罗宾斯《管理学》第九版题库-7
管理学,罗宾斯,9版,中文附录7A发展你的职业生涯
.
1-5
采取行动
• 更努力、更讲究方法 • 与时俱进 • 终身学习 • 关系网络 • 提高知名度 • 找一位指导者
.
1-6
利用你的竞争优势
• 利用你的竞争优势 • 不要害怕承担风险 • 换工作很正常 • 成功是机会、准备和运气的组合
附录7A
发展你职业生涯
职业可以理解为发展一种专业或 是在一生中的一系列工作。
.
1-2
当今的职业发展
无限职业：个人为自己的职业承 担更多个人责任的观念
.
1-3
我如何获得成功的职业？
• 你已在做最重要的事情：接受大学教育 • 评估你自己的优劣势，发挥你的优势
.
1-4
积极主动
.
1-7
罗宾斯管理学-7战略
增长型战略
单一产品战略
只制造一种产品或只提供一种服务并且只在单一的地 理市场上进行销售。绿箭公司多年来只生产口香糖。 理市场上进行销售。绿箭公司多年来只生产口香糖。
相关多元化
考虑到单一产品战略的劣势，绝大多数大型企业在数 考虑到单一产品战略的劣势， 个不同的业务、产业或市场中进行经营。 个不同的业务、产业或市场中进行经营。
战略与战略管理
战略
管理者立足企业的长期生存与发展， 管理者立足企业的长期生存与发展，利用内 部优势、把握外部机会，对全局的、长远的、 部优势、把握外部机会，对全局的、长远的、 重大问题进行的谋划。 重大问题进行的谋划。
战略管理
企业为实现战略目标，进行环境分析、 企业为实现战略目标，进行环境分析、制定 战略决策、实施战略方案、 战略决策、实施战略方案、控制战略绩效的 动态管理过程。 动态管理过程。
扩大使用数量、增加使用频率、赋予新用途。 扩大使用数量、增加使用频率、赋予新用途。
市场开发：老产品寻找新市场。 市场开发：老产品寻找新市场。
开拓区域或国外市场、进入新的细分市场、开辟新的 开拓区域或国外市场、进入新的细分市场、 营销渠道。 营销渠道。
产品开发：老市场开发新产品。 产品开发：老市场开发新产品。
企业能力是指企业适应、协调、驾御内外环境， 企业能力是指企业适应、协调、驾御内外环境， 是指企业适应 成功地从事经营活动的能力。包括： 成功地从事经营活动的能力。包括：
采购、研发、生产、分销、服务能力等。 采购、研发、生产、分销、服务能力等。
战略管理的过程
五、识别优势和劣势
优势：组织擅长的活动或者专有的资源。 优势：组织擅长的活动或者专有的资源。 一般优势是许多有竞争力的企业都拥有的优势。所有 一般优势是许多有竞争力的企业都拥有的优势 是许多有竞争力的企业都拥有的优势。 的好莱坞大型电影公司在灯光、音响、布景、 的好莱坞大型电影公司在灯光、音响、布景、服装设 计、化妆等拥有优势。通常只能获得平均经济绩效。 化妆等拥有优势。通常只能获得平均经济绩效。 独特竞争力是只有少数企业才拥有的优势。实现超过 独特竞争力是只有少数企业才拥有的优势 是只有少数企业才拥有的优势。 平均水平的经济绩效。 平均水平的经济绩效。不可模仿的独特竞争力可保持 持续的竞争优势。宝洁公司来源于长期的制造经验。 持续的竞争优势。宝洁公司来源于长期的制造经验。 劣势：组织不擅长的活动或非专有的资源。 劣势：组织不擅长的活动或非专有的资源。木桶原理
罗宾斯《管理学》第九版试题
罗宾斯《管理学》第九版试题罗宾斯《管理学》第九版试题Chapter 10 – Organizational Structure and DesignTrue/False QuestionsA MANAGER’S DILEMMA1. According to the boxed feature, ―A Manager’s Dilemma,‖ Nokia was once involved in industries rangingfrom paper to chemicals and rubber.True (moderate)2. According to the boxed feature, ―A Manager’s Dilemma,‖ Nokia has been competing in thetelecommunications industry since 1965.False (moderate)DEFINING ORGANIZATIONAL STRUCTURE3. Organizational design is the organization's formal framework by which job tasks are divided, grouped, and coordinated.False (difficult)4. The concept of work specialization can be traced back a couple of centuries to Adam Smith's discussion ofdivision of labor.True (moderate)5. The degree to which tasks in an organization are divided into separate jobs is division of labor.True (moderate)6. Historically, many organizations have grouped work actions by function departmentalization.True (moderate)7. Grouping jobs on the basis of product or customer flow istermed customer departmentalization.False (moderate)8. Geographic departmentalization has greatly increased in importance as a result of today’s competitivebusiness environmentFalse (moderate)9. A group of individuals who are experts in various specialties and who work together is a cross-functional team.True (moderate)10. Authority is the individual's capacity to influence decisions.False (difficult)11. Authority is synonymous with responsibility.False (easy)12. Responsibility is the rights inherent in a managerial position.False (easy)13. A manager's span of control refers to the number of subordinates who can be effectively and efficientlysupervised.True (moderate)14. The classical view of unity of command suggests that subordinates should have only one superior to whom they report.True (easy)15. The trend in recent years has been toward smaller spans of control.False (easy)16. When decisions tend to be made at lower levels in anorganization, the organization is said to bedecentralized.True (moderate)17. Decentralization describes the degree to which decision making is concentrated at a single point in theorganization.False (moderate)18. In the last 35 years, there has been a trend of organizations moving toward increased decentralization.True (easy)19. Appropriate organizational structure depends on four variables: the organization's strategy, size, technology, and degree of environmental uncertainty.True (difficult)20. Standardization refers to the degree to which jobs within the organization are standardized and the extent towhich employee behavior is guided by rules and procedures.False (moderate)ORGANIZATIONAL DESIGN DECISIONS21. An organic organization tends to be characterized by high specialization, extensive departmentalization,narrow spans of control, high formalization, a limited information network, and little participation indecision-making by low-level employees.False (moderate)22. An organic organization would likely be very flexible.True (moderate)23. Innovators need the efficiency, stability, and tight controls of the mechanistic structure.False (easy)24. The relationship between organizational size and structure tends to be linear.False (difficult)25. Joan Woodward attempted to view organizational structure from a technological perspective.True (moderate)26. Woodward demonstrated that organizational structures adapted to their technology.True (moderate)27. Woodward's findings support that there is "one best way" to organize a manufacturing firm.False (moderate)28. The strength of the functional structure is that it focuses on results.False (moderate) it is the strength of divisional structure.\\\\\\\29. According to the text, a functional structure creates strategic business units.False (moderate)COMMON ORGANIZATIONAL DESIGNS30. Project structures tend to be rigid and inflexible organizational designs.False (easy)Multiple ChoiceA MANAGER’S DILEMMA31. Accordi ng to t he company profile in ―A Manager’s Dilemma,‖ the organizational structure of Nokia is best described as ______________.a. mechanisticb. organic (moderate)c. centralizedd. formalized32. The factor contributing the most to Nokia’s success in the mobile phone industry according to the company profile in ―A Manager’s Dilemma‖ is ______________.a. new product development (moderate)b. government subsidiesc. national trade barriersd. weak competition33. ______________ is the process of creating an organization's structure.a. Human resource managementb. Leadingc. Organizing (moderate)d. Planninge. DepartmentalizationDEFINING ORGANIZATIONAL STRUCTURE34. According to the text, a(n) ______________ is the formal framework by which job tasks are divided,grouped, and coordinated.a. mission statementb. environmental scanc. internal resource analysisd. organizational structure (moderate)35. Which of the following is not one of the six key elements in organizational design?a. work specializationb. departmentalizationc. chain of commandd. bureaucratic design (difficult)e. span of control36. Work specialization is also known as ______________.a. departmentalization.b. centralization.c. span of control.d. formalization.e. division of labor. (easy)37. The term ______________ is used to describe the degree to which tasks in an organization are divided intoseparate jobs.a. work ethicsb. managerial capitalismc. social responsibilityd. work specialization (moderate)38. When did the idea of enlarging, rather than narrowing, job scope begin?a. 1950sb. 1960s (moderate)c. 1970sd. 1980se. 1990s39. Which of the following is not an example of the classical viewof division of labor?a. assembly-line productionb. Burger Kingc. Taco Belld. TQM (moderate)e. Kentucky Fried Chicken40. ______________ is the basis on which jobs are grouped inorderto accomplish organizational goals.a. Departmentalization (moderate)b. Centralizationc. Formalizationd. Coordinatione. Efficiency41. A local manufacturing organization has groups of employees whoare responsible for sales, marketing,accounting, human resources, etc. These are examples of what concept?a. authorityb. chain of commandc. empowermentd. departmentalization (moderate)e. social grouping42. Grouping sporting equipment in one area, men's clothing in another area, and cosmetics in a third area, is anexample of what kind departmentalization?a. customerb. product (easy)c. geographicd. processe. outcome43. Sales responsibilities divided into the southwest, midwest, southern, northern, and western regions would bean example of ______________ departmentalization.a. productb. geographic (easy)c. processd. outcomee. customer44. Grouping activities on the basis of customer flow is______________.a. functional departmentalization.b. product departmentalization.c. geographical departmentalization.d. process departmentalization. (moderate)e. technological departmentalization.45. What type of departmentalization expects that each department will specialize in one specific phase of the process or product production?a. productb. geographicc. process (easy)d. outcomee. customer46. What kind of departmentalization would be in place in a government organization where different publicservice responsibilities are divided into activities for employers, children, and the disabled?a. productb. geographicc. processd. outcomee. customer (moderate)47. Which of the following is not a form of departmentalization suggested by your text?a. functional departmentalizationb. product departmentalizationc. geographical departmentalizationd. process departmentalizatione. technological departmentalization (difficult)48. Today's competitive business environment has greatly increasedthe importance of what type ofdepartmentalization?a. geographicb. customer (difficult)c. productd. processe. outcome49. According to the text, managers are using ______________, which are groups of individuals who areexperts in various specialties and who work together.a. specialized teamsb. cross-demanded teamsc. cross-functional teams (moderate)d. simple structured teams50. Which of the following is a contemporary addition to thehistorical view of departmentalization?a. increased rigidityb. cross-functional teams (moderate)c. enhanced centralizationd. elimination of product departmentalizatione. addition of sales departmentalization51. Bringing together the company's legal counsel, research engineer, and marketing specialist for a project isan example of a(n) ______________.a. empowered team.b. process departmentalization.c. product departmentalization.d. cross-functional team. (moderate)e. continuous improvement team.52. The ______________ is the continuous line of authority that extends from upper organizational levels to thelowest levels and clarifies who reports to whom.a. chain of demandb. chain of command (easy)c. demand hierarchyd. continuous design structure53. To whom a worker reports concerns which aspect of organizational structure?a. chain of command (moderate)b. departmentalizationc. pay structured. line of commande. authority framework54. ______________ entitles a manager to direct the work of a subordinate.a. Responsibilityb. Legitimate powerc. Rankd. Operating responsibilitye. Authority (moderate)55. ______________ is the obligation to perform assigned activities.a. Authorityb. Responsibility (easy)c. Chain of commandd. Unity of commande. Formalization56. The ______________ principle (one of Fayol’s 14 principles of management) helps preserve the concept ofa continuous line of authority.a. unity of demandb. unity of command (moderate)c. demand structured. continuous demand57. Span of control refers to which of the following concepts?a. how much power a manager has in the organizationb. the geographic dispersion of a manager's subunits ofresponsibilityc. how many subordinates a manager can effectively and efficiently supervise (moderate)d. the number of subordinates affected by a single managerial ordere. the amount of time it takes to pass information down through a manager's line of command58. Other things being equal, the wider or larger the span of control, the more ______________ theorganizational design.a. bureaucraticb. democraticc. effectived. efficient (difficult)e. classical59. Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have whateffect on organizations?a. reduced effectiveness (difficult)b. increased turnoverc. loss of managerial powerd. customer dissatisfactione. rigid chains of command60. An organization that spends money on maintaining a well-trained work force can expect which of thefollowing span-of-control outcomes?a. increased contempt for managementb. increased voluntary turnoverc. centralized authorityd. less direct supervision (moderate)e. increased need for managerial-level employees61. A high-tech manager who supervises the development of a new computer chip needs ______________compared to a manager who supervises the mailing of unemployment insurance checks at the localgovernment office.a. about the same span of controlb. a narrower span of control (difficult)c. a wider span of controld. a more informal span of controle. elimination of the span of control62. In general, span of control is ______________ for managers.a. increasing (easy)b. decreasingc. staying the samed. significantly decreasinge. no longer important63. ______________ describes the degree to which decision making is concentrated at a single point in theorganization.a. Decentralizationb. Centralization (moderate)c. Transnationalismd. Cross sectional analysis64. If lower-level employees provide input or are actually given the discretion to make decisions, theorganization is ______________.a. formalized.b. centralized.c. decentralized. (easy)d. mechanistic.e. organic.65. Recently, there has been a distinct trend toward ______________.a. smaller spans of control.b. decentralized decision-making. (moderate)c. decreased flexibility.d. emphasis on chain of command.e. mechanistic organizations.66. Which of the following factors WOULD NOT influence an organization to have a higher degree ofcentralization?a. Environment is stable.b. Company is geographically dispersed. (difficult)c. Company is large.d. Decisions are significant.e. Organization is facing a crisis.67. ______________ refers to the degree to which jobs within the organization are standardized and the extentto which employee behavior is guided by rules and procedures.a. Standardizationb. Centralizationc. Chain of commandd. Strategye. Formalization (moderate)68. All of the following factors indicate that a decentralized organization would be most effective EXCEPTwhen ______________.a. the environment is complex.b. decisions are relatively minor.c. the organization is facing a crisis. (difficult)d. the company is geographically dispersed.e. effective implementation of strategies depends on managers having involvement and flexibilityto make decisions.69. Which of the following factors describes an environment in whicha high degree of decentralization isdesired?a. Environment is complex, uncertain. (moderate)b. Lower-level managers do not want to have a say in decisions.c. Decisions are significant.d. Company is large.e. Organization is facing a crisis or the risk of company failure.70. The ______________ organizational structure is characterized by high specialization, extensivedepartmentalization, narrow spans of control and high formalization.a. mechanistic (easy)b. organicc. contingencyd. adhocracye. functional71. Which of the following is NOT a characteristic of a mechanistic organization?a. high specializationb. wide spans of control (moderate)c. high formalizationd. limited information networke. extensive departmentalization72. What type of organizational form follows classical principles such as unity of command?a. organicb. linearc. decentralizedd. mechanistic (moderate)e. adhocracyORGANIZATIONAL DESIGN DECISIONS73. Which of the following would likely be found in mechanistic organizations?a. wide span of controlb. empowered employeesc. decentralized responsibilityd. few rules and/or regulationse. standardized job specialties (difficult)74. All of the following are characteristics of an organic organization EXCEPT:a. narrow spans of control. (moderate)b. cross-hierarchical teams.c. free flow of information.d. low formalization.e. cross-functional teams.75. In the early years of Apple Computers, its desire for highly proficient and creative employees who operatedwith few work rules was an example of what type of organization?a. bureaucraticb. mechanisticc. volatiled. nouvellee. organic (difficult)。
罗宾斯_管理学_第九版_【精美排版小抄】【免费】
第一章管理与组织导论......1 一、管理及其具体含义......1 二、管理的职能 (1)管理角色（简述）三、管理角色（09 简述）……1 管理技能与管理层次之间的关系（名词解释）四、管理技能与管理层次之间的关系（06 名词解释）……1 五、管理者工作的变化……2 组织的特征（简述）六、组织的特征（06 简述）……2 七、职责和职权……2 八、管理和领导的联系与区别……2 第二章管理理论……3 一、管理理论……3 二、科学管理理论……3 三、一般行政管理理论……3 四、定量方法理论……3 五、组织行为理论……3 六、系统论……3 七、权变理论……4 八、管理理论当前的问题……4 第三章组织文化环境……4 管理万能论，一、管理万能论，管理象征论……4 组织文化及如何评价一个组织的文化（简述）二、组织文化及如何评价一个组织的文化（08 简述）……4 三、组织文化对管理实践的影响……5 环境对管理者的影响（判断分析）四、环境对管理者的影响（05 判断分析）……5 五、管理与组织环境的关系……5 利益相关者及其如何管理利益相关者关系（名词解释，论述）六、利益相关者及其如何管理利益相关者关系（05 名词解释，06 论述）……5 第五章社会责任与管理道德……6 社会义务和社会响应（名词解释）一、社会义务和社会响应（05 名词解释）……6 社会责任的两种观点，为什么出现关于社会责任的争论（论述）二、社会责任的两种观点，为什么出现关于社会责任的争论（08 论述）……6 管理的绿色化及组织走向绿色化的主要方式的绿色化及组织走向绿色化的主要方式（简答）三、管理的绿色化及组织走向绿色化的主要方式（07 简答）……7 共享价值观的作用及其建立共享价值观的建议（，简述）四、共享价值观的作用及其建立共享价值观的建议（05，09 简述）……7 五、影响管理道德的因素……7 第六章制定决策……7 决策假设的前提，结合实际论述理性和有限理性的决策观点（简述）一、决策假设的前提，结合实际论述理性和有限理性的决策观点（08 简述）……7 决策制定的过程（简述、判断分析）二、决策制定的过程（05 简述、判断分析） (8)决策风格（简述）三、决策风格（06 简述）……8 如何制定合理的决策（论述，简述）四、如何制定合理的决策（05 论述，09 简述）……9 第七章计划的基础……9 计划（分析判断，名词解释，案例分析）一、计划（05 分析判断，名词解释，08 案例分析）……9 区别传统的目标设立与目标管理（简答）二、区别传统的目标设立与目标管理（07 简答）......10 第八章战略管理......11 一、战略管理......11 管理者如何选择企业战略（论述，，案例）二、管理者如何选择企业战略（05 论述，07，08 案例）......11 三、公司业务组合分析中的BCG 矩阵法......12 业务层战略的特点、实现途径和适用条件（案例分析）四、业务层战略的特点、实现途径和适用条件（05,07 案例分析） (12)五、波特五力（05 案例分析）……13 波特五力（案例分析）核心竞争力（案例分析）六、核心竞争力（05,07 案例分析）……13 公司战略、七、公司战略、业务层战略和职能层战略的关系……14 第十章组织结构与设计……14 一、组织结构……14 影响组织集权和分权的因素（简答，论述）二、影响组织集权和分权的因素（07 简答，09 论述）……14 机械式组织和有机式组织的异同……15 三、机械式组织和有机式组织的异同指挥链（名词解释）四、指挥链（06 名词解释）……15 传统的组织设计（简述）五、传统的组织设计（05 简述）……15 现代的组织设计（简答）六、现代的组织设计（07 简答）……15 项目型结构和矩阵型结构的异同……16 七、项目型结构和矩阵型结构的异同第十一章第十一章管理沟通与信息技术……16 沟通（名词解释）一、沟通（05 名词解释）……16 二、沟通障碍……17 跨部门沟通的方法（案例分析）三、跨部门沟通的方法（05 案例分析）……17 小道消息，对付小道消息的方法……18 四、小道消息，对付小道消息的方法第十二章人力资源管理……18 一、人力资源管理……18 人力资源规划过程（简述）二、人力资源规划过程（06 简述）……18 三、人力资源管理过程……18 四、绩效评估方法……19 人力资源管理中面临的新问题（简述）五、人力资源管理中面临的新问题（09 简述）……19 第十三章变革与创新管理……20 一、变革的两种力量……20 二、变革过程的两种观点……20 管理变革的方法（，简答）三、管理变革的方法（07，08 简答）……20 四、创造与创新……21 管理者如何减缓员工压力（论述）五、管理者如何减缓员工压力（06 论述）……21 第十五章群体和团队……21 群体的发展阶段（名词解释）一、群体的发展阶段（05 名词解释）……21 二、群体决策的优缺点……22 关于冲突的不同观点（简述）三、关于冲突的不同观点（05 简述）……22 四、团队……22 工作团队的类型（简述）五、工作团队的类型（06 简述）……23 如何管理高效率团队（论述）六、如何管理高效率团队（05 论述）……23 第十六章激励……23 动机（名词解释）一、动机（05 名词解释）……23 早期动机理论（案例分析）二、早期动机理论（06 案例分析）……24 当代动机理论（简述，论述，案例分析）三、当代动机理论（05 简述，07 论述，09 案例分析）……25 联系实际，如何激励员工（年论述）四、联系实际，如何激励员工（09 年论述）……27 职务设计选择（简述）五、职务设计选择（08 简述）……28 工作特征模型（论述）六、工作特征模型（05 论述）……28 第十七章领导……29 领导者权力体系的来源与构成……29 一、领导者权力体系的来源与构成二、早期领导理论（06、08 论述，09 论述、案例分析）......29 早期领导理论（、论述，论述、案例分析）领导的权变理论（论述，案例分析）三、领导的权变理论（07,08 论述，09 案例分析）......30 领导的最新观点（案例分析）四、领导的最新观点（09 案例分析）......32 第十八章控制......33 一、控制......33 控制的焦点的内容（简述）二、控制的焦点的内容（08 简述）......33 三、控制的类型及其优缺点 (34)第一章管理与组织导论一、管理及其具体含义管理及其具体含义管理是在特定的组织内外环境下，通过协调和监督他人的活动，能够有效率和有效果地管理与别人一起或者通过别人实现组织目标的过程。
(完整word版)管理学-罗宾斯-试题
浙江大学一、单项选择题（每题3分，共30分）1 在管理过程中，“监控活动以确保它们按计划完成”的职能，属于____.A。
计划 B。
组织 C。
领导 D。
控制2 在20世纪30年代，确信管理者的工作是激励雇员做出更答努力,并首先提出组织是一个开放系统观点的学者是____。
A. 亨利？法约尔 B。
马克斯？韦伯 C. 切斯特？巴纳德 D。
埃尔顿？梅奥3 某个组织通过一次性支付或按销售提取一定费用,从而给予其他制造业组织商标、技术或产品规范的使用权,这种方式可以称为____.A。
特许经营 B。
许可证贸易 C。
合资企业 D。
独资企业4 在不确定情况下，除了有限信息的影响之外,另一个影响决策结果的因素是____.A．风险性 B。
环境的复杂性 C。
决策者心理定位 D. 决策的时间压力5 某电器公司决定采取收购方式进入家用空调产业,以分散经营风险，从战略层次或类型的角度看，该战略属于____。
A．公司层战略 B. 事业层战略 C。
职能层战略 D。
技术运作层战略6 在PERT网络图中，关键路线上的活动的松弛时间是____.A 最长活动时间 B。
最长活动时间与最短活动时间之差 C.各活动所用时间之和D。
零7 在组织设计中，用来描述组织中各项工作标准化以及员工行为受规则和程序约束程度的变量或要素是____。
A．工作专门化 B. 正规化 C. 管理跨度 D. 部门化8 人们根据自己的兴趣、经验和态度而有选择地去解释所看或所听的信息，这被称为____.A．选择性知觉 B. 过滤 C。
自我认知 D。
情绪知觉9 当人们以个体所在的团体为基础来判断某人时，人们所使用的这种捷径被称为____。
A．晕轮效应 B。
对比效应 C. 选择性知觉 D。
刻板印象10 某公司形成了很强的价值观和行为规范，并有一套完整的仪式来调节和引导员工的行为。
从控制的角度来看，这属于____.A．反馈控制 B. 市场控制 C。
小集团控制 D. 官僚控制二、名词解释（每题4分,共24分）1、创业精神2、社会责任3、竞争优势4、组织承诺5、虚拟团队6、平衡计分卡三、简答题（每题6分，共42分)1、对组织及其成员而言，为什么说“强文化"比“弱文化”的影响更大？2、简述程序、规则和政策及其在决策制定过程中的作用.3、一个设计良好的目标具有哪些基本特征？4、简述部门化以及通用的部门化方式。
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)。
管理学第9版 练习题 附答案 7
Chapter 7 Foundations of PlanningTRUE/FALSE QUESTIONSWHAT IS PLANNING?1.Planning is concerned with how objectives are to be accomplished, not what is tobe accomplished.2.If a manager refuses to write anything down or share his plans with others in theorganization, he is not truly planning.WHY DO MANAGERS PLAN?3.Planning provides direction to managers and nonmanagers alike.4.Even without planning, departments and individuals always work together, allowingorganizations to move efficiently toward its goals.5.Research indicates that nonplanning organizations always outperform planningorganizations.HOW DO MANAGERS PLAN?6.Goals are the foundation of organizational planning.7.Most businesses have only one objective: to make a profit.8.Most compan ies’ goals can be classified as either strategic or financial.9.Strategic goals are related to the financial performance of the organization.10.An organization’s real goals are often quite irrelevant to what actually goes on.11.Operational plans specify the details of how the achievement of the overallobjectives is to be obtained.12.Long term used to mean anything over three years, but now it means anything overone year.13.Short-term plans are those covering one year or less.14.Directional plans have clearly defined objectives.ESTABLISHING GOALS AND DEVELOPING PLANS15.An integrated network of goals is sometimes called a means-end chain.16.In MBO, or management by objectives, goals are often less well-defined, givingmanagers and employees more flexibility to respond to changing conditions.17.In a typical MBO program, successful achievement of objectives is reinforced byperformance-based rewards.18.An MBO program consists of four elements: loose goals, participative decisionmaking, an explicit time period, and performance feedback.19.Studies of actual MBO programs find mixed results in terms of its effects onoverall employee performance and organizational productivity.20.In times of dynamic environmental change, well-defined and precisely developedaction plans enhance organizational performance.21.A well-designed goal should be measurable and quantifiable.22.Goals that are too easy to accomplish are not motivating and neither are goalsthat are not attainable even with exceptional effort.23.The second step in goal setting is to determine the goals individually or withinput from others.24.The more the current plans affect future commitments, the longer the timeframe for which managers should plan.CONTEMPORARY ISSUES IN PLANNING25.Planning is a waste of time in a volatile environment.26.A major argument against formal plans can’t replace intuition and creativity.27.It’s not enough for managers just to plan. They have to start setting goals.28.In today’s dynamic business environment, successful firms recognize thatplanning is an ongoing process, not a tablet of rules cast in stone.29.Managers must be able to follow through with plans even if conditions change.30.Effective planning in dynamic environments means flattening the organizationalhierarchy.MULTIPLE-CHOICE QUESTIONSFor each of the following, choose the answer that most completely answers the question.WHAT IS PLANNING?31.Planning involves defining the organization’s goals, establishing an overallstrategy for achieving those goals, and developing a comprehensive set of plans _____________.a.as to which shift will perform what work functionsb.to determine which manager will be in charge of which departmentc.for organizational work activitiesd.to establish the quality and quantity of work to be accomplished32.In informal planning, __________ sharing of goals with others in the organization.a.everything may be written down, but there is little or nob.everything is written down, and there isc.nothing is written down, and there is little or nod.nothing is written down; therefore management does a lot ofrmal planning is _________.a.performed at the lowest organizational levelb.general and lacks continuityc.developed in informal meetings at a resortd.specific and is developed by the middle managers for their department34.In formal planning, _________.a.specific goals covering a period of years are definedb.specific goals are developed and not writtenc.general goals are developed and not writtend.general goals covering an unspecified period of years are defined35.Formal planning involves which of the following aspects?a.developing general objectivesb.planning for up to one yearc.writing objectivesd.distributing the plan to all managerial employeesWHY DO MANAGERS PLAN?36.The effect of planning on managers is that it forces them to _______________.a.react to changeb.consider the impact of changec.respond indiscriminatelyd.develop bureaucratic response models37.Planning can’t eliminate change. Managers plan in order to ___________.a.be prepared for when changes in management at the top occursb.anticipate changes and develop the most effective response to changesc.decide what needs to be done when a change in environments happend.have the appropriate materials available when the demand for them comes about38.Planning gives direction, reduces the impact of change, minimizes waste andredundancy, and __________.a.establishes the workloads for each of the departmentsb.sets the basis used for promotion of individuals within the organizationc.eliminates departments that are not needed within the pland.sets the standards used in controlling39.Studies of performance in organizations that plan have reached ___________.a.somewhat negative conclusions regarding the benefits of planningb.generally mixed conclusions regarding the benefits of planningc.generally negative conclusions regarding the benefits of planningd.generally positive conclusions regarding the benefits of planning40.The quality of the planning process and the appropriate implementation of theplans probably ___________.a.don’t contribute to high performance nearl y as much as the extent of planningb.contribute more to high performance than does the extent of planningc.contribute less to high performance than does the extent of planningd.should be studied more to factually determine which contributes the most41.In studies in which formal planning did not lead to higher performance,____________.a.the external environment often was the culpritb.management’s execution of the plans was most often the reason for failurec.employee s’ implementation of the plans was the primary reason for failureck of communication was most often the reason for failureernmental regulations, powerful labor unions, and other critical environmentalforces constrain managers’ options and __________ the impact of planning on an organization’s pe rformance.a.reduceb.increasec.neutralized.don’t affectHOW DO MANAGERS PLAN?43.Planning is often called the primary management function because it ____________.a.offers some basis for future decision makingb.creates the vision for the organizational members to work towardc.establishes the basis for all the other functionsd.sets the tone for the organizational culture44.Planning involves two important elements: ___________.a.goals and decisionsb.goals and plansc.plans and decisionsd.goals and actions45.Goals are objectives, __________.a.and we use the two terms interchangeablyb.but goals are long term, and objectives are short termc.but goals are used by top management, and objectives are used by first-levelmanagementd.but goals are used in reference to profits, and objectives are used inreference to production output46.Plans are documents that outline how goals are going to be met and ___________.a.define which department has what responsibilities needed to accomplish thegoalsb.tell what materials and processes are necessary to fulfill the goalsc.identify how much capital is required to complete the goalsd.describe resource allocations, schedules, and other necessary actions toaccomplish the goals47.__________ can evaluate whether an organization is successful.a. A goal is the only measure thatb.No single measurec.Plans are also a measure thatd.Stakeholders are the only groups that48. When managers emphasize one goal, they ___________.a.assure that the one goal will be accomplished even above the established levelb.ignore other goals that must also be reached if long-term success is toachievedc.make the goal easier to be accomplished by all organizational membersd.deny the organizational members the opportunity to grow and developing a single objective can result in unethical practices because managers____________.a.want to satisfy the stockholders of the organizationb.will manipulate the outcomes reported to assure that the one objective isachievedc.will ignore other important parts of their jobs in order to look good on thatone measured.will use overtime to accomplish that single objective without reporting it50.Official statements of what an organization says and what it wants its variousstakeholders to believe are referred to as ___________.a.real goalsb.stated goalsmitted goalsprehensive goals51. The conflict in stated goals exists because organizations respond to a varietyof _______________.a.stakeholdersb.external environmentsernmental regulationsd.stockholders52.Which of the following is true concerning an organization’s stated objectives?anizations issue identical objectives to all constituents.anizations typically have internal and external sets of objectives.anizations may issue different objectives to stockholders, customers,employees, and the public.d.Stated objectives are usually in line with short-term actions.53.What should a person do to understand what the real objectives of theorganization are?a.observe organizational member s’ actionsb.attend a stockholders’ annual meetingc.read their annual reportd.watch television news reports54.The most common ways to describe organizational plans are by their frequency ofuse, time frame, specificity, and ___________.a.quantifiabilityb.flexibilityc.breadthd.attainability55. When we categorize plans as being directional versus specific, we arecategorizing them by ____________.a.breadthb.specificityc.frequency of used.depth56.When we categorize plans as being single-use versus standing, we categorize themby ____________.a.breadthb.specificityc.frequency of used.time frame57.Strategic plans are plans that apply to the entire organization, establish theorganization’s overall goals, and ____________.a.guide the organization toward maximizing organizational profits for thestockholdersb.attempt to satisfy all government regulations while maximizing profitsc.satisfy the organization’s stakeholdersd.seek to position the organization in terms of its environment58.Operational plans specify the details of ___________.a.what department performs which functional process to accomplish the goalsb.what materials are required for which product being producedc.when each product model is to be producedd.how the overall goals are to be achieved59.Strategic plans tend to cover a longer period of time than operational goals andalso _____________.a.cover a more narrow view of the organizationb.cover the financial projections of the planning periodc.cover a broader view of the organizationd.include an estimate of the profits that the stockholder can anticipate asdividends60.Strategic plans include the formulation of goals, whereas operational plansdefine ways to _____________.a.maximize the organization’s profitsb.achieve the goalsc.minimize the number of employees that have to be laid off in hard timesd.provide the most efficient methods of production61.As organizational environments have become more uncertain, ____________.anizations are having to make longer term plansanizations have to resist the uncertainties to keep the plans moving towardthe objectivesanizations have to request that the government pass more legislationrestricting the amount of uncertaintyd.the definition of long term has changed62.Specific plans are clearly defined and ____________.a.allow managers to their interpret “flexibility” on their ownb.leave no room for interpretationc.give the managers authority to interpret the plans for their area ofresponsibilityd.keep the stakeholders informed of the organization’s objectives63.A state legislative plan that calls for a 2.45 percent increase in tobacco salestax for the next 2 years would be considered what type of plan?a.strategicb.operationalc.specificd.directional64.Directional plans _____________.a.have clearly defined objectivesb.identify general guidelinesc.meet the needs of a unique situationst for 3–5 years65.The flexibility inherent in directional plans must be weighed against the_____________.a.gain of a shorter planning period by specific plansb.gain of a longer planning provided by specific plansc.loss of clarity provided by specific plansd.loss of a shorter planning period by specific plans66.__________ is a one-time plan specifically designed to meet the needs of aunique situation.a. A multipurpose planb. A strategic planc.An operational pland. A single-use plan67.Standing plans are ongoing plans that provide ____________.a.general directions of how to accomplish an identifiable taskb.stakeholders with identifiable goals that the organization will always striveto achievec.the stockholders with identifiable goals that the organization will alwaysstrive to achieved.guidance for activities performed repeatedly68.A city’s policy concerning skateboarding on downtown sidewalks that providesguidance for police action would be considered what type of plan?a.standingb.contingencyc.directionald.single-useESTABLISHING GOALS AND DEVELOPING PLANS69.Goals provide the direction for all management decisions and actions and form the_____________.a.profit basis that the organizations will accomplish for stockholdersb.desired outcomes that the organizational members will achievec.basis for the sharing of profits with the employees at the endd.criteria against which actual accomplishments are measured70.With traditional goal setting, the goals are set at the top level of managementand _____________.a.then they become the responsibility of first-line management to achieve thegoalsb.then they are broken down into subgoals for each level of the organizationc.all the efforts to achieve the goals are directed by top management to ensurethat they are achievedd.then they are delegated to the next lower level to be achieved71.With traditional goal setting, the assumption is that _______________.a.top managers know what is best because they see the “big picture”b.top managers are unfamiliar with setting goals, so lower-level managers areassigned to do the taskc.lower-level managers understand more of what needs to be accomplishedd.lower-level managers are incapable of setting goals72.With traditional goal setting, employees’ work efforts at their respectivelevels and work areas are geared to meet the goals ___________.a.so that the top management will be retained in their positionb.so that their immediate supervisors will be retained in their positionc.that have been assigned in their specific areas of responsibilityd.within the shortest amount of time possible73.What happens to traditional goals as they make their way down from top managementto lower levels?a.They lose clarity and unity.b.They unite the workforce.c.Lower-level managers must continually revise and correct them.d.They purposely remain vague and nonspecific.74. When the hierarchy of organizational goals is clearly defined, it forms a____________.a.hierarchical-link chainb.means-ends chainc.weakest-link chaind.level-level chain75.Management by objectives (MBO) is a management system in which the first stepsare setting specific performance goals that are _____________.a.established that can be easily accomplishedb.jointly determined by employees and their managersc.determined by top management with clarity so that the objectives are clear toeven the most incompetent employeed.developed in such a manner that the employees are self-directed and do notneed supervision76.What is the first step in a typical MBO program?a.Major objectives are allocated among divisional and departmental units.b.Unit managers collaboratively set specific objectives for their units withtheir managers.c.The organization’s overall objectives and strategies are formulated.d.Action plans are specified and agreed upon by managers and employees.77.In the MBO system, ___________.a.objectives are determined by managementb.goals are only reviewed at the time of completionc.goals are used as controlsd.progress toward objectives is periodically reviewed78.One of the potential problems of MBO programs is that ____________.a.there may be an overemphasis by the employee on accomplishing their goalswithout regards to others in the work unitb.they may be more effective in times of dynamic environmental changec.employees take goal setting too seriouslyd.they encourage filling out paperwork79.A well-designed goal should be ____________.a.short and very specific about expected outcomesb.written in terms of outcomes rather than actionsc.identifiable to even the first-line supervisorsd.specific and within a manageable time frame80.A well-designed goal should be ____________.a.discussed at orientationb.nearly unattainable, so that even if the unit or employee misses their goal,performance is still very highc.easy to achieved.clear as to a time frame81.The process of writing goals _______________.a.forces people to think them throughb.is too time consumingc.is uselessd.inspires innovative concepts82.What do written goals become?a.old and uselessb.inflexible and generalc.visible and tangibled.personal and collective83.What is the purpose of an organization called?a.the organization’s action planb.the organization’s missionc.the organization’s visiond.the organization’s contingency plan84.When setting goals, what should a manager do after writing down the goals andcommunicating them to all who need to know?a.determine the goals individually or with input from othersb.evaluate available resourcesc.review results and whether goals are metd.review the organization’s mission85.Three contingency factors that affect planning are length in the organization,degree of environmental uncertainty, and ____________.a.level of future commitmentsb.quantity of future commitmentsc.frequency of future commitmentsd.enforceability of future commitments86.____________ planning dominates managers’ planning efforts at lower levels ofthe organization.a.Strategicb.Tacticalc.Operationald.Functional87.The commitment concept means that plans should extend far enough to meet thosecommitments __________.a.as quickly as possibleb.while the resources are availablec.with the stakeholders and make it appear that the organization is reallycommittedd.made when the plans were developed88.Planning for too long or too short a time period _______________.a.is effective planningb.is inefficient and ineffectivec.is the concept of commitmentd.depends on the organization89.As organizations expand and update their computing technology, they are_______________.mitted to whatever future expenses are generated by that planb.in a state of high environmental uncertaintyc.in a state of low environmental uncertaintyd.relying on lower level management to do the planning90.How an organization plans can be best understood by looking at ____________.a.the goals set out by the organization’s plannersb.who does the planningc.the flexibility of the organization’s plansd.the priority of the goals91.In the traditional approach to planning, planning was done entirely by top-levelmanagers who were often assisted by ____________.a.business level managersb.functional level managersc. a mixture of managers from the line, functional, and business leveld. a group of planning specialists92.What is defined as a group of planning specialists whose sole responsibility washelping to write the various organizational plans?a.traditional planning specialistsanizational planning departmentc.formal planning departmentd.mission writers93.When can the traditional top-down approach to planning be effective?a.only if the documents look impressiveb.only if the documents are prepared for the corporate planning staffc.only if the planning involves lower level managementd.only if managers understand that they must create usable documents thatmembers actually use94.When organizational members are more actively involved in planning, they see thatthe plans ____________.a.are not as important as management makes them out to beb.are how the company is going to be judged by the stockholdersc.are more than just something written down on paperd.stated to stakeholders are the real plans that the organization desires toachieveCONTEMPORARY ISSUES IN PLANNING95.Managers who continue to do the things required to achieve the originalgoals of a plan _______________.a.are following their intuitionb.are demonstrating their ability to follow a flexible and specific planc.are acting responsiblyd.may not be able to cope with a changed environment96.What is a frequently cited criticism of formal planning?a.P lans can’t be developed for a dynamic envir onment.b.Formal planning is too time consuming, given the dynamism in modernbusiness environments.c.Formal planning creates extra, often redundant levels of hierarchywithin the organization.d.Formal planning works well only for large, diversified companies.97. Successful organizations are typically the result of what?a.flexibilityb.formal planning effortsc.innovative visiond.mechanical analysis98.Visions have a tendency to _______________ as they evolve.a.become formalizedb.failc.generate more creativityd.trap employees in a certain mindset99.Formal planning focuses managers’ attention on what?a.the changing futureb.today’s competitionc.tomorrow’s survivald.yesterday’s successes and failures100.What argument against formal planning indicates that confidence in a plan is dangerous?a.Just planning isn’t enough.b.Formal planning reinforces success, which may lead to failure.c.Planning may create rigidity.d.Plans cannot be developed for a dynamic environment.101.A wireless networking technology called Wi-Fi that links together information devices is __________.a.revolutionizing all kinds of industriesb.making organizational planning much easierplicating the planning process, but will be improving communicationsd.an integral component of planning for the Fortune 500 companies102.In an uncertain environment, managers want to develop _________ plans.a.general and flexibleb.specific but flexiblec.formald.contingency103. Formal plans serve as a roadmap although the destination may be changing constantly due to _______________.a.dynamic market conditionsb.political changesc.management changesd.employment makeup104.It is __________ formal planning efforts when the environment is highly uncertain.a.not as important to continueb.important to switch to directional planning and ceasec.necessary to ceased.important to continue105.Why does the persistence in planning efforts contribute to significant performance improvement?a.After so many tries, managers have to hit on a success.b.If managers wear down the employees enough, their performance willimprove.c.The quality of managers’ planning improves when they continue to do it.d.Managers discover that their focus should be on the future instead ofpresent.106.The organizational hierarchy becomes flattened as the responsibility for establishing goals and developing plans is ____________.a.moved to the middle organizational levelsb.shoved to the lowest organizational levelsc.shifted to a formal planning departmentd.more the work of the financial departmentSCENARIO QUESTIONSFor each of the following, choose the answer that most completely answers the question.WHAT IS PLANNING?It’s Academic (Scenario)You are the academic dean for a small liberal arts college. The university president has asked you to develop a plan for the college. He wants the plan to cover the next 5 years. He wants it to be as specific as possible, but it should leave some room for flexibility.107.Because your plan will have specific objectives covering a period of 5 years along with specific action plans for achieving of these objectives, your plan could best be described as ______________.a.contractualb.formalc.definedd.standardWHY DO MANAGERS PLAN?It’s Academic (Scenario)You are the academic dean for a small liberal arts college. The university president has asked you to develop a plan for the college. He wants the plan to cover the next 5 years. He wants it to be as specific as possible, but it should leave some room for flexibility.108.The president has expressed concern regarding the impact of planning on the ability of the organizational to respond to emerging changes in the higher education environment, such as distance learning and corporate universities. You should tell the president that planning _______________.a.forces managers to look at the presentb.forces managers to anticipate changec.eliminates the consideration of the impact of changed.increases uncertaintyHOW DO MANAGERS PLAN?Retail Planning (Scenario)Mr. Tyler Nall is president and CEO of a retail chain that is about to begin operations in numerous major cities across the United States. The stores will sell home furnishings that are considered moderately priced for the average-income buyer. During the last few months he has been working to lay out directions for the managers of the stores. Mr. Nall and his vice presidents have decided that each store should have sales equal to or greater than $100 per square foot, per day. To attract an adequate number of customers, the store should be well maintained both inside and out.109.The primary task that Mr. Nall and the vice presidents have been performing during the last couple of months is known as ____________.ying out ideasb.making plansc.establishing networksd.designing the stores110.The statement that each store should have sales equal to or greater than $100 per square foot, per day is an example of ___________.a. a specific planb. a directional planc. a goald.management by objectives111.Because the environmental conditions in which home furnishing stores operate are generally stable, the statements intended to attract customerswould most likely be considered to be ___________.a.operational plansb.specific plansc.directional plansd.strategic plans112.The statement that all stores should be well maintained both inside and out is an example of a _________.a.directional planb.specific planc.stated goald.real goalA Business Plan (Scenario)。
罗宾斯管理学考研题库
罗宾斯管理学考研题库罗宾斯管理学是管理学领域内一个重要的分支，它涵盖了组织行为、战略管理、人力资源管理等多个方面。
考研题库的建立旨在帮助学生更好地准备研究生入学考试，通过练习题目来巩固和检验所学知识。
以下是一些可能会在罗宾斯管理学考研题库中出现的题目类型和内容。
一、选择题1. 罗宾斯管理学的核心理念是：A. 利润最大化B. 员工满意度C. 组织效率D. 持续改进2. 在组织行为学中，哪种理论强调了个体在组织中的行为和动机？A. 系统理论B. 行为科学理论C. 权变理论D. 人际关系理论二、判断题1. 罗宾斯管理学认为，有效的管理应该基于严格的规章制度和程序。
（对/错）2. 组织文化是影响员工行为和组织绩效的重要因素。
（对/错）三、简答题1. 简述罗宾斯管理学中关于领导力的观点。
2. 描述罗宾斯管理学中对组织变革的理解和重要性。
四、案例分析题案例：某公司近年来业绩下滑，员工士气低落。
公司决定实施一项新的管理策略，以期提高效率和员工满意度。
请分析以下问题：- 该公司可能面临哪些管理问题？- 如何运用罗宾斯管理学理论来解决这些问题？- 描述一个可能的实施计划。
五、论述题1. 论述罗宾斯管理学在现代企业管理中的应用及其挑战。
2. 讨论罗宾斯管理学对于提升组织竞争力的贡献。
结束语通过这些题目的练习，学生不仅能够检验自己对罗宾斯管理学理论的掌握程度，也能够提高解决实际问题的能力。
考研题库的建立和使用是一个动态的过程，需要不断地更新和完善，以适应不断变化的学术和实践需求。
希望这些内容能够帮助学生在考研的道路上取得更好的成绩。
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。
罗宾斯管理学第九版第七章课件
Formal planning must be used for several years before planning begins to affect performance.
© 2007 Prentice Hall, Inc. All rights reserved.
7–9
Exhibit 7–1 Stated Goals of Large Global Companies
Execute strategic roadmap—“Plan to Win.” Grow the business profitably. Identify and develop diverse talent. Promote balanced, active lifestyles. (McDonald’s Corporation)
• Strategic Goals
Are related to the performance of the firm relative to factors in its external environment (e.g., competitors).
• Stated Goals versus Real Goals
Respect the environment. Respect and support family unity and national traditions. Promote community welfare. Continue implementing quality systems. Continue to be a strong cash generator. (Grupo Bimbo)
罗宾斯.管理学第九版案例分析题
罗宾斯.管理学第九版案例分析题管理学案例分析题案例分析题1某建筑公司，经过⼏⼗年的发展，已经成为当地知名的建筑龙头企业。
总结企业成功的经验，许多管理⼈员归结为天时、地利、⼈和，如国家经济的持续发展、与当地政府、银⾏的良好关系，⼏⼗年形成的固定客户和良好的信誉，良好的员⼯素质等等。
在2008年北京奥运景⽓⿎舞下，公司确⽴了打破地区界限，成为全国乃⾄世界知名建筑企业的远景和使命。
当企业树⽴这样的远景和使命并为之努⼒时，发现曾经作为优势的“天时、地利、⼈和”似乎不在。
例如，就在前不久，⽇本⼀家建筑企业在与公司谈判时，让公司在两天内给出⼀个项⽬的报价。
由于公司没有既懂建筑专业⼜精通⽇语的⼈员，没有能够及时报价，很遗憾地没有抓住公司项⽬。
请分析该公司的内外部环境，以及应采取的措施。
（1）天、地、⼈是对公司内外部环境的概括描述。
从案例中可以看出公司过去的成功来⾃天时、地利、⼈和，构成了公司的竞争优势。
当公司重新确⽴了“成为全国乃⾄世界的建筑企业”时，从案例中可以看出在政府、银⾏关系⽅⾯、在地理⽅⾯、在⼈员素质要求等⽅⾯，都发⽣了变化，所谓的天、地、⼈已经不再成为优势。
（2）因此公司要真正认清所处的内外部环境，确定公司的使命和愿景，并围绕天、地、⼈等制定相应措施。
具体措施应围绕培育公司的核⼼竞争⼒⽅⾯：具有建⽴电⼦商务⽹络和系统的技能；迅速把新产品投⼊市场的能⼒；更好的售后服务能⼒；⽣产制造⾼质量产品的技能；开发产品特性⽅⾯的创新能⼒；对市场变化作出快速反应；准确迅速满⾜顾客定单的系统；整和各种技术创造新产品的技能等⽅⾯。
案例分析题2某地⽅⽣产传统⼯艺品的企业，伴随着我国对外开放政策，逐渐发展壮⼤起来。
销售额和出⼝额近⼗年来平均增长15%以上。
员⼯也有原来的不⾜200⼈增加到了2000多⼈。
企业还是采⽤过去的类似直线型的组织结构，企业⼀把⼿王⼚长既管销售，⼜管⽣产，是⼀个多⾯全能型的管理者。
最近企业发⽣了⼀些事情，让王⼚长应接不暇。
罗宾斯管理学第九版复习资料
管理学复习资料1．管理：通过协调和监督他人的活动，有效率和有效果地完成工作。
2．计划：包括定义组织的目标，制定全局战略以实现目标，以及开发一组广泛的相关计划以整合和协调组织的工作。
3．组织：组织是对人员的一种精心的安排，以实现某些特定的目的。
4．领导：是领导者所做的事情，更具体地说，它是一个影响群体实现目标的过程。
5．控制：控制就是对工作情况进行监督、对比并纠正的过程。
6．目标管理：一个组织成员共同确定组织目标并依据这些目标的达成与否来评估员工绩效的过程。
7．激励员工：激励也是人力资源的重要内容，是指激发人的行为的心理过程。
激励这个概念用于管理，是指激发员工的工作动机，也就是说用各种有效的方法去调动员工的积极性和创造性，使员工努力去完成组织的任务，实现组织的目标。
附区嘉颖对激励员工那一章的理解和总结：管理者在设计具有激励作用的工作时可以遵循什么方法？1、工作扩大化2、工作丰富化3、工作特征模型根据工作特征模型，任何工作都可以用以下五种核心纬度进行描述：1）技能多样性2）任务完整性3）任务重要性4）工作自主性5）工作反馈具体的指导原则：1）合并任务2）形成自然的工作单元3）建立客户关系4）纵向拓展工作5）开通反馈渠道管理者如何有效地激励当前劳动力的特殊群体？管理者必须做的是，了解包括多元化员工、专业人员、应急工以及低能、工资最低的员工在内的这些群体的动机要求。
管理者如何设计恰当的奖励制度？1、账目公开管理2、运用员工认可方案3、运用绩效工资方案4、运用股票期权方案P458当代动机观点包括哪些？（备用参考）三种需要理论、目标设置理论、强化理论、具有激励作用的工作设计、公平理论、期望理论。
8．职务设计：是将职务任务组合起来构成一项完整职务的过程，是对现有职务的认定、修改或产生新的职务。
9．组织文化：组织文化是组织成员共有的价值观、行为准则、传统习惯个做事的方式，它影响了组织成员的行为方式并影响他们如何看待、定义、分析、解决问题。
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。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
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 onthe short term.False (moderate)22. An organization's real goals are what they actually plan on accomplishing, rather than what they hope toaccomplish.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 notplana. Planning organizations always outperform nonplanning organizations.b. Nonplanning organizations always outperform planning organizations.c. Planning organizations generally outperform nonplanning organizations (easy)d. Nonplanning organizations generally outperform planning organizations.e. They generally perform at about the same level.45. Which of the following is the foundation of planninga. employeesb. goals (easy)c. outcomesd. computerse. the planning department46. According to the text, _____________ are documents that outline how goals are going to be met andwhich 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 stated objectivesa. They issue identical objectives to all constituents.b. Organizations typically have internal and external sets of objectives.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 of the organizationa. observe organizational member actions (moderate)b. attend a stockholders annual meetingc. read their statement of purposed. 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 plana. 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 objectivesa. strategicb. single-usec. short-termd. specific (moderate)e. standing76.Planning accuracy with a high degree of environmental change tends to produce which of the followingresultsa. 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 needs of a unique situation and createdin 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 United States would be considered what typeof plana. strategicb. directionalc. standingd. long-terme. single-use (moderate)81. A city's policy concerning skateboarding on downtown sidewalks providing guidance for police actionwould be considered what type of plana. standing (difficult)b. contingencyc. directionald. single-usee. strategic84. Where in the organizational hierarchy are traditional goals determineda. front-line employeesb. team leadersc. lower-level managersd. middle managerse. top managers (moderate)89. A management system in which specific performance goals are jointly determined by employees and theirmanagers 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 statementsa. 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 to managers and nonmanagers alike. Whenemployees know where the organization or work unit are going and what they must contribute to reach goals, they can coordinate their activities, cooperate with each other, and do what it takes to accomplish those goals. Without planning, departments and individuals might be working at cross-purposes, preventing the organization from moving efficiently toward its goals.b.Planning reduces uncertainty by forcing managers to look ahead, anticipate change, consider theimpact of change, and develop appropriate responses. It also clarifies the consequences of actions managers migh t take in response to change. Even though planning can’t eliminate change, managers plan in order to anticipate changes and develop the most effective response to them.c.Planning reduces overlapping and wasteful activities. When work activities are coordinated aroundestablished plans, wasted time and resources and redundancy can be minimized. Furthermore, when means and ends are made clear through planning, inefficiencies become obvious and can be corrected or eliminated.d.Planning establishes goals or standards that are used in controlling. If managers are unsure of whatthey are trying to accomplish, they will be unable to determine whether or not the goal has actually been achieved. In planning, goals and plans are developed. Then, through controlling, actual performance is compared 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 rather than actions. The desired endresult 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 beenmet if it’s measurable. In line with specifying a quantifiable measure of accomplishment, (3) a well-designed goal should also be clear as to a time frame. Although open-ended goals may seem preferable because of their supposed flexibility, in fact, goals without a time frame make an organization less flexible 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 with exceptional effort. (5) Next, well-designed goals should be written down. Although actually writing down goals may seem too time consuming, the process of writing the goals forces people to think them through. In addition, the written goals becomevisible 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 the orga nization. These broad statementsof what the organization’s purpose is and what it hopes to accomplish provide an overall guide to what organizational members think is important. It’s important to review these statements before writing goals because the goals should reflect what the mission statement says.b.Step 2: Evaluate available resources. A manager doesn’t want to set goals that are impossible toachieve given the available resources. Even though goals should be challenging, they should be realist ic. If the resources a manager has to work with doesn’t allow for the achievement of that goal no matter how had the manager tries of how much effort is exerted, that goal shouldn’t be set.c.Step 3: Determine individually, or with input from others, the goals. These goals reflect desiredoutcomes and should be congruent with the organizational mission and goals in other organizational 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 who need to know. Writing goals downforces people to think them through and also makes those goals visible and tangible evidence of the importance of working toward something.e.Step 5: Review results and whether goals are being met. Make changes, as needed. Once the goalshave been established, written down, and communicated, a manager is ready to develop 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, operational planning dominates managers’ planningefforts at lower levels. At higher organizational levels, the planning becomes more strategy oriented.b.Degree of environmental uncertainty–when environmental uncertainty is high, plans should bespecific, but flexible. Managers must be prepared to reword and amend plans as they’re implemented. At times, managers may even have to abandon their plans.c.Length of future commitments – the more that current plans affect future commitments, the longerthe time frame for which managers should plan. This commitment concept means that plans should extend far enough to meet those commitments made when the plans were developed. Planning for too long or for too short a time period is inefficient and ineffective.(moderate)。