1、True/FalseQuestions(对/错)Adrawbackofthegeocentricperspectiveisthatitisinflexible.FalseAdecisioncriteriondefineswhatisrelevantinadecision.TA distinct purpose is important in defining an organization.TAdiscrepancybetweenanexistingandadesiredstateofaffairsisanopportunity.FAfinancemanagerwhoreadsThe Wall
2、 Street Journalonaregularbasiswouldbeperformingthefigureheadrole.FAnorganicorganizationwouldlikelybeveryflexible.TrueAmanagersspanofcontrolreferstothenumberofsubordinateswhocanbeeffectivelyandefficientlysupervised.TAnontaxableorganization,suchastheBoyScouts,cannotbeconsideredanorganization.FApolicyi
3、sanexplicitstatementthattellsamanagerwhatheorsheoughtoroughtnottodo.FAsuccessfulstrategywillbeonethattellsmanagershowtosucceedinspiteofanorganizationsenvironment.FalseAstabilitystrategyisdevelopedwhenmanagementdecidesitwillremainprofitablebymaintainingthestatusquoinarapidlychangingexternalenvironmen
4、t.FAtruckingcompanythatgrowsbypurchasingachainofgasolinestationsisengagedinhorizontalintegration.FAccordingtoAdamSmith,divisionoflaborwasanimportantconcept.TAccordingtoequitytheory,apersonwhoearns$50,000willbelesssatisfiedwiththeirpaythanapersonwhoearns$100,000.FAccordingtoPorterscompetitivestrategi
5、esframework,companiesusingafocusstrategyseektobeuniqueinitsproductofferingandinitsindustryinwaysthatarewidelyvaluedbycustomers?TAccordingtoPorterscompetitivestrategiesframework,thecostleadershipstrategywouldresultinthebestqualityproductatajustifiablecost.FAccordingtothetext,researchindicatesthatnonp
6、lanningorganizationsgenerallyoutperformplanningorganizations.FalseAccordingtothetext,thecontingencyapproachmayalsobetermedtheuniversalapproach.FalseAccordingtothetext,thegoalofefficiencyistominimizeresourcecosts.TAmericanstendtosufferfromparochialism.TAnoptimisticmanagerwillfollowamaximinapproach.FA
7、norganizationthathasdivisionoflabor,clearlydefinedhierarchy,detailedrules,andimpersonalrelationshipswouldbedescribedasabureaucracy.TAuthorityistheindividualscapacitytoinfluencedecisions.FAuthorityissynonymouswithresponsibility.FBecausecertaintyisathreattoanorganizationseffectiveness,managerstrytomin
8、imizeit.FBudgetingisaskillwhichisrelatedtobothplanningandcontrolling.TBureaucracy,asdescribedbyWeber,emphasizesrationalityandinterpersonalrelationships.FBureaucraticcontrolemphasizesgovernmentalregulation.FClancontrolemphasizesorganizationalauthority.FClosedsystemsarenotinfluencedbyanddonotinteractw
9、iththeirenvironment.TCoachingandbudgetingareskillscloselyrelatedtothemanagementfunctionofleading.FConcernforemployeemotivationismostcloselyassociatedwithorganizationalbehavior.TrueConceptualskillsbecomelessimportantasamanagermovesintotopmanagement.FConcurrentcontroltakesplaceafteranactivityhasbeenco
10、mpleted.FCorporate-levelstrategiesaredevelopedfororganizationsthatrunmorethanonetypeofbusiness.TDecentralizationdescribesthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganization.FDecision-makingissynonymouswithmanaging.TDellComputerCorporationisanexampleofacompanythathasusedthelow
11、-costleaderstrategytocompeteinthecomputerindustry.FDeterminingwhoreportstowhomispartofthecontrollingmanagementfunction.FalseDevelopinganacquisitionplanafterarecenttakeoverisanexampleofasingle-useplan.TDirectexpansionanddiversificationareexamplesofacorporateretrenchmentstrategy.FDirectingandmotivatin
12、garepartofthecontrollingfunctionFEconomicconditionsarepartoftheorganizationsspecificenvironment.FalseEffectivenessreferstotherelationshipbetweeninputsandoutputs.FEfficiencyisoftenreferredtoasdoingthingsright.TEnvironmentaluncertaintycanbedividedintotwodimensions:degreeoftrustanddegreeofintegration.F
13、Equitytheoryhasthreereferentcategories:other,system,andself.TFayolsmanagementfunctionsandMintzbergsmanagementrolesarebasicallythesame.FFeedforwardcontrolpreventsanticipatedproblems.TFrankGilbrethsbest-knowncontributiontoscientificmanagementconcernedselectingthebestworker.FFrederickTaylorismostassoci
14、atedwiththeprinciplesofscientificmanagement.TGenerally,strategicplansdonotworkwellforsmallentrepreneurialcompanies.FGilbrethisbestknownfortheonebestway.FGoalsarethefoundationoforganizationalplanning.THistorically,manyorganizationshavegroupedworkactionsbyfunctiondepartmentalization.TrueInarapidlychan
15、gingenvironment,well-definedandpreciselydevelopedactionplansenhanceorganizationalperformance.FInatypicalMBOprogram,successfulachievementofobjectivesisreinforcedbyperformance-basedrewards.TIndustryconditionsisanexampleofanorganizationsgeneralenvironment.FInordertobeconsideredamanager,anindividualmust
16、integrateandcoordinatetheworkofothers.TInnovatorsneedtheefficiency,stability,andtightcontrolsofthemechanisticstructure.FalseIntheIndustrialRevolution,machinepowerbegansubstitutingforhumanpower.TInterpersonalskillsaredescribedwithtermssuchasabstract situationsandvisualization.FItispossibleattheendoft
17、hedecision-makingprocessthatyoumayberequiredtostartthedecisionprocessoveragain.TLeadershipisbasedonauthoritygrantedfromorganizationalposition.FalseLeadersinfluenceagrouptowardtheachievementofgoals.TManagementbyObjectives(MBO)usesgoalstocontrolandmotivateemployees.TManagementbyObjectivesconsistsoffou
18、relements:loosegoals,participativedecision-making,anexplicittimeperiod,andperformancefeedback.FManagersregularlyusetheirintuitionindecision-making.True1/29Managersshouldbeinvolvedinthecontrolfunctionevenifthingsaregoingasplanned.TManagerstendtooperateunderassumptionsofboundedrationality.TManagerswit
19、hapolycentricattitudewouldvieweveryforeignoperationasdifficultandhardtounderstand.TManagerswithanethnocentricattitudewouldnottrustforeignemployeeswithkeydecisionsortechnology.TMarketcontrolusesexternalmarketmechanismstoestablishstandardsusedinthecontrolsystem.TMotivationisaninternalstatethatmakescer
20、tainoutcomesappearattractive.TrueMultinationalcorporationsmaintainsignificantoperationsintwoormorecountriessimultaneouslybutarebasedinonehomecountry.TNonprogrammeddecisionsareuniqueandnonrecurring.TOneassumptionofrationalityisthatwecannotknowallofthealternatives.FOnebestway”isthephrasemostassociated
21、withscientificmanagement.TrueOnecouldsaythatFayolwasinterestedinstudyingmacromanagementissues,whereasTaylorwasinterestedinstudyingmicromanagementissues.TOperationalplanningisusuallyaccomplishedbyuppermanagement.FOrganizationalbehaviorisprimarilyconcernedwithgroupinteractions.FOrganizationaldesignist
22、heorganizationsformalframeworkbywhichjobtasksaredivided,grouped,andcoordinated.FOrganizationalplanningestablishescoordinatedeffort.TOrganizationalplanningisconcernedwithhowobjectivesaretobeaccomplished,notwhatistobeaccomplished.FPlanningisawasteoftimeinavolatileenvironment.FPlanningthatprovesinaccur
23、ateisawasteofmanagementstime.FPlansthatspecifythedetailsofachievementoftheoverallobjectivesarecalledoperationalplans.TPrinciplesofScientificManagement”waswrittenbyFrederickTaylor.TPricecompetitionisonemechanismforutilizingmarketcontrol.TProgrammeddecisionstendtoberepetitiveandroutine.TRationalanalys
24、isandintuitivedecision-makingarecomplementary.TResearchindicatesthatmanagerswhoplanalwaysoutperformmanagerswhodonotplan.FalseStandardizationreferstothedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.FTechnicalskillsbecomelessimport
25、antasamanagermovesintohigherlevelsofmanagement.TThefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrollingTTheBCG(BostonConsultingGroup)MatrixevaluatesSBUstoidentifywhichSBUsofferhighpotentialandwhichdrainorganizationalresources.TTheclassicalviewofunityofcommandsuggeststha
26、tsubordinatesshouldhaveonlyonesuperiortowhomtheyreport.TTheconceptofworkspecializationcanbetracedbackacoupleofcenturiestoAdamSmithsdiscussionofdivisionoflabor.TThecontrolprocessisathree-stepprocessthatincludesunfreezingthesystem,changingthesystem,andrefreezingthesystem.FThedegreetowhichtasksinanorga
27、nizationaredividedintoseparatejobsisdivisionoflabor.TrueTheEuropeanUnionandtheNorthAmericanFreeTradeAgreementcreatedregionaltradingandcooperativeagreements.TThefirststagewhenanorganizationgoesinternationalisexportingitsproductstoothercountries.TThefirststepinthedecision-makingprocessisidentifyingapr
28、oblem.TThefirststepinthecontrolprocessiscomparingactualperformanceagainstastandard.FThefirststepinthestrategicmanagementprocessisanalyzingtheexternalenvironment.FThefourteenprinciplesofmanagementareassociatedwithFayol.TThegeneralenvironmentreferstoeverythinginsidetheorganization.FThegoalsoforganizat
29、ionalbehavioraretopredictandexplainbehavior.TThelegal-politicalenvironmentisanimportantfactorofmanaginginaforeignenvironment.TThemostdesirabletypeofcontrolisconcurrentcontrol.FThepartoftheenvironmentdirectlyrelatedtoachievementofanorganizationsgoalsisthespecificenvironment.TThepolycentricattitudeisa
30、world-orientedviewfocusingonusingthebestapproachesandpeoplefromaroundtheglobe.FalseTheprimarymotivationforthecreationoftheEuropeanUnion(EU)wastoallowEuropeanstoreasserttheirpositionagainsttheindustrialstrengthoftheU.S.andJapan.TTherolesoffigurehead,leader,andliaisonareallinterpersonalroles.TThestren
31、gthofthefunctionalstructureisthatitfocusesonresults.FThesystemsperspectiveunderscoresandemphasizesthefactthatorganizationsaredifferent,facedifferentcircumstances,andthusmayrequiredifferentwaysofmanaging.FThetermsuppliersincludeprovidersoffinancialandlaborinputs.TThethreedifferentapproachestodesignin
32、gcontrolsystemsarecultural,domestic,andinternational.FThethreevariablesinVroomsexpectancytheoryarevalence,instrumentality,andexpectancy.TThetransnationalcorporationcharacterizestheethnocentricattitudetowardsthemanagementofanorganizationsglobalbusiness.FTechnicalskillsbecomelessimportantasamanagermov
33、esintohigherlevelsofmanagement.TTheultimategoaloftheEuropeanUnion(EU)istohavecommoncustomsdutiesandunifiedindustrialandcommercialpoliciesaswellasasinglecurrencyandaregionalcentralbank.TVroomwouldsaythatifapersonvaluesanoutcome,theirefforttoobtainthatoutcomewillalwaysbegreat.FWhereaseffectivenessisco
34、ncernedwiththemeansofgettingthingsdone,efficiencyisconcernedwiththeends,orattainmentoforganizationalgoalsFWithinanindustry,anenvironmentcanpresentopportunitiestooneorganizationandposethreatstoanother.TrueWithoutquestion,themostimportantcontributiontothedevelopingfieldoforganizationalbehaviorcameouto
35、ftheHawthorneStudies.TSupervisorsandforemenmaybothbeconsideredfirst-linemanagersTMultipleChoice(选择题)_controlisanapproachthatemphasizestheuseofexternalmechanisms,suchaspricecompetitionandmarketsharetoestablishstandards.A、Market_strategyisacorporate-levelstrategythatseekstoincreasetheleveloftheorganiz
36、ationsoperations.d.Growth_distinguishesamanagerialpositionfromanonmanagerialone.d.Coordinatingandintegratingotherswork_isasituationinwhichamanagercanmakeaccuratedecisionsbecausetheoutcomeofeveryalternativeisknown.a.Certainty_isinfluencethatsbasedonexpertise,specialskills,orknowledge.c.Expertpower._i
37、sthebasisonwhichjobsaregroupedinordertoaccomplishorganizationalgoals.A、Departmentalization_isthepowertogivepositivebenefitorrewards.a.Rewardpower._istheprocessofgettingactivitiescompletedefficientlyandeffectivelywithandthroughotherpeople.B.Management_describesthedegreetowhichdecisionmakingisconcentr
38、atedatasinglepointintheorganization.b.Centralization2/29_istheobligationtoperformassignedactivities.b.Responsibility_referstothedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.e.Formalization_wasaFrenchindustrialistwhoidentifiedbas
39、icmanagementfunctions.d.Fayol_wasamongthefirstresearcherstousemotionpicturestostudyhand-and-bodymotions.d.FrankGilbreth_areanyconstituenciesintheorganizationsexternalenvironmentthatareaffectedbytheorganizationsdecisionsandactions.c.Stakeholders_isoftencalledtheprimarymanagementfunctionbecauseitestab
40、lishesthebasisforalltheotherfunctionsthatmanagersperform.a.Planning_managementrequiresenhancedsensitivitytodifferencesinnationalcustomsandpractices.c.Global_decision-makingisrelativelysimpleandtendstorelyheavilyonprevioussolutions.e.Programmed_isaprocessthatinvolvesdefiningtheorganizationsobjectives
41、orgoals,establishingstrategy,anddevelopingahierarchyofplans.e.Planning_isasituationinwhichadecisionmakerhasneithercertaintynorreasonableprobabilityestimatesavailable.c.Uncertainty_isthepowerthatrestsontheleadersabilitytopunishorcontrol.b.Coercivepower._plansincludetheformulationofobjectives,whereas_
42、plansassumetheexistenceofobjectives.d.Strategic;operational_styledecisionmakersoftenusemeetingstocommunicate,althoughtheytrytoavoidconflict.b.Behavioral_entitlesamanagertodirecttheworkofasubordinate.e.AuthorityA_providesguidelinestochannelamanagersthinkinginaspecificdirection.d.policyA_representsasi
43、nglebusinessorgroupingofrelatedbusinesses.d.strategicbusinessunitAbureaucraticormechanisticdesignmayusea_structurewhichgroupssimilarorrelatedoccupationalspecialtiestogether.b.functionalAchangeinthewayanorganizationdoesbusinessbecauseofincreasingfemalelaborparticipationratesisanexampleofwhichfactorof
44、anorganizationsgeneralenvironment?e.SocialAdiscrepancybetweenanexistingandadesiredstateofaffairsdescribeswhichofthestepsinthedecision-makingprocess?c.problemidentificationAmanagerinthecomputersoftwareindustryshoulddisplaywhattypeofattitudeconcerningplanning?b.Sheshouldbeflexible.Amanagementsysteminw
45、hichspecificperformancegoalsarejointlydeterminedbyemployeesandtheirmanagersisknownas_.A、managementbyobjectivesAmanagerwhobytomorrowwantstoknowthemostlogicalanswertotheproblemthatwillincreaseprofitsforthismonthhaswhichofthefollowingdecision-makingstyles?b.directiveAmanagerwhowoulddecidewhatcomputersy
46、stemtopurchaseforthedepartmentbyholdingameetingandreceivingfeedbackfromhis/hersubordinatesmatcheswithwhichtypeofdecision-makingstyle?b.behavioralA manager who believes that employees need constant control would be described as _ according to McGregor.A、aTheory X managerApersonatahorseracetrackwhobet
47、sallofhis/hermoneyontheodds-basedlongshottowin(ratherthanplaceorshow)ismakingwhatkindofchoice?a.maximaxAretailclothingstoremanagerwhoestimateshowmuchtoorderforthecurrentspringseasonbasedonlastspringsoutcomesisoperatingunderwhatkindofdecision-makingcondition?b.riskAsmalltownspreparationforavisitbythe
48、PresidentoftheUnitedStateswouldbeconsideredwhattypeofplan?e.single-useAstatelegislativeplanthatcallsfora2.45%increaseintobaccosalestaxforthenext2yearswouldbeconsideredwhattypeofplan?c.SpecificAworld-orientedviewthatfocusesonusingthebestapproachesandpeoplefromaroundtheglobeisreferredtoasa_c.geocentri
49、cA_isanexplicitstatementthattellsamanagerwhatheorsheoughtoroughtnottodo.c.ruleA_isaseriesofinterrelatedsequentialstepsthatamanagercanuseforrespondingtoastructuredproblem.a.procedureA(n)_isasetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole.b.systemA(n)_attitudeisthevie
50、wthathostcountrymanagersknowbestpracticesforrunningtheiroperations.b.polycentricA(n)_strategyisacorporate-levelstrategydesignedtoaddressorganizationalweaknessesthatareleadingtoperformancedeclines.a.retrenchmentA(n)_-typedecisionmakerhasmuchgreatertoleranceforambiguitythandodirectivetypes.d.analyticA
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