管理学(罗宾斯著)试题

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罗宾斯《管理学》(第11版)配套模拟试题及详解(二)【圣才出品】

罗宾斯《管理学》（第11版）配套模拟试题及详解（二）一、名词解释（每题5分，共25分）1．管理技能答：管理技能是指使用某一专业领域内有关的工作程序、技术和知识完成管理任务的能力。

它分为三类：技术技能、人际技能和概念技能。

技术技能是指使用某一专业领域有关的工作程序、技术知识和方法完成组织任务的能力，如财务管理人员的会计核算技能、市场营销人员的产品营销技能、技术人员的技术开发技能等；人际技能是指处理人际关系的能力，即理解、激励他人，与他人进行沟通的能力，如管理者与上下左右及组织外部的有关方面产生交往，建立一种复杂的协调关系；概念技能是指综观全局，洞察组织与环境要素之间的相互影响和作用关系，引导组织发展方向的能力，如管理者对组织战略性问题的分析、判断和决策等。

2．利益相关者答：利益相关者（stakeholders）是指那些在企业发展过程中，对企业生产经营活动能够产生重大影响的团体或个人。

这个团体或个人既可能是公司内部的（如员工），也可能是公司外部的（如供应商、竞争对手等等）。

利益相关者理论认为，对于一个企业来说能否获得长期的生存和繁荣的最好途径是考虑其所有重要的利益相关者并满足他们的需求。

因此企业在设定自己的绩效目标时，应该考虑到那些对自己来说十分重要的不同利益相关群体的需要，其原因是利益相关者能够影响组织，他们对公司的发展有着十分强大的影响力。

3．竞争优势答：竞争优势（competitive advantage）是指使组织别具一格、与众不同的特色，这种与众不同的特色来自组织的核心能力。

核心能力可以是一种组织能力，即组织能做到其竞争对手做不到的事情或者能比竞争对手做得更好。

波特认为，竞争优势要么来自比竞争对手的成本更低，要么来自与竞争对手形成显著的差异。

有鉴于此，管理者应该选择下面三种战略之一：成本领先战略、差异化战略和聚焦战略。

管理者究竟选择哪一种战略，取决于组织的优势和核心能力以及它的竞争对手的劣势。

罗宾斯《管理学》课后习题详解(附英文参考答案)(管理与组织导论)【圣才出品】

第1章管理与组织导论1.1 中文答案详解一、思考题1．你的课程的授课教师是管理者吗？请分别用管理职能、管理角色、技能观点讨论这个问题。

答：管理者是指通过协调和监督其他人的活动达到组织目标的人。

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，还可能包含协调一个团队的活动。

授课教师就是协调一个团队（学习团队）达到教学目标的管理者。

具体来说，授课教师作为管理者的工作可以用不同的观点来描述：（1）职能观点。

管理的职能就是管理者为了有效的管理所必须具备的能力，一般认为管理具有以下几项基本职能：计划、组织、领导、控制。

对于授课教师的工作来说：①计划。

教师不仅对一个学期的授课任务有详细的计划，还对每堂课的授课内容，所要达到的目标都有一个具体的安排；②组织。

教师要组织课堂教学，还要保证整个学期这门课程的顺利进行，包括安排学习委员、班长等协助其教学工作的展开；③领导。

表现在教师指导和激励所有的学生用心学习，个别时候还会找学生谈话，对学习好的同学进行表彰；④控制。

教师通过学生的反馈调整授课形式，并且制定一系列的课堂纪律保证教学的顺利进行，以达到预期的授课目标。

反面观点：从管理职能角度来看，一般而言授课教师不是管理者。

这主要取决于教师与学生之间的关系。

学生不是雇员，更确切地说应该是教师的客户。

事实上，在一些情况下，一位教师对于课程内容和如何教学不会进行很多评价。

在这个例子中，教师明显是做了一些决策的。

不考虑他们作为教师的角色（相对于院系领导的角色），大学授课教师不是管理者。

（2）角色观点。

亨利·明茨伯格（Henry Mintzberg）认为，管理者的行为可以通过考察管理者在工作中所扮演的角色来恰当地描述。

明茨伯格的10种管理行为可以被进一步组合为三个主要的方面，即人际关系、信息传递和决策制定。

对于授课教师的工作来说，他们在某种程度上扮演着人际关系角色、信息传递角色和决策制定角色。

具体表现为：①人际角色。

罗宾斯《管理学》第九版题库-6

罗宾斯《管理学》第九版题库-6Chapter 6 –Decision-Making: The Essence of the Manager’s JobTrue/False Questions4. The first step in the decision-making process is identifyinga problem.True (easy)6. It is possible at the end of the decision-making process that you may be required to start the decisionprocess over again.True (easy)10. Decision-making is synonymous with managing.True (easy)12. One assumption of rationality is that we cannot know all of the alternatives.False (difficult)13. Accepting solutions that are "good enough" is termed satisfying.False (easy)15. Managers regularly use their intuition in decision-making.True (easy)16. Rational analysis and intuitive decision-making are complementary.True (moderate)18. Programmed decisions tend to be repetitive and routine.True (easy)21. Most managerial decisions in the real world are fully nonprogrammed.False (easy)24. Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates.False (difficult)25. An optimistic manager will follow a maximin approach.False (moderate)Multiple ChoiceTHE DECISION-MAKING PROCESS34. A series of eight steps that begins with identifying a problem and decision criteria and allocating weights to those criteria; moves to developing, analyzing, and selecting an alternative that can resolve the problem;implements the alternative; and concludes with evaluating the decision's effectiveness is the ______________.a. decision-making process. (easy)b. managerial process.c. maximin style.d. bounded rationality approach.e. legalistic opportunism process.36. "A discrepancy between an existing and a desired state of affairs" describes which of the steps in thedecision-making process?a. criteria weight allocationb. analysis of alternativesc. problem identification (difficult)d. decision effectiveness evaluatione. decision criteria identification38. Which of the following must be present in order to initiate the decision-making process?a. plenty of timeb. pressure to act (moderate)c. a lack of authorityd. a lack of resourcese. environmental certainty39. Managers aren't likely to characterize something as a problem if they perceive ______________.a. they don't have authority to act. (difficult)b. pressure to act.c. a discrepancy.d. they have sufficient resources.e. they have budgetary authority.44. Selecting an alternative in the decision-making process is accomplished by ______________.a. choosing the alternative with the highest score. (easy)b. choosing the one you like best.c. selecting the alternative that has the lowest price.d. selecting the alternative that is the most reliable.e. choosing the alternative you think your boss would prefer.47. Which of the following is the final step in the decision-making process?a. identifying the problemb. evaluating the decision's effectiveness (easy)c. identifying decision criteriad. selecting an alternative that can resolve the probleme. allocating weights to alternatives.48.Which of the following is important to remember in evaluating the effectiveness of the decision-makingprocess?a. Ignore criticism concerning the decision-making.b. You may have to start the whole decision process over.(difficult)c. Restart the decision-making process if the decision is less than 50% effective.d. 90% of problems with decision-making occur in the implementation step.e. Keep track of problems with the chosen alternative, but only change those issues that uppermanagement demand.49. Decision-making is synonymous with ______________.a. managing. (easy)b. leading.c. controlling.d. planning.e. organizing.51. Which of the following is not an "organizing" decision?a. What are the organization's long-term objectives? (moderate)b. How many employees should I have report directly to me?c. How should jobs be designed?d. How much centralization should there be in the organization?e. When should the organization implement a different structure?52. Which of the following is not a "leading" decision?a. How do I handle employees who appear to be low in motivation?b. What is the most effective leadership style in a given situation?c. How will a specific change affect worker productivity?d. When is the right time to stimulate conflict?e. How should jobs be designed? (moderate)53. Which of the following is not a "controlling" decision?a. What activities in the organization need to be controlled?b. How should those activities be controlled?c. When is a performance deviation significant?d. When is the right time to stimulate conflict? (moderate)e. What type of management information system should the organization have?54. Managers are assumed to be ______________; they make consistent, value-maximizing choices withinspecified constraints.a. rational (easy)b. leadersc. organizedd. satisficerse. programmed57. Which of the following is not a valid assumption about rationality?a. The problem is clear and unambiguous.b. A single well-defined goal is to be achieved.c. Preferences are clear.d. Preferences are constantly changing. (difficult)e. No time or cost constraints exist.58. In "bounded rationality," managers construct ______________ models that extract the essential features from problems.a. multipleb. bindingc. interactived. simplified (difficult)e. past59. According to the text, because managers can’t possibly analyze all information on all alternatives, managers______________, rather than ______________.a.maximize; satisficeb.maximize; minimizec.satisfice; minimized.satisfice; maximize (moderate)62. An increased commitment to a previous decision despite evidence that it may have been wrong is referredto as _____________.a.economies of commitmentb.escalation of commitment (moderate)c.dimensional commitmentd.expansion of commitment64. According to the text, all of the following are aspects of intuition EXCEPT:a.experienced-based decisionsb.affect-initiated decisionsc.cognitive-based decisionsd.values or ethics-based decisionse.programmed decisions (easy)65.According to the text, _____________ are straightforward, familiar, and easily defined problems.a.poorly-structured problemsb.well-structured problems (moderate)c.unique problemsd.non-programmed problemse.programmed problems68. ______________ decision-making is relatively simple andtends to rely heavily on previous solutions.a. Nonprogrammedb. Linearc. Satisficingd. Integrativee. Programmed (moderate)70. A ______________ is a series of interrelated sequential steps that a manager can use for responding to astructured problem.a. procedure (easy)b. rulec. policyd. systeme. solution71. A ______________ is an explicit statement that tells a manager what he or she ought or ought not to do.a. procedureb. policyc. rule (moderate)d. solutione. system72. A ______________ provides guidelines to channel a manager's thinking in a specific direction.a. systemb. rulec. solutiond. policy (moderate)e. procedure75. A business school's statement that it "strives for productive relationships with local organizations," is anexample of a ______________.a. rule.b. policy. (moderate)c. procedure.d. commitment.e. contract.78. Which of the following terms is associated with nonprogrammed decisions?a. unique (moderate)b. recurringc. routined. repetitivee. well-defined79. Lower-level managers typically confront what type of decision-making?a. uniqueb. nonroutinec. programmed (moderate)d. nonprogrammede. nonrepetitive83. If an individual knows the price of three similar cars at different dealerships, he/she is operating under what type of decision-making condition?a. riskb. uncertaintyc. certainty (easy)d. factuale. unprogrammed84. ______________ is those conditions in which the decision maker is able to estimate the likelihood ofcertain outcomes.a. Certaintyb. Risk (easy)c. Uncertaintyd. Maximaxe. Maximin85. A retail clothing store manager who estimates how much to order for the current spring season based on lastspring's outcomes is operating under what kind of decision-making condition?a. seasonalb. risk (difficult)c. uncertaintyd. certaintye. cyclical86. ______________ is a situation in which a decision maker has neither certainty nor reasonable probabilityestimates available.a. Certaintyb. Riskc. Uncertainty (easy)d. Maximaxe. Maximin87. A person at a horse racetrack who bets all of his/her money on the odds-based longshot to "win" (ratherthan "place" or "show") is making what kind of choice?a. maximax (moderate)b. maximinc. minimaxd. minimin89. An individual making a "maximin" type of choice has what type of psychological orientation concerninguncertain decision-making?a. optimistb. realistc. pessimist (moderate)d. satisficere. extremist91. According to the text, a manager who desires to minimize his or her maximim “regret” will opt for a______________ choice.a. maximaxb. maximinc. minimax (moderate)d. minimin93. Which of the following decision-making styles have low tolerance for ambiguity and are rational in theirway of thinking?a.directive (moderate)b.egotisticalc.analyticd.conceptuale.behavioral95. The decision-making style that makes fast decisions and focuses on the short terms is referred to as the______________ style.a.directive (moderate)b.egotisticalc.analyticd.conceptuale.behavioral98. According to the text, ______________ are best characterized as careful decision makers with the ability to adapt or cope with unique situations.a. conceptualb. behavioralc. empiricald. analytic (moderate)e. spatial99. Which of the following is the decision-making style that would most likely look at as many alternatives aspossible and focus on the long run?a. analyticalb. directivec. conceptual (moderate)d. behaviorale. spatial101. A manager who would decide what computer system to purchase for the department by holding a meeting and receiving feedback from his/her subordinates matches with which type of decision-making style?a. analyticalb. behavioral (difficult)c. conceptuald. directivee. empiricalScenariosDecision-Making Conditions (Scenario)Sandy Jo is the manager for TrucksRUs, a medium-sized hauling service located in the Southeast. She is responsible forscheduling trucks, initiating new routes, and staffing both existing and new routes. She is currently struggling with existing information about the profitability of existing and future truck routes.116. Bubba, Sandy Jo's best driver tells her that he believes that he can estimate that there is a 75% probability that they can get the business of Pork Brothers Inc. if they initiate a truck route through rural North Carolina. Bubba is operating under a condition of ______________.a. certainty.b. risk. (difficult)c. uncertainty.d. maximax.e. maximin.117. Sandy Jo can make accurate decisions if she is willing to pay $5,000 for research about the profitability of various truck routes. If she pays for the research, she believes that she is operating under a condition of ______________.a. certainty. (difficult)b. risk.c. uncertainty.d. maximax.e. maximin.118. Sandy Jo knows that she is operating in an uncertain environment. She is basically an optimist, and we would, therefore, expect her to follow a ______________ strategy.a. certaintyb. riskc. uncertaintyd. maximax (moderate)e. maximin119. Sandy Jo knows that she is operating in an uncertain environment. She is basically a pessimist, and we would, therefore, expect her to follow a ______________ strategy.a. certaintyb. riskc. minimaxd. maximaxe. maximin (moderate)120. Sandy Jo wishes to minimize her regret and will probably opt for a ______________ strategy.a. certainty.b. risk.c. minimax (moderate)d. maximax.e. maximin.Essay QuestionsTHE DECISION-MAKING PROCESS121. In a short essay, list and discuss the eight steps in the decision-making process.Answera.Step 1: Identifying a problem– the decision-making process begins with t he existence of a problem ora discrepancy between an existing and a desired state of affairs.However, a discrepancy withoutpressure to take action becomes a problem that can be postponed.b.Step 2: Identify decision criteria–once the manager has identified a problem that needs attention, thedecision criteria important to resolving the problem must beidentified. That is, managers must determine what’s relevant in making a decision.c.Step 3: Allocating weights to the criteria: at this step, the decision maker must weigh the items inorder to give them the correct priority in the decision. A simple approach is to give the most important criterion a weight of 10 and then assign weights to the rest against that standard.d.Step 4: Developing alternative s –the fourth step requires the decision maker to list the viablealternatives that could resolve the problem. No attempt is made in this step to evaluate the alternative, only to list them.e.Step 5: Analyzing alternative s – once the alternatives have been identified, the decision maker mustcritically analyze each one. From this comparison, the strengths and weaknesses of each alternative become evident.f.Step 6: Selecting an alternative–the sixth step is the important act of choosing the best alternative fromamong those considered. All the pertinent criteria in the decision have now been determined, weighted, and the alternatives have been identified and analyzed.g.Step 7: Implementing the alternativ e –implementation involves conveying the decision to thoseaffected by it and getting their commitment to it. If the people who must carry out a decision participate in the process, they’re more likely to enthusiastically support the outcome than if they are just told what to do.h.Step 8: Evaluating decision effectiveness –the last step in the decision-making process involvesappraising the outcome of the decision to see if the problem has been resolved. Did the alternative chose and implementedaccomplish the desired result? If not, the manager may consider returning to a previous step or may even consider starting the whole decision process over.(difficult)123. In a short essay, discuss the assumptions of rationality and the validity of those assumptions.AnswerA decision maker who was perfectly rational would be fully objective and logical. He or she wouldcarefully 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 maximizing 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, in which the time pressures are minimal and the cost of seeking out and evaluating alternatives is low, for which the organizational culture supports innovation and risk taking, and in which o utcomes are relatively concrete and measurable. However, most decisions that managers face in the real world d on’t meet all those tests.(moderate)126. In a short essay, discuss the difference between well-structured and poorly structured problems. Include specificexamples of each type of problem to support your answer. Next discuss the type of decisions that would be used to address each of these problems.Answera.Well-structured problems - the goal of the decision marker is clear, the problem is familiar, andinformation about the problem is easily defined and complete. Examples of these types of problems might include a customer’s wanting to return a purchase to a retail store, a supplier’s being late with an important delivery, a news team’s responding to an unexpected and fast-breaking event, or a college’s handling of a student wanting to drop a class. Such situations are called well-structured problems since they are straightforward, familiar, and easily defined problems. In handling these problem situations, the manager uses a programmed decision. Decisions are programmed to the extent that they are repetitive and routine a nd to the extent that a definite approach has been worked out for handling them.Because the problem is well structured, the manager doesn’t have to go to the trouble and expense of going through an involved decision progress. Programmed decision making is relatively simple and tends to rely heavily on previous solutions.b.Poorly-structured problems –these problems are new or unusual and for which information isambiguous or incomplete.For example, the selection of an architect to design a new corporate manufacturing facility in Bangkok is an example of a poorly-structured problem. When problems are poorly-structured, managers must rely on nonproprammed decision making in order to develop unique solutions.Nonprogrammed decisions are unique andnonrecurring. When a manager confronts a poorly-structured problem, or one that is unique, there is no cut-and-dried solution. It requires a custom-made response through nonprogrammed decision making.(difficult)130. In a short essay, list and discuss the four decision-making styles as described in the text.Answera.Directive style – people using the directive style have low tolerance for ambiguity and are rational intheir way of thinking. They’re efficient and logical. Directive types make fast decisions and focus on the short run. Their efficiency and speed in making decisions often result in their making decisions with minimal information and assessing few alternatives.b.Analytic style – decision-makers with an analytic style have much greater tolerance for ambiguity thando directive types. They want more information before making a decision and consider more alternatives than a directive style decision-maker does. Analytic decision-makers are best characterized as careful decision-makers with the ability to adapt or cope with unique situations.c.Conceptual style – individuals with a conceptual style tend to be very broad in their outlook and willlook at many alternatives. They focus on the long run and are very good at finding creative solutions to problems.d.Behavioral style –these decision markers work well with others. They’re concerned about theachievements of subordinates and are receptive to suggestions from others. They often use meetings tocommunicate, although they try to avoid conflict. Acceptance by others is important to this decision-making style.(moderate)。

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》第九版题库-8

Chapter 8 – Strategic ManagementTrue/False Questions3. The first step in the strategic management process is analyzing the external environment.False (difficult)6. Within an industry, an environment can present opportunities to one organization and pose threats toanother.True (moderate)11. The final step in the strategic management process is implementing the objectives.False (difficult)TYPES OF ORGANIZATIONAL STRATEGIES12.Corporate-level strategies are developed for organizations that run more than one type of business.True (moderate)21. The business group that is characterized by having low growth but high market share is known as a cashcow.True (moderate)23. According to the Boston Consulting Group matrix, question marks are businesses that generate largeamounts of cash, but their prospects for future growth are limited?False (moderate)27.According to Porter's competitive strategies framework, the cost leadership strategy would result in the bestquality product at a justifiable cost.False (difficult)Multiple Choice38.The strategic management process is divided into which of the following sections?a. planning, implementation, and evaluation (easy)b. problem identification, planning, and implementationc. implementation, evaluation, and restructuringd. mission statement, environmental evaluation, and specific goalse. mission statement, environmental scoping, and evaluation39. In the strategic management process, the ______________ defines the organizational purpose and answersthe question: "What is our reason for being in business?"a. objectiveb. evaluationc. strategyd. mission (easy)e. values statement41. Which of the following is not an example of an organization's mission?a.We believe our first responsibility is to doctors, nurses and patients, to mothers and all others who useour products and services. (Johnson & Johnson).b.AMAX's principal products are molybdenum, coal, iron ore, copper, lead, zinc, petroleum and naturalgas, potash, phosphates, nickel, tungsten, silver, gold, and magnesium.c.We at Xeren want to increase market share by 10% during the next fiscal year. (difficult)d.We are dedicated to the total success of Corning Glass Works as a worldwide competitor.e.Hoover Universal is a diversified, multi-industry corporation with strong manufacturing capabilities,entrepreneurial policies, and individual business unit autonomy.44. Which of the following is not part of the organization's external environment?a. what competition is doingb. pending legislation that might affect the organizationc. consumer trendsd. employees' education level (moderate)e. labor supply45. What step in the strategic management process follows analyzing the external environment?a. identifying opportunities and threats (moderate)b. mission statementc. evaluationd. identifying strengths and weaknessese. formulating strategies50. What step in the strategic management process follows analyzing the organization's resources?a. identifying opportunities and threatsb. formulating strategyc. mission statementd. implementing strategye. identifying strengths and weaknesses (easy)55. In the strategic management process, what step comes prior to evaluating results?a. identifying strengths and weaknessesb. formulating strategiesc. identifying opportunities and threatsd. implementing strategies (easy)f.analyzing the organization's resources56. What is the final step in the strategic management process?a. mission statementb. identifying opportunities and threatsc. implementing strategiesd. analyzing the organization's resourcese. evaluating results (easy)60. Which of the following is one level of strategic planning in large companies?a. management levelb. financial levelc. staff leveld. corporate level (easy)e. systems level62.Lower level managers in an organization are typically responsible for which of the following types ofstrategies?a.functional-level strategiesb.business-level strategiesc.corporate-level strategiesd.mergers and acquisitions63. Which of the following is associated with corporate-level strategies?a. They are needed if your organization is in more than one type of business. (moderate)b. They answer: "How should our business compete?"c. They represent a single business.d. They are a method of support for the business-level strategies.e. They determine the operations of a single business unit.65. When PepsiCo seeks to integrate the strategies of Pepsi, 7-Up International, and Frito-Lay, it is developingwhat level of business strategy?a. functionalb. systemc. managementd. businesse. corporate (moderate)68. Examples of a corporate-level stability strategy include all of the following EXCEPT:a.continuing to serve the same clients by offering the same product or service.b.maintaining market share.c.sustaining the organization’s return-on-investment results.d.implementing vertical or horizontal integration. (moderate)70. When should management pursue a stability strategy?a. Organizational performance is slipping.b. The environment is changing.c. The organization's performance is satisfactory and the environment is stable. (moderate)d. The firm has valuable strengths.e. There are abundant environmental opportunities.76. In ______________, the organization attempts to gain control of its inputs by becoming its own supplier.a.forward vertical integrationb.backward vertical integration (moderate)c.horizontal integrationd.related diversificatione.unrelated diversification78. Which of the following describes a company growing by combining with other organizations in the sameindustry?a.forward vertical integrationb.backward vertical integrationc.horizontal integration (moderate)d.related diversificatione.unrelated diversification86. Which of the four business groups in the corporate portfolio matrix has high growth and high market share?a. cash cowb. stars (difficult)c. question marksd. dogse. elephants98. Michael Porter's competitive strategies framework identifies three generic competitive strategies: costleadership, differentiation, and ______________.a. depth.b. breadth.c. revenue growth.d. focus. (moderate)e. acquisition.102. Porter's competitive strategies framework describes a ______________ strategy whereby an organization wants to be unique in its industry along dimensions widely valued by buyers.a. differentiation (moderate)b. focusc. cost leadershipd. depthe. defender105.According to the boxed feature, “Managing in an E-Busi ness World,” all of the following are mentioned as major implications of the increasingly dynamic and uncertain environments on e-business strategies EXCEPT:a.environmental analysis will become an important part of everyone’s job.b.strategy will become increasingly long term in orientation. (moderate)c.barriers to entry are practically nonexistent.d. a sustainable competitive advantage will be harder to achieve.ScenariosA Large Taco (Scenario)It is now ten years later and, as the original owner of Taco Rocket, you have seen your business holdings grow substantially. You now need to decide how to best manage and utilize the large number of assets represented by the companies you own. You called the Boston Consulting Group (BCG), and they have offered you some advice based on their corporate portfolio matrix.117. Your oldest holding, Taco Rocket, has not grown much in recent years but, due to low debt, generates a huge amount of cash. Taco Rocket would be considered, according to BCG, a ______________.a. cash cow. (moderate)b. star.c. question mark.d. dog.e. does not fit with their matrix-118. Recently, you also purchased a company that manufactures a new satellite dish, allowing you to enter into the cable television market. The business is profitable and growing, but the technological unknowns make it risky. BGC considers it a ______________.a. cash cow.b. star.c. question mark. (moderate)d. dog.e. does not fit with their matrix-119.Another purchase you made was to acquire a local coffee-cart chain with thirty locations around the city.You don't see it growing very much, but then, it doesn't cost much to operate. BGC has labeled this venturea ______________.a. cash cow.b. star.c. question mark.d. dog. (moderate)e. does not fit with their matrix120. You also got somewhat lucky with an investment made a few years ago. You were an original investor in a computer chip company that took off quickly and now dominates the market. While growing quickly, it does not tend to generate positive cash flow and is in continuous need of reinvestment of equipment and product development. BGC considers this a ______________.a. cash cow.b. star. (moderate)c. question mark.d. dog.e. does not fit with their matrix-Essay QuestionsTHE STRATEGIC MANAGEMENT PROCESS121. In a short essay, list and discuss the eight steps in the strategic management process.123. In a short essay, list and discuss the three levels of strategy that an organization must develop.Answera.Corporate-level strategy – this strategy seeks to determine what businesses a company should be in orwants to be in. Corporate-level 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-level strategy – this strategy seeks to determine how an organization should compete in eachof 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-level strategy typically overlaps 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-level strategy – this strategy seeks to determine how to support the business-level 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-level strategy(moderate)126. In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness in segmenting businesses. Include a discussion of the characteristics for each of the four categories based on the BCG matrix.AnswerThe Boston Consulting Group matrix introduced the idea that an organization’s businesses could be evaluated and plotted using a 2 x 2 matrix to identify which ones offered high potential and which were a drain on organizational resources. The horizontal axis represents market share, which was evaluated as either low or high; and the vertical axis indicates anticipated market growth, which also was evaluated as either low or high. Based on its evaluation, the business was placed in one of four categories:a.Cash cows (low growth, high market share) – businesses in this category generate large amounts ofcash, but they prospects for future growth are limited.b.Stars (high growth, high market share) –these businesses are in a fast-growing market, and hold adominant share of that market. Their contribution to cash flow depends on their need for resources.c.Question marks (high growth, low market share) – these businesses are in an attractive industry, buthold a small market share percentage.d.Dogs (low growth, low market share) – businesses in this category do not produce, or consume, muchcash. However, they hold no promise for improved performance.(easy)128. In a short essay, list and discuss the five competitive forces, according to Porter, which determine industry attractiveness and profitability.Answera.Threat of new entrants – determined by the height of barriers to entry which includes factors such aseconomies of scale, brand loyalty, and capital requirements determine how easy or difficult it is for new competitors to enter an industry.b.Threat of substitutes – factors such as switching costs and buyer loyalty determine the degree to whichcustomers are likely to buy a substitute product.c.Bargaining power of buyers – factors such as number of customers in the market, customer information,and the availability of substitutes determine the amount of influence that buyers have in an industry.d.Bargaining power of suppliers – factors such as the degree of supplier concentration and availability ofsubstitute inputs determine the amount of power that supplier have over firms in the industry.e.Existing rivalry –factors such as industry growth rate, increasing or falling demand, and productdifferences determine how intense the competitive rivalry will be among firms in the industry.(moderate)129. In a short essay, list and discuss the three competitive strategies, according to Porter. Include specific examples of companies that pursue each of the three competitive strategies.Answera.Cost leadership strategy – when an organization sets out to be the lowest-cost producer in its industry,it’s following a cost leadership strategy. A low-cost leader aggressively searches out efficiencies in production, marketing, and other areas of operation. Overhead is kept to a minimum, and the firm does everything it can to cut costs. For example, Wal-Mart’s headquarters in Bentonville, Arkansas, office furnishings are sparse and drab but functional. Although low-cost leaders don’t place a lot of emphasis on “frills,” the product or service being sold must be perceived as comparable in quality to that offered by rivals or at least be acceptable to buyers. Examples of companies that have used the low-cost leader strategy include Wal-Mart, Hyundai, and Southwest Airlines.b.Differentiation strategy – the company that seeks to offer unique products that are widely valued bycustomers is following a differentiation strategy. Sources of differentiation might be exceptionally high quality, extraordinary service, innovative design, technological capability, or an unusually positive brand image. The key to this competitive strategy is that whatever product or service attribute is chosen for differentiating must set the firm apart from its competitors and be significant enough to justify a price premium that exceed the cost of differentiating. Practically any successful product or service can be identified as an example o f the differentiation strategy: Nordstrom’s (customer service);Sony (reputation for quality and innovative design); Coach handbags (design and brand image); and Kimberly-Clark’s Huggies Pull-Ups (product design).c.Focus strategy - the aim of the focus strategy is at a cost advantage or a differentiation advantage in anarrow segment. That is, managers select a market segment or group of segments in an industry and don’t attempt to serve the broad market. The goal of a focus strategy is to exploit a narro w segment ofa market. These segments can be based on product variety, type of end buyer, distribution channel, orgeographical location of buyers. Research suggests that the focus strategy may be the most effective choice for small businesses because they typically do not have the economies of scale or internal resources to successfully pursue one of the other two strategies.(moderate)。

罗宾斯《管理学》第九版题库 16

Chapter 16 – Motivating EmployeesTrue/FalseA MANAGER’S DILEMMA1. According to the company profile in ―A Manager’s Dilemma,‖ the majority of employees at Grupo Mconsist of highly educated professionals who work from their homes?False (easy)2. Ba sed on the company profile in ―A Manager’s Dilemma,‖ Grupo M has been profiled as a sweatshopwhere employees work long hours in dirty, dimly lit factories.False (easy)WHAT IS MOTIVATION?3. Motivation is an internal state that makes certain outcomes appear attractive.True (easy)4. The three key elements in the definition of motivation are effort, organizational goals, and needs.True (difficult)EARLY THEORIES OF MOTIVATION5. Based on McClelland's three-needs theory, high achievers perform best when the odds are against them.False (moderate)CONTEMPORARY THEORIES OF MOTIVATION6. The best managers are high in the need for power and high in the need for affiliation.False (difficult)7. People with a high need for affiliation prefer cooperative situations over competitive ones.True (moderate)8. People will do better when they get feedback on how well they're progressing toward their goals.True (easy)9. Reinforcement theory is related to an individual's belief that she is capable of performing a task.False (moderate)10. The key to reinforcement theory is that it ignores factors such as goals, expectations, and needs, andfocuses solely on what happens to a person when he takes some action.True (difficult)11. The lower a person's self-efficacy, the more confidence he has in his ability to succeed in a task.False (moderate)12. Reinforcement theorists believe that behavior is a function of its consequences.True (easy)MANAGING YOUR CAREER13. According to a recent survey, the primary reason employees stay with their jobs is because of flexible workhours.False (moderate)14. Adding vertical depth to a job is called job enlargement.False (moderate)15. Job design refers to the way tasks are combined to form complete jobs.True (easy)16. When a mail sorter's job is expanded to include mail delivery, the mail sorter has experienced jobenlargement.True (easy)17. Job enlargement increases job depth.False (easy)18. In the job characteristics model, task significance refers to the degree to which a job requires completion ofa whole and identifiable piece of work.False (moderate)19. According to the job characteristics model, task autonomy is not important.False (moderate)20. Guidance from the job characteristics model suggests that job enlargement should take place rather thantask specialization.True (moderate)21. According to equity theory, a person who earns $50,000 will be less satisfied with their pay than a personwho earns $100,000.False (moderate)22. Equity theory has three referent categories: other, system, and self.True (moderate)23. The three variables in Vroom's expectancy theory are valence, instrumentality, and expectancy.True (moderate)24. Vroom would say that if a person values an outcome, their effort to obtain that outcome will always begreat.False (moderate)CURRENT ISSUES IN MOTIVATION25. Flextime is a scheduling system in which employees work four 10-hour days.False (easy)26. Performance-based compensation is probably most compatible with expectancy theory.True (difficult)27. Open-book management is a motivational approach in which an organization's financial statements areopened to and shared with all employees.True (moderate)28. The loyalty of professionals is to their organization.False (easy)MANAGING IN AN E-BUSINES WORLD29. The challenge to motivating employees in an e-business is much less compared to motivating employees ina traditional organization.False (easy)30. Many employers are installing Web-monitoring software since there is no evidence that such efforts cannegatively affect employee morale.False (moderate)Multiple ChoiceA MANAGER’S DILEMMA31. According to the company profile in ―A Manager’s Dilemma,‖ Grupo M is the largest employer in______________.a.the United States.b.Mexico.c.Brazil.d.Dominican Republic. (moderate)e.SwitzerlandWHAT IS MOTIVATION?32. ______________ is the willingness to exert high levels of effort to reach organizational goals, conditions bythe effort’s ability to satisfy some individual need.a.Attributionb.Motivation (easy)c.Leadershipd.Goal settinge.Tenure33. The three key elements in the definition of organizational motivation are ______________, organizationalgoals, and needs.a. personalityb. abilityc. effort (easy)d. tenuree. strategy34. ______________ is an internal state that makes certain outcomes appear attractive.a. A need (easy)b. Motivationc. Leadershipd. Goal settinge. AttributionEARLY THEORIES OF MOTIVATION35. Who developed the Hierarchy of Needs motivational theory?a. Herzbergb. Vroomc. McGregord. Lawlere. Maslow (easy)36. An individual who wants to buy a home in an expensive neighborhood with a low crime rate is satisfyingwhich psychological needs state?a. esteemb. safety (moderate)c. physiologicald. self-actualizatione. social37. The drive to find food, drink, and sexual satisfaction is based on what level of need?a. physiological (easy)b. safetyc. self-actualizationd. sociale. esteem38. The need for such factors as status, recognition, attention, self-respect, autonomy, and achievement areexamples of which of the following needs according to Maslow’s hierarchy of needs?a. physiologicalb. esteem (moderate)c. sociald. self-actualizatione. safety39. Joining a civic club because the members are considered to be very powerful and popular would besatisfying which needs state?a. safetyb. socialc. esteem (moderate)d. self-actualizatione. physiological40. Enjoying friendship with coworkers satisfies what need?a. physiologicalb. esteemc. social (moderate)d. self-actualizatione. safety41. Growth, achieving one’s potential, and self-fulfillment, and the drive to become what one is capable ofbecoming are characteristics of which need according to Maslow’s hierarchy?a. physiologicalb. esteemc. sociald. self-actualization (moderate)e. safety42. A manager who believes that employees need constant control would be described as ______________according to McGregor.a. a Theory X manager (easy)b. a Theory Y managerc. a Theory Z managerd. a human relations managere. needs hierarchy43. Which of the following would describe the beliefs of a Theory Y manager?a. People have little ambition.b. Work is acceptable because of financial needs, but play is more natural.c. Employees readily accept responsibility. (easy)d. People dislike work.e. Managerial direction of employees is essential.44. According to Herzberg, in order to provide employees with job satisfaction, managers should concentrateona. hygiene factors.b. issues such as pay.c. motivator factors. (moderate)d. extrinsic factors.e. non-motivators.CONTEMPORARY THEORIES OF MOTIVATION45. An individual who would enjoy taking on the challenge of personally redesigning the workflow of amanufacturing line to improve employee productivity would probably be rated high on which of the following?a. need for affiliationb. need for impactc. need for achievement (difficult)d. need for powere. need for control46. According to McClelland, the need to make others behave in a way they wouldn't have behaved otherwiseis which of the following work motives?a. need for achievementb. need for power (easy)c. need for affiliationd. need for motivatione. need for self-fulfillment47. Which of the following suggests that there is a need to have good relationships at work?a. need for achievementb. need for powerc. need for fulfillmentd. need for affective connectione. need for affiliation (moderate)48. Which of the following is not true concerning high achievers?a. They perform best when the success probability is fifty-fifty.b. They dislike gambling when the odds are high.c. They like a high probability of success. (moderate)d. They like goals that cause themselves to stretch a bit.e. They dislike achievement from accidents.49. Which of the following is true concerning individuals who have a high need for achievement?a. They desire to do many things with medium impact on quality.b. They seek achievement but not personal responsibility.c. They want slow but sure feedback on their performance.d. They dislike succeeding by chance. (difficult)e. They enjoy very difficult tasks.50. Employees can be trained to stimulate their ______________ needs.a. affiliationb. self-esteemc. achievement (difficult)d. powere. self actualization51. The best managers are high in the need for ______________ and low in the need for ______________.a. achievement; powerb. power; affiliation (difficult)c. affiliation; powerd. achievement; affiliatione. power; achievement52. Which of the following is an accurate statement concerning McClelland's three-needs theory?a. High achievers are best motivated in jobs with low personal responsibility but high task difficulty.b. High achievers tend to be good managers.c. The best managers are high in need for power and low in need for affiliation. (difficult)d. Employee need for achievement is innate and cannot be changed.e. High achievers are poor salespersons.53. The proposition that specific goals increase performance and that difficult goals, when accepted, result inhigher performance than easy goals is termed ______________.a. self-efficacy.b. reinforcement theory.c. path-goal theory.d. goal-setting theory. (moderate)e. equity theory.54. Which of the following best summarizes the relationship between goal setting and need for achievementfindings?a. Goal setting is superior because it recommends setting difficult goals.b. They are incompatible theories but there is no empirical research to support either claim.c. Difficult goals are still recommended for most people because only 10-20 percent of people arehigh achievers. (difficult)d. Goal setting is not needed with high achievers.e. They are very similar theories.55. People will do better when they get ______________ because it helps identify discrepancies between whatthey have done and what they want to do.a. inputb. goalsc. equityd. powere. feedback (easy)56. The higher your ______________ , the more confidence you have in your ability to succeed in a task.a. self-efficacy (easy)b. self-esteemc. reinforcersd. job scopee. motivation57. Reinforcement theorists believe that behavior results from which of the following?a. external consequences (moderate)b. internal personality traits, such as need for achievementc. setting high goalsd. intrinsic satisfierse. hygiene factors58. A ______________ is any consequence immediately following a response that increases the probabilitythat the behavior will be repeated.a. goalb. reinforcer (moderate)c. conclusiond. job characteristics modele. valence59. ______________ is the way tasks are combined to form complete jobs.a. Job scopeb. Job enlargementc. Job enrichmentd. Job design (moderate)e. Job criteriaMANAGING YOUR CAREER60. According to a recent survey, which of the following is the main reason employees stay with their jobs?a.pleasant work environmentb.easy commutec.challenging workd.like co-workers (moderate)e.flexible work hours61. According to reinforcement theory, an individual would behave in a desired manner if which of thefollowing occurred?a. Nothing happened when they acted appropriately.b. They are punished for doing the wrong behavior.c. They set specific, difficult goals to achieve.d. They are immediately rewarded, such as a monthly bonus. (moderate)e. Their inner drives create the necessary tension level.62. According to reinforcement theory, if a manager catches an employee exhibiting unproductive behavior,the recommended action for eliminating the behavior would be to ______________.a. punish the behavior.b. reward their good behavior.c. reward other employees' good behavior.d. punish other employees exhibiting similar unproductive behavior.e. ignore the behavior. (difficult)63. The number of different tasks required in a job and the frequency with which those tasks are repeated is______________.a. job scope. (moderate)b. job enlargement.c. job enrichment.d. job design.e. job criteria.64. Horizontally expanding the tasks of a job is known by which of the following terms?a. job enrichmentb. job enlargement (moderate)c. task improvementd. job expansione. right sizing tasks65. ______________ is vertical expansion of a job by adding planning and evaluating responsibilities.a. Job scopeb. Job enlargementc. Job enrichment (moderate)d. Job designe. Job criteria66. Job enrichment increases job ______________, which is the degree of control employees have over theirwork.a. breadthb. scopec. varietyd. depth (moderate)e. feedback67. Which of the following is not associated with job enrichment?a. vertical expansionb. adding planning tasksc. increasing job scope (moderate)d. adding evaluating responsibilitye. increased employee control68. The research evidence on the use of job enrichment programs could be classified as ______________.a. encouraging.b. strongly supportive.c. moderately supportive.d. inconclusive. (moderate)e. unsupportive.69. What theory provides a conceptual framework for analyzing jobs by analyzing five core dimensions?a. reinforcement theoryb. job characteristics model (moderate)c. job designd. equity theorye. expectancy theory70. Which of the following, according to the job characteristics model, is the degree to which a job requires avariety of activities so that an employee can use a number of different skills and talents?a. task identityb. autonomyc. feedbackd. task significancee. skill variety (easy)71. Which of the following, according to the job characteristics model, is the degree to which a job requirescompletion of a whole and identifiable piece of work?a. skill varietyb. autonomyc. task significanced. task identity (easy)e. feedback72. The job characteristics model identifies ______________ as the degree to which a job has substantialimpact on the lives or work of other people.a. task significance (moderate)b. task identityc. skill varietyd. autonomye. feedback73. ______________ is the degree to which a job provides substantial freedom, independence and discretion tothe individual in scheduling the work and determining the procedures to be used in carrying it out.a. Task significanceb. Task identityc. Skill varietyd. Autonomy (easy)e. Feedback74. ______________ is the degree to which carrying out the work activities required by a job results in anindividual's obtaining direct and clear information about the effectiveness of her performance.a. Task significanceb. Task identityc. Skill varietyd. Autonomye. Feedback (moderate)75. In the job characteristics model, which combination of core job dimensions combine to produceexperienced meaningfulness of work by the employee?a. skill variety, feedback, and autonomyb. autonomy, task significance, and task identityc. task identity, skill variety, and task significance (moderate)d. task significance, task identity, and feedbacke. task identity, feedback, and autonomy76. Which of the following personality variables moderates the relationship between job dimensions andoutcomes according to the job characteristics model?a. need for achievementb. growth need (difficult)c. locus of controld. risk takinge. need for power77. The job characteristics model provides guidance to managers concerning ______________.a. job redesign. (easy)b. employee selection.c. pay satisfaction.d. collective bargaining.e. strategic planning.78. According to the job characteristics model, ______________ suggests that managers should design tasksthat form an identifiable and meaningful whole.a. combining tasksb. creating natural work units (moderate)c. opening feedback channelsd. expanding jobs verticallye. establishing client relationships79. Which of the following is an accurate statement about equity theory?a. It explains why a factory worker resents how much professional baseball players make.b. It suggests that people will feel fairly treated if they receive pay increases.c. It is based on perceptions of our own situation to others who are like us. (moderate)d. It is a theory based on needs.e. It is a motivational theory based on our job characteristics.80. In ______________ an employee compares his job's inputs-outcomes ratio with that of relevant others andthen corrects any inequity.a. reinforcement theoryb. the job characteristics modelc. job designd. equity theory (moderate)e. expectancy theory81. Which of the following is not an input according to equity theory?a. effortb. experiencec. pay level (easy)d. educatione. job tenure82. If a manager seeks equity by rethinking his situation and deciding that "on second thought my office isnicer because it has better carpet," this manager is seeking equity through which of the following methods?a. increasing his outcomesb. decreasing comparison other outcomesc. distorting others' outcomes (difficult)d. leaving the situatione. choosing a new comparison other83. Based on equity theory, asking the boss to give a "comparison other" at work more responsibility is to seekequity through which of the following methods?a. decreasing your inputsb. increasing comparison other outcomesc. decreasing your outcomesd. cognitively distorting the situatione. increasing comparison other inputs (moderate)84. Organizational pay policies are what type of referent according to equity theory?a. otherb. system (difficult)c. internald. externale. self85. In general, the research support for equity theory could be described as ______________.a. strong. (moderate)b. moderate.c. weak.d. inconclusive.e. there has been very little research on equity theory.86. In expectancy theory, the probability perceived by the individual that exerting a given amount of effort willlead to a certain level of performance is ______________.a. valence.b. expectancy. (moderate)c. consistency.d. flexibility.e. instrumentality.87. Which expectancy theory linkage explains the belief by a student that studying hard results in obtaininghigh test grades?a. valence of rewardb. expectancy (difficult)c. input to outcomed. goal setting to achievemente. instrumentality to reward88. In expectancy theory, the degree to which the individual believes that performing at a particular level isinstrumental in leading to the attainment of a desired outcome is ______________.a. valence.b. expectancy.c. consistency.d. flexibility.e. instrumentality. (moderate)89. Which expectancy theory linkage explains the belief that having a high grade point average is critical inobtaining a good job?a. instrumentality (difficult)b. expectancyc. goal setting to achievementd. valencee. input to outcome90. Which expectancy theory linkage explains the degree to which a student desires a good job?a. expectancyb. effort to performancec. input to outcomed. instrumentalitye. valence (moderate)91. Which of the following is not an important issue surrounding equity theory?a. It emphasizes payoffs.b. It is important to understand why outcomes are important or unimportant.c. Expected behaviors are important.d. Reality is key. (difficult)e. Individuals are expected to maximize needs and/or wants.CURRENT ISSUES IN MOTIVATION92. To maximize motivation among today's diverse work force, managers need to think in terms of______________.a. flexibility. (easy)b. consistency.c. needs.d. wants.e. organizational strategy.93. A ______________ workweek is a workweek where employees work longer hours per day but fewer daysper week.a.flexiblepressed (easy)c.congruentd.parallel94. ______________ is a scheduling system in which employees are free to vary work hours within certainlimits.a. Compressed work weekb. Job sharingc. Flextime (moderate)d. Telecommutinge. Job enlargement95. What type of job scheduling option would allow two different employees to share one forty-hour-a-weeksystem's analyst position?a. compressed work weekb. job sharing (easy)c. flextimed. telecommutinge. job enlargementMANAGING WORK FORCE DIVERSITY96. At which of the following companies do new employees become a part of a mentoring group called―Horizons?‖a.Microsoftb.Hewlett-Packardc.IBMd.Silicon Graphics (moderate)e.Lucent Technologies97. The linking by computer and modem of workers at home with co-workers and management at an office istermed ______________.a. job sharing.b. compressed work week.c. flextime.d. telecommuting. (easy)e. job enlargement.98. Piece-rate pay plans, wage incentive plans, profit-sharing and lump-sum bonuses are examples of______________ programs.a. open-book managementb. expectancy theoryc. pay-for-performance (easy)d. equity theorye. job characteristics model99. Performance-based compensation is probably most compatible with which motivational theory?a. equity theoryb. goal setting theoryc. job characteristics modeld. expectancy theory (difficult)e. reinforcement theory100. ______________ is a motivational approach in which an organization's financial statements are opened to and shared with all employees.a. Open-book management (easy)b. Expectancy theoryc. Pay-for-performanced. Equity theorye. Job characteristics model101. Successful motivation of professions requires that managers recognize that the loyalty of professionals is usually toward their ______________.a. employer.b. short-term financial well being.c. long-term financial well being.d. family.e. profession. (moderate)102. All of the following are mentioned in the text as suggestions to motivating professionals EXCEPT:a.providing them with ongoing challenging projects.ing money and promotions. (moderate)c.allowing them to structure their work in ways they find productive.d.rewarding them with recognition.103. Which of the following is not a suggestion for motivating employees?a. recognize individual differencesb. make goals very difficult to achieve (easy)c. match people to jobsd. individualize rewardse. don't ignore money104. A review of eighty studies found which of the following methods produced the highest increases in productivity?a. goal settingb. job redesignc. employee participationd. monetary increases (moderate)e. job/person match105. Which of the following is NOT mentioned in the text as a suggestion to motivating employees in general?a.recognize individual differences.e goals.e collective rewards. (moderate)d.don’t ignore money.e.link rewards to performance.Scenarios and QuestionsCONTEMPORARY THEORIES OF MOTIVATIONChanging Jobs (Scenario)Marty sat in his favorite chair at home and pondered his work situation. The funding in his division had been cut by twenty-five percent but the numerical goals did not budge. Something had to change and he knew it was his job to figure out how to make the goals reachable. He had decided to try to make it work by changing the way tasks are combined in each job. First, he needed to know how many tasks there were to each job and how frequently each task is repeated. He also knew that because of the funding cut, people were going to be asked to increase their job tasks horizontally. But, he also felt that to balance this he should add planning and evaluating responsibilities. Together, even though the employees were clearly being asked to contribute more, he felt they would have a greater degree of control over their work. No one looked forward to this coming year ÄÄ managers or staff ÄÄ but it was do or die.106. Which of the following is the term that describes "the way tasks are combined in each job"?a. job enlargementb. job scopec. job enrichmentd. job design (difficult)e. job depth107. ______________ describes the degree of control employees have over their work.a. job enlargementb. job scopec. job enrichmentd. job designe. job depth (difficult)108. Marty was also going to ask people to horizontally increase their jobs, also known as ______________.a. job enlargement. (moderate)b. job scope.c. job enrichment.d. job design.e. job depth.109. The vertical expansion of employees, or ______________, was also suggested by Marty.a. job enlargementb. job scopec. job enrichment (moderate)d. job designe. job depthA Management Tool (Scenario)The managers wanted and needed something they could actually use as a tool for redesigning the jobs in their departments. They had now sat through four days of management training but so far, with all of the fancy theories, they had not received any specific guidance in this area. Finally, on the last day of the training, they learned about the job characteristics model. Sure, it still had all of the theory and other academic jargon, but it also provided some specific steps to help improve the core job dimensions.110. One suggestion, ______________, encourages putting existing fragmented tasks back together to increase skill variety and task identity.a. combining tasks (easy)b. creating natural work unitsc. establishing client relationshipsd. expanding jobs verticallye. opening feedback channels111. Another suggestion, ______________, allows employees to judge the level of their performance.a. combining tasksb. creating natural work unitsc. establishing client relationshipsd. expanding jobs verticallye. opening feedback channels (moderate)112. ______________ can help partially close the gap between the "doing" and the "controlling" aspects of the job and increases employee autonomy.a. combining tasksb. creating natural work unitsc. establishing client relationshipsd. expanding jobs vertically (difficult)e. opening feedback channels113. The model also suggests that ______________ will increase employee "ownership" of the work and help them view their work as meaningful.a. combining tasksb. creating natural work units (difficult)c. establishing client relationshipsd. expanding jobs verticallye. opening feedback channelsWhat Do You Expect? (Scenario)The employees at Acme Toilets Inc. are not working as hard as Jill, their supervisor, would like. The salesmen aren't meeting their sales quotas, and Jill can't seem to motivate them to try harder. Jill has been studying expectancy theory and has decided to try to put it into practice.114. Employees are never able to meet their sales quotas and believe that no matter how hard they work, they'll never meet them. They perceive the ______________ of their success to be low.a. instrumentalityb. expectancy (difficult)c. valenced. performance-reward linkagee. attractiveness of reward。

罗宾斯《管理学》课后习题(工作场所的管理者)【圣才出品】

第1章工作场所的管理者一、思考题1．管理者与非管理者有何不同？答：管理者是协调和监管其他人的工作，以使组织目标能够实现的人。

管理者的职责在于帮助公司内的其他人完成工作。

而非管理者是直接生产产品或服务顾客的员工，他们只对自己的工作结果负责。

具体来说，管理者与非管理者的主要区别如下：（1）管理者是监督者，在组织工作中负责协调、监管他人；非管理者是执行者，负责执行管理者下达的任务命令。

（2）管理者要负责一个团队或部门的运行协调，对所在部门或团队的整体绩效负最终责任，其成功与否在很大程度上取决于下属员工的工作绩效；非管理者从事专项事务，没有影响他人的权力，只对自己的工作结果负责。

（3）管理者既要管人又要管事，不仅要协调团队和部门或者监管某些员工，还可能承担与监管协调他人无关的事务性工作；非管理者只负责管事，主要从事岗位职责要求的事务性工作内容。

（4）管理者看重人际管理，需要良好的人际管理技能；非管理者看重作业状况，需要很强的操作技能。

2．你的课程老师是管理者吗？根据管理者的职能、角色和技能展开讨论。

答：课程老师并不是管理者，但系主任及其同等和以上级别的人是管理者。

虽然课程老师也承担了部分的管理职能，但不能称其为管理者。

具体分析如下：（1）从管理者的职能角度来理解，虽然课程老师既要对授课任务进行计划，对授课内容以及所要达到的目标进行确定和安排，又要与学生、教学管理部门及其他课程老师保持良好的沟通协调关系，同时还要检查学生的学习效果并提供指导，但学生与课程老师并不是上下级的关系，学生不是课程老师的员工，而是课程老师的服务对象。

因此，课程老师并不是管理者。

（2）从管理者的管理角色角度来理解，课程老师在某种程度上扮演着以下三种角色：①人际角色。

作为课程的挂名首脑、领导者和联络者，课程老师要把学生的学习情况向学校总结、汇报，并为该门课程的展开争取一定的教学资源。

②信息传递角色。

作为监听者、传播者和发言人，课程老师全权负责这门课程的展开，学校对该门课程的指示或学生对该门课程有什么要求，都由课程老师代表全体学生向学校进行沟通和传达。

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》第九版题库-8

罗宾斯《管理学》第九版题库-7

罗宾斯《管理学》第九版题库-7 Chapter 7 – Foundations of PlanningTrue/False Questions4. Research indicates that managers who plan always outperform managers who do not plan.False (moderate)9. Plans that specify the details of achievement of the overall objectives are called operational plans.True (difficult)10. Directional plans have clearly defined objectives.False (moderate)12. Standing plans are created in response to programmed decisions that managers make and include policies, rules, and procedures.True (moderate)13. The greater the environmental certainty, the more plans need to be directional and emphasis placed on the short term.False (moderate)22. An organization's real goals are what they actually plan on accomplishing, rather than what they hope to accomplish.False (moderate)24. Real goals are official statements of what an organization says its goals are.False (easy)Multiple Choice36. One purpose of planning is that it minimizes ______________ and ______________.a. cost; timeb. time; personnel needsc. waste; redundancy (difficult)d. time; wastee. mistakes; cost38. What does the evidence suggest about organizations that plan compared to organizations that do not plan?b. Nonplanning organizations always outperform planningorganizations.c. Planning organizations generally outperform nonplanningorganizations (easy)d. Nonplanning organizations generally outperform planningorganizations.e. They generally perform at about the same level.45. Which of the following is the foundation of planning?a. employeesb. goals (easy)c. outcomesd. computerse. the planning department46. According to the text, _____________ are documents that outline howgoals are going to be met and which typically describe resource allocations, schedules, and other necessary actions to accomplish the goals.a. strategiesb. goalsc. plans (moderate)d. policiese. procedures50. Which of the following is true concerning an organization's statedobjectives?a. They issue identical objectives to all constituents.b. Organizations typically have internal and external sets ofobjectives.c. They may issue different objectives to stockholders,customers, employees, and the public.(moderate)d. It is illegal to issue conflicting stated objectives.e. Stated objectives are usually in line with short-term actions.54. What should a person do to understand what are the real objectives ofthe organization?a. observe organizational member actions (moderate)d. read their annual reporte. watch television news reports59. When we categorize plans as being single-use versus standing, we categorize them by ______________.a. breadth.b. specificity.c. frequency of use. (easy)d. depth.e. time frame.61. Based on the information presented in the text, ______________ are short term, specific, and standing.a. operational (moderate)b. long-termc. strategicd. specifice. directional67. An organizational plan that has a 6-year time frame would be considered what type of plan?a. operationalb. short-termc. strategicd. intermediatee. long-term (moderate)68. Strategic plans tend to include a time period of usually______________.a. 1 year.b. 1-3 years.c. 3 years or more. (moderate)d. 5 years or more.e. at least 10 years.71. Compared to directional plans, what type of plan has clearly defined objectives?a. strategicc. short-termd. specific (moderate)e. standing76. Planning accuracy with a high degree of environmental change tendsto produce which of the following results?a. Planning accuracy is likely.b. Planning accuracy becomes much more important.c. Planning accuracy becomes less important.d. Planning accuracy is less likely. (moderate)e. Planning accuracy occurs in the long-run.78. A ______________ plan is a one-time plan designed to meet the needsof a unique situation and created in response to nonprogrammed decisions that managers make.a. single-use (easy)b. short-termc. directionald. standinge. strategic79. A small town's preparation for a visit by the President of the UnitedStates would be considered what type of plan?a. strategicb. directionalc. standingd. long-terme. single-use (moderate)81. A city's policy concerning skateboarding on downtown sidewalksproviding guidance for police action would be considered what type of plan?a. standing (difficult)b. contingencyc. directionald. single-usee. strategic84. Where in the organizational hierarchy are traditional goalsdetermined?a. front-line employeesc. lower-level managersd. middle managerse. top managers (moderate)89. A management system in which specific performance goals are jointly determined by employees and their managers is known as ______________.a. management by objectives. (moderate)b. means-ends chain.c. traditional goal setting.d. management by opinions.91. Which of the following is not one of the four common elements of Management By Objectives (MBO)?a. goal specificityb. participative decision-makingc. an explicit time periodd. a systems loop (difficult)e. performance feedback93. Management By Objectives (MBO) can be described by which of the following statements?a. an autocratic systemb. a "bottom up" systemc. a "top down" systemd. both a "top down" and a "bottom up" system (difficult)e. a static system105. According to the boxed feature, “Managing in an E-Business World,”probably the biggest change for planning in e-business is that ______________.a. the environment is more stable.b. customers are calling the shots. (moderate)c. employees are making the demands.d. only a few competitors exist.Essay Questions122. In a short essay, list and discuss the four reasons for planning.Answera. Planning establishes coordinated effort. It gives direction tomanagers and nonmanagers alike. When employees knowmust contribute to reach goals, they can coordinate theiractivities, cooperate with each other, and do what it takes toaccomplish those goals. Without planning, departments andindividuals might be working at cross-purposes, preventing theorganization from moving efficiently toward its goals.b. Planning reduces uncertainty by forcing managers to look ahead,anticipate change, consider the impact of change, and developappropriate responses. It also clarifies the consequences ofactions managers might take in response to change. Eventhough planning can’t eliminate change, managers plan in orderto anticipate changes and develop the most effective response tothem.c. Planning reduces overlapping and wasteful activities. Whenwork activities are coordinated around established plans, wastedtime and resources and redundancy can be minimized.Furthermore, when means and ends are made clear throughplanning, inefficiencies become obvious and can be corrected oreliminated.d. Planning establishes goals or standards that are used incontrolling. If managers are unsure of what they are trying toaccomplish, they will be unable to determine whether or not thegoal has actually been achieved. In planning, goals and plansare developed. Then, through controlling, actual performance iscompared against the goals, significant deviations are identified,and necessary corrective action is taken. Without planning,there would be no way to control.(moderate)127. In a short essay, list and discuss five characteristics of well-defined goals.Answer(1) A well-designed goal should be written in terms of outcomes ratherthan actions. The desired end result is the most important element of any goal and, therefore, the goal should be written to reflect this. (2)Next, a goal should be measurable and quantifiable. It’s much easier to determine if a goal has been met if it’s measurable. In line withspecifying a quantifiable measure of accomplishment, (3) a well-because a manager is never sure when the goal has been met or when he or she should call it quits because the goal will never be met regardless of how long he or she works at it. (4) Next a well-designed goal should be challenging but attainable. Goals that are too easy to accomplish are not motivating and neither are goals that are not attainable even withexceptional effort. (5) Next, well-designed goals should be writtendown. Although actually writing down goals may seem too timeconsuming, the process of writing the goals forces people to think them through. In addition, the written goals become visible and tangible evidence of the importance of working toward something. (6) Finally, well-designed goals are communicated to all organizational members who need to know the goals. Making people aware of the goals ensures that they’re “on the same page” and working in ways to ensure the accomplishment of the organizational goals.(moderate)128. In a short essay, list and discuss the five steps in the goal-setting process.Answera. Step 1: Review the organization’s mission, the purpose of theorganization. These broad statements of what the organization’spurpose is and what it hopes to accomplish provide an overallguide to what organizational members think is important. It’simportant to review these statements before writing goalsbecause the goals should reflect what the mission statement says.b. Step 2: Evaluate available resources. A manager doesn’t wantto set goals that are impossible to achieve given the availableresources. Even though goals should be challenging, theyshould be realistic. If the resources a manager has to work withdoesn’t allow for the achievement of that goal no matter howhad the manager tries of how much effort is exerted, that goalshouldn’t be set.c. Step 3: Determine individually, or with input from others, thegoals. These goals reflect desired outcomes and should becongruent with the organizational mission and goals in otherorganizational areas. These goals should be measurable,specific, and include a time frame for accomplishment.d. Step 4: Write down the goals and communicate them to all whoneed to know. Writing goals down forces people to think themthrough and also makes those goals visible and tangible evidenceof the importance of working toward something.e. Step 5: Review results and whether goals are being met. Makechanges, as needed. Once the goals have been established,plans for pursuing the goals.(difficult)129. In a short essay, list and discuss the three contingency factors that affect planning. Answera. Level in the organization – for the most part, operationalplanning dominates managers’ planning efforts at lower levels.At higher organizational levels, the planning becomes morestrategy oriented.b. Degree of environmental uncertainty – when environmentaluncertainty is high, plans should be specific, but flexible.Managers must be prepared to reword and amend plans asthey’re implemented. At times, managers may even have toabandon their plans.c. Length of future commitments – the more that current plansaffect future commitments, the longer the time frame for whichmanagers should plan. This commitment concept means thatplans should extend far enough to meet those commitmentsmade when the plans were developed. Planning for too long orfor too short a time period is inefficient and ineffective.(moderate)。

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第一套《管理学》期末考试试卷（第一套试卷Ａ卷）一、选择题（每题 1 分，共 10 分） 1. 西方权变理论学派的代表人物是（）。 A 孔茨 B 西蒙 C 梅奥 D 伍德沃德 2 ．管理跨度原则可以理解为（）。 A 职位的职权和职责对等一致 B 领导者所管理的人员数目应当适当 C 管理人员要求与分工、协作相一致 D 应当授予管理人员一定的职权 3 ．美国学者梅奥曾经带领一批研究人员进行了有名的霍桑试验，开创了（）的早期研究。 A 行为科学学派 B 管理科学学派 C 社会系统学派 D 经验主义学派 4. 确定合理的管理幅度是进行组织设计的一项重要内容。关于什么是合理的管理幅度，对于下列四种说法，你最赞同哪一种？( )。 A管理幅度越窄，越易控制，管理人员的费用也越低。 B管理幅度越宽，组织层次越少，但管理人员的费用会大幅度上升。 C管理幅度应视管理者能力、下属素质、工作性质等因素的不同而定。 D管理幅度的确定并不是对任何组织都普遍重要的问题，无须过多考虑。 5 ．在计划类型中，按照计划制定者的层次可将计划分为（）。 A 战略计划、管理计划、作业计划 B 指令性计划、指导性计划 C 综合计划、项目计划 D 销售计划、生产计划、劳动人事计划、技术改造计划 6 ．在管理控制活动中，有一种控制是用过去的情况来指导现在和将来 , 这种控制是（）。 A 前馈控制 B 反馈控制 C过程控制 D 间接控制 7.根据领导生命周期理论，当下属的成熟度处于成熟阶段应采取的领导方式是：( )。 A 高关系低工作 B 命令式 C 参与式 D 低工作低关系 8 当人们认为自己的报酬与劳动之比，与他人的报酬与劳动之比是相等的，这时就会有较大的激励作用，这种理论称为：( )。 A、双因素理论 B、效用理论 C、公平理论 D、强化理论 8在管理方格图中，团队式管理的方格是处于( )。 A 9.1 B 9.9 C 1.9 D 1.1 10 ．心理学家马斯洛将人的多种需求概括为五个层次的需要，依次是：（）。 A 社交的需要、尊重需要、安全需要、生理需要、自我实现需要 B 生理需要、安全需要、尊重需要、社交的需要、自我实现需要 C 生理需要、安全需要、社交的需要、尊重需要、自我实现需要 D 生理需要、社交的需要、安全需要、尊重需要、自我实现需要二、多项选择题（每题 2分，共12分） 1. 领导者在建立和健全科学决策支持系统时，主要应注意建立（）。 A 信息系统 B 咨询系统 C决策系统 D 组织系统 E 执行系统 F 反馈系统 2. 现代管理的主要职能包括（）。 A 计划职能 B 组织职能 C创新职能 D 控制职能 E 激励职能 F 领导职能 G协调职能 3 ．能体现我国朴素的辩证思想的理论有（）。 A 物极必反 B 以逸待劳 C将欲弱之，必固强之 D 知己知彼，百战不殆 E 治国之道，务在举贤 4.勒温的领导作风理论提出了三种极端的领导工作作风，即（）。 A专制作风 B 集权作风 C仁慈作风 D民主作风 E放任自流作风 F 权变作风 5.企业文化的结构大致可以分为以下几个层次：（）。 A 目标层 B 哲学层 C精神层 D道德层 E制度层 F器物层 6. 管理思想发展史的第三阶段为中期的管理思想，主要代表人物（）。 A 梅奥 B 法约尔 C 巴纳德 D 伯法 E 卡斯特四、简答题（每题 5分，共40分） • 控制过程一般有哪些步骤？ • 什么是人际关系平衡？其种类有哪些？ • 管理思想的发展可分成几个阶段？ • 何谓组织生命周期理论？ • 为什么说管理学既是科学又是艺术？ • 双因素理论的主要内容是什么？ • 费德勒模型的主要内容是什么？ • 现代计划方法主要有哪些？五、论述题（每题 10分，共20分） • 为什么强调正激与负激相结合，但应以正激为主？试举例说明。 • 评述您学过的领导理论，谈谈管理学中的领导理论对提高领导艺术的作用。【答案】一、单项选择题１．Ｄ２．Ｂ３．Ａ４．Ｃ５．Ａ６．Ｂ７．Ｄ８．Ｃ９．Ｂ１０．Ｃ二、多项选择题１．ＡＢＣＥＦ２．ＡＢＤＥＦＧ３．ＡＢＣＤ４．ＡＤＥ５．ＣＥＦ６．ＡＣ四、简答题 • 答：①限定子系统的范围。②识别所要测量的特性。③订立标准。④收集数据。⑤衡量绩效。⑥诊断与更正。（答对５条给满分。） • 答：所谓人际关系平衡是指交往双方的需要和这种需要的满足程度以及人际吸引的程度保持平衡。（２分）种类有：自觉平衡，主动平衡，消极平衡。（３分） • 答：第一阶段，早期的管理思想。第二阶段，古典的管理思想。以泰勒、法约尔等人的思想为代表。第三阶段，中期的管理思想。以梅奥与巴纳德等人的思想为代表。第四阶段，现代管理思想。 • 答：组织象任何有机体一样有其生命周期。格林纳认为一个组织的成长大致可分为创业、聚合、规范化、成熟、再发展或衰退五个阶段。每阶段的组织结构、领导方式、管理体制和职工心态都有其特点。 • 答：管理学是一门科学，这是因为它具有科学的特点，如客观性，实践性，理论系统性，真理性，发展性，是一种反映客观规律的综合的知识体系。管理学又是一门艺术，是因为艺术的含义是指能够熟练地运用知识，并且通过巧妙的技能来达到某种效果。而有效的管理活动正需要如此。 • 答：双因素理论由赫兹伯格首先提出。他认为，使职工感到不满意的因素（保健因素）往往由外界环境引起，如，公司政策、行为管理和监督方式、工作条件、人际关系、地位、安全等，使职工感到满意的因素通常是由工作本身产生的（激励因素），如，工作富有成就感、工作成绩能得到认可、工作本身具有挑战性、负有较大的责任等。 • 答：费德勒提出了有效领导的权遍模型，他认为任何领导形态均可能有效，其有效性完全取决于所处的环境是否适应。影响领导形态有效性的环境因素有：领导者和下级的关系，职位权力，任务结构。费德勒以一种被称为“你最不喜欢的同事”（ＬＰＣ）的问卷调查来反映和测定领导者的领导风格。 • 答；①滚动计划法②网络分析技术③线性规划方法④投入产出法⑤计量经济学方法五、论述题１．答：所谓正激就是对职工的符合组织目标的期望行为进行奖励，以使得这种行为更多的出现，即职工积极性更高；（２分）所谓负激就是对职工的违背组织目的的非期望行为进行惩罚，以使得这种行为不再发生，积极性向正确方向转移。（２分）正激和负激都是必要而有效的，不仅作用于当事人，而且会间接地影响周围其他人。（１分）但鉴于负激具有一定的消极作用，容易产生挫折心理和挫折行为，应该慎用。因此，领导者在激励时因该把正激与负激巧妙地结合起来，而坚持以正激为主，负激为辅。（３分）举例参考：领导者应该把严格管理和思想工作相结合。（２分）２．答：（ 1）领导理论的主要内容包括：领导特质理论、领导行为理论和领导权变理论。（３分）（ 3）领导行为理论包括：包括勒温的三种极端理论、连续统一体理论、管理系统理论领导行为四分图、管理方格理论等。（２分）（ 4）领导的权变理论：包括费德勒模型，领导生命周期模型和途径-目标理论。这些理论分别从不同的方面来论述领导的有效性和相关情境的关系。（２分）（ 5）总之，领导理论从领导应具备的素质、可供选择的领导形态以及在不同情境下合适的领导形态等方面进行了科学的总结。这些领导理论，是一种反映了客观规律的综合的知识体系。反映了领导活动中的规律性，具有科学性，而艺术的含义是能够熟练地运用知识，并通过巧妙的运用来达到某种效果。所以，领导理论为指导管理者的素质培养和管理行为的选择提供了基本素材，是提高领导艺术性的基础。（3分）第二套一、单选题（每小题3分，共18分） 1.管理的核心是( D ) A.决策 B.领导C.激励 D.处理好人际关系 2.霍桑实验的结论中对职工的定性是（ B ） A．经济人 B．社会人C．自我实现人 D．复杂人

3.古典管理理论阶段的代表性理论是( A ) A.科学管理理论 B 行政组织理论C.行为科学理论 D.权变理论

4.直线型组织结构一般只适用于（ B ） A．需要按职能专业化管理的小型组织 B．没有必要按职能实现专业化管理的小型组织 C．需要按职能专业化管理的中型组织 D．需要按职能专业化管理的大型组织

5.双因素理论中的双因素指的是（ D ） A.人和物的因素 B.信息与环境C. 自然因素和社会因素 D.保健因素与激励因素

6.专业化管理程度高,但部门之间协调性比较差,并存在多头领导现象.这是哪类组织结构类型的特点？（B） A.直线制 B.职能制C直线职能制 D.事业部制E.矩阵制

二、判断题（每小题2分，共20分） 1.权变理论是基于自我实现人假设提出来的. (×) 2.需求层次论是激励理论的基础理论。 ( √ ) 3.决策最终选择的一般只是满意方案，而不是最优方案。 ( √ ) 4.管理幅度是指一个管理者直接指挥下级的数目. 管理幅度应该适当才能进行有效的管理. ( √ ) 5.冲突对组织都是有害的,冲突管理就是要尽可能减少或消除冲突. (×) 6.管理的效益原理认为:管理工作都应该力图以最小的投入和消耗,获取最大的收益. ( √ ) 7.最小后悔值决策方法中的后悔值就是机会损失值. ( √ ) 8.公平理论认为一个人的公平感觉取决于其每次的投入与报酬之间是否对等. (×) 9.高语境文化中的人们更加倾向于坦率的和直接的交流方式 (×) 10. “胡萝卜加大棒”是泰勒制的管理信条。 ( √ ) 三、多选题（每小题5分，共30分） 1.管理的二重性是指管理的( AD ) A.自然属性 B.艺术性C. 科学性 D.社会属性E.实践性

2.管理的主要职能包括 ( ABEF ) A.计划 B.组织C.指挥 D.协调E.领导 F.控制

3.管理的主要技能包括 ( ACD ) A.人际 B.诊断C.概念 D.技术

4.电子会议决策方法的主要优点有( ACD ) A.诚实 B.先进C.匿名 D.高效 5.目标管理的特点包括有 ( ACD )