《组织行为学》双语教学英语部分练习题及答案

Chapter 1 Introduction to Organizational Behavior

True/False Questions

anizational behavior is the study of human attitudes, behavior, and performance in

organizations.

anizational behavior is the study of values, goals and policies in an organization.

3.The study of organizational behavior focuses on organizations, groups and individuals.

anizational behavior draws on many different business disciplines.

5.Contributions from psychology, sociology, economics and industrial engineering are applied

in organizational behavior theory.

6. Practical experience is more relevant to the study of organizational behavior than research and

theory.

7. Scientific management involves the study of work processes to make them more efficient.

8.Efficiency and quality can be improved by studying work processes.

9.Administrative management proposes that a manager’s job include the basic functions of

planning, organizing, commanding, coordinating and controlling.

anizations could reduce conflict by getting employees and managers focused on shared

goals.

Short Answer Questions

1._____________ consists of the actions and interactions of individuals and groups in organizations.

Answer: organizational behavior (OB)

2.A social entity that is goal directed and deliberately structured is known as a(n)_____________. Answer: organization

3._____________ is a school of management that involves developing a standard method for performing each job, training workers, and offering wage incentives.

Answer: scientific management

4.The _____________ school of management explores ways managers can influence productivity through human relations.

Answer: human relations

Essay Questions

1.Describe the various management schools of thought.

Answer:

•Scientific management—developed a standard method for performing each job, trained workers in the standard, eliminated interruptions, and offered wage incentives.•Administrative management—identified what structured would be most efficient in a given environment and advocated putting policies and procedures into writing.

•Human relations school—explored way managers could influence productivity by

establishing positive relationships with employees.

•Management science—applies scientific method and mathematical models to management problems.

•Open systems—describes organizations as systems that interact with their environment, transforming inputs into outputs.

•Sustained competitive advantage—focuses on the means organizations can create to sustain an advantage over competitors.

2.Outline the assumptions about employees identified as Theory X and Theory Y.

Answer:

•Theory X assumes workers dislike their work and must be coerced into doing it.

•Theory Y assumes that work is a natural part of employees’ lives and that employees will be industrious and creative if they are committed to their work.

3.Identify and discuss five core values of Total Quality Management.

Answer: There are ten core values with descriptions offered in Exhibit 1.3, page 15. Use this table to guide your grading of the question.

4.Identify and discuss the four management functions. Which function is most important

and why?

Answer:

Planning—defines goals and determines how to achieve them

Organizing—assigns tasks, delegates responsibility, and allocates resources.

Leading—use of influence to inspire and empower others to work toward the organizational goals.

Controlling—measures performance to its objectives.

The most important function is planning because it influences all the other functions in how each function is administrated.

Chapter2

Individual Differences

True/False Questions

1.Productivity, innovativeness, creativity, and other organizational outcomes are influenced by how employees behave.

2.People are an organization’s most valuable resource and are least likely to cause problems.

3.Individual differences do not influence whether a person will be able to successfully perform

a job.

4. A psychological contract describes what an employer expects from the employee and what the employee will contribute based on these expectations.

5. A psychological contract outlines what an employee expects to contribute and what the organization will provide to the employee for these contributions.