管理学原理Chapter4课后题答案复习进程
罗宾斯《管理学》第四章课后习题答案
4.2 课后习题详解一、思考题1．无边界组织对管理造成的潜在影响是什么？答：无边界组织指消除产生人为的地理界限的结构划分，从而使管理结构更有效的实现全球化的组织。
其对管理造成的潜在影响有：（1）企业的生产管理活动范围将拓展到全球。
不能仅靠利用本国资源来谋求发展，而是必须广泛地利用世界各国的资金、技术、劳动力等生产要素发展自己，以求实现资源的最佳配置；同时，其生产协作关系也不再局限于国内，而是要在全球范围内寻求合作伙伴；而且，企业的发展也不仅仅受国内经济形势、资源环境等因素的影响，同时也要受到国际经济形势、资源、环境等因素的制约。
（2）在无边界组织产生的背景下，企业管理必须建立高效、便捷、可靠的全球化要素传输流动网络，采用各种先进的要素传输手段，特别是信息传输手段。
否则，企业就无法在国际竞争中取胜，这对企业的组织结构设计提出了新的要求。
企业管理组织将呈现追求网络化、扁平化、柔性化的发展趋势，21世纪企业内部组织结构，将一改占主流地位的“金字塔”式的层级组织结构形态，中间管理层将失去原有的价值，企业的管理组织将呈现扁平状态，弹性化。
（3）企业管理的重点已从内部控制性管理转向了外部适应性管理，要素效率不再成为企业追求的惟一目标。
世界经济一体化趋势的加强，一方面拓宽了企业竞争和合作的边界，另一方面则增大了企业的外部不确定性。
因此，如何充分利用现代信息技术的先进手段来重新设计企业内部组织和企业之间的界面关系，充分关注企业的顾客资本以及客户关系管理，这些课题都对企业管理提出了新的挑战。
（4）无边界组织对管理的影响还要求处理好各国文化的差异。
各国的文化对雇员与工作相关的价值观和价值取向有着重大的影响。
因此，企业在进行跨国经营之前，必须对东道国的投资环境做出具体的分析与评估，从而做出理性的决策。
而在投资环境的因素中，文化是一个十分重要的因子，尤其是文化距离。
否则，这会给企业跨国经营带来一定的投资风险与经营阻碍。
管理学原理课后习题答案
管理学原理课后习题答案2011年06月19日星期日上午 10:03第一章答案一、填空1.计划，组织，领导，控制；资源2. 计划，组织，领导，控制；3. 计划4. 人际角色，信息角色，决策角色；5. 决策；6. 协调，人；7. 技术技能，人际技能，概念技能8.组织目标的实现；9. 计划10. 自然，社会11. 管理原理，管理方法；12. 人力资源，物力资源，财力资源，信息资源二、单项选择1.C2. D3.D4.A5. A6.C7.C8.B9.B 10.D11.B 12.C 13.B三、多项选择1. ABEF2. ABD3.ABD四、判断1.×2. ×3.√4. ×5. ×6.√7. √8.√五、简答（要点，非完整答案）1.管理是一个过程，就是一个组织通过计划、组织、领导、控制等工作，对组织所拥有的资源进行合理配置和有效使用，以实现组织预定目标的过程。
计划、组织、领导、控制、创新是一切管理活动最基本的职能。
每一项管理活动都是从计划开始，经过组织和领导，到控制结束。
各职能之间同时相互交叉渗透，控制的结果可能又导致新的计划，又开始一轮新的管理循环。
如此循环不息，把工作不断推向前进。
创新在管理循环中处于轴心的地位，成为推动管理循环的原动力。
2. 管理的科学性表现在它是对劳动过程的管理；管理的艺术性表现在它是对人的管理；二者不可分离。
管理既是科学，也是艺术。
管理是一门科学，由大量学者和实业家在总结管理工作的客观规律基础上形成，用以指导人们的管理实践。
管理者如果没有管理科学知识，则管理过程中或是依靠经验，或是凭主观、靠运气；而有了系统化的科学管理只是，他们就有可能对管理上存在的问题设想出可行的、正确的解决办法。
当然，管理科学并不能为管理者提供解决一切问题的标准方案，它要求管理工作者以管理的基本理论、原则为基础，结合实际，对具体情况做具体分析，以球的问题的解决，从而实现组织目标。
管理学第四章习题及答案
1413185万思琪名词解释：1、组织：是为了达到某些特定目标，将组织资料，过程中的主要活动和环节，以有秩序的、有成效的方式组合起来的一种活动。
2、正式组织：一般是指企业中体现企业目标所规定的成员之间职责的组织体系。
3、非正常组织：是指在共同的工作中自发产生的，具有共同情感的团体。
单选题：1.下列（B）不是扁平结构的组织所具有的优点。
A.信息传递速度快B.每位主管能够对下属进行详尽的指导C.有利于下属发挥积极性和创造性D.信息失真的可能性小2.矩阵式组织的主要缺点是（C）A.分权不充分B.多头领导C.对项目经理要求高D.组织稳定性差3.企业中管理干部的管理幅度，是指他（A）A.直接管理下属数量B.所管理的部门数量C.所管理的全部下属数量D.B和C多选题：1、组织变革的目标应该是（ABC ）A.使组织更具环境适应性B.使管理者更具环境适应性C.使员工更具环境适应性D.使董事会更具环境适应性2.组织变革中，团队的阻力包括（CD ）A. 利益上的影响B.心理上的影响C.组织结构变动的影响D.人际关系调整的影响3.消除组织变革阻力的管理对策有（ABC ）A. 客观分析变革的推力和阻力的强弱B.创新组织文化C.创新策略方法和手段D.加强流程改造简答题：1、明确组织目标，会产生什么样的作用？答：组织就是通过设计和维持组织内部的结构和相互之间的关系，使人们为实现组织的目标而有效地协调工作的过程。
它主要完成以下工作：组织设计。
2、请您简述管理的组织职能。
答：组织就是通过设计和维持组织内部的结构和相互之间的关系，使人们为实现组织的目标而有效地协调工作的过程。
它主要完成以下工作：组织设计。
论述题：案例：金果子公司的组织结构设计金果子公司是美国南部一家种植和销售黄橙和桃子两大类水果的家庭式农场企业，由老祖父约翰逊50年前开办，拥有一片肥沃的土地和明媚的阳光，特别适合种植这些水果。
公司长期以来积累了丰富的水果存储、运输和营销经验，能有效地向海内外市场提供保鲜、质好的水果。
周三多管理学第四版课后习题答案备课讲稿
《管理学——原理与方法》课后习题答案第一章第一题答案：1：目的性：人类正是在为实现预期目的的活动中，在不断地劳动，思考，谋划，设计和组织管理的过程中，逐步进化的。
2：依存性：人类的目的性来源于对外部环境和人类自身的相互依存关系。
3：知识性：人类能从过去的实践中学习，从前人的经验中学习，并能把学到的知识加以记忆，积累，分析和推理，从而形成人类独有的知识体系。
人类活动的上述三个特点为人类的管理实践提供了客观条件，也回答了为什么管理实践与人类历史同样悠久的原因。
第二题答案：管理是社会组织中，为了实现预期的目标，以人为中心进行的协调活动调。
管理的最基本的特征是：1：管理的载体是一个组织2：管理的基本对象是人3：在管理的资源配置中，人才是第一资源。
4：管理的任务：在一般意义上讲，它是通过采取某些具体的手段和措施，设计、营造、维护一种环境，包括组织内部和外部的环境，使所有管理对象在特定的环境中，做到协调而有序地进行活动。
第三题答案：许多新的管理论和管理学实践已一再证明：计划、组织、领导、控制、创新这五种管理职能是一切管理活动最基本的职能。
计划：制定目标并确实为达成这些目标所必需的行动。
组织中所有的管理者都必须从事计划活动。
根据工作的要求与人员的特点，设计岗位，通过授权和分工，将适当的人员安排在适当的岗位上，用制度规定各个岗位的职责和上下左右的相互关系，形成一个有机的组织结构，使整个组织协调运转——这就是组织的职能组织目标决定着组织的具体形式和特点指导人们的行为，通过沟通增强人们的相互理解，统一人们的思想和行动，激励每个成员自觉地为实现组织目标而共同努力。
控制的实质就是使实践活动符合与计划，计划就是控制地标准。
创新职能与上述各种管理职能不同，他本身并没有某种特有的表现形式，他总是在与其他管理职能的结合中表现自身的存在与价值。
每一项管理工作都是从计划开始，经过组织、领导到控制结束。
各职能之间同时相互交叉渗透，控制的结果可能又导致新的计划，开始了新一轮的管理循环。
第四章《管理学原理》习题参考答案
第四编领导一、单项选择题1、人的一切行为都是为最大限度地满足自己的利益，工作的动机是为了获得经济报酬的人性假设是（ A ）A经济人假设 B社会人假设 C复杂人假设 D自我实现人假设2、哈罗德·孔茨等人的观点认为，领导是（ C ）A指导能力 B激励能力 C影响力 D个人魅力3、领导的实质是一种（ C ）关系。
A指导 B追随 C协调 D激励4、美国学者布莱克和穆顿在（）的基础上提出了管理方格理论。
A“以人际关系为中心”和“以工作为中心” B“关系行为”和“任务行为”C、“关心人”和“关系生产”5、领导工作中的沟通主要是指（ C ）。
A机与物的沟通 B人与物的沟通 C人与人的沟通 D人与机的沟通6、神入是指（ A ）来考虑问题的能力。
A从组织与环境的动态关系的角度 B从组织全局与个人关系的角度C从上级与下级相互协调的角度 D从另一个人的观点出发7．领导的实质在于影响。
构成领导者非权力性影响力的因素包括这样几个方面（ A）。
A、品德、学识、能力、情感B、品德、学识、能力、资历C、品德、学识、资历、情感D、品德、威信、能力、情感8．领导是由领导者、被领导者、领导行为、组织目标、行为结果等共同构成的内容体系，其中，领导行为的主体是（ C）。
A、组织目标B、行为结果C、领导者D、被领导者9．有关领导者向其下属部门或个人下达命令或指示的权力是（ C ）。
A、决策权B、组织权C、指挥权D、人事权10．领导理论的发展大致经历了三个阶段，（ A ）侧重于研究领导人的性格、素质方面的特征。
A、性格理论阶段B、行为理论阶段C、效用领导阶段D、权变理论阶段11．当领导者面对一个非处理不可的事情时，不去直接处理，而是先搁一搁，去处理其他问题。
这种调适人际关系的方法就是（ D）。
A、不为法B、糊涂法C、缓冲法D、转移法12．布莱克和莫顿提出的领导理论是（ C ）。
A、领导行为连续统一体理论B、管理系统理论C、管理方格理论D、情境领导理论13．利克特和阿吉里斯提出的领导理论是（ D）。
《管理学原理》大纲、目录、课后习题参考答案
.《管理学原理》教学辅助资料集教学大纲《管理学原理》教学大纲（Principals of management）一、课程编号：二、课程名称：管理学原理三、学时： 48学分：3实验学时：0课内上机学时：0四、先修课程要求：高等数学，英语五、适用专业：管理类专业六、适用年级：一、二年级七、课程的性质和任务：管理学原理是管理学科体系中的一门重要学科，主要是从一般理论、一般原理、一般特征的角度对管理活动加以研究，从中找出一般规律性。
因此，也称一般管理学，管理学研究现代管理的一般规律，具体表现为一般原理。
要求学生通过本课程的学习，了解管理学的研究对象、管理一般原理、管理过程（职能）。
重点是管理原理和管理过程，管理原理主要包括系统原理、动态原理、人本原理和创新原理；管理过程主要以职能为主线，分为决策、计划、组织、领导、激励、控制和创新。
八、课程的内容与基本要求：通过本课程的学习，一是使学生了解和掌握古今中外管理思想的发展、管理的基本原理与方法，真正学会对认识进行再认识、对思想进行再思想；二是使学生了解和掌握管理的计划、组织、领导、控制、创新等职能的基本内涵、要求及科学有效实现的方法，对管理职能和过程有一个基本了解；三是使学生能运用所学管理知识进行具体的管理案例分析，并能够在学完课程后对管理实践进行考察，提高学生分析管理问题和解决管理问题的能力，也就是要使学生不仅能够知道“管理”的过程、而且能够弄清“管理”的逻辑；四是开启学生思维并使之追求管理智慧，使学生通过管理学知识的学习而真正学会并能够用自己的头脑来思考管理学理论与实践问题。
在具体进行本课程的学习时，要求学生一要在课堂上认真听讲并作好课前预习和课后复习，力争弄懂弄通教材内容；二要认真完成所布置的课外作业和案例分析，并积极就课堂讨论题目作好准备；三是自发作些社会（机构或组织）管理调研，以为弄懂课程内容积累感性认识和锻炼自己分析、解决管理问题的能力。
九、学时安排：序号教学内容学时1第一章导论：管理的涵义、职能、管理者技能、角色42第二章管理思想与管理理论的发展43第三章管理道德与社会责任34第四章决策4概述、过程、决策类型及一般方法5第五章计划7计划的基础、目标管理、战略性计划、计划方法、规划实务6第六章组织结构与设计8概述、组织结构类型、设计方法、组织设计挑战、组织文化7第七章控制4控制的类型、过程、方法8第八章领导领导本质、理论与艺术49第九章激励激励原理、过程与理论410第十章沟通概述，沟通过程、类型和冲突管理411第十一章创新212总复习（机动）0 或 2十、实验内容和要求：无十一、考核方式：考试成绩由两块构成，其中期末成绩占70% ，平时成绩占 30% 。
周三多《管理学》(第4版)笔记和课后习题(含考研真题)详解
第一篇 总 论第一章 管理活动与管理理论1.1 复习笔记【知识框架】 管理的定义 管理的职能管理职能的表现形式管理职能之间的相互关系 人际角色管理活动 管理者的角色 信息角色决策角色技术技能管理者的技能 人际技能概念技能 中国早期管理思想中外早期管理思想 外国早期管理思想 管理活动（或管理实践）、管理思想和管理理论的关系 科学管理理论 古典管理理论 组织管理理论 行为管理理论 梅奥及其领导的霍桑试验行为科学运筹学 数量管理理论系统分析 决策科学化管理理论的系统管理理论 形成与发展 权变管理理论 关注顾客 注重持续改善全面质量管理 关注流程精确测量 授权于员工学习型组织20 世纪 90 年代的 精益思想 管理理论新发展 业务流程再造核心能力理论【重点难点归纳】一、管理活动1．管理的定义 管理是指组织为了达到个人无法实现的目标，通过各项职能活动，合理分配、协调相关资源的过程。
其理解要点体现在以下五个方面：（1）管理的载体是组织。
组织包括企事业单位、国家机关、政治党派、社会团体以及宗教组织等。
管理活动与管理理论（2）管理的本质是合理分配和协调各种资源的过程。
“合理”是从管理者的角度来看的，因而有局限性和相对的合理性。
（3）管理的对象是相关资源，即包括人力资源在内的一切可以调用的资源。
可以调用的资源通常包括原材料、人员、资金、土地、设备、顾客和信息等。
在这些资源中，人员是最重要的，管理要以人为中心。
（4）管理的职能活动包括信息、决策、计划、组织、领导、控制和创新。
（5）管理的目的是为了实现既定的目标，而该目标仅凭单个人的力量是无法实现的，这也是建立组织的原因。
2．管理的职能管理的职能有五种：决策与计划、组织、领导、控制、创新。
（1）管理职能的表现形式①决策职能，通过方案的产生和选择以及计划的制定表现出来；②组织职能，通过组织结构的设计和人员的配备表现出来；③领导职能，通过领导者和被领导者的关系表现出来；④控制职能，通过对偏差的识别和纠正表现出来；⑤创新职能，通过组织提供的服务或产品的更新和完善以及其他管理职能的变革和改进表现出来。
周三多《管理学——原理与方法》(第4版)课后习题详解-管理与管理学(圣才出品)
第一篇总论第一章管理与管理学1．人类活动的特点是什么？为什么管理实践与人类历史同样悠久？答：（1）人类活动的特点①目的性。
每个人都有自己的需求和理想。
人类正是在为实现预期目的的活动中，在不断地劳动、思考、谋划、设计和组织管理的过程中，逐步进化的。
②依存性。
目的性来源于人对外部环境和人类自身的相互依存关系。
为了生存和发展，必须通过适应和改造外部环境去取得必需的资源，必须通过个人或集体的劳动为自己或他人提供需要的产品和劳务。
③知识性。
从过去的实践中学习，从前人的经验中学习，并能把学到的知识加以记忆、积累、分析和推理，从而形成人类独有的知识体系，包括各种科学理论、原理、方法和技艺。
（2）管理是指为了有效地实现组织目标、个人发展和社会责任，运用管理职能进行协调的过程。
计划、组织、领导、控制、创新这五种职能是一切管理活动最基本的职能，而人类活动的上述三个特点为人类的管理实践提供了客观条件，使得管理活动和人类实践一样历史悠久。
2．何谓管理？管理的基本特征是什么？答：（1）管理的定义管理是管理者为了有效地实现组织目标、个人发展和社会责任，运用管理职能进行协调的过程。
其内涵包括：①管理是人类有意识有目的的活动管理的目的首先就是为了通过群体的力量实现组织目标。
但是应当看到随着社会的发展，组织群体中的个体正在向自由劳动者的方向接近，他们越来越关心个人发展的前景，个人兴趣、个人爱好、个人感情及个人自我实现程度都会成为他们是否愿意在组织中工作或积极工作的原因。
另外组织与社会、组织与环境关系越来越密切，因而组织的社会责任也愈来愈重，所以管理不再单纯是为了实现组织目标，同时也要十分关注实现组织中每个人的发展和实现组织的社会责任。
②管理应当是有效的管理不仅要有较高的效率，同时还要有较好的效果。
即不仅要正确地做事，并且要力争做正确的事，这样才能又好又快地做事。
③管理的本质是协调协调包括两方面的内容。
一是组织内部各种有形和无形资源（如人、财、物、信息、技术、专利、社会关系、品牌、声誉等）之间的协调，使其组成一个有机整体，生成强大的竞争能力；二是组织与外部环境的协调。
管理学原理(双语)各章课后作业题答题要点
2013 “Fundamentals of Management”Referential answers for assignmentsChapter1: Managers and ManagementQ4 Is your course instructor a manager? Discuss in terms of both planning, organizing, leading, and controlling. Also discuss using Mintzberg’s managerial roles approach.Answer– A college instructor is both an individual contributor and a manager. Planning (defines class goals, establishes plans for achieving goals, and develops lesson plans), organizing(execution and class participation), leading(motivating students, direct the activities of others, select the most effective communication channel, resolve conflicts) , controlling(grading).Mintzberg’s managerial role s: Interpersonal roles: the roles of leader and liaison. Informational roles: monitor and disseminator. Decisional roles: disturbance handler and resource allocator.Q7 Why are managers important to organizations?Answer–Managers are individuals in an organization who direct and oversee the activities of others. Managers perform managerial activities that ensure to achieve organizational goals effectively and efficiently. Providing details about management levels. (Please refer to page 5-6)Q9 An article by Gary Hamel in the February 2009 issue of Harvard Business Review addresses how management must be reinvented to be more relevant to today’s world? Get a copy of that article. Choose one of the 25 grand challenges identified. Discuss what it is and what it means for the way that organizations are managed.Answer–The 25 grand challenges include: ensure management serves a higher purpose, reduce fear and increase trust, reinvent the means of control, redefine the work of leadership, expand and exploit diversity, etc. Choose one of them and discuss. Chapter3: Foundations of Decision MakingQ1 Why is decision making often described as the essence of a manager’s job? Answer– Decision making is a process of responding to a problem by searching for and selecting a solution or course of action that will create value for organisational stakeholders. Everything that a manager does in term of planning, organizing, leading and controlling involves decision making. Managers in organizations also are called decision makers.Q3 “Because managers have software tools to use, they should be able to m akemore rational decisions.” Do you agree or disagree with this statement? Why? Answer– Disagree. Decision making is a complex process which needs information, skills, experiences and creativity. Software tools will allow managers easily gather information and analyze it, but it is doubtful software tools can make managers more rational, as software tools do not make decisions.Rational decision making means making logical and consistent choices to maximize value. Rational decision making must satisfy several assumptions. However, the reality is full of uncertainty and risk. Managers’decision making still will not be perfectly rational by using software tools.Q4Is there a difference between wrong decisions and bad decisions? Why do good managers sometimes make wrong decisions? Bad decisions? How might managers improve their decision making skills?Answer– Wrong decisions can not help to achieve organizational goals, bad decisions do help to achieve goals but may not maximize value or solve problems in a large expense. In addition to uncertainty and risk, time pressure, incomplete information in today’s environment and limited capacity make managers often use intuition to make decisions, so good managers sometimes also make wrong or bad decisions. Managers can improve decision making skills by focus on what is more important, logic and consistency, gathering relevant information, blending subjective and objective thinking with analysis and remaining flexible, etc.Chapter4: Foundations of PlanningQ2 Describe in detail the six-step strategic management process.Answer–The six-step strategic management process involves: Identify the organization’s current mission, goals, and strategies; External analysis (identify opportunities and threats); Internal analysis (identify strengths and weaknesses); Formulate strategies, implement strategies and evaluate results. (Please refer to page 87-89 )Q5 Under what circumstances do you believe MBO would be the most useful? Discuss.Answer–MBO is a process of setting mutually agreed-upon goals and using those goals to evaluate employee performance. MBO makes objectives operational by cascading them down through the organization.Under circumstances where employee commitment is important, where concrete goals help a company directs its efforts, when there is a need coordination and communication in a company, etc.Q9 Do a personal SWOT analysis. Assess your personal strengths and weaknesses (skills, talents, abilities). What are you good at? What are you not so good at? What do you enjoy doing? Not enjoy doing? Then, identify career opportunities and threats by researching job prospects in the industry you’reinterested in. Look at trends and projections. You might want to check out the information the Bureau of Labor Statistics provides on job prospects. Once you have all this information, write a specific career action plan. Outline five-year career goals and what you need to do to achieve those goals.Answer–SWOT analysis is an a nalysis of an organization’s strengths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can exploit. The answer will vary based on students. (Please refer to page 88-89) Chapter5: Organizational Structure and CultureQ2 Can an organizati on’s structure be changed quickly? Why or why not? Should it be changed quickly? Why or why not?Answer– Yes, an organization’s structure can be changed quickly. However, t he speed of changing an organization’s structure depends on its size. A small organi zation can change its structure more rapidly than a large organization. But a large organization can change its structure and does in response to the changing environment and strategy. Whether an organization’s structure should be changed quickly or not de pends on the organization’s strategy, the environment and the form of technology it uses.Q5 Researchers are now saying that efforts to simplify work tasks actually gave negative results for both companies and their employees. Do you agree? Why or why not?Answer–Facing today’s competitive environment, managers need to consider how to allocate limited resources and group activities to achieve organizational goals. Make the right person do the right task. Simplify work tasks can have positive results for companies and employees. For example, work specialization makes efficient use of the diversity of skills that employees hold.Q8 Pick two companies that you interact with frequently (as an employee or as a customer) and assess their culture according to the culture dimensions shown in exhibit5-13.Answer–The answer will vary based on the companies students choose. Culture dimensions include: attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability, innovation and risk taking.Chapter8 : Motivating and Rewarding EmployeesQ1 Most of us have to work for a living, and a job is a central part of our lives. So why do managers have to worry so much about employee motivation issues? Answer– Motivation refer s to the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal. Even though most of us have to work and therefore need a job, managers still have to worry about employee motivation issues. Employees are not always willing to put effort to do their job well. Employeecan work for different rewards: money, recognition, achievement, affiliation, power and so on. Motivation can lead to higher productivity, improve employee satisfaction, reduce the high cost of employee turnover and maintaining the competitive edge. Motivation plays a critical role in achieving organizational goals.Q3 What role would money play in (a)the hierarchy of needs theory, (b)two-factor theory, (c)equity theory, (d)expectancy theory, and (e)motivating employees with a high aAch?Answer– (a) Money might be a security need, providing shelter, food, and clothing, or it could be a self-esteem need in giving the individual a sense of self-worth. (b) Money is a hygiene factor. (c) Money becomes a measure of fairness—Is my raise, salary appropriate to my position? (d) Money is relevant only to the degree the individual perceives that the monetary reward is appropriate for the amount of effort put forth. (e) Money could be seen as a way to measure success.Q6 Many job design experts who have studied the changing nature of work say that people do their best work when they are motivated by a sense of purpose rather than by the pursuit of money. Do you agree? Explain your position? What are the implications for managers?Answer–The answer will vary. Employees come to organizations with different needs, skills, abilities and interests. Employees need to cooperate with others in today’s diversit y and competitive environment. People do not work only for money, such as professional and technical employees, whose chief reward is the work itself. Employee can work for other rewards: recognition, achievement, affiliation or power. Managers should focus more on the sense of purpose and look at different types of rewards that help motivate employees.Chapter9: Leadership and TrustQ2 What would a manager need to know to use Fiedler’s contingenc y model? Be specific.Answer–The Fiedler’s contingency model proposed effective group performance depends on the pro per match between the leader’s style of interaction and the degree to which the situation gives control and influence to the leader. He isolated three situational criteria—leader-member relations, task structure, and position power—that can be manipulated to create the proper match with the behavioral orientation of the leader. Fiedler argued that leadership style is innate to a person—you can’t change your style. It is necessary to match the leader with the situation based on three situational criteria. (Please refer to page 247-249)Q5 Do you think trust evolves out of an individual’s personal characteristics or out of specific situations? Explain.Answer– Both, trust is in a person given certain circumstances. Some individuals are always trusted regardless of circumstances; others can be trusted to respond inpredictable ways in different circumstances.Q6 Do followers make a difference in whether a leader is effective? Discuss. Answer–Yes,t he ability to influence others outside of one’s own author ity and to perform beyond expectations are essential to high performing organizations and are characteristic of leaders. Leaders have followers. Followers make significant contribution to leaders’effectiveness. Successful leadership is contingent on the f ollower’s level of readiness. “R eadiness” refers to the extent that people have the ability and the willingness to accomplish a specific task. Regardless of what the leader does, effectiveness depends on the actions of his or her followers.Chapter10: Communication and Interpersonal SkillsQ1 Which type of communication do you think is most effective in a work setting? Why?Answer– Each communication method has its own benefits and drawbacks. No one method is appropriate in all circumstances. Justify your choice based on the advantages of communication type that you choose. (Please refer to page 270-272)Q3 Which do you think is more important for a manager: speaking accurately or listening actively? Why?Answer–The answer will vary. Students may think listening actively is more important. Actively listening refers to listening for full meaning without making premature judgments or interpretations, demands total concentration. Correct information can not be returned to employees if managers have not listened actively and correctly heard the information request. Students also can make argument that it is more important for the manager to speak accurately to begin with.Q5 Is information technology helping managers be more efficient and effective? Explain your answer.Answer- Yes, information technology is helping managers to be more efficient and effective. It can improve a manager’s ability to manager employees’ performance. It can allow employees to have more completed information to make decisions. It has provided employees more opportunities to collaborate and share information. Chapter11: Foundations of ControlQ3 How are planning and control linked? Is the control function linked to the organizing and leading functions of management? Explain?Answer–The control process assumes that standards of performance already exist. They are created in the planning function. Objectives are the standards against which progress is measured and compared. An effective control system ensures that activities are co mpleted in ways that lead to the attainment of the organization’s goals. So control is linked to all functions of management, not just organizing and leading.Q7 “Every individual employee in an organization plays a role in controlling work activities.” D o you agree with this statement, or do you think control is something that only managers are responsible for? Explain.Answer– Controlling is the management function involving the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations. Managers play extremely important role in controlling, however, every individual employee also play a role in control work activities. Both managers and individual employee must make sure activities are completed in ways that lead to the attainment of the organization’s goals.Q8 How could use the concept of control in your personal life? Be specific.(Think in term of feedforward, concurrent, and feedback controls as well as specific controls for the different aspects of our life-school, family relationships ,friends, hobbies, etc.)Answer–The answer will vary. Feedforward control takes place in advance of the actual activity. Concurrent control takes place while an activity is in progress. Feedback control takes place after the action.。
管理学原理课后习题答案
第一章1、管理是一个过程，就是一个组织通过计划、组织、领导、控制等工作，对组织所拥有的资源进行合理配置和有效使用，以实现组织预定目标的过程。
2、管理需要履行计划、组织、领导、控制四个基本职能。
3、所谓计划，就是指制定目标并确定为达成这些目标所必需的行动。
4、根据亨利.明茨伯格的一项被广为引用的研究，管理者扮演着十种角色，可归为人际角色、信息角色、决策角色三大类。
5、1978年诺贝尔经济学奖的获得都赫特伯特。
西蒙提出，管理就是决策。
6．管理的本质是协调，协调的中心是人。
7、管理者要具备概念技能、人际技能、技术职能三类技能。
8、管理的目的是为了组织目标的实现。
9、控制的实质就是为了使实践活动符合于计划。
10、管理二重性指的是管理既具有自然属性，又具有社会属性。
11、管理学是以各种管理工作中普遍适用的管理原理和管理方法作为研究对象的。
12、管理的对象应当是组织中所有的资源，主要包括人力资源、物力资源、财力资源和信息资源。
第二章1、纵观管理思想发展的全部历史，大致可以分为早期的管理思想、古典的管理理论、行为科学理论、现代管理思想四个阶段。
2、泰罗的科学管理理论、法约尔的一般管理理论以及韦伯的行政组织理论构成了古典管理理论的框架。
3、法约尔认为，要经营好一个企业，不仅要改善生产现场的管理，而且应当注意改善有关企业经营的六个方面的职能，即技术、商业、财务、安全、会计、管理。
4、一个员工在任何活动中只应接受一位上级的命令，这就是法约尔提出的统一指挥原则。
5、正式组织以效率为主要标准，非正式组织以感情为主要标准。
6、决策理论认为，企业中决策可以分为程序性决策和非程序性决策两类。
第三章1、管理原理的主要特征为客观性、概括性、稳定性、系统性。
2、管理和战略，战略告诉我们怎样“做正确的事”，管理在解决如何“正确地做事”。
3、管理方法一般可分为法律方法、行政方法、经济方法、教育方法。
4、管理的经济方法的实质是围绕着物质利益，运用各种经济手段处理好国家、集体与个人三者的经济关系。
管理学原理第四章练习题及答案
Chapter Four: Foundations of Decision MakingMultiple Choice Questions1. __________ is not one of the eight steps in the decision making process.a. Identifying the problemb. Analyzing alternative solutionsc. Implementing the decisiond. Delegating the decision making2. Which of the following sequences is correct for the decision-making Process?a. Identify decision criteria, analyze alternatives, allocate weights to criteriab. Analyze alternatives, select an alternative, implement the alternativec. Select an alternative, evaluate decision effectiveness, weight the criteriad. Analyze alternatives, develop alternatives, allocate weights to criteria3. Once a problem is formulated, the next step is toa. Select an alternativeb. List all possible Solutionsc. Observe a discrepancyd. Decide what is critical in the decision4. When a manager who is contemplating all the features a new purchaseshould have prioritizes the most important, he or she is practicinga. selection of criteriab. problem formulationc. weighting of criteriad. analyzing alternatives5. After implementation has been accomplisheda. The decision-making process is completeb. The control function of management become importantc. The alternatives are rankedd. The manager must complete written evaluation forms6. When a plant manager who is trying to reduce turnover of production workersnotices that turnover has decreased by 10 percent four months after he instituted a new training program, at which step in the rational decision-making process is this manager?a. Identify the problem.b. Evaluate the decision criteria.c. Analyze the alternatives.d. Evaluate the results.7. According to the concept of bounded rationality, decision makers are limitedby _______.a. less than complete informationb. environmentc. timed. All of the above.8. __________ is selecting the first minimally acceptable alternative.a. Bounded rationalityb. Unbounded rationalityc. Satisficingd. Rational decision-making9. Suppose that you need a math elective to take in order to graduate. There arefive different courses you could take. You call one friend and, on the basis of her terrific experience in one course, you choose that one. What would Herbert Simon call what you have just done?a. Bounded rationalityb. Unbounded rationalityc. Escalation of commitmentd. Rational decision-making10. ______________ occurs when a manager purchases stock in a company andrefuses to sell it even after it has dropped 40 percent in value over the past 6 months.a. Optimizingb. Satisficingc. Bounded Rationalityd. Escalation of Commitment11. ____________ is one of the disadvantages of group decisions that typicallyresults in groups that are very cohesive.a. Conflictb. Groupthinkc. Dominationd. Compromise12. Which of the following is an advantage of group decision-making whencompared to individual decision-making?a. The group process takes less time.b. Groupthink may occur.c. More decision alternatives are generated.d. One person can dominate the group.13. Bounded rationality refers to the idea thata. Managers are bound by ethical considerations to be rationalb. Managers will promote rationalization as an aid to decision makingc. Managers employ model construction to simplify decision makingd. Managers are to behave according to rational guidelines within thebounds of their authority in the workplace14. The tendency for decision makers to base their judgments on information thatis readily accessible to them is best described asa. Escalation of commitmentb. Representative heuristicc. Bounded rationalityd. None of the above15. “Decision making under risk” means ____________.a. the decision has no data on which to base his or her decisionb. the decision maker is used to dealing with high-risk situationsc. the decision maker knows all of the risks involved in the situationd. the decision maker can estimate the risk involved in making a decision16. How do managers know when they have a disparity or discrepancy in thedecision-making process? The best way is to compare their current state and some standard. Which of the following would not be a relevant standard?a. previously set goalsb. past performancec. the performance of some unit in or out of the organizationd. use future projections17. Putting a decision into action and conveying the decision to the persons whowill be affected by it is known asa. problem identification.b. decision implementation.c. rational decision making.d. irrational decision making.18.When decisions must be made with limited information because fullknowledge of the problem is unavailable and the probability of outcomes is unknown, the condition of __________ exists.a. uncertaintyb. certaintyc. riskd. bounded rationality19. Which of the following is not an assumption of the rational decision-makingmodel?a. The problem is clear and unambiguous.b. A single well-defined goal is to be achieved.c. Preferences change slowly.d. Final choice will maximize economic payoff.20. Creativity is formed when the elements of creative skills, expertise, and _____intersect.a. personalityb. experiencec. task motivationd. None of the above.21. In the decision-making process known as bounded rationality,a. the final choice maximizes economic payoff.b. the final choice minimizes economic payoff.c. the first choice that is "good enough" is chosen.d. all "good enough" choices are selected.22. Jane just conducted the performance appraisals of five of her employees. Herappraisal was heavily influenced by the performance of the individuals during the last month. Jane's bias is an example ofa. availability heuristic.b. representative heuristic.c. escalation of commitment.d. optimal decision making.23. The decision-making process concludes witha. analysis of alternatives.b. identification of a problem.c. identification of decision criteria.d. evaluation of decision effectiveness.24. Problems where information is ambiguous or incomplete are which type ofproblem?a. well-structuredb. ill-structuredc. programmedd. nonprogrammed25. Well-structured problems area. Newb. Closely aligned with the assumptions of perfect rationalityc. Ambiguousd. Characterized by limited information26. When a decision maker relies on a programmed decision, he or Shea. may fall back on rules, procedures, or policiesb. will develop many alternatives from which to select a solutionc. will spend considerable time on the decisiond. must be dealing with a unique or unusual problem27. A procedure can be defined as aa. method to guide a manager's thinking in one general direction.b. hierarchy of authority relationships in an organization.c. series of interrelated sequential steps for problem solving.d. collection of explicit statements about what a manager can or cannot do.28. A rule is BEST described by which of the following?a. A general guideline designed to direct a manager's focus.b. A series of interrelated sequential steps.c. A prohibition against desired activity.d. An explicit and specific statement of correct behavior.29. A policy typically containsa. parameters to constrain behavior, not specific rules.b. nothing but explicit, unambiguous terminology.c. a sequence of steps to follow for approved decision making.d. specific rules.30. "Whenever possible, we promote from within" is an example of which of thefollowing?a. ruleb. procedurec. policyd. nonprogrammed decision31. "Only employees with top-secret clearance may enter the sealed room," is anexample of aa. rule.b. procedure.c. policy.d. nonprogrammed decision.32. As managers move up the organizational hierarchy, problems are more likelyto becomea. well-structured.b. ill-structured.c. programmed.d. nonprogrammed.33. A conceptual style of decision-making reflects an individual whoa. thinks intuitively and has a low tolerance for ambiguity.b. thinks rationally and has a high tolerance for ambiguity.c. thinks intuitively and has a high tolerance for ambiguity.d. thinks rationally and has a low tolerance for ambiguity.34. Peggy Juarez uses a decision-making style characterized by low tolerance forambiguity and a rational way of thinking. They generally turn out to be fast decisions of a short run nature. What style does Peggy use?a. analyticb. conceptualc. directived. behavioral35. Which of the following is not true about group decisions?a. Group decisions are faster.b. Group decisions tend to be more accurate.c. Group decisions are more creative.d. Group decisions are more widely accepted.36. Group decisions will usually be Superior to individual decisions whena. speed is a concern.b. accuracy is critical.c. minimizing the tendency of groupthink is importantd. flexibility is needed.37. Which of the following is NOT an example of a situation in which groupthinkoccurs?a. Group members rationalize any resistance to the assumptions they havemade.b. Group members apply direct pressure on those who express doubts.c. Group members avoid openly showing lack of consensus.d. Group members question those who are silent and try to sway them.38. Bounded rationality differs from the rational model in that decision makers:a. act irrationally.b. focus on easy-to-find choices.c. seek advice from employees.d. act outside the boundaries set by their organizations.39. Which of the following is not a method by which group decision making can beimproveda. brainstormingb. nominal group techniquec. groupthinkd. electronic meetings40. The basic premise for the decision-making model is that individuals differ alongtwo dimensionsa. degree of risk preference and position within the organizational hierarchy.b. experience and communication skills.c. way they think and tolerance for ambiguity.d. personality and attention to detail.。
周三多《管理学——原理与方法》(第4版)课后习题与考研真题详解-组织设计(圣才出品)
第四篇组织第13章组织设计13.1课后习题详解一、案例：渤海液压公司的组织结构变革思考题：1．你认为1992年以前渤海机械集团公司的组织结构是什么类型?答：1992年以前渤海机械集团公司的组织结构是职能型结构。
职能型结构是在各级直线指挥人员或行政领导人员之下，按专业分工设置相应的职能机构，这些职能机构受上一级直线指挥人员的领导，并在各自的业务范围内有权向下级直线指挥人员下达命令。
在这种结构中，下一级直线指挥人员或行政领导人，除了要服从上级直线指挥人员的指挥外，还要服从上级职能机构的指挥。
2．如何解决渤海液压公司的新产品开发问题?答：对于新产品开发的问题，比较好的解决方式就是组建新产品开发的临时团队，指定负责人，制定制度，从相关部门调集人手，高层领导应该亲自参与，并给予开发团队必要的资源。
3．你对生产科陈科长面临的问题有什么看法?答：陈科长作为综合管理科负责人，主要职责是编排生产计划，调度安排生产进程。
陈科长面对的主要问题是部门之间的协调问题。
由于企业的部门化和专业化的分工，导致企业不同部门之间由于各自的利益不同，增加了沟通的难度，特别是不同部门之间合作才能办好的事情，往往达不到预期的效果，这些都是客观存在的。
对于这类问题，一方面可以通过组织结构的变革，把原本严格分割的部门统一起来之外，还有就是加强沟通，部门之间建立定期的沟通机制，同时可以把总体的绩效和部门人员的薪酬挂钩，以强化其责任心。
4．你能帮助王经理进一步完善该公司的组织结构吗?答：完善组织结构的措施：撤掉生产计划科，组成生产计划委员会，成员为生产副总经理、加工车间主任、装配车间主任、辅助车间主任，外加几个协调人员和助理人员。
这样的结构强化了生产计划的协调作用，把各部门领导纳入生产计划管理委员会中，企业的生产计划能够更加反映各部门的意志，减少随意性，同时有利于部门之间的协调和合作。
二、复习思考题1．管理幅度问题是如何提出的？如何确定有效的管理幅度和合理的管理层次？答：（1）组织设计的实质是对管理人员的管理劳动进行横向和纵向的分工。
《管理学原理》全套课后习题答案（大学期末复习资料）
第一章导论1. 什么是管理？什么是管理学？管理是通过计划、组织、领导、控制等职能对组织资源予以协调，以便能够有效率和有效果地实现组织目标的过程。
管理学，又被称为管理学原理，是一门系统研究管理活动与管理过程的基本规律和一般方法的科学。
它已经构建起以管理性质、理论、职能、方法等为基本框架的理论体系，是一门具有规范意义的理论科学，并且对实践具有直接的指导意义，因此又被称为理论管理学。
2. 如何理解管理的二重性？管理的自然属性，与具体的生产方式和特定的社会制度无关。
例如质量管理、库房管理、定额管理、成本管理、财务管理等，属于生产力的范畴，在不同国家、不同社会制度之间可以通用。
管理的社会属性表现为为统治阶级服务，受一定生产关系、政治制度和意识形态的影响和制约。
在管理学中诸如组织目标、组织道德、领导作风、激励方式、管理理念、人际关系、群体价值观、组织文化等，与民族文化传统、社会制度、地方风俗、组织传统、社会风尚等密切相关，因此在不同国家、不同民族、不同社会制度之间的借鉴和交流较为复杂，不可直接照搬。
管理的二重性体现着生产力和生产关系的辩证统一关系。
正确认识管理的自然属性和社会属性的统一，具有以下两方面的重要意义：（1）正确并积极地学习和借鉴国外先进的管理经验和方法。
继承和发展我国已有的科学的管理思想和经验，采取批判性吸收的态度和方针，取其精华，去其糟粕，结合我国国情，形成具有中国特色的、适合中国企业发展的管理理论和方法。
（2）正确认识管理方法、技术和手段的社会性和时代性。
在学习和运用管理理论、原理、技术和手段时，必须结合具体组织的实际特征，甚至组织内不同部门的特点，因地制宜，才能取得预期的效果。
3. 如何理解管理既是一门科学又是一门艺术？管理的科学性是指管理作为一个活动过程，存在着一系列基本的客观规律。
人们通过实践，进行收集、归纳、监测数据，提出假设，验证假设，从而形成以反映客观规律的管理理论和方法为指导，有一套分析问题、解决问题的科学的方法论。
周三多《管理学——原理与方法》(第4版)课后习题与考研真题详解(1-4章)(圣才出品)
第一篇总论第1章管理与管理学1.1课后习题详解一、案例：百年老院的现代管理启蒙思考题：1．结合案例说明你对管理及管理职能的理解。
答：管理是社会组织中，为了实现预期的目标，以人为中心进行的协调活动。
计划、组织、领导、控制、创新这五种职能是一切管理活动最基本的职能。
（1）医院以前的管理不够专业化，管理力量薄弱，因此存在着诸多的问题，这是我国企业普遍存在的问题，也与我国的国情有关。
但是国家要发展，企业要发展，其必然的结果就是管理越来越受重视，并向专业的纵深方向发展。
专业化的管理就要通过以人为中心进行的能够体现管理职能的协调活动，实现组织的目的。
管理者须制定符合并支持组织总体战略的目标，对同仁医院来说，需要引进现代市场营销观念、启动品牌战略以及人事制度改革，有效扩大潜在的医疗目标市场，走质量效益型发展道路。
（2）引进MBA，成立MBA办公室，研究医院的经营模式、管理制度是一个创新，但是如何组织这个机构，使之协调的运转起来，通过对MBA的有效的领导调控，以督促其研究出适合医院的管理之道，使之充分的发挥作用，实现医院的最初目标，是决定这次目标实现的保证和依托。
（3）专业化的管理细分到社会每个不同组织，而研发出的经营模式也只能通过反复试实施，通过新的组织与调控才能看出其成效，只有反复的验证才能找出最适合该组织的管理模式。
之后通过有效的领导调控，才能实现医院“有效扩大潜在的医疗市场，走质量效益型发展道路”战略目标。
同仁医院的管理过程充分体现了专业管理的计划、组织、领导、控制、创新的五大职能的重要性和意义。
2．同仁为什么要引进如此多MBA?你认为MBA们能否胜任医院的管理工作?答：（1）同仁引进如此多MBA的原因：引进如此多的MBA，因为医院要改革管理模式，引进现代化的企业管理模式，重新设计企业的经营战略、营销观念、利润观念、质量控制、人事改革等等。
这些都不是一个MBA 所能完成的。
MBA也有其专攻的方向，这项浩大的管理制度的改革工程，每一个方面都需要专业的人员来组织和配合，需要综合集体的智慧才能完成。
管理学原理Chapter4课后题答案
第三次作业宋子瑶经济1503 415076632.Describe in detail the six-step strategic management process.The strategy management process is a six-step process that encompasses strategy planning, implementation and evaluation.The first step is identifying the organization’ s current mission, goals and strategies. Every organization needs a mission-a statement of its purpose. Defining the mission forces managers to identify what it’ s in business to do. It’s also important for managers to identify the current goals and strategies for managers have a basis for assessing whether they need to be changed.The second step is doing an external analysis. Analyzing that environment is a critical step in the strategic management process. Once the managers’ve analyzed the environment, managers need to pinpoint opportunities that the organization can exploit and threats that it must counteract or buffer against. And opportunities are positive trends in the external environment and threats are negative trends.The third step is doing an internal analysis. The internal analysis provides important information about an organization’s specific resources and capabilities. After completing an internal analysis, managers should be able to identify organizational strengths and weakness. The combined external and internal analyses are called the SWOT analysis, which is an analysis of the organization’s strengths, weakness, opportunities, andthreats.The forth step is formulating strategies. As managers formulate strategies, they develop and evaluate strategic alternatives, select appropriate strategies for all levels in the organization that provide relative advantages over competitors, match organizational strengths to environmental opportunities, and correct weaknesses and guard against threat.The fifth step is implementing strategies. Once strategies are formulated, they must be implemented. No matter how effectively an organization has planned its strategies, performance will suffer if the strategies aren’t implemented properly.The sixth step is evaluating results. There are many problems managers can meet with, such as how effective the manager have been at helping the organization reach its goal, what adjustments are necessary and so on.5.Under what circumstances do you believe MBO would be most useful? Discuss.From my point, MBO would be most useful under the circumstances where departmental, team and individual goals are vital to planing and directing. What’s more, MBO would be also most useful under the circumstances where communication and efficiency are necessary. Management by objectives (MBO) is a process of setting mutually agreed-upon goals and using those goals to evaluate employeeperformance. MBO programs have four elements: goals specificity, participative decision making, an explicit time period, and performance feedback.If a manager were to use this approach, he or she should sit down with each member of the team and set goals and periodically review whether progress was being made toward achieving those goals. That is exactly the biggest difference from traditional goal setting. This way lays emphasis on specific goals. What’ more, instead of using goals to make sure employees are doing what they’re supposed to be doing, MBO uses goals to motivate them as well. Studies also have shown that it can increase employee performance and organizational productivity. We can see that when communication and efficiency are necessary, MBO plays an important role.6.Find examples in current business periodicals of each of Porter’ s genetic strategies. Name the company, describe the strategy being used, and explain why it’ s an example of that strategy. Be sure to cite your sources.As for the cost leadership strategy, I choose XiaoMi Tech from the periodical Wired. W hen an organization competes on the basis of having the lowest costs in its industry, it is following a cost leadership strategy. As we all know, XiaoMi is famous for its reasonable and acceptable prices for mobile phones with the same configuration. The firm doeseverything it can to cut costs. For example, its unique phone system called MIUI, is an innovation as well as an important factor related with the price of single phone. What’ more, the use of hunger marketing is the outcome of low costs.As for the differentiation strategy, I choose Haier from the periodical Fortune Magazine. Haier competes by offering unique products that are widely valued by customers. Once Haier produced a kind of the washing machine specially designed for rural areas and mountain areas. This kind of machine not only has the function of twin-tube washing machine, but also meet the need of people in mountain areas that is cleaning vegetables and fruits with sand. This is a typical example of innovation and differentiation.As for the focus strategy, I choose Coco Cola from the periodical Fortune Magazine.The two strategies above are aimed at the broad market, the focus strategy involves a cost advantage or a differentiation advantage in a narrow segment or niche. When it comes to soft drinks, Coca Cola is the biggest selling brand name in Britain. In the narrow market of cola, after several strategic changes, Coco Cola finally holds on to it initial formula with the unique taste, exactly for which there are so many regular customers as well as new customers and for which Coco Cola can maintain its market share.。
最新周三多管理学第四版课后答案资料
《管理学——原理与方法》课后习题答案第一章：第一题答案：1 ：目的性：人类正是在为实现预期目的的活动中，在不断地劳动，思考，谋划，设计和组织管理的过程中，逐步进化的。
2 ：依存性：人类的目的性来源于对外部环境和人类自身的相互依存关系。
3 ：知识性：人类能从过去的实践中学习，从前人的经验中学习，并能把学到的知识加以记忆，积累，分析和推理，从而形成人类独有的知识体系。
人类活动的上述三个特点为人类的管理实践提供了客观条件，也回答了为什么管理实践与人类历史同样悠久的原因。
第二题答案：管理是社会组织中，为了实现预期的目标，以人为中心进行的协调活动调。
管理的最基本的特征是：1 ：管理的载体是一个组织2 ：管理的基本对象是人3 ：在管理的资源配置中，人才是第一资源。
4 ：管理的任务：在一般意义上讲，它是通过采取某些具体的手段和措施，设计、营造、维护一种环境，包括组织内部和外部的环境，使所有管理对象在特定的环境中，做到协调而有序地进行活动。
第三题答案：许多新的管理论和管理学实践已一再证明：计划、组织、领导、控制、创新这五种管理职能是一切管理活动最基本的职能。
计划：制定目标并确实为达成这些目标所必需的行动。
组织中所有的管理者都必须从事计划活动。
根据工作的要求与人员的特点，设计岗位，通过授权和分工，将适当的人员安排在适当的岗位上，用制度规定各个岗位的职责和上下左右的相互关系，形成一个有机的组织结构，使整个组织协调运转——这就是组织的职能组织目标决定着组织的具体形式和特点指导人们的行为，通过沟通增强人们的相互理解，统一人们的思想和行动，激励每个成员自觉地为实现组织目标而共同努力。
控制的实质就是使实践活动符合与计划，计划就是控制地标准。
创新职能与上述各种管理职能不同，他本身并没有某种特有的表现形式，他总是在与其他管理职能的结合中表现自身的存在与价值。
每一项管理工作都是从计划开始，经过组织、领导到控制结束。
各职能之间同时相互交叉渗透，控制的结果可能又导致新的计划，开始了新一轮的管理循环。
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第三次作业宋子瑶经济1503 415076632.3.Describe in detail the six-step strategic management process.The strategy management process is a six-step process that encompasses strategy planning, implementation and evaluation.The first step is identifying the organization’ s current mission, goals and strategies. Every organization needs a mission-a statement of its purpose. Defining the mission forces managers to identify what it’ s in business to do. It’s also important for managers to identify the current goals and strategies for managers have a basis for assessing whether they need to be changed.The second step is doing an external analysis. Analyzing that environment is a critical step in the strategic management process. Once the managers’ve analyzed the environment, managers need to pinpoint opportunities that the organization can exploit and threats that it must counteract or buffer against. And opportunities are positive trends in the external environment and threats are negative trends.The third step is doing an internal analysis. The internal analysis provides important information about an organization’s specific resources andcapabilities. After completing an internal analysis, managers should be able to identify organizational strengths and weakness. The combined external and internal analyses are called the SWOT analysis, which is an analysis of the organization’s strengths, weakness, opportunities, and threats.The forth step is formulating strategies. As managers formulate strategies, they develop and evaluate strategic alternatives, select appropriate strategies for all levels in the organization that provide relative advantages over competitors, match organizational strengths to environmental opportunities, and correct weaknesses and guard against threat.The fifth step is implementing strategies. Once strategies are formulated, they must be implemented. No matter how effectively an organization has planned its strategies, performance will suffer if the strategies aren’t implemented properly.The sixth step is evaluating results. There are many problems managers can meet with, such as how effective the manager have been at helping the organization reach its goal, what adjustments are necessary and so on.5.Under what circumstances do you believe MBO would be mostuseful? Discuss.From my point, MBO would be most useful under the circumstances where departmental, team and individual goals are vital to planing and directing. What’s more, MBO would be also most useful under the circumstances where communication and efficiency are necessary.Management by objectives (MBO) is a process of setting mutually agreed-upon goals and using those goals to evaluate employee performance. MBO programs have four elements: goals specificity, participative decision making, an explicit time period, and performance feedback.If a manager were to use this approach, he or she should sit down with each member of the team and set goals and periodically review whether progress was being made toward achieving those goals. That is exactly the biggest difference from traditional goal setting. This way lays emphasis on specific goals. What’ more, instead of using goals to make sure employees are doing what they’re supposed to be doing, MBO uses goals to motivate them as well. Studies also have shown that it can increase employee performance and organizational productivity. We cansee that when communication and efficiency are necessary, MBO plays an important role.6.7.8.Find examples in current business periodicals of each of Porter’ s genetic strategies. Name the company, describe the strategy being used, and explain why it’ s an example of that strategy. Be sure to cite your sources.As for the cost leadership strategy, I choose XiaoMi Tech from the periodical Wired. W hen an organization competes on the basis of having the lowest costs in its industry, it is following a cost leadership strategy. As we all know, XiaoMi is famous for its reasonable and acceptable prices for mobile phones with the same configuration. The firm does everything it can to cut costs. For example, its unique phone system called MIUI, is an innovation as well as an important factor related with the price of single phone. What’ more, the use of hunger marketing is the outcome of low costs.As for the differentiation strategy, I choose Haier from the periodical Fortune Magazine. Haier competes by offering unique products that are widely valued by customers. Once Haier produced a kind of the washing machine specially designed for rural areas and mountain areas. This kind of machine not only has the function of twin-tube washing machine, but also meet the need of people in mountain areas that is cleaning vegetables and fruits with sand. This is a typical example of innovation and differentiation.As for the focus strategy, I choose Coco Cola from the periodical Fortune Magazine.The two strategies above are aimed at the broad market, the focus strategy involves a cost advantage or a differentiation advantage in a narrow segment or niche. When it comes to soft drinks, Coca Cola is the biggest selling brand name in Britain. In the narrow market of cola, after several strategic changes, Coco Cola finally holds on to it initial formula with the unique taste, exactly for which there are so many regular customers as well as new customers and for which Coco Cola can maintain its market share.。