管理学第9版
财务管理学第9版立体化教材答案
财务管理学第9版立体化教材答案选择题：1.财务管理的基本特征是（）A.目的性B.个体行为C.混合行为D.对策行为2.财务分析的方法包括（）A.横向分析B.纵向分析C.比例分析D.所有选项都是3.现金流量表的主要作用是（）A.反映企业经营收入的增减变化B.反映企业负债和收益状况C.反映企业现金流入和流出状况D.反映企业应交税费的变化4.增值税纳税人的纳税期限一般为（）A.每月月底前B.每季度末前C.年底前D.根据税务机关要求确定5.以下哪种财务管理方法属于现代化管理方法（）A.增量分析法B.平均分析法C.绩效分析法D.所有选项都不是填空题：1.负荷盈亏点分析中，单位销售收入与总成本相等的点称为（）点。
2.为了保证资金的流动性，企业需要保持一定的（）率。
3.当现金流量量从负数转为正数时，称为（）点。
4.企业的（）受其财务状况、信誉、资产和营运等因素的影响。
5.财务报表要求会计人员严格按照会计（）的要求编制。
判断题：1.提高销售价格可以提高企业的盈利水平。
（）2.债务资本的代表是股票。
（）3.偿债能力评价的重要指标是流动比率。
（）4.经营活动产生的现金流量是衡量企业经营效益的重要指标。
（）5.对于仅有一个债权人的企业来说，资产负债表的所有权益项目都归债权人所有。
（）简答题：1.请简述资产负债表的基本结构，并说明各部分的内容及意义。
2.请简述现金流量表的基本结构，并说明各部分的内容及意义。
3.请简述成本与费用的区别。
4.请简述资本结构的基本概念，并分析企业选择不同资本结构可能带来的影响。
5.请简述企业财务分析中的常用比率分析，并说明其使用的目的和意义。
答案：选择题：1.A2.D3.C4.B5.C填空题：1.平衡点2.流动资金3.盈利4.信誉度5.准则判断题：1.√2.×3.√4.√5.×简答题：1.资产负债表的基本结构包括资产、负债和所有者权益三大部分。
其中，资产部分反映企业所有的资源，包括流动资产、非流动资产等分类；负债部分反映企业应当履行的义务，包括流动负债、非流动负债等分类；所有者权益反映企业的资产净值，包括股本、资本公积、盈余公积、未分配利润等分类。
管理学第9版练习题附答案
管理学第9版练习题附答案Chapter 6 Decision Making: The Essence of the Manager’s JobTRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1.Problem identification is purely objective.2.The second step in the decision-making process is identifying a problem.3. A decision criterion defines what is relevant in a decision.4.The fourth step of the decision-making process requires the decision maker tolist viable alternatives that could resolve the problem.5.Once the alternatives have been identified, a decision maker must analyze eachone.6.The step in the decision-making process that involves choosing a best alternativeis termed implementation.THE MANAGER AS DECISION MAKER7.Making decisions is with the essence of management.8.Managerial decision making is assumed to be rational.9.One assumption of rationality is that we cannot know all of the alternatives.10.Managers tend to operate under assumptions of bounded rationality.11.Studies of the events leading up to the Challenger space shuttle disaster pointto an escalation of commitment by decision makers.12. Managers regularly use their intuition in decision making.13.Rational analysis and intuitive decision making are complementary.14.Programmed decisions tend to be repetitive and routine.15.Rules and policies are basically the same.16.A policy is an explicit statement that tells a manager what he or she ought orought not to do.17.The solution to nonprogrammed decision making relies on procedures, rules, andpolicies.18.Most managerial decisions in the real world are fully nonprogrammed.19.The ideal situation for making decisions is low risk.20.Risk is the condition in which the decision maker is able to estimate thelikelihood of certain outcomes.21.Risk is a situation in which a decision maker has neither certainty norreasonable probability estimates.22.People who have a low tolerance for ambiguity and are rational in their way ofthinking are said to have a directive style.23.Decision makers with an analytic style have a much lower tolerance for ambiguitythan do directive types.24.Individuals with a conceptual style tend to be very broad in their outlook andwill look at many alternatives.25. Behavioral-style decision makers work well with others.26.Most managers have characteristics of analytic decisionmakers.27.According to the boxed feature, “Managing Workforce Diversity,” diverseemployees tend to make decisions faster than a homogeneous group of employees.28.The anchoring effect describes when decision makers fixate on initial informationas a starting point and then, once set, they fail to adequately adjust for subsequent information.29.The availability bias describes when decision makers try to create meaning out ofrandom events.30. The sunk cost error is when decision makers forget that current choices cannotcorrect the past.DECISION MAKING FOR T ODAY’S WORLD31.Today’s business world revolves around making decisions, usually with completeor adequate information, and under minimal time pressure.32.Managers need to understand cultural differences to make effective decisions intoday’s fast-moving world.33.According to the boxed feature, “Focus on Leadership,” when identifyingproblems, managers might be from a culture that is focused on problem solving, or their culture might be one of situation acceptance.34.According to the boxed feature, “Focus on Leadership,” findings from studies byGeert Hofstede and from GLOBE researchers show that inhigh uncertainty avoidance countries, decision making tends to be based more on intuition than on formal analysis.35.Highly reliable organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESS36.Decision making is typically described as ________________, which is a view thatis too simplistic.a.deciding what is correctb.putting preferences on paperc.choosing among alternativesd.processing information to completion37.A series of eight steps that begins with identifying a problem and concludes withevaluating the decision’s effectiveness i s the ________________.a.decision-making processb.managerial processc.maximin styled.bounded rationality approach38.________________ is the existence of a discrepancy between an existing and adesired state of affairs.a.An opportunityb. A solutionc. A weaknessd. A problem39.In identifying the problem, a manager _________________./doc/d417811801.html,pares the current state of affairs with where they would like to beb.expects problems to be defined by neon lightsc.looks for discrepancies that can be postponedd.will not act when there is pressure to make a decision40.Which of the following statements is true concerning problem identification?a.Problems are generally obvious.b. A symptom and a problem are basically the same.c.Well-trained managers generally agree on what is considered a problem.d.The problem must be such that it exerts some type of pressure on the managerto act.41. What is the second step in the decision-making process?a.identifying decision criteriab.allocating weights to the criteriac.analyzing alternativesd.identifying a problem42.To determine the _____________, a manager must determine what is relevant orimportant to resolving the problem.a.geocentric behavior neededb.number of allowable alternativesc.weighting of decision criteriad.decision criteria43.What is the third step in the decision-making process?a.allocating weights to the criteriab.analyzing the alternativesd.implementing the alternative44.If all criteria in the decision making are equal, weighting the criteria______________.a.improves decision making when large numbers of criteria are involvedb.is not neededc.produces excellent decisionsd.improves the criteria45.In allocating weights to the decision criteria, which of the following is helpfulto remember?a.All weights must be the same.b.The total of the weights should sum to .c.Every factor criterion considered, regardless of its importance, must receivesome weighting.d.Assign the most important criterion a score, and then assign weights againstthat standard.46.What is the step where a decision maker wants to be creative in coming up withpossible alternative?a.allocating weights to the criteriab.analyzing alternativesc.developing alternativesd.identifying decision criteria47. When analyzing alternatives, what becomes evident?a.the strengths and weaknesses of each alternativec.the list of alternativesd.the problem48.When developing alternatives in the decision-making process, what must a managerdo?a.list alternativesb.evaluate alternativesc.weight alternativesd.implement alternatives49.Selecting an alternative in the decision-making process is accomplished by__________________.a.choosing the alternative with the highest scoreb.choosing the one you like bestc.selecting the alternative that has the lowest priced.selecting the alternative that is the most reliable50.In Step 6 of the decision-making process, each alternative is evaluated byappraising it against the _____________.a.subjective goals of the decision makerb.criteriac.assessed valuesd.implementation strategy51.______________ includes conveying a decision to those affected and getting theircommitment to it.a.Selecting an alternativeb.Evaluating the decision effectivenessc.Implementing the alternativesd.Analyzing alternatives52.Which of the following is important in effectively implementing the chosenalternative in the decision-making process?a.getting upper-management supportb.double-checking your analysis for potential errorsc.allowing those impacted by the outcome to participate in the processd.ignoring criticism concerning your chosen alternative53. The final step in the decision-making process is to _______________.a.pick the criteria for the next decisionb.reevaluate the weightings of the criteria until they indicate the correctoutcomec.evaluate the outcome of the decisiond.reassign the ratings on the criteria to find different outcomes54.Which of the following is important to remember in evaluating the effectivenessof the decision-making process?a.You should ignore criticism concerning the decision-making process.b.You may have to start the whole decision process over.c.You will have to restart the decision-making process if the decision is lessthan 50 percent effective.d.Ninety percent of problems with decision making occur in the implementationstep.THE MANAGER AS DECISION MAKER55.Managers are assumed to be ______________; they make consistent, value-maximizingchoices within specified constraints.a.rationalb.leaders/doc/d417811801.html,anizedd.satisficers56.It is assumed that a perfectly rational decision maker ______________.a.does not follow rational assumptionsb.does not consider value maximizing as an objectivec.offers inconsistent decisionsd.would be objective and logical57.Managers can make rational decisions if _________________.a.the problem is ambiguousb.the goals are unclearc.the alternatives are limitedd.time constraints exist58. Which of the following is not a valid assumption about rationality?a.The problem is clear and unambiguous.b. A single, well-defined goal is to be achieved.c.Preferences are clear.d.Preferences are constantly changing.59.When managers circumvent the rational decision-making model and find ways tosatisfice, they are following the concept of _________________.a.jurisprudenceb.bounded rationalityc.least-squared exemptionsd.self-motivated decisions60.B ecause managers can’t possibly analyze all information on all alternatives,managers ______________, rather than ______________.a.maximize; satisficeb.maximize; minimizec.satisfice; minimized.satisfice; maximize61.The type of decision making in which the solution is considered “good enough”is known as _________________.a.intuitionb.satisfyingc.maximizingd.satisficing62.When a decision maker chooses an alternative under perfect rationality, she______________ her decision, whereas under bounded rationality she chooses a ______________ decision.a.minimizes; satisficingb.satisfices; maximizingc.maximizes; satisficingd.maximizes; minimizing63. An increased commitment to a previous decision despite evidence that it may havebeen wrong is referred to as _______________.a.economies of commitmentb.escalation of commitmentc.dimensional commitmentd.expansion of commitment64.Intuitive decision making is _______________.a.not utilized in organizationsb. a conscious process based on accumulated judgmentc.making decisions based on experience, feelings, and accumulated judgmentd.important in supporting escalation of commitment65.In studying intuitive decision making, researchers have found that__________________.a.managers do not make decisions based on feelings or emotionsb.managers use data from their subconscious mind to help make their decisionsc.rational thinking always works better than intuitived.accumulated experience does not support intuitive decisions66.All of the following are aspects of intuition except __________________.a.experienced-based decisionsb.affect-initiated decisionsc.cognitive-based decisionsd.programmed decisions67._____________ are straightforward, familiar, and easily defined.a.Unstructured problemsb.Structured problemsc.Unique problemsd.Nonprogrammed problems68.Structured problems align well with which type ofdecision making?a.programmedb.satisficingc.intuitiond.gut feeling69. ______________ decision making is relatively simple and tends to rely heavily onprevious solutions.a.Nonprogrammedb.Linearc.Satisficingd.Programmed70.A procedure _______________.a.is an explicit statement detailing exactly how to deal with a decisionb.is a series of interrelated sequential steps to respond to a structuredproblemc.is a set of guidelines that channel a manager’s thinking in dealing with aproblemd.allows a manager to use broad decision-making authority71.A ______________ is an explicit statement that tells a manager what he or she canor cannot do.a.procedureb.policyc.ruled.solution72.A policy ____________.a.typically contains an ambiguous termb.is used frequently when a manager faces a structured problemc.allows little discretion on the part of the managerd.offers strict rules as to how a problem should be solved73.What is a difference between a policy and a rule?a. A policy establishes parameters.b. A rule establishes parameters.c. A policy is more explicit.d. A rule is more ambiguous.74.A ______________ typically contains an ambiguous term that leaves interpretationup to the decision maker.a.systemb.rulec.solutiond.policy75.A business school’s statement that it “strives for productive relationshipswith local org anizations” is an example of a ________________.a.ruleb.policyc.procedure/doc/d417811801.html,mitment76.Unstructured problems _____________.a.are easily solvedb.present familiar circumstancesc.force managers to deal with incomplete or ambiguous informationd.are routine77.Nonprogrammed decisions are best described as ________________.a.recurring, but difficult to makeb.very similar to problems in other areas of the organizationc.requiring more aggressive action on the decision maker’s thought processesd.unique and nonrecurring78.When problems are ______________, managers must rely on ______________ in orderto develop unique solutions.a.structured; nonprogrammed decision makingb.structured; pure intuitionc.unstructured; nonprogrammed decision makingd.unstructured; programmed decision making79.Lower-level managers typically confront what type of decision making?a.uniqueb.nonroutinec.programmedd.nonprogrammed80.Which of the following is likely to make the most programmed decisions?a.the CEO of PepsiCo.b.the vice president of General Motors Cadillac Division.c.the head of the Minute Maid Division at Coca-Cola.d.the manager of the local McDonald’s.81.______________ is a situation in which a manager can make accurate decisionsbecause the outcome of every alternative is known.a.Certaintyb.Riskc.Uncertaintyd.Maximaxe.Maximin82.If an individual knows the price of three similar cars at different dealerships,he or she is operating under what type of decision-making condition?a.riskb.uncertaintyc.certaintyd.factual83.A retail clothing store manager who estimates how much to order for the currentspring season b ased on last spring’s outcomes is operating under what kind of decision-making condition?a.seasonalb.riskc.uncertaintyd.certainty84.______________ is a situation in which a decision maker has neither certainty norreasonable probability estimates available.a.Certaintyb.Riskc.Uncertaintyd.Maximax85.Nonprogrammed decisions are typically made under a condition of ________________.a.certaintyb.low levels of riskc.uncertaintyd.reliability86. A person at a horse racetrack who bets all of his or her money on the odds-basedlong shot to “win” (rather than “place” or “show”) is making what kind of choice?a.maximaxb.maximinc.minimaxd.minimin87.What best describes the psychological orientation of an individual making a“maximax” choice?a.optimistb.realistc.pessimistd.satisficer88.Optimistic managers could be expected to utilize their maximax orientation whenthey _______________.a.maximize the maximum payoffb.maximize the minimum payoffc.minimize the maximum regretd.minimize the minimum regret89.What is the psychological orientation of a decision maker who makes a “maximin”choice?a.optimistb.realistc.pessimistd.satisficer90.Which of the following best describes “maximizing the minimum possible payoff”?a.maximaxb.maximinc.minimaxd.minimin91.A manager who desires t o minimize his or her maximim “regret” will opt for a______________ choice.a.maximaxb.maximinc.minimaxd.minimin92. Decision makers using what decision-making style make fast decisions and focuson the short run?a.directiveb.behavioralc.analyticd.conceptual93.What types are characterized as careful decision makers with the ability to adaptor cope with unique situations?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers94.Who are concerned about the achievements of thosearound them and are receptiveto suggestions from others?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers95.Many managers use __________ or rules of thumb to simplify their decision making.a.heuristicsb.biasesc.errorsd.habits96.When decision makers tend to think they know more than they do or holdunrealistically positive views of themselves and their performance, they are exhibiting _______________.a.self-serving biasb.the anchoring effectc.immediate gratification biasd.overconfidence bias97.When decision makers seek out information that reaffirms their past choices anddiscount information that contradicts past judgments, they are exhibiting _______________.a.availability biasb.the anchoring effectc.self-serving biasd.confirmation bias98.When decision makers assess the likelihood of an event based on how closely itresembles other events or sets of events, they are using _______________.a.availability biasb.framing biasc.selective perception biasd.representation bias99.What is the tendency for decision makers to falsely believe that they would haveaccurately predicted the outcome of an event once that outcome is actually known?a.the hindsight biasb.the sunk costs errorc.the randomness biasd.the selective perception biasDECISION MAKING FOR TODAY’S WORLD100.According to the boxed feature, “Focus on Leadership,” when _______________, managers might come from a culture that gathers facts or from a culture that is more intuitive in gathering ideas and possibilities.a.developing alternativesb.implementing alternativesc.searching for informationd.identifying problems101.To make effective d ecisions in today’s fast-moving world, managers need to -_______________./doc/d417811801.html,e the five-stage decision-making processb.know when it is time to call it quitsc.ignore cultural differencesd.identify their style of decision making102.What is a characteristic that the experts say an effective decision-making process has?a.It is inconsistent.b.It acknowledges only objective thinking.c.It focuses on all factors—even those that do not seem important.d.It requires only as much information and analysis as is necessary.103. What term is used by Navy aviators to describe a gut feeling that something isn’t right?a.leemersb.the creepsc.uneasinessd.regret104.Managers of highly reliable organizations (HROs) get the input of _______________ and let them make decisions.a.CEOsb.frontline workersc.customersd.suppliers105.When highly reliable organizations (HROs) face complexity, they -_______________.a.try to simplify datab.aim for deeper understanding of the situationc.defer to the expertsd.act, then thinkSCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESSDecisions, Decisions (Scenario)Sond ra needed help. Her insurance company’s rapid growth was necessitating making some changes, but what changes? Should they add to the existing information system or should they buy a new system? She was given the responsibility of analyzing the company’s pr esent information system and deciding what the company should do that would give them plenty of room. She was confused and needed help in making the correct decision.106.According to the decision-making process, the first step Sondra should take is to _____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.identify the problem107. According to the decision-making process, the second step Sondra should take is to ____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.allocate weights to the criteria108.Allocating weights to the criteria is the step in the decision-making process that occurs between identifying the decision criteria and ______________.a.developing the alternativesb.selecting alternativesc.implementing the alternatived.identifying the problem109.When Sondra is conveying her decision to those affected and getting their commitment to it, she is performing which stepin the decision-making process?a.analyzing alternative solutionsb.selecting alternativesc.implementing the alternatived.identifying the problem110.The very last step Sondra should take, according to the decision-making process, is to __________.a.analyze alternative solutionsb.select alternativesc.implement the alternatived.evaluate the decision’s effectivenessThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.111.Colleen needs a vehicle, but she has to decide if the vehicle is worth repairing. She is facing a(n) _____________, a discrepancy between an existing and a desired state of affairs.a.alternativeb.weighted problem setc.problemd.certainty avoidance situation112.In talking with an automotive repair person, Colleen needs to prioritize the repairs. Her first concern is safety of the vehicle. This step in the decision-making process is called __________________.a.weighting the decision criteriab.analyzing of alternativesc.identifying decision criteriad.selecting an alternativeTHE MANAGER AS DECISION MAKERThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.113.Colleen decides to have all of the problems fixed on the car. She assumes that the repair person has found all the problems and that there will be no problem correcting the imperfections within a specified budget. This is an example of a __________ decision.a.parochialb.irrationalc.ethicald.rational114.Colleen’s brother has a different view of the repairs. He assumes that the repair person is using the best information available, but there may be other unexpected repairs that might surface and that a higher budget might be more reasonable. He is using ______________.a.rational decision makingb.risk avoidancec.bounded rationalityd.Stage 4 decision making115.Colleen’s brother feels the car is worth repairing because he has owned several cars made by the same manufacturer as this car, and he has driven this car for several years. He is using _________ to determine that the car has value despite its need of repair.a.intuitive decision makingb.selective coordination of thought processesc.sunk costsd.return on investmentThe First Job (Scenario)Upon graduation, you search for a job with the university’s job placement center. Although you have studied and prepared to work in an advertising agency, the first job that you are offered is a supervisor in a manufacturing company working the afternoon shift from 3:00 . until 11:00 .116.If you had made a larger search using the Internet and other employment search processes, you might have been able to find more employment opportunities. This would have been a more _________ decision-making process.a.nonprogrammableb.uncertaind.perfectly rational117.Under bounded rationality, you would be expected to search for a job by ________________.a.looking at all the opportunities that can be analyzed in the time availableb.looking at all the opportunities availablec.looking “outside the box” in your searchd.analyzing all the opportunities until you find the perfect job118.If you use a shortened process of searching for a job, it is likely that you ___________ rather than maximized in your decision process.a.minimizedb.rationalizedc.satisficedd.agreed119.During your job search, you depend on __________ decision making by making your decision based on accumulated judgment and experience.a.experientialb.legalc.intuitived.formidableIs the Picture Clear? (Scenario)Sharon was the regional manager of a large cable television company. She faced many problems and decisions daily, such as how to price each market, who to hire, what kind of technology she should purchase, and how she should handle the increasing customer complaints. She needed some help sorting these issues out.120.When a customer calls and requests a refund for a partial month’s usage of cable, the fact that such situations are routine and most likely have a standard response would make the response a ______________ decision.a.standardb.routinec.policyd.programmed121.Sometimes Sharon follows a ______________, a series of interrelated sequential steps for responding to a structured problem.a.rulec.procedured.suggestion122.Sometimes Sharon instructs her local managers to follow ______________ when confronted with problem situations. Theseestablish parameters for the manager making the decision rather than specifically stating what should or should not be done.a.rulesb.proceduresc.policiesd.orders123.Unfortunately, Sharon also faces issues containing information that is ambiguous or incomplete, such as what kind of technology to purchase. These are known as ______________ problems.a.unstructuredb.variablec.randomd.hit-and-missManaging Your Career (Scenario)Michelle has a new job and is learning to perform the tasks assigned to her. Different situations demand different decision-making processes.124.Michelle finds a situation that instructs her in specific, interrelated, sequential steps to respond to a problem. This is referred to as a _____________.a.ruleb.policyc.broad guidelined.procedure125.Michelle finds a company directive that specifically restricts her from taking certain actions. This is a _____________.a.ruleb.policyc.broad guidelined.procedure。
管理学,哈罗德·孔茨·海因茨·韦里克
管理学第9版【美】哈罗德·孔茨海因茨·韦里克著郝国华金慰祖葛昌权等译经济科学出版社1993年3月第一版1995年10月第三次印刷【序言】愿本书读者通过运用本书讨论的原则、概念和理论成为工作更有成效的人，成为更有成效的管理领导。
本书训练男女读者迚入管理职业，这种职业是振奋人心的、具有挑战性的、很有收获的。
管理学第九版，对管理做了最新而全面的介绍。
它的一千版本及其16中文字的译本，得到世界各地读者和教育家们的好评。
谁将仍本书中获益？凡是在企业里工作的人，都将仍学习管理知识中获益。
丽例来说，他们包括有抱负的经理，已经掌握管理技能幵想使自己成为更有才能的人，以及其他想了解他们工作单位的专职人员。
本书不仅只是与企业有关，而且也与非企业机构有关，例如政府、卫生保健、教育机构，以及其他非营利的事业单位。
作为主管人员，他们的职能不论是基层的、中层的还是高层的，本质上都是一样的。
不错，主管人员在环境、权力范围和要处理的问题等方面，可能存在不少差别。
但是，主管人员在完成任务等方面所承担的基本职能都是相同的，就是说，都要为集体工作的成员创造一个环境，使他们能既有效益又有效率地工作。
【本书的结构】管理知识是按照计划、组织、认识、领导和控制等5种职能分类的。
封面没的系统模式把这5种职能结合起来成为一个系统，同时，又把企业和其外部环境联结在一起。
本书第一篇，包括管理理论和实践的基础、管理学说的主要创新，以及管理分析的方式；仍第2-6篇，终点放在计划、组织、人事、领导和控制等管理职能上面；第7篇，讨论国内和国际环境的挑战，其中不仅包括比较管理和国际管理，而且还包括社会责任和道德。
这些课题都放在最后部分去论述。
因为，这些课题是国际企业管理的基础，也是企业和社会科学的基础，是许多大专院校在学生学完管理学原理后，为他们开设的课程。
【新加的课题】以下是本版的一些新加的课题：最佳公司特征的辨认（第一章）妇女在管理工作中作用的重要性（例如，参见1、12和25章）麦金西（Mckinsey）7—S结构体系。
斯蒂芬_P_罗宾斯第九版《管理学》讲义.pdf
斯蒂芬·P·罗宾斯《管理学》笔记第Ⅰ篇绪论第一章管理者与组织导论一、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：对活动进行监控以确保其按计划完成。
３、管理者角色（亨利·明茨伯格）：（1）管理者角色：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）管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政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。
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)。
管理学第9版课后习题答案
管理学第9版课后习题答案管理学第9版课后习题答案管理学是一门研究组织和管理的学科，对于现代社会的发展具有重要的意义。
而理解和掌握管理学的知识，对于从事管理工作的人来说更是必不可少的。
而《管理学第9版》作为一本经典的管理学教材，其课后习题对于学生的学习和巩固知识都具有重要的作用。
下面是对《管理学第9版》课后习题的一些解答和讨论。
第一章：管理和组织1. 什么是管理？管理的目标是什么？管理是指通过计划、组织、领导和控制等一系列活动，使组织能够有效地实现其目标。
管理的目标是通过合理利用组织的资源，提高组织的效率和效果，从而实现组织的使命和目标。
2. 什么是组织？组织的类型有哪些？组织是指由一群人共同协作，追求共同目标的社会系统。
组织的类型包括企业组织、非营利组织、政府组织等。
3. 管理者的角色有哪些？请举例说明。
管理者的角色包括：决策者、人际角色、信息处理者、资源分配者等。
例如，当管理者需要做出重大决策时，他们扮演的是决策者的角色；当管理者与员工进行沟通和交流时，他们扮演的是人际角色。
第二章：管理环境1. 什么是管理环境？管理环境对组织有何影响？管理环境是指组织所处的外部环境和内部环境。
管理环境对组织有着直接和间接的影响，它可以影响组织的发展和运营。
外部环境包括经济环境、政治环境、社会文化环境等，而内部环境包括组织的结构、文化、人力资源等。
2. 请列举几个影响管理环境的因素，并简要说明其影响。
影响管理环境的因素有很多，如经济因素、技术因素、法律因素等。
经济因素会直接影响组织的运营和发展，技术因素则会影响到组织的生产力和竞争力，法律因素则会对组织的运营和管理提出一系列要求和限制。
第三章：管理理论1. 请简要介绍几个著名的管理理论。
凯奇管理理论认为，管理者应该关注员工的需求和动机，通过激励和奖励来提高员工的工作表现。
赫茨伯格和麦格雷戈的理论则强调了员工的动机和领导行为的关系，他们提出了“X理论”和“Y理论”，分别代表了不同的领导风格和对员工动机的看法。
管理学第9版练习题附答案0001
管理学第9版练习题附答案0001Chapter 3 Organizational Culture and Environment: The Constraints TRUE/FALSE QUESTIONSTHE MANAGER: OMNIPOTENT OR SYMBOLIC?1. In the symbolic view of management, managers are seen as directly responsible foran organization 's success or failure.2. The current dominant assumption in management theory suggests that managersare omnipotent.3. The view of managers as omnipotent is consistent with the stereotypical picture ofthe take-charge business executive who can overcome any obstacle in carrying out the org anization 's objectives.4. The symbolic view of management impact is useful in explaining the high turnoveramong college and professional sports coaches, who can be considered the“managers” of their teams.5. In the omnipotent view of management, much of an organization 's success orfailure is due to forces outside management 's control.6. In the symbolic view of management, it is unreasonable to expect managers to havea significant effect on the organization 's performance.7. In the omnipotent view of management, a manager's role is to createmeaning out of randomness, confusion, and ambiguity.THE ORGANIZATIO'NS CULTURE8. An organizational culture refers to a system of shared meaning.9. Organizational cultures influence how employees behave in an organization./doc/292092685.html,anizational culture isa perception, not reality.11.Presently, there is no method for analyzing or assessing organizational culture.12.Str ong cultures have more in flue nee on employees tha n docultures.weak13.An increasing body of evidenee suggests that strong cultures associated withhigh orga ni zati onal performa nee.are/doc/292092685.html,pensation structures are considered to be a primary dimension oforga ni zati onal culture.15.Most orga ni zatio ns have very weakcultures.16. An orga ni zatio n ' s foun der has little in flue neeonits culture.17.Rituals are repetitive sequences of activities rein forcethe key values of an orga ni zati on.that express and/doc/292092685.html,a ni zati onal stories typically containsig nifica nt eve nts or people. narrativeregarding19.Employee stock options are one example of mightreprese nt orga ni zati onal culture.material symbol that20.The link betwee n values and man agerialstraightforward.behavior is fairly CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS21.A strong ethical culture is likely to have a powerful positivein flue nee on employee behavior.22丄ow risk tolera nee gen erally leads to high ethical sta ndards within an orga ni zati on.23. C ompanies that allow their employees freedom tend to encourage inno vativecultures.24. To encourage a customer-responsiveculture, organizations should formalize and enforce strict customer service policies.25. C ustomer service employees tend to provide better customer service whe n they arevery clear about their employee roles.26. To in crease customer resp on sive ness, orga ni zati ons should hireemployees who are outgo ing and frie ndly.THE ENVIRONMENT27. The part of the environment directly related to achievement of an organization ' sgoals is the specific environment.28. The general environment refers to environmental factors operatingin side an orga ni zati on.29. E nvir onmen tal un certa inty can be divided into two dime nsions: degreeof trust and degree of in tegrati on.30. Because certainty is a threat to an organization ' s effectiveness,managers try to minimize it.31. The term suppliers in cludes providers of finan cial and labor in puts.32. Industry conditions are an example of an organization ' s generalen vir onment.33. Economic conditions are part of the organization ' s specificen vir onment.MULTIPLE-CHOICE QUESTIONSFor each of the followi ng choose the an swer that most completely an swers the questi on.THE MANAGER: OMNIPOTENT OR SYMBOLIC?34. Which of the followi ng represe nt the two views of man agerial impacton the success or failure of the orga ni zati on?a. omnipotent and symbolicb. omnipotent and reflectivec. symbolic and in teractived. reflective and in teractive35. The omn ipote nt view of man ageme nt states that____________ .a. the top manager is the only person in chargeb. managers are directly responsible for an organization ' s successor failurec. that there is only one boss in the organization, and she or he is resp on sible fordelegati ng ordersd. managers have little or no responsibility for an organization ' ssuccess or failure 36. ______________ The view of management is ________________ consistent with thestereotypical picture of the take-charge bus in ess executive who can overcome any obstacle in carrying out the organization ' s objectives. a. omnipotent b. symbolic c. functional d. systems most accurately reflects the symbolic responsible for an organization ' s success or no responsibility for an organization ' s directly responsible for an organization ' s d. Employees are directly responsible for an organizati or failure. 38. Internal constraints that restrict a manage r s decisionoptionsa. exist within every organizationb. do not exist, as all managers have decision-making discretionc. exist only to the extent that upper management imposes themd. exist only to the extent that followers won ' t do as they are told39. The current dominant assumption inmanagement theory suggestsa. a balaneed view of managers as symbolic and omnipotentb. an emphasis on the view that managers are symbolicc. an emphasis on the view that managers are omnipotentd.that both the symbolic and omnipotent views are obsolete 4O.According to the symbolic view, managers have a(n) ________________effect on substa ntive orga ni zati onal outcomes.37.Which of the followingview of man ageme nt?a. Managers are directlyor failure.b. Managers have littlesuccess or failure.c. External forces aresuccess or failure.on ' s successa. neutralb. controllingc. limitedd. unlimited41. Managers may be able to expand their areas of discretion bya. telling their employees what to dob. cha nging and in flue ncing their orga ni zati on ' s cultureand en vir onmentc. electing new government officials at the federal and state leveld. changing employers and working for a different boss42. The symbolic view of man ageme nt is based upon thebelief thatman agers symbolize ________ .a. con trol and in flue neeb. ambiguity and confusionc. stakeholders ' interestsd. decisions of top management43.ln reality, man agers are most accurately viewed as ________ .a. dominant over an organization ' s environmentb. neither helpless nor all powerfulc. powerless to in flue nee an orga ni zati on ' s performa need. ultimately responsible for organizational outcomesTHE ORGANIZATION S CULTURE44. ____________________________________________________ The culture of an orga ni zati on is an alogous to the ___________________________ of an in dividual.a. skillsb. personalityc. motivationd. ability45. AII orga ni zati onal cultures con sist of each of the followi ng excepta. shared valuesb. principlesc. innovationd. traditions46.0rganizational culture is concerned with how members perceivethe orga ni zati on, not whether they _________ .a. like the organizationb. like their peersc. like their bossesd. like their customers47.Stro ng cultures ____________ .a. are found in orga ni zatio ns with high employee tur no verb. have a mini mal in flue nee on employee decisi on makingc. can be found in all organizations that existd. have a greater in flue nee on employees tha n do weak cultures48. Employees in orga ni zati ons with strong cultures ____________ .a. are more committed to their organizationsb. are more likely to leave their organizationsc. are more willing to perform illegal activitiesd. are more likely to follow directives from peers49. Which of the following phrases is associated with the definition of orga ni zati onalculture?a. in dividual resp onseb. shared meaningc. diversity of thoughtd. explicit direct ions50. Which of the following is not considered to be a dimension oforga ni zati onal culture?a. attention to detailb. people orientationc. purchasing policiesd. aggressiveness51. Which of the follow ing dime nsions of orga ni zati onalculture isdefined as the degree to which an organization ' s actions and decisi ons emphasize maintaining the status quo?a. stabilityb. outcome orientationc. team orientationd. innovation and risk taking52. A company whose managers focus on results, rather than how results are achieved,most likely possesses a high degree of which of the follow ing?a. outcome orientationb. people orientationc. team orientationd. aggressiveness53. Sony Corporation ' s focus on product innovation is an example ofwhich of the follow ing dime nsions of orga ni zati onal culture?a. attention to detailb. people orientationc. outcome orientationd. aggressiveness54. Which of the followi ng most accurately reflects the differe nee betwee n strongcultures and weak cultures?a. Strong cultures tend to encourage employee innovation, while weak cultures donot.b. Weak cultures are found in most organizations, whereasstrongcultures are relatively rare.c. Strong cultures have less of an in flue nee on employee behaviortha n do weak cultures.d. Company values are more deeply held and widely shared in strong cultures than in weak cultures.55. Corporate ____________ are repetitive sequences of activitiesthat express and rein force the values of an orga ni zati on.a. Ianguagesb. ritualsc. symbolsd. ceremonies56. Which of the following represents the most significant waysthrough which corporate cultures are tran smitted to employees?a. rituals, myths, competitions, and Ianguageb. symbols, rituals, la nguage, and bus in ess systemsc. stories, rituals, symbols, and Ianguaged. Ianguage, stories, rituals, and rewards57. Whe n employees at Microsoft use terms such as work judo, eat ing your own dogfood, and flat food , they are using orga ni zati onala. Ianguagesb. ritualsc. symbolsd. ceremonies58. Most orga ni zatio ns have _________ cultures.a. very weakb. weak to moderatec. moderated. moderate to strong59. The original source of an organization ' s culture usuallya. is shared among the first workers hired into the organizationb. is formulated by the board of directors when the organization is formedc. identifies what the organization is successful doingd. reflects the vision or mission of the organization ' s founder/doc/292092685.html,anizational________________ typically contain narratives aboutsig nifica nt eve nts or people in the orga ni zati on.a. storiesb. ritualsc. chartsd. material symbols61. All of the following are mentioned in the textbook as examples of material symbolsexcept _________________________ .a. employee dress attireb. size of employee officesc. availability of stock optionsd. reserved parking spaces for certain employees62. The link betwee n orga ni zati onal values and man agerial behavior isa. usually uncertainb. fairly straightforwardc. often highly complexd. relatively dynamic63.ln learning an organization ' s specific Ianguage, members aredisplayi ng their ________________ .a. willi ngn ess to com muni cate with the orga ni zati on ' s stockholdersb. con fide nee that they will soon be promoted to greaterresp on sibilityc. willingness to help preserve the culture of the organizationd. consent to share material symbols with the other members of the orga ni zati on64. An organization ' s culture affects managers by ______________ .a. providing them with additional decision-making powerb. restricting them from disciplining certain employeesc. encouraging them to bend or even break company rulesd. establishing what is appropriate and expected behaviorCURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS65. Which of the following is most likely to have a highly ethicalorga ni zati onal culture?a. a highly aggressive, competitive bus in essb. a company with high risk toleraneec. a bus in ess that focuses strictly on outcomesd. a bus in ess with outgo ing and frie ndly employees66. To en courage ethical cultures, man agers shoulda. enforce strict discipline policiesb. encourage employees to competec. act in their own self-interestd. serve as visible role models67. A company that primarily values a strong sense of purpose through meanin gfulwork has a(n) _________________________________________________ orga ni zati onal culture.a. spiritualb. customer-responsivec. ethicald. innovative68. Conscientious employees with good listening skills are highlyvaluable for building a(n) _________________________ organizationalculture.a. ethicalb. innovativec. customer-responsived. spiritual69. An innovative organizational culture is characterized by all ofthe followi ng characteristics except _________________.a. freedomb. conformityc. debatesd. risk taking70. Workplace spirituality has become importa nt in the con temporaryworkplace because it helps to _________________ .a. reduce unemployment ratesb. boost company profitsc. restore a sense of communityd. bring religio n into bus in ess71. Which of the followi ng is most characteristic of anorganization with a strong spiritual culture?a. Employees are encouraged to express themselves.b. Such companies experienee high employee turnover.c. Employees are rewarded for innovation and risk taking.d. Employees are required to join organized religions.72. Which of the followi ng best characterizes the relati on shipbetwee n spirituality and bus in ess profitability?a. Evide nee shows that spirituality and bus in ess profitability are in compatible.b. Limited evidenee suggests that spirituality may be compatible with profitability.c. Research shows that workplace spirituality constrains employeeperforma nee.d. High productivity has been extensively documented in spiritualworkplaces.THE ENVIRONMENT73.Exter nal en vir onment refers to _______________.a. forces outside the orga ni zati on that limit the orga ni zation sperforma neeb. factors and forces outside the organization that affect theorganization ' s performaneec. forces and in stituti ons in side the orga ni zati on that affect the organization ' s performaneed. forces in side the orga ni zati on that in crease the orga ni zati on ' s performa nee74. According to the textbook, the _______________ environment includesthose constituencies that have a direct and immediate impact onman agers' decisi ons and acti ons and are directly releva nt to theachievement of the organization ' s goals.a. generalb. specificc. sec on daryd. forward75. An organization ' s specific environment _________________ .a. is unique and changes with conditionsb. is the s ame regardless of the organization ' s agec. is determined by the top level of managementd. must be quantified to establish its existenee76. The main forces that make up an organization ' s specificen vir onment are ________ .a. suppliers, legislators, customers, and employeesb. customers, suppliers, competitors, and pressure groupsc. employees, competitors, pressure groups, and regulatorsd. suppliers, employees, competitors, and legislators/doc/292092685.html,anizations exist to meet the needs of which of the followingcon stitue ncies?a. customersb. legislatorsc. suppliersd. competitors78. When you think of an organization ' s suppliers, youa. know that they are the main customers of the organizationb. typically think of governments that pass the laws the organization must followc. know that they are located close to the organization itselfd. typically think in terms of organizations that provide materials and equipme nt79. Ma nagers seek to en sure a steady _______________ .a. cash flow from stockholders into the organizationb. flow of n eeded in puts at the lowest price availablec. flow of customers at the company ' s outlet storeat ad. flow of suppliers to keep the competition among supplierspeak80. Each of the follow ing is con sidered an orga ni zati onal supplierexcept providers of _________________ .a. finan cial in putsb. labor in putsc. materialsd. political pressure81. The In ternet is hav ing an impact on determ ining whom anorganization ' s competitors are because it has _______________ .a. defi ned the com mon markets for orga ni zati onsb. made certain products invaluable to customerc. virtually eliminated the need for shopping mallsd. virtually eliminated geographic boundaries82. For a company such as Walt Disney World in Florida, a bank would bean example of what kind of factor in their specific en vir onment?a. competitorb. supplierc. special-interest groupd. government agency83. Which of the follow ing is not an example of a specific en vir onmen tal factor?a. population demographicsb. political conditionsc. federal lawsd. all of the above84. For organizations such as hospitals, which hire nurses, the laborunion and the local labor market are examples of which of the followi ng specific en vir onmen tal factors?a. competitor and supplierb. customer and pressure groupc. both are examples of suppliersd. both are examples of pressure groups85. Typically, the specific organizational environment includes which of the follow ing?a. economic factorsb. political conditionsc. tech no logical factorsd. competitors86. United Parcel Service represents which of the following to the .Postal Service?a. competitorb. supplierc. customerd. government agency87. The gen eral en vir onment factor of econo mic con diti ons con sists of allof the followi ng except ______________ .a. legislation recently passed by Congressb. interest ratesc. cha nges in disposable in comed. stock market fluctuations88.Sociocultural con diti ons con sist of _____________ .a. demographic profiles of an organization ' s suppliersb. legal issues as determined by court decisionsc. the level of un employme nt and real econo mic in comes of workersd. changing expectations and values within society89. To a n ati onal broadcast n etwork such as NBC, your home DVD player is considered a _______________ .a. customerb. supplierc. special-interest groupd. competitor90. Groups such as Mothers Aga inst Drunk Drivi ng (MADD) are examples of whatfactor in the specific exter nal en vir onment?a. competitorsb. pressure groupsc. customersd. government agencies91. Typically, the general organizationalenvironment includes which of the follow ing?a. political conditionsb. bus in ess pla nsc. stakeholdersd. suppliers92. Compared to the specificenvironment, which of the following is an accurate stateme nt about the gen eral en vir onment of an orga ni zati on?a. It has less impact on the organization ' s operations.b. It has more impact on the organization ' s operations.c. It has about the same impact on an organization ' s operations.d. It is predominantly the concern of upper management.93. Which of the following genis not a component of an organization ' s eral en vir onment?a. economic conditionsb. political conditionsc. social conditionsd. industry conditions94.Interest rates, inflation rates, and stock market fluctuations areall examples of what factor in an organization ' s general environment?a. economicb. politicalc. sociald. tech no logical95. The America ns with Disabilities Act of 1990 is an example of aa. sociolegal conditionb. political/legal conditionc. political/sociological conditiond. sociocultural condition96. A decrease in contributions from the public to the United Way charityis most likely the result of which of the followi ng general en vir onmen tal factors?a. politicalb. socialc. tech no logicald. economic97. Which of the following groups includes individuals who were bornbetween the years 1946 - 1964?a. the Depression groupb. the World War II groupc. the baby boomersd. Generation X98. The members of which of the following groups are behaving infun dame ntally differe nt ways that are likely to greatly impactorga ni zati ons and man agers?a. the Depression groupb. the World War II groupc. the baby boomersd. Generation Y99. Automation represents an example of a(n) ________________ generalen vir onmen tal factor.a. tech no logicalb. demographicc. political/legald. economic100. Which of the follow ing has bee n the most rapidly cha nging component in an organization ' s general environment?a. globalb. economicc. sociald. tech no logical101. Which of the followi ng best represe nts a global general en vir onmen tal factor?a. in creased surveilla neeb. education levelsc. electronic meetingsd. international markets102. Which of the following are the two dimensions of environmental un certa in ty?a. degree of change and degree of complexityb. degree of change and degree of volumec. degree of complexity and degree of impactd. degree of impact and degree of timing103. If the components of an organization ' s environment changefrequently, the organization is operating in a _________________en vir onment.a. disruptiveb. diversec. dynamicd. difficult104. Managers try to minimize ______________ because it threatens orga ni zati onal effective ness.a. product developmentb. uncertaintyc. price chargesd. the number of suppliers105. _________ are any constituencies in an organization ' s external environment that are affected by the organization ' s decisi ons and actions.a. Stockholdersb. Pressure groupsc. Suppliersd. Stakeholders106. Degree of _______________ refers to the nu mber of comp onents in an organization ' s environment and the extent of the knowledge that the orga ni zati on has about those comp onen ts.a. stabilityb. opennessc. complexityd. tran siti on107. The first step of man agi ng exter nal stakeholder relati on ships is to ide ntify whom the stakeholders are. The second step is toa. determ ine what specific approach should be used to manage thestakeholder relatio nshipb. determine what the courts might do when stakeholder files a claimaga inst the orga ni zatio nc. determine what particular interests or concerns these stakeholdersmight haved. determine how many stakeholders there are in each stakeholder groupSCENARIOS AND QUESTIONSFor each of the following, choose the answer that most completely an swers the questi on.THE MANAGER: OMNIPOTENT OR SYMBOLIC?Apex Con structio n has hired Wen dell Phillips to provide man ageme ntcon sult ing for the orga ni zati on. Wen dell' s first assig nment involv es helping the company to improve productivity by recommending ways to strengthen managers ' supervisory skills.108. Wen dell no tices that the compa ny ' s top executives share a belief that managers are directly responsible for the organization ' s success or failure. This belief reflects a(n) _____________ view ofman ageme nt.a. traditionalb. omnipotentc. standardd. symbolic109. Wen dell in terviews many middle-level man agers and discovers that they share a differe nt view of man ageme nt.These in dividuals believethat exter nal factors con stra in man agers' in flue nee over outcomes.The mid-level man agers have a _____________ v iew of man ageme nt.a. traditionalb. omnipotentc. standardd. symbolicTHE ORGANIZATIONS CULTURECorporate Takeover (See nario)Todd works for SeaLa n Tech, an en vir onmen tal con suit ing firm that hasjust bee n purchased by Zerex, In c., a biomedical research orga ni zati on.Based on his early encoun ters with the new upper man ageme nt from Zerex, Todd feels that SeaLan is a “lower - key, friendlier ” organization. Heis concerned that the new company will eliminate SeaLan ' s old culture,and he does not like the prospects.110. If you were talk ing with Todd and asked him what the term culture meant, he would reply that, basically, it is _________________ .a. the formal rules of an organizationb. the nationality of the workers in the companyc. a system of shared meaningd. a system that reflects diversity and respect for differences111. Todd is concerned with the degree to which managers focus on results or outcomes rather tha n tech niq ues and theprocesses used toachieve those outcomes. He is concerned with ____________ .a. stabilityb. aggressivenessc. team orientationd. outcome orientation112. Todd no tices that man ageme nt is very concerned with the effects of outcomes on people within the organization. This is referred to asa. stabilityb. aggressivenessc. team orientationd. people orientation113. Todd is assessing the organization ' s_______________, the degree to which orga ni zatio nal activities emphasize maintaining the status quo in con trast to growth.a. stabilityb. aggressivenessc. team orientationd. outcome orientation114. Todd has been learning the seven dimensions of organizational culture. Which of the followi ng is not one of those seve n dime nsions?a. stabilityb. aggressivenessc. member orientationd. outcome orientationChanging Orga ni zati onal Culture (Seen ario)Mary has bee n asked by the compa ny preside nt to cha nge the organizational culture to reflect the company s neworganizationalgoals. As executive vice preside nt, she certa inly un dersta nds the goals, but is really not sure that she un dersta nds what to do about the culture.115. Mary asked employees if they knew what con stituted “ good employee behavior. ” She found that very few understood, and most had a variety of ideas.This is one in dicati on that her compa nya. has a strong cultureb. has a weak culturec. has no cultured. must have high tur no ver116. Mary also found out that in order to build a strong new culture,she should do all but which of the follow ing?a. hire employees who fit in with the company ' s cult ureb. develop socialization practices to build culturec. encourage a high turnover rate among employeesd. have management make organizational values clear117. Mary was surprised to find that most orga ni zati onal cultures area. weakb. weak to moderatec. moderate to strongd. strongTHE ENVIRONMENT。
财务管理学(第9版)课件：资本结构决策
命题Ⅰ：无论公司有无债务资本，其价值 (普通股资本与长期债务资本的市场价值 之和)等于公司所有资产的预期收益额按 适合该公司风险等级的必要报酬率折现的 价值。
命题Ⅱ:利用财务杠杆的公司，其股权 资本成本率随筹资额的增加而提高。 因此，公司的市场价值不会随债务资 本比例的上升而增加。
(2)MM资本结构理论的修正观点。
6.4.1 资本结构决策影响因素的定性分析
行业 差别
税收 政策
企业财 务目标
企业 发展 阶段
经营 者行 为
债权人 态度
企业 财务 状况
投资者 动机
6.4.2 资本结构决策的资本成本比较法
1.资本成本比较法的含义
资本成本比较法是指在适度财务风险的条件下，测算可供选择的不同资本 结构或筹资组合方案的综合资本成本率并相互比较，确定最佳资本结构的 方法。 企业筹资可分为创立初期的初始筹资和发展过程中的追加筹资两种情况。 相应地，企业的资本结构决策可分为初始筹资的资本结构决策和追加筹资 的资本结构决策。
资本结构决策
6.1 资本结构的理论
6.1.1 资本结构的概念
资本结构(capital structure)是指企业各种资本的价值构成及其比例 关系，是企业一定时期筹资组合的结果。
资本结构有广义和狭义之分。广义的资本结构是指企业全部资本 的构成及其比例关系。企业一定时期的资本既可分为债务资本和 股权资本，也可分为短期资本和长期资本。一般而言，广义的资 本结构包括债务资本与股权资本的结构、长期资本与短期资本的 结构，以及债务资本、长期资本和股权资本的内部结构等。狭义 的资本结构是指企业各种长期资本的构成及其比例关系，尤其是 指长期债务资本与(长期)股权资本之间的构成及其比例关系。
2.边际资本成本率规划
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。
罗宾斯管理学英文第9版
管理学第一章管理与组织学习导览一、管理者是谁？It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others.解释管理者与非管理的雇员有什么不同？Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them.组织中的管理者如何分类？In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles.(1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson.(2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager.(3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson.二、管理是什么？Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely.解释为什么对管理来说效率和效力是重要的。
管理学第9版练习题英文版附答案1
管理学第9版练习题英文版附答案1Chapter 1 Introduction to Management and Organizations TRUE/FALSE QUESTIONSA MANAGER’S DILEMMA1.Today’s managers are just as likely to be women as they are men.2.Management affects employee morale but not a company’s financial performance.WHO ARE MANAGERS?3.In order to be considered a manager, an individual must coordinate the work of others.4.Supervisors and foremen may both be considered first-line managers.WHAT IS MANAGEMENT?5.Effectiveness refers to the relationship between inputs and outputs.6.Effectiveness is concerned with the means of getting things done, while efficiency is concerned withthe attainment of organizational goals.7. A goal of efficiency is to minimize resource costs.8.Efficiency is often referred to as “doing things right.”9.Managers who are effective at meeting organizational goals always act efficiently.WHAT DO MANAGERS DO?10.The four contemporary functions of management are planning, organizing, leading, and controlling.11.Determining who reports to whom is part of the controlling function of management.12.Directing and motivating are part of the controllingfunction of management.13.Fayol’s management functions are basically equivalent to Mintzberg’s management roles.14.The roles of figurehead, leader, and liaison are all interpersonal roles.15.Disturbance handler is one of Mintzberg’s interpersonal roles.16.Mintzberg’s informational management role involves receiving, collecting, and disseminatinginformation.17.Mintzberg’s resource allocation role is similar to Fayol’s planning function because it involves thecoordination of employee’s activities.18.Resource allocation and disturbance handling are both considered decisional roles.19.A finance manager who reads the Wall Street Journal ona regular basis would be performing thefigurehead role.20.Katz found that managers needed three essential skills: technical, human, and informational.21.Technical skills become less important as a manager moves into higher levels of management.22.Conceptual skills become less important as a manager moves into top management.23.Interpersonal skills involve a manager’s ability to think about abstract situations.24.Coaching and budgeting are skills closely related to the management function of leading.25.Budgeting is a skill that is related to both planning and controlling.26.In today’s world, organizational managers at all levels and in all areas need to encourage theiremployees to be on the look-out for new ideas and new approaches.27.Only first-line managers and employees need to be concerned with being customer-responsive.28.Innovation is only important in high-tech firms.WHAT IS AN ORGANIZATION?29.A distinct purpose is important in defining an organization.30.A nontaxable organization, such as the United Way, cannot be considered an organization. MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.A MANAGER’S DILEMM A31.Which of the following statements regarding managers in today’s world is accurate?a.Their age range is limited to between 30 and 65.b.They are found only in large corporations.c.They can be found exclusively in for-profit organizations.d.The single most important variable in employee productivity and loyalty is the quality of therelationship between employees and their direct supervisors.32.According to data collected by Catalyst, a nonprofit research group, _________ percent of corporateofficers in Fortune 500 companies are women.a.55.3b.15.7c.39.7d.21.9WHO ARE MANAGERS?33.Someone who works with and through other people by coordinating their work activities in order toaccomplish organizational goals is ___________.a.an assembly line workerb. a laborerc. a managerd. a salesperson34.In the past, nonmanagerial employees were viewed as employees who ___________.a.reported to top executivesb.reported to middle managersc.supervised othersd.had no others reporting to them35.Which of the following types of managers is responsible for making organization-wide decisions andestablishing the plans and goals that affect the entire organization?a.first-line managersb.top managersc.production managersd.research managers36.All levels of management between the supervisory level and the top level of the organization aretermed _____________.a.middle managersb.first-line managersc.supervisorsd.foremen37.Which of the following levels of management is associated with positions such as executive vicepresident, chief operating officer, chief executive officer, and chairman of the board?a.team leadersb.middle managersc.first-line managersd.top managers38.Agency head or plant manager is most likely associated with which of the following?a.team leadersb.middle managersc.first-line managersd.top managers39.The lowest level of management is ______________.a. a nonmanagerial employeeb. a department of research managerc. a vice presidentd. a first-line manager40.Supervisor is another name for which of the following?a.team leaderb.middle managerc.first-line managerd.top manager41.Managers with titles such as regional manager, project leader, or plant manager are_______________.a.first-line managersb.top managersc.production managersd.middle managers42.Which of the following best reflects the management structure of a traditional organization?a.pyramidb.circlec.hub with spokesd.infinite line43.Division manager is associated with which of the following levels of management?a.team leadersb.middle managersc.first-line managersd.top managersWHAT IS MANAGEMENT?44._____________ is the process of getting activities completed efficiently and effectively with andthrough other people.a.Leadingb.Managementc.Supervisiond.Controlling45.The distinction between a managerial position and a nonmanagerial position is _______________.a.planning the work of othersb.coordinating the work of othersc.controlling the work of others/doc/b815723333.html,anizing the work of others46.Which of the following is an example of an efficient manufacturing technique?a.cutting inventory levelsb.increasing the amount of time to manufacture productsc.increasing product reject ratesd.decreasing product output47.Wasting resources is considered to be an example of managerial _____________.a.efficiencyb.effectivenessc.inefficiencyd.ineffectiveness48.An automobile manufacturer that increased the total number of cars produced at the same cost, butwith many defects, would be _____________.a.efficient and effectiveb.increasing efficiencyc.increasing effectivenessd.concerned with inputs49.Effectiveness is synonymous with _____________.a.cost minimizationb.resource controlc.goal attainmentd.efficiency50.Efficiency refers to _____________.a.the relationship between inputs and outputsb.the additive relationship between costs and benefitsc.the exponential nature of costs and outputsd.increasing outputs regardless of cost51.In successful organizations, ______________.a.low efficiency and high effectiveness go hand in handb.high efficiency and low effectiveness go hand in handc.high efficiency and high effectiveness go hand in handd.high efficiency and high equity go hand in hand52.Whereas _____________ is concerned with the means of getting things done, _____________ isconcerned with the ends, or attainment of organizational goals.a.effectiveness; efficiencyb.efficiency; effectivenessc.effectiveness; goal attainmentd.goal attainment; efficiencyWHAT DO MANAGERS DO?MANAGEMENT FUNCTIONS53.How many management functions were originally proposed in the early part of the twentieth century?a.threeb.fourc.fived.nine54._____________ was a French industrialist who first identified the basic management functions.a.Weberb.Taylorc.Herzbergd.Fayol55.Today, the basic management functions are considered to be ______________.a.planning, coordinating, staffing, and directingb.planning, organizing, leading, and directing/doc/b815723333.html,manding, organizing, leading, and staffingd.planning, organizing, leading, and controlling56.Which of the following management functions from the mid-1950s is no longer included in the basicfunctions of management?/doc/b815723333.html,mandingb.staffingc.leadingd.controlling57.Writing an organizational strategic plan is an example of the ______________ management function.a.leadingb.coordinatingc.planning/doc/b815723333.html,anizing/doc/b815723333.html,anizing includes _____________.a.defining organizational goalsb.hiring organizational membersc.motivating organizational membersd.determining who does what tasks59.A manager resolving conflict among organizational members is performing what function?a.controlling/doc/b815723333.html,mandingc.directingd.leading60.The process of monitoring, comparing, and correcting is called _____________.a.controllingb.coordinatingc.leading/doc/b815723333.html,anizingMANAGEMENT ROLES61.__________ developed a categorization scheme for defining what managers do, consisting of 10different but highly interrelated roles.a.Henri Fayolb.Henry Fordc.Henry Mintzbergd.Henry Morris62.According to Mintzberg’s management roles, the _____________ roles are those that involve peopleand other duties that are ceremonial and symbolic in nature./doc/b815723333.html,rmationalb.interpersonalc.technicald.decisional63.The roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more important atthe __________ levels of the organization.a.lowerb.middlec.higherd.supervisory64.Which of the following is not an example of a decisional role according to Mintzberg?a.spokespersonb.entrepreneurc.disturbance handlerd.resource allocator65.A human resource manager attending a local Society for Human Resource Management meetingwould be functioning in which role?/doc/b815723333.html,rmationalb.leaderc.liaisond.disseminator66.A finance manager who reads the Wall Street Journal ona regular basis would be performing whichrole?a.figureheadb.monitorc.disseminatord.interpersonal67.The _____________ role is more important for lower-level managers than it is for either middle- ortop-level managers.a.leaderb.entrepreneurc.spokespersond.disseminator68.The emphasis that managers give to various roles seems to be based on their _____________./doc/b815723333.html,anizational levelb.tenure with the organizationc.experience in their fieldd.personality69.Which of the following is not an example of an interpersonal role according to Mintzberg?a.figureheadb.leaderc.liaisond.spokesperson70.According to Mintzberg’s management roles, the ______________ roles involve receiving,collecting, and disseminating information.a.interpersonal/doc/b815723333.html,rmationalc.technicald.decisional71.All of the following are examples of informational roles according to Mintzberg except____________.a.liaisonb.monitorc.disseminatord.spokesperson72.Which of the following is not an example of a decisional role according to Mintzberg?a.spokespersonb.entrepreneurc.disturbance handlerd.resource allocator73.All of the following are managerial roles that are more important at the higher levels of theorganization except ________________.a.leaderb.disseminatorc.figureheadd.negotiator74.Which of the fol lowing represents the most useful way of describing the manager’s job?a.rolesb.functionsc.skills/doc/b815723333.html,anizational level75.Many of Mintzberg’s roles align with the basic functions of management. For example, the_____________ role is a part of planning.a.figureheadb.leaderc.liaisond.resource allocation76.All three o f Mintzberg’s interpersonal roles are part of the _____________ function./doc/b815723333.html,anizingb.planningc.leadingd.controllingMANAGEMENT SKILLS77.Which of the following identified the three essential managerial skills?a.Katzb.Lewisbergc.Rainesd.Chambers78.The three essential managerial skills include _____________.a.technical, human, and empiricalb.human, empirical, and conceptualc.technical, interpersonal, and controllingd.technical, human, and conceptual79.Understanding building codes would be considered a _____________ skill for a building contractor.a.humanb.technicalc.conceptuald.empirical80.Which of the following is true concerning technical and managerial skills?a.Human skills and technical skills remain equally important as managers move to higher levels.b.Technical-skill needs remain necessary and human skills decrease as managers move to higherlevels.c.Human skills remain necessary and technical-skill needs decrease as managers move to higherlevels.d.Both human-skill and technical-skill needs decrease as managers move to higher levels.81.Managers with good __________ are able to get the best out of their people.a.human skillsb.conceptual skillsc.technical skillsd.visual skills82.Technical skills include _______________.a.leadership and efficiency in a certain specialized fieldb.knowledge of and proficiency in a certain specialized fieldc.familiarity with and interest in a general field of endeavord.skill and interest in a general field of endeavor83.The ability to work well with other people, both individually and in a group, requires________________.a.technical skillsb.assessment skillsc.planning skillsd.human skills84.Which of the following types of skills are described with terms such as abstract situations andvisualization?a.interpersonalb.humanc.technicald.conceptual85.Which one of the following phrases is best associated with managerial conceptual skills?a.decision making/doc/b815723333.html,municating with customers/doc/b815723333.html,ing information to solve business problemsd.product knowledge86.Which of the following skills are more important at lower levels of management, as these managersare dealing directly with employees doing the organization’s work?a.humanb.technicalc.conceptuald.empirical87.Budgeting is associated with the management functions of planning and _____________.a.directing/doc/b815723333.html,anizingc.leadingd.controlling88.Mentoring is primarily associated with the management function of _____________.a.planning/doc/b815723333.html,anizingc.leadingd.controllingWHAT IS AN ORGANIZATION?89.An organization is ______________.a.the physical location where people workb. a collection of individuals working for the same companyc. a deliberate arrangement of people to accomplish some specific purposed. a group of individuals focused on profit making for their shareholders90.One of the common characteristics of all organizations is ____________, which is typicallyexpressed in terms of the organization’s goals.a.its peopleb.its goalsc.its systematic structured.its purpose91.One of the common characteristics of all organizations is _____________, which clarifies members’work relationships.a.its peopleb.its goalsc.its deliberate structured.its purpose92.A deliberate arrangement of people to accomplish some specific purpose is _____________.a. a structure.b. a process.c.an organization.d.an assembly operation93.A difference between traditional organizations and new organizations is that the new organizationstend to be more _____________.a.stable/doc/b815723333.html,mand orientedc.rule orientedd.dynamicWHY STUDY MANAGEMENT?94.Which of the following best describes the concept that management is needed in all types and sizesof organizations, no matter the country in which they’re located?a.the partiality of managementb.the segmentation of managementc.the universality of managementd.the cultures of management95.Universality of management means that _____________a.all managers in all organizations perform the four management functionsb.all managers in all organizations can perform their job thesame wayc.all organizations can hire any manager to perform the management jobsd.any manager can work in any organization and perform any management job96.As members of the general public, we have a vested interest in improving the way organizations aremanaged because _________________.a.we stand to benefit personally from an individual organization’s profitsb.we interact with organizations every single day of our livesc.if organizations don’t improve, we won’t have a place to work in the future/doc/b815723333.html,anizations supply inputs to other organizations/doc/b815723333.html,anizations that are well managed ____________.a.choose the best suppliers for their products/doc/b815723333.html,pete on an international basis because they have the best productsc.always have the lowest-cost productsd.develop a loyal customer base, grow, and prosper98.According to management expert Peter Drucker, management is about ______________.a.profitsb.peoplec.planningd.participation99.Which of the following types of managerial positions is most likely to involve clerical duties?a.shift supervisorb.regional department headc.project managerd.chief executive officer100. A manager’s success is typically _______________.a.dependent on how hard the manager worksb.how closely the manager supervises the employeesc.based on how skilled the manager is at the technical elements of the jobd.dependent on others’ work performance101. A primary responsibility of managers is creating a work environment that _______________.a.is safe and well litb.is clean and organizedc.allows employees to do their work to the best of their abilityd.provides excellent customer service102.Managers often ______________.a.are prevented from making business decisionsb.change their career paths during their work livesc.have opportunities to think creatively and use their imaginationsd.must depend on their employees for guidance in dealing with superiors103.Which of the following represents a challenge of management?a.enjoy relatively easy workb.work with a variety of peoplec.have little influence on organizational outcomesd.have to deal with a variety of personalities104.Each of the following represents a challenge of management except _______________.a.must operate with limited resourcesb.are highly valued by organizationsc.must motivate workers in uncertain situationsd.success depends on others’ performanceSCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.WHO ARE MANAGERS?Managerial Basic Training (Scenario)Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some “basic” managerial training to the engineers in the research and development unit of the new sister company. To make sure you are covering the necessary issues, your boss has asked to see an overview of materials that you will be providing the engineers.105.Now that both companies are merged and are a systematic arrangement of people set to accomplish a specific purpose, they could be described as a(n) _____________.a.business unitb.multinational company/doc/b815723333.html,anizationd.holding company106.One of the first things the engineers need to learn is that _____________ are the people who direct the activities of others in an organization.a.directorsb.managersc.subordinatesd.line workers107.Another fact that engineers need to learn is that supervisors may frequently be referred to as _____________.a.middle managersb.top managersc.project leadersd.first-line managers108.Many of the engineers in the group are unclear about what managers actually do. Your training materials explain that a manager’s job focuses on _____________.a.the performance of clerical dutiesb.personal achievementc.helping others accomplish their work goalsd.supervising groups rather than individual employeesThe Customer Meeting (Scenario)Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.109.What is the commonality among Kelly, Ben, Dan, and McKenna?a.They all produce the same product.b.They all have the same job content.c.They all are managers.d.They all have the same vision.110.Kelly is considered to be what level of management?a.top managerb.superintendent of assemblyc.middle managerd.first-line manager111.Ben and Dan are considered to be what level of management?a.top managersb.middle managersc.superintendents of assemblyd.first-line managers112.McKenna is considered to be what level of management?a.top managerb.superintendent of assemblyc.middle managerd.first-line manager113.The structure of the managerial relationships among McKenna, Dan, Ben, and Kelly can best be described as a ____________.a.flexible work groupb.traditional pyramid structurec.innovative nuclear structure/doc/b815723333.html,munication hubWHAT IS MANAGEMENT?The Perfect Manager (Scenario)Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition,she accomplishes this with fewer full-time people than other managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic “management functions.”114.Brenda’s ability to complete activities efficiently and effectively with and through other people is known as _____________.a.managementb.leadershipc.coerciond.delegation115.Brenda’s ability to produce the same amount of product with fewer personnel is a reflection of her ___________.a.effectivenessb.process skillsc.leadershipd.efficiency116.The fact that Brenda completes her projects is an indication of her _____________ as a manager.a.leadershipb.effectivenessc.efficiencyd.attention to detail117.If Brenda accomplished her projects on time with high-quality results, but she took more time than other managers in the process, you could say that as a manager she was ____________.a.efficient, but not effectiveb. a leader, but not a top managerc.project oriented, but not effectived.effective, but not efficient118.The “management functions” exemplified by Brenda include all but which of the following?a.planningb.controlling/doc/b815723333.html,anizingd.calibratingWHAT DO MANAGERS DO?Joe the Manager (Scenario)As a production supervisor, Joe decides on Friday afternoon how many units of output his employees will be able to produce and on which days certain products will be run in his department. He also decides which of his employees are going to be responsible for operating which machines within the department next week, as his employees are multi-skilled assemblers. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.119.When Joe decides how many units of output his employees will be able to produce and on which days certain products will be run, he is performing which of the management functions?a.controllingb.leadingc.planning/doc/b815723333.html,anizing120.When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the management functions?a.controllingb.leadingc.planning/doc/b815723333.html,anizing121.When Joe tells the employees that he is sure they can fulfill the schedule because they are such good and skilled employees, he is performing which of the management functions?a.controllingb.leadingc.planning/doc/b815723333.html,anizingThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 A.M. and read his agenda for the day. He is giving two company tours in the morning: the first to a newspaper reporter who is writing a story on the new plant expansion, and the second to a group of Control Systems managers from the east coast. Don then has a meeting with the unit manager, Phil Johnson, to discuss Phil’s recent drop in performanc e (a task Don always hates). Next, Don is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the division president. Finally, in the late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just anotherday in the glamorous life of a manager. 122.Together, all of the functions that Don performs during his busy day correspond to the management roles discovered in the late 1960s by which one of the following management researchers?a.Herzbergb.Skinnerc.Mintzbergd.Fayol123.When Don conducts the tour for the east coast managers, he will be operating in which of the management roles?a.leaderb.liaisonc.monitord.figurehead124.When Don meets with Phil to discuss Phil’s performance issues, Don will be operating in which management role?a.leaderb.figureheadc.monitord.disturbance handler125.What role will Don be performing when he gives the plant tour to the newspaper reporter?a.monitorb.figureheadc.disseminatord.spokesperson126.When Don reviews the new equipment malfunction, what management role will he play when deciding whether to bring in extra people?a.monitorb.disseminatorc.resource allocatord.disturbance handlerThe General Manager (Scenario)Michael is the general manager of a production facility. In a routine day, Michael might meet with city officials or civic leaders about environmental issues due to the plant’s presen ce in the community. After these meetings, he will then meet with the plant’s functional managers to discuss the concerns expressed by the city representatives. Other times, Michael might meet with the production manager, Betty, and the human resource manager, Joyce, to discuss a complaint filed by one of the employees in a production department. Michael might also spend time on the Internet looking for new technologies that can be used in the production processes of his plant.127.When Michael gains information from city officials or civic l eaders to learn how the plant’s operations may be affecting the environment, he is performing which management role?a.leaderb.resource allocatorc.entrepreneurd.monitor128.When Michael meets with Betty and Joyce to discuss a complaint filed by one of the employees in a production department, he is performing which management role?a.resource allocatorb.disturbance handlerc.liaison。
格里芬《管理学》第9版勘误
P5，第3行“我们将在第2章…”应为“我们将在第3章…”。
P11 专题左栏二段倒二行“新疗汉的研究”应为“新疗法的研究”。
P22 倒数12行，“富兰克林·科维”应改为“斯蒂芬·科维”P72图3.6方框“4”和“5”颠倒了，“4”应当是“战略支持者模型”，“5”应当是“组合模型”P213倒2行“组织模式中的另一个重要部分”改“管理模式中的另一个重要部分”。
P224自测题9第4行“每台50美元的价格”改“每台500美元的价格”。
P236第5段2行“财务计划包括现金预算、利润表、资产负债表和利润表”改“财务计划包括现金预算、利润表和资产负债表”P284倒1行“organizationa”改“organizational”P41第一行“同时吉列的产品时宝洁”改为“同时吉列的产品对宝洁”P55倒2，“其他的组织”应为“某一具体的组织”P58专题右栏一段倒二行“公司至今已经……2007将达到10亿磅。
”改为“2007年，惠普公司循环利用的材料达到了10亿磅。
”P65第4段3行，“惠普方式”改为“惠普之道”。
4行“费奥莉娜上任”改为“1999年费奥莉娜上任”P113第2段第2行“中国现在已经是世界上第三大汽车市场”改为“中国现在已经是世界上第一大汽车市场”。
P127自测题3、4结束时加句号。
P179第2段第3行，“竞争性等值”后面加”（competitive parity）”P182，第3段倒4行，Edward Jones改为“恒达理财（Edward Jones）”P183 表8.2中栏5行“视环境变化作出反映”改“视环境变化作出反应”P212第4段第4行“空客计划2007年进行A380的首次商业飞行。
”改“空客A380在2007年由新加坡航空公司成功进行了首次商业飞行。
”倒2行，“不过，波音787.。
结果如何”改为“波音787在2009年试飞成功，已经成为销售最快的民用机型。
”P228，3段倒2行，“凯玛特消减了”改“凯玛特削减了”P232，3段2行，“买不到全部的自然食品”改“买不到品种齐全的自然食品”P237，4段倒2行，“只是在当舒尔茨”改“只是在舒尔茨”P239，第3段倒1行“2005年，全美。
财务管理学(第9版)课件第10章
1.商业信用的形式
赊购商品
01
预收货款
02
2.商业信用条件
信用条件是指销货人对付款时间和现金折扣所做的具体规定，如 “2/10,n/30”便属于一种信用条件。
1
预付货款
2
延期付款，但 不提供现金折 扣
3
延期付款，但 早付款有现金 折扣
3.商业信用的控制
1
信息系统的 监督
应付账款余 额控制
2
3
道德控制
2.短期融资券的成本
支付给投资者 的利息，一般 通过发行利率 来反映
中介机构费用
发行登记费、兑 付费
10.4.5 短期融资券筹资的优缺点
优点
成本低 数额比较大 能提高企业信誉
缺点
风险比较大 弹性比较小 条件比较严格
1
选择承销商
2
办理信用评级
3 4 向审批机关提出申请
10.4.4 短期融资券的评级与成本
1.短期融资券的评级
评级机构在分析、评定并形成评级结论的过程中，主要会考虑以下因素： (1)企业外部因素，如宏观经济状况、产业发展趋势、政策及监管环境等； (2)企业自身因素，如经营状况、管理水平、财务状况等，尤其是企业自身 的流动性水平是信用评级机构关注的重点；(3)短期融资券自身的相关条款 与保障措施，如发行规模、筹资期限、债务保障措施等。
10.2 自然性筹资
自然性短期负债是指公司正常生产经营过程中产生的、由于 结算程序的原因自然形成的短期负债。
10.2.1 商业信用
商业信用(commercial credit)是指商品交易中的延期付款或延期交货 所形成的借贷关系，是企业之间的一种直接信用关系。商业信用是 由商品交易中钱与货在时间上的分离而产生的。它产生于银行信用 之前，但银行信用出现之后，商业信用依然存在。
财务管理学第9版立体化教材知识点
财务管理学第9版立体化教材知识点本书以上市公司为理财主体，以工商业为依托行业，以财务目标为价值导向，以现金流量为理财基点，以财务分析为现实依据，以财务战略为预算指引，以财金法规为基本规范，以筹资、投资、营运、分配等理财活动为横线，以预测、决策、预算、控制、分析等理财环节为纵线，合纵连横构成矩阵式系统化的体系结构，以利于广大师生在教学中把握本书的逻辑体系和结构。
本书框架结构仍然保持第8版的6篇,即财务管理基础、筹资管理、投资管理、营运资本管理、股利政策、并购与重组。
为体现课程思政，第9版增加了企业社会责任方面的讨论，并专门增加了企业扶贫方面的案例。
第9版特别增加了数字化立体化方面的内容，每章都增加了短视频讲解，主要包括思维导图、知识拓展、问题讨论、微型案例，部分章节增加了重点难点解读。
管理学,罗宾斯,9版,中文第8章变革与创新管理
生理
心理
新陈代谢的变化 心跳和呼吸频率加快
血压升高 头疼
心脏病可能发作
压力的症状 行为
Байду номын сангаас
对工作的不满意 焦虑 易怒 厌倦 拖延
生产力、缺勤、员工流动率的变
化
饮食习惯的变化
吸烟或饮酒量增加
讲话速度加快
烦躁、失眠
8-19
减轻压力
8-22
8.4 讨论激发创新的方法
8-23
创造力与创新 • 创造力（Creativity）：以独特的方式 整合各类思想，或在多种思想之间建立独 特联系的能力 • 创新（Innovation）：提出创造性思想 并将其转换为有用的产品、服务或作业方 法的过程
8-28
人力资源和创新
8-29
8-13
变革阻力
• 27%的企业表示变革最大的阻力 是授权他人来实施变革； • 46%的员工说他们愿意放弃部分 薪水来换取私人时间； • 员工对变革的抵制中有50%都是 可以通过有效变革管理来避免的； • 77%的管理者表示他们每周工作 41-60个小时； • 31%的管理者相信创新是在公司 中偶然发生的； • 25%的员工表示他们的公司会将 创新当成强制性任务来鼓励。
促进与支持 当反对者害怕并焦虑不安时
可以促进所需要的调整 花费较大，没有成功的把握
谈判
当阻力来自权力集团时
可以收买人心
潜在成本高，会面临来自其他人的压力，旁 门洞开，无疑自找压力
操纵和合作 当需要一个权力集团的支持时
强制
当需要一个权力集团的支持时
成本不高，便于得到支持 可能后院失火，导致变革推动者失去信誉 成本不高，便于得到支持 可能是非法的；可能有损变革推动者的信誉
罗宾斯《管理学》第九版题库
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 calledoperational 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 andinclude policies, rules, and procedures.True (moderate)13. The greater the environmental certainty, the more plans need to be directional andemphasis placed on the short term.False (moderate)22. An organization's real goals are what they actually plan on accomplishing, rather thanwhat 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 organizationsthat do not plan?a. 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 planning?a. employeesb. goals (easy)c. outcomesd. computerse. the planning department46. According to the text, _____________ are documents that outline how goals are going tobe 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 stated objectives?a. 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 thepublic.(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 organization?a. 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 ofplan?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. strategicb. single-usec. short-termd. specific (moderate)e. standing76.Planning accuracy with a high degree of environmental change tends to produce which ofthe 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 needs of a uniquesituation 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 United States would beconsidered what type of plan?a. strategicb. directionalc. standingd. long-terme. single-use (moderate)81. A city's policy concerning skateboarding on downtown sidewalks providing guidance forpolice action would be considered what type of plan?a. standing (difficult)b. contingencyc. directionald. single-usee. strategic84. Where in the organizational hierarchy are traditional goals determined?a. 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 byemployees 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 ByObjectives (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 to managers andnonmanagers alike. When employees know where the organization or work unit aregoing and what they must contribute to reach goals, they can coordinate theiractivities, cooperate with each other, and do what it takes to accomplish thosegoals. 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 the impact of change, and develop appropriate responses. It alsoclarifies the consequences of actions managers might take in response to change.Even though planning can’t eliminate change, managers plan in order to anticipatechanges and develop the most effective response to them.c.Planning reduces overlapping and wasteful activities.When work activities arecoordinated around established plans, wasted time and resources and redundancy canbe 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 managersare unsure of what they are trying to accomplish, they will be unable to determinewhether or not the goal has actually been achieved. In planning, goals and plansare developed. Then, through controlling, actual performance is compared againstthe goals, significant deviations are identified, and necessary corrective actionis 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 end result is the most important element of any goal and, therefore, thegoal 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 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 downgoals may seem too time consuming, 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 the organization.These broad statements of what the organization’s purpose is and what it hopes toaccomplish provide an overall guide to what organizational members think isimportant. It’s important to review these statements before writing goals becausethe goals should reflect what the mission statement says.b.Step 2: Evaluate available resources. A manager doesn’t want to set goals thatare impossible to achieve given the available resources. Even though goals shouldbe challenging, they should be realistic. If the resources a manager has to workwith doesn’t allow for the achievement of that goal no matter how had the managertries 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 goalsreflect desired outcomes and should be congruent with the organizational missionand 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 down forces people to think them through and also makes those goalsvisible 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 goals have been established, written down, and communicated, a manager isready 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 dominatesmanagers’ planning efforts at lower levels. At higher organizational levels, theplanning becomes more strategy oriented.b.Degree of environmental uncertainty–when environmental uncertainty is high,plans should be specific, but flexible. Managers must be prepared to reword andamend 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 futurecommitments, the longer the 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)。
罗宾斯(第9版)管理学习题1-4章
第一章口选择题1·治理者是()。
a．不需要补偿的雇员b·为实现组织目标协调工作活动的人c．组织的首脑d．一线工人2·地区经理、工程主管和事业部经理都能够被称为()。
a．基层治理者b．非治理雇员c．中层治理者d．高层治理者3·玛丽向营销副总裁上报工作内容，同时她又是监督者，一些小时工雇员直截了当向她汇报，那么玛丽是()。
a．基层治理者b．中层治理者c．高层治理者d．执行者4·那些负责作出组织层面的决策，并为整个组织制定方案和目标的治理者被定义为()。
a·高层治理者b．中层治理者c．基层治理者d．非治理雇员5·以下能区不治理职位和非治理职位的是()。
a·工资金额的多少b．是否协调他人的工作c·是否组织新的工程d．是否拥有技术技能6·假如比安卡的工作专注在减少白费上，那么她更应该是()治理者。
a·有效率的b．有效果的c．目标导向的d．拥有技术技能的7．效果通常被描述为()。
a．工作活动有助于关心组织实现其目标b．委任尽可能多的责任c．通过自己来治理过程d．通过资金情况来定义一个工程的结果8·()可被理解为正确地做事，()可被理解为一种结果，或者到达组织目标。
a．效果；经济b．效果；效率c．效率；效果d．经济；效率9．方案包括()。
a．指导和鼓舞他人b．适时监控以确保完成任务c．决定某事需要由谁来做d．确定目标、制定策略10．当一个治理者决定需要做什么以及怎么样完成时，他是在()。
a．方案b．组织c．领导d．操纵11．将实际业绩和预先设定的目标进行比照可视为()。
a．方案b．组织c．领导d．操纵12·珍妮弗的上司要求她解释其所属部门的实际开支与公司预算数额不符之处。
在那个地点，上司执行的是()治理职能。
a．方案b．组织c．领导c1．操纵13·在组织成员之间选择最有效的沟通渠道应属于()治理职能。
罗宾斯(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( )。
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管理之计划篇
（一）制定决策：管理者的本质工作
1、决策制定过程的八个步骤：
步骤1：识别决策问题（问题的三个特征：意识到问题、迫于压力采取行动、拥有行动所需的资源）
步骤2：确定决策标准
步骤3：为决策标准分配权重
步骤4：开发备择方案
步骤5：分析备择方案
步骤6：选择备择方案
步骤7：实施备择方案
步骤8：评估决策结果
2、管理职能中的决策：
计划：
组织的长期目标是什么？
什么战略能够最佳地实现这些目标？
组织的短期目标应该是什么？
个人目标的难度有多大？
组织：
直接向我报告的雇员应当有多少？
组织应当有多大程度的集权？
职位应当怎么设计？
什么时候组织应当实行不同的结构？
领导：
我怎么处理雇员情绪低落的问题？
在给定的条件下什么是最有效的领导方式？
某项具体的变革会怎样影响工人的生产率？
什么时候是鼓励冲突的适当时间？
控制：
需要对组织中的哪些活动进行控制？
怎么控制这些活动？
绩效差异偏离到什么程度是显著的？
组织应当具有什么类型的管理信息系统？
3、问题和决策的类型：
结构良好问题和程序化决策、结构不良问题和非程序化决策
图表：程序化决策与非程序化决策
4、 决策制定的条件：
管理者在制定决策的时候可能面对三种条件：确定性、风险性、和不确定性
5、 决策风格：
6、 决策制定的偏见和错误：
常见的决策制定的错误和偏见：自负、即时满足、锚定效应、选择性认知、证实、框架效应、有效性、典型性、随机性、沉没成本、自利性、后见
7、 一个有效的决策制定过程有如下六个特点：
（1）聚焦于重要事物；（2
）具有逻辑性和连贯性；（3）承认主观和客观的想法，并把直觉和分析结合起来；（4
）要求具备解决特定困难所必需的大量信息；（5）促进并指导了相关信息和观点的搜集；（6）简单明确、可靠、易于使用、灵活。
8、高度可靠性组织的五个特点：
（1
）不会被胜利冲昏头脑；（2）听从一线专家的意见；（3）可以应对突发事件，并提供解决方案；（4）对复杂性的利用，用复杂性来领悟复杂性：（5）它们不但进行预测，还会预测它们能力的极限。
（二）计划的基础
1、计划的目的：
（1）它给出了管理者和非管理者努力的方向。
（2）通过迫使管理者具有前瞻性来降低不确定性。
（3）计划可以减少活动的重复和浪费。
（4）计划设定目标和标准，这些目标和标准可以用于控制。
2、计划和绩效
首先，一般来说，正式的计划通常带来较高的绩效、较高的资产回报率，以及其他积极的财务结果。
其次，计划工作的质量以及实现计划的适当措施，通常要比计划工作本身对绩效的贡献更大。
再次，某些对正式计划工作的研究表明，正式计划并不必然地导致高绩效，外部环境的影响通常是更关键的。
最后，计划与绩效的关系还受到计划的时间结构的影响，一般组织要改进它的绩效，至少需要四年期的系统性的正式计划工作。
3、陈述目标与真实目标
陈述目标的陈述可能是模糊的，更多地代表了管理当局的公共关系技能，而不是作为组织实际上应当怎么做的有意义的指导方针。
陈述目标的内容很大程度上是由组织的利益相关群体想听到什么决定的。
如果你想知道一个组织的真实目标是什么，你就必须仔细地观察组织成员正在做什么，行动是对目标的最好定义。
意识到真实目标不同于陈述目标是重要的，这对于理解为什么管理当局的行动缺乏一致性是重要的。
4、传统的目标设立过程：
首先设立组织的最高层目标，然后将其分解为每一个组织层次的子目标。
4、目标管理
这是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。
目标管理方法的魅力在于，它把那些致力于达成他们所参与制定的目标的员工作为公司的重点。
下图列出了目标管理方法的主要步骤。
5、设计良好的目标的特征
6、目标设立的步骤
（1）审视组织的使命；（2）评估可获得的资源；（3）在制定目标时同时考虑相关的因素；
（4）写下你的目标；（5）评估结果以判断目标是否达到。
如果目标没有达成，要对目标作出适当的调整。
7、计划工作
计划工作有三种权变因素影响计划工作，它们是组织的层次、环境的不确定性，以及未来投入的持续时间。
有效的计划应该为组织成员指出实际的努力方向并对实施提供指导。
（三）战略管理
1、战略管理过程
下图为对使命陈述构成要素的描述：
图表：使命陈述构成要素
2、组织战略之公司层战略
（1）增长战略：当一个组织想要通过现有业务或新业务扩大它所提供的产品数量和所服务的市场范围来谋求发展时，它就要用到增长战略。
（2）稳定战略：其特征为基本对公司现有业务不进行重大的变革。
尽管一个组织不想发展似乎有些奇怪，但是有时候组织的资源和核心竞争力达到了极限，进一步扩展业务可能会不利于它未来的成功。
（3）更新战略：当一个组织陷入困境中时，需要采取一些措施。
管理者应当制定战略，消除导致公司绩效下降的组织劣势。
这些战略被称为更新战略。
更新战略主要有两种类型。
紧缩战略是在绩效问题并不严重的情况下使用的一种短期更新战略。
当组织面临绩效困境时，紧缩战略有助于稳定经营，激活组织的资源，并重新使其恢复竞争力。
扭转战略是当组织的绩效问题更严重时使用的一种更新战略。
3、波特五力模型：在任何产业中，都存在着五种竞争力量左右着竞争规则，这五种力量共同决定了产业的吸引力和盈利性，管理者可以应用下列的五个因素来评价产业的吸引力。
（1）新加入者的威胁。
新竞争者进入行业的可能性有多大？
（2）替代威胁。
其他行业的产品代替本行业产品的可能性有多大？
（3）购买者的议价能力。
购买者讨价还价的能力有多大？
（4）供应商的议价能力。
供应商讨价还价的能力有多大？
（5）现有的竞争者。
目前行业竞争者的竞争强度有多大？。