罗宾斯.管理学第九版习题.doc

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管理学,罗宾斯,9版,英文Robbins_fom9_09

• Explain the role that attitudes play in job performance.
• Describe different personalight © 2015 Pearson Education, Inc.
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Learning Outcomes (cont.)
9Chapter Foundations of Individual Behavior
Copyright © 2015 Pearson Education, Inc.
9-1
Learning Outcomes
• Identify the focus and goals of organizational behavior (OB).
Copyright © 2015 Pearson Education, Inc.
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Emotional Intelligence
Five dimensions: • Self-awareness • Self-management • Self-motivation • Empathy • Social skills
9-11
Personality Theories
Personality: A unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
Copyright © 2015 Pearson Education, Inc.
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9.2 Explain the role that attitudes play in job performance.

罗宾斯《管理学》第九版

第一章管理与组织导论一、谁是管理者管理者是组织中这样的成员，他告诉别人该做什么以及怎么样去做。

管理者（manager）是这样的人，他们通过协调和监督其他人的活动达到组织目的。

管理者通常分为基层管理者、中层管理者和高层管理者。

二、什么是管理管理（management）通过协调和监督他人的活动，有效果和有效率地完成工作。

效率（efficiency）是指以尽可能少的投入获得尽可能多的产出。

效果通常指的是“正确地做事”，即不浪费资源。

,效果（effectiveness）通常指“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。

在成功的组织中高效率和高效果是相辅相成的。

三、管理者做什么1、管理职能（亨利.法尔约）。

2、管理角色（亨利.明茨伯格）。

3、管理技能（罗伯特.卡茨）。

技术技能：熟练完成特定工作所需要的特定领域的知识和技术。

人际技能：包括与单独的个人或群体中的其他成员和睦相处的能力。

概念技能：管理者对抽象、复杂情况进行思考和概念化的技能。

四、什么是组织组织（organization）是对人员的一种精心安排，以实现某些特定的目的。

\组织的三个特征：明确的目的、人员、精细的结构。

现在的组织更倾向于依靠灵活的工作安排、雇员工作团队、开放的沟通系统和供应商联盟。

第二章管理的昨天和今天一、！二、管理的历史背景两个重大事件：1776年，亚当.斯密发表《国富论》主张组织和社会将从劳动分工或工作专业化中获得经济利益。

工业革命，机械力代替了人力。

三、科学管理（1911年泰罗发表《科学管理原理》）四、一般行政管理理论（亨利.法尔约）五、;六、权变理论权变理论强调这样一个事实，因为组织不同，面对的情境不同，所以可能要求不同的管理方式。

七、当前的趋势和问题全球化、道德、劳动力多元化、创业精神（对机会的追求、创新、增长）、在电子领域中进行管理、知识管理和学习型组织、质量管理（TQM）质量管理受到不断改进和响应顾客需求与期望的驱动。

罗宾斯管理学第九版笔记(严格修订版)

第一章管理与组织导论一、谁是管理者？（1）管理者的定义管理者是这样的人，他通过协调和监督他人的活动达到组织目标。

他的工作不是取得个人成就，而是帮助他人完成任务。

管理者的工作可能意味着协调一个部门的工作，也可能意味着监督几个单独的个人,还可能包含一个团队的活动.(2）组织中管理人员的等级层次管理人员按层次分为基层管理者，中层管理者,高层管理者.1)基层管理者是最底层的管理人员，他们管理着非管理雇员所从事的工作，即生产产品和提供服务.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)高层管理者是处于或接近组织顶层的管理人员，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.二、什么是管理？管理通过协调和监督他人的活动，有效率和有效果地完成工作。

管理活动强调效率和效果。

效率是指“正确地做事”，即不浪费资源,以尽可能少的投入获得尽可能多的产出;效果是指“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.效率注重过程，效果注重结果.因此，管理当局不能只是关注达到和实现组织目标，也就是关注效果，还要尽可能有效率地完成工作.三、管理者做什么？（1）管理的四个职能1）计划是指定义目标,制定战略以获取目标，以及制定计划和协调活动的过程。

2）组织是指安排工作以实现组织目标的职能。

它包括决定应该从事哪些任务，应该由谁来从事这些任务，这些任务怎么分类和归集，谁向谁报告，以及在哪一级作出决策的过程。

3）领导是指同别人一起或者通过别人去完成组织目标,包括激励下属，帮助解决群体冲突、影响工作中的个体或团队，选择最有效的沟通渠道等。

4）控制是指监控，比较，纠正。

为了保证达成目标和工作按照预定的轨道进展,管理者必须监控、评估工作绩效，实际的绩效必须与预先设定的目标进行比较，如果存在任何显著的偏差，管理当局的职责就是使工作绩效回到正常的工作轨道上来。

（2）明茨伯格的管理角色理论(09简述）管理角色是指特定的管理行为类型。

罗宾斯《管理学》第九版试题

罗宾斯《管理学》第九版试题罗宾斯《管理学》第九版试题Chapter 10 – Organizational Structure and DesignTrue/False QuestionsA MANAGER’S DILEMMA1. According to the boxed feature, ―A Manager’s Dilemma,‖ Nokia was once involved in industries rangingfrom paper to chemicals and rubber.True (moderate)2. According to the boxed feature, ―A Manager’s Dilemma,‖ Nokia has been competing in thetelecommunications industry since 1965.False (moderate)DEFINING ORGANIZATIONAL STRUCTURE3. Organizational design is the organization's formal framework by which job tasks are divided, grouped, and coordinated.False (difficult)4. The concept of work specialization can be traced back a couple of centuries to Adam Smith's discussion ofdivision of labor.True (moderate)5. The degree to which tasks in an organization are divided into separate jobs is division of labor.True (moderate)6. Historically, many organizations have grouped work actions by function departmentalization.True (moderate)7. Grouping jobs on the basis of product or customer flow istermed customer departmentalization.False (moderate)8. Geographic departmentalization has greatly increased in importance as a result of today’s competitivebusiness environmentFalse (moderate)9. A group of individuals who are experts in various specialties and who work together is a cross-functional team.True (moderate)10. Authority is the individual's capacity to influence decisions.False (difficult)11. Authority is synonymous with responsibility.False (easy)12. Responsibility is the rights inherent in a managerial position.False (easy)13. A manager's span of control refers to the number of subordinates who can be effectively and efficientlysupervised.True (moderate)14. The classical view of unity of command suggests that subordinates should have only one superior to whom they report.True (easy)15. The trend in recent years has been toward smaller spans of control.False (easy)16. When decisions tend to be made at lower levels in anorganization, the organization is said to bedecentralized.True (moderate)17. Decentralization describes the degree to which decision making is concentrated at a single point in theorganization.False (moderate)18. In the last 35 years, there has been a trend of organizations moving toward increased decentralization.True (easy)19. Appropriate organizational structure depends on four variables: the organization's strategy, size, technology, and degree of environmental uncertainty.True (difficult)20. Standardization refers to the degree to which jobs within the organization are standardized and the extent towhich employee behavior is guided by rules and procedures.False (moderate)ORGANIZATIONAL DESIGN DECISIONS21. An organic organization tends to be characterized by high specialization, extensive departmentalization,narrow spans of control, high formalization, a limited information network, and little participation indecision-making by low-level employees.False (moderate)22. An organic organization would likely be very flexible.True (moderate)23. Innovators need the efficiency, stability, and tight controls of the mechanistic structure.False (easy)24. The relationship between organizational size and structure tends to be linear.False (difficult)25. Joan Woodward attempted to view organizational structure from a technological perspective.True (moderate)26. Woodward demonstrated that organizational structures adapted to their technology.True (moderate)27. Woodward's findings support that there is "one best way" to organize a manufacturing firm.False (moderate)28. The strength of the functional structure is that it focuses on results.False (moderate) it is the strength of divisional structure.\\\\\\\29. According to the text, a functional structure creates strategic business units.False (moderate)COMMON ORGANIZATIONAL DESIGNS30. Project structures tend to be rigid and inflexible organizational designs.False (easy)Multiple ChoiceA MANAGER’S DILEMMA31. Accordi ng to t he company profile in ―A Manager’s Dilemma,‖ the organizational structure of Nokia is best described as ______________.a. mechanisticb. organic (moderate)c. centralizedd. formalized32. The factor contributing the most to Nokia’s success in the mobile phone industry according to the company profile in ―A Manager’s Dilemma‖ is ______________.a. new product development (moderate)b. government subsidiesc. national trade barriersd. weak competition33. ______________ is the process of creating an organization's structure.a. Human resource managementb. Leadingc. Organizing (moderate)d. Planninge. DepartmentalizationDEFINING ORGANIZATIONAL STRUCTURE34. According to the text, a(n) ______________ is the formal framework by which job tasks are divided,grouped, and coordinated.a. mission statementb. environmental scanc. internal resource analysisd. organizational structure (moderate)35. Which of the following is not one of the six key elements in organizational design?a. work specializationb. departmentalizationc. chain of commandd. bureaucratic design (difficult)e. span of control36. Work specialization is also known as ______________.a. departmentalization.b. centralization.c. span of control.d. formalization.e. division of labor. (easy)37. The term ______________ is used to describe the degree to which tasks in an organization are divided intoseparate jobs.a. work ethicsb. managerial capitalismc. social responsibilityd. work specialization (moderate)38. When did the idea of enlarging, rather than narrowing, job scope begin?a. 1950sb. 1960s (moderate)c. 1970sd. 1980se. 1990s39. Which of the following is not an example of the classical viewof division of labor?a. assembly-line productionb. Burger Kingc. Taco Belld. TQM (moderate)e. Kentucky Fried Chicken40. ______________ is the basis on which jobs are grouped inorderto accomplish organizational goals.a. Departmentalization (moderate)b. Centralizationc. Formalizationd. Coordinatione. Efficiency41. A local manufacturing organization has groups of employees whoare responsible for sales, marketing,accounting, human resources, etc. These are examples of what concept?a. authorityb. chain of commandc. empowermentd. departmentalization (moderate)e. social grouping42. Grouping sporting equipment in one area, men's clothing in another area, and cosmetics in a third area, is anexample of what kind departmentalization?a. customerb. product (easy)c. geographicd. processe. outcome43. Sales responsibilities divided into the southwest, midwest, southern, northern, and western regions would bean example of ______________ departmentalization.a. productb. geographic (easy)c. processd. outcomee. customer44. Grouping activities on the basis of customer flow is______________.a. functional departmentalization.b. product departmentalization.c. geographical departmentalization.d. process departmentalization. (moderate)e. technological departmentalization.45. What type of departmentalization expects that each department will specialize in one specific phase of the process or product production?a. productb. geographicc. process (easy)d. outcomee. customer46. What kind of departmentalization would be in place in a government organization where different publicservice responsibilities are divided into activities for employers, children, and the disabled?a. productb. geographicc. processd. outcomee. customer (moderate)47. Which of the following is not a form of departmentalization suggested by your text?a. functional departmentalizationb. product departmentalizationc. geographical departmentalizationd. process departmentalizatione. technological departmentalization (difficult)48. Today's competitive business environment has greatly increasedthe importance of what type ofdepartmentalization?a. geographicb. customer (difficult)c. productd. processe. outcome49. According to the text, managers are using ______________, which are groups of individuals who areexperts in various specialties and who work together.a. specialized teamsb. cross-demanded teamsc. cross-functional teams (moderate)d. simple structured teams50. Which of the following is a contemporary addition to thehistorical view of departmentalization?a. increased rigidityb. cross-functional teams (moderate)c. enhanced centralizationd. elimination of product departmentalizatione. addition of sales departmentalization51. Bringing together the company's legal counsel, research engineer, and marketing specialist for a project isan example of a(n) ______________.a. empowered team.b. process departmentalization.c. product departmentalization.d. cross-functional team. (moderate)e. continuous improvement team.52. The ______________ is the continuous line of authority that extends from upper organizational levels to thelowest levels and clarifies who reports to whom.a. chain of demandb. chain of command (easy)c. demand hierarchyd. continuous design structure53. To whom a worker reports concerns which aspect of organizational structure?a. chain of command (moderate)b. departmentalizationc. pay structured. line of commande. authority framework54. ______________ entitles a manager to direct the work of a subordinate.a. Responsibilityb. Legitimate powerc. Rankd. Operating responsibilitye. Authority (moderate)55. ______________ is the obligation to perform assigned activities.a. Authorityb. Responsibility (easy)c. Chain of commandd. Unity of commande. Formalization56. The ______________ principle (one of Fayol’s 14 principles of management) helps preserve the concept ofa continuous line of authority.a. unity of demandb. unity of command (moderate)c. demand structured. continuous demand57. Span of control refers to which of the following concepts?a. how much power a manager has in the organizationb. the geographic dispersion of a manager's subunits ofresponsibilityc. how many subordinates a manager can effectively and efficiently supervise (moderate)d. the number of subordinates affected by a single managerial ordere. the amount of time it takes to pass information down through a manager's line of command58. Other things being equal, the wider or larger the span of control, the more ______________ theorganizational design.a. bureaucraticb. democraticc. effectived. efficient (difficult)e. classical59. Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have whateffect on organizations?a. reduced effectiveness (difficult)b. increased turnoverc. loss of managerial powerd. customer dissatisfactione. rigid chains of command60. An organization that spends money on maintaining a well-trained work force can expect which of thefollowing span-of-control outcomes?a. increased contempt for managementb. increased voluntary turnoverc. centralized authorityd. less direct supervision (moderate)e. increased need for managerial-level employees61. A high-tech manager who supervises the development of a new computer chip needs ______________compared to a manager who supervises the mailing of unemployment insurance checks at the localgovernment office.a. about the same span of controlb. a narrower span of control (difficult)c. a wider span of controld. a more informal span of controle. elimination of the span of control62. In general, span of control is ______________ for managers.a. increasing (easy)b. decreasingc. staying the samed. significantly decreasinge. no longer important63. ______________ describes the degree to which decision making is concentrated at a single point in theorganization.a. Decentralizationb. Centralization (moderate)c. Transnationalismd. Cross sectional analysis64. If lower-level employees provide input or are actually given the discretion to make decisions, theorganization is ______________.a. formalized.b. centralized.c. decentralized. (easy)d. mechanistic.e. organic.65. Recently, there has been a distinct trend toward ______________.a. smaller spans of control.b. decentralized decision-making. (moderate)c. decreased flexibility.d. emphasis on chain of command.e. mechanistic organizations.66. Which of the following factors WOULD NOT influence an organization to have a higher degree ofcentralization?a. Environment is stable.b. Company is geographically dispersed. (difficult)c. Company is large.d. Decisions are significant.e. Organization is facing a crisis.67. ______________ refers to the degree to which jobs within the organization are standardized and the extentto which employee behavior is guided by rules and procedures.a. Standardizationb. Centralizationc. Chain of commandd. Strategye. Formalization (moderate)68. All of the following factors indicate that a decentralized organization would be most effective EXCEPTwhen ______________.a. the environment is complex.b. decisions are relatively minor.c. the organization is facing a crisis. (difficult)d. the company is geographically dispersed.e. effective implementation of strategies depends on managers having involvement and flexibilityto make decisions.69. Which of the following factors describes an environment in whicha high degree of decentralization isdesired?a. Environment is complex, uncertain. (moderate)b. Lower-level managers do not want to have a say in decisions.c. Decisions are significant.d. Company is large.e. Organization is facing a crisis or the risk of company failure.70. The ______________ organizational structure is characterized by high specialization, extensivedepartmentalization, narrow spans of control and high formalization.a. mechanistic (easy)b. organicc. contingencyd. adhocracye. functional71. Which of the following is NOT a characteristic of a mechanistic organization?a. high specializationb. wide spans of control (moderate)c. high formalizationd. limited information networke. extensive departmentalization72. What type of organizational form follows classical principles such as unity of command?a. organicb. linearc. decentralizedd. mechanistic (moderate)e. adhocracyORGANIZATIONAL DESIGN DECISIONS73. Which of the following would likely be found in mechanistic organizations?a. wide span of controlb. empowered employeesc. decentralized responsibilityd. few rules and/or regulationse. standardized job specialties (difficult)74. All of the following are characteristics of an organic organization EXCEPT:a. narrow spans of control. (moderate)b. cross-hierarchical teams.c. free flow of information.d. low formalization.e. cross-functional teams.75. In the early years of Apple Computers, its desire for highly proficient and creative employees who operatedwith few work rules was an example of what type of organization?a. bureaucraticb. mechanisticc. volatiled. nouvellee. organic (difficult)。

罗宾斯《管理学》第九版题库13

Chapter 13 – Managing Change and InnovationTrue/False QuestionsWHAT IS CHANGE?1. Change is an organizational reality.True (easy)2. Organizational change can be alteration in people, structure, or technology.True (moderate)FORCES FOR CHANGE3. The marketplace is an external force of change.True (moderate)4. The change in demand for health care technicians is an example of an economic change.False (difficult)5. Economic changes are an internal force of change.False (moderate)6. Any manager can be a change agent.True (moderate)TWO VIEWS OF THE CHANGE PROCESS7. The "calm waters" approach to change would be consistent with Lewin's concept of unfreezing, changing,and refreezing.True (difficult)8. In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may lastfor unspecified lengths of time.True (moderate)MANAGING CHANGE9. Change threatens the investment you've already made in the status quo.True (easy)10. One reason people resist change is that is substitutes ambiguity for uncertainty.False (difficult)11. The manager's options for change essentially fall into three categories: structure, technology, and product.False (difficult)12. Computerization is a technological change that replaces people with machines.False (moderate)13. Probably the most visible technology changes in recent years have come through managers’ efforts toexpand corporate financing.False (moderate)14. Sensitivity training is a method of changing behavior through unstructured group interaction.True (easy)15. Organizational cultures tend to resist change.True (moderate)16. Techniques to change people and the quality of interpersonal work relationships are termed organizationaldevelopment.True (moderate)17. Cultural change is easier when the organizational culture is strong.False (easy)18. The first step in accomplishing organizational cultural change is to initiate a reorganization.False (moderate)CONTEMPORARY ISSUES IN MANAGING CHANGE19. Cooptation refers to covert attempts to influence.False (moderate)20. Manipulation is using direct threats.False (moderate)21. A major disadvantage of coercion is that it is frequently illegal.True (moderate)22. Negotiation refers to covert attempts to influence, twisting and distorting facts or withholding information.False (moderate)23. In cooptation, an organization seeks to "buy off" the leaders of a resistance group by giving them a key rolein the change decision.True (moderate)24. Never negotiate with employees as a means of overcoming resistance to change.False (moderate)25. The first step in changing organizational culture is to conduct a cultural analysis.True (easy)26. In process reengineering, a company drastically changes its structure, technology, and people by startingfrom scratch in reexamining the way the organization's work is done.True (moderate)27. Stress is a dynamic condition a person faces when confronted with an opportunity, constraint, or demandrelated to what he or she desires and for which the outcome is perceived to be both uncertain and important.True (moderate)28. In terms of organizational factors, any attempt to lower stress levels has to begin with employee selection.True (moderate)MANAGING WORKFORCE DIVERSITY29. The Paradox of Diversity is described as situations in which limitations are placed upon diverse individualsby strong organizational cultures.True (moderate)STIMULATING INNOVATION30. Creativity is the process of taking an idea and turning it into a useful product, service, or method ofoperation.False (difficult)Multiple ChoiceA MANAGER’S DILEMMA31. According to the company profile in “A Manager’s Dilemma,” whic h of the following branded productsdoes Panamerican Beverages, Inc sell in Latin America?a.Pepsib.Coca-Cola (moderate)c.Ocean Sprayd.Gatoradee.Evian32. According to the company profile in “A Manager’s Dilemma,” Francisco Sanchez-Loaeza, Panamco’sChairman a nd CEO, attributes all of the following organizational factors as important to the company’s success EXCEPT:a.centralized management philosophy (moderate)b.logistical expertisec.innovative merchandising strategiesd.excellent financial stewardshipe.decentralized management philosophyWHAT IS CHANGE?33. Being a manager, with no environmental uncertainty or threat of competitors' new products, would besimple without any ______________.a. government regulations.b. unions.c. diversity.d. cultural differences.e. change. (moderate)FORCES FOR CHANGE34. Which of the following is not an external force of change?a. marketplaceb. government laws and regulationsc. technologyd. economic changese. work force (moderate)35. The Americans With Disabilities Act is an example of which of the following forms of environmentalchange?a. internalb. technologyc. government laws and regulations (moderate)d. labor marketse. economic36. Changing human resource activities to attract and retain health care specialists due to increased needs forthose workers is an example of what kind of environmental change factor?a. marketplaceb. technologyc. labor markets (difficult)d. economice. government laws and regulations37. Falling interest rates would most stimulate what change factor for a manager?a. marketplaceb. government laws and regulationsc. labor marketsd. economic (easy)e. technology38. Which of the following is not an internal force of change?a. technology (moderate)b. strategyc. work forced. employee attitudese. equipment39. What change factor did Harley-Davidson motorcycles react to in its turnaround of production qualitycontrol and modernization?a. technologyb. externalc. work forced. equipmente. strategy (difficult)40. Increasing the numbers of employed women and minorities forces managers to pay attention to whatchange factor?a. strategyb. work force (moderate)c. equipmentd. technologye. employee attitudes41. Labor strikes are an example of what change factor that may encourage a change in management thinkingand practices?a. work forceb. equipmentc. employee attitudes (easy)d. strategye. government laws and regulations42. In organizations, people who act as catalysts and assume responsibility for managing the change process,are called ______________.a. change masters.b. change agents. (moderate)c. operations managers.d. charismatic leaders.e. transformational leaders.43. In an organization, who is usually the change agent?a. CEOb. executive vice-presidentc. any manager or nonmanager (difficult)d. any competitore. union leaders44. In spurring organizational change, outside consultants are usually more ______________, while internalmanagers may be more ______________.a. drastic; thoughtful (moderate)b. highly paid; riskyc. resistant; boldd. cautious; friendlye. interested; scaredTWO VIEWS OF THE CHANGE PROCESS45. Lewin's theory is consistent with which view of organizational change?a. continuousb. contemporaryc. Mayo'sd. "calm waters" (moderate)e. change in the 1990s46. Who theorized the change process involving unfreezing, changing, and refreezing?a. Druckerb. Robbinsc. Lewin (easy)d. Mayoe. Lawler47. According to Kurt Lewin, which of the following is not a stage in the change process?a.unfreezingb.changingc.refreezingd.restraining (moderate)48. According to Kurt Lewin, increasing the driving forces, which direct behavior away from the status quo, isa means of doing which of the following?a. unfreezing (moderate)b. changingc. restraining forcesd. refreezinge. melting49. Which of the following terms best describes the two primary views of the change process?a. problematic, encouragedb. occasional, continuous (difficult)c. costly, conservatived. optimistic, pessimistice. reactive, proactive50. Which of the following is the objective of refreezing, according to Lewin?a. directs behavior away from the status quob. hinders movement away from existing equilibriumc. changes to a new environmentd. eliminates the need for future changee. stabilize the new situation (moderate)51. According to the text, the ______________ is consistent with uncertain and dynamic environments.a.calm-waters metaphorb.white-water rapids metaphor (moderate)c.contemporary metaphord.continuous metaphore.cultural metaphor52. A manager who comes to work every morning expecting that today will definitely bring new challengesfrom competitors, the work force, etc., views organizational change in what way?a. pragmaticb. continuous (moderate)c. pessimisticd. reactivee. occasional53. According to the text, managers in such businesses as wireless telecommunications, computer software,and women’s high-fashion clothing have long confronted the ______________.a.calm-waters metaphorb.white-water rapids metaphor (moderate)c.contemporary metaphord.continuous metaphore.cultural metaphorMANAGING CHANGE54. As ______________, managers should be motivated to initiate change because they are committed toimproving their organization's effectiveness.a. change agents (difficult)b. efficiency expertsc. manipulatorsd. process consultantse. reengineering specialists.55. Managers' options for change essentially fall into what three categories?a. environment, technology, and missionb. structure, technology, and people (difficult)c. mission, structure, and peopled. mission, environment, and processe. environment, attitudes, and processes56. Ac cording to the text, “changing structure” includes alteration in any of the following EXCEPT:a.authority relations.b.coordination mechanisms.c.degree of centralization.d.job redesign.e.technology (moderate)57. Which of the following is not a part of organizational structure?a. work specializationb. departmentalizationc. chain of commandd. formalizatione. work processes (difficult)58. If an organization increases the span of control, what factor is being focused on in an organizational change?a. structure (difficult)b. peoplec. technologyd. strategye. human resources59. A company that decides to decentralize its sales procedures is managing what change category?a. technologyb. peoplec. equipmentd. competitorse. structure (moderate)60. According to the text, competitive factors or new innovations within an industry often require managers tointroduce all of the following EXCEPT:a.new equipment.b.new tools.c.new operating methods.d.new employees (moderate)61. ______________ is a technological change that replaces people with machines.a. Operationsb. Organizational developmentc. Automation (moderate)d. Roboticse. Downsizing62. Probably the most visible technological changes in recent years have come through manager s’ efforts toexpand _____________.a.corporate financing.anizational culture.puterization.d.employee retention.63. When grocery stores installed scanners to read the product price, this was an example of managing whatchange category?a. technology (moderate)b. peoplec. competitorsd. structuree. laws and regulations64. If Kraft Foods hired a consultant to decrease group friction and enhance cooperative work relationships,this would be an example of managing what change category?a. technologyb. people (difficult)c. competitorsd. structuree. laws and regulations65. Techniques to change people and the quality of interpersonal work relationships are termed______________.a. operations.b. organizational development. (moderate)c. downsizing.d. robotics.e. automation.66. ______________ is a method of changing behavior through unstructured group interaction.a. Survey feedbackb. Organizational developmentc. Sensitivity training (moderate)d. Process consultatione. Team building67. According to the text, an individual is likely to resist change because of all of the following reasonsEXCEPT:a.uncertainty.b.increased productivity. (easy)c.concern over personal loss.d.belief that the change is not in the organizati on’s best interest.68. Which of the following reactions to change is a threat to the investment you have already made in the statusquo?a. uncertaintyb. freezingc. change is not good for the organizationd. concern over personal loss (moderate)e. refreezing69. Which of the reasons for resistance to change may be beneficial to the organization?a. uncertaintyb. freezingc. change is not good for the organization (difficult)d. refreezinge. concern over personal loss70. All of the following are mentioned in the text as actions that managers can use to deal with resistance tochange EXCEPT:cation and communication.b.diversification (moderate)c.participation.d.facilitation and support.e.negotiation.71. Which of the following techniques for reducing resistance to change is based on the belief that, ifemployees receive the full facts and clarifications, they will no longer be resistant?a. education and communication (easy)b. participationc. facilitation and supportd. negotiatione. manipulation and cooptation72. If K-mart has employees serving on the committee to decide what color the new uniform colors should be,this is an example of what tactic for reducing change resistance?a. education and communicationb. manipulation and cooptationc. participation (easy)d. facilitation and supporte. coercion73. If a bank offers personal and financial counseling to employees prior to an upcoming downsizing, this is anexample of what kind of tactic for reducing change resistance?a. education and communicationb. coercionc. manipulation and cooptationd. negotiatione. facilitation and support (moderate)74. If management offers the union guaranteed wage hikes and a no-layoff promise in exchange for help inimplementing a new production process, this would be an example of what kind of tactic for reducing change resistance?a. participationb. facilitation and supportc. coerciond. negotiation (difficult)e. manipulation and cooptation75. If a state legislator purposely misrepresents public employee wages to the citizens in order to applydownward wage pressure in the collective bargaining process, this would be an example of what kind of tactic for reducing change resistance?a. negotiationb. coercionc. cooptationd. education and communicatione. manipulation (difficult)76. ______________ refers to covert attempts to influence, twisting and distorting facts or withholdinginformation.a. Negotiationb. Coercionc. Cooptationd. Education and communicatione. Manipulation (moderate)77. "Buying off" the leader of a resistance group in order to get his/her endorsement is an example of what kindof tactic for reducing change resistance?a. negotiationb. coercionc. education and commitmentd. cooptation (moderate)e. facilitation and support78. ______________ is using direct threats or force on those who resist change.a. Negotiationb. Coercion (moderate)c. Cooptationd. Education and communicatione. Manipulation79. A manager who threatens to ruin an employee's name in the company if he/she does not cooperate with animpending organizational change is using what kind of tactic for reducing change resistance?a. negotiationb. coercion (moderate)c. manipulation and cooptationd. education and communicatione. facilitation and supportMANAGING YOUR CAREER80. According to the boxed feature, “Managing Your Career,” all of the following are examples of means inwhich individuals can reinvent themselves EXCEPT:a.take advantage of continuing education or graduate courses at local colleges.b.sign up for workshops and seminars that can help enhance personal skills.c.depend on the organization to provide career development and training opportunities.(moderate)d.voice concerns in a constructive manner.81. Which of the following represents the relationship between organizational culture and change?a. Culture and change are naturally compatible.b. Culture tends to be very resistant to change. (moderate)c. Culture can change in months but not weeks.d. Culture can never be purposely changed.e. There is no relationship between culture and change.82. Which of the following is not a favorable situational condition that may facilitate change in organizationalculture?a. A dramatic crisis occurs.b. The culture is weak.c. Stock price sharply falls. (moderate)d. The organization is young and small.e. Leadership changes hands.83. Which of the following is the first step in accomplishing organizational cultural change?a. Appoint new leadership with a new vision.b. Initiate a reorganization.c. Conduct a cultural analysis. (moderate)d. Change the selection and socialization process.e. Introduce new stories and rituals to convey the new mission.84. Which of the following is the last step in accomplishing organizational cultural change?a. Make it clear that change is necessary to organizational survival.b. Introduce new stories and rituals to convey new vision.c. Appoint new leadership with a new vision.d. Change the selection, socialization, and reward system to support new values. (difficult)e. Initiate a reorganization.85. All of the following describe Continuous Quality Improvement EXCEPT:a. continuous, incremental change.b. fixing and improving.c. redesigning. (moderate)d. mostly "as is."e. works from bottom up in organization.86. Which of the following statements reflects the relationship between Continuous Quality Improvement (CQI)and reengineering?a. They are basically the same.b. CQI begins with reengineering.c. They are radically different. (difficult)d. Reengineering begins with TQM.e. Both require decentralized participative decision-making.87. In _____________, a company drastically changes its structure, technology, and people by starting fromscratch in reexamining the way the organization's work is done.a.process reengineeringb.Continuous Quality Improvement (moderate)c.team buildingd.structural realignment88. All of the following describe process reengineering EXCEPT:a. radical change.b. redesigning or starting over.c. mostly "what can be."d. fixing and improving. (moderate)e. initiated by top management.89. ______________ is a dynamic condition a person faces when confronted with an opportunity, constraint, ordemand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.a.Stereotypingb.Stress (moderate)c. A halo effectd.Creativity90. Which of the following is true concerning stress?a. It is a static condition.b. Stress is a negative reaction to an outside force.c. Stress is often associated with constraints and demands. (moderate)d. Stress limits performance.e. Stress has nothing to do with opportunity.91. Which of the following must be present for potential stress to become actual stress?a. uncertainty, importance (moderate)b. risk, valuationc. age, uncertaintyd. certainty, riske. pain, desire92. According to the text, stress symptoms can be grouped under any of the following three general categoriesEXCEPT:a.physiological.b.cultural (moderate)c.psychological.d.behavioral.93. Which of the following general categories of stress symptoms is least relevant to managers?a.physiological. (moderate)b.culturalc.psychological.d.behavioral.94. In terms of organizational factors, any attempt to lower stress levels has to begin with ______________.a. employee work loads.b. the reward system.c. the organizational leader.d. the organizational culture.e. employee selection. (difficult)95. Which of the following is the primary condition to reducing organizational stress?a. good job/person match (moderate)b. merit pay systemc. decentralizationd. caring and understanding managemente. fewer government laws and regulations96. Which of the following is true concerning stress that arises from an employee's personal life?a. A manager should offer advice.b. A manager who understands his/her subordinates can help control employee personal stressors.c. Management involvement may raise ethical concerns. (moderate)d. A caring manager can be the most effective counselor.e. There is nothing the organization should or can do to help relieve personal stressors. STIMULATING INNOVATION97. ______________ refers to the ability to combine ideas in a unique way or to make unusual associationsbetween ideas.a. Innovationb. Imaginationc. Creativity (moderate)d. Interpretive thinkinge. CQI98. ______________ is the process of taking a creative idea and turning it into a useful product, service, ormethod of operation.a. Innovation (moderate)b. Imaginationc. Creativityd. Interpretive thinkinge. CQIMANAGING IN AN E-BUSINESS WORLD99. According to the boxed feature, “Managing in an E-Business World,” which of the following best describesthe metaphor of the E-business world?a.calm-watersb.white-water rapids (moderate)c.contemporaryd.continuouse.cultural100. According to the boxed feature, “Managing in an E-Business World,” Tivoli Systems is a division of which of the following companies?a.General Motorsb.Microsoftc.IBM (moderate)d.Hewlett Packarde.Gateway101. Which of the following is an example of a variable that can foster innovation?a. mechanistic structureb. organic structure (difficult)c. few organizational resourcesd. low ambiguity acceptancee. low job security102. Which of the following is not a cultural value that supports innovation?a. acceptance of ambiguityb. tolerance for the impracticalc. high external controls (moderate)d. focus on ends, not meanse. open-system focus103. Which of the following human resource variables is supportive of organizational innovation?a. low commitment to trainingb. selection of Type A employeesc. high job security (moderate)d. unionizatione. long job tenure104. ______________ actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented.a.Idea champions (moderate)b.Whistle blowersc.Idea generatorsd.Idea screeners105. According to the text, all of the following are common personality characteristics of idea champions EXCEPT:a.extremely high-self-confidenceb.persistencec.energyd.risk averse (moderate)ScenariosFORCES FOR CHANGEChanging The Way (Scenario)Due to his spouse's accepting a promotion, Colin had recently left his private sector job in Kansas and accepted a new position in public service with the state of Ohio. The change had been quite a shock at first. The organizational cultures were quite different and each environment offered a different set of challenges. One new challenge Colin accepted was implementing changes into a state government system. Historically, this environment had not seen a lot of changes, and now, with the changes in Washington and the move toward privatization, change was necessary. Plus, his agency director was also new and had announced that the agency would be developing a new strategic plan. Together, Colin had been through many changes recently, and would be involved in more in the near future.106. The changes the state government was facing due to pressures put on by Washington could be referred to as a(n) ______________ force of change.a. drivingb. external (moderate)c. technologicald. internale. marketplace107. The changes Colin's agency was facing due to the new strategic plan anticipated from the new director could be referred to as a(n) ______________ force of change.a. drivingb. externalc. technologicald. internal (moderate)e. marketplace108. If Colin accepts the responsibility and acts as a catalyst for change, he could be referred to as a(n)a. change master.b. director of change.c. change agent. (each)d. change manager.e. enforcer of change.TWO VIEWS OF THE CHANGE PROCESS109. The past environment of state government, with very little change, where the status quo is considered the equilibrium state, would be consistent with all but which of the following terms?a. calm watersb. unfreezingc. refreezingd. white-water rapids (easy)e. LewinMANAGING CHANGEMaking Change Happen (Scenario)Colin was getting accustomed to his surroundings in state government. His efforts at getting people to accept change had met with a little resistance due to his and his new director's efforts and the hard work of his subordinates. But now the hard part really started, actually managing the change. What techniques could he and his agency's new director employ to most effectively implement changes that would result in increased productivity in his department? He considered changing three aspects of his agency: the structure, technology, and people.110. If the new agency director decided to remove layers in the agency and increase the span of managerial control, this would be considered changing thea. structural design.b. selection process.c. degree of centralization.d. structural components. (moderate)e. technological design.111. If the agency director decided to shift away from a functional to a product design, this would be considered changing thea. structural design. (challenging)b. selection process.c. degree of centralization.d. structural components.e. technological design.112. If Colin decided to replace some employee work time with a telephone menu system, this would be considered changing thea. organizational structure.b. technology. (moderate)c. people.d. organizational development.e. attitudes.113. Finally, Colin decided his people could benefit from ___________, a method of changing behavior through unstructured group interaction.a. survey feedbackb. sensitivity training (difficult)c. team buildingd. intergroup developmente. process consultationCONTEMPORARY ISSUES IN MANAGING CHANGEChanging Culture (Scenario)Mandy recently returned from her two-day managerial seminar, How to Totally Change Your Management and Leadership Style in Two Days. Even though she felt the seminar was worthless (as she had predicted), it did give her a chance to think about how to change the culture of her organization. She had been brought in by the new CEO as a change agent, and her position had the authority to have impact. She felt that the recent hostile takeover by their parent company had shocked everyone, especially given that the entire organization consisted of only 150 people and had been in business for only five years. She felt this might be the time to attempt the cultural change while everyone was still thinking in terms of change. As she tossed her leadership seminar manual into the wastebasket, she considered what might be her first step and how well the cultural change would work.114. Of the following, which is an advantage that Mandy has to implement cultural change?a. her new leadership skillsb. the recent purchase of her company (difficult)c. previous stable leadershipd. her managerial levele. her change agent power115. Which of the following statements is true concerning the leadership of Mandy's company and its effect on cultural change?a. New top leadership can be an advantage. (moderate)b. New top leadership is rarely an advantage.c. It is important for the cultural change to begin with employees first.d. Leadership issues have little impact on cultural change.e. Retaining the old leadership would have been preferable for cultural change.116. Which of the following statements about her company is most advantageous to Mandy as she attempts to change the cultural leadership?a. Change would be easiest with a company that is older and has a small number of employees.b. Change would be easiest in an older company with many employees.c. Small companies that are new are easiest in which to implement change. (difficult)d. Small companies that are old are easiest in which to implement change.e. In terms of cultural change, company size and age rarely matter.117. Of the following, which statement about her company's previous culture would be most advantageous to her accomplishing a change?a. A previously strong culture is receptive to change.b. A previously nonexistent culture is receptive to change.c. A moderately strong culture is receptive to change.d. A weak culture is more receptive to change. (difficult)e. An organization with multiple cultures is receptive to change.。

罗宾斯《管理学》课后习题(决策)【圣才出品】

第2章决策一、思考题1．为什么决策经常被描述为管理者工作的本质？答：决策是指为了实现某一目的而制定行动方案并从若干个可行方案中选择一个满意方案的分析过程，它具有目标性、选择性、可行性、过程性和动态性。

决策是管理的核心，是管理者工作的本质，管理的各项职能（计划、组织、领导、控制和创新）都离不开决策，决策贯穿于管理的全过程和各个方面。

管理实际上是一个不断地作出决策和实施决策的过程，如果没有决策，也就没有了管理。

一切管理职能中都渗透着决策职能，无论是计划、控制、组织，还是人事、沟通、激励，都离不开决策这一职能，每一个管理者都必须掌握并运用决策职能。

（1）计划工作的每一个环节都涉及决策，如目标的确立、预测方法和分析方法的选取、行动方案的选择等都离不开决策。

（2）组织、领导、控制等管理职能的发挥也离不开决策，如组织结构形式、部门化方式的选择，职责和权限的分配，以及各职位人员的选配等，这些都是组织工作中的决策问题。

而人员配备以后如何加以使用和激励，这属于领导职能，也同样有一系列的决策要作。

至于控制职能中，绩效标准的制定，实际成绩与绩效标准之间偏差容许范围的确定，以及纠正偏差措施的选择等方面，也都需要进行决策。

因此，决策贯穿于整个管理过程。

在一次管理循环中，计划是开端，实施决策过程中的控制是终点，自始至终都是离不开决策的。

（3）一切管理人员都是决策者，都必须在自己的职责范围内作出决策，实施决策。

决策是一切管理者都要承担的基本任务。

公司的总经理、董事长是决策者，车间的班组长、工段长也是决策者，不同的只是决策内容。

（4）正确的决策能够指导组织沿着正确的方向、合理的路线前进，克服所遇到的困难和解决遇到的问题等；而错误的决策会使组织走上错误的道路，使组织的正常发展受到影响，降低组织的发展速度，严重者甚至可能会使组织遭到毁灭性的打击。

因此可以说，决策正确，相当于行动成功了一半。

现代企业管理学认为，企业管理的重点是在经营，而经营的中心又是决策。

罗宾斯《管理学》课后习题(管理多样性)【圣才出品】

第5章管理多样性一、思考题1．组织对多样性有一个清晰的定义为什么重要？答：员工多样性是指使得组织中的人不同和相似的方式。

员工多样性是客观存在的现实，它既有可能因观念不同而造成摩擦和冲突，影响正常工作秩序，也有可能通过正确的引导和管理发挥多样化员工队伍的优势。

因此，让组织中的每个人都能够正确看待和理解多样性是十分必要的。

对员工多样性的管理有助于管理者最大限度地将员工多种多样的能力和才华转化为组织的有效产出。

员工多样性主要从人力资源管理、组织绩效及战略层面等三个方面给组织带来积极的影响和利益。

（1）在人员管理方面，对员工多样性的管理首先有助于降低组织的劳动力成本；其二足有助于吸引和留住有才华的、多样化的员工；其三是多样化员工组成的工作团队因为差异的存在更容易出现不同意见的碰撞而产生更有创造力的创意和解决方案。

（2）在组织绩效方面，员工的多样性带来的利益包括节省成本和改善组织运营效率。

对员工多样性的管理为不同的员工充分发挥其与众不同的独特能力创造了条件，从而降低员工辞职率、缺勤率和法律诉讼案件来大量减少非生产性成本。

此外，与员工多样性相伴的多种技能提高组织解决问题的能力和系统灵活性。

（3）在战略层面上，员工多样性的第一个战略利益是能够促使组织更好地预见不断变化的消费者需求，并为组织提供多种多样的视角和及时抓住机遇的方法，从而改进营销方式，充分挖掘公司提高销售额和市场份额的潜力。

第二个战略利益是存在多种不同声音和观念的内部环境有助于激发创新，引导活跃的、创造性的辩论以产生新的创意。

在全球化数字化的时代，创新能力是组织竞争优势最重要的来源。

第三个战略利益是员工多样性体现了企业为所有的人提供平等机会、公正对待每位员工的道德信念，提升了企业重视每一位员工并为他们获得成功创造条件的道德责任，为企业树立了值得信任的良好公众形象。

2．区别表层多样性和深层多样性。

理解这二者之间的差异为什么重要？答：（1）表层多样性和深层多样性的差异表层多样性包括可以触发特定的刻板印象，但不一定会反映出人们思考和感受的方式易于识别的差异。

罗宾斯(第9版)管理学习题7-13章

第七章一、选择题1·( )是正式计划而非非正式计划的特征。

a．组织内部很少或没有共同目标 b．计划工作是普遍的c．为实现目标存在具体的行动计划 d．关注结果2·( )属于计划工作的四个原因之一。

a．计划自动地增加灵活性 b．计划减少不确定性c．计划即使不确定也具有价值d·计划不是件容易的工作，需要经过高强度训练才能制定好的计划3·( )是个体、群体和整个组织期望的产出。

a．计划 b．目 c．战略 d．政策4·( )是组织向外界宣称的试图使各种利益相关群体相信的正式的陈述。

a．真实目标 b．陈述目标c·目标管理 d．方向性计划5．不是融资目标例子的是( )。

a．较大的现金流 b．较高的分红、c·较高的红利和较好的信用等 d．较大的市场份额6·( )构成了组织的整体目标，( )具体表明整体目标怎样达到。

a．战略计划；运营计划 b．长期计划；短期计划c．具体计划；方向性计划 d．持续性计划；一次性计划7．长期计划的时间框架是( )。

a·小于一年 b．大于一年c·超过两年 d．超过三年8·短期计划的时间框架是( )。

a．一年左右 b．两年左右 c．三年左右 d．四年左右9·制定一般指导原则的灵活性计划是( )。

a·运营计划 b．战略计划 c．具体计划 d．方向性计划l0·当环境的不确定性很高时，( )更好。

a·战略计划 b．方向性计划c·运营计划 d．持续性计划11为满足特定情况需要，对非程序性决策作出反应而制定的计划是L )。

a·短期计划 b．具体计划 c．方向性计划 d．一次性计划12·( )计划提供了对重复进行的活动的持续指导。

a·方向性 b．持续性c·运营 d．一次性13‘窑三…：中j首先设立组织的最高目标，然后将其分解为每一个组织层次的子目标。

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管理学第一章思想一、判断题1、管理学反映了管理过程的客观规律性,具有显著的科学性。

但是,管理过程中的诸多不确定因素使管理本身无法完全量化,故而只是一种不精确的科学。

（T）2、管理主要的目的是使资源成本最小化,因此管理最主要的是追求效率。

（F ）3、效率与效果之间的差别可表述为：效果是使组织资源的利用成本达到最小化,而效率则是使组织活动实现预定的目标。

（F）4、不同行业中及不同的组织内部专业特点差别显著,很难说管理活动有什麽共性。

（F）5、新的管理理论层出不穷,对实际工作中的新问题做出了较好的解释,因此可以说,泰勒的科学管理理论等古典管理理论已经彻底过时,除了尚存历史意义外,对管理实践早已丧失了指导作用。

（F ）6、主张通过与管理者职能相联系的办法把有关管理知识汇集起来,力图把用于管理实践的概念、原则、理论和方法糅合在一起以形成管理学科的学派是管理过程学派。

（T）7、与韦伯的行政组织理论相匹配的组织是以制度为中心运转的等级化、专业化的金字塔性的组织。

（T ）8、管理科学是把科学的原理、方法和工具应用于管理的各种活动,制定用于管理决策的数学和统计模型,并把这些模型通过计算机应用于管理减低不确定性,最大限度地提高了管理活动的程序性,代表着管理理论的发展趋势,因此优于其它的管理理论。

（ F ）9.马克斯·韦伯的行政组织是有机式组织。

（F ）10.企业内部环境包括竞争对手、顾客、供应者、政府机构、利益集团。

（F ）二、选择题1、将管理要素按目标的要求结合成一个整体,体现了管理的（B ）职能。

A. 计划B. 组织C. 领导D. 控制2、粗略划分,管理有（ABCD ）职能。

A. 计划B. 组织C. 领导D. 控制3、下列（C ）性质不属于管理的特性。

A. 综合性B. 应用性C. 精确性D. 艺术性4、要确保“事有人做,人有事做；事得其人,人得其事”,需做好管理中的（B ）工作。

A. 计划B. 组织C. 领导D. 控制5、管理的职能也就是管理工作中所包含的几类基本活动。

这些基本活动具有（CD ）的性质。

A.彼此独立,分别由不同的部门人员担当B.各不相同,分别由不同层次的人担当C.在空间和时间上彼此交融,每一个主管人员都要承担这些活动D.形式不同而本质相同6、一艘船要顺利驾驶到目的地,船长的角色职能包括：设计方向的领航员,实际控制方向和舵手,轮船的设计者或选用者,以及全体船员形成支持、参与和交流关系的促进者。

这些是组织中的（A ）职能。

A. 计划、控制、组织和领导B. 计划、组织、领导和控制C. 领导、计划、组织和控制D. 领导、组织、计划和控制7、某大企业人才济济、设备精良,长期以来以管理正规有序而自翔。

但近来该企业业绩不佳,尤其是干群士气低落,管理人员和技术人员的流失率逐年升高。

从管理职能分析,该企业最有可能是（C ）工作存在问题。

A. 计划职能B. 组织职能C. 领导职能D. 控制职能8、美国管理大师彼德.德鲁克说过,如果你理解管理理论,但不具备管理技术和管理工具的运用能力,你还不是一个有效的管理者；反过来,如果仅具备管理技术和能力,而不掌握管理理论,那麽你充其量只是一个技术员。

这句话说明（A ）A.有效的管理者应该既掌握理论,又具备管理技巧与管理工具的运用能力B.是否掌握管理理论对管理工作的有效性来说,无足轻重C.如果理解管理理论,就能成为一名有效的管理者D.有效的管理这应该注重管理技术与工具的运用能力,而不必注意管理理论9、基层管理人员必须具备（ABC ）技能A. 技术技能B. 人事技能C. 概念技能D. 协调技能10、根据明茨伯格的“十角色理论”,管理者在人际关系方面主要扮演（B ）角色。

A.监听者B. 联络者C. 传播者D. 发言人11、下列那些因素属于组织所面临的任务环境（AB ）A. 竞争对手B. 顾客C. 技术因素D. 经济因素12、某研究所的一位管理人员告诉自己的好朋友,说他在单位的主要职责是给软件开发人员分派具体的工作任务,并指挥和监督各项具体工作任务的完成。

由此可推断,这位管理人员是（C ）A. 高层管理人员B. 中层管理人员C. 基层管理人员D. 无法推断13、按照X理论的观点,（CD ）。

A. 依附宽容和信任可以改进工作B. 人们都有从事生产的基本需要C. 人天生懒惰、需要激励D. 金钱比地位重要14、“大河有水小河满”和“小河有水大河干”说明（D ）A. 人们看问题的角度不同B. 人们所持的心态不同C. 系统的结构决定了系统的整体效用D. 系统的整体效用不等于个体效用之和15、权变理论是根据（D ）的观点提出来的。

A. 经济人B. 社会人C. 自我实现人D. 复杂人16、某建筑工地的包工头王某对其手下的民工采用了一种“胡萝卜加大棒”的管理方法,他常说的口头禅是“不好好干就回家去,干好了下个月多发奖金”,可以认为（D ）是不对的。

A. 王某的观点与X理论相符B. 王某的观点与泰勒的理论相符C. 王某把民工看成经济人D. 王某把民工看成自我实现人17、泰勒曾提出差别计件薪水制,即完不成定额的按较低的计件单价（如0.5元/件）,超额完成定额的按较高的计件单价（如0.7元/件）。

对这种方法进行评述是（E ）。

A. 这种方法从经济上是合理的,但道义上是不合理的B. 这种方法在经济和道义上都是合理的C. 这种方法在经济上不合理,道义上合理D. 以上方法都不合理E.以上方法值得推广18、法约尔是古典组织理论的创始人,他提出过著名的管理五大职能,在计划、组织、控制、领导、协调五个职能中,（D ）职能是法约尔没有提到的。

A. 计划B. 组织C. 控制D. 领导E. 协调19、某公司总经理认为公司中存在宗派不利于组织目标的实现,宗派是非正式组织,所以非正式组织对公司是不利的。

他的推断是（B ）A. 完全正确B. 不正确C. 不能判断D. 没有什麽正确与不正确20、关于非正式组织如下说法中,哪一种是不正确的？（C ）A.非正式组织既可对正式组织目标的实现起到积极的作用,也可产生消极影响B.非正式组织的积极作用在于可以提供员工在正式组织中很难得到的心理需要满足C.非正式组织对正式组织目标的实现有不利的影响,应该取缔D.非正式组织的消极作用的一个方面在于非正式组织的压力有时会造成组织创新的惰性。

21、下列关于正式和非正式组织表述正确的是（B）Ａ．既然有非正式组织,管理者就不应让正式组织存在Ｂ．非正式组织和正式组织能存在合作关系,也可能存在竞争关系Ｃ．既然有正式组织,就不应该存在非正式组织Ｄ．在管理中,管理者可以忽视非正式组织的作用22、非正式组织是指（C）Ａ．未经上级主管机关正式批准的组织Ｂ．未在有关部门登记的组织Ｃ．由于价值观、性格、爱好等的趋同而自发形成的组织Ｄ．由于价值观、性格、爱好等的趋同而被上级机关批准成立的组织23.“好的管理者能变草成金,差者则相反”。

这反映了管理学理论中的（C ）A.领导素质理论B.领导特性理论C.管理万能论D.管理象征论24.以下各项,哪项应作为管理干部培训的主要目标？( B )A.传授信息与新知识,丰富和更新他们的有关概念和理论。

B.灌输本企业文化,改变他们的态度与价值观,使之符合企业使命要求。

C.培养他们的岗位职务所需的可操作性技能。

D.以上三项都是。

25.“一个企业的管理者的素质,决定了这一企业本身的素质”。

这反映了管理学理论中的（C ）。

A.领导素质理论B.领导特性理论C.管理万能论D.管理象征论26.有人说,教师不是管理者,但也有人不同意此观点,正确的观点是（B ）A.教师是管理者,因为在教学过程中同样要行使计划、组织、领导、控制的职能。

B.教师不是管理者,因为教师没有下属。

C.教师是管理者,因为教师的工作是为实现教学目标服务的,是一种管理工作。

D.教师不是管理者,因为没有行政级别而只有职称的高低。

27.制约企业长期发展的主要问题为（A）A.人才队伍的素质与投入精神。

B.资金的筹措与运用。

C.产品所处的生命周期阶段。

D.组织结构合理与否。

28.如果你是一位公司的总经理,当你发现公司中存在许多小团体时,你的态度时（D）A.立即宣布这些小团体为非法,应以取缔。

B.深入调查,找出小团体的领导人,向他们提出警告,不要再搞小团体。

C.只要小团体的存在不影响公司的正常运行,可以对其不闻不问,听之任之。

D.正视小团体的客观存在性,允许、乃至鼓励其存在,对其行为加以积极引导。

29.一个管理者所处的层次越高,面临的问题越复杂,越无先例可循,就越需要具备（C）。

A.领导技能B.组织技能C.概念技能D.人事技能30.下述哪一项不属于法约尔提出的管理的五项职能?(C)A．计划B.组织C.决策D.控制三、简述题1、什麽是管理？管理具有普遍性吗？2、什麽是管理的效率和效果？二者之间的关系如何？3、简述管理的科学性和艺术性？4、管理的一般环境与具体环境包括哪些因素？环境对管理实践有何影响？5、明茨伯格对管理者的十种角色是如何定义的？6、管理者应具有何中技能？不同层次的管理者应具备的技能上有何侧重？7、管理理论发展的基本线索是怎样的？8、泰勒的科学管理理论的主要贡献是什麽？9、人际关系学说的主要观点是什麽？10、比较古典管理理论和行为科学理论？11、管理科学理论有什麽特征？该理论解决问题的一般程序是什麽？12、需要层次理论和双因素理论的主要内容是什麽？你认为二者之间有何关系？13、孔茨总结的现代管理理论的主要学派有哪些？14、权变理论对管理实践有什麽贡献？第二章计划一、判断题1、计划按明确性来分,可分为战略计划和作业计划。

（F ）2、目标管理就是上级给下级制定目标,并依照此对下级进行考核。

（F ）3、不确定型决策是指具有多种未来状态和相应后果,但是只能确定各状态发生的概率而难以获得充分可靠信息的决策问题。

（F ）4、按决策的作用（所处地位）可以把决策分为战略决策、管理决策和专业决策。

（T ）5、行为决策学派认为决策是一个选优过程,所以决策结果是基于已有资源背景下寻求利润或收益的尽可能大。

（F）6、群体决策理论的三个前提是自主性、共存性、差异性。

（T ）7、群体决策的过程是群体成员相互妥协并谋求意见一致的过程。

（F ）二、选择题1、在管理的基本职能中,属于首位的是（A ）A. 计划B. 组织C. 领导D. 控制2、计划职能的主要作用是（D ）A. 确定目标B. 管理C. 确定实现目标的手段D. A和C3、管理的计划职能的主要任务是要确定（C ）A. 组织结构的蓝图B. 组织的领导方式C. 组织目标以及实现目标的途径D. 组织中的工作设计4、可以依据（A ）把计划分为战略计划、管理计划、业务计划。

A. 决策层次B. 对象C. 时间D. 范围5、企业计划从上到下可分成多个层次,通常越低层次目标就越具有以下特点（D ）A. 定性和定量结合B. 趋向与定性C. 模糊而不可控D. 具体而可控6、企业计划从上到下可分成多个等级层次,并且（B ）A. 各层次的目标都是具体而可控的B. 上层的目标与下层的目标相比,比较模糊和不可控C. 各层次的目标都是模糊而不可控的D. 上层的目标与下层的目标相比,比较具体而可控7、当代最新的计划形成方法是（C ）A. 从上往下的形成方法B. 从中间开始的形成方法C. 从下往上的形成方法D.先上后下,最后在中间形成的方法8、实行参与式管理的计划形成方法是（B ）A. 从上往下形成的方法B. 从下往上的形成方法C. 由专门计划人员制定计划D. 由各层领导配合制定计划9、要明确企业计划的外部条件,关键是（C ）A. 定量预测B. 定性预测C. 环境预测D. 销售预测10、下述关于计划工作的认识中,哪种观点是不正确的（C ）A.计划是预测与构想,即预先进行的行动安排B.计划的实质是对要达到的目标及途径进行预先规定C.计划职能是参谋部门的特有使命D.计划职能是各级、各部门管理人员的一个配合职能11、组织在未来特定时限内完成任务程度的标志是（A ）A. 目标B. 可行C. 选择D. 满意12、实施目标管理的主要环节是：①逐级授权②目标的制定与展开③实施中的自我控制④成果评价这些环节的逻辑顺序是（D ）。