管理学罗宾斯第九版课后题答案
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)。
管理学第9版练习题附答案6
管理学第9版练习题附答案6Chapter 6 Decision Making: The Essence of the Managers Job TRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1. Problem identification is purely objective.2. The second step in the decision-making process is identifying a problem.3. A decision criterion defines what is relevant in a decision.4. The fourth step of the decision-making process requires the decision maker to list viable alternatives thatcould resolve the problem.5. Once the alternatives have been identified, a decision maker must analyze each one.6. The step in the decision-making process that involves choosing a best alternative is termed implementation. THE MANAGER AS DECISION MAKER7. Making decisions is with the essence of management.8. Managerial decision making is assumed to be rational.9. One assumption of rationality is that we cannot know all of the alternatives.10. Managers tend to operate under assumptions of bounded rationality.11. Studies of the events leading up to the Challenger space shuttle disaster point to an escalation ofcommitment by decision makers.12. Managers regularly use their intuition in decision making.13. Rational analysis and intuitive decision making are complementary.14. Programmed decisions tend to be repetitive and routine.15. Rules and policies are basically the same.16. A policy is an explicit statement that tells a manager what he or she ought or ought not to do.17. The solution to nonprogrammed decision making relies on procedures, rules, and policies.18. Most man agerial decisi ons in the real world are fully non programmed.19. The ideal situation for making decisions is low risk.20. Risk is the condition in which the decision maker is able to estimate the likelihood of certain outcomes.21. Risk is a situati on in which a decisi on maker has n either certa inty nor reas on able probability estimates.22. People who have a low tolerance for ambiguity and are rational in their way of thinking are said to have adirective style.23. Decision makers with an analytic style have a much lower tolerance for ambiguity than do directive types.24. Individuals with a conceptual style tend to be very broad in their outlook and will look at many alter natives.25. Behavioral-style decisi on makers work well with others.26. Most managers have characteristics of analytic decision makers.27. Accordi ng to the boxed feature, Managing Workforce Diversity, diverse employees tend todecisi ons faster tha n a homoge neous group of employees.28. The anchoring effect describes when decision makers fixate on initial information as a starting point and the n, once set, they fail to adequately adjust for subseque nt in formati on.29. The availability bias describes whe n decisi on makers tryto create meaning out of ran dom eve nts.30. The sunk cost error is when decision makers forget that current choices cannot correct the past.DECISION MAKING FOR T ODAY S WORLD31. Today s bus in ess world revolves around making decisi ons, usually with complete or adequate information,and under minimal time pressure.32. Managers need to understand cultural differences to make effective decisions in today -movingworld.33. Accordi ng to the boxed feature, Focus on Leadership, whe n ide ntify ing problems, man agers mightbe from a culture that is focused on problem solving, or their culture might be one of situation accepta nce. 34. According to the boxed feature, “ Focus on Leadership, ” findings from studies by Geert Hofstede and fromGLOBE researchers show that in high un certa inty avoida nee coun tries, decisi on maki ng tendsto be based more on in tuiti on tha n on formal an alysis.35. Highly reliable organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the followi ng choose the an swer thartnost completelya nswers the questi on.THE DECISION-MAKING PROCESS36. Decision making is typically described as _______________ , which is a view that is too simplistic.a. deciding what is correctb. putting preferences on paperc. choos ing among alter nativesd. processing information to completion37. A series of eight steps that beg ins with ide ntify ing a problem and con cludes with evaluat ing thedecision ' s effectivenesthe _________________ .a. decision-making processb. man agerial processc. maximin styled. boun ded rati on ality approach38. _______________ is the existenee of a discrepancy between an existing and a desired state ofaffairs.a. An opport unityb. A solutionc. A weaknessd. A problem39. In identifying the problem, a manager ________________ .a. compares the current state of affairs with where they would like to beb. expects problems to be defined by neon lightsc. looks for discrepancies that can be postponedd. will not act when there is pressure to make a decision40. Which of the followi ng stateme nts is true concerning problem ide ntificati on?a. Problems are gen erally obvious.b. A symptom and a problem are basically the same.c. Well-trai ned man agers gen erally agree on what is con sidered a problem.d. The problem must be such that it exerts some type of pressure on the manager to act.41. What is the second step in the decision-making process?a. identifying decision criteriab. allocating weights to the criteriac. an alyz ing alter nativesd. identifying a problem42. To determ ine the _____________ , a man ager must determ ine what is releva nt or importa nt toresol ving the problem.a. geocentric behavior neededb. nu mber of allowable alter nativesc. weighting of decision criteriad. decision criteria43. What is the third step in the decision-making process?a. allocating weights to the criteriab. an alyz ing the alter nativesc. select ing the best alter natived. impleme nting the alter native44. If all criteria in the decision making are equal, weighting the criteria ______________ .a. improves decision making when large numbers of criteria are invoIvedb. is not neededc. produces excellent decisionsd. improves the criteria45. In allocating weights to the decision criteria, which of the following is helpful to remember?a. All weights must be the same.b. The total of the weights should sum to 1.0.c. Every factor criterion considered, regardless of its importanee, must receive some weighting.d. Assign the most important criterion a score, and thenassign weights against that standard.46. What is the step where a decisi on maker wan ts to be creative in coming up with possible alter native?a. allocating weights to the criteriab. an alyz ing alter nativesc. develop ing alter nativesd. identifying decision criteria47. When an alyz ing alter natives, what becomes evide nt?a. the stre ngths and weak nesses of each alter nativeb. the weight ing of alter nativesc. the list of alter nativesd. the problem48. Whe n develop ing alter natives in the decisi on-mak ing process, what must a man ager do?a. list alter nativesb. evaluate alter nativesc. weight alter nativesd. impleme nt alter natives49. Selecti ng an alter native in the decisi on-mak ing process is accomplished by _______________a. choos ing the alter native with the highest scoreb. choosing the one you like bestc. selecti ng the alter native that has the lowest priced. selecti ng the alter native that is the most reliable50. In Step 6 of the decisi on-mak ing process, each alter native is evaluated by apprais ing it aga inst thea. subjective goals of the decision makerb. criteriac. assessed valuesd. implementation strategy51. _____________ in cludes conveying a decisi on to those affected and gett ing their commitme nt to it.a. Select ing an alter nativeb. Evaluating the decision effectivenessc. Impleme nting the alter nativesd. An alyz ing alter natives52. Which of the followi ng is importa nt in effectively impleme nting the chose n alter native in the decisi on-mak ing process?a. getting upper-management supportb. double-checking your analysis for potential errorsc. allowing those impacted by the outcome to participate in the processd. ignoring criticism concerning your chose n alter native53. The final step in the decision-making process is to _______________ .a. pick the criteria for the next decisionb. reevaluate the weightings of the criteria until they indicate the correct outcomec. evaluate the outcome of the decisiond. reassign the ratings on the criteria to find different outcomes54. Which of the following is important to remember in evaluating the effectivenessof the decisionmakingprocess?a. You should ignore criticism concerning the decision-making process.b. You may have to start the whole decision process over.c. You will have to restart the decision-making process if the decision is less than 50 percent effective.d. Ninety percent of problems with decision making occur in the implementation step.THE MANAGER AS DECISION MAKER55. Managers are assumed to be _____________ ; they make consistent, value-maximizing choiceswithin specified con strai nts.a. rationalb. leadersc. organizedd. satisficers56. It is assumed that a perfectly rational decision maker _____________ .a. does not follow rational assumptionsb. does not consider value maximizing as an objectivec. offers inconsistent decisionsd. would be objective and logical57. Managers can make rational decisions if _________________ .a. the problem is ambiguousb. the goals are unclearc. the alter natives are limitedd. time constraints exist58. Which of the followi ng is not_ a valid assumpti on about rati on ality?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.59. When man agers circumve nt the rati onal decisi on-mak ing model and find ways to satisfice, they arefollowi ng the con cept of _______________ .a. jurisprudeneeb. boun ded rati on alityc. least-squared exemptionsd. self-motivated decisions60. Because man agers can' tpossibly an a lyze all in formati on on all alter natives, man agers_____________ , rather tha n _____________ .a. maximize; satisficeb. maximize; minimizec. satisfice; minimized. satisfice; maximize61. The type of decisi on mak ing in which the soluti on is con sidered “ goods no ugh "is known asa. intuitionb. satisfyingc. maximizingd. satisficing62. Whe n a decisi on maker choosesa n alter native un der perfect rati on ality, she __________ herdecisi on, whereas un der boun ded rati on ality she chooses a ___________ decisi on.a. minimizes; satisficingb. satisfices; maximizingc. maximizes; satisficingd. maximizes; minimizing63. An in creased commitme nt to a previous decisi on despite evide nce that it may have bee n wrong isreferred to as ______________ .a. economies of commitmentb. escalation of commitmentc. dimensional commitmentd. expansion of commitment64. Intuitive decision making is ______________ .a. not utilized in organizationsb. a conscious process based on accumulated judgmentc. making decisions based on experience, feelings, and accumulated judgmentd. important in supporting escalation of commitment65. In studying intuitive decision making, researchers have found that _________________ .a. managers do not make decisions based on feelings or emotionsb. managers use data from their subconscious mind to help make their decisionsc. rati onal th inking always works better tha n in tuitived. accumulated experience does not support intuitive decisions66. All of the followi ng are aspects of in tuiti on except _______________ .a. experieneed-based decisionsb. affect-initiated decisionsc. cognitive-based decisionsd. programmed decisions67. ____________ are straightforward, familiar, and easily defi ned.a. Un structured problemsb. Structured problemsc. Unique problemsd. Non programmed problems68. Structured problems align well with which type ofdecision making?a. programmedb. satisficingc. intuitiond. gut feeling69. ____________ decision making is relatively simple and tends to rely heavily on previoussoluti ons.a. Non programmed。
罗宾斯(第9版)管理学习题7-13章
第七章一、选择题1·( )是正式计划而非非正式计划的特征。
a．组织内部很少或没有共同目标 b．计划工作是普遍的c．为实现目标存在具体的行动计划 d．关注结果2·( )属于计划工作的四个原因之一。
a．计划自动地增加灵活性 b．计划减少不确定性c．计划即使不确定也具有价值d·计划不是件容易的工作，需要经过高强度训练才能制定好的计划3·( )是个体、群体和整个组织期望的产出。
a．计划 b．目 c．战略 d．政策4·( )是组织向外界宣称的试图使各种利益相关群体相信的正式的陈述。
a．真实目标 b．陈述目标c·目标管理 d．方向性计划5．不是融资目标例子的是( )。
a．较大的现金流 b．较高的分红、c·较高的红利和较好的信用等 d．较大的市场份额6·( )构成了组织的整体目标，( )具体表明整体目标怎样达到。
a．战略计划；运营计划 b．长期计划；短期计划c．具体计划；方向性计划 d．持续性计划；一次性计划7．长期计划的时间框架是( )。
a·小于一年 b．大于一年c·超过两年 d．超过三年8·短期计划的时间框架是( )。
a．一年左右 b．两年左右 c．三年左右 d．四年左右9·制定一般指导原则的灵活性计划是( )。
a·运营计划 b．战略计划 c．具体计划 d．方向性计划l0·当环境的不确定性很高时，( )更好。
a·战略计划 b．方向性计划c·运营计划 d．持续性计划11为满足特定情况需要，对非程序性决策作出反应而制定的计划是L )。
a·短期计划 b．具体计划 c．方向性计划 d．一次性计划12·( )计划提供了对重复进行的活动的持续指导。
a·方向性 b．持续性c·运营 d．一次性13‘窑三…：中j首先设立组织的最高目标，然后将其分解为每一个组织层次的子目标。
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)。
罗宾斯《管理学》第九版题库
Chapter 4 Managing in a Global EnvironmentWHAT’S YOUR GLOBAL PERSPECTIVE?1.In a global marketplace ____________.a.the entire world is a marketplaceb.national borders are irrelevantc.the potential for organizations to grow expands dramaticallyd.all of the above(d; moderate; p. 90; AACSB: Globalizations)2.To succeed in a global marketplace, managers must _____________.a.constantly develop new strategies to maintain their parochial viewsb.expect competitors to suddenly appear at any time from any placec.implement only the best practices of their home countriesd.downplay the effect of the values and customs of other cultures(b; difficult; p. 90; AACSB: Globalizations)3.One reason for parochialism in the United States is that Americans tend to study_____________ in school.a.only Englishb.only two languagesc.English and Frenchd.English and Spanish(a; easy; p. 91; AACSB: Globalizations)4.Which of the following describes the current state of the world use of languages?a.Germans and Italians, unlike other Europeans, only speak their native language.b.Americans tend to study many other languages in school.c.More than 75 percent of all primary school children in China now learn English.d.Americans tend to think of English as the only international business language.(d; moderate; p. 91; AACSB: Globalizations)5.Ethnocentric views concentrate on their _____________.a.home countryb.host countryc.world orientationd.racial orientation(a; easy; p. 92; AACSB: Globalizations)6.Parochialism is ____________.a.acceptance of diverse points of viewb. a desire to leave one’s own culture for a foreign culturec. a tendency to view the world through a single perspectived.recognition of diverse religious beliefs(c; moderate; p. 91; AACSB: Globalizations)7.For U.S. businesses to have successful global management, which of the following statementsprovides the best advice?a.Americans should continue to push for the use of English only.b.Stick to your own customs to avoid embarrassing incidents.c.Make sure foreign businesspeople know you are American so they will speak to you inEnglish.d.Develop an understanding of multicultural differences.(d; moderate; p. 93; AACSB: Globalizations)8.Which of the following is the least favorable attitude for an American manager who wishes tobe successful in international business?a.multiculturalb.multicentricc.ethnocentricd.polycentric(c; easy; p. 92; AACSB: Globalizations)9.Managers with a(n) ___________ attitude view every foreign operation as different and hardto understand.a.geocentricb.polycentricc.ethnocentricd.transnational(b; moderate; p. 92; AACSB: Globalizations)10.Successful global management requires an attitude that is best described as _____________ .a.ethnocentricb.parochialc.polycentricd.geocentric(d; easy; p. 92; AACSB: Globalizations)11.A(n) __________ attitude is characterized by parochialism.a.geocentricb.acculturatedc.polylinguisticd.ethnocentric(d; moderate; p. 92; AACSB: Globalizations)12.A(n) _____________ attitude is the view that host-country managers know the best practicesfor running their operations.a.ethnocentricb.polycentricc.geocentricd.international(b; easy; p. 92; AACSB: Globalizations)13.The geocentric attitude is a _____________ view.a.nationalisticb.world-orientedc.culture-boundd.franchise-based(b; moderate; p. 92; AACSB: Globalizations)14.Successful _____________ management requires enhanced sensitivity to differences innational customs and practices.a.ethnocentricb.polycentricc.globald.parochial(c; moderate; p. 93; AACSB: Globalizations)UNDERSTANDING THE GLOBAL ENVIRONMENT15.The _____________ was created by the unification of 12 countries in Europe.a.European Common Marketb.European Unionc.Western European Allianced.Trans-European Market (TEM)(b; moderate; p. 94; AACSB: Globalizations)16.The principle reason for the formation of a regional trading alliance in Europe was to reassertmembers’ economic positions against the strength of the United States and _________.a.Canadab.Mexicoc.Japand.Russia(c; moderate; p. 94; AACSB: Globalizations)17.The European Union covers ______________.a.border controls, taxes, and subsidiesb.nationalistic policies and travelc.employment, investment, and traded.all of the above(d; moderate; p. 94; AACSB: Globalizations)18.The _____________ is a collection of countries that use a common currency.a.European Common Marketb.European Unionc.Western European Allianced.Economic and Monetary Union (EMU)(d; difficult; p. 94; AACSB: Globalizations)19.The single EU currency is called the ____________.a.francb.franc-markc.poundd.euro(d; moderate; p. 94; AACSB: Globalizations)20.The European Union currently consists of ___________.a.12 countriesb.15 countriesc.10 countriesd.25 countries(d; difficult; p. 94; AACSB: Globalizations)21.Which of the following countries is not a member of the European Union?a.Icelandb.Irelandc.Cyprusd.Slovenia(a; moderate; p. 94; AACSB: Globalizations)22._______ is expected to join the European Union in 2007.a.Hungaryb.Estoniac.Romaniad.Turkey(c; moderate; p. 95; AACSB: Globalizations)23.The executive body of the EU, based in Brussels, is known as the ________.a.Maastricht Officeb.FTAAc.Euro Protectorated.European Commission(a; moderate; p. 95; AACSB: Globalizations)24.Among the member countries of the North American Free Trade Agreement, trade has___________ since the treaty was signed.a.decreased initially, but increased steadilyb.increasedc.decreasedd.increased in commodities, but decreased in manufactured goods(b; moderate; p. 95; AACSB: Globalizations)25.The North American Free Trade Agreement includes _________________.a.Mexico, Canada, and the United Statesb.Canada, Mexico, and Brazilc.the United States, Canada, and Hondurasd.Columbia, Mexico, and the United Sates(a; easy; p. 95; AACSB: Globalizations)26.The North American Free Trade Agreement has resulted in which of the following?a.It increased imports from Mexico by 106 percent.b.It eliminated duties on imports from Venezuela.c.It increased exports to Canada by 62 percent.d.It increased trade with the European Union.(a; easy; p. 95; AACSB: Globalizations)27.Which of the following is currently under negotiation by thirty-four countries inthe Western Hemisphere?a.NAFTAb.FTAAc.Mercosurd.ASEAN(b; difficult; p. 95; AACSB: Globalizations)28.The North American Free Trade Agreement eliminated all of the following except________________.a.the need for import licensingb.tariffs on traded commoditiesc.customs user feesd.China’s role as a U.S. trading partner(a; moderate; p. 95; AACSB: Globalizations)29.The Association of Southeast Asian Nations includes ________________.a.the members of the European Union and Indiab.the members of NAFTA and CAFTAc. a membership of 10 Southeast Asian nationsd.none of the above(c; moderate; p. 95; AACSB: Globalizations)30.Each of the following is a member of ASEAN except ________________.a.Bruneib.Singaporeosd.Japan(d; moderate; p. 96; AACSB: Globalizations)31.How many member nations belong to the African Union (AU)?a.46b.53c.62d.67(b; moderate; p. 96; AACSB: Globalizations)32.Nepal belongs to which of the following regional trade alliances?a.EUb.SAARCc.AUd.ASEAN(b; moderate; p. 96; AACSB: Globalizations)33.The World Trade Organization evolved from which of the following?a.GATTb.Mercosurc.UNIDIRd.Marshall Plan(a; moderate; p. 96; AACSB: Globalizations)34.The World Trade Organization is centered around which of the following?a.public protestsb.economic sanctionsc.trade agreementsd.peace treaties(c; moderate; p. 96; AACSB: Globalizations)35.The goal of the World Trade Organization is to ___C_____.a.help develop environmental policyb.help regulate international marketsc.help businesses conduct their businessd.help reduce conflicts between nationsc moderate; p. 96; AACSB: Globalizations)DOING BUSINESS GLOBALLY36.International businesses have been around since about what date?a.the fifteenth centuryb.the seventeenth centuryc.the nineteenth centuryd.the twentieth century(c; difficult; p. 97; AACSB: Globalizations)37.Multinational corporations (MNCs) have only become commonplace since approximatelywhat date?a.mid-1960sb.mid-1970sc.1945d.mid-1980s(a; moderate; p. 97; AACSB: Globalizations)38.Multidomestic corporations are known for _______________.a.ethnocentric attitudesb.polycentric attitudesc.multicentric attitudesd.having their holdings in one country(b; moderate; p. 97; AACSB: Globalizations)39.Which of the following is an MNC that tailors marketing strategies to the host country’sunique characteristics?a.borderless organizationb.global companyc.multidomestic corporationd.transnational organization(c; moderate; pp. 97-98; AACSB: Globalizations)40.Multidomestic corporations _________________.a.maintain operations in multiple counties, but do not allow managers in eachcountry to make their own decisionsb.utilize ethnocentric attitudes in financial decisions, but favor polycentricviews in human resources issuesc.utilize decentralization to make decisions in management in local countriesd.follow the tastes, preferences, and values of the home country(c; moderate; p. 97; AACSB: Globalizations)41.When an organization drops its structure based on countries and reorganizes according toindustries, it is pursuing a global organizational operation known as ___________.a.ethnocentrismb.polycentrismc.borderless organizationd.multinational organization(c; moderate; p. 98; AACSB: Globalizations)42.Transnational organizations are also known as ________.a.ethnocentric organizationsb.polycentric organizationsc.borderless organizationsd.multidomestic organization(c; moderate; p. 98; AACSB: Globalizations)43.Transnational organizations are focused on _________________.a.increasing efficiencyb.developing INVsc.reinforcing structural divisionsd.all of the above(a; moderate; p. 98; AACSB: Globalizations)44.Which of the following types of business is global from its inception?a.international new ventureb.global companyc.born globald.joint economic market(c; difficult; p. 98; AACSB: Globalizations)45.Which of the following is a basic definition of a multinational corporation?a. a company that maintains operations in multiple countriesb. a company that maintains franchises in multiple countriesc. a company that has multiple home bases and manufacturing plantsd. a company that pays corporate taxes in at least two countries(a; difficult; p. 98; AACSB: Globalizations)46.Which of the following is the basic difference between multidomestic corporations and globalcompanies?a.Multidomestic corporations typically do business with more countries than globalcompanies do.b.Multidomestic corporations are run by global companies but must be owned by a local,national company.c.Multidomestic corporations decentralize management to the local country,while global companies centralize management in the home country.d.Multidomestic corporations pay more in taxes than global companies do.(c; difficult; pp. 97-98; AACSB: Globalizations)47.Which of the following is not a feature of a multidomestic corporation?a.Decision making takes place at the local level.b.Nationals are typically hired to run operations in each country.c.Marketing strategies are tailored to each country’s culture.d.Products are manufactured only in the local country.(d; easy; pp. 97-98; AACSB: Globalizations)48.Which of the following types of global organizations reflects the geocentric attitude?a.multidomestic corporationb.transnational organizationc.global companyd.regional organization(b; difficult; p. 98; AACSB: Globalizations)HOW ORGANIZATIONS GO GLOBAL49.Importing and exporting represent a more significant global investment than which of thefollowing?a.licensingb.franchisingc.global sourcingd.strategic alliance(c; easy; p. 98; AACSB: Globalizations)50.In an attempt to be more aggressive, a company might export and import more. These stepsusually require ____________.a.minimal investment and minimal riskb.conducting business in a polycentric mannerc.the establishment of strategic alliancesd.abnormal operations for a geocentric organization(a; easy; p. 99; AACSB: Globalizations)51.Franchising is primarily used by ________________.a.political organizationsb.manufacturing organizationsc.service organizationsd.legal organizations(c; moderate; p. 99; AACSB: Globalizations)52.In the later stages of doing business globally, if an organization is ready to make a more directinvestment, it might utilize ______________.a.foreign subsidiariesb.strategic alliancesc.joint venturesd.all of the above(d; moderate; pp. 99-100; AACSB: Globalizations)53.An international company is most likely to develop foreign subsidiaries _______________.a.before it develops licensing agreementsb.before it develops franchising agreementsc.before it begins importing and exportingd.after it establishes strategic alliances(d; moderate; p. 100; AACSB: Globalizations)54.The process of making products domestically and selling them abroad is known as ________.a.exportingb.importingc.franchisingd.joint ventures(a; moderate; p. 99; AACSB: Globalizations)55.Which of the following is usually found in the final stage of an organization’s globalevolution?a.exporting its products to other countriesb.cross-culturally training its managersc.establishing strategic alliances with partnersd.licensing another firm to use its brand name(c; moderate; p. 99; AACSB: Globalizations)56.Joint ventures are a type of ____________.a.licenseb.franchisec.foreign subsidiaryd.strategic alliance(d; moderate; p. 99; AACSB: Globalizations)57.Foreign subsidiaries are usually managed ______________.a.through local control onlyb.through centralized control onlyc.through local or centralized controld.none of the above(c; easy; p. 100; AACSB: Globalizations)58.A domestic firm and a foreign firm sharing the cost of developing new products orbuilding production facilities in a foreign country is called a ____________.a.franchising agreementb.joint venturec.foreign subsidiaryd.brokering agreement(b; moderate; p. 99; AACSB: Globalizations)59.Which of the following would most likely occur last in an organization’s global evolution?a.cross-cultural training of the company’s managersb.sending domestic employees on regular foreign business tripsc.hiring foreign brokers to represen t the organization’s product lined.creating a joint venture with suppliers around the globe(d; moderate; p. 99; AACSB: Globalizations)60._____________ present(s) the greatest risk to an organization going international.a.Joint venturesb.Strategic alliancesc.Licensingd.Foreign subsidiaries(d; difficult; p. 99; AACSB: Globalizations)MANAGING IN A GLOBAL ENVIRONMENT61.Which of the following is not considered to be one of the three major areas of significantchallenge for an American manager working in a foreign country?a.legal environmentb.economic environmentc.cultural environmentd.religious environment(d; difficult; pp. 101-103; AACSB: Globalizations)62.From an economic standpoint, a threat to the global manager is _________________.a.widely fluctuating inflation rates in foreign countriesb.marginal revenues exceeding marginal costsc. a stable exchange rate between currencies in various countriesd.all of the above(a; moderate; p. 102; AACSB: Globalizations)pared to many other countries, the U.S. legal–political environment is considered____________.a.radicalb.stablec.unstabled.fixed(b; moderate; p. 101; AACSB: Globalizations)pared to many other countries, changes to the U.S. legal–political environment areconsidered ___________.a.very fast and effectiveb.fast, but not efficientc.radicald.slow(d; moderate; p. 101; AACSB: Globalizations)65.The reason that a nation’s cultural differences are the most difficult to gain information aboutis because __________________.a.people tend to be sensitive about their own cultureb.providing this information to foreign organizations reduces a competitive businessadvantagec.there is little written on the issued.“natives” are least capable of explaining the unique characteristics of theirown culture(d; difficult; p. 104; AACSB: Globalizations)66.Which of the following developed a valuable framework to help managers better understanddifferences between national cultures?ton Friedmanb.Michael Porterc.Geert Hofsteded.Abraham Maslow(c; moderate; p. 104; AACSB: Globalizations)67._____________ is a cultural dimension in which people expect others in their group to lookafter them and protect them when they are in trouble.a.Power distanceb.Collectivismc.Achievementd.Uncertainty avoidance(b; easy; p. 105; AACSB: Globalizations)68.Which of the following would you find in a country with a high power distance?a.Society accepts narrow differences in organizations.b.Title carries little power, but status power is high.c.There is little respect for those in authority.d.Titles, rank, and status carry a lot of weight.(d; moderate; p. 105; AACSB: Globalizations)69.The GLOBE framework assesses how many cultural dimensions?a.fiveb.sixc.nined.twelve(c; moderate; p. 106; AACSB: Globalizations)70._____________ is a cultural measure of the degree to which people will tolerate risk andunconventional behavior.a.Power distanceb.Uncertainty avoidancec.Achievementd.Nurturing(b; easy; p. 105; AACSB: Globalizations)anizations in which of the following cultures are likely to have formal rules and littletolerance for unusual ideas and behaviors?a.high power distanceb.low power distancec.high uncertainty avoidanced.low uncertainty avoidance(c; easy; p. 105; AACSB: Globalizations)72.In a society with a highly ______________ culture, strong value is placed on relationshipsand concern for others.a.collectivistb.achievement-orientedc.nurturingd.uncertainty avoidant(c; moderate; p. 105; AACSB: Globalizations)73._____________ is a national culture attribute describing the extent to which societal valuesare characterized by assertiveness and materialism.a.Power distanceb.Uncertainty avoidancec.Achievement orientationd.Long-term orientation(c; moderate; p. 105; AACSB: Globalizations)74._____________ is a national culture attribute that places a high value on future occurrences.a.Power distanceb.Uncertainty avoidancec.Long-term orientationd.Leisure orientation(c; moderate; p. 105; AACSB: Globalizations)75.Which of the following are most alike in terms of individualism, power distance, anduncertainty avoidance?a.Singapore and Swedenb.Australia and Englandc.France and Greeced.United States and V enezuela(b; easy; p. 106; AACSB: Globalizations)76.Which of the following scores the highest in terms of power distance?a.Greeceb.Swedenc.Canadad.England(a; easy; p. 106; AACSB: Globalizations)77.Which of the following dimension from the GLOBE framework has no equivalent inHofstede’s framework?a.future orientationb.humane orientationc.gender differentiationd.uncertainty avoidance(c easy; p. 106; AACSB: Globalizations)SCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.WHAT’S YOUR GLOBAL PERSPECTIVE?First Visit Abroad (Scenario)Bill Sanderson is halfway over the Atlantic and is excited about his first European business trip. Bill is confident about this trip but is somewhat concerned about the strange habits and foreign languages he will encounter. “If only they would just speak English like everyone else!” Bill thinks.78.Bill’s tendency to view the world only through his U.S.-based perspective is an internationalbusiness problem known as which of the following?a.nondiversityb.discriminationc.parochialismd.monolingualism(c; moderate; p. 92; AACSB: Globalizations)79.If Bill is to become successful as a global manager, he must _______________.a.attempt to change other cultures to American waysb.learn and accept other culturespete internationally but remain in the United Statesd.learn to manipulate other business cultures(b; moderate; p. 93; AACSB: Globalizations)Cultural Training (Scenario)Jane wants to expand her career opportunities in international operations of a company. She is 19 years old and currently attends a university. She has only lived in her current country and has never traveled to foreign countries.80.Jane decides to enroll in a foreign language class to help her overcome her ______________.a.parochialismb.ethnocentric attitudec.monolingualismd.polycentric attitudes(c; moderate; p. 91; AACSB: Globalizations)81.In talking with her advisor at the university, Jane decides she probably has a(n)__________ attitude, as she has never traveled abroad and only relates well to people from her home country.a.culturally focusedb.polycentricc.ethnocentricd.geocentric(c; moderate; p. 92; AACSB: Globalizations)82.Jane becomes involved with an international student association to give her experiences thatwill allow her to understand the views of students from other countries. She is trying to become more _________ in her attitude.a.parochialisticb.polycentricc.ethnocentricd.geocentric(d; difficult; p. 92; AACSB: Globalizations)UNDERSTANDING THE GLOBAL ENVIRONMENTA Foreign Alliance Talk (Scenario)As manager of the international department for your company, you have been asked by the local Chamber of Commerce to deliver a speech on foreign trade. The Chamber president even goes so far as to say “and be sure to include the EU, NAFTA, and all that stuff because we’re afraid that Ross Perot is right—all the good jobs will leave the United States.” As you pour over your notes, you try to choose the best information to present in the allotted half hour.83.You plan to explain during your talk that the acronyms EU, NAFTA, FTAA, and ASEANrefer to ________________.a.regional trade alliancesb.foreign airlinesc.soccer teams in Europed.new multinational corporations(a; difficult; p. 94; AACSB: Globalizations)84.One of the hottest topics of your talk will be NAFTA. One of the points that you emphasize isthat ______________.a.the United States has definitely come out the worst of the three nationsb.Canada is profiting the most in this arrangementc.the expansion of NAFTA has benefited North America’s competitiveness andeconomic powerd.U.S. high-tech companies, such as computer manufacturers, have been hit hard by theNAFTA provisions(c; difficult; p. 95; AACSB: Globalizations)85.You will also give participants a likely view of the future of the EU, which suggests that_______________.a.it will likely disband by the year 2010b.it is expected to merge with NAFTA by 2020c.Bulgaria will probably join in 2007d.Cuba has applied to join the EU(c; moderate; p. 94; AACSB: Globalizations)DOING BUSINESS GLOBALLYBusiness Expansion Plan (Scenario)As a business expansion director, Shana’s goal is to scout out potential locations and basically provide input on how her company should proceed with its planned expansion to Europe. There are many options, including maintaining the business’s head office in the United States and sending over company representatives when necessary or establishing separate operations facilities abroad and hiring locals as managers.86.If Shana’s company decides to open another company in France but maintain its managementin the United States, it would be considered _________________.a. a transnational corporationb. a global companyc. a regional trade allianced. a multidomestic corporation(b; moderate; p. 98; AACSB: Globalizations)87.If Shana’s company decides to open a completely new operation in Germany, tailoring thecompany to local customs and marketing strategies and hiring local managers, they would beconsidered _______________.a. a transnational corporationb. a global companyc. a regional trade allianced. a multidomestic corporation(d; moderate; p. 97; AACSB: Globalizations)88.If Shana’s company eliminates country-designated locations and reorganizes based onindustry groups, it would best be considered a __________________.a.borderless organizationb.strategic partnershipc.global business allianced.multidomestic corporation(a; moderate; p. 98; AACSB: Globalizations)89.One section of Shana’s company’s business plan involves strategic alliance s and jointventures. This section is most likely focused on the _________ phase of the company’s global business expansion.a.legalb.middlec.finald.preliminary(c; moderate; p. 99; AACSB: Globalizations)The European Expansion (Scenario)You have been hired by a company to look at the ways to best move the company into the European market, but you have to first determine what kind of company you are dealing with.90.If the company that has hired you is primarily used by manufacturingorganizations, it is a ___________.a.licensing companyb.franchising companyc.strategic allianced.joint venture(a; moderate; p. 99; AACSB: Globalizations)123.If the company that has hired you is really a partnership between an organization and a foreign company, in which both share resources and knowledge in developing new products, then it is a _______________.a.licensing companyb.franchising companyc.strategic allianced.joint venture(c; moderate; p. 99; AACSB: Globalizations)Software Entrepreneurial Venture (Scenario)Theodore and James have formed an entrepreneurial venture to develop software for banks and other financial institutions. Their company is growing, but in looking for opportunities in the future, they decide to explore international operations.124.The international operations in their firm continue to grow. Theodore and James have come to see that decentralized management using foreign nationals to run operations in the host countries works well. Their firm has developed into a(n) ____________ organization.a.transnationalb.multidomesticc.borderlessd.franchise(b; moderate; p. 97; AACSB: Globalizations)125.A new and exciting opportunity has appeared that enables Theodore and James to form a joint venture with an insurance company in Japan. This will move their firm into the global role of an organization with a(n) ______________.a.minimized level of business riskb.indirect international investmentc.direct international investmentd.independent foreign subsidiary(c; moderate; p. 99; AACSB: Globalizations)126.Theodore and James decide to allow a firm in Europe to use the rights to their software, its brand name, and software specifications in return for a lump-sum payment. The firm is a service organization that plans to use the software to assist its customers. This agreement is known as a ________________.a.strategic allianceb.licensing agreementc.franchised.foreign subsidiary(c; difficult; p. 99; AACSB: Globalizations)MANAGING IN A GLOBAL ENVIRONMENTA Different View (Scenario)John has done well in his company. In only 5 years, he has risen to the position of divisional manager. However, he knows that in order to rise to the level of senior management, he needs to spend some time managing abroad in his company’s foreign subsidiaries. Although he has。
罗宾斯《管理学》课后习题答案
第Ⅰ篇绪论第一章管理与组织导论一、谁是管理者1.管理者在哪些方面不同于非管理人员？答：协调其他人的工作——区分了管理岗位与非管理岗位。
2.说明为什么并不总能很容易地确定谁是组织中的管理员。
答：组织以及工作正在变化的性质模糊了管理者与非管理雇员之间的界限，许多传统的职位现在都包括了管理性的活动，特别是在团队中（团队成员通常要制定计划、决策以及监督自己的绩效），非管理雇员也承担着过去是管理者的一部分职责。
补充：⑴管理者：管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织的目标。
3.对比三种不同的管理层次。
答：①基层管理者是最低层的管理人员，他们管理着非管理雇员所从事的工作，这些工作生产和提供组织的产品。
②中层管理者包括所有处于基层和高层之间的各个管理层次的管理者，这些管理者管理着基层管理者。
③高层管理者处于或接近组织顶层，他们承担着制定广泛的组织决策、为整个组织制定计划和目标的责任。
注：并不是所有的组织都具有金字塔形的组织结构，但都需要某个人来扮演管理者的角色，即需要有人来协调工作和活动，以便能够同别人一起或者通过别人来实现组织的目标。
二、什么是管理补充：⑴管理：定义为一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。
要点：①过程代表了一系列进行中的有管理者参与的职能或活动，这些职能一般划分为计划、组织、领导和控制。
②协调其他人的工作——区分了管理岗位与非管理岗位。
③有效率和有效果地完成组织的工作活动。
4.如何理解管理是一个过程。
答：上面要点①。
5.定义效率和效果。
答：①效率是指以尽可能少的投入获得尽可能多的产出。
通常指的是“正确地做事”，即不浪费资源。
②效果通常是指“做正确的事”，即所从事的工作和活动有助于组织达到其目标。
③可见，效率是关于做事的方式；效果是指实现组织目标的程度，涉及事情的结果。
6.解释效率和效果对管理的重要性。
答：①因为管理者处理的是稀缺的输入（人员、资金和设备等），所以必须有效地利用这些资源。
罗宾斯管理学第九版背诵简答
管理人员需明确质量管理的目标和战略，并对其进行计划。这些目标应使员工专注于客观的质量标准。
（2）为质量组织和领导
提高质量的，两种人员方法：①程序化的工作组②自我领导或称赋予权力的工作组。质量驱动的组织主要依靠受过良好培训的、灵活的、被授权的员工。
（3）质量控制
要对工作工程进行监督和评估，包括库存管理、合格率、原材料采购等。
B.过程模型，组织将投入转换为产出的好坏程度；
C.多重利益方模型，用几个不同指标反应组织利益方的不同标准。
（3）产业和公司排名
《财富》500强公司，《财富》最适合工作的100强公司，《产业周刊》最佳管理工厂。
7.前馈/同期/反馈控制
（1）前馈控制
①前馈控制是一种防止预期的问题出现的控制，发生在实际工作开始之前。
（6）组织文化和态度
组织内部和外部合作者之间，形成支持价值链管理的文化：分享、合作、开放、灵活、相互尊重、信任。
5、价值链管理的障碍
（1）组织障碍
包括：A.拒绝或不愿分享信息；B.不愿改变原有的地位状态；C.更多安全考虑（价值链管理对信息技术设施有极强依赖）
（2）文化态度
不适应的文化会阻碍供应链管理的实施。
A.信任方面。失信或过于信任都不利。价值链成员应相互了解对方的运行，谨慎保护知识产权。
B.控制方面。组织成员认为当他们与内外部人员合作时，他们将无法掌握自己的命运。但，即使紧密合作，每个成员仍掌握着关于客户价值内容、怎样达到客户价值及选择怎样的分销渠道等方面的控制权。
（3）能力要求
价值链成员必须满足多方面的能力要求，许多能力很难提高或达到。如良好的协调与合作，提供满足供应商和客户要求的产品和服务，对内外部成员进行培训等。
管理学第9版练习题附答案6
管理学第9版练习题附答案6标准化文件发布号：（9312-EUATWW-MWUB-WUNN-INNUL-DQQTY-Chapter 6 Decision Making: The Essence of the Manager’s JobTRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1.Problem identification is purely objective.2.The second step in the decision-making process is identifying a problem.3. A decision criterion defines what is relevant in a decision.4.The fourth step of the decision-making process requires the decision maker to list viablealternatives that could resolve the problem.5.Once the alternatives have been identified, a decision maker must analyze each one.6.The step in the decision-making process that involves choosing a best alternative is termedimplementation.THE MANAGER AS DECISION MAKER7.Making decisions is with the essence of management.8.Managerial decision making is assumed to be rational.9.One assumption of rationality is that we cannot know all of the alternatives.10.Managers tend to operate under assumptions of bounded rationality.11.Studies of the events leading up to the Challenger space shuttle disaster point to an escalation ofcommitment by decision makers.12. Managers regularly use their intuition in decision making.13.Rational analysis and intuitive decision making are complementary.14.Programmed decisions tend to be repetitive and routine.15.Rules and policies are basically the same.16.A policy is an explicit statement that tells a manager what he or she ought or ought not to do.17.The solution to nonprogrammed decision making relies on procedures, rules, and policies.18.Most managerial decisions in the real world are fully nonprogrammed.19.The ideal situation for making decisions is low risk.20.Risk is the condition in which the decision maker is able to estimate the likelihood of certainoutcomes.21.Risk is a situation in which a decision maker has neither certainty nor reasonable probabilityestimates.22.People who have a low tolerance for ambiguity and are rational in their way of thinking are said tohave a directive style.23.Decision makers with an analytic style have a much lower tolerance for ambiguity than do directivetypes.24.Individuals with a conceptual style tend to be very broad in their outlook and will look at manyalternatives.25. Behavioral-style decision makers work well with others.26.Most managers have characteristics of analytic decision makers.27.According to the boxed feature, “Managing Workforce Diversity,” diverse employees tend to makedecisions faster than a homogeneous group of employees.28.The anchoring effect describes when decision makers fixate on initial information as a startingpoint and then, once set, they fail to adequately adjust for subsequent information.29.The availability bias describes when decision makers try to create meaning out of random events.30. The sunk cost error is when decision makers forget that current choices cannot correct the past. DECISION MAKING FOR TODAY’S WORLD31.Today’s business world revolves around making decisions, usually with complete or adequateinformation, and under minimal time pressure.32.Managers need to understand cultural differences to make effective decisions in today’s fast-moving world.33.According to the boxed feature, “Focus on Leadership,” when identifying problems, managersmight be from a culture that is focused on problem solving, or their culture might be one of situation acceptance.34.According to the boxed feature, “Focus on Leadership,” findings from studies by Geert Hofstedeand from GLOBE researchers show that in high uncertainty avoidance countries, decision making tends to be based more on intuition than on formal analysis.35.Highly reliable organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESS36.Decision making is typically described as ________________, which is a view that is too simplistic.a.deciding what is correctb.putting preferences on paperc.choosing among alternativesd.processing information to completion37.A series of eight steps that begins with identifying a problem and concludes with evaluating thede cision’s effectiveness is the ________________.a.decision-making processb.managerial processc.maximin styled.bounded rationality approach38.________________ is the existence of a discrepancy between an existing and a desired state ofaffairs.a.An opportunityb. A solutionc. A weaknessd. A problem39.In identifying the problem, a manager _________________.pares the current state of affairs with where they would like to beb.expects problems to be defined by neon lightsc.looks for discrepancies that can be postponedd.will not act when there is pressure to make a decision40.Which of the following statements is true concerning problem identificationa.Problems are generally obvious.b. A symptom and a problem are basically the same.c.Well-trained managers generally agree on what is considered a problem.d.The problem must be such that it exerts some type of pressure on the manager to act.41. What is the second step in the decision-making processa.identifying decision criteriab.allocating weights to the criteriac.analyzing alternativesd.identifying a problem42.To determine the _____________, a manager must determine what is relevant or important toresolving the problem.a.geocentric behavior neededb.number of allowable alternativesc.weighting of decision criteriad.decision criteria43.What is the third step in the decision-making processa.allocating weights to the criteriab.analyzing the alternativesc.selecting the best alternatived.implementing the alternative44.If all criteria in the decision making are equal, weighting the criteria ______________.a.improves decision making when large numbers of criteria are involvedb.is not neededc.produces excellent decisionsd.improves the criteria45.In allocating weights to the decision criteria, which of the following is helpful to remembera.All weights must be the same.b.The total of the weights should sum to .c.Every factor criterion considered, regardless of its importance, must receive some weighting.d.Assign the most important criterion a score, and then assign weights against that standard.46.What is the step where a decision maker wants to be creative in coming up with possiblealternativea.allocating weights to the criteriab.analyzing alternativesc.developing alternativesd.identifying decision criteria47. When analyzing alternatives, what becomes evidenta.the strengths and weaknesses of each alternativeb.the weighting of alternativesc.the list of alternativesd.the problem48.When developing alternatives in the decision-making process, what must a manager doa.list alternativesb.evaluate alternativesc.weight alternativesd.implement alternatives49.Selecting an alternative in the decision-making process is accomplished by __________________.a.choosing the alternative with the highest scoreb.choosing the one you like bestc.selecting the alternative that has the lowest priced.selecting the alternative that is the most reliable50.In Step 6 of the decision-making process, each alternative is evaluated by appraising it against the_____________.a.subjective goals of the decision makerb.criteriac.assessed valuesd.implementation strategy51.______________ includes conveying a decision to those affected and getting their commitment to it.a.Selecting an alternativeb.Evaluating the decision effectivenessc.Implementing the alternativesd.Analyzing alternatives52.Which of the following is important in effectively implementing the chosen alternative in thedecision-making processa.getting upper-management supportb.double-checking your analysis for potential errorsc.allowing those impacted by the outcome to participate in the processd.ignoring criticism concerning your chosen alternative53. The final step in the decision-making process is to _______________.a.pick the criteria for the next decisionb.reevaluate the weightings of the criteria until they indicate the correct outcomec.evaluate the outcome of the decisiond.reassign the ratings on the criteria to find different outcomes54.Which of the following is important to remember in evaluating the effectiveness of the decision-making processa.You should ignore criticism concerning the decision-making process.b.You may have to start the whole decision process over.c.You will have to restart the decision-making process if the decision is less than 50 percenteffective.d.Ninety percent of problems with decision making occur in the implementation step.THE MANAGER AS DECISION MAKER55.Managers are assumed to be ______________; they make consistent, value-maximizing choiceswithin specified constraints.a.rationalb.leadersanizedd.satisficers56.It is assumed that a perfectly rational decision maker ______________.a.does not follow rational assumptionsb.does not consider value maximizing as an objectivec.offers inconsistent decisionsd.would be objective and logical57.Managers can make rational decisions if _________________.a.the problem is ambiguousb.the goals are unclearc.the alternatives are limitedd.time constraints exist58. Which of the following is not a valid assumption about rationalitya.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.59.When managers circumvent the rational decision-making model and find ways to satisfice, they arefollowing the concept of _________________.a.jurisprudenceb.bounded rationalityc.least-squared exemptionsd.self-motivated decisions60.B ecause managers can’t po ssibly analyze all information on all alternatives, managers______________, rather than ______________.a.maximize; satisficeb.maximize; minimizec.satisfice; minimized.satisfice; maximize61.The type of decision making in which the solution is considered “good enough” is known as_________________.a.intuitionb.satisfyingc.maximizingd.satisficing62.When a decision maker chooses an alternative under perfect rationality, she ______________ herdecision, whereas under bounded rationality she chooses a ______________ decision.a.minimizes; satisficingb.satisfices; maximizingc.maximizes; satisficingd.maximizes; minimizing63. An increased commitment to a previous decision despite evidence that it may have been wrong isreferred to as _______________.a.economies of commitmentb.escalation of commitmentc.dimensional commitmentd.expansion of commitment64.Intuitive decision making is _______________.a.not utilized in organizationsb. a conscious process based on accumulated judgmentc.making decisions based on experience, feelings, and accumulated judgmentd.important in supporting escalation of commitment65.In studying intuitive decision making, researchers have found that __________________.a.managers do not make decisions based on feelings or emotionsb.managers use data from their subconscious mind to help make their decisionsc.rational thinking always works better than intuitived.accumulated experience does not support intuitive decisions66.All of the following are aspects of intuition except __________________.a.experienced-based decisionsb.affect-initiated decisionsc.cognitive-based decisionsd.programmed decisions67._____________ are straightforward, familiar, and easily defined.a.Unstructured problemsb.Structured problemsc.Unique problemsd.Nonprogrammed problems68.Structured problems align well with which type of decision makinga.programmedb.satisficingc.intuitiond.gut feeling69. ______________ decision making is relatively simple and tends to rely heavily on previoussolutions.a.Nonprogrammedb.Linearc.Satisficingd.Programmed70.A procedure _______________.a.is an explicit statement detailing exactly how to deal with a decisionb.is a series of interrelated sequential steps to respond to a structured problemc.is a set of guidelines that channel a manager’s thinking in dealing with a problemd.allows a manager to use broad decision-making authority71.A ______________ is an explicit statement that tells a manager what he or she can or cannot do.a.procedureb.policyc.ruled.solution72.A policy ____________.a.typically contains an ambiguous termb.is used frequently when a manager faces a structured problemc.allows little discretion on the part of the managerd.offers strict rules as to how a problem should be solved73.What is a difference between a policy and a rulea. A policy establishes parameters.b. A rule establishes parameters.c. A policy is more explicit.d. A rule is more ambiguous.74.A ______________ typically contains an ambiguous term that leaves interpretation up to thedecision maker.a.systemb.rulec.solutiond.policy75.A business school’s statement that it “strives for productive relationships with local organizations”is an example of a ________________.a.ruleb.policyc.proceduremitment76.Unstructured problems _____________.a.are easily solvedb.present familiar circumstancesc.force managers to deal with incomplete or ambiguous informationd.are routine77.Nonprogrammed decisions are best described as ________________.a.recurring, but difficult to makeb.very similar to problems in other areas of the organizationc.requiring more aggressive action on the decision maker’s thought processesd.unique and nonrecurring78.When problems are ______________, managers must rely on ______________ in order to developunique solutions.a.structured; nonprogrammed decision makingb.structured; pure intuitionc.unstructured; nonprogrammed decision makingd.unstructured; programmed decision making79.Lower-level managers typically confront what type of decision makinga.uniqueb.nonroutinec.programmedd.nonprogrammed80.Which of the following is likely to make the most programmed decisionsa.the CEO of PepsiCo.b.the vice president of General Motors Cadillac Division.c.the head of the Minute Maid Division at Coca-Cola.d.the manager of the local McDonald’s.81.______________ is a situation in which a manager can make accurate decisions because theoutcome of every alternative is known.a.Certaintyb.Riskc.Uncertaintyd.Maximaxe.Maximin82.If an individual knows the price of three similar cars at different dealerships, he or she is operatingunder what type of decision-making conditiona.riskb.uncertaintyc.certaintyd.factual83.A retail clothing store manager who estimates how much to order for the current spring seasonbased on last spring’s outcomes is operating under what kind of decision-making conditiona.seasonalb.riskc.uncertaintyd.certainty84.______________ is a situation in which a decision maker has neither certainty nor reasonableprobability estimates available.a.Certaintyb.Riskc.Uncertaintyd.Maximax85.Nonprogrammed decisions are typically made under a condition of ________________.a.certaintyb.low levels of riskc.uncertaintyd.reliability86. A person at a horse racetrack who bets all of his or her money on the odds-based long shot to“win” (rather than “place” or “show”) is making what kind of choicea.maximaxb.maximinc.minimaxd.minimin87.What best describes the psychological orientation of an individual making a “maximax” choicea.optimistb.realistc.pessimistd.satisficer88.Optimistic managers could be expected to utilize their maximax orientation when they_______________.a.maximize the maximum payoffb.maximize the minimum payoffc.minimize the maximum regretd.minimize the minimum regret89.What is the psychological orientation of a decision maker who makes a “maximin” choicea.optimistb.realistc.pessimistd.satisficer90.Which of the following best describes “maximizing the minimum possible payoff”a.maximaxb.maximinc.minimaxd.minimin91.A manager who desir es to minimize his or her maximim “regret” will opt for a ______________choice.a.maximaxb.maximinc.minimaxd.minimin92. Decision makers using what decision-making style make fast decisions and focus on the short runa.directiveb.behavioralc.analyticd.conceptual93.What types are characterized as careful decision makers with the ability to adapt or cope withunique situationsa.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers94.Who are concerned about the achievements of those around them and are receptive tosuggestions from othersa.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers95.Many managers use __________ or rules of thumb to simplify their decision making.a.heuristicsb.biasesc.errorsd.habits96.When decision makers tend to think they know more than they do or hold unrealistically positiveviews of themselves and their performance, they are exhibiting _______________.a.self-serving biasb.the anchoring effectc.immediate gratification biasd.overconfidence bias97.When decision makers seek out information that reaffirms their past choices and discountinformation that contradicts past judgments, they are exhibiting _______________.a.availability biasb.the anchoring effectc.self-serving biasd.confirmation bias98.When decision makers assess the likelihood of an event based on how closely it resembles otherevents or sets of events, they are using _______________.a.availability biasb.framing biasc.selective perception biasd.representation bias99.What is the tendency for decision makers to falsely believe that they would have accuratelypredicted the outcome of an event once that outcome is actually knowna.the hindsight biasb.the sunk costs errorc.the randomness biasd.the selective perception biasDECISION MAKING FOR TODAY’S WORLD100.According to the boxed feature, “Focus on Leadership,” when _______________, managers might come from a culture that gathers facts or from a culture that is more intuitive in gathering ideas and possibilities.a.developing alternativesb.implementing alternativesc.searching for informationd.identifying problems101.To make effective decisions in today’s fast-moving world, managers need to _______________.e the five-stage decision-making processb.know when it is time to call it quitsc.ignore cultural differencesd.identify their style of decision making102.What is a characteristic that the experts say an effective decision-making process hasa.It is inconsistent.b.It acknowledges only objective thinking.c.It focuses on all factors—even those that do not seem important.d.It requires only as much information and analysis as is necessary.103.What term is used by Navy aviators to describe a gut feeling that something isn’t righta.leemersb.the creepsc.uneasinessd.regret104.Managers of highly reliable organizations (HROs) get the input of _______________ and let them make decisions.a.CEOsb.frontline workersc.customersd.suppliers105.When highly reliable organizations (HROs) face complexity, they _______________.a.try to simplify datab.aim for deeper understanding of the situationc.defer to the expertsd.act, then thinkSCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESSDecisions, Decisions (Scenario)Sondra needed help. Her insurance company’s rapid growth was necessitating making some changes, but what changes Should they add to the existing information system or should they buy a new system She was given the responsibility of analyzing the company’s presen t information system and deciding what the company should do that would give them plenty of room. She was confused and needed help in making the correct decision.106.According to the decision-making process, the first step Sondra should take is to _____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.identify the problem107. According to the decision-making process, the second step Sondra should take is to ____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.allocate weights to the criteria108.Allocating weights to the criteria is the step in the decision-making process that occurs between identifying the decision criteria and ______________.a.developing the alternativesb.selecting alternativesc.implementing the alternatived.identifying the problem109.When Sondra is conveying her decision to those affected and getting their commitment to it, she is performing which step in the decision-making processa.analyzing alternative solutionsb.selecting alternativesc.implementing the alternatived.identifying the problem110.The very last step Sondra should take, according to the decision-making process, is to __________.a.analyze alternative solutionsb.select alternativesc.implement the alternatived.evaluate the decision’s effectivenessThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.111.Colleen needs a vehicle, but she has to decide if the vehicle is worth repairing. She is facing a(n) _____________, a discrepancy between an existing and a desired state of affairs.a.alternativeb.weighted problem setc.problemd.certainty avoidance situation112.In talking with an automotive repair person, Colleen needs to prioritize the repairs. Her first concern is safety of the vehicle. This step in the decision-making process is called __________________.a.weighting the decision criteriab.analyzing of alternativesc.identifying decision criteriad.selecting an alternativeTHE MANAGER AS DECISION MAKERThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.113.Colleen decides to have all of the problems fixed on the car. She assumes that the repair person has found all the problems and that there will be no problem correcting the imperfections within a specified budget. This is an example of a __________ decision.a.parochialb.irrationalc.ethicald.rational114.Colleen’s brother has a different view of the repairs. He assumes that the repair person is using the best information available, but there may be other unexpected repairs that might surface and that a higher budget might be more reasonable. He is using ______________.a.rational decision makingb.risk avoidancec.bounded rationalityd.Stage 4 decision making115.Colleen’s brother feels the car is worth repairing because he has owned several cars made by the same manufacturer as this car, and he has driven this car for several years. He is using _________ to determine that the car has value despite its need of repair.a.intuitive decision makingb.selective coordination of thought processesc.sunk costsd.return on investmentThe First Job (Scenario)Upon graduation, you search for a job with the university’s job placement center. Although you have studied and prepared to work in an advertising agency, the first job that you are offered is a supervisor in a manufacturing company working the afternoon shift from 3:00 . until 11:00 .116.If you had made a larger search using the Internet and other employment search processes, you might have been able to find more employment opportunities. This would have been a more _________ decision-making process.a.nonprogrammableb.uncertainc.riskyd.perfectly rational117.Under bounded rationality, you would be expected to search for a job by ________________.a.looking at all the opportunities that can be analyzed in the time availableb.looking at all the opportunities availablec.looking “outside the box” in your searchd.analyzing all the opportunities until you find the perfect job118.If you use a shortened process of searching for a job, it is likely that you ___________ rather than maximized in your decision process.a.minimizedb.rationalizedc.satisficedd.agreed119.During your job search, you depend on __________ decision making by making your decision based on accumulated judgment and experience.a.experientialb.legalc.intuitived.formidableIs the Picture Clear (Scenario)Sharon was the regional manager of a large cable television company. She faced many problems and decisions daily, such as how to price each market, who to hire, what kind of technology she should purchase, and how she should handle the increasing customer complaints. She needed some help sorting these issues out.120.When a customer calls and requests a refund for a partial month’s usage of cable, the fact that such situations are routine and most likely have a standard response would make the response a ______________ decision.a.standardb.routinec.policyd.programmed121.Sometimes Sharon follows a ______________, a series of interrelated sequential steps for responding to a structured problem.a.ruleb.policyc.procedured.suggestion122.Sometimes Sharon instructs her local managers to follow ______________ when confronted with problem situations. These establish parameters for the manager making the decision rather than specifically stating what should or should not be done.a.rulesb.proceduresc.policiesd.orders123.Unfortunately, Sharon also faces issues containing information that is ambiguous or incomplete, such as what kind of technology to purchase. These are known as ______________ problems.a.unstructuredb.variablec.randomd.hit-and-missManaging Your Career (Scenario)Michelle has a new job and is learning to perform the tasks assigned to her. Different situations demand different decision-making processes.124.Michelle finds a situation that instructs her in specific, interrelated, sequential steps to respond to a problem. This is referred to as a _____________.a.ruleb.policyc.broad guidelined.procedure125.Michelle finds a company directive that specifically restricts her from taking certain actions.This is a _____________.a.ruleb.policyc.broad guidelined.procedure126.As she learns the general guidelines of the job, Michelle is given more decision-making authority. The guidelines establish parameters for decision making and are referred as a _____________.a.ruleb.policyc.broad guidelined.procedure127.Michelle eventually finds a problem that has no cut-and-dry solution. The problem is unique and will never occur again. This problem is referred to as _____________.a.flexibleb.programmedc.adaptabled.nonprogrammedDecision-Making Conditions (Scenario)Sandy Jo is the manager for TrucksRUs, a medium-sized hauling service located in the Southeast. She is responsible for scheduling 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.128.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.certaintyb.riskc.uncertaintyd.maximax129.Joe, Sandy Jo’s best driver, tells her that he believes he can estimate that there is a 75 percent probability that they can get the business of Pork Brothers, Inc., if they initiate a truck route through rural North Carolina. Joe is operating under a condition of ______________.a.certaintyb.riskc.uncertaintyd.maximax130.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。
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 to another.True (moderate)The final step in the strategic management process is implementing the objectives.False (difficult)TYPES OF ORGANIZATIONAL STRATEGIES11.Corporate-level strategics arc developed for organizations that run more than one type of business.True (moderate)The business group that is characterized by having low growth but high market share is known as a cash cow.True (moderate)According to the Boston Consulting Group matrix, question marks are businesses that generate large amounts of cash, but their prospects lor future growth are limited?False (moderate)According to Porter's competitive strategies framework, the cost leadership strategy would result in the best quality 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 evaluationIn the strategic management process, the defines the organizational purpose and answersthe question: "What is our reason for being in business?" a. objective b. evaluation c. 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 use ourproducts and services. (Johnson & Johnson).b.AMAX's principal products are molybdenum, coal, iron ore, copper, lead, zinc, petroleum and natural gas,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.Wc 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)bor supplyWhat 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 strategiesWhat 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)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 resourcesWhat is the final step in the strategic management process?a.mission statementb.identifying opportunities and threatsc.implementing strategicsd.analyzing the organization's resourcese.evaluating results (easy)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 levelLower level managers in an organization are typically responsible for which of the following types of strategies?a.functional-level strategiesb.business-level strategiesc.corporate-level strategiesd.mergers and acquisitionsWhich of the following is associated with corporate-lcvcl 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 arc a method of support for the business-level strategics.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)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)When should management pursue a stability strategy?anizational 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 diversificationWhich of the following describes a company growing by combining with other organizations in the same industry?a.forward vertical integrationb.backward vertical integrationc.horizontal integration (moderate)d.related diversificatione.unrelated diversificationWhich of the four business groups in (he corporate portfolio matrix has high growth and high market share?a.cash cowb.stars (difficult)c.question marksd.dogse.elephantsMichael Porter's competitive strategies framework identifies three generic competitive strategies: cost leadership, 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 organizationwants to be unique in its industry along dimensions widely valued by buyers.a.differentiation (moderate)b.fbcusc.cost leadershipd.depthe.defenderAccording to the boxed feature, "Managing in an E-Business 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 hugeamount 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-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-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, bui then, ii doesn't cost much (o operate. BGC has labeled this venturea.cash cow.b.star.c.question mark.d.dog. (moderate)e.does not fit with their matrix118.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 docs 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 PROCESSIn 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.Answer Corporate-level strategy - this strategy seeks to determine what businesses a company should be in or wants 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.a.Business-level strategy - this strategy seeks to determine how an organization should compete in each ofits 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 (he 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.b.Functional-level strategy - this strategy seeks to determine how (o support (he business-level strategy. Fororganizations (hat have traditional functional departments such as manufacturing, marketing, human resources, research and development, and finance, these strategies need to support the businesslevel strategy(moderate)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.Answer The 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 of cash,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 a dominantshare 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, but holda small market share percentage.d.Dogs (low growth, low market share) - businesses in this category do not produce, or consume, much cash.However, they hold no promise for improved performance.(easy)In a short essay, list and discuss the five competitive forces, according to Porter, which determine industry attractiveness and profitability.Answer Threat of new entrants - determined by the height of barriers to entry which includes factors such as economies of scale, brand loyalty, and capital requirements determine how easy or difficult it is for new competitors to enter an industry.a.Threat of substitutes - factors such as switching costs and buyer loyalty determine the degree to whichcustomers are likely to buy a substitute product.b.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.c.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.d.Existing rivalry - factors such as industry growth rate, increasing or falling demand, and product differencesdetermine how intense the competitive rivalry will be among firms in the industry.(moderate)In a short essay, list and discuss the three competitive strategics, according to Porter. Include specific examples of companies that pursue each of the three competitive strategies.Answer 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 (hat offered by rivals or al least be acceptable (o buyers. Examples of companies that have used the low-cost leader strategy include Wal-Mart, Hyundai, and Southwest Airlines.a.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 sen ice can be identified as an example of 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).b.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 fbcus strategy is to exploit a narrow segment of a market.These segments can be based on product variety, type of end buyer, distribution channel, or geographical location of buyers. Research suggests (hat (he focus strategy may be (he most effective choice lor 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(第9版)管理学习题1-4章
第一章口选择题1·治理者是()。
a．不需要补偿的雇员b·为实现组织目标协调工作活动的人c．组织的首脑d．一线工人2·地区经理、工程主管和事业部经理都能够被称为()。
a．基层治理者b．非治理雇员c．中层治理者d．高层治理者3·玛丽向营销副总裁上报工作内容，同时她又是监督者，一些小时工雇员直截了当向她汇报，那么玛丽是()。
a．基层治理者b．中层治理者c．高层治理者d．执行者4·那些负责作出组织层面的决策，并为整个组织制定方案和目标的治理者被定义为()。
a·高层治理者b．中层治理者c．基层治理者d．非治理雇员5·以下能区不治理职位和非治理职位的是()。
a·工资金额的多少b．是否协调他人的工作c·是否组织新的工程d．是否拥有技术技能6·假如比安卡的工作专注在减少白费上，那么她更应该是()治理者。
a·有效率的b．有效果的c．目标导向的d．拥有技术技能的7．效果通常被描述为()。
a．工作活动有助于关心组织实现其目标b．委任尽可能多的责任c．通过自己来治理过程d．通过资金情况来定义一个工程的结果8·()可被理解为正确地做事，()可被理解为一种结果，或者到达组织目标。
a．效果；经济b．效果；效率c．效率；效果d．经济；效率9．方案包括()。
a．指导和鼓舞他人b．适时监控以确保完成任务c．决定某事需要由谁来做d．确定目标、制定策略10．当一个治理者决定需要做什么以及怎么样完成时，他是在()。
a．方案b．组织c．领导d．操纵11．将实际业绩和预先设定的目标进行比照可视为()。
a．方案b．组织c．领导d．操纵12·珍妮弗的上司要求她解释其所属部门的实际开支与公司预算数额不符之处。
在那个地点，上司执行的是()治理职能。
a．方案b．组织c．领导c1．操纵13·在组织成员之间选择最有效的沟通渠道应属于()治理职能。
罗宾斯管理学-课后习题答案
罗宾斯《管理学》课后习题答案第一章1.答：组织是对完成特定使命的人们的系统性安排。
管理者是指挥别人活动的人，对一个组织来说，管理者起着十分重要的作用。
他们处于操作者之上，分为基层管理者、中层管理者和高层管理者。
缺少任何一个层次的管理者，组织都不能有效的运作，也就不能成功。
2.答：效果是指组织目标的达成度，效率则是指组织投入与产出的关系，有效率的组织一定会使组织成本最小化。
效率涉及活动的方式，效果涉及活动的结果，他们相互联系。
高效率与高效果相关联，低水平的管理通常是无效率和无效果或通过牺牲效率达到效果的。
一般来说，有效果的组织不一定是有效率的。
某些组织可以不顾效率而直接达到效果。
因此，管理不仅要注重效果，而且要尽可能的注重效率。
3.答：（1）计划包括规定组织的目标，制定整体战略以实现这些目标。
以及将目标逐层展开以便协调和将各种活动一体化。
（2）组织包括决定组织要完成的任务是什么，谁去完成这些任务。
这些任务怎样分类，谁向谁报告，以及各种决策应在哪一级上制定（3）领导包括激励下层，指导他们的活动，选择最有效的沟通渠道，解决组织成员间的冲突等。
（4）控制包括监视组织的行动以确保按计划进行，纠正各种偏差使组织回到正确的轨道上来。
4.答：明茨伯格的10种角色实质上与四种管理职能是一致的，他提出的许多角色基本上可以归入一个或几个职能中，如资源分配角色是计划的一部分，企业家角色也是属于计划职能。
所有人际关系角色是属于领导职能。
监听者角色属于控制职能，传播者属于组织职能，发言人领导职能，混乱驾驭者属于控制职能，谈判者则属于领导职能。
5.答：4种活动分别为：（1）传统管理：决策、计划和控制（2）沟通：交流例行信息和处理文书工作（3）人力资源管理：激励、惩戒、调节冲突、人员配备和培训（4）网络联系：社交活动、政治活动和外界交往。
平均的管理者强调的是传统管理，成功的管理者强调的是网络联系而有效的管理者强调的是沟通。
6.答：随着管理者在组织中的晋升，他们从事管理职能的程度在不断改变，他们将从事更多的计划工作和更少的直接监督职能。
管理学罗宾斯第九版课后答案
第一章1.是的。
他也要进行计划，组织，领导，控制。
他是一个领导者和监听者。
他拥有沟通技能和人际技能。
2.因为每一个组织都有自己的目标，目标的体现就表现在员工的绩效，所以说管理者的最基本的职责是关注员工的工作绩效。
还应注重效率。
3.职位候选人的技能分为技术技能，人际技能和概念技能。
作为雇主他不可能同时所有能力，所以雇主需要聘请其他人来帮忙。
这给我的启示是要提升自己各方面的能力。
4.没有的。
管理是一门艺术，每个人都有自己的特色，没有最佳的。
如果有最佳的，人们不就都往这方面发展了，那有什么意思。
5.新型组织的动态，灵活性，根据任务定义工作，团队导向等特征有兴趣。
因为这些特征可以促使企业更灵活，能够根据市场情况更快的作出反应。
有利于提高雇员的劳动积极性，促进雇员间的团队意识，合理高效地完成任务。
但我对雇员参与决策制定，在任何地点、任何时间工作，工作日长没有限制等特征不感兴趣。
因为如果过多的给予员工太多的自由，不仅不会使他们的工作效率上升，反而还会让他们感到没有压力，进而变得懒散，工作效率反而会下降。
并且过于宽松的环境也不利于管理者的管理。
而雇员参与决策的制定在一定程度上可以团结员工，但却会带来很大的弊端，因为雇员的思考方向是有利于自己的，而不会考虑整个企业的发展，并且雇员无法了解企业的整体情况，不能作出最好的决策。
不过总体上来说，新型组织在原有的基础上取得了很大的进步。
6.在今天的环境中，单从效率和效果而言，效果对组织更重要。
因为效果通常是指“做正确的事”，即所从事的工作和活动有助于组织达到其目标。
而效率是指以尽可能少的投入获尽可能多的产出。
在如今的社会中，具有高效率和高效果则企业将立于不败之地，正如UPS。
但要在二者择其一时，效果显然更重要，如果所做的工作不能达到组织的目标，那么所做的事就等于白做，即使是再高的效率也没用。
就像以前中国的很多企业虽然资源利用率低，但只要能达到顾客的要求，它们仍然能够在市场上生存。
罗宾斯(第9版)管理学习题5-6章
第五章口选择题1．认为通过实现利润最大化保护利益相关群体的利益是管理者的主要职责的观点是( )。
a．古典观点 b．社会经济学观点 C．社会责任 d．问题强度2．认为企业应该为其所处的更大社会环境承担自己的社会责任的观点反映的是( )。
a．古典观点 b．社会经济学观点 C．社会义务 d．问题强度3．斯巴克车辆维修公司的管理者将雇员纳入企业利益相关群体的范畴，希望吸引、保留、激励优秀员工，管理者处于组织社会责任扩展的四阶段模型中的( )。
a．阶段1 b．阶段2 c．阶段 3 d．阶段44．企业提高空气污染标准以达到法律规定的最低水平是在实践( )。
a．社会责任 b．社会义务 C．社会响应 d．问题强度5．认为社会责任违背管理古典观点的本质而反对社会责任的人在( )基础上阐述自己的观点。
a．利润最大化的偏离 b．成本 C．权力过大 d．淡化使命6．企业发现自己生产的玩具存在安全隐患时，主动召回该产品是在实践( )。
a．社会责任 b．社会义务 C．社会响应 d．问题强度7．( )强调道德的强制约束，使社会环境变好而不是变坏。
a．社会责任 b．社会义务 c．社会响应 d．问题强度8．研究表明，( )。
a．社会责任与公司利润之间存在负相关关系。
b．社会责任对公司利润无直接影响。
c．社会责任与公司利润之间存在正相关关系。
d．社会责任对公司利润的影响依赖于问题强度。
9．对组织决策和活动与组织对自然环境的影响之间的紧密联系的意识称为( )。
a．联结点理论 b．管理的绿色化 c．生态意识 d．利益相关群体的授权10．以绿化美国为目标的环境敏感度的最高层次是( )。
a．法律方式 b．活动家方式 c．市场方式 d．利益相关群体方式11．当意识到管理应绿色化时，大多数组织在第一阶段采取的是( )。
a．法律方式 b．市场方式 c．利益相关群体方式 d．活动家方式12．管理者建立、推行和实践组织共享价值观的管理方式是( )。
罗宾斯《管理学》课后案例分析答案
第Ⅰ篇导论第一章管理者与管理一、谁是管理者。
（１）管理者：组织中指挥他人活动的人，他们拥有各种头衔。
（２）操作者：非管理人员，他们直接从事某项工作或任务，不具有监督别人工作的责任。
（３）组织：指一种有人们组成的，具有明确的和系统性结构的实体。
（４）管理者分类：基层管理者中层管理者高层管理者。
二、什么是管理和管理者做什么１、管理的定义。
（１）管理：同别人一起或通过别人使活动完成得更有效的过程。
这一过程体现在计划、组织、领导和控制的职能成基本活动中。
（２）效率：只输入与输出关系，涉及使完成活动的职员最小化。
（方法）效果：与活动的完成，即与目标的实现相联系。
（结果）两者关系：管理不仅关系到使活动达到目标，而且要做得尽可能有效率。
低水平管理绝大多数是由于无效率和无效果，或者是通过牺牲效率来取得效果。
２、管理的职能。
（１）计划：确定目标，制定目标，制定战略，以及开发分计划以协调活动。
（２）组织：决定需要做什么，怎么做，由谁去做。
（３）领导：指导和激励所有参与者以及解决冲突。
（４）控制：对活动进行见空以确保其按计划完成。
３、管理者角色（亨利·朋茨伯格）（１）管理者角色：指特定的管理行为范畴。
①涉及人际关系：挂名首脑、领导者、联络者。
②涉及信息传递：监听者、传播者、发言人。
③涉及决策制定：企业家、混沌驾御者、谈判者。
（２）理者角色与传统管理职能理论的关系：①职能方法仍然代表着将管理者的工作概念化的最有效方法。
②管理者角色实质上与四种职能是一致的。
４、有效的管理者与成功的管理者。
（弗雷德·卢森斯）①成功的管理者（提升最快的管理者）强调网络关系活动；而有效的管理者（绩效最佳的管理者）强调沟通。
②两者关系的意义：这个结果指出社交和改治技巧对于在组织中晋升是重要的［从传统管理、沟通、人力资源管理、网络联系活动者］随着层次的晋升，从事更多计划、组织、控制、而从事更少领导。
５、管理者工作的普遍性。
①管理具有某些一般的性质：@㈠无论在组织的哪一个层次上，所有管理者都履行着四种职能，区别仅在于对每种职能强调的程度随管理者在等级结构的位置而变化。
罗宾斯《管理学》课后习题详解(附英文参考答案)(激励员工)【圣才出品】
第16章激励员工16.1 中文答案详解一、思考题1．我们中的大多数人是为谋生而工作，而且工作显然是日常生活中的一个核心内容。
那么，为什么管理者还要对员工的激励问题如此担心呢？答：一般地说，“激励”（motivation），就是激发人的动机，使人有一股内在的动力，朝着所期望的目标前进的心理活动过程。
大多数管理学者认为，激励就是主体通过运用某些手段或方式让激励客体在心理上处于兴奋和紧张状态，积极行动起来，付出更多的时间和精力以实现激励主体所期望的目标。
激励的目的是为了调动组织成员工作积极性，激发他们工作的主动性和创造性，以提高组织效率。
尽管我们中大多数人是为了谋生而工作，但是谋生只是属于人的较低层次的需要，根据马斯洛的需要层次论，随着基本生存需要的满足，人们还会有较高层次的需要，通过对人较高层次需要的满足，可以更好的调动人的积极性。
美国哈佛大学的心理学家威廉·詹姆士在对职工的激励的研究中发现，按时计酬，员工只要发挥20%～30%的能力，就能保住饭碗；充分激励，员工的能力可发挥至80%～90%。
这就是说，同样一个人在受到充分激励后所发挥的作用相当于充分激励前的3倍。
这60%的差距就是有效激励的效果，也是管理者还要对员工激励问题如此担心的原因所在。
具体说来，激励主要有以下作用：（1）激励是现代管理最关键最困难的职能。
有效地组织并充分利用人力、物力和财力资源是管理的重要职能，其中对人力资源的管理最为重要。
在人力资源中，又以怎样激励人为最关键、最困难。
主管人员能够精确地预测、计划和控制财力、物力，而对于人力资源，特别对于人的内在潜力，至今无法精确地预测、计划和控制。
激励所以越来越受到重视，主要是由竞争加剧、激励对象的差异性和激励对象要求的多样性所决定的。
在激烈的竞争条件下，组织要想生存和发展，就要不断地提高自己的竞争力。
而提高竞争力就必须最大限度地激励组织中的全体成员，充分挖掘出其内在的潜力。
（2）通过激励可以把有才能的、组织需要的人吸引过来，并长期为该组织工作。
管理学第9版 练习题 附答案 6
Chapter 6 Decision Making: The Essence of the Manager’s JobTRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1.Problem identification is purely objective.2.The second step in the decision-making process is identifying a problem.3. A decision criterion defines what is relevant in a decision.4.The fourth step of the decision-making process requires the decision maker to list viable alternativesthat could resolve the problem.5.Once the alternatives have been identified, a decision maker must analyze each one.6.The step in the decision-making process that involves choosing a best alternative is termedimplementation.THE MANAGER AS DECISION MAKER7.Making decisions is with the essence of management.8.Managerial decision making is assumed to be rational.9.One assumption of rationality is that we cannot know all of the alternatives.10.Managers tend to operate under assumptions of bounded rationality.11.Studies of the events leading up to the Challenger space shuttle disaster point to an escalation ofcommitment by decision makers.12. Managers regularly use their intuition in decision making.13.Rational analysis and intuitive decision making are complementary.14.Programmed decisions tend to be repetitive and routine.15.Rules and policies are basically the same.16.A policy is an explicit statement that tells a manager what he or she ought or ought not to do.17.The solution to nonprogrammed decision making relies on procedures, rules, and policies.18.Most managerial decisions in the real world are fully nonprogrammed.19.The ideal situation for making decisions is low risk.20.Risk is the condition in which the decision maker is able to estimate the likelihood of certainoutcomes.21.Risk is a situation in which a decision maker has neither certainty nor reasonable probabilityestimates.22.People who have a low tolerance for ambiguity and are rational in their way of thinking are said tohave a directive style.23.Decision makers with an analytic style have a much lower tolerance for ambiguity than do directivetypes.24.Individuals with a conceptual style tend to be very broad in their outlook and will look at manyalternatives.25. Behavioral-style decision makers work well with others.26.Most managers have characteristics of analytic decision makers.27.According to the boxed feature, “Managing Workforce Diversity,” diverse employees tend to makedecisions faster than a homogeneous group of employees.28.The anchoring effect describes when decision makers fixate on initial information as a starting pointand then, once set, they fail to adequately adjust for subsequent information.29.The availability bias describes when decision makers try to create meaning out of random events.30. The sunk cost error is when decision makers forget that current choices cannot correct the past. DECISION MAKING FOR T ODAY’S WORLD31.Today’s business world revolves around making decisions, usually with complete or adequateinformation, and under minimal time pressure.32.Managers need to understand cultural differences to make effective decisions in today’s fast-movingworld.33.According to the boxed feature, “Focus on Leadership,” when identifying problems, managers mightbe from a culture that is focused on problem solving, or their culture might be one of situation acceptance.34.According to the boxed feature, “Focus on Leadership,” findings from studies by Geert Hofstede andfrom GLOBE researchers show that in high uncertainty avoidance countries, decision making tends to be based more on intuition than on formal analysis.35.Highly reliable organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESS36.Decision making is typically described as ________________, which is a view that is too simplistic.a.deciding what is correctb.putting preferences on paperc.choosing among alternativesd.processing information to completion37.A series of eight steps that begins with identifying a problem and concludes with evaluating thedecision’s effectiveness i s the ________________.a.decision-making processb.managerial processc.maximin styled.bounded rationality approach38.________________ is the existence of a discrepancy between an existing and a desired state ofaffairs.a.An opportunityb. A solutionc. A weaknessd. A problem39.In identifying the problem, a manager _________________.pares the current state of affairs with where they would like to beb.expects problems to be defined by neon lightsc.looks for discrepancies that can be postponedd.will not act when there is pressure to make a decision40.Which of the following statements is true concerning problem identification?a.Problems are generally obvious.b. A symptom and a problem are basically the same.c.Well-trained managers generally agree on what is considered a problem.d.The problem must be such that it exerts some type of pressure on the manager to act.41. What is the second step in the decision-making process?a.identifying decision criteriab.allocating weights to the criteriac.analyzing alternativesd.identifying a problem42.To determine the _____________, a manager must determine what is relevant or important toresolving the problem.a.geocentric behavior neededb.number of allowable alternativesc.weighting of decision criteriad.decision criteria43.What is the third step in the decision-making process?a.allocating weights to the criteriab.analyzing the alternativesc.selecting the best alternatived.implementing the alternative44.If all criteria in the decision making are equal, weighting the criteria ______________.a.improves decision making when large numbers of criteria are involvedb.is not neededc.produces excellent decisionsd.improves the criteria45.In allocating weights to the decision criteria, which of the following is helpful to remember?a.All weights must be the same.b.The total of the weights should sum to 1.0.c.Every factor criterion considered, regardless of its importance, must receive some weighting.d.Assign the most important criterion a score, and then assign weights against that standard.46.What is the step where a decision maker wants to be creative in coming up with possible alternative?a.allocating weights to the criteriab.analyzing alternativesc.developing alternativesd.identifying decision criteria47. When analyzing alternatives, what becomes evident?a.the strengths and weaknesses of each alternativeb.the weighting of alternativesc.the list of alternativesd.the problem48.When developing alternatives in the decision-making process, what must a manager do?a.list alternativesb.evaluate alternativesc.weight alternativesd.implement alternatives49.Selecting an alternative in the decision-making process is accomplished by __________________.a.choosing the alternative with the highest scoreb.choosing the one you like bestc.selecting the alternative that has the lowest priced.selecting the alternative that is the most reliable50.In Step 6 of the decision-making process, each alternative is evaluated by appraising it against the_____________.a.subjective goals of the decision makerb.criteriac.assessed valuesd.implementation strategy51.______________ includes conveying a decision to those affected and getting their commitment to it.a.Selecting an alternativeb.Evaluating the decision effectivenessc.Implementing the alternativesd.Analyzing alternatives52.Which of the following is important in effectively implementing the chosen alternative in thedecision-making process?a.getting upper-management supportb.double-checking your analysis for potential errorsc.allowing those impacted by the outcome to participate in the processd.ignoring criticism concerning your chosen alternative53. The final step in the decision-making process is to _______________.a.pick the criteria for the next decisionb.reevaluate the weightings of the criteria until they indicate the correct outcomec.evaluate the outcome of the decisiond.reassign the ratings on the criteria to find different outcomes54.Which of the following is important to remember in evaluating the effectiveness of the decision-making process?a.You should ignore criticism concerning the decision-making process.b.You may have to start the whole decision process over.c.You will have to restart the decision-making process if the decision is less than 50 percenteffective.d.Ninety percent of problems with decision making occur in the implementation step.THE MANAGER AS DECISION MAKER55.Managers are assumed to be ______________; they make consistent, value-maximizing choiceswithin specified constraints.a.rationalb.leadersanizedd.satisficers56.It is assumed that a perfectly rational decision maker ______________.a.does not follow rational assumptionsb.does not consider value maximizing as an objectivec.offers inconsistent decisionsd.would be objective and logical57.Managers can make rational decisions if _________________.a.the problem is ambiguousb.the goals are unclearc.the alternatives are limitedd.time constraints exist58. 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.59.When managers circumvent the rational decision-making model and find ways to satisfice, they arefollowing the concept of _________________.a.jurisprudenceb.bounded rationalityc.least-squared exemptionsd.self-motivated decisions60.B ecause managers can’t possibly anal yze all information on all alternatives, managers______________, rather than ______________.a.maximize; satisficeb.maximize; minimizec.satisfice; minimized.satisfice; maximize61.The type of decision making in which the solution is considered “good enough” is known as_________________.a.intuitionb.satisfyingc.maximizingd.satisficing62.When a decision maker chooses an alternative under perfect rationality, she ______________ herdecision, whereas under bounded rationality she chooses a ______________ decision.a.minimizes; satisficingb.satisfices; maximizingc.maximizes; satisficingd.maximizes; minimizing63. An increased commitment to a previous decision despite evidence that it may have been wrong isreferred to as _______________.a.economies of commitmentb.escalation of commitmentc.dimensional commitmentd.expansion of commitment64.Intuitive decision making is _______________.a.not utilized in organizationsb. a conscious process based on accumulated judgmentc.making decisions based on experience, feelings, and accumulated judgmentd.important in supporting escalation of commitment65.In studying intuitive decision making, researchers have found that __________________.a.managers do not make decisions based on feelings or emotionsb.managers use data from their subconscious mind to help make their decisionsc.rational thinking always works better than intuitived.accumulated experience does not support intuitive decisions66.All of the following are aspects of intuition except __________________.a.experienced-based decisionsb.affect-initiated decisionsc.cognitive-based decisionsd.programmed decisions67._____________ are straightforward, familiar, and easily defined.a.Unstructured problemsb.Structured problemsc.Unique problemsd.Nonprogrammed problems68.Structured problems align well with which type of decision making?a.programmedb.satisficingc.intuitiond.gut feeling69. ______________ decision making is relatively simple and tends to rely heavily on previoussolutions.a.Nonprogrammedb.Linearc.Satisficingd.Programmed70.A procedure _______________.a.is an explicit statement detailing exactly how to deal with a decisionb.is a series of interrelated sequential steps to respond to a structured problemc.is a set of guidelines that channel a manager’s thinking in dealing with a problemd.allows a manager to use broad decision-making authority71.A ______________ is an explicit statement that tells a manager what he or she can or cannot do.a.procedureb.policyc.ruled.solution72.A policy ____________.a.typically contains an ambiguous termb.is used frequently when a manager faces a structured problemc.allows little discretion on the part of the managerd.offers strict rules as to how a problem should be solved73.What is a difference between a policy and a rule?a. A policy establishes parameters.b. A rule establishes parameters.c. A policy is more explicit.d. A rule is more ambiguous.74.A ______________ typically contains an ambiguous term that leaves interpretation up to thedecision maker.a.systemb.rulec.solutiond.policy75.A business school’s statement that it “strives for productive relationships with local organizations” isan example of a ________________.a.ruleb.policyc.proceduremitment76.Unstructured problems _____________.a.are easily solvedb.present familiar circumstancesc.force managers to deal with incomplete or ambiguous informationd.are routine77.Nonprogrammed decisions are best described as ________________.a.recurring, but difficult to makeb.very similar to problems in other areas of the organizationc.requiring more aggressive action on the decision maker’s thought processesd.unique and nonrecurring78.When problems are ______________, managers must rely on ______________ in order to developunique solutions.a.structured; nonprogrammed decision makingb.structured; pure intuitionc.unstructured; nonprogrammed decision makingd.unstructured; programmed decision making79.Lower-level managers typically confront what type of decision making?a.uniqueb.nonroutinec.programmedd.nonprogrammed80.Which of the following is likely to make the most programmed decisions?a.the CEO of PepsiCo.b.the vice president of General Motors Cadillac Division.c.the head of the Minute Maid Division at Coca-Cola.d.the manager of the local McDonald’s.81.______________ is a situation in which a manager can make accurate decisions because theoutcome of every alternative is known.a.Certaintyb.Riskc.Uncertaintyd.Maximaxe.Maximin82.If an individual knows the price of three similar cars at different dealerships, he or she is operatingunder what type of decision-making condition?a.riskb.uncertaintyc.certaintyd.factual83.A retail clothing store manager who estimates how much to order for the current spring season basedon last spring’s outcomes is operating under what kind of decision-making condition?a.seasonalb.riskc.uncertaintyd.certainty84.______________ is a situation in which a decision maker has neither certainty nor reasonableprobability estimates available.a.Certaintyb.Riskc.Uncertaintyd.Maximax85.Nonprogrammed decisions are typically made under a condition of ________________.a.certaintyb.low levels of riskc.uncertaintyd.reliability86. A person at a horse racetrack who bets all of his or her money on the odds-based long shot to “win”(rather than “place” or “show”) is making what kind of choice?a.maximaxb.maximinc.minimaxd.minimin87.What best describes the psychological orientation of an individual making a “maximax” choice?a.optimistb.realistc.pessimistd.satisficer88.Optimistic managers could be expected to utilize their maximax orientation when they_______________.a.maximize the maximum payoffb.maximize the minimum payoffc.minimize the maximum regretd.minimize the minimum regret89.What is the psychological orientation of a decision maker who makes a “maximin” choice?a.optimistb.realistc.pessimistd.satisficer90.Which of the following best describes “maximizing the minimum possible payoff”?a.maximaxb.maximinc.minimaxd.minimin91.A manager who desire s to minimize his or her maximim “regret” will opt for a ______________choice.a.maximaxb.maximinc.minimaxd.minimin92. Decision makers using what decision-making style make fast decisions and focus on the short run?a.directiveb.behavioralc.analyticd.conceptual93.What types are characterized as careful decision makers with the ability to adapt or cope with uniquesituations?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers94.Who are concerned about the achievements of those around them and are receptive to suggestionsfrom others?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers95.Many managers use __________ or rules of thumb to simplify their decision making.a.heuristicsb.biasesc.errorsd.habits96.When decision makers tend to think they know more than they do or hold unrealistically positiveviews of themselves and their performance, they are exhibiting _______________.a.self-serving biasb.the anchoring effectc.immediate gratification biasd.overconfidence bias97.When decision makers seek out information that reaffirms their past choices and discountinformation that contradicts past judgments, they are exhibiting _______________.a.availability biasb.the anchoring effectc.self-serving biasd.confirmation bias98.When decision makers assess the likelihood of an event based on how closely it resembles otherevents or sets of events, they are using _______________.a.availability biasb.framing biasc.selective perception biasd.representation bias99.What is the tendency for decision makers to falsely believe that they would have accurately predictedthe outcome of an event once that outcome is actually known?a.the hindsight biasb.the sunk costs errorc.the randomness biasd.the selective perception biasDECISION MAKING FOR TODAY’S WORLD100.According to the boxed feature, “Focus on Leadership,” when _______________, managers might come from a culture that gathers facts or from a culture that is more intuitive in gathering ideas and possibilities.a.developing alternativesb.implementing alternativesc.searching for informationd.identifying problems101.To make effective decisions in today’s fast-moving world, managers need to _______________.e the five-stage decision-making processb.know when it is time to call it quitsc.ignore cultural differencesd.identify their style of decision making102.What is a characteristic that the experts say an effective decision-making process has?a.It is inconsistent.b.It acknowledges only objective thinking.c.It focuses on all factors—even those that do not seem important.d.It requires only as much information and analysis as is necessary.103.What term is used by Navy aviators to describe a gut feeling that something isn’t right?a.leemersb.the creepsc.uneasinessd.regret104.Managers of highly reliable organizations (HROs) get the input of _______________ and let them make decisions.a.CEOsb.frontline workersc.customersd.suppliers105.When highly reliable organizations (HROs) face complexity, they _______________.a.try to simplify datab.aim for deeper understanding of the situationc.defer to the expertsd.act, then thinkSCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESSDecisions, Decisions (Scenario)S ondra needed help. Her insurance company’s rapid growth was necessitating making some changes, but what changes? Should they add to the existing information system or should they buy a new system? She was given the responsibility of analyzing the company’s present information system and deciding what the company should do that would give them plenty of room. She was confused and needed help in making the correct decision.106.According to the decision-making process, the first step Sondra should take is to _____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.identify the problem107. According to the decision-making process, the second step Sondra should take is to ____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.allocate weights to the criteria108.Allocating weights to the criteria is the step in the decision-making process that occurs between identifying the decision criteria and ______________.a.developing the alternativesb.selecting alternativesc.implementing the alternatived.identifying the problem109.When Sondra is conveying her decision to those affected and getting their commitment to it, she is performing which step in the decision-making process?a.analyzing alternative solutionsb.selecting alternativesc.implementing the alternatived.identifying the problem110.The very last step Sondra should take, according to the decision-making process, is to __________.a.analyze alternative solutionsb.select alternativesc.implement the alternatived.evaluate the decision’s effectivenessThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.111.Colleen needs a vehicle, but she has to decide if the vehicle is worth repairing. She is facing a(n) _____________, a discrepancy between an existing and a desired state of affairs.a.alternativeb.weighted problem setc.problemd.certainty avoidance situation112.In talking with an automotive repair person, Colleen needs to prioritize the repairs. Her first concern is safety of the vehicle. This step in the decision-making process is called __________________.a.weighting the decision criteriab.analyzing of alternativesc.identifying decision criteriad.selecting an alternativeTHE MANAGER AS DECISION MAKERThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.113.Colleen decides to have all of the problems fixed on the car. She assumes that the repair person has found all the problems and that there will be no problem correcting the imperfections within a specified budget. This is an example of a __________ decision.a.parochialb.irrationalc.ethicald.rational114.Colleen’s brother has a different view of the repairs. He assumes that the repair person is using the best information available, but there may be other unexpected repairs that might surface and thata higher budget might be more reasonable. He is using ______________.a.rational decision makingb.risk avoidancec.bounded rationalityd.Stage 4 decision making115.Colleen’s brother feels the car is worth repairing because he has owned several cars made by the same manufacturer as this car, and he has driven this car for several years. He is using _________ to determine that the car has value despite its need of repair.a.intuitive decision makingb.selective coordination of thought processesc.sunk costsd.return on investmentThe First Job (Scenario)Upon graduation, you search for a job with the university’s job placement center. Although you have studied and prepared to work in an advertising agency, the first job that you are offered is a supervisor in a manufacturing company working the afternoon shift from 3:00 P.M. until 11:00 P.M.116.If you had made a larger search using the Internet and other employment search processes, you might have been able to find more employment opportunities. This would have been a more _________ decision-making process.a.nonprogrammableb.uncertainc.riskyd.perfectly rational117.Under bounded rationality, you would be expected to search for a job by ________________.a.looking at all the opportunities that can be analyzed in the time availableb.looking at all the opportunities availablec.looking “outside the box” in your searchd.analyzing all the opportunities until you find the perfect job118.If you use a shortened process of searching for a job, it is likely that you ___________ rather than maximized in your decision process.a.minimizedb.rationalizedc.satisficedd.agreed119.During your job search, you depend on __________ decision making by making your decision based on accumulated judgment and experience.a.experientialb.legalc.intuitived.formidableIs the Picture Clear? (Scenario)Sharon was the regional manager of a large cable television company. She faced many problems and decisions daily, such as how to price each market, who to hire, what kind of technology she should purchase, and how she should handle the increasing customer complaints. She needed some help sorting these issues out.120.When a customer calls and requests a refund for a partial month’s usage of cable, the fact that such situations are routine and most likely have a standard response would make the response a ______________ decision.a.standardb.routinec.policyd.programmed121.Sometimes Sharon follows a ______________, a series of interrelated sequential steps for responding to a structured problem.a.ruleb.policyc.procedured.suggestion122.Sometimes Sharon instructs her local managers to follow ______________ when confronted with problem situations. These establish parameters for the manager making the decision rather than specifically stating what should or should not be done.a.rulesb.proceduresc.policiesd.orders123.Unfortunately, Sharon also faces issues containing information that is ambiguous or incomplete, such as what kind of technology to purchase. These are known as ______________ problems.a.unstructuredb.variablec.randomd.hit-and-missManaging Your Career (Scenario)Michelle has a new job and is learning to perform the tasks assigned to her. Different situations demand different decision-making processes.124.Michelle finds a situation that instructs her in specific, interrelated, sequential steps to respond toa problem. This is referred to as a _____________.a.ruleb.policyc.broad guidelined.procedure125.Michelle finds a company directive that specifically restricts her from taking certain actions.This is a _____________.a.ruleb.policyc.broad guidelined.procedure126.As she learns the general guidelines of the job, Michelle is given more decision-making authority.The guidelines establish parameters for decision making and are referred as a _____________.a.ruleb.policyc.broad guidelined.procedure127.Michelle eventually finds a problem that has no cut-and-dry solution. The problem is unique and will never occur again. This problem is referred to as _____________.a.flexibleb.programmedc.adaptabled.nonprogrammedDecision-Making Conditions (Scenario)。
罗宾斯《管理学》第九版题库-6
Chapter 6 – Decision-Making: The Essence of the Manager’s JobTrue/False Questions4. The first step in the decision-making process is identifying a 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 tothose 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 featuresfrom 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 and tends 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 whattype 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 toadapt 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 for scheduling 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 be identified. 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 implemented accomplish 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 specific examples 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 and nonrecurring. 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 to communicate, although they try to avoid conflict. Acceptance by others is important to this decision-making style.(moderate)。
管理学第9版 练习题 附答案 6
Chapter 6 Decision Making: The Essence of the Manager’s JobTRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1.Problem identification is purely objective.2.The second step in the decision-making process is identifying a problem.3. A decision criterion defines what is relevant in a decision.4.The fourth step of the decision-making process requires the decision maker to listviable alternatives that could resolve the problem.5.Once the alternatives have been identified, a decision maker must analyze each one.6.The step in the decision-making process that involves choosing a best alternative istermed implementation.THE MANAGER AS DECISION MAKER7.Making decisions is with the essence of management.8.Managerial decision making is assumed to be rational.9.One assumption of rationality is that we cannot know all of the alternatives.10.Managers tend to operate under assumptions of bounded rationality.11.Studies of the events leading up to the Challenger space shuttle disaster point to anescalation of commitment by decision makers.12. Managers regularly use their intuition in decision making.13.Rational analysis and intuitive decision making are complementary.14.Programmed decisions tend to be repetitive and routine.a15.Rules and policies are basically the same.16. A policy is an explicit statement that tells a manager what he or she ought or ought not to do.17.The solution to nonprogrammed decision making relies on procedures, rules, and policies.18.Most managerial decisions in the real world are fully nonprogrammed.19.The ideal situation for making decisions is low risk.20.Risk is the condition in which the decision maker is able to estimate the likelihood of certain outcomes.21.Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates.22.People who have a low tolerance for ambiguity and are rational in their way of thinking are said to have a directive style.23.Decision makers with an analytic style have a much lower tolerance for ambiguity than do directive types.24.Individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives.25. Behavioral-style decision makers work well with others.26.Most managers have characteristics of analytic decision makers.27.According to the boxed feature, “Managing Workforce Diversity,” diverse employees tend to make decisions faster than a homogeneous group of employees.a28.The anchoring effect describes when decision makers fixate on initial information asa starting point and then, once set, they fail to adequately adjust for subsequent information.29.The availability bias describes when decision makers try to create meaning out ofrandom events.30. The sunk cost error is when decision makers forget that current choices cannotcorrect the past.DECISION MAKING FOR T ODAY’S WORLD31.Today’s business world revolves around making decisions, usually with complete oradequate information, and under minimal time pressure.32.Managers need to understand cultural differences to make effective decisions intoday’s fast-moving world.33.According to the boxed feature, “Focus on Leadership,” when identifying problems,managers might be from a culture that is focused on problem solving, or their culture might be one of situation acceptance.34.According to the boxed feature, “Focus on Leadership,” findings from studies byGeert Hofstede and from GLOBE researchers show that in high uncertainty avoidance countries, decision making tends to be based more on intuition than on formal analysis.35.Highly reliable organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESS36.Decision making is typically described as ________________, which is a view that istoo simplistic.a.deciding what is correctb.putting preferences on paperac.choosing among alternativesd.processing information to completion37. A series of eight steps that begins with identifying a problem and concludes with evaluating the decision’s effectiveness i s the ________________.a.decision-making processb.managerial processc.maximin styled.bounded rationality approach38.________________ is the existence of a discrepancy between an existing and a desired state of affairs.a.An opportunityb.A solutionc.A weaknessd.A problem39.In identifying the problem, a manager _________________.pares the current state of affairs with where they would like to beb.expects problems to be defined by neon lightsc.looks for discrepancies that can be postponedd.will not act when there is pressure to make a decision40.Which of the following statements is true concerning problem identification?a.Problems are generally obvious.b.A symptom and a problem are basically the same.c.Well-trained managers generally agree on what is considered a problem.d.The problem must be such that it exerts some type of pressure on the manager to act.41. What is the second step in the decision-making process?a.identifying decision criteriab.allocating weights to the criteriaac.analyzing alternativesd.identifying a problem42.To determine the _____________, a manager must determine what is relevant or important to resolving the problem.a.geocentric behavior neededb.number of allowable alternativesc.weighting of decision criteriad.decision criteria43.What is the third step in the decision-making process?a.allocating weights to the criteriab.analyzing the alternativesc.selecting the best alternatived.implementing the alternative44.If all criteria in the decision making are equal, weighting the criteria ______________.a.improves decision making when large numbers of criteria are involvedb.is not neededc.produces excellent decisionsd.improves the criteria45.In allocating weights to the decision criteria, which of the following is helpful to remember?a.All weights must be the same.b.The total of the weights should sum to 1.0.c.Every factor criterion considered, regardless of its importance, must receive someweighting.d.Assign the most important criterion a score, and then assign weights against thatstandard.46.What is the step where a decision maker wants to be creative in coming up with possible alternative?aa.allocating weights to the criteriab.analyzing alternativesc.developing alternativesd.identifying decision criteria47. When analyzing alternatives, what becomes evident?a.the strengths and weaknesses of each alternativeb.the weighting of alternativesc.the list of alternativesd.the problem48.When developing alternatives in the decision-making process, what must a manager do?a.list alternativesb.evaluate alternativesc.weight alternativesd.implement alternatives49.Selecting an alternative in the decision-making process is accomplished by __________________.a.choosing the alternative with the highest scoreb.choosing the one you like bestc.selecting the alternative that has the lowest priced.selecting the alternative that is the most reliable50.In Step 6 of the decision-making process, each alternative is evaluated by appraising it against the _____________.a.subjective goals of the decision makerb.criteriac.assessed valuesd.implementation strategy51.______________ includes conveying a decision to those affected and getting their commitment to it.aa.Selecting an alternativeb.Evaluating the decision effectivenessc.Implementing the alternativesd.Analyzing alternatives52.Which of the following is important in effectively implementing the chosenalternative in the decision-making process?a.getting upper-management supportb.double-checking your analysis for potential errorsc.allowing those impacted by the outcome to participate in the processd.ignoring criticism concerning your chosen alternative53. The final step in the decision-making process is to _______________.a.pick the criteria for the next decisionb.reevaluate the weightings of the criteria until they indicate the correct outcomec.evaluate the outcome of the decisiond.reassign the ratings on the criteria to find different outcomes54.Which of the following is important to remember in evaluating the effectiveness ofthe decision-making process?a.You should ignore criticism concerning the decision-making process.b.You may have to start the whole decision process over.c.You will have to restart the decision-making process if the decision is less than 50percent effective.d.Ninety percent of problems with decision making occur in the implementation step. THE MANAGER AS DECISION MAKER55.Managers are assumed to be ______________; they make consistent, value-maximizing choices within specified constraints.a.rationalb.leadersanizedd.satisficersa56.It is assumed that a perfectly rational decision maker ______________.a.does not follow rational assumptionsb.does not consider value maximizing as an objectivec.offers inconsistent decisionsd.would be objective and logical57.Managers can make rational decisions if _________________.a.the problem is ambiguousb.the goals are unclearc.the alternatives are limitedd.time constraints exist58. 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.59.When managers circumvent the rational decision-making model and find ways to satisfice, they are following the concept of _________________.a.jurisprudenceb.bounded rationalityc.least-squared exemptionsd.self-motivated decisions60.B ecause managers can’t possibly anal yze all information on all alternatives, managers ______________, rather than ______________.a.maximize; satisficeb.maximize; minimizec.satisfice; minimized.satisfice; maximizea61.The type of decision making in which the solution is considered “good enough” is known as _________________.a.intuitionb.satisfyingc.maximizingd.satisficing62.When a decision maker chooses an alternative under perfect rationality, she ______________ her decision, whereas under bounded rationality she chooses a ______________ decision.a.minimizes; satisficingb.satisfices; maximizingc.maximizes; satisficingd.maximizes; minimizing63. An increased commitment to a previous decision despite evidence that it may have been wrong is referred to as _______________.a.economies of commitmentb.escalation of commitmentc.dimensional commitmentd.expansion of commitment64.Intuitive decision making is _______________.a.not utilized in organizationsb.a conscious process based on accumulated judgmentc.making decisions based on experience, feelings, and accumulated judgmentd.important in supporting escalation of commitment65.In studying intuitive decision making, researchers have found that __________________.a.managers do not make decisions based on feelings or emotionsb.managers use data from their subconscious mind to help make their decisionsc.rational thinking always works better than intuitivead.accumulated experience does not support intuitive decisions66.All of the following are aspects of intuition except __________________.a.experienced-based decisionsb.affect-initiated decisionsc.cognitive-based decisionsd.programmed decisions67._____________ are straightforward, familiar, and easily defined.a.Unstructured problemsb.Structured problemsc.Unique problemsd.Nonprogrammed problems68.Structured problems align well with which type of decision making?a.programmedb.satisficingc.intuitiond.gut feeling69. ______________ decision making is relatively simple and tends to rely heavily on previous solutions.a.Nonprogrammedb.Linearc.Satisficingd.Programmed70. A procedure _______________.a.is an explicit statement detailing exactly how to deal with a decisionb.is a series of interrelated sequential steps to respond to a structured problemc.is a set of guidelines that channel a manager’s thinking in dealing with a problemd.allows a manager to use broad decision-making authoritya71. A ______________ is an explicit statement that tells a manager what he or she can or cannot do.a.procedureb.policyc.ruled.solution72. A policy ____________.a.typically contains an ambiguous termb.is used frequently when a manager faces a structured problemc.allows little discretion on the part of the managerd.offers strict rules as to how a problem should be solved73.What is a difference between a policy and a rule?a.A policy establishes parameters.b.A rule establishes parameters.c.A policy is more explicit.d.A rule is more ambiguous.74. A ______________ typically contains an ambiguous term that leaves interpretation up to the decision maker.a.systemb.rulec.solutiond.policy75. A business school’s statement that it “strives for productive relationships with local organizations” is an example of a ________________.a.ruleb.policyc.proceduremitment76.Unstructured problems _____________.a.are easily solvedb.present familiar circumstancesc.force managers to deal with incomplete or ambiguous informationd.are routine77.Nonprogrammed decisions are best described as ________________.a.recurring, but difficult to makeb.very similar to problems in other areas of the organizationc.requiring more aggressive action on the decision maker’s thought processesd.unique and nonrecurring78.When problems are ______________, managers must rely on ______________ in order to develop unique solutions.a.structured; nonprogrammed decision makingb.structured; pure intuitionc.unstructured; nonprogrammed decision makingd.unstructured; programmed decision making79.Lower-level managers typically confront what type of decision making?a.uniqueb.nonroutinec.programmedd.nonprogrammed80.Which of the following is likely to make the most programmed decisions?a.the CEO of PepsiCo.b.the vice president of General Motors Cadillac Division.c.the head of the Minute Maid Division at Coca-Cola.d.the manager of the local McDonald’s.81.______________ is a situation in which a manager can make accurate decisions because the outcome of every alternative is known.a.Certaintyb.Riskc.Uncertaintyd.Maximaxe.Maximin82.If an individual knows the price of three similar cars at different dealerships, he or she is operating under what type of decision-making condition?a.riskb.uncertaintyc.certaintyd.factual83. A retail clothing store manager who estimates how much to order for the current spring season based on last spring’s outcomes is operating under what kind of decision-making condition?a.seasonalb.riskc.uncertaintyd.certainty84.______________ is a situation in which a decision maker has neither certainty nor reasonable probability estimates available.a.Certaintyb.Riskc.Uncertaintyd.Maximax85.Nonprogrammed decisions are typically made under a condition of ________________.a.certaintyb.low levels of riskc.uncertaintyd.reliability86. A person at a horse racetrack who bets all of his or her money on the odds-based long shot to “win” (rather than “place” or “show”) is making what kind of choice?a.maximaxb.maximinc.minimaxd.minimin87.What best describes the psychological orientation of an individual making a “maximax” choice?a.optimistb.realistc.pessimistd.satisficer88.Optimistic managers could be expected to utilize their maximax orientation when they _______________.a.maximize the maximum payoffb.maximize the minimum payoffc.minimize the maximum regretd.minimize the minimum regret89.What is the psychological orientation of a decision maker who makes a “maximin” choice?a.optimistb.realistc.pessimistd.satisficer90.Which of the following best describes “maximizing the minimum possible payoff”?a.maximaxb.maximinc.minimaxd.minimin91. A manager who desire s to minimize his or her maximim “regret” will opt for a ______________ choice.a.maximaxb.maximinc.minimaxd.minimin92. Decision makers using what decision-making style make fast decisions and focus on the short run?a.directiveb.behavioralc.analyticd.conceptual93.What types are characterized as careful decision makers with the ability to adapt or cope with unique situations?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers94.Who are concerned about the achievements of those around them and are receptive to suggestions from others?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers95.Many managers use __________ or rules of thumb to simplify their decision making.a.heuristicsb.biasesc.errorsd.habits96.When decision makers tend to think they know more than they do or hold unrealistically positive views of themselves and their performance, they are exhibiting _______________.a.self-serving biasb.the anchoring effectc.immediate gratification biasd.overconfidence bias97.When decision makers seek out information that reaffirms their past choices and discount information that contradicts past judgments, they are exhibiting _______________.a.availability biasb.the anchoring effectc.self-serving biasd.confirmation bias98.When decision makers assess the likelihood of an event based on how closely it resembles other events or sets of events, they are using _______________.a.availability biasb.framing biasc.selective perception biasd.representation bias99.What is the tendency for decision makers to falsely believe that they would have accurately predicted the outcome of an event once that outcome is actually known?a.the hindsight biasb.the sunk costs errorc.the randomness biasd.the selective perception biasDECISION MAKING FOR TODAY’S WORLD100.According to the boxed feature, “Focus on Leadership,” when _______________, managers might come from a culture that gathers facts or from a culture that is more intuitive in gathering ideas and possibilities.a.developing alternativesb.implementing alternativesc.searching for informationd.identifying problems101.To make effective decisions in today’s fast-moving world, managers need to -_______________.e the five-stage decision-making processb.know when it is time to call it quitsc.ignore cultural differencesd.identify their style of decision making102.What is a characteristic that the experts say an effective decision-making process has?a.It is inconsistent.b.It acknowledges only objective thinking.c.It focuses on all factors—even those that do not seem important.d.It requires only as much information and analysis as is necessary.103.What term is used by Navy aviators to describe a gut feeling that something isn’t right?a.leemersb.the creepsc.uneasinessd.regret104.Managers of highly reliable organizations (HROs) get the input of _______________ and let them make decisions.a.CEOsb.frontline workersc.customersd.suppliers105.When highly reliable organizations (HROs) face complexity, they _______________.a.try to simplify datab.aim for deeper understanding of the situationc.defer to the expertsd.act, then thinkSCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESSDecisions, Decisions (Scenario)S ondra needed help. Her insurance company’s rapid growth was necessitating making some changes, but what changes? Should they add to the existing information system or should they buy a new system? She was given the responsibility of analyzing the company’s present information system and deciding what the company should do that would give them plenty of room. She was confused and needed help in making the correct decision.106.According to the decision-making process, the first step Sondra should take is to _____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.identify the problem107. According to the decision-making process, the second step Sondra should take is to ____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.allocate weights to the criteria108.Allocating weights to the criteria is the step in the decision-making process that occurs between identifying the decision criteria and ______________.a.developing the alternativesb.selecting alternativesc.implementing the alternatived.identifying the problem109.When Sondra is conveying her decision to those affected and getting their commitment to it, she is performing which step in the decision-making process?a.analyzing alternative solutionsb.selecting alternativesc.implementing the alternatived.identifying the problem110.The very last step Sondra should take, according to the decision-making process, is to __________.a.analyze alternative solutionsb.select alternativesc.implement the alternatived.evaluate the decision’s effectivenessThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.111.Colleen needs a vehicle, but she has to decide if the vehicle is worth repairing. She is facing a(n) _____________, a discrepancy between an existing and a desired state of affairs.a.alternativeb.weighted problem setc.problemd.certainty avoidance situation112.In talking with an automotive repair person, Colleen needs to prioritize the repairs.Her first concern is safety of the vehicle. This step in the decision-making process is called __________________.a.weighting the decision criteriab.analyzing of alternativesc.identifying decision criteriad.selecting an alternativeTHE MANAGER AS DECISION MAKERThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.113.Colleen decides to have all of the problems fixed on the car. She assumes that the repair person has found all the problems and that there will be no problem correcting the imperfections within a specified budget. This is an example of a __________ decision.a.parochialb.irrationalc.ethicald.rational114.Colleen’s brother has a different view of the repairs. He assumes that the repair person is using the best information available, but there may be other unexpected repairs that might surface and that a higher budget might be more reasonable. He is using ______________.a.rational decision makingb.risk avoidancec.bounded rationalityd.Stage 4 decision making115.Colleen’s brother feels the car is worth repairing because he has owned several cars made by the same manufacturer as this car, and he has driven this car for several years. He is using _________ to determine that the car has value despite its need of repair.a.intuitive decision makingb.selective coordination of thought processesc.sunk costsd.return on investmentThe First Job (Scenario)Upon graduation, you search for a job with the university’s job placement center. Although you have studied and prepared to work in an advertising agency, the first job that you are offered is a supervisor in a manufacturing company working the afternoon shift from 3:00 P.M. until 11:00 P.M.116.If you had made a larger search using the Internet and other employment search processes, you might have been able to find more employment opportunities. This would have been a more _________ decision-making process.a.nonprogrammableb.uncertainc.riskyd.perfectly rational117.Under bounded rationality, you would be expected to search for a job by ________________.a.looking at all the opportunities that can be analyzed in the time availableb.looking at all the opportunities availablec.looking “outside the box” in your searchd.analyzing all the opportunities until you find the perfect job118.If you use a shortened process of searching for a job, it is likely that you ___________ rather than maximized in your decision process.a.minimizedb.rationalizedc.satisficedd.agreed119.During your job search, you depend on __________ decision making by making your decision based on accumulated judgment and experience.a.experientialb.legalc.intuitived.formidableIs the Picture Clear? (Scenario)Sharon was the regional manager of a large cable television company. She faced many problems and decisions daily, such as how to price each market, who to hire, what kind of technology she should purchase, and how she should handle the increasing customer complaints. She needed some help sorting these issues out.120.When a customer calls and requests a refund for a partial month’s usage of cable, the fact that such situations are routine and most likely have a standard response would make the response a ______________ decision.a.standardb.routinec.policyd.programmed121.Sometimes Sharon follows a ______________, a series of interrelated sequential steps for responding to a structured problem.a.ruleb.policyc.procedured.suggestion122.Sometimes Sharon instructs her local managers to follow ______________ when confronted with problem situations. These establish parameters for the manager making the decision rather than specifically stating what should or should not be done.a.rulesb.proceduresc.policiesd.orders123.Unfortunately, Sharon also faces issues containing information that is ambiguous or incomplete, such as what kind of technology to purchase. These are known as ______________ problems.a.unstructuredb.variablec.randomd.hit-and-missManaging Your Career (Scenario)Michelle has a new job and is learning to perform the tasks assigned to her. Different situations demand different decision-making processes.124.Michelle finds a situation that instructs her in specific, interrelated, sequential steps to respond to a problem. This is referred to as a _____________.a.ruleb.policyc.broad guidelined.procedure125.Michelle finds a company directive that specifically restricts her from taking certain actions. This is a _____________.a.ruleb.policyc.broad guidelined.procedure126.As she learns the general guidelines of the job, Michelle is given more decision-making authority. The guidelines establish parameters for decision making and are referred as a _____________.a.ruleb.policyc.broad guidelined.procedure。
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罗宾斯管理学人大第九版课后思考题答案第一章1.是的。
他也要进行计划，组织，领导，控制。
他是一个领导者和监听者。
他拥有沟通技能和人际技能。
2.因为每一个组织都有自己的目标，目标的体现就表现在员工的绩效，所以说管理者的最基本的职责是关注员工的工作绩效。
还应注重效率。
3.职位候选人的技能分为技术技能，人际技能和概念技能。
作为雇主他不可能同时所有能力，所以雇主需要聘请其他人来帮忙。
这给我的启示是要提升自己各方面的能力。
4.没有的。
管理是一门艺术，每个人都有自己的特色，没有最佳的。
如果有最佳的，人们不就都往这方面发展了，那有什么意思。
5.新型组织的动态，灵活性，根据任务定义工作，团队导向等特征有兴趣。
因为这些特征可以促使企业更灵活，能够根据市场情况更快的作出反应。
有利于提高雇员的劳动积极性，促进雇员间的团队意识，合理高效地完成任务。
但我对雇员参与决策制定，在任何地点、任何时间工作，工作日长没有限制等特征不感兴趣。
因为如果过多的给予员工太多的自由，不仅不会使他们的工作效率上升，反而还会让他们感到没有压力，进而变得懒散，工作效率反而会下降。
并且过于宽松的环境也不利于管理者的管理。
而雇员参与决策的制定在一定程度上可以团结员工，但却会带来很大的弊端，因为雇员的思考方向是有利于自己的，而不会考虑整个企业的发展，并且雇员无法了解企业的整体情况，不能作出最好的决策。
不过总体上来说，新型组织在原有的基础上取得了很大的进步。
6.在今天的环境中，单从效率和效果而言，效果对组织更重要。
因为效果通常是指“做正确的事”，即所从事的工作和活动有助于组织达到其目标。
而效率是指以尽可能少的投入获尽可能多的产出。
在如今的社会中，具有高效率和高效果则企业将立于不败之地，正如UPS。
但要在二者择其一时，效果显然更重要，如果所做的工作不能达到组织的目标，那么所做的事就等于白做，即使是再高的效率也没用。
就像以前中国的很多企业虽然资源利用率低，但只要能达到顾客的要求，它们仍然能够在市场上生存。
7.能。
比如研发性质的工作，或创造性质的工作，如：开发新产品，研究未知领域，艺术的创作，新奇的构想等。
由于这些工作须要更大的自由性和充足的时间，不能用管理的方法硬性规定任务，否则会影响雇员的工作积极性，而且也不利于工作的效果。
8.同意，因为对于管理者而言，管理的方法与方式都是在不断的变化与发展的，在管理学中没有万能的、绝对的好方法，一切都是在不断更新的。
面对不同的情况应有不同的对策，而如何去更好更快地完成工作，管理的研究就会有很多种答案，每种答案思考方式不一样，但最终结果都是为了更好更快地完成工作的。
所以就会有各式各样的理论、流派，百花齐放，形成一股特定的艺术特色，就像不同风格的音乐，不同派别的油画，但都有自己特定的目标。
所以管理是一门完成工作的艺术。
第二章1亨利?法约尔创立的是什么类型的工作场所？玛丽?福莱特创立的是什么类型的工作场所？弗雷德里克?泰罗创立的是什么类型的工作场所？答：所谓工作场所，最直接的意思是指员工工作的地点和环境，但是对其规范的定义是指一种基于理性逻辑和管理原则的组织系统。
作为管理理论发展初期亨利?法约尔、玛丽?福莱特、弗雷德里克?泰罗三位杰出的代表，他们创立了不同类型的工作场所。
（1）法约尔的组织管理理论创立了高度正规化、层级化的工作场所。
法约尔认为管理行驶着计划、组织、指挥、协调和控制等五项职能；企业都进行着技术、商业、采取、安全、会计和管理等六项活动。
管理职能的有效发挥和六项活动的顺利进行都必须遵循以下十四条原则：【1】分工原则。
在技术工作和管理工作中进行专业化分工以提高效率。
【2】权力和责任相符原则。
【3】纪律原则。
组织内所有成员都要通过各方协仪对自己在组织内的行为进行控制。
【4】命令统一原则。
受雇人员只能就收一个上级的命令。
【5】指挥统一原则。
组织内每个人只能服从一个上级并接受他的命令。
【6】个人利益服从集体洗衣原则。
【7】报酬公平原则。
报酬制度应当公平，对工作成绩和工作效率优良者给予奖励。
【8】集权原则。
【9】等级制度原则。
“等级制度就是从最高权力机构指导底层管理人员的领导系列”。
贯彻等级制度原则就是要在组织中建立一个这样不中断的等级链，以保持统一指挥和组织内信息联系的畅通。
为了克服因等级链太长而造成的信息传递延误，法约尔设计了“法约尔桥”。
【10】秩序原则。
指物品的存放、人事的安排都要各就其位。
【11】公正原则。
指主管人员对待下属要公正，这样才能使下属忠诚职守。
【12】保持人员稳定原则。
【13】发挥职工主动性和创造精神的原则。
【14】集体精神原则。
即强调企业内要建立和谐与团结的气氛。
（2）玛丽?福莱特的行为科学研究创立了注重沟通好人际关系的人员导向型工作场所。
她即把泰罗的细想加以概括，又提出了人际关系学说的一些观点，是科学管理和行为科学联系的桥梁。
她的管理哲学思想这要是：【1】通过利益的结合减少冲突。
对付冲突，不能采取压服或妥协的方法，必须看到共利益，通过双方利益的结合，使冲突双方都能得到充分的满足。
【2】变服从个人权力为遵循形势规律。
应该使命令“非人格化”，权威应该产生于职能，并与知识、经验相联系。
【3】通过协作和控制达到目的。
【4】领导应以他和拥护者的相互影响为基础。
领导所依靠的不是命令和服从，而是协调和确定目标的技巧，唤起下属对形势规律的响应。
福莱特是最早认识到应该用个人和群体行为为观点来看待组织的学者之一，比科学管理的追随者更进一步提出了人员导向的思想，认为组织应该遵循集体道德原则。
（3）弗雷德里克?泰罗的科学管理理论创立了关注工作和效率的任务导向型工作场所。
泰罗科学管理理论的主要内容是：【1】科学管理的中心问题是提高劳动生产率。
当时工人提高产量的潜力是很大的，关键在于建立一套科学的过来方法。
【2】通过科学测定，制定恰当的工作定额，并为工作挑选“第一流的工人”。
【3】推行标准化制度，要使工人掌握标准化的操作方法，使用标准的工具、机器和材料，并使作业环境标准化。
【4】实行差别计件工资制，即按照工人是否完成工作定额采取不同的工资率，以刺激工人提高产量。
【5】工人和雇主双方都必须来一次“精神革命”，变双方的相互对立为相互合作，以增进双方的秘密。
【6】将计划职能和执行职能分开。
应设立专门的计划部门来从事全部的计划工作，将计划职能和执行职能分开。
【7】实行职能工长制。
即实现工长的管理的分开和专业化，以提高管理效率。
【8】在组织管理上实行例外原则。
即企业高层管理者只集中精神处理的经营决策问题，而把那些日常事务的决策与管理权交给基层管理者，只有在例外的情况下高层管理者才进行干预。
2定量方法能否帮助管理者解决人的问题，例如怎样激励员工以及如何合理地分配工作？请解释。
答：数量方法对于帮助管理者解决人的问题方面起着很重要的作用。
数量方法是在第二次世界大战期间用于解决军事问题的数学和统计方法的基础上发展起来的。
所谓数量管理方法，是把运筹学、统计学和电子计算机用于管理决策和提高组织效率的一种思想。
常用的数量方法有：线性规划、关键路线进度分析技术、经济订货数量模型等。
（1）这些数量所起得作用为：【1】力求减少决策中的个人主观判断成份，依靠建立一套决策程序和数学模型来寻求决策工作的科学化。
【2】各种可行方案均以效率高低作为评判依据，有利于实现决策方案的最优化。
【3】广泛适用电子计算机作为辅助决策的手段，使复杂问题能在较短时间内得到优化解决。
（2）具体到激励员工以及如何合理的分配工作方面：例如在使用关键路线法这一方法时，需要将一项大型任务分解成统筹图。
为了确定完成该项任务的最少时间，必须找出对完成整个任务影响最大、所需时间最长、从始至终的一个联系工序。
通过确定了完成项目的最长时间（关键路线），决策者就要在时间和成本进行决策。
在完成整个项目的工作中，项目负责人除安排好物料方面外，还要统筹计划好人员的安排。
尽量减少有的人整天满负荷的工作，而有的人却大块空闲时间的现象。
否则在得到同等报酬的情况下，工作量大的人肯定会心理不平衡。
上面所举的例子就是数量方法在帮助管理者解决人的问题方面的一个典型例子。
（3）虽然数量方法对计划和控制领域中的管理决策有着直接的贡献。
例如，当管理者编制预算安排进度、实施质量控制和制定类似的决策时，他们通常借助数量方法。
但是，应认识到应用数量方法不是万能的，此类方法也有局限性：【1】不能很好解释和预测组织中成员的行为。
【2】有时受到实际情景难以定量化限制。
3在一个电子企业环境中全球化带来什么问题？请解释。
答：所谓电子企业是指一个组织通过电子联结与它的关键利益相关者开展工作的方式，以便更有效率和更有效果地实现其目标。
这些利益相关者包括雇员、管理者、顾客、供应商和合作者。
电子企业环境对全球化工作产生深刻影响，分析如下：（1）电子企业外部环境的各方面对全球化的影响：【1】大网络的环境形成。
从外部环境来看，电子计算机技术的发展使得整个世界越来越小，这也意味着企业的竞争环境将由区域向全球化发展，企业所处的宏观环境实际上已经不仅仅是通过信息技术连接起来的狭义的网络，而应该将技术环境与经济环境结合在一起考虑，形成一种大网络的概念，在这种大网络下来考虑企业的经营战略和经营模式。
【2】行业竞争结构的改变。
根据竞争战略专家迈克尔?波特的观点，一个行业的竞争状况是由五种作用力来决定的，作用力越强，行业的竞争越激烈。
这五种作用力是：现有竞争者的竞争、潜在进入者的威胁、替代品的威胁、买方讨价还价的能力。
互联网的广泛应用可以从多方面改变行业竞争机构，也是竞争更加激烈。
在互联网上，顾客获取产品信息更加方便，可以对多种产品的价格、服务等进行分析，并且购买产品可以不再受时间和地理位置的限制，买方讨价还价的能力自然会有很大的提升。
为了吸引和留住顾客，竞争者之间的竞争方式也将从传统的关注利润向关注顾客转移。
因此，互联网时代“客户定制规则”的习惯。
【3】顾客需求行为的变化。
互联网不仅为顾客了解产品提供了极大方便，互联网本身也是一个理想产品销售渠道。
戴尔电脑公司企业网站目前每季度有超过四千万人浏览，通过网站实现的销售额占公司总收入的40%—50%。
B2C电子商务的发展，势必引起顾客消费模式和需求行为的变化，这种变化要求企业对营销战略进行调整以适应新的市场环境【4】企业交易模式的改变与价值链的再创。
电子信息技术逐渐渗透到企业价值链的各个环节中，最为明显的是供应链和销售方式的重大改革，企业间电子商务发展的势头迅猛。
B2B交易的优越性不仅在降低交易成本，而且改变传统的的交易流程，缩短了交易时间，企业内部价值链扩展到连接企业的供应商和客户网络。
企业通过电子商务强化的供应链，大大缩短了从接受订单、原材料采购到发货的周期，通过供应商、分销商和企业库存，实时共享，实现实时主动的生产计划等。