管理学原理(英)模拟卷5

《管理学原理（英）》课程模拟试卷五Ⅰ. Choices （10 questions, 1 mark each, total 10 marks）( )A.they get more output for a given inputB.they get the same output from less inputC.they achieve the goals of the organizationD.they fulfill the goals ahead of time2.The basic idea of scientific management is: ( )A.managers manage and workers workB.one best way to do a jobC.many ways to do the same jobing science in management3.Power distance in society is: ( )A.a cultural measureB.how power is shared in societyC.how much power individuals have in societyD.a legal-political measure4.The risk condition in decision-making is: ( )A.the condition in which the decision maker is able to estimate the likelihood ofcertain outcomesB.the condition in which a decision maker has neither certainty nor reasonableprobability estimates availableC.the condition in which managers can make accurate decisions because theoutcome of every alternative is knownD.the condition in which the decision maker is unable to estimate the likelihoodof certain outcomes5.Specific plans are: ( )A.plans that are clearly defined and leave no room for interpretationB.flexible plans that set out general guidelinesC.plans that are loosely defined and leave no room for interpretationD.plans that specify details of how overall objectives are to be achieved6.Norms are: ( )A.standards shared by groupsB.standards which are acceptable to and shared by the members of a groupC.acceptable standards prevailing in a groupD.rules which govern behavior7.The referent in equity theory is: ( )A.the person, systems or selves against which individuals compare themselvesB.the person, systems or selves against which judgments are madeC.the person, systems or selves against which individuals compare themselvesto assess equityD.the person to compare with8.The three key situational factors for determining effective leadership using LPCtheory are: ( )A.leader-member relations, task structure and position powerB.task nature, number of leader-members and position powerC.position in organization, task nature, position powerD.task variety, leader-member relations, position power9.Which of the following condition is not a one that affects effective encoding anddecoding? ( )A.skillsB.knowledgeC.social-cultural systemD.occupation10.Forcing is: ( )A.high in assertiveness and high in cooperativenessB.high in assertiveness and low in cooperativenessC.low in assertiveness and high in cooperativenessD.low in assertiveness and low in cooperativenessⅡ. Multiple Choices （5 questions, 2 marks each, total 10marks）)A.problem solvingB.conflict resolutionC.employees suggestionsD.reports2.According to Mintzberg, managers play the roles of: ( )A.monitor, disseminator and spokespersonB.figurehead, leader and liaisonC.disturbance handlerD.trouble maker3.What of the following are not examples of motivators? ( )A.job responsibilityB.opportunities for advancementC.peer relationshipD.personal life4.The three-needs theory includes the following needs: ( )A.need for powerB.need for safetyC.need for affiliationD.need for achievement5.Most people join a group out of a need for: ( )A.self-esteemB.securityC.statusD.powerⅢ. True or False （10 questions, 1 mark each, total 10 marks）’s goals.( ) 2. Trait theories isolate characteristics that differentiate managers from leaders.( ) 3. Theory X assumes that employees are creative, seek responsibility and can exercise self-direction.( ) 4. Highly cohesive groups are more effective than those with less cohesion.( ) 5. Centralization is the concentration of decision-making authority in upper management.( ) 6. A differentiation strategy is followed when a firm wants to be unique in its industry.( ) 7. Most operational planning is carried out by lower level managers.( ) 8. Bounded rationality describes choices that are consistent andvalue-maximizing within specified constraints.( ) 9. Globalization is where management is no longer constrained by national borders.( ) 10. First-line managers are sometimes called forepersons or supervisors.Ⅳ. Easy-answered Questions （5 questions, 6 marks each, total30 marks）2.Describe the factors in an organization’s general environment.3.Describe the three key linkages in expectancy theory.4.Describe the types of problems, types of decisions, and level in the organization.5.Describe the Hersey/Blandard’s situational leadership theory.Ⅴ. Essay Question （1 question, 10 marks each, total 10 marks）equal, the wider or larger the span, the more efficient the organization.”Do you agree with the above statement? Give reasons to supportyour answer by using an example.Ⅵ. Case analysis （3 questions, 10 marks each, total 30 marks）CASE STUDYTom Colesberry, president of Ruiz Food Products, a Mexican-food company basedin Dinuba, Califonia, knows how important it is to communicate effectively to both customers and employees. He’s especially concerned about keeping communication channels with his employees open and making sure that they have the informationthey need to do their properly. However, Colesberry faces a couple of challenges indoing so.First, his company is growing rapidly. In four years, the number of employees atthis one location has doubled to over 1200. The sheer size of the company’s workforce makes it difficult for Colesberry to communicate personally, as much as hewould like to, with each and every employee on a daily, or even weekly basis. Even interpersonal communication among employees has been affected by the company’s growth as the composition of employee work groups changes and as new employeescome and go.The other communication challenge Colesberry faces is that many of his employeesspeak fluent Spanish and little English. Although Colesberry himself doesn’t speakfluent Spanish, some of the company’s supervisors do. However, this still means that Colesberry is limited in his choice of company communication channels and in hisdesire for frequent and open communication exchange with his employees. Also, in performing the daily work activities, employees and supervisors have to deal with theusual barriers to effective communication.Although the communication situation at Ruiz products may sound difficult, Colesberry is determined to successfully continue his company’s growth and to continue his attempts at frequent and open communication with his employees.Questions:1. Describe the barriers to effective communication existed and potential barriers in Ruiz and explain the reasons why there existed these barriers.2.Give suggestions to Colesberry to make sure that he communicates as effectivelyas possible with his employees.3.Describe the directions of communication flow in Ruiz Food Products and giveexamples to each direction.。