罗宾斯管理学课后习题(英文版)--Chapter 5 Quiz

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罗宾斯《管理学》课后习题详解(附英文参考答案)(运营及价值链管理)【圣才出品】

罗宾斯《管理学》课后习题详解(附英文参考答案)(运营及价值链管理)【圣才出品】

第19章运营及价值链管理19.1 中文答案详解一、思考题1.你是否认为制造商或服务组织更需要经营管理?请说明理由。

答:经营管理是包括战略管理、作业管理、价值链管理、营销管理、财务管理和人力资源管理等一系列活动在内的管理活动。

制造商与服务组织的特性决定了经营管理对其的重要性。

(1)制造商制造商是指制造有形产品的组织,例如诺基亚、摩托罗拉、爱立信等手机制造商;三菱、丰田、福特等汽车制造商。

对于制造商来说,运营管理尤其重要。

因为制造企业创造价值的活动大部分在产品生产的运营过程中进行的,企业能否取得成功,很大一部分取决于其运营系统是否先进,运营系统的构成如图表19-1所示。

图表19-1 运营系统对于制造企业来说其中心活动就在于中间的转换过程,从泰勒的科学管理到福特的大量生产方式,再到丰田的JIT(准时制生产)和美国的LP(精益生产),其管理方式研究核心都在于运营管理,目的在于提高运营效率。

现代管理科学研究的新成果都是制造商在对运营管理研究的基础上发展起来的,例如,“5S”活动、现场管理、看板管理、定置管理、物料需求计划(MRP)、敏捷制造、柔性制造系统等等。

能否采取先进的运营管理方式是制造商能否取得成功的关键。

(2)服务组织与制造类型的企业有所不同,服务的生产和消费有它自身的特性:①无形性。

指服务不具有有形的、可以看得见、接触到的外表或形状;②差异性。

服务的组成部分和质量水平很容易随不同的人、时间、地点而变化,不易稳定和统一;③不可分离性。

服务消费者直接参与服务的生产过程,生产过程与消费过程合二为一;④不可储存性。

服务无法像有形产品那样贮存起来以备将来使用或销售;⑤而且在服务的生产和消费过程中一般还不涉及任何物品的所有权转移。

例如,医院提供的医疗和健康护理服务可以帮助人们处理他们个人的健康问题;航空公司提供的运输服务可以使人们从一个地方到达另一个地方;游船线路提供度假和娱乐服务;军队提供防卫能力;诸如此类。

罗宾斯管理学英文第九版课件 chapter5

罗宾斯管理学英文第九版课件 chapter5

Exhibit 5–2 Arguments For and Against Social Responsibility
• For
Public expectations Long-run profits Ethical obligation Public image Better environment Discouragement of further governmental regulation Balance of responsibility and power Stockholder interests Possession of resources Superiority of prevention over cure
© 2007 Prentice Hall, Inc. All rights reserved.
Does Social Responsibility Pay?
• Studies appear to show a positive relationship between social involvement and the economic performance of firms.
Social Responsiveness Pragmatic Means Responses Medium and short term
Source: Adapted from S.L. Wartick and P.L. Cochran, ―The Evolution of the Corporate Social Performance Model,‖ Academy of Management Review, October 1985, p. 766.

(完整版)罗宾斯《管理学》内容概要,中英文对照

(完整版)罗宾斯《管理学》内容概要,中英文对照

(完整版)罗宾斯《管理学》内容概要,中英文对照罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义:对完成特定使命的人们的系统性安排组织的层次:操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义:指挥别人活动的人管理(management)的定义:同别人一起或者通过别人使活动完成得更有效的过程。

管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions):计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles):人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同,在活动时间上,有效的管理者花费了大量的时间用于沟通,而网络联系(社交等)占据了成功的管理者很大部分时间。

管理者在不同的组织中进行着不同的工作。

组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。

2章管理的演进1、20世纪以前的管理:亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期(20世纪):科学管理(scientific management):弗雷德里克·泰勒一般行政管理理论(general administrative theory):亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach):权威的接受观点(acceptance view of authority),霍桑研究,人际关系运动(卡内基、马斯洛),行为科学理论家(behavioral science theorists) 定量方法(quantitative approach)3、近年来的趋势(20世纪后期):趋向一体化过程方法(process approach)系统方法(systems approach):封闭系统和开放系统(closed systems)权变方法(contingency approach):一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题(21世纪):变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM):由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境:管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。

罗宾斯《管理学》第五章笔记:社会责任与管理道德

罗宾斯《管理学》第五章笔记:社会责任与管理道德

罗宾斯《管理学》第五章笔记:社会责任与管理道德第五章社会责任与管理道德学习目的:1.阐述社会责任的古典观和社会经济观2.列举赞成和反对企业承担社会责任的论点3.区分社会责任与社会响应4.阐述公司的社会责任和经济效益间的联系5.定义利害攸关者并描述他们在社会责任中扮演的角色6.定义道德7.区分三种道德观8.识别影响道德行为的因素9.描述道德发展的阶段10.讨论组织能够改善雇员道德行为的各种途径第一节什么是社会责任一.两种相反的观点1.古典观【classical view】1)含义:一种认为管理者的责任只是利润最大化的观点2)支持者:弗里德曼3)观点:管理者是职业经理,是雇员,他们的主要责任是让股东获利。

如果支付社会行为,那么股东、雇员、消费者和企业总有其中之一受损。

2.社会经济观【socieconomic view】:1)含义:认为管理的社会责任不仅包括创造利润,而且包括保护和改善社会福利的观点2)观点:古典观主要缺陷在于他们他们的时间框架,管理者应该关心长期的资本收益最大化。

他们必须承担社会义务以及由此产生的成本。

他们必须以不污染、不歧视、不从事欺骗性的广告宣传等方式来保护社会福利,他们必须从事社区的慈善事业。

古典观只触及了现实的表面,现代企业不再仅仅是经济机构了。

二.赞成和反对社会责任的争论1.赞成的论据:1)公众期望2)长期利润3)道德义务4)公众形象5)更好的氛围(吸引并留住雇员)6)减少政府调节7)责任与权力的平衡8)股东利益(长期)9)资源占有(有能力)10)预防社会弊端的优越性2.反对的论据:1)违反利润最大化原则2)淡化使命(生产率)3)成本4)权力过大5)缺乏技能(经济导向的商人不胜任处理社会问题)6)缺乏明确规定的责任7)缺乏大众支持三.从义务到响应1.社会责任【social responsibility】:一个企业超出法律和经济要求,追求对社会有利的长期目标的任务2.社会义务【social obligation】:一个企业满足其经济和法律责任的义务3.社会响应【social responsiveness】:一个企业适应社会条件变化的能力4.社会责任与社会响应第二节社会责任和经济绩效一.许多关于此问题研究的局限:通过分析年度报表内容,引证公司文档中有关社会行动的描述,或者用公众感觉的“声誉”指数来确认企业的社会绩效。

罗宾斯《管理学》课后习题答案

罗宾斯《管理学》课后习题答案

罗宾斯《管理学》课后习题答案第Ⅰ篇绪论第一章管理与组织导论一、谁是管理者1.管理者在哪些方面不同于非管理人员?答:协调其他人的工作——区分了管理岗位与非管理岗位。

2.说明为什么并不总能很容易地确定谁是组织中的管理员。

答:组织以及工作正在变化的性质模糊了管理者与非管理雇员之间的界限,许多传统的职位现在都包括了管理性的活动,特别是在团队中(团队成员通常要制定计划、决策以及监督自己的绩效),非管理雇员也承担着过去是管理者的一部分职责。

补充:⑴管理者:管理者是这样的人,他通过协调其他人的活动达到与别人一起或者通过别人实现组织的目标。

3.对比三种不同的管理层次。

答:①基层管理者是最低层的管理人员,他们管理着非管理雇员所从事的工作,这些工作生产和提供组织的产品。

②中层管理者包括所有处于基层和高层之间的各个管理层次的管理者,这些管理者管理着基层管理者。

③高层管理者处于或接近组织顶层,他们承担着制定广泛的组织决策、为整个组织制定计划和目标的责任。

注:并不是所有的组织都具有金字塔形的组织结构,但都需要某个人来扮演管理者的角色,即需要有人来协调工作和活动,以便能够同别人一起或者通过别人来实现组织的目标。

二、什么是管理补充:⑴管理:定义为一个协调工作活动的过程,以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。

要点:①过程代表了一系列进行中的有管理者参与的职能或活动,这些职能一般划分为计划、组织、领导和控制。

②协调其他人的工作——区分了管理岗位与非管理岗位。

③有效率和有效果地完成组织的工作活动。

4.如何理解管理是一个过程。

答:上面要点①。

5.定义效率和效果。

答:①效率是指以尽可能少的投入获得尽可能多的产出。

通常指的是“正确地做事”,即不浪费资源。

②效果通常是指“做正确的事”,即所从事的工作和活动有助于组织达到其目标。

③可见,效率是关于做事的方式;效果是指实现组织目标的程度,涉及事情的结果。

6.解释效率和效果对管理的重要性。

罗宾斯管理学课后习题(英文版)--Chapter 4 Quiz

罗宾斯管理学课后习题(英文版)--Chapter 4 Quiz

Chapter 4 QuizThis activity contains 40 questions.1.A car company that improves their engines so their cars get higher than the legally required minimum standard for miles per gallon is practicing:A. social responsivenessB. social obligationC. the classical viewD. issue intensityE. social responsibility2.A company improving air pollution standards at their firm to meet the minimum levels required by law is practicing:proactive approachaccommodative approachobstructionist approachclassical approachdefensive approach3.Which of the following is an argument for social responsibility?dilution of purposeviolation of profit maximizationlack of accountabilitytoo much powerpublic expectations4.A major argument against social responsibility suggests that there are no direct lines of social accountability from the business sector to the public.TrueFalse5.A major argument against social responsibility suggests that business people lack the necessary skills to address social issues.TrueFalse6.A major argument against social responsibility suggests that by allowing business to pursue social goals, it would decrease the power of business. TrueFalse7.A manager who makes decisions to promote workers based on merit because she believes this is fair to everyone accepts the_______________ view of ethics.code of ethicsintegrativetheory of justiceutilitarianrights8. A manager who requires all employees to wear safety glasses even though they don't like wearing them because he believes this policy will make the workplace safer for everyone and will protect the company from a lawsuit, believes in the _______________ view on ethics.utilitarianintegrativerightstheory of justicecode of ethics9. A manager who sets a policy that allows a worker to challenge the fairness of promotion policies because she wants to make sure that individual's rights are protected subscribes to the _______________ view on ethics.code of ethicsintegrativetheory of justiceutilitarianrights10. A way to improve ethical behaviour that allows a manager to learn about an individual's level of moral development, personal values, etc., is: having a written corporate code of ethicssetting job goals for employeesprovide ethical trainingthe selection process for hiring new employees.the examples of top management's leadership11. According to the rights views of ethics, decisions are made on the basis of outcomes or consequences.TrueFalse12. An approach to management in which managers establish and uphold shared organizational values is called:values-based managementstakeholder managementissue intensity managementgreen managementsocial responsiveness13. An organization's formal rules, regulations and performance appraisal systems are all part of an organization's ______ which impact ethical behavior.cultureego strengthstructural variableslocus of controlvalues14. At the conventional level of moral development, individuals make decisions based on ethical principlesTrueFalse15. At the preconventional level of moral development, individuals make decisions based on their own personal consequences.TrueFalse16. Closing a plant that puts 500 people out of work versus closing a plant that puts 50 people out of work illustrates the _______________ characteristic of issue intensity.proximity to the victimimmediacy of consequencesgreatness of harmconsensus of evilprobability of harm17. Friedman, an advocate of the classical view of social responsibility, contends that shareholders have only two concerns: financial return and legal compliance.TrueFalse18. If a company was selling unsafe, high tar cigarettes to third world countries, a manager with an external locus of control would be likely to: not say what he thinks, but informally suggest that the company should stop selling the cigarettessay he believes that the cigarettes are unsafe and the company should not sell them, but do nothing to encourage the company to stop the practicecall the local paper anonymouslysay he believes that since the cigarettes are unsafe, the company should not sell them, and then actively campaign to persuade the company to stop selling the cigarettesnot act to change the company practice even if he believes the cigarettes are unsafe19. If a company was selling unsafe, high tar cigarettes to third world countries, a manager with high ego strength would be likely to:say he believes that since the cigarettes are unsafe, the company should not sell them, and then actively campaign to persuade the company to stop selling the cigarettescompany to stop selling the cigarettesnot say what he thinks, but informally suggest that the company stop selling the cigarettes ignore the issue to protect his position with the companysay he believes that the cigarettes are unsafe and the company should not sell them, but does nothing to encourage the company to stop the practice20. Managers who demonstrate a strong commitment to social responsibility are ______________.accommodativeobstructionistproactivedefensiveclassicists21. Layoffs in your own plant versus layoffs you hear about in a far away province illustrate the _______________ characteristic of issue intensity. greatness of harmprobability of harmproximity to the victimconcentration of effectimmediacy of consequences22. Managers develop shared values for a variety of purposes including: developing employee aspirationsinfluencing marketing effortsimproving productivity and qualityinformation for performance appraisalsreducing costs23. Mangers need to assure employees who raise ethical concerns (whistle blowers) that they will face no personal career risks.TrueFalse24. One argument supporting social responsibility suggests that business can create a favorable public image by pursuing social goals.TrueFalse25. Reducing retirement benefits of current retirees versus reducing retirement benefits of current employees between the ages of 40 and 50 is an example of the _______________ characteristic of issue intensity. immediacy of consequencesprobability of harmproximity to the victimgreatness of harmconcentration of effect26. The socio economic view says that management's social responsibility goes beyond making profits.TrueFalse27. Social responsibility does not require business to determine what is right or wrong, only be guided by social norms.TrueFalse28. The majority of studies show a positive relationship between social involvement and economic performance.TrueFalse29. The belief that the primary interest of managers should be protecting the interests of their stockholders by maximizing profits is an example of: values-based managementcause-related marketingissue intensitythe socioeconomic viewthe classical view30. The classical view of social responsibility is a purely economic view. TrueFalse31. The classical view of social responsibility states that a manager's social responsibility goes beyond making a profit.TrueFalse32. The most outspoken advocate of the classical view of social responsibility is Milton Friedman.TrueFalse33. The utilitarian view of ethics is inconsistent with goals such as: respecting individual libertieslayoffsoutcomesconsequencesbest interests of stockholders34. The content and strength of an organization's culture influences_______________.ethical behaviourstructural variablesrisk tolerancereward allocationlocus of control35. If a Canadian company decides to base wage rates in a new factory in Ciudad Juarez on the existing rate in Ciudad Juarez, which view of ethics would it be using?theory of justiceintegrativerightsutilitarianclassical36. Most company's core values include:trainingbargaining regulationsethics and integritystructural variablesequitable benefits37. Independent social audits which evaluate decisions and practices in terms of the organization's __________ increase the likelihood of detection, a deterrent to unethical behaviour.employee selectionperformance appraisalcultureleadershipcode of ethics38. When corporations believe they have a social responsibility to the larger society they are reflecting:issue intensitythe socioeconomic viewcause-related marketingthe classical viewsocial obligation39. Long run profits and ethical obligations are two arguments for__________.managerial ethicsthe classical viewsocial responsibilitymoral developmentshared values40. You would not open someone's purse and steal money, but you might take home small office supplies without thinking about the ethical implications. This dichotomy is an example of _____ on ethical behavior. ego strengththe influence of integrative social contractsstructural variablesissue intensitythe locus of control。

罗宾斯,管理学,常考题目和答案

罗宾斯,管理学,常考题目和答案

1.In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.a. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time needed to manufacture products, and lowering product reject rates. From this perspective,eff iciency is often referred to as “doing things right”—that is, not wasting resources.b. Effectiveness is often described as “doing the right things”—that is, those work activities that will help the organization reach its goals. For instance, at the Beiersdorf factory, goals included open communication between managers and employees and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.2.In a short essay, list an explain the four basic functions of management.Answer(pg11): Planning:mangement founction that involves defining goals,estabiashing strategies for achieving those goals and developing plans to integrate and coordinate activities.Organising:management founction that involves determining what tasks are to be done, who is to do them,how the tasks are to be grouped, who reports to whom and where decisions are to be made.Leading:management founction that involves motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels or dealing in any way with employee behaviour issues.Controlling:management founction that involves monitoring actual to standard and takingaction if necessary.3.In a short essay, explain the four approaches that organisations can take with respect to environmental issues.The first approach simply is doing what is required legally: the legal approach. Under this approach, organizations exhibit little environmental sensitivity. They obey laws, rules, and regulations willingly and without legal challenge, and they may even try to use the law to their own advantage, but that’s the ext ent of their being green. This approach is a good illustration of social obligation: These organizations simply are following their legal obligations of pollution prevention and environmental protection. As an organization becomes more aware of and sensitive to environmental issues, it may adopt the market approach. In this approach, organizations respond to the environmental preferences of their customers. Whatever customers demand in terms of environmentally friendly products will be what the organization provides. Under the next approach, the stakeholder approach, the organization chooses to respond to multiple demands made by stakeholders. Under the stakeholder approach, the green organization will work to meet the environmental demands of groups such as employees, suppliers, or the community. Both the market approach and the stakeholder approach are good illustrations of social responsiveness. Finally, if an organization pursues an activist approach, it looks for ways to respect and preserve the earth and its natural resources. The activist approach exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibility.4.List the factors that influence the strength of an organization’s culture and discuss the impact of a strong culture on employees.a.size of the organizationb.how long it has been aroundc.how much turnover there has been among employeesd.intensity with which the culture was originatede.clear to employees what is important and what is not importantpare and contrast the ideas social obligation an social responsiveness.The more employees accept the organization’s key values and the greater their commitment to those values, the stronger the culture is. Strong cultures have a greater influence on employees than do weak cultures and are associated with high organizational performance. Strong culture also enhances performances Explanation of this is that if values are clear and widely accepted, employees know what they’re supposed to do and what’s expected of them so they can act quickly to take care of problems, thus preventing any potential performance decline.6.In a short essay, discuss the assumption of raionality and the validity of those assumption.AnswerA decision maker who was perfectly rational would be fully objective and logical. He or she would carefully define a problem and would have a clear and specific goal. Moreover, making decisions using rationality would consistently lead toward selecting the alternative that maximizes the likelihood of achieving that goal. The assumptions of rationality apply to any decision. Rational managerial decision making assumes that decisions are made in the best economic interests of the organization. That is, the decision maker is assumed to be ma ximizing the organization’s interests, not his or her own interests. Managerial decision making can follow rational assumptions if the following conditions are met: the manager is faced with a simple problem in which the goals are clear and the alternatives limited; the time pressures are minimal; the cost of seeking out and evaluating alternatives is low; the organizational culture supports innovation and risk taking; and outcomes are relatively concrete and measurable. However, most decisions that managers face in the real world don’t meet all of those tests.7.In a short essay, discuss bounded rationality and satisficing.AnswerDespite the limits to perfect rationality, managers are expected to follow a rational process when making decisions. However, certain aspects of the decision-making process are not realistic as managers make decisions. Instead, managers tend to operate under assumptions of bounded rationality; that is, they behave rationally within the parameters of a simplified decision-makingpr ocess that is limited by an individual’s ability to process information. Managers satisfice, rather than maximize, because they can’t possibly analyze all the information on all of the alternatives. That is, they accept solutions that are “good enough.” Th ey are being rational within the limits of their information-processing ability.8.In a short essay, list and discuss the three levels of strategy that a large organization must develop.Answera.Corporate strategy—this strategy seeks to determine what businesses a company should be in or wants to be in. Corporate strategy determines the direction that the organization is going and the roles that each business unit in the organization will plan in pursuing that direction.b.Business strategy—this strategy seeks to determine how an organization should compete in each of its businesses. For a small organization in only one line of business or the large organization that has not diversified into different products or markets, the business strategy typically over laps with the organization’s corporate strategy. For organizations with multiple businesses, however, each division will have its own strategy that defines the products or services it will offer and the customers it wants to reach.c.Functional strategy—this strategy seeks to determine how to support the business strategy. For organizations that have traditional functional departments such as manufacturing, marketing, human resources, research and development, and finance, these strategies need to support the business strategy.9.In a short essay, list the tree traditional organizational designs. Describe the characteristics that are commonly associated with each. (P309)10.In a short essay, discuss the concept of competitive advantage. Include specific examples of companies and their respective competitive advantages to support your answer.AnswerCompetitive advantage is what sets an organization apart, that is, its distinctive edge. That distinctive edge comes from the organization’s core competencies, which might be in the form of organizational capabilities—the organization does something that others cannot do or does it better than others can do it. For example, Dell has developed a competitive advantage based upon its ability to create a direct-selling ch annel that’s highly responsive to customers. Southwest Airlines has a competitive advantage because it is skilled in giving passengers what they want—quick, convenient, and fun service. Or those core competencies that lead to competitive advantage also can come from organizational assets or resources—the organization has something that its competitors do not have. For instance, Wal-Mart’s state-of-the-art information systems allows it to monitor and control inventories and supplier relations more efficiently than its competitors, which Wal-Mart has turned into a price advantage.11.In a short essay, define management by objectives (MBO) and list four elements of this type of goal setting. What are some problems associated with this approach?AnswerManagement by objectives (MBO) is a management system in which specific performance goals are jointly determined by employees and their managers, progress toward accomplishingthese goals is periodically reviewed, and rewards are allocated on the basis of this progress. Rather than using goals only as controls, MBO uses them to motivate employees as well. Management by objectives consists of four elements: goal specificity, participative decision making, an explicit time period, and performance feedback. Its appeal lies in its focus on employees working to accomplish goals they have had a hand in determining. One problem is that MBO may not be as effective in times of dynamic environmental change. Under an MBO program, employees need some stability to work toward ac complishing the set goals. If new goals must be set every few weeks, there’s no time for employees to work on accomplishing the goals and measuring that accomplishment. Another problem of MBO programs is that an overemphasis by an employee on accomplishing his or her goals without regard to others in the work unit can be counterproductive. A manager must work closely with all members of the work unit to assure that employees aren’t working atcross-purposes. Finally, if MBO is viewed simply as an annual exercise in filling out paperwork, employees won’t be motivated to accomplish the goals.12.In a short essay, list and discuss the five needs that are based on Maslow’s hierarchy of needs theory.Answera.Physiological needs: food, drink, shelter, sexual satisfaction, and other physical requirements.b.Safety needs: security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met.c.Social needs: affection, belongingness, acceptance, and friendship.d.Esteem needs: internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention.e.Self-actualization needs: growth, achieving one’s potential, and self-fulfillment; the drive to become what one is capable of becoming.1.In a short essay, explain the difference between a multinationalcorporation (MNC), a transnational corporation (TNC), and a borderless organization. Include examples of companies for each of the types of organizations discussed.Answera. Multinational corporation—these organizations—which maintain significant operations in multiple countries but are managed from a base in the home country—inaugurated the rapid growth in international trade. With its focus on control from the home country, the MNC is characteristic of the ethnocentric attitude. Some examples of companies that can be considered MNCs include Sony, Deutsche Bank AG, ExxonMobil, and Merrill Lynch. Although these companies have considerable global holdings, management decisions with company-wide implications are made from headquarters in the home country.b. Transnational corporation (TNC)—this company maintains significant operations in more than one country but decentralizes management to the local country. This type of organization doesn’t attempt to replicate its domestic successes by managing foreign operations from its home country. Instead, nationals typically are hired to run operations in each country, and marketing strategies for each country are tail ored to that country’s unique characteristics. This type of global organization reflects the polycentric attitude. For example, Switzerland-based Nestlé, the world’s largest food company, can be described as a transnational. With operations in almost every country on the globe, its managers match the company’s products to its consumers. In parts of Europe, Nestlé sells products that are not available in the United States or Latin America.c. Borderless organization—because of the increasingly global environment, many largewell-known companies are moving to more effectively globalize their management structure by eliminating structural divisions that impose artificial geographical barriers. The borderless organization approaches global business from a geocentric attitude. For example, IBM dropped its organizational structure based on country and reorganized into 14 industry groups. Borderless management is an attempt by organizations to increase efficiency and effectiveness in a competitive global marketplace.2.In a short essay, define organizational culture and discuss the three implications of culture as discussed in the textbook.AnswerOrganizational culture is a system of shared meaning and beliefs held by organizational members that determines, in large degree, how they act. It represents a common perception held by the organization’s members. In every organization, there are systems or patterns of values, symbols, rituals, myths, and practices that have evolved over time. These shared values determine, to a large degree, what employees see, and how they respond to their world. When confronted with problems or work issues, the organizational culture influences what employees can do and how they conceptualize, define, analyze, and resolve these issues.This definition of culture implies several things. First, culture is a perception. Individuals perceive the organizational culture on the basis of what they see, hear, or experience within the organization. Second, even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. That is the shared aspect of culture. Finally, organizational culture is a descriptive term. It’s concerned with how members perceive the organization, not with whether they like it. It describes rather than evaluates.3.In a short essay, list and briefly explain the steps, processes, and best practices managers typically utilize in the control process. Provide examples where appropriate.Answera.Measuring—the first step in the control process is measuring. Most jobs and activities can be expressed in tangible and measurable terms. However, managers frequently use a variety of sources of information to measure actual performance, such as personal observation, statistical reports, oral reports, and written reports. For most managers, using a combination of approaches increases both the number of input sources and the probability of getting reliable information.paring—the second step involves determining the degree of variation between actual performance and the prespecified standard. Some variation is to be expected. However, it is important for managers to determine the acceptable range of variation.c.Taking managerial action—managers can choose among three possible courses of action: do nothing, correct the actual performance, or revise the standards. Examples of corrective actions might include changing strategy, structure, compensation plans, training programs, redesigning jobs, or firing employees. Revising standards is an appropriate response if the variance was the result of unrealistic expectations. However, revising standards downwards can be troublesome when an employee or work unit fall short of reaching a goal. If they don’t meet the standard, their natural response is to attack the standard. If the manager believes the standard is fair, they should explain their position, reaffirm their desire for the employee or work unit to meet the standard, and then take necessary corrective action to turn that expectation into reality.4.In a short essay, list and discuss three of the main performance control tools used for monitoring and measuring organizational performance.Answera.Feedforward, concurrent, and feedback controls—the most desirable type of control—feedforward control—prevents anticipated problems since it takes place before the actual activity. Concurrent control, as its name implies, takes place while an activity is in progress. The most popular type of control relies on feedback. In feedback control, the control takes place after the activity is done.b.Financial controls—one of the primary purposes of every business firm is to earn a profit. In pursuit of this objective, managers need financial controls. They might perform several financial ratio tests to ensure that sufficient cash is available to pay ongoing expenses, that debt levels haven’t become too high, or that assets are being used productively. Or, they might look at some newer financial control tool s such as Market Value Added (MVA) to see if the company’s market value is greater than the capital invested in it.rmation controls—information can be critical to monitoring and measuring an organization’s performance. Managers need the right informat ion at the right time and in the right amount. Inaccurate, incomplete, excessive, or delayed information will seriously impede performance.d.Balanced scorecard—this is a performance measurement that was introduced as a way to evaluate organizational performance from more than just the financial perspective. The balanced scorecard is a performance measurement tool that looks at four areas—financial, customer, internal processes, and people/innovation/growth assets—that contribute to a company’s performance. According to this approach, managers should develop goals in each of the four areas and measure to determine if these goals are being met.e.Benchmarking of best practices—benchmarking is the search for the best practices among competitors or noncompetitors that lead to their superior performance. At its most fundamental level, benchmarking means learning from others. As a tool for monitoring and measuring organizational performance, benchmarking can be used to help identify specific performance gaps and potential areas for improvement.。

罗宾斯管理学英文版05章

罗宾斯管理学英文版05章

A general conclusion is that a firm’s social actions do not harm its long-term performance.
Follow this Learning Outline as you read and study this chapter.
What is Social Responsibility
Contrast the classical and socioeconomic views of social responsibility. Discuss the role that stakeholders play in the four stages of social responsibility. List and explain the arguments for and against social responsibility. Differentiate between social obligation, social responsiveness, and social responsibility.
Values-Based Management
Define values-based management. Discuss what purposes shared values serve. List some of the core values held by U.S. companies. Describe the relation of values-base management to ethics.
Social Responsibility and Economic Performance

罗宾斯《管理学》习题答案

罗宾斯《管理学》习题答案

罗宾斯《管理学》习题答案第一章:管理和组织1. 什么是管理?管理是一种通过组织和协调组织内外资源,以实现组织目标的活动。

它涉及规划、组织、领导和控制等方面,旨在提高组织的绩效和效率。

2. 管理者的角色有哪些?管理者的角色包括:决策者、沟通者、协调者、资源分配者、监督者和激励者等。

他们需要在组织内部和外部之间进行协调,以确保组织的顺利运作。

3. 组织的特点有哪些?组织的特点包括:目标导向、人员组合、协作和分工、形式和非形式结构等。

组织的特点决定了它的运作方式和效率。

4. 什么是组织文化?组织文化是指组织内部共享的价值观、信念和行为方式。

它是组织的独特文化特征,对组织内部成员的行为和决策产生影响。

5. 管理学的历史和发展管理学的历史可以追溯到古代,但现代管理学的发展主要起源于20世纪初。

管理学逐渐形成了管理理论、管理原则和管理实践等体系,为组织管理提供了理论指导。

第二章:管理环境1. 管理环境的组成部分有哪些?管理环境包括内外环境。

内部环境由组织的员工、文化和结构等因素组成,而外部环境则包括政治、经济、社会和技术因素等。

管理者需要了解和适应环境的变化,以确保组织的成功。

经济环境对管理的影响主要表现为市场竞争、供求关系、通货膨胀和经济周期等方面。

管理者需要根据经济环境的变化,制定相应的策略和决策。

3. 技术环境对管理的影响有哪些?技术环境对管理的影响包括信息技术的发展、生产工艺的改进和自动化等方面。

管理者需要不断学习和应用新的技术,以提高组织的效率和竞争力。

4. 政治环境对管理的影响有哪些?政治环境对管理的影响主要表现为政府政策、法律法规和政府政策等方面。

管理者需要遵守相关法律法规,并与政府保持良好的关系。

除了经济、技术和政治环境外,管理者还需要考虑社会、文化、人口和环境等因素对管理的影响。

这些因素可以影响组织的形象和公众形象。

第三章:管理理论1. 传统管理理论有哪些?传统管理理论包括科学管理学、行政管理学和人际关系学。

(英文)罗宾斯管理学考研笔记1-19章

(英文)罗宾斯管理学考研笔记1-19章

Management(9td Edition)罗宾斯《管理学》英文笔记(1-13)Chapter 1 introduction to management and organization1.Managers1)Managers coordinate and oversee the work of other people to accomplish organizational goals.Non-managerial employees work directly on a job or task and have no one reporting to them.2)Classifying managers:Top managers are managers at or near the upper levels of the organization who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.Middle managers are those between the lowest and top levels of the organization who manage the work of first-line managers.First-line managers are those at the lowest level of management who manage the work of non-managerial employees and typically are directly or indirectly involved with producing the organization’s products or servicing the organization’s customers.2.ManagementManagement i nvolves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.Efficiency means doing things right or getting the most output from the least amount of inputs.Effectiveness means doing the right things, or completing activities so that organizational goals are attained.3.Management functionsPlanning involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.Organizing involves arrange and structure work to accomplish organizational goals.Leading involves working with and through people to accomplish organizational goals.Controlling involves monitoring, comparing, and correcting work performance.4.Management roles(Henry Mintzberg’s managerial roles)1)Interpersonal roles involve people and other duties that are ceremonial and symbolic in nature.2)Information roles involve collecting, receiving, and disseminating information.5.Management skills(Robert L. Katz)Technical skills are the job-specific knowledge and techniques needed to proficiently perform work tasks.These skills are more important for first-line managers.Human skills refer to the ability to work well with other people both individually and in a group.These skills are equally important for all managers.Conceptual skills refer to the ability to think and to conceptualize about abstract and complex situations.These skills are more important for top managers.6.The changes in manager’s job:1)Changing technology (digitization)Impact: shifting organizational boundariesVirtual workplacesMore mobile workforceFlexible work arrangementEmpowered employees2)Changing security threatsImpact: risk arrangementWork life-personal life balanceRestructured workplaceDiscrimination concernsGlobalization concernsEmployee assistance3)Increased emphasis on organizational and managerial issuesImpact: redefined valuesRebuilding trustIncreased accountability4)Increased competitivenessImpact: customer service(Customer service is important because without them, most organizations would cease to exist. And employeeattitudes and behaviors play a big role in customer satisfaction.)Innovation(Innovation is important for organizations to be competitive.)GlobalizationEfficiency/productivityanizationCharacteristics of organization: a distinctive purpose, composed of people, and a deliberate structure.Today’s organizations are more open, flexible, and responsive to changes than organizations once were. Why study managementIt’s important to study management for three reasons: (1) the universality of management, (2) the reality of work, and (3) the rewards and challenges of being a manager.(1)The universality of management refers to the fact that managers are needed in all types and sizes oforganizations, at all organizational levels and work areas, and in all global locations.(2)The reality of work—that is you will either manage or be managed.(3)Rewards:Create a work environment in which organizational members can work to the best of their ability.Have opportunities to think creatively and use imagination.Help others find meaning and fulfillment in wok.Support, coach, and nurture others, etc.Challenges:Do hard workMay have more clerical than managerial dutiesHave to deal with a variety of personalitiesOften have to make do with limited resources, etc.Chapter 7 Foundations of Planning1.PlanningPlanning involves defining organization’s goals, establishing an overall strategy for achieving those goals, and developing plans to integrate and coordinate work activities.In formal planning, specific goals covering a specific time period are written and shared with organizational members, and specific plans exist for achieving these goals.In informal planning,goals are never written down or seldom talked with other organizational members.Informal planning also lacks continuity.2.The purpose of planning1)Providing direction to managers and non-managers alike.2)Reducing uncertainty.3)Minimizing waste and redundancy.4)Establishing goals or standards used in controlling.3.The relationship between planning and performanceFirst, generally speaking, formal planning is associated with positive financial results.Second, it’s more important to do a good job of planning and implementing the plans than to do more extensive plans.Next, in studies where formal planning didn’t lead to higher performance, external environment often was the culprit.Finally, the planning-performance relationship seems to be influenced by the planning time frame.4.Goals: Goals are desired outcomes.The types of goals: financial goals are related to the financial performance of the organization, while strategic goals are related to all areas of an organization performance.Stated goals are official statement of what an organization says—and what it wants its various stakeholders to believe–its goals are. Real goals are the goals that an organization actually pursues, and defined by the actions of its members.5.Plans: Plans are documents that outline how goals are going to be met.Types of plans: (breadth) strategic or operational(Time frame) long term or short term(Specificity) directional or specific(Frequency of use) single use or standingStrategic plans apply to an entire organization, while operational plans encompass a particular functional area.Long term plans are those with a time frame beyond three years. Short term plans are those coving one year or less.Specific plans are clear defined and leave no room for interpretation. Directional plans are flexible and set out general guidelines.A single-use plan is a one-time plan and designed to meet the needs of a unique situation. Standing plansare ongoing plans that provide guidance for activities perform repeatedly.6.Two approaches to setting goalsTraditional goal settingIn traditional goal setting, goals set by top manager flow down through the organization and become subgoals for each organization area.Means-ends chain is an integrated network of goals in which goals achieved at lower levels serve as the means for achieving the goals at the next level.Management by objectives (MBO)Management by objectives is a process of setting mutually agreed upon goals and using those goals to evaluate employee performance.7.Six characteristics of well-written goals:(1)written in terms of outcomes,(2)measurable and quantifiable,(3)clear as to a time frame,(4)challengingbut attainable,(5)written down,(6)communicated to all organizational members who need to know them.8.Five steps of setting goals:1)Review the organization’s mission2)Evaluate available resources3)Determining the goals individually or with input from others4)Write down the goals and communicate them to all who need to know them5)Review results and whether goals are being met.9.Three contingency factors in planning:the manager’s level in the organization, degree of environmentuncertainty, and the length of future commitments.10.Two approaches to planningTraditional approachIn traditional approach, plans are developed by top managers and flow down through other organization levels; this approach may use a formal planning department.MBOMBO approach involves more organizational members in the planning process.11.Criticisms of planning:1)Planning may create rigidity.2)Plans can’t be developed for a dynamic environment.3)Formal plans can’t replace intuition and creativity.4)Planning may focus managers’ attention on today’s competition, not on tomorrow’s survival.5)Formal plans reinforce success, which may lead to failure.6)Just planning isn't enough.These criticisms are valid if planning is rigid and inflexible.12.Effective planning in today’s dynamic environmentManagers should develop plans that are specific but flexible.It’s also important to make the organizational hierarchy flatter and allow lower organizational levels to set goals and develop plans.Chapter 8 Strategic Management1.Define strategic management, strategy, and business model.Strategic management is what managers do to develop an organization’s strategies.Strategies are the plans for how the organization will do whatever it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals.A business model is how a company is going to make money.2.Give four reasons why strategic management is important.1)It makes a difference in how an organization performs.2)It’s important for helping managers cope with continually changing situations.3)Organizations are complex and diverse. Strategic management helps to coordinate and focus employees’efforts on what is important.4)It’s related to many decisions made by managers.3.The six steps in the strategic management process.The six steps are (1)identify the current mission, goals, and strategies; (2)do an external analysis; (3)do an internal analysis; (4)formulate strategies; (5)implement strategies; and (6)evaluate strategies.4.Define SWOT.The SWOT analysis is an analysis of an organization’s strengths, weaknesses, opportunities and threats. Strengths are any activities the organization does well or unique resources it has.Weaknesses are the activities organization doesn’t do well or the resources it needs but doesn’t have. Opportunities are positive trends in the external environment.Threats are negative trends.5.Define resources, capabilities, and core competencies.Resources are an organization’s assets that used to develop, manufacture, and deliver products to its customers. Capabilities are an organization’s skills and abilities in doing the work activities needed in its business.Core competencies are the major value-creating capabilities.Both resources and core competencies determine the organization’s competitive weapons.6.The three types of organization’s strategiesA corporate strategy specifies what business a company is in or wants to be in and what it wants to do with those businesses.A business/competitive strategy is a strategy for how an organization will compete in its business.Functional strategies are the strategies used by an organization’s various functional departments to support the organization’s competitive strategy.7.Corporate strategies.(growth, stability, renew)The three types:With a growth strategy, an organization expands the number of markets served or products offered either through current or new businesses.The types of growth strategies include concentration, vertical integration (backward and forward), horizontal integration, and diversification (related and unrelated).With a stability strategy, an organization continues to do what it is currently doing.A renew strategy address organizational weaknesses that are leading to performance decline.The two types of renew strategies are retrenchment and turnaround strategies. A retrenchment strategy is a short-run renew strategy used for minor performance problems. While a turnaround strategy is used when an organization’s problems are more serious.BCG matrixBCG matrix is a strategy tool that guides resources allocation decisions on the basis of a business’s market share and its industry’s anticipated growth rate.The four categories of the BCG matrix are cash cows, stars, question marks, and dogs.8.Business/competitive strategiesThe role of competitive advantage:An organization’s competitive advantage is what sets it apart, its distinctive edge. A company’s competitive advantage becomes the basis of choosing an appropriate business or competitive strategy.Porter’s five forces modelPorter’s five forces model assesses the five competitive forces that dictate the rules of competition in an industry: (1) threat of new entrants, (2) threat of substitutes, (3) bargaining power of buyers, (4) bargaining power of suppliers, and (5) rivalry.Porter’s three competitive strategiesWith a cost leadership strategy, an organization competes on the basis of having the lowest cost in its industry. With a differentiation strategy, an organization competes on the basis of having unique products that are widely valued by customers.With a focus strategy, an organization competes in a narrow segment, with either a cost advantage or a differentiation advantage.9.Explain why strategic flexibility is important.Strategic flexibility is the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision isn’t working.It is important because managers often face highly uncertain environments.10.Explain e-business strategies.Managers can use e-business strategies to reduce costs, to differentiate their firm’s products and services, or to target (focus on) specific customer groups or to lower costs by standardizing certain office functions.Another important e-business strategy is the clicks-and-bricks strategy, which combines online and traditional stand-alone locations.11.How to become more customer oriented.Strategies managers can use to become more customer oriented include:1)Giving customers what they want2)Communicating effectively with customers3)Cultivating a culture that emphasizes customer service.12.How to become more innovativeStrategies managers can use to become more innovative include:1)Deciding their organization’s innovative emphasis(basic scientific research, product development, or processdevelopment)2)Deciding its innovation timing(first mover or follower)Chapter 10 organizational structure and design1.Six key elements in organizational design.1)Work specialization2)Departmentalization3)Chain of command4)Span of control5)Centralization and decentralization6)Formalization2.Work specializationTraditional view: work specialization is a way to divide work activities to separate job tasks.Contemporary view: work specialization is an important organizing mechanism, but it can lead to problems when carried to extremes.3.DepartmentalizationHow jobs are grouped together is called departmentalization.The five forms of departmentalization:1)Functional departmentalization—groups jobs according to function2)Product departmentalization—groups jobs by product line3)Geographical departmentalization—groups jobs by geographical region4)Process departmentalization—groups jobs on product or customer flow5)Customer departmentalization—groups jobs on specific and unique customers4.Chain of commandChain of command is the line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom.Authority refers to the rights inherent in a managerial position to tell people what to do and to expect themto do it.Responsibility is the obligation or expectation to perform assigned duties.Unity of command is a managerial principle that each person should report to only one manager.Traditional view: the chain of command and its companion concepts—authority, responsibility, and unity of command—were viewed as important ways of maintaining control in organizations.Contemporary view: they’re less relevant in today’s organizations.5.Span of controlSpan of control is the number of employees a manager can effectively and efficiently manage.Traditional view: managers should directly supervise no more than five or six employees.Contemporary view: the span of control depends on the skills and abilities of the manager and the employees and on the characteristics of the work being done.6.Centralization and decentralizationCentralization is the degree to which decision making is concentrated at upper levels of the organization.Decentralization is the degree to which lower-level employees provide input or actually make decisions.(Centralization—decentralization is a structure decision about who make decision—upper-level managers or lower-level employees.)More centralization1)Environment is stable.2)Lower-level managers are not as capable or experienced at making decisions as upper-level managers.3)Lower-level managers do not want a say in decisions.4)Decisions are relatively minor.5)The organization is facing a crisis or the risk of company failure.6)Company is large.7)Effective implementation of company strategies depends on managers retaining say over what happens.More decentralization1)Environment is complex, uncertain.2)Lower-managers are capable and experienced at making decisions.3)Lower-managers want a voice in decisions.4)Decisions are significant.5)Corporate culture is open to allowing managers a say in what happens.6)Company is geographically dispersed.7)Effective implementation of company strategies depends on managers having involvement and flexibilityto make decisions.7.FormalizationFormalization refers to how standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.Today’s view: although formalization is necessary for consistency and control, many organizations today rely less on it to guide and regulate employee behavior.8.Contrast mechanistic and organic organizations.A mechanistic organization is a rigid and tightly controlled structure. An organic organization is a highly adaptive and flexible structure.Mechanistic organicHigh specialization cross-functional teamsRigid departmentalization cross-hierarchical teamsClear chain of command free flow of informationNarrow spans of control wide spans of controlCentralization decentralizationHigh formalization low formalization9.The contingency factors that affect organizational design:1)StrategyAn organizational structure should support its strategy. If the strategy changes, the structure should also change.2)SizeAn organizational size can affect its structure up to a certain point.Once an organization reaches a certain size (usually around 2000 employees), it’s fairly mechanistic.3)Technology (Woodward’s findings)An organizational technology can also affect its structure.An organic structure is most effective with unit production and process production technology. A mechanistic structure is most effective with mass production technology.(Unit production refers to the production of items in units or small batches. Mass production refers to the production of items in large batches. Process production refers to the production of items in continual process.)4)Environmental uncertaintyIn stable and simple environments, mechanistic designs can be more effective.The greater the uncertainty, the more it needs the flexibility of an organic design.10.Contrast the three traditional organizational designs.A simple structure is one with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization.Strengths: Fast; flexible; inexpensive to maintain; clear accountability.Weaknesses: Not appropriate as organization grows; reliance on one person is risky.A functional structure is an organizational design that groups similar or related occupational specialists together. Strengths: Cost-saving advantages from specialization (economies of scale, minimal duplication of people and equipment); employees are grouped with others who have similar tasks.Weaknesses: Pursuit of organizational goals can cause managers to lose sight of what’s best for the overall organization; functional specialists become insulated and have little understanding of what other units are doing.A divisional structure is made up of separate business units or divisions.Strengths: Focus on results—division managers are responsible for what happens to their products or service. Weaknesses: Duplication of activities and resources increase cost and reduce efficiency.11.Describe the contemporary organizational design.Team structureIn a team structure, the entire organization is made up of work teams.Advantages: Employees are more involvement and empowered. Reduced barriers among functional areas. Disadvantages: No clear chain of command. Pressure on teams to perform.Matrix and project structureMatrix is structure that assign specialists from different functional areas to work on projects but who return to their areas when project is completed.Project is a structure in which employees continuously work on projects. As one project is completed, employees move on to the next project.Advantages: Fluid and flexible design that can respond to environmental changes. Faster decision making.Disadvantages: Complexity of assigning people to projects. Task and personality conflicts.Boundaryless organizationBoundaryless organization is a structure that not defined by or limited to the horizontal, vertical, or external boundaries.Advantages: High flexible and responsive. Utilizes talent wherever it’s found.Disadvantages: Lack of control. Communication difficulties.Two types—virtual and networkA virtual organization consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.A network organization uses its own employees to do some work activities and uses networks of outside suppliers to provide other product components or work processes.12.Three organizational design challenges today.1)Keeping employees connected.2)Building a learning organization.A leaning organization is one that has developed the capacity to continuously learn, adapt, and change.3)Managing global structure issues.Chapter 11 managers and communication1.Define communication,interpersonal communication, and organizational communication. Communication is the transfer and understanding of meaning.Interpersonal communication is communication between two or more people.Organizational communication is all the patterns, networks, and systems of communication within an organization.2.The functions of communication: (control, motivate, emotional expression, information)1)Controlling employee behavior.2)Motivating employees.3)Providing a release for emotional expression of feelings and fulfillment social needs.4)Providing information.munication processThere are seven elements in the communication process. (sender, message, encoding, channel, decoding ,receiver) First, there is a sender who has a message. A message is a purpose to be conveyed. Encoding is converting a message into symbols. A channel is the medium a message travels along. Decoding is when the receiver translates a sender’s message. Finally, there’s feedback.4.The criteria to evaluate various communication methods:Feedback, complexity capacity, breadth potential, confidentiality, encoding ease, decoding ease, time-space constraint, cost, interpersonal warmth, formality, scannability, time of consumption.5.List the communication methods.Communication methods include face-to-face communication, telephone communication, group meetings, formal presentation, memos, faxes, traditional mail, e-mail, voice mail, employee publications, bulletin boards, other company publications, audio-and videotapes, hotlines, computer conferences, teleconferences, andvideoconferences.Nonverbal communication is communication transmitted without words. The best-known types are body language and verbal intonation6.The barriers to effective interpersonal communication:Barriers:1)Filtering2)Emotions3)Information overload4)Defensiveness5)Language6)National cultureWays to overcome:1)Using feedback2)Simplifying language3)Listening actively4)Constraining emotions5)Watching for nonverbal clues7.Contrast formal and informal communicationFormal communication refers to communication that takes place within prescribed organizational work arrangements.Informal communication is not defined by an organization’s structure hierarchy.8.Direction of communication flow: downward, upward, lateral, diagonal.(Diagonal communication is communication that crosses both work areas and organizational levels.)9.Three types of communication networks:In a chain network, communication flows according to the chain of command, both downward and upward.In a wheel network, communication flows between a clear identifiable and strong leader and others in a work team.In an all-channel network, communication flows freely among all members in a work team.10.Discuss how managers should handle the grapevine.Managers should manage the grapevine as an important information network. They can minimize the negative consequences of rumors by communicating with employees more openly, fully, and honestly.11.How technology affects managerial communication.Technology has radically changed the way organizational members communicate.1)It has significantly improved a manager’s ability to monitor performance.2)It has allowed employees to have more complete information to make faster decisions.3)It has provided employees more opportunities to collaborate and share information.4)It has made it possible for people to be fully accessible, anytime, anywhere.12.How information technology affects organization.IT affects organizations by affecting the way that organizational members communicate, share information, and do their work.munication issues in today’s organizations.The two main challenges of managing communication in an internet world are (1) legal and security issues and (2) lack of personal interaction.Organization can manage knowledge by making it easier for employees to communicate and share theirknowledge so that they can learn from each other ways to do their work more effectively and efficiently. One way is building online information databases that employees can access. Another way is creating communities of practice.Communicating with customers is an important managerial issue because what communication takes place and how it takes place can significantly affect a customer’s satisfaction with the service and the likelihood of being a repeat customer.Political correctness affects communications in that it sometimes restricts communication clarity. But managers must be sensitive to how their choice of words might offend others.Chapter 12 managing human resources1.Why is HRM importantHRM is important for three reasons:1)It can be a significant source of competitive advantage.2)It is an important part of organizational strategies.3)The way organizations treat their employees has been found to significantly affect organizationalperformance.2.The HRM processEight steps: (1) human resource planning; (2) recruitment and decruitment; (3) selection; (4) orientation; (5) training; (6) performance management; (7) compensation and benefits; (8) career development.The environmental factors that most directly affect the HRM process: labor unions, governmental laws and regulations, and demographic trends.3.Define job analysis, job description, and job specification.Job analysis is an assessment that defines jobs and the behaviors necessary to perform them.Job description is a written statement that describes a job—typically content, environment, and conditions of employment.Job specification is a written statement that specifies the minimum qualification that a person must possess to successfully perform a given job.4.Recruiting sources:1)Internet2)Employee referrals3)Company web site4)College recruiting5)Professional recruiting organizations5.Decruitment options:1)Firing2)Layoffs3)Attrition4)Reduced workweeks5)Early retirement6)Job sharing6.Selection tools。

罗宾斯管理学-课后习题答案

罗宾斯管理学-课后习题答案

罗宾斯《管理学》课后习题答案第一章1.答:组织是对完成特定使命的人们的系统性安排。

管理者是指挥别人活动的人,对一个组织来说,管理者起着十分重要的作用。

他们处于操作者之上,分为基层管理者、中层管理者和高层管理者。

缺少任何一个层次的管理者,组织都不能有效的运作,也就不能成功。

2.答:效果是指组织目标的达成度,效率则是指组织投入与产出的关系,有效率的组织一定会使组织成本最小化。

效率涉及活动的方式,效果涉及活动的结果,他们相互联系。

高效率与高效果相关联,低水平的管理通常是无效率和无效果或通过牺牲效率达到效果的。

一般来说,有效果的组织不一定是有效率的。

某些组织可以不顾效率而直接达到效果。

因此,管理不仅要注重效果,而且要尽可能的注重效率。

3.答:(1)计划包括规定组织的目标,制定整体战略以实现这些目标。

以及将目标逐层展开以便协调和将各种活动一体化。

(2)组织包括决定组织要完成的任务是什么,谁去完成这些任务。

这些任务怎样分类,谁向谁报告,以及各种决策应在哪一级上制定(3)领导包括激励下层,指导他们的活动,选择最有效的沟通渠道,解决组织成员间的冲突等。

(4)控制包括监视组织的行动以确保按计划进行,纠正各种偏差使组织回到正确的轨道上来。

4.答:明茨伯格的10种角色实质上与四种管理职能是一致的,他提出的许多角色基本上可以归入一个或几个职能中,如资源分配角色是计划的一部分,企业家角色也是属于计划职能。

所有人际关系角色是属于领导职能。

监听者角色属于控制职能,传播者属于组织职能,发言人领导职能,混乱驾驭者属于控制职能,谈判者则属于领导职能。

5.答:4种活动分别为:(1)传统管理:决策、计划和控制(2)沟通:交流例行信息和处理文书工作(3)人力资源管理:激励、惩戒、调节冲突、人员配备和培训(4)网络联系:社交活动、政治活动和外界交往。

平均的管理者强调的是传统管理,成功的管理者强调的是网络联系而有效的管理者强调的是沟通。

6.答:随着管理者在组织中的晋升,他们从事管理职能的程度在不断改变,他们将从事更多的计划工作和更少的直接监督职能。

罗宾斯《管理学》课后习题答案

罗宾斯《管理学》课后习题答案

罗宾斯《管理学》课后习题答案第Ⅰ篇绪论第一章管理与组织导论一、谁是管理者1.管理者在哪些方面不同于非管理人员?答:协调其他人的工作——区分了管理岗位与非管理岗位。

2.说明为什么并不总能很容易地确定谁是组织中的管理员。

答:组织以及工作正在变化的性质模糊了管理者与非管理雇员之间的界限,许多传统的职位现在都包括了管理性的活动,特别是在团队中(团队成员通常要制定计划、决策以及监督自己的绩效),非管理雇员也承担着过去是管理者的一部分职责。

补充:⑴管理者:管理者是这样的人,他通过协调其他人的活动达到与别人一起或者通过别人实现组织的目标。

3.对比三种不同的管理层次。

答:①基层管理者是最低层的管理人员,他们管理着非管理雇员所从事的工作,这些工作生产和提供组织的产品。

②中层管理者包括所有处于基层和高层之间的各个管理层次的管理者,这些管理者管理着基层管理者。

③高层管理者处于或接近组织顶层,他们承担着制定广泛的组织决策、为整个组织制定计划和目标的责任。

注:并不是所有的组织都具有金字塔形的组织结构,但都需要某个人来扮演管理者的角色,即需要有人来协调工作和活动,以便能够同别人一起或者通过别人来实现组织的目标。

二、什么是管理补充:⑴管理:定义为一个协调工作活动的过程,以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。

要点:①过程代表了一系列进行中的有管理者参与的职能或活动,这些职能一般划分为计划、组织、领导和控制。

②协调其他人的工作——区分了管理岗位与非管理岗位。

③有效率和有效果地完成组织的工作活动。

4.如何理解管理是一个过程。

答:上面要点①。

5.定义效率和效果。

答:①效率是指以尽可能少的投入获得尽可能多的产出。

通常指的是“正确地做事”,即不浪费资源。

②效果通常是指“做正确的事”,即所从事的工作和活动有助于组织达到其目标。

③可见,效率是关于做事的方式;效果是指实现组织目标的程度,涉及事情的结果。

6.解释效率和效果对管理的重要性。

罗宾斯(第9版)管理学习题5-6章

罗宾斯(第9版)管理学习题5-6章

第五章口选择题1.认为通过实现利润最大化保护利益相关群体的利益是管理者的主要职责的观点是( )。

a.古典观点 b.社会经济学观点 C.社会责任 d.问题强度2.认为企业应该为其所处的更大社会环境承担自己的社会责任的观点反映的是( )。

a.古典观点 b.社会经济学观点 C.社会义务 d.问题强度3.斯巴克车辆维修公司的管理者将雇员纳入企业利益相关群体的范畴,希望吸引、保留、激励优秀员工,管理者处于组织社会责任扩展的四阶段模型中的( )。

a.阶段1 b.阶段2 c.阶段 3 d.阶段44.企业提高空气污染标准以达到法律规定的最低水平是在实践( )。

a.社会责任 b.社会义务 C.社会响应 d.问题强度5.认为社会责任违背管理古典观点的本质而反对社会责任的人在( )基础上阐述自己的观点。

a.利润最大化的偏离 b.成本 C.权力过大 d.淡化使命6.企业发现自己生产的玩具存在安全隐患时,主动召回该产品是在实践( )。

a.社会责任 b.社会义务 C.社会响应 d.问题强度7.( )强调道德的强制约束,使社会环境变好而不是变坏。

a.社会责任 b.社会义务 c.社会响应 d.问题强度8.研究表明,( )。

a.社会责任与公司利润之间存在负相关关系。

b.社会责任对公司利润无直接影响。

c.社会责任与公司利润之间存在正相关关系。

d.社会责任对公司利润的影响依赖于问题强度。

9.对组织决策和活动与组织对自然环境的影响之间的紧密联系的意识称为( )。

a.联结点理论 b.管理的绿色化 c.生态意识 d.利益相关群体的授权10.以绿化美国为目标的环境敏感度的最高层次是( )。

a.法律方式 b.活动家方式 c.市场方式 d.利益相关群体方式11.当意识到管理应绿色化时,大多数组织在第一阶段采取的是( )。

a.法律方式 b.市场方式 c.利益相关群体方式 d.活动家方式12.管理者建立、推行和实践组织共享价值观的管理方式是( )。

罗宾斯《管理学》课后案例分析答案

罗宾斯《管理学》课后案例分析答案

第Ⅰ篇导论第一章管理者与管理一、谁是管理者。

(1)管理者:组织中指挥他人活动的人,他们拥有各种头衔。

(2)操作者:非管理人员,他们直接从事某项工作或任务,不具有监督别人工作的责任。

(3)组织:指一种有人们组成的,具有明确的和系统性结构的实体。

(4)管理者分类:基层管理者中层管理者高层管理者。

二、什么是管理和管理者做什么1、管理的定义。

(1)管理:同别人一起或通过别人使活动完成得更有效的过程。

这一过程体现在计划、组织、领导和控制的职能成基本活动中。

(2)效率:只输入与输出关系,涉及使完成活动的职员最小化。

(方法)效果:与活动的完成,即与目标的实现相联系。

(结果)两者关系:管理不仅关系到使活动达到目标,而且要做得尽可能有效率。

低水平管理绝大多数是由于无效率和无效果,或者是通过牺牲效率来取得效果。

2、管理的职能。

(1)计划:确定目标,制定目标,制定战略,以及开发分计划以协调活动。

(2)组织:决定需要做什么,怎么做,由谁去做。

(3)领导:指导和激励所有参与者以及解决冲突。

(4)控制:对活动进行见空以确保其按计划完成。

3、管理者角色(亨利·朋茨伯格)(1)管理者角色:指特定的管理行为范畴。

①涉及人际关系:挂名首脑、领导者、联络者。

②涉及信息传递:监听者、传播者、发言人。

③涉及决策制定:企业家、混沌驾御者、谈判者。

(2)理者角色与传统管理职能理论的关系:①职能方法仍然代表着将管理者的工作概念化的最有效方法。

②管理者角色实质上与四种职能是一致的。

4、有效的管理者与成功的管理者。

(弗雷德·卢森斯)①成功的管理者(提升最快的管理者)强调网络关系活动;而有效的管理者(绩效最佳的管理者)强调沟通。

②两者关系的意义:这个结果指出社交和改治技巧对于在组织中晋升是重要的[从传统管理、沟通、人力资源管理、网络联系活动者]随着层次的晋升,从事更多计划、组织、控制、而从事更少领导。

5、管理者工作的普遍性。

①管理具有某些一般的性质:@㈠无论在组织的哪一个层次上,所有管理者都履行着四种职能,区别仅在于对每种职能强调的程度随管理者在等级结构的位置而变化。

罗宾斯《管理学》课后习题详解(附英文参考答案)(激励员工)【圣才出品】

罗宾斯《管理学》课后习题详解(附英文参考答案)(激励员工)【圣才出品】

第16章激励员工16.1 中文答案详解一、思考题1.我们中的大多数人是为谋生而工作,而且工作显然是日常生活中的一个核心内容。

那么,为什么管理者还要对员工的激励问题如此担心呢?答:一般地说,“激励”(motivation),就是激发人的动机,使人有一股内在的动力,朝着所期望的目标前进的心理活动过程。

大多数管理学者认为,激励就是主体通过运用某些手段或方式让激励客体在心理上处于兴奋和紧张状态,积极行动起来,付出更多的时间和精力以实现激励主体所期望的目标。

激励的目的是为了调动组织成员工作积极性,激发他们工作的主动性和创造性,以提高组织效率。

尽管我们中大多数人是为了谋生而工作,但是谋生只是属于人的较低层次的需要,根据马斯洛的需要层次论,随着基本生存需要的满足,人们还会有较高层次的需要,通过对人较高层次需要的满足,可以更好的调动人的积极性。

美国哈佛大学的心理学家威廉·詹姆士在对职工的激励的研究中发现,按时计酬,员工只要发挥20%~30%的能力,就能保住饭碗;充分激励,员工的能力可发挥至80%~90%。

这就是说,同样一个人在受到充分激励后所发挥的作用相当于充分激励前的3倍。

这60%的差距就是有效激励的效果,也是管理者还要对员工激励问题如此担心的原因所在。

具体说来,激励主要有以下作用:(1)激励是现代管理最关键最困难的职能。

有效地组织并充分利用人力、物力和财力资源是管理的重要职能,其中对人力资源的管理最为重要。

在人力资源中,又以怎样激励人为最关键、最困难。

主管人员能够精确地预测、计划和控制财力、物力,而对于人力资源,特别对于人的内在潜力,至今无法精确地预测、计划和控制。

激励所以越来越受到重视,主要是由竞争加剧、激励对象的差异性和激励对象要求的多样性所决定的。

在激烈的竞争条件下,组织要想生存和发展,就要不断地提高自己的竞争力。

而提高竞争力就必须最大限度地激励组织中的全体成员,充分挖掘出其内在的潜力。

(2)通过激励可以把有才能的、组织需要的人吸引过来,并长期为该组织工作。

罗宾斯《管理学》英文版9个重点试题详细解答

罗宾斯《管理学》英文版9个重点试题详细解答

1.Discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles ofmanagement.①Develop a science for each element of an individual’s work to replace the old rule-of thumbmethod②scientifically select and then train ,teach and develop the worker.③heartily cooperate with workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.2.In a short essay, describe what is meant by the specific and general environments within whichorganizations operate.The specific environment includes external forces that directly impact managers’ decisions andactions and are directly relevant to the achievement of the organization’s goals. The main forces that make up the specific environment are customers, suppliers, competitions and pressure groups.The general environment includes the broad economic, political/legal, sociocultural, demographic, technological and global conditions that affect an organization.3.In a short essay, define organizational culture, identify and define the seven dimensions that make upan organization's culture.Organizational culture has been described as the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. First, culture is a perception .(It’s not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization .)Second, organizational culture is descriptive .(It’sconcerned with how members perceive the culture, not with whether they like it. Finally, eventhough individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. That’s the shared aspect of culture. )①Attention to detail ②Outcome Orientation ③People Orientation④Team Orientation⑤Aggressiveness⑥Stability⑦Innovation and Risk Taking4.In a short essay, discuss bounded rationality and satisficing.Bounded rationality which says that managers make decisions rationally but are limited by theirability to process information.Then, it about satisficing. Because the managerscan not possibly analyze all information on allalternatives, they satisfice rather than maximize. That is, they accept the solutions are “goodenough.”5.In a short essay, define management by objectives (MBO) and list four elements of this type of goalsetting.MBO:A process of setting mutually agreed upon goals and using those goals to evaluateperformance.Fourgoals:1goal specificity,2、 participative decision making,3、an explicit time period 4、 performance feedback.6.Ina short essay, define goals, then list and discuss six characteristics of well-designed goals.①written in terms of outcomes rather than actions ②measurable and quantifiable③clear as to atime frame④challenging get attain-able⑤written down⑥communicated to all necessaryorganizational members7.In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness insegmenting businesses. Include a discussion of the characteristics for each of the four categoriesbased on the BCG matrix.BCG.A strategy tool that guide resource allocation decisions on the basis of market share and growth rate of SBUs, providing a framework for understanding diverse businesses and help manager’sestablish priorities for resources. The dog should be sold off-dated also managers should milk cash cows for as much as they can, and use cash generated to invest in stars and question marks with strong potential improve market share.8. In a short essay, describe the strategic management process andidentify the six stages in the process.①Identify the organization’s current mission ,goals and strategies.②do an external analysis.③do an internal analysis.④formulate strategies.⑤implement strategies.⑥evaluate results.9.In a short essay, describe matrix structure. What are the advantages and disadvantages of this structure? The BCGmatrix introduced the idea that an organization’s businesses could be evaluated and plotted using a 2x2 matrix to identify which ones offered high potential and which were a drain on organizational resour ces.Some of the strategic advantages of this organizational structure are reduced working capital and process cycle times can be reduced in mostcases. It creates checksand balances between competing viewpoints and promotes making trade-off decisions that are best for the company.It also has a number of disadvantages that make it unsuitable for use inmany companies. It is very complex to manage and hard to maintain balance between differing lines of authority.。

罗宾斯管理学课后答案

罗宾斯管理学课后答案

第一章思考题1.你的课程的授课教师是管理者吗?请分别用管理职能、管理角色、技能观点以及系统观点和权变观点讨论这个问题。

2.有人说,管理者最基本的职责是关注员工的工作绩效。

以达到希望的产出。

你怎么解释这个观点?你是否同意这个观点?说明你的理由。

3.你认为为什么职位候选人的技能对雇主来说变得越来越重要?它对管理者和你个人意味着什么?4.是否存在一种最佳的管理“风格”?为什么?5.管理对于组织是否重要?为什么?说明你的理由。

第二章思者题1.亨利?法约尔创立的是什么类型的工作场所? 玛丽?福莱特创立的是什么类型的工作场所? 弗雷德里克?泰罗创立的又是什么类型的工作场所?2.数量方法是否能够帮助管理者解决人的问题,例如怎样激励员工以及如何合理地分配工作?请解释。

3.在一个电子企业环境中全球化会带来什么问题,请解释。

4.有人说创业精神只适用于小型的和新创立的企业,你同意这种观点吗?说明你的理由.5.哪一种组织使你感到更好服,是学习型组织还是传统的组织?说明你的理由.第三章思考题1.参看表3—1。

在这两种组织中,一线管理者的任务有什么不同?2.描述下列环境中的有效文化;(1)相对稳定的环境,(2)动态的环境.3.班级也有文化。

用组织文化的七个维度描述你所在班级的文化。

该文化是否约束你的导师? 怎么约束的?4.“企业的基础是关系”。

你认为这句话有什么含义?这对管理外部环境有什么启示?5.采用跨界管理、利益相关者管理和利益相关者伙伴关系等方式管理利益相关者关系各有什么弊端?第四章思考题1.无国界组织对管理造成的潜在影响是什么?2.本章所述的霍夫斯泰德结构框架,能用于指导泰国一家医院或委内瑞拉一个政府机构的管理者吗?试讨论之。

3.比较组织走向全球化的各种方式的优点和缺陷。

4.一位从墨西哥调往美国管理一家位于亚利桑那州土桑市的制造工厂的管理者可能遇到哪些挑战?对于一位从美国派往墨西哥皿达拉哈拉市的管理者来说,是否会遇到相同的挑战?试讨论之。

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Chapter 5 QuizThis activity contains 40 questions.1.Implementation is merely conveying the decision to those affected. TrueFalse2. __________ is/are necessary to initiate the decision process to eliminate discrepancies; otherwise, the problem can be put off.A. PressureB. CriteriaC. StandardD. WeightE. Alternatives3. A manager chooses among three alternatives for advertising (billboards, radio, and newspapers) based on research indicating success in sales for the three alternatives. This is a decision under:A. conditions of certaintyB. goal orientationC. conditions of uncertaintyD. constant preferencesE. conditions of risk4. A manager has no idea what alternatives are available for new computer support systems and does not know how she can determine this information. This is a decision under:A. constant preferencesB. conditions of uncertaintyC. conditions of certaintyD. conditions of riskE. clear preferences5. A manager who determines that cost, speed, and enlarging capability are relevant to his decision to purchase a new photocopy machine is an example of the _______________ phase of the decision-making process.A. identifying the problemB. identifying decision criteriaC. formulating a problemD. allocating weights to the criteriaE. developing alternatives6. A manager with a degree of tolerance for ambiguity, but who want lots of information and considers many alternatives before deciding, is exhibiting a/an ____ style of decision making.A. analyticB. behaviouralC. problem seekingD. conceptualE. Directive7.A problem is a discrepancy between an existing and desired state of affairs.TrueFalse8. Many organizational situations involve ___________, that are new and unusual.A. satisficing decisionsB. groupthinkC. non-structured problemsD. non-routine decisionsE. non-programmed decisions9. Behavioural style decision makers:A. have a low tolerance for ambiguity, are very rational and efficient in their decision stylesB. want information, tolerate ambiguity, and are careful decision makersC. work well with others, are concerned about the achievement of others, and often use meetings to make decisions while trying to avoid conflictD. take a broad outlook, examine many different alternatives, and focus on the long runE. have a high tolerance for ambiguity and an intuitive way of thinking10. Bill and Bob are brainstorming possible solutions to a staffing problem. They are writing their ideas down without assessing their practicality or ability. Bill and Bob are at what stage in the decision-making process?A. developing alternativesB. setting decision criteriaC. choosing an alternative solutionD. allocating weights to the criteriaE. analyzing alternatives11. Bounded rationality is:A. behaviour that is rational but limited by an individual's ability to process informationB. the withholding by group members of different views in order to appear in agreementC. conveying a decision to those affected and getting their commitment to itD. an explicit statement that tells managers what they ought or ought not to doE. an unconscious process of making decisions12. Decision making is a simple act of choosing among alternatives.TrueFalse13.Decision making is important for only two management functions: planning and leading.TrueFalse14. Decision making is synonymous with managing.TrueFalse15. Decision making is:A. a set of seven stepsB. a comprehensive processC. highly overstated in importance.D. simply choosing among alternativesE. only discussed with reference to individuals16. Decisions that are routine are called:A. standard decisionsB. non-programmed decisionsC. well-structured problemsD. programmed decisionsE. ill-structured problems17. Each alternative in the decision-making process is evaluated by appraising it against the criteria.TrueFalse18.Evaluating the decision may cause managers to return to an earlier step in the decision process.TrueFalse19.Programmed decisions mean that the manager doesn't have to go through an involved decision process.TrueFalse20. Managers must determine what is relevant when making a decision. TrueFalse21. Mary can repair a saw at Quality Production Inc. in two hours while it takes Mike five hours to make repairs. Assuming that both workers are present, the manager will always choose Mary to make repairs to the saws. This is a decision under:A. problem clarityB. conditions of riskC. conditions of certaintyD. conditions of uncertaintyE. no cost constraints22. Most decisions that managers face meet all the tests of rationality. TrueFalse23. Not every decision maker possesses criteria that guide his or her decision.TrueFalse24. One manager's "problem" may be another manager's satisfactory state of affairs.TrueFalse25. One survey in your text revealed that almost __________ of managers emphasized "gut feeling" over cognitive problem solving and decision making.A. one-tenthB. two-thirdsC. halfD. one quarterE. one-third26. People with a low tolerance for ambiguity, but who are logical and efficient have a/an _________ decision-making style:A. analyticB. creativeC. behaviouralD. conceptualE. directive27. Policies, procedures, and rules are developed to help managers deal with:A. bounded rationalityB. non-programmed decisionsC. structured problemsD. satisficingE. groupthink28. Problem identification is a relatively simple and insignificant step in the decision making process.TrueFalse29. Some discrepancies may not be considered problems because there is no pressure to take action to correct the situation.TrueFalse30. The control mechanism in the decision-making process is:A. in the selection of alternativesB. when you evaluate the decision's effectivenessC. at the time of setting criteria weightsD. when you identify the problemE. in the implementation stage of decision making31. The decision-making process is designed for individual decision making rather than group decision making.TrueFalse32. Escalation of commitment describes increasing commitment to a decision in view of evidence it might be _________.A. wrongB. intuitiveC. wiseD. hastyE. correct33. The manager of a retail clothing store just found out that some "name brand" merchandise was brought into the Canada illegally. This is an example of:A. an unstructured problemB. A programmed decisionC. a procedureD. a structured problemE. satisficing34. The question: How many employees should I have report directly to me? is related to the __________ management function.A. motivatingB. organizingC. planningD. leadingE. controlling35. Accepting decisions that are "good enough" isA. analyzingB. acceptingC. evaluatingD. intuitiveE. satisficing36. Allocating weights to criteria is part of the ________ process.A. pay off matrixB. decision makingC. evaluationD. alternative analysisE. regret matrix37. The following are examples of _____________in decision making: overconfidence, selective perception, hindsightA. intuitionB. representationC. heuristicsD. rules of thumbE. biases and error38. When facing a situation of uncertainty, the decision-maker has:A. some certainty, with limited probability estimatesB. little certainty but some probability estimatesC. good certainty, but no probability estimatesD. neither certainty, nor probability estimatesE. A fair amount of certainty, but no probability estimates39. Effective decision makers _____________A. rely on rules of thumbB. are analyticalC. are quick thinkingD. are well likedE. practice the five whys40. Which of the following statements is one of the assumptions of rationality:A. Preferences are constant and inconsistent.B. A single set of well-defined goals is to be achieved.C. Time and cost constraints exist.D. Options are clear.E. The problem is clear and unambiguous.。

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