsE. ill-structured problems17. Each alternative in the decision-making process is evaluated by appraising it against the criteria.TrueFalse18.Evaluating the decision may cause managers to return to an earlier step in the decision process.TrueFalse19.Programmed decisions mean that the manager doesn't have to go through an involved decision process.TrueFalse20. Managers must determine what is relevant when making a decision. TrueFalse21. Mary can repair a saw at Quality Production Inc. in two hours while it takes Mike five hours to make repairs. Assuming that both workers are present, the manager will always choose Mary to make repairs to the saws. This is a decision under:A. problem clarityB. conditions of riskC. conditions of certaintyD. conditions of uncertaintyE. no cost constraints22. Most decisions that managers face meet all the tests of rationality. TrueFalse23. Not every decision maker possesses criteria that guide his or her decision.TrueFalse24. One manager's "problem" may be another manager's satisfactory state of affairs.TrueFalse25. One survey in your text revealed that almost __________ of managers emphasized "gut feeling" over cognitive problem solving and decision making.A. one-tenthB. two-thirdsC. halfD. one quarterE. one-third26. People with a low tolerance for ambiguity, but who are logical and efficient have a/an _________ decision-making style:A. analyticB. creativeC. behaviouralD. conceptualE. directive27. Policies, procedures, and rules are developed to help managers deal with:A. bounded rationalityB. non-programmed decisionsC. structured problemsD. satisficingE. groupthink28. Problem identification is a relatively simple and insignificant step in the decision making process.TrueFalse29. Some discrepancies may not be considered problems because there is no pressure to take action to correct the situation.TrueFalse30. The control mechanism in the decision-making process is:A. in the selection of alternativesB. when you evaluate the decision's effectivenessC. at the time of setting criteria weightsD. when you identify the problemE. in the implementation stage of decision making31. The decision-making process is designed for individual decision making rather than group decision making.TrueFalse32. Escalation of commitment describes increasing commitment to a decision in view of evidence it might be _________.A. wrongB. intuitiveC. wiseD. hastyE. correct33. The manager of a retail clothing store just found out that some "name brand" merchandise was brought into the Canada illegally. This is an example of:A. an unstructured problemB. A programmed decisionC. a procedureD. a structured problemE. satisficing34. The question: How many employees should I have report directly to me? is related to the __________ management function.A. motivatingB. organizingC. planningD. leadingE. controlling35. Accepting decisions that are "good enough" isA. analyzingB. acceptingC. evaluatingD. intuitiveE. satisficing36. Allocating weights to criteria is part of the ________ process.A. pay off matrixB. decision makingC. evaluationD. alternative analysisE. regret matrix37. The following are examples of _____________in decision making: overconfidence, selective perception, hindsightA. intuitionB. representationC. heuristicsD. rules of thumbE. biases and error38. When facing a situation of uncertainty, the decision-maker has:A. some certainty, with limited probability estimatesB. little certainty but some probability estimatesC. good certainty, but no probability estimatesD. neither certainty, nor probability estimatesE. A fair amount of certainty, but no probability estimates39. Effective decision makers _____________A. rely on rules of thumbB. are analyticalC. are quick thinkingD. are well likedE. practice the five whys40. Which of the following statements is one of the assumptions of rationality:A. Preferences are constant and inconsistent.B. A single set of well-defined goals is to be achieved.C. Time and cost constraints exist.D. Options are clear.E. The problem is clear and unambiguous.。