浙江工商大学《管理学》课后答案
《管理学原理》课后习题参考答案（1）
《管理学原理》课后习题参考答案（1）课后习题答案第1章一、单项选择题1．A．2．此题为多选题；3．C.二、多项选择题1．BCDE；2．BCE；3．ABCD；4．ABCDE三、判断题1．（×）；2．（×）；3．（√）；4．（×）；5．（×）六、案例分析题新官上任遇到的问题参考答案1．王副校长要离开天虹的原因是什么，说明了什么？王副校长的个人才能得不到充分发挥。
这说明一名管理者如果要有效地整合资源以实现组织的目标，那么他需要具备去指挥、影响和激励成员为实现目标而努力工作的能力，即有效履行领导职能。
对于那些既有才能又有事业心的下属，上级管理者或领导要能给他们提供充分发挥才能的平台；否则，将很难激励和留住这样的下属，并给自己的工作和组织带来不利的影响。
2．从此案例中，你认为唐校长的管理技能如何？请根据案例所给资料给以分析和评价。
从案例中天虹中学所面临的主要问题：教师流失、升学率下降、学生家长不满增加和传闻的天虹的市重点中学的位置可能受影响，唐强上任之后不久提出的针对性解决这行问题的发展思路可以看出唐校长具有较好的概念技能；从唐校长担任数学教师期间取得的突出的教学成绩，可知他也具备很强的专业技能。
但在唐校长担任校长一年后学校的面貌变化不大，而且年富力强的王副校长因深感个人能力得不到充分发挥而流失，可知唐校长的人际技能是较为不足而急需提高的。
3．唐校长的管理方式有什么不对吗？他应该做怎样的改进来避免人才流失和提高学校的教学水平？唐校长的管理方式对大小事务过于亲力亲为，不能有效授权去发挥下属的才能与积极性，这样容易挫伤那些想发挥才能的下属，也使自己没有更多的精力来思考和解决应对更为重要的问题。
唐校长应该提高人际技能和有效履行领导职能的能力与艺术，这样可以提高他了解下属的需要和激励下属的能力，从而更好地激励下属及全体教师，实现学校的发展目标。
第2章三、案例分析题“实践中的福特制”思考题参考答案1、福特汽车公司的生产效率获得巨大提高的原因是什么？它属于何种管理思想？福特汽车公司采用了生产效率更高的流水线生产方式。
大学生管理学课后习题答案
第一章一、选择题1.C2.C3.C4.C5.C6.A7.CD8.CDE9.AB 10.ABCD四、案例分析题1.郭宁在20多年的工作中担任过各种层次的管理者，在担任这些层次的管理者过程中，职能有所不同。
2.郭宁升任总裁以后，将成为决策指挥者，这一职能与他以前担任的管理者的职能是不一样的。
第二章一、选择题1.D2.D3.B4.B5.B6.A7.B8.A9.A 10.ABDE第三章一、选择题1.A2.A3.D4.C5.D6.C7. D8.A9.ACDE 10.B四、案例分析题1. 在计划中突出了“怎么做”这一问题，即制定实施计划的措施以及相应的政策和规则。
2.安利公司很难实现其销售方式的转型；因为计划是对未来行动的安排，对实践活动具有指导、规范约束作用，如果在计划里不做相应规定，就没有这一作用。
3.5W1H第四章一、选择题1.A2.D3.C4.BC5.B6.B7.B8.ABCD四、案例分析题1. 目标体系的建立需要管理者与员工共同参与；目标的标准要有挑战性；在实施过程中应给予下属相应的权力和资源；鼓励下属自我管理自我控制。
2.见教材P62-633.不是，除奖金等物资激励外还应有晋升、表扬、尊重等精神激励。
4.两个都重要。
因为培养完整严肃的管理环境有利于管理的制度化；制订自我管理的组织机制有利于员工自我管理自我控制，发挥员工的主动性和创造性。
第五章一、选择题1.D2.ABCDE3.C4.C5.D6.D7.C8.ACD9.ABD四、案例分析题1.机会：农业机械产品有市场潜力，每年销售额都在递增。
威胁：消费者的需求发生变化。
2.袁先生在决策过程中善于借助于智囊团的作用，并能正确处理“谋”与“断”的关系，“谋事”在智囊团，“断事” 在领导者，领导者在任何时候都应在决策中处于主导地位。
第六章一、选择题1.C2.A3.C4.BCE5.ABCDE四、案例分析题1．陆振华的蚊香厂采用的是一种职能制（或直线职能制）组织结构。
《管理学》离线作业答案
《管理学》离线作业第1-4章：案例分析答案：问题一：伊诺公司之所以成功的原因，最主要的在于准确地分析企业的优势和劣势，把握企业发展的成功机遇，规避自己的劣势，成功地抓住市场机会。
伊诺公司是一个只有8年历史的小企业，年销售额只有1200万美元，但已经获得了美国特制干酪市场60％的占有率。
伊诺曾向澳大利亚、加拿大、日本出口少量的特制干酪。
公司设有专门负责市场的副总经理。
公司要想获得较多的利润，应该争取进入销售总额达2亿美元的欧洲市场，这个市场是美国市场的十倍。
问题二：公司为此进行了大量的准备工作。
从产品的销量、运费、关税、消费者对产品的反映以及试销地点的选择上都做了大量的准备，采取专门的策略。
目标就是打入欧洲市场，短期争取一定市场占有率，长期争取较大利润。
在产品方面出售特制干酪。
因为公司规模较小，只生产3个品种。
在包装上，由于生产地与销售市场的距离较远，需要设计特制包装，便于运输和长期储存。
商标名称采用法语，因为世界上食品名气较大的国家是法国和中国。
在欧洲，使用法语，欧洲人会认为是很好的食品。
在价格上，为了打入欧洲市场，不得不实行价格补贴，它可能意味着亏本(如果贴补太大)，也可能意味着利润减少(如果补贴不是很大)。
在广告上，由于公司的市场只是一个很小的高档食品市场，伊诺决定不利用电视或广播作广告，因为成本太高，销量有限，不合算。
除了产品包装本身的广告宣传外，伊诺印制了一种发送给现场顾客的宣传材料。
在销售上，由于公司距欧洲距离太远，必须在欧洲设立负责管理欧洲销售的经营公司。
并且在超级市场销售，因为“朗得尔”于酪是一种高档食品，到超级市场选购的消费者比较富裕，易于销售。
在普通零售店不能实现较大销量。
启示：⑴小企业也能取得国际市场经营的成功。
错误的观点认为，只有大企业才具备到国际市场中去竞争的实力。
其实，只要运用正确的市场战略，很多中小企业也同样能够取得成功。
⑵一个好的市场经理和好的市场战略是取得成功的重要条件。
管理学 课后案例分析参考答案(1-17章)
Answers to International Case Questions (Chapter 1-17)Chapter 1 McDonald’s: Serving Fast Food around the World (p.29)1. The biggest opportunity, which was realized, was to open the mass market fast-food business. Kroc did this through a balanced expansion of owned and franchise operations while maintaining quality control and not outstripping requirements for additional capital. He could have chosen to own all of the outlets or to restrict operations to certain regions. The threats were and still are alternate foods and alternate stores.2. McDonald’s was not without luck. At the time they expanded into Europe, American goods and styles were in fashion. In addition, McDonald’s maintained rigid quality and cost control. For example, while they were trying to develop a potato strain that could be grown in Europe they imported all of the potatoes from their suppliers in the U.S. This maintained their reputation for the “best fries,” one of the selling points for McDonald’s. The cultural differences between Asia and Europe are considerable and the trick was to find the commonalty between the two and the U.S. In Japan, for instance, heavy pre-opening advertising and large-scale locations, combined with contributions to the local community (similar to Toyota public relations in Asia and the U.S.), as well as inclusion of local specialties successfully launched McDonald’s name and products in Asia.3. The basic philosophy is expressed in the case: QSC&V. When he was alive, Ray Kroc personally visited locations and inspected the outside premises, inside food preparation areas and personnel. This set a tone for the corporation at the top. Its success is measured by the fact that you can get a Big Mac almost anywhere in the world.4. McDonald’s is expanding its menu in order to meet competition. It has expanded into competitors’ areas such as chicken and Mexican foods and in some European locations offers wine with meals. In the U.S., new low-carbohydrate diets emulate the Atkins model while low-fat menus were developed to appeal to that phase of American eating habits.5. Planning and attention to detail, combined with a thorough understanding of the local customs, have all contributed to McDonald’s success. The opening of McDonald’s in Moscow in 1990 illustrates som e of the factors in operation:∙It offered products not available elsewhere in a setting that was both interesting and conducive to a gathering of friends and family.∙The initial Canadian managers paid attention to training and the details of a fast-food operation before opening the restaurant. The cleanliness and sharp appearance were essential.∙The company engaged one of the few U.S. attorneys licensed to practice law in Russia to draw up the absolutely necessary contracts and agreements. The attorney, an Afro-American, was also a Don at Oxford at the time of opening.∙They located in a city where consumers had a huge pent-up demand and sufficient disposable income to act on it.Chapter 2 Spirituality in the Workplace (p.51)1.Relating to, consisting of, or affecting the spirit; concerned with religious values;concerned with the soul; of, from, or pertaining to God.2.A code of ethics is often the outcome of spirituality.3.Recent scandals such as Parmalat, WorldCom, Adelphia, Enron and Global Crossing point out the need for better ethical standards and corporate governance as a fiduciary responsibility.4.Against: If the business of business is business, then spirituality has no place.For: Since spirituality is part of the ecology in which businesses operate, it would be remiss not to take it into account.Chapter 3 Starbucks——Quality Plus Social Conscious Sells Around the World (p.74) 1. It created a friendly environment and initially provided “specialty” coffee drinks and a place to access the Internet.2. Standardization and theme.3. It is doing that through expanding its non-coffee drinks and snack selections.4. The challenges are already here, which requires reorganization and regrouping, as illustrated in the press release above.Chapter 4 Developing V erifiable Goals (p.109)1.A division manager can develop verifiable goals, as illustrated in the case. The problem here is that the division head does not know if these are the same goals that the president would have for the division. It is always a good idea to test reality by closing the loop with the boss.2.The division manager seems to have been swept away by the lecture. Even though he has articulated some objectives, we do not know if they were attainable. Clearly, the subordinates have to be given guidelines and premises. The resources of capital and manpower are always limited and to prioritize them takes a lot of skill and participation, something not apparent in the case.Chapter 5 The Road Ahead for Shanghai V olkswagen (p.127)1. The real answer to this question is not portrayed in the case. It is implied, however, as being due to careful steps and slowly building a controlled quality operation. Since the automobile industry was a protected one, forming a joint venture in China was the first important step. Shutting out the competition is probably grounded in the sophisticated politics of the joint venture, reinforcing the interests of China and V olkswagen. However, the industry is now in an expansion phase and transitioning from decentralized small manufacturers to large, integrated ones. VW was insightful to be up and running at the right time. An excellent reference for the automobile industry in China is China Car Times.2. Now approaching production of 1.6 million cars, V olkswagen’s share of the current 7.2 million cars and commercial vehicles produced in China in 2006 represents 22% of the market. Honda closed a joint venture with Dongfeng Motor Corp in late 2003 for initial production of 30,000 units annually. It has since grown substantially and currently Honda has a total annual capacity of 480,000 units in China: Dongfeng Honda, where Honda CR-V and Honda Civic are made, has total capacity of 120,000 units and Guangzhou Honda, where Honda Accord, Fit are made, has a total capacity of 360,000 units. As the competition increases, prices will fall and demand will rise.3. If it is truly a joint venture, then the risk was minimized. The technology is available worldwide by hiring the right experienced people.Chapter 6. Carrefour-Which Way to Go? (p.145)1. His target markets are already identified and his new concept stores are successful. The powerful image of Carrefours is his most important asset.2. Copying Wal-Mart’s strategy would imitate, not distinguish, and probably work against his progress to date.3. By focusing on choice, innovation, freshness, and own label as well as maintaining local price leadership.4. The characteristics of people in a shared place and time are largely dependent on generational influences and vary according to the country and its socio-economic environment. The eating and buying habits of each country are available through government agencies such as the U.S. Department of Agriculture, Department of Commerce and research groups such as A. C. Nielsen, which track consumer spending patterns.Chapter 7 Reengineering the business process at Procter & Gamble (p.182)1. Since the restructuring involved changes in authorities and responsibilities of specific personnel, the human system and policies had to be covered.2. If they did not become product line (group) managers, they were probably disgruntled, unless there were compensating factors such as increase in pay, visibility or opportunity for advancement.3. A restructuring such as P&G’s has to come from the top, with active participation and approval by the Board ofDirectors, the CEO and COO. It impacts too many people and redeploys assets at too high a cost to be otherwise.However, since organizational changes naturally create uncertainty, and uncertainty in turn produces anxiety, both can be eased through careful definition of the new structure and solicitation of input from the bottom up.Chapter 8 The restructuring of Daimler –Benz (p.199)1. The performance is reflected in the stock price of the company, which had fallen drastically when compared to competitors such as BMW and Renault. The aerospace buy-in was done at a time when there was obvious over capacity in the industry and when the giants such as Boeing and Airbus were struggling to maintain market share.2. The problem in this particular case is that the potential targeted companies such as Chrysler and Mitsubishi were in trouble before the merger or acquisition. One might question the wisdom of going ahead with an acquisition or merger, but once there, executing a turnaround plan calls for very close controls rather than autonomous operations.3. To answer this question, one needs to examine the background and psychological makeup of the principal drivers such as Schrempp. It can’t be done on leveraging the acquired company’s earnings. Daimler has now reduced its stake in EADS by a third and Schrempp has been replaced.4. He’s gone and Zetsche has increased EBIT from € .873 million in 2005 to €8.710 in 2007.Chapter 9 Ford’s European Organization Changes Strategy (p.212)1. There are great advantages in commonality as distinct from centralization or de-centralization in the automotive business. Modern technology has enabled designers and engineers to collaborate across borders as designs are discussed and approved in joint international conferences, and overnight transmissions of data and details to working groups at Ford. However, local tastes prevail both the United States and in other areas of the world. The cars that sell well in the Midwest may not be the cars of choice in Southern California and the peculiarities of the London market are distinct from those in Hamburg. The significant cost of an automobile assembly line mandates some centralization of production facilities, but the dealer networks and service centers argue for regional de-centralized territories.2. The rationale was to reduce costs, but the execution didn’t work.3. The vision was to rely on technology to bring about a new way of making and selling cars, but the infrastructure was not in place to sustain that vision. Ford allowed its costs to get out of control by focusing on the Internet instead of building good cars and trucks. Ford is re-centralizing to improve quality and reduce the costs of new products.margins. However, relocation costs to Irvine, California, and product problems contributed to significant losses and in 2008, Mulally reached definitive agreement with Tata Motors of India to sell the Jaguar Land Rover segments for $2.3 billion, substantially less than Ford had paid for the brands under Nasser.5. Ford is competing well in Europe, with new Mondeo and Kuga models, but trails GM in China. By concentrating on the Ford marque and reducing capacity in the U.S., Mulally is bringing new potential to the company and hopes that its new campaign Ford. Drive One! Can return customers to the showrooms and experience the improvements firsthand.Chapter 10 Restructuring at Korea’s Daewoo (p.227)1. Obviously the divisions got out of control and were not contributing to the welfare of the parent company. The advantages are motivation and flexibility to meet customer demands.2. The company’s reputation is so damaged, it is uncertain whether it can be competitive wi thout government support.3. Kim should respond by holding the managers responsible for making a profit. The controllable factors are providinga common sense of purpose and direction. The uncontrollable factors are economic conditions and competition.4. The Commission of European Communities in its declaration did not view GM’s acquisition of Daewoo’s automotive assets as a competitive threat. The success depends on how GM develops the dealer networks and which models are carried forward. GM has rebadged its cars and dropped the Daewoo marque.5. Ford was struggling with its turnaround plan and GM acquired only parts of the company that it wanted.6. It is difficult to say if the automotive successor company will grow, in light of the competition and other problems at GM.Chapter 11 Trials and Challenges for Mr. Barrett at Intel (p.266)1. Barrett is presently Chairman of the Board. He was replaced by Paul Otellini as CEO in 2005 and Otellini is presently running the organization, competing with AMD and focusing on 45nm technology, while expanding into WiMax and cellular products. The semiconductor industry is known for its roller coaster pattern in bill-to-book ratios.2. Frequent reorganizations create uncertainty and anxiety. Some of the reorganizing was in the interest of cost-cutting and improving margins and it continues into the present.3. All capital investments in the microprocessor lines are most substantial. They have risen from $100 million in 1985 to $2.0 billion today for a complete manufacturing facility. In high technology, one must focus on preparing now for the distant future, especially with research and development expenditures and capital expenditures, in order to remain competitive. The investments are so large that their return has to be calculated in years in the future.Chapter 12.Woman CEO Manages by the Textbook (p.286)1. We know from the results, especially turning around a company, that she must have been a strong, analytical leader. In turning a company around, one has to be very convincing to many constituencies and have a clear idea about what needs to be done. Her career path was grounded in high-tech and multinational companies.2. One can surmise that the problems that women encounter in the U.S. are compounded in Italy.3.It depends on what is meant by “managing by the textbook.” We understand that management’s underlying principlesand theory are universal, but many managers want to think that they are the ones with “something special,” implyi ng that it can’t be taught and must be learned “the hard way.” Experience is, of course, very valuable, but it can be enhanced with a good understanding of the theory involved.Chapter 13 Jack Welch leading organizational change at GE(p.305)1.This is really a case specific question because of the massive layoffs of over 100,000 employees. Some authors focuson the social consequences of restructuring and others detail the innovations and self-actualization processes that Welch initiated and which led to the rise of GE in corporate value.2.Personal feelings vary, but identifying issues and alternatives are universal.3.To enhance a company’s corporate image and to become visible in order to benefit shareholder value.4.Welch made sure that GE’s value system w as published and disseminated through the ranks. Values are difficult toappraise in performance, but since they were well known, some standard criteria were probably developed to measure both results and attitudes.5.Stretch objectives do make executives push, whether it is to exceed forecast or increase the rewards. They exist in alldynamic, growing companies, whether or not they are identified as such.6.Since rigorous succession planning was one of the key elements of Welch’s tenure, it would imply ra nking as amatter of course. As long as everyone knows the ground rules, ranking should be accepted as a practice, even if the specific results are questioned. The second part of the case question raises the issues of what makes one division “far superior?” It might be due to proprietary technology or other market factors, rather than the management team.7.The reorganization, which included divestitures as well as acquisitions, was dramatic. If the criterion is shareholdervalue, there is no question that the objective was achieved. If the criterion departs from that measure to include economic impact and social or ethical considerations, then the answer is arguable.Chapter 14 Managing the Hewlett-Packard way: will it continue? (p.342)1. Much of the old HP spirit has been restored by Mr. Hurd.2. The old managerial style was a direct reflection of the personalities of Hewlett and Packard. You would need similar managerial profiles for it to work elsewhere.3. Ms Fiorina was not successful at HP and was removed after conflict with HP heirs.Chapter 15 Profiles of two visionaries: Bill Gates and Steve Jobs (p.365)1. Both leaders brought their companies up from nothing to be leaders in the field. Microsoft dominates in PCs with over 90% of their operating systems market share and Jobs was responsible for the introduction of the iPod and iPhone, as well as for new models of its Mac Book (Mac Book Air) and graphics desktops. Their styles were charismatic, which was what was needed in the beginning. And Jobs’ vision restored Apple after Scully’s disappointing tenure as CEO. Gates style was probably more directed to crushing competitors while Jobs was focused on hardware andinnovations like the iTunes and iPod. Both were known for their excessive confidence, bordering on egomania and Jobs was known for his denigration of subordinates, which has moderated since his return. Gates has left Microsoft operations2. Jobs was described in Inc Magazine as being one of the most aggressive egotists in Silicon Valley, while the Justice Department pictured Gates as a monopolistic competitor. Gates had the good sense to back himself with good managers. Jobs got a CEO from PepsiCo who did not make the transition, and had to retake the reins of the company.3. Microsoft OS dominates, while Macintosh OS is a favorite with graphics intensive applications. Both have competitors around the corner, such as Linux, which is gaining on Microsoft at the server level as well as Google with its on line free applications. The question is alternately framed by asking: what is the future of Information Technology and how will it change the way we do things?Chapter 16 To merge or not to merge: that is the question for HP, Compaq, and CEO Fiorina (p.381)1. The pros for the merger centered around consolidation of product lines, which had an 80% overlap in the PC market, reduction of common costs and stronger presence in the services business. The cons brought in the efficiencies of competitor Dell, which had managed to increase its share with no inventory hangover while Compaq had months of unsold machines at the time of the deal, and questioning the wisdom of competing in the PC market. There were also doubts about the strength and profitability of the services part of Compaq joined with HP.2. The personal risk was her job as head of HP. She lost.3. The vote was a narrow victory of 51%, with rumors of reciprocal influence with institutional investors and overcoming a court challenge by heirs of the founders.4.Potentially cutting 15,000 jobs does not endear a CEO with the workers. In addition, she referred to the “new HP’which by inference devalued the legacy of the HP Way and its past supporters.paq’s head was appointed president of HP, but he left after six months to rescue MCI and take it out of theWorldCom bankruptcy. This would indicate unrest, if not a lack of confidence. She has also reworked her “Invent”slogan to incorporate cost factors and reorganized several departments more than once. The turmoil was terminal and she was replaced by an experienced CEO who turned the company around.Chapter 17 Could the challenger accident have been avoided (p.402)1. The principal lesson is the penalty managers pay for not speaking what is on their mind and how they must be emotionally free to do so.2. Organization intimidation expressed in a lack of communication and in an overemphasis to please the customer (NASA) regardless of the risk.。
基础《管理学》第3版.浙大出版社.邢以群编@每章课后思考题总结解答(齐全.权威.实用.答案)
基础《管理学》第三版.浙江大学出版.邢以群.编著每章课后思考练习题解答.共16章齐全.实用.权威第一章管理与管理学1.管理是什么？综合的定义：管理是人们通过综合利用人力资源和其他资源，以有效地实现目标的过程。
2.学者们对管理有各种说法，是否意味着我们对管理还认识不清？现实生活中，每一个问题的正确答案不是一个而是多个。
不同的角度分析，得出不同的答案。
多答案的回答可使我们对这一问题或事物有更为全面的认识。
学者们对于管理定义的多样性，既反映了人们研究立场、方法、角度的不同，也反映了人们对管理认识的逐步深入。
3.什么是管理？你是如何看待管理的？管理的表现形式是多种多样的，但核心是协调。
所谓协调就是使表面上似乎是相互矛盾的事物有机结合、和谐统一。
4.为什么需要管理？可不可以不要管理？管理产生的原因：在于人的欲望的无限性和人所拥有的资源的有限性之间的矛盾。
管理的功能：通过科学的方法提高资源的利用率，有限的资源实现目标。
5.管理的对象是什么？管理学以什么为研究对象？由于人力资源和其他资源(时间、资金、物资、信息、技术等)是短缺的，管理的必要性是普遍存在的。
为了更好地实现欲望(目标) ，就会充分利用其有限的资源。
在管理类专业的教学计划中，管理学是一门必修的基础课。
管理学以研究管理一般问题为己任，以组织管理为研究对象，致力于研究管理者如何有效地管理其所在的组织。
6.如何衡量管理的有效性？为什么说效益比效率更重要？有效性包括两方面：效率与效益。
效率是指投入与产出之比。
一定的投入取得的产出取决于我们所采取的工作方式和方法。
如果对于一定的投入，取得更多的产出，就提高了效率；由于资源短缺，因此就必然关心资源的利用效率，因而有效的管理也就必然与资源成本的最小化有关。
另一方面，管理的目的是通过提高资源利用率以实现更多或更高的目标，因此，光是效率高是不够的，管理还要讲求效益。
所谓效益是指目标的达成度，也就是产出满足需求的程度。
管理学_课后案例分析参考答案(1-17章全)
Answers to International Case Questions (Chapter 1-17)Chapter 2 Spirituality in the Workplace (p.51)1.Relating to, consisting of, or affecting the spirit; concerned with religious values; concerned with the soul; of, from, or pertaining to God.组成的,有关或影响精神;关心宗教价值观;关心灵魂;,,或属于上帝。
2.A code of ethics is often the outcome of spirituality.道德规范通常是精神的结果。
3.Recent scandals such as Parmalat, WorldCom, Adelphia, Enron and Global Crossing point out the need for better ethical standards and corporate governance as a fiduciary responsibility.Adelphia公司最近的丑闻如帕玛拉特、世通,安然和环球电讯指出需要更好的道德标准和公司治理作为受托责任。
4.Against: If the business of business is business, then spirituality has no place.For: Since spirituality is part of the ecology in which businesses operate, it would be remiss not to take it into account.反对:如果业务是业务的业务,然后灵性没有立足之地。
2022年浙江工商大学杭州商学院工商管理专业《管理学》科目期末试卷B(有答案)
2022年浙江工商大学杭州商学院工商管理专业《管理学》科目期末试卷B（有答案）一、选择题1、科学管理的产生是管理从经验走向理论的标志，下面哪个选项不属于科学管理对管理发展的贡献？（）A．组织设计优化 B．时间和动作的研究C．任务管理 D．作业人员与管理者的分工协调2、管理者在制定决策时，面临这样一种条件：在这种条件下，决策者能够估计出每一种备择方案的可能性或者结果。
我们称这种决策制定条件为（）决策。
A．确定性 B．不确定性 C．风险性 D．概率性3、20世纪以前，有两个重要的事件促进了管理研究的发展，其中一个是（）。
A．亚当·斯密出版《国富论》B．泰勒出版《科学管理原理》C．文艺复兴 D．霍桑实验4、竞争优势是使组织别具一格和有与众不同的特色，这种与众不同的特色来自组织的（）。
A．战略 B．结构 C．文化 D．核心能力5、如果管理者非常重视组织成员的高满意度，则（）沟通网络是最有效的。
A．轮式 B．全通道式 C．小道消息D．链式6、当态度之间以及态度与行为之间存在任何不协调或不一致时，我们称之为（）。
A．态度紊乱 B．认知失调C．知觉混乱D．晕轮效应7、企业选择产业中的一个或者一组细分市场，制定专门的战略向此市场提供产品或者服务，这是典型的（）。
A．增长型战略 B．别具一格战略 C．专一化战略 D．公司层战略8、以下哪一个不是激发组织创新力的因素？（）A．结构因素 B．人力资源因素C．技术因素 D．文化因素9、公司产品设计部接受了一项紧急任务，该任务的完成需要进行严密的控制，同时又要争取时间和速度。
在这种情况下，最适合采用哪种沟通网络？（）A．Y式沟通网络 B．全通道式沟通网络C．轮式沟通网络 D．环式沟通网络10、某电器公司决定采取收购方式进入家用空调产业，以分散经营风险，从战略层次或类型的角度看，该战略属于（）。
A．公司层战略 B．事业层战略 C．职能层战略 D．技术运作层战略二、名词解释11、组织变革12、有限理性决策13、SWOT分析14、组织文化15、领导者（leader）与管理者（manager）16、管理跨度17、矩阵型结构18、管理者与领导者三、简答题19、亨利·法约尔创造了怎样的工作场所？玛丽·帕克·福莱特呢？弗雷德里克·泰勒呢？20、逐项讨论组织设计的六种关键因素的传统观点以及当今的观点。
浙江工商大学2020—2021学年第1学期会计学《管理学概论》考试试卷(附标准答案)
浙江工商大学2020-2021学年第1学期《管理学概论》考试试卷（A卷）考试范围：《管理学概论》；满分：100分；考试时间：120分钟院/系__________学号__________注意事项：1．答题前填写好自己的姓名、班级、考号等信息一、名词解释（共4题，每题5分，共20分）1．组织的具体环境2．MBO（Management By Objective）3．战略4．轮式沟通二、简答题（共8题，每题8分，共64分）1．简述变革类型。
2．试述企业的委托一代理关系。
3．管理科学理论的含义是什么？它与科学管理有何关联？4．戴明的管理理念主要包括哪些内容？5．环境因素与组织结构之间存在着何种关系？6．为什么绩效指标的数量不是越多越好？7．为什么要对培训效果进行评估？8．简述团队领导者所扮演的具体角色。
三、论述题（共1题，每题16分，共16分）1．试述领导者影响力的来源以及如何在管理实践中综合运用达到“使员工不只臣服而且信服”。
【参考答案】一、名词解释（共4题，每题5分，共20分）1．组织的环境一般可以划分为如下两大类：（1）一般环境，亦称宏观环境或社会大环境。
指对某一特定社会中所有组织都发生影响的环境要素，包括经济和技术的、政治和法律的、社会和文化的、自然环境的等各方面要素。
在大多数情况下，一般环境是特定组织的管理者所无法影响和控制的，因此，适应和利用是更常用的应对策略。
（2）具体环境，亦称微观环境或任务环境。
指与组织直接发生联系的那些环境要素，包括竞争对手、顾客、资源供应者、政府管理部门、工会、新闻媒介和其他利益团体（如消费者协会、妇联）等。
2．目标管理又称成果管理，或标的管理。
指组织内部各部门乃至每个人为实现组织目标，自上而下地制定各自的目标并自主地确定行动方针、安排工作进度、有效地组织实现和对成果严格考核的一种系统的管理方法。
（1）目标管理的主要内容有：①目标管理是一个程序和过程，是一个全面的管理系统，它使许多关键管理活动结合起来，将组织的整体目标转换为组织单位和成员的目标，通过层层落实和采取保证措施，有效而又高效地实现目标；②目标管理能够很好地体现员工参与管理，由德鲁克提出，经由其他人发展，逐步成为西方许多国家所普遍采用的一种系统地制定目标并进行管理的有效方法。
2022年浙江大学工商管理专业《管理学》科目期末试卷B(有答案)
2022年浙江大学工商管理专业《管理学》科目期末试卷B（有答案）一、选择题1、下列选项中哪个不属于“组织”（organization）所共同具有的三个特性？（）A．明确的目的或目标 B．精细的结构C．文化 D．人员2、某电器公司决定采取收购方式进入家用空调产业，以分散经营风险，从战略层次或类型的角度看，该战略属于（）。
A．公司层战略 B．事业层战略 C．职能层战略 D．技术运作层战略3、（）是第一个将管理定义为一组普遍适用的职能的人，他认为管理是人类所从事的一种共同活动。
A．明茨伯格B．法约尔C．德鲁克D．韦伯4、如下选项中哪个不属于影响计划工作的权变因素？（）A．组织的层次B．权力的大小C．环境的不确定性D．未来投入的持续时间5、在20世纪30年代，确信管理者的工作是激励雇员做出更多努力，并首先提出组织是一个开放系统观点的学者是（）。
A．亨利·法约尔 B．马克斯·韦伯C．切斯特·巴纳德 D．埃尔顿·梅奥6、当态度之间以及态度与行为之间存在任何不协调或不一致时，我们称之为（）。
A．态度紊乱 B．认知失调C．知觉混乱D．晕轮效应7、决定是否与另一个组织合并，如何重组以提高效率，或是否关闭一个亏损的工厂，这些都是典型的（）。
A．确定型决策 B．非程序化决策C．例常型决策 D．重复性决策8、管理者在制定决策时，面临这样一种条件：在这种条件下，决策者能够估计出每一种备择方案的可能性或者结果。
我们称这种决策制定条件为（）决策。
A．确定性 B．不确定性 C．风险性 D．概率性9、竞争优势是使组织别具一格和有与众不同的特色，这种与众不同的特色来自组织的（）。
A．战略 B．结构 C．文化 D．核心能力10、“奖金”在双因素理论中称为（）。
A．保健因素B．激励因素C．满意因素D．不满意因素二、名词解释11、领导者（leader）与管理者（manager）12、非程序化决策13、管理万能论14、创造力（Creativity）与创新（Innovation）15、管理方格理论16、组织17、战略管理18、矩阵型结构三、简答题19、讨论群体结构、群体程序和群体任务如何影响群体绩效和满意度。
2022浙江工商大学管理学原理复习参考资料
管理学原理复习资料一、名词解释1、管理：1）是设计并保持一种良好的环境、是人们在群体状态下高效率地完成既定目标的过程。
2）管理者在特定环境下，对组织所拥有的资源进行有效地计划、组织、领导和控制，以便达成既定目标的过程。
2、计划：计划是管理的一个基本部分，包括预测未来和对未来的行动予以安排。
3、决策：为实现一定的目标，在多个备选方案中选择一个方案的分析判断过程。
4、确定性决策：决策者掌握准确、可靠、可衡量的信息，能够确切地知道决策的目标以及每一备选方案的结果，常常可以很容易地迅速对各个方案进行合理的判断。
5、风险型决策：决策者虽不能准确地预测出每一备选方案的结果，但却因拥有较充分的信息而能预知各备选方案及其结果发生的可能性。
6、不确定型决策：因面对不可预测的外部条件或缺少所需信息而对备选方案或其可能结果难以确切估计。
7、非正式组织：独立于正式组织目标之外，以人际关系和谐为导向，以非理性为行为逻辑，受潜在的不成文的规定约束的个体组织的集合体。
8、直线职权：管理者直接领导下属工作的权力，自组织的顶端一直延伸到底部，形成一条线形的指挥链。
9、参谋职权：组织中的参谋人员拥有的某些特定的权力，如建议、审核、对直线职权的评价等，是对直线职权的一种补充。
10、职能职权:直线管理者除了听取参谋的建议之外，必要时还可以将部分职权授予其他个人或者职能部门。
11、零基预算：是把企业的规划划分为有目标、业务活动以及所需要资源等组成的几个一揽子计划，然后以零为基数开始计算每个一揽子计划的费用。
12、授权：（1）工作任务安排（2）权力转移（3）明确责任13、沟通：信息的传递与理解的过程，是在两人或更多人之间进行的在事实、思想、意见和情感等方面的交流。
14、领导:一个在特定情境中，通过影响个体或群体的行为来努力实现目标的过程。
15、激励：组织诱发个体产生满足某种需要的动机进而促使个体行为与组织目标趋同的管理过程。
16、德尔菲法17、PDCA循环：又叫戴明环，PDCA分别代表计划、实施、检查和改进四个基本阶段。