管理学-罗宾斯-试题

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罗宾斯《管理学》期末考试试题

1、从管理外部环境的角度看，“企业的基础是关系”这句话意味着什么？企业应该如何管理这些“关系”？答案: 358字（1）外部环境是指能够对组织绩效造成潜在影响的外部力量与机构，包括两类要素：具体环境与一般环境。

（2分）（2）具体环境包括：顾客、供应商、竞争者和压力集团。

（2分）（3）一般环境包括可能影响组织的广泛的经济条件、政治法律条件、社会文化条件、人口条件、技术条件与全球条件。

（2分）（4）企业处于由具体环境和一般环境要素所编织的复杂网络关系之中，这其中受企业决策和行动影响并影响着企业的各类相关者就是利益相关者。

这些利益相关者与企业息息相关，构成企业生存与发展的基础。

（2分）（5）企业管理外部关系分为四个步骤：第一，确定谁是组织的利益相关者；第二，确定这些利益相关者可能存在的特殊利益或利害关系是什么？第三，确定每一个利益相关者对于组织决策和行动来说有多关键；第四，决定通过什么具体方式管理外部利益相关者关系。

（4分）2、组织中的变革一般包括哪几种类型？试结合实际论述人们抵制变革的原因以及减少变革阻力的管理策略：答案: 482字（1）变革的类型：结构、技术、人员。

结构变革包括改变职权关系、协调机制、集权化程度、职务再设计及其他结构变量；技术变革包括工作开展的方式、所使用的方法和设备的改变等；人员变革是指员工的工作态度、期望、认知和行为的改变。

（3分）（2）人们抵制变革的三个原因：不确定性、担心个人损失、顾虑变革不符合组织的利益。

（3分）（3）减少变革阻力的六项管理措施：教育与沟通、参与、促进与支持、谈判、操纵与合作、强制。

（3分）（4）以战国时秦国的商鞅变法为例，这里的变法就是组织变革。

商鞅变法的目的是让秦国富国强兵。

可是，变法的主张却招致多方面的反对。

一方面是秦国的贵族，变法触犯了他们的既得利益。

一方面是秦国的大臣，他们因循守旧，认为不变法一样可以治理好国家，他们还担心一旦实行新法，官吏、百姓对它都不熟悉，有可能会产生不良后果。

罗宾斯《管理学》第九版题库-1

Chapter 1 – Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to as "doing things right."True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzberg’s management roles, the information al role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less important as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_____________ are organizational members who integrate and coordinate the work of others.a. Managers (easy)b. Team leadersc. Subordinatesd. Operativese. AgentsTypically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.a. team leadersb. middle managersc. first-line managersd. top managers (easy)e. subordinates_____________ distinguishes a managerial position from a nonmanagerial one.a. Manipulating othersb. Concern for the lawc. Increasing efficiencyd. Coordinating and integrating others' work (moderate)e. Defining market sharea.spokesperson (moderate)b.entrepreneurc.disturbance handlerd.resource allocatore.negotiatora.human skillsb.technical skills (easy)c.conceptual skillsd.empirical skillsUnderstanding building codes would be considered a _____________ skill for a building contractor.a. humanb. technical (easy)c. conceptuald. empiricale. functionala. decision-making (easy)b. communicating with customersc. motivating subordinatesd. product knowledgee. technical skillsAccording to the text, _____________ are not influenced by and do not interact with their environment.a.open systemsb.closed systems (easy)c.d.reverse systemse.forward systemsThe _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.a. systems (moderate)b. contingencyc. conceptuald. functionale. environmentala.the partiality of managementb.the segmentation of managementc.the universality of management (moderate)d.the cultures of managementScenarios and QuestionsThe 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 has several questions, and the second to a group of ControlSystems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he 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 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 another day in the glamorous life of a manager.a. Herzbergb. Skinnerc. Mintzberg (easy)d. Fayole. Maslowa. leader (difficult)b. figureheadc. monitord. disturbance handlere. spokespersona. monitorb. figureheadc. disseminatord. spokesperson (difficult)e. resource allocatora. monitorb. disseminatorc. resource allocator (moderate)d. disturbance handlere. figureheadEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera.b.Effectiveness is often described as “doing the right things”—that is, those work activities that will helpthe organization reach its goals.For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions of management.Answera.Planning – involves the process of defining goals, establishing strategies for achieving those goals, anddeveloping plans to integrate and coordinate activities.anizing – involves the process of determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and where decisions are to be made.c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select themost effective communication channel, or deal in any way with employee behavior issues, they are leading.d.Controlling –to ensure that work is going as it should, managers must monitor and evaluateperformance. The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.Answera.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work.b.Human skills –involve the ability to work well with other people both individually and in a group.Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management.c.Conceptual skills –these are the skill that managers must have to think and to conceptualize aboutabstract and complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.(moderate)。

罗宾斯《管理学》第九版试题

罗宾斯《管理学》第九版试题罗宾斯《管理学》第九版试题Chapter 10 – Organizational Structure and DesignTrue/False QuestionsA MANAGER’S DILEMMA1. According to the boxed feature, ―A Manager’s Dilemma,‖ Nokia was once involved in industries rangingfrom paper to chemicals and rubber.True (moderate)2. According to the boxed feature, ―A Manager’s Dilemma,‖ Nokia has been competing in thetelecommunications industry since 1965.False (moderate)DEFINING ORGANIZATIONAL STRUCTURE3. Organizational design is the organization's formal framework by which job tasks are divided, grouped, and coordinated.False (difficult)4. The concept of work specialization can be traced back a couple of centuries to Adam Smith's discussion ofdivision of labor.True (moderate)5. The degree to which tasks in an organization are divided into separate jobs is division of labor.True (moderate)6. Historically, many organizations have grouped work actions by function departmentalization.True (moderate)7. Grouping jobs on the basis of product or customer flow istermed customer departmentalization.False (moderate)8. Geographic departmentalization has greatly increased in importance as a result of today’s competitivebusiness environmentFalse (moderate)9. A group of individuals who are experts in various specialties and who work together is a cross-functional team.True (moderate)10. Authority is the individual's capacity to influence decisions.False (difficult)11. Authority is synonymous with responsibility.False (easy)12. Responsibility is the rights inherent in a managerial position.False (easy)13. A manager's span of control refers to the number of subordinates who can be effectively and efficientlysupervised.True (moderate)14. The classical view of unity of command suggests that subordinates should have only one superior to whom they report.True (easy)15. The trend in recent years has been toward smaller spans of control.False (easy)16. When decisions tend to be made at lower levels in anorganization, the organization is said to bedecentralized.True (moderate)17. Decentralization describes the degree to which decision making is concentrated at a single point in theorganization.False (moderate)18. In the last 35 years, there has been a trend of organizations moving toward increased decentralization.True (easy)19. Appropriate organizational structure depends on four variables: the organization's strategy, size, technology, and degree of environmental uncertainty.True (difficult)20. Standardization refers to the degree to which jobs within the organization are standardized and the extent towhich employee behavior is guided by rules and procedures.False (moderate)ORGANIZATIONAL DESIGN DECISIONS21. An organic organization tends to be characterized by high specialization, extensive departmentalization,narrow spans of control, high formalization, a limited information network, and little participation indecision-making by low-level employees.False (moderate)22. An organic organization would likely be very flexible.True (moderate)23. Innovators need the efficiency, stability, and tight controls of the mechanistic structure.False (easy)24. The relationship between organizational size and structure tends to be linear.False (difficult)25. Joan Woodward attempted to view organizational structure from a technological perspective.True (moderate)26. Woodward demonstrated that organizational structures adapted to their technology.True (moderate)27. Woodward's findings support that there is "one best way" to organize a manufacturing firm.False (moderate)28. The strength of the functional structure is that it focuses on results.False (moderate) it is the strength of divisional structure.\\\\\\\29. According to the text, a functional structure creates strategic business units.False (moderate)COMMON ORGANIZATIONAL DESIGNS30. Project structures tend to be rigid and inflexible organizational designs.False (easy)Multiple ChoiceA MANAGER’S DILEMMA31. Accordi ng to t he company profile in ―A Manager’s Dilemma,‖ the organizational structure of Nokia is best described as ______________.a. mechanisticb. organic (moderate)c. centralizedd. formalized32. The factor contributing the most to Nokia’s success in the mobile phone industry according to the company profile in ―A Manager’s Dilemma‖ is ______________.a. new product development (moderate)b. government subsidiesc. national trade barriersd. weak competition33. ______________ is the process of creating an organization's structure.a. Human resource managementb. Leadingc. Organizing (moderate)d. Planninge. DepartmentalizationDEFINING ORGANIZATIONAL STRUCTURE34. According to the text, a(n) ______________ is the formal framework by which job tasks are divided,grouped, and coordinated.a. mission statementb. environmental scanc. internal resource analysisd. organizational structure (moderate)35. Which of the following is not one of the six key elements in organizational design?a. work specializationb. departmentalizationc. chain of commandd. bureaucratic design (difficult)e. span of control36. Work specialization is also known as ______________.a. departmentalization.b. centralization.c. span of control.d. formalization.e. division of labor. (easy)37. The term ______________ is used to describe the degree to which tasks in an organization are divided intoseparate jobs.a. work ethicsb. managerial capitalismc. social responsibilityd. work specialization (moderate)38. When did the idea of enlarging, rather than narrowing, job scope begin?a. 1950sb. 1960s (moderate)c. 1970sd. 1980se. 1990s39. Which of the following is not an example of the classical viewof division of labor?a. assembly-line productionb. Burger Kingc. Taco Belld. TQM (moderate)e. Kentucky Fried Chicken40. ______________ is the basis on which jobs are grouped inorderto accomplish organizational goals.a. Departmentalization (moderate)b. Centralizationc. Formalizationd. Coordinatione. Efficiency41. A local manufacturing organization has groups of employees whoare responsible for sales, marketing,accounting, human resources, etc. These are examples of what concept?a. authorityb. chain of commandc. empowermentd. departmentalization (moderate)e. social grouping42. Grouping sporting equipment in one area, men's clothing in another area, and cosmetics in a third area, is anexample of what kind departmentalization?a. customerb. product (easy)c. geographicd. processe. outcome43. Sales responsibilities divided into the southwest, midwest, southern, northern, and western regions would bean example of ______________ departmentalization.a. productb. geographic (easy)c. processd. outcomee. customer44. Grouping activities on the basis of customer flow is______________.a. functional departmentalization.b. product departmentalization.c. geographical departmentalization.d. process departmentalization. (moderate)e. technological departmentalization.45. What type of departmentalization expects that each department will specialize in one specific phase of the process or product production?a. productb. geographicc. process (easy)d. outcomee. customer46. What kind of departmentalization would be in place in a government organization where different publicservice responsibilities are divided into activities for employers, children, and the disabled?a. productb. geographicc. processd. outcomee. customer (moderate)47. Which of the following is not a form of departmentalization suggested by your text?a. functional departmentalizationb. product departmentalizationc. geographical departmentalizationd. process departmentalizatione. technological departmentalization (difficult)48. Today's competitive business environment has greatly increasedthe importance of what type ofdepartmentalization?a. geographicb. customer (difficult)c. productd. processe. outcome49. According to the text, managers are using ______________, which are groups of individuals who areexperts in various specialties and who work together.a. specialized teamsb. cross-demanded teamsc. cross-functional teams (moderate)d. simple structured teams50. Which of the following is a contemporary addition to thehistorical view of departmentalization?a. increased rigidityb. cross-functional teams (moderate)c. enhanced centralizationd. elimination of product departmentalizatione. addition of sales departmentalization51. Bringing together the company's legal counsel, research engineer, and marketing specialist for a project isan example of a(n) ______________.a. empowered team.b. process departmentalization.c. product departmentalization.d. cross-functional team. (moderate)e. continuous improvement team.52. The ______________ is the continuous line of authority that extends from upper organizational levels to thelowest levels and clarifies who reports to whom.a. chain of demandb. chain of command (easy)c. demand hierarchyd. continuous design structure53. To whom a worker reports concerns which aspect of organizational structure?a. chain of command (moderate)b. departmentalizationc. pay structured. line of commande. authority framework54. ______________ entitles a manager to direct the work of a subordinate.a. Responsibilityb. Legitimate powerc. Rankd. Operating responsibilitye. Authority (moderate)55. ______________ is the obligation to perform assigned activities.a. Authorityb. Responsibility (easy)c. Chain of commandd. Unity of commande. Formalization56. The ______________ principle (one of Fayol’s 14 principles of management) helps preserve the concept ofa continuous line of authority.a. unity of demandb. unity of command (moderate)c. demand structured. continuous demand57. Span of control refers to which of the following concepts?a. how much power a manager has in the organizationb. the geographic dispersion of a manager's subunits ofresponsibilityc. how many subordinates a manager can effectively and efficiently supervise (moderate)d. the number of subordinates affected by a single managerial ordere. the amount of time it takes to pass information down through a manager's line of command58. Other things being equal, the wider or larger the span of control, the more ______________ theorganizational design.a. bureaucraticb. democraticc. effectived. efficient (difficult)e. classical59. Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have whateffect on organizations?a. reduced effectiveness (difficult)b. increased turnoverc. loss of managerial powerd. customer dissatisfactione. rigid chains of command60. An organization that spends money on maintaining a well-trained work force can expect which of thefollowing span-of-control outcomes?a. increased contempt for managementb. increased voluntary turnoverc. centralized authorityd. less direct supervision (moderate)e. increased need for managerial-level employees61. A high-tech manager who supervises the development of a new computer chip needs ______________compared to a manager who supervises the mailing of unemployment insurance checks at the localgovernment office.a. about the same span of controlb. a narrower span of control (difficult)c. a wider span of controld. a more informal span of controle. elimination of the span of control62. In general, span of control is ______________ for managers.a. increasing (easy)b. decreasingc. staying the samed. significantly decreasinge. no longer important63. ______________ describes the degree to which decision making is concentrated at a single point in theorganization.a. Decentralizationb. Centralization (moderate)c. Transnationalismd. Cross sectional analysis64. If lower-level employees provide input or are actually given the discretion to make decisions, theorganization is ______________.a. formalized.b. centralized.c. decentralized. (easy)d. mechanistic.e. organic.65. Recently, there has been a distinct trend toward ______________.a. smaller spans of control.b. decentralized decision-making. (moderate)c. decreased flexibility.d. emphasis on chain of command.e. mechanistic organizations.66. Which of the following factors WOULD NOT influence an organization to have a higher degree ofcentralization?a. Environment is stable.b. Company is geographically dispersed. (difficult)c. Company is large.d. Decisions are significant.e. Organization is facing a crisis.67. ______________ refers to the degree to which jobs within the organization are standardized and the extentto which employee behavior is guided by rules and procedures.a. Standardizationb. Centralizationc. Chain of commandd. Strategye. Formalization (moderate)68. All of the following factors indicate that a decentralized organization would be most effective EXCEPTwhen ______________.a. the environment is complex.b. decisions are relatively minor.c. the organization is facing a crisis. (difficult)d. the company is geographically dispersed.e. effective implementation of strategies depends on managers having involvement and flexibilityto make decisions.69. Which of the following factors describes an environment in whicha high degree of decentralization isdesired?a. Environment is complex, uncertain. (moderate)b. Lower-level managers do not want to have a say in decisions.c. Decisions are significant.d. Company is large.e. Organization is facing a crisis or the risk of company failure.70. The ______________ organizational structure is characterized by high specialization, extensivedepartmentalization, narrow spans of control and high formalization.a. mechanistic (easy)b. organicc. contingencyd. adhocracye. functional71. Which of the following is NOT a characteristic of a mechanistic organization?a. high specializationb. wide spans of control (moderate)c. high formalizationd. limited information networke. extensive departmentalization72. What type of organizational form follows classical principles such as unity of command?a. organicb. linearc. decentralizedd. mechanistic (moderate)e. adhocracyORGANIZATIONAL DESIGN DECISIONS73. Which of the following would likely be found in mechanistic organizations?a. wide span of controlb. empowered employeesc. decentralized responsibilityd. few rules and/or regulationse. standardized job specialties (difficult)74. All of the following are characteristics of an organic organization EXCEPT:a. narrow spans of control. (moderate)b. cross-hierarchical teams.c. free flow of information.d. low formalization.e. cross-functional teams.75. In the early years of Apple Computers, its desire for highly proficient and creative employees who operatedwith few work rules was an example of what type of organization?a. bureaucraticb. mechanisticc. volatiled. nouvellee. organic (difficult)。

罗宾斯《管理学》第九版题库13

Chapter 13 – Managing Change and InnovationTrue/False QuestionsWHAT IS CHANGE?1. Change is an organizational reality.True (easy)2. Organizational change can be alteration in people, structure, or technology.True (moderate)FORCES FOR CHANGE3. The marketplace is an external force of change.True (moderate)4. The change in demand for health care technicians is an example of an economic change.False (difficult)5. Economic changes are an internal force of change.False (moderate)6. Any manager can be a change agent.True (moderate)TWO VIEWS OF THE CHANGE PROCESS7. The "calm waters" approach to change would be consistent with Lewin's concept of unfreezing, changing,and refreezing.True (difficult)8. In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may lastfor unspecified lengths of time.True (moderate)MANAGING CHANGE9. Change threatens the investment you've already made in the status quo.True (easy)10. One reason people resist change is that is substitutes ambiguity for uncertainty.False (difficult)11. The manager's options for change essentially fall into three categories: structure, technology, and product.False (difficult)12. Computerization is a technological change that replaces people with machines.False (moderate)13. Probably the most visible technology changes in recent years have come through managers’ efforts toexpand corporate financing.False (moderate)14. Sensitivity training is a method of changing behavior through unstructured group interaction.True (easy)15. Organizational cultures tend to resist change.True (moderate)16. Techniques to change people and the quality of interpersonal work relationships are termed organizationaldevelopment.True (moderate)17. Cultural change is easier when the organizational culture is strong.False (easy)18. The first step in accomplishing organizational cultural change is to initiate a reorganization.False (moderate)CONTEMPORARY ISSUES IN MANAGING CHANGE19. Cooptation refers to covert attempts to influence.False (moderate)20. Manipulation is using direct threats.False (moderate)21. A major disadvantage of coercion is that it is frequently illegal.True (moderate)22. Negotiation refers to covert attempts to influence, twisting and distorting facts or withholding information.False (moderate)23. In cooptation, an organization seeks to "buy off" the leaders of a resistance group by giving them a key rolein the change decision.True (moderate)24. Never negotiate with employees as a means of overcoming resistance to change.False (moderate)25. The first step in changing organizational culture is to conduct a cultural analysis.True (easy)26. In process reengineering, a company drastically changes its structure, technology, and people by startingfrom scratch in reexamining the way the organization's work is done.True (moderate)27. Stress is a dynamic condition a person faces when confronted with an opportunity, constraint, or demandrelated to what he or she desires and for which the outcome is perceived to be both uncertain and important.True (moderate)28. In terms of organizational factors, any attempt to lower stress levels has to begin with employee selection.True (moderate)MANAGING WORKFORCE DIVERSITY29. The Paradox of Diversity is described as situations in which limitations are placed upon diverse individualsby strong organizational cultures.True (moderate)STIMULATING INNOVATION30. Creativity is the process of taking an idea and turning it into a useful product, service, or method ofoperation.False (difficult)Multiple ChoiceA MANAGER’S DILEMMA31. According to the company profile in “A Manager’s Dilemma,” whic h of the following branded productsdoes Panamerican Beverages, Inc sell in Latin America?a.Pepsib.Coca-Cola (moderate)c.Ocean Sprayd.Gatoradee.Evian32. According to the company profile in “A Manager’s Dilemma,” Francisco Sanchez-Loaeza, Panamco’sChairman a nd CEO, attributes all of the following organizational factors as important to the company’s success EXCEPT:a.centralized management philosophy (moderate)b.logistical expertisec.innovative merchandising strategiesd.excellent financial stewardshipe.decentralized management philosophyWHAT IS CHANGE?33. Being a manager, with no environmental uncertainty or threat of competitors' new products, would besimple without any ______________.a. government regulations.b. unions.c. diversity.d. cultural differences.e. change. (moderate)FORCES FOR CHANGE34. Which of the following is not an external force of change?a. marketplaceb. government laws and regulationsc. technologyd. economic changese. work force (moderate)35. The Americans With Disabilities Act is an example of which of the following forms of environmentalchange?a. internalb. technologyc. government laws and regulations (moderate)d. labor marketse. economic36. Changing human resource activities to attract and retain health care specialists due to increased needs forthose workers is an example of what kind of environmental change factor?a. marketplaceb. technologyc. labor markets (difficult)d. economice. government laws and regulations37. Falling interest rates would most stimulate what change factor for a manager?a. marketplaceb. government laws and regulationsc. labor marketsd. economic (easy)e. technology38. Which of the following is not an internal force of change?a. technology (moderate)b. strategyc. work forced. employee attitudese. equipment39. What change factor did Harley-Davidson motorcycles react to in its turnaround of production qualitycontrol and modernization?a. technologyb. externalc. work forced. equipmente. strategy (difficult)40. Increasing the numbers of employed women and minorities forces managers to pay attention to whatchange factor?a. strategyb. work force (moderate)c. equipmentd. technologye. employee attitudes41. Labor strikes are an example of what change factor that may encourage a change in management thinkingand practices?a. work forceb. equipmentc. employee attitudes (easy)d. strategye. government laws and regulations42. In organizations, people who act as catalysts and assume responsibility for managing the change process,are called ______________.a. change masters.b. change agents. (moderate)c. operations managers.d. charismatic leaders.e. transformational leaders.43. In an organization, who is usually the change agent?a. CEOb. executive vice-presidentc. any manager or nonmanager (difficult)d. any competitore. union leaders44. In spurring organizational change, outside consultants are usually more ______________, while internalmanagers may be more ______________.a. drastic; thoughtful (moderate)b. highly paid; riskyc. resistant; boldd. cautious; friendlye. interested; scaredTWO VIEWS OF THE CHANGE PROCESS45. Lewin's theory is consistent with which view of organizational change?a. continuousb. contemporaryc. Mayo'sd. "calm waters" (moderate)e. change in the 1990s46. Who theorized the change process involving unfreezing, changing, and refreezing?a. Druckerb. Robbinsc. Lewin (easy)d. Mayoe. Lawler47. According to Kurt Lewin, which of the following is not a stage in the change process?a.unfreezingb.changingc.refreezingd.restraining (moderate)48. According to Kurt Lewin, increasing the driving forces, which direct behavior away from the status quo, isa means of doing which of the following?a. unfreezing (moderate)b. changingc. restraining forcesd. refreezinge. melting49. Which of the following terms best describes the two primary views of the change process?a. problematic, encouragedb. occasional, continuous (difficult)c. costly, conservatived. optimistic, pessimistice. reactive, proactive50. Which of the following is the objective of refreezing, according to Lewin?a. directs behavior away from the status quob. hinders movement away from existing equilibriumc. changes to a new environmentd. eliminates the need for future changee. stabilize the new situation (moderate)51. According to the text, the ______________ is consistent with uncertain and dynamic environments.a.calm-waters metaphorb.white-water rapids metaphor (moderate)c.contemporary metaphord.continuous metaphore.cultural metaphor52. A manager who comes to work every morning expecting that today will definitely bring new challengesfrom competitors, the work force, etc., views organizational change in what way?a. pragmaticb. continuous (moderate)c. pessimisticd. reactivee. occasional53. According to the text, managers in such businesses as wireless telecommunications, computer software,and women’s high-fashion clothing have long confronted the ______________.a.calm-waters metaphorb.white-water rapids metaphor (moderate)c.contemporary metaphord.continuous metaphore.cultural metaphorMANAGING CHANGE54. As ______________, managers should be motivated to initiate change because they are committed toimproving their organization's effectiveness.a. change agents (difficult)b. efficiency expertsc. manipulatorsd. process consultantse. reengineering specialists.55. Managers' options for change essentially fall into what three categories?a. environment, technology, and missionb. structure, technology, and people (difficult)c. mission, structure, and peopled. mission, environment, and processe. environment, attitudes, and processes56. Ac cording to the text, “changing structure” includes alteration in any of the following EXCEPT:a.authority relations.b.coordination mechanisms.c.degree of centralization.d.job redesign.e.technology (moderate)57. Which of the following is not a part of organizational structure?a. work specializationb. departmentalizationc. chain of commandd. formalizatione. work processes (difficult)58. If an organization increases the span of control, what factor is being focused on in an organizational change?a. structure (difficult)b. peoplec. technologyd. strategye. human resources59. A company that decides to decentralize its sales procedures is managing what change category?a. technologyb. peoplec. equipmentd. competitorse. structure (moderate)60. According to the text, competitive factors or new innovations within an industry often require managers tointroduce all of the following EXCEPT:a.new equipment.b.new tools.c.new operating methods.d.new employees (moderate)61. ______________ is a technological change that replaces people with machines.a. Operationsb. Organizational developmentc. Automation (moderate)d. Roboticse. Downsizing62. Probably the most visible technological changes in recent years have come through manager s’ efforts toexpand _____________.a.corporate financing.anizational culture.puterization.d.employee retention.63. When grocery stores installed scanners to read the product price, this was an example of managing whatchange category?a. technology (moderate)b. peoplec. competitorsd. structuree. laws and regulations64. If Kraft Foods hired a consultant to decrease group friction and enhance cooperative work relationships,this would be an example of managing what change category?a. technologyb. people (difficult)c. competitorsd. structuree. laws and regulations65. Techniques to change people and the quality of interpersonal work relationships are termed______________.a. operations.b. organizational development. (moderate)c. downsizing.d. robotics.e. automation.66. ______________ is a method of changing behavior through unstructured group interaction.a. Survey feedbackb. Organizational developmentc. Sensitivity training (moderate)d. Process consultatione. Team building67. According to the text, an individual is likely to resist change because of all of the following reasonsEXCEPT:a.uncertainty.b.increased productivity. (easy)c.concern over personal loss.d.belief that the change is not in the organizati on’s best interest.68. Which of the following reactions to change is a threat to the investment you have already made in the statusquo?a. uncertaintyb. freezingc. change is not good for the organizationd. concern over personal loss (moderate)e. refreezing69. Which of the reasons for resistance to change may be beneficial to the organization?a. uncertaintyb. freezingc. change is not good for the organization (difficult)d. refreezinge. concern over personal loss70. All of the following are mentioned in the text as actions that managers can use to deal with resistance tochange EXCEPT:cation and communication.b.diversification (moderate)c.participation.d.facilitation and support.e.negotiation.71. Which of the following techniques for reducing resistance to change is based on the belief that, ifemployees receive the full facts and clarifications, they will no longer be resistant?a. education and communication (easy)b. participationc. facilitation and supportd. negotiatione. manipulation and cooptation72. If K-mart has employees serving on the committee to decide what color the new uniform colors should be,this is an example of what tactic for reducing change resistance?a. education and communicationb. manipulation and cooptationc. participation (easy)d. facilitation and supporte. coercion73. If a bank offers personal and financial counseling to employees prior to an upcoming downsizing, this is anexample of what kind of tactic for reducing change resistance?a. education and communicationb. coercionc. manipulation and cooptationd. negotiatione. facilitation and support (moderate)74. If management offers the union guaranteed wage hikes and a no-layoff promise in exchange for help inimplementing a new production process, this would be an example of what kind of tactic for reducing change resistance?a. participationb. facilitation and supportc. coerciond. negotiation (difficult)e. manipulation and cooptation75. If a state legislator purposely misrepresents public employee wages to the citizens in order to applydownward wage pressure in the collective bargaining process, this would be an example of what kind of tactic for reducing change resistance?a. negotiationb. coercionc. cooptationd. education and communicatione. manipulation (difficult)76. ______________ refers to covert attempts to influence, twisting and distorting facts or withholdinginformation.a. Negotiationb. Coercionc. Cooptationd. Education and communicatione. Manipulation (moderate)77. "Buying off" the leader of a resistance group in order to get his/her endorsement is an example of what kindof tactic for reducing change resistance?a. negotiationb. coercionc. education and commitmentd. cooptation (moderate)e. facilitation and support78. ______________ is using direct threats or force on those who resist change.a. Negotiationb. Coercion (moderate)c. Cooptationd. Education and communicatione. Manipulation79. A manager who threatens to ruin an employee's name in the company if he/she does not cooperate with animpending organizational change is using what kind of tactic for reducing change resistance?a. negotiationb. coercion (moderate)c. manipulation and cooptationd. education and communicatione. facilitation and supportMANAGING YOUR CAREER80. According to the boxed feature, “Managing Your Career,” all of the following are examples of means inwhich individuals can reinvent themselves EXCEPT:a.take advantage of continuing education or graduate courses at local colleges.b.sign up for workshops and seminars that can help enhance personal skills.c.depend on the organization to provide career development and training opportunities.(moderate)d.voice concerns in a constructive manner.81. Which of the following represents the relationship between organizational culture and change?a. Culture and change are naturally compatible.b. Culture tends to be very resistant to change. (moderate)c. Culture can change in months but not weeks.d. Culture can never be purposely changed.e. There is no relationship between culture and change.82. Which of the following is not a favorable situational condition that may facilitate change in organizationalculture?a. A dramatic crisis occurs.b. The culture is weak.c. Stock price sharply falls. (moderate)d. The organization is young and small.e. Leadership changes hands.83. Which of the following is the first step in accomplishing organizational cultural change?a. Appoint new leadership with a new vision.b. Initiate a reorganization.c. Conduct a cultural analysis. (moderate)d. Change the selection and socialization process.e. Introduce new stories and rituals to convey the new mission.84. Which of the following is the last step in accomplishing organizational cultural change?a. Make it clear that change is necessary to organizational survival.b. Introduce new stories and rituals to convey new vision.c. Appoint new leadership with a new vision.d. Change the selection, socialization, and reward system to support new values. (difficult)e. Initiate a reorganization.85. All of the following describe Continuous Quality Improvement EXCEPT:a. continuous, incremental change.b. fixing and improving.c. redesigning. (moderate)d. mostly "as is."e. works from bottom up in organization.86. Which of the following statements reflects the relationship between Continuous Quality Improvement (CQI)and reengineering?a. They are basically the same.b. CQI begins with reengineering.c. They are radically different. (difficult)d. Reengineering begins with TQM.e. Both require decentralized participative decision-making.87. In _____________, a company drastically changes its structure, technology, and people by starting fromscratch in reexamining the way the organization's work is done.a.process reengineeringb.Continuous Quality Improvement (moderate)c.team buildingd.structural realignment88. All of the following describe process reengineering EXCEPT:a. radical change.b. redesigning or starting over.c. mostly "what can be."d. fixing and improving. (moderate)e. initiated by top management.89. ______________ is a dynamic condition a person faces when confronted with an opportunity, constraint, ordemand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.a.Stereotypingb.Stress (moderate)c. A halo effectd.Creativity90. Which of the following is true concerning stress?a. It is a static condition.b. Stress is a negative reaction to an outside force.c. Stress is often associated with constraints and demands. (moderate)d. Stress limits performance.e. Stress has nothing to do with opportunity.91. Which of the following must be present for potential stress to become actual stress?a. uncertainty, importance (moderate)b. risk, valuationc. age, uncertaintyd. certainty, riske. pain, desire92. According to the text, stress symptoms can be grouped under any of the following three general categoriesEXCEPT:a.physiological.b.cultural (moderate)c.psychological.d.behavioral.93. Which of the following general categories of stress symptoms is least relevant to managers?a.physiological. (moderate)b.culturalc.psychological.d.behavioral.94. In terms of organizational factors, any attempt to lower stress levels has to begin with ______________.a. employee work loads.b. the reward system.c. the organizational leader.d. the organizational culture.e. employee selection. (difficult)95. Which of the following is the primary condition to reducing organizational stress?a. good job/person match (moderate)b. merit pay systemc. decentralizationd. caring and understanding managemente. fewer government laws and regulations96. Which of the following is true concerning stress that arises from an employee's personal life?a. A manager should offer advice.b. A manager who understands his/her subordinates can help control employee personal stressors.c. Management involvement may raise ethical concerns. (moderate)d. A caring manager can be the most effective counselor.e. There is nothing the organization should or can do to help relieve personal stressors. STIMULATING INNOVATION97. ______________ refers to the ability to combine ideas in a unique way or to make unusual associationsbetween ideas.a. Innovationb. Imaginationc. Creativity (moderate)d. Interpretive thinkinge. CQI98. ______________ is the process of taking a creative idea and turning it into a useful product, service, ormethod of operation.a. Innovation (moderate)b. Imaginationc. Creativityd. Interpretive thinkinge. CQIMANAGING IN AN E-BUSINESS WORLD99. According to the boxed feature, “Managing in an E-Business World,” which of the following best describesthe metaphor of the E-business world?a.calm-watersb.white-water rapids (moderate)c.contemporaryd.continuouse.cultural100. According to the boxed feature, “Managing in an E-Business World,” Tivoli Systems is a division of which of the following companies?a.General Motorsb.Microsoftc.IBM (moderate)d.Hewlett Packarde.Gateway101. Which of the following is an example of a variable that can foster innovation?a. mechanistic structureb. organic structure (difficult)c. few organizational resourcesd. low ambiguity acceptancee. low job security102. Which of the following is not a cultural value that supports innovation?a. acceptance of ambiguityb. tolerance for the impracticalc. high external controls (moderate)d. focus on ends, not meanse. open-system focus103. Which of the following human resource variables is supportive of organizational innovation?a. low commitment to trainingb. selection of Type A employeesc. high job security (moderate)d. unionizatione. long job tenure104. ______________ actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented.a.Idea champions (moderate)b.Whistle blowersc.Idea generatorsd.Idea screeners105. According to the text, all of the following are common personality characteristics of idea champions EXCEPT:a.extremely high-self-confidenceb.persistencec.energyd.risk averse (moderate)ScenariosFORCES FOR CHANGEChanging The Way (Scenario)Due to his spouse's accepting a promotion, Colin had recently left his private sector job in Kansas and accepted a new position in public service with the state of Ohio. The change had been quite a shock at first. The organizational cultures were quite different and each environment offered a different set of challenges. One new challenge Colin accepted was implementing changes into a state government system. Historically, this environment had not seen a lot of changes, and now, with the changes in Washington and the move toward privatization, change was necessary. Plus, his agency director was also new and had announced that the agency would be developing a new strategic plan. Together, Colin had been through many changes recently, and would be involved in more in the near future.106. The changes the state government was facing due to pressures put on by Washington could be referred to as a(n) ______________ force of change.a. drivingb. external (moderate)c. technologicald. internale. marketplace107. The changes Colin's agency was facing due to the new strategic plan anticipated from the new director could be referred to as a(n) ______________ force of change.a. drivingb. externalc. technologicald. internal (moderate)e. marketplace108. If Colin accepts the responsibility and acts as a catalyst for change, he could be referred to as a(n)a. change master.b. director of change.c. change agent. (each)d. change manager.e. enforcer of change.TWO VIEWS OF THE CHANGE PROCESS109. The past environment of state government, with very little change, where the status quo is considered the equilibrium state, would be consistent with all but which of the following terms?a. calm watersb. unfreezingc. refreezingd. white-water rapids (easy)e. LewinMANAGING CHANGEMaking Change Happen (Scenario)Colin was getting accustomed to his surroundings in state government. His efforts at getting people to accept change had met with a little resistance due to his and his new director's efforts and the hard work of his subordinates. But now the hard part really started, actually managing the change. What techniques could he and his agency's new director employ to most effectively implement changes that would result in increased productivity in his department? He considered changing three aspects of his agency: the structure, technology, and people.110. If the new agency director decided to remove layers in the agency and increase the span of managerial control, this would be considered changing thea. structural design.b. selection process.c. degree of centralization.d. structural components. (moderate)e. technological design.111. If the agency director decided to shift away from a functional to a product design, this would be considered changing thea. structural design. (challenging)b. selection process.c. degree of centralization.d. structural components.e. technological design.112. If Colin decided to replace some employee work time with a telephone menu system, this would be considered changing thea. organizational structure.b. technology. (moderate)c. people.d. organizational development.e. attitudes.113. Finally, Colin decided his people could benefit from ___________, a method of changing behavior through unstructured group interaction.a. survey feedbackb. sensitivity training (difficult)c. team buildingd. intergroup developmente. process consultationCONTEMPORARY ISSUES IN MANAGING CHANGEChanging Culture (Scenario)Mandy recently returned from her two-day managerial seminar, How to Totally Change Your Management and Leadership Style in Two Days. Even though she felt the seminar was worthless (as she had predicted), it did give her a chance to think about how to change the culture of her organization. She had been brought in by the new CEO as a change agent, and her position had the authority to have impact. She felt that the recent hostile takeover by their parent company had shocked everyone, especially given that the entire organization consisted of only 150 people and had been in business for only five years. She felt this might be the time to attempt the cultural change while everyone was still thinking in terms of change. As she tossed her leadership seminar manual into the wastebasket, she considered what might be her first step and how well the cultural change would work.114. Of the following, which is an advantage that Mandy has to implement cultural change?a. her new leadership skillsb. the recent purchase of her company (difficult)c. previous stable leadershipd. her managerial levele. her change agent power115. Which of the following statements is true concerning the leadership of Mandy's company and its effect on cultural change?a. New top leadership can be an advantage. (moderate)b. New top leadership is rarely an advantage.c. It is important for the cultural change to begin with employees first.d. Leadership issues have little impact on cultural change.e. Retaining the old leadership would have been preferable for cultural change.116. Which of the following statements about her company is most advantageous to Mandy as she attempts to change the cultural leadership?a. Change would be easiest with a company that is older and has a small number of employees.b. Change would be easiest in an older company with many employees.c. Small companies that are new are easiest in which to implement change. (difficult)d. Small companies that are old are easiest in which to implement change.e. In terms of cultural change, company size and age rarely matter.117. Of the following, which statement about her company's previous culture would be most advantageous to her accomplishing a change?a. A previously strong culture is receptive to change.b. A previously nonexistent culture is receptive to change.c. A moderately strong culture is receptive to change.d. A weak culture is more receptive to change. (difficult)e. An organization with multiple cultures is receptive to change.。

罗宾斯《管理学》(第7版)课后习题与考研真题详解

罗宾斯《管理学》（第7版）课后习题与考研真题详解第1章管理与组织导论一、思考题1．你的课程的授课教师是管理者吗？请分别用管理职能、管理角色、技能观点以及系统观点和权变观点讨论这个问题。

答：授课教师是管理者。

管理者指通过协调其他人的活动达到与别人一起或者通过别人实现组织目标的人。

管理者的工作可能意味着协调一个部门的工作，也可能意味着监督几个单独的个人，还可能包含协调一个团队的活动。

授课教师就是协调一个团队（学习团队）达到教学目标的管理者。

具体说来，授课教师作为管理者的工作可以用不同的观点来描述：（1）职能观点。

管理的职能就是管理者为了有效的管理所必须具备的功能，一般认为管理具有以下几项基本职能：计划、组织、领导、控制。

如图1-1所示。

图1-1 管理职能对于授课教师的工作来说：①计划。

教师不仅对一个学期的授课任务有详细的计划，还对每堂课的授课内容，所要达到的目标都有一个具体的安排。

②组织。

教师要组织课堂教学，还要保证整个学期这门课程的顺利进行，包括安排学习委员、班长等协助其教学工作的展开。

③领导。

表现在教师指导和激励所有的学生用心学习，个别时候还会找个人谈话，对学校好的同学进行表彰。

④控制。

教师要对授课情况进行反馈，并且制定一系列的课堂纪律保证教学的顺利进行，以达到预期的授课目标。

（2）角色观点。

亨利·明茨伯格（Henry Mint berg）这位杰出的管理研究者认为，管理者的行为可以通过考察管理者在工作中所扮演的角色来恰当地描述。

明茨伯格的10种管理行为可以被进一步组合为三个主要的方面，即人际关系、信息传递和决策制定。

对于授课教师的工作来说：①人际角色。

作为课程的挂名首脑、领导者和联络者，授课教师要对学生的学习情况向学校总结、汇报，并为该门课程的展开争取一定的教学资源。

②信息传递。

作为监听者、传播者和发言人，授课教师全权负责这门课程的展开，学校对该门课程的指示或学生对该门课程有什么要求，都由授课教师代表全体学员向学校进行沟通和传达。

罗宾斯《管理学》名校真题解析及典型题精讲精练

往题干中蕴含着答案的提示。１７． “ 工会成员总是无中生有” 以及“ 已婚员工比单身员工更稳定” 是（㊀㊀）的事例。Ａ．假设相似性【答案】㊀Ｄ【解析】本例可以直接选择或通过排除法选择。１８．相对于个人决策而言，群体决策既有优点，也存在着明显的缺点。因此，必须根据所作决策的具体情况，决定采用相应的决策方式。以下几种情况中，（㊀㊀）通常不采取群体决策方式。Ａ．确定长期投资于哪一种股票Ｂ．决定一个重要副手的工作安排Ｃ．选择某种新产品的上市时机Ｄ．签署产品销售合同【答案】㊀Ｄ【解析】销售合同的签订在很多情况下争分夺秒，决策速度慢是群体决策的重要缺点，因此答案选Ｄ。１９．比较马斯洛的需要层次理论和郝茨伯格的双因素理论，马斯洛提出的五种需求中，属于保健因素的是（㊀㊀）。Ａ．生理和自尊的需要Ｃ．生理和安全的需要【答案】㊀Ｃ【解析】略２０．公司某位资深员工很有能力，但对工作却不怎么热情，对于该类员工，其领导者应该采取（㊀㊀）的领导风格。Ａ．告知【答案】㊀Ｂ【解析】情景领导理论模型，下属成熟度与领导风格的匹配：Ｒ１：无能力而且不愿意— — —告知／命令；Ｒ２：无能力但愿意— — —推销／说服；Ｒ３：有能力但不愿意— — —参与；Ｒ４：有能力且有意愿— — —授权。２１．Ａ企业签订了下一季度的重要订单，加紧招收人手以免产能不足；Ｂ企业发现产品供大于求，价格下降，这时决定立即减少或停止这种产品的生产。这些措施（㊀㊀）。Ａ．均属于前馈控制Ｃ．前者属于前馈控制，后者属于反馈控制【答案】㊀Ａ【解析】略Ｂ．均属于反馈控制Ｄ．前者属于反馈控制，后者属于前馈控制Ｂ．参与Ｃ．授权Ｄ．推销Ｂ．安全和自我实现的需要Ｄ．自尊和社交的需要Ｂ．晕轮效应Ｃ．性别相似性Ｄ．刻板印象

(完整word版)管理学-罗宾斯-试题

浙江大学一、单项选择题（每题3分，共30分）1 在管理过程中，“监控活动以确保它们按计划完成”的职能，属于____.A。

计划 B。

组织 C。

领导 D。

控制2 在20世纪30年代，确信管理者的工作是激励雇员做出更答努力,并首先提出组织是一个开放系统观点的学者是____。

A. 亨利？法约尔 B。

马克斯？韦伯 C. 切斯特？巴纳德 D。

埃尔顿？梅奥3 某个组织通过一次性支付或按销售提取一定费用,从而给予其他制造业组织商标、技术或产品规范的使用权,这种方式可以称为____.A。

特许经营 B。

许可证贸易 C。

合资企业 D。

独资企业4 在不确定情况下，除了有限信息的影响之外,另一个影响决策结果的因素是____.A．风险性 B。

环境的复杂性 C。

决策者心理定位 D. 决策的时间压力5 某电器公司决定采取收购方式进入家用空调产业,以分散经营风险，从战略层次或类型的角度看，该战略属于____。

A．公司层战略 B. 事业层战略 C。

职能层战略 D。

技术运作层战略6 在PERT网络图中，关键路线上的活动的松弛时间是____.A 最长活动时间 B。

最长活动时间与最短活动时间之差 C.各活动所用时间之和D。

零7 在组织设计中，用来描述组织中各项工作标准化以及员工行为受规则和程序约束程度的变量或要素是____。

A．工作专门化 B. 正规化 C. 管理跨度 D. 部门化8 人们根据自己的兴趣、经验和态度而有选择地去解释所看或所听的信息，这被称为____.A．选择性知觉 B. 过滤 C。

自我认知 D。

情绪知觉9 当人们以个体所在的团体为基础来判断某人时，人们所使用的这种捷径被称为____。

A．晕轮效应 B。

对比效应 C. 选择性知觉 D。

刻板印象10 某公司形成了很强的价值观和行为规范，并有一套完整的仪式来调节和引导员工的行为。

从控制的角度来看，这属于____.A．反馈控制 B. 市场控制 C。

小集团控制 D. 官僚控制二、名词解释（每题4分,共24分）1、创业精神2、社会责任3、竞争优势4、组织承诺5、虚拟团队6、平衡计分卡三、简答题（每题6分，共42分)1、对组织及其成员而言，为什么说“强文化"比“弱文化”的影响更大？2、简述程序、规则和政策及其在决策制定过程中的作用.3、一个设计良好的目标具有哪些基本特征？4、简述部门化以及通用的部门化方式。

罗宾斯,管理学,常考题目和答案

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

管理学(罗宾斯,第7版)小测验答案

管理学（罗宾斯，第7版）小测验答案（一）(2008-07-04 23:47:57)第一章管理与组织导论1、管理者是组织中这样的成员，他告诉别人该做什么以及应该怎样去做。

很容易将管理者与非管理雇员区分开来，后者是指组织中这样的成员，他们直接从事一项工作和任务，并且没有人向他们报告。

2、组织和工作性质的变化改变了管理的者的角色，在管理者与非管理雇员之间不存在清晰的界限。

3、通常将组织中的管理者分别称为基层管理者、中层管理者和高层管理者。

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

中层管理者，包括所有处于基层和高层之间的各个管理层次的管理者。

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

4、管理是一个过程，是协调工作活动使之有效率和有效果的过程。

管理是同别人一起或通过别人使工作活动完成得更有效率和更有效果的过程。

5、效率是指以最少的投入获得最大的产出；效果是指实现组织目标的程度。

效率涉及做事的方式，效果涉及事情的结果。

6、管理当局不能只是关注达到和实现组织目标，也就是关注效果，还要尽可能有效率的完成工作。

在成功的组织中高效率和高效果是相辅相成的，而不良的管理通常既是低效率的也是低效果的，或者虽然有效果但却是低效率的。

7、所有管理者都在从事五种管理职能，即计划、组织、指挥、协调和控制。

计划包括定义组织的目标、制定战略和计划以实现组织的目标；组织包括设计结构以执行计划；领导包括激励下属、影响个体或团队、有效的沟通以及处理雇员的行为问题；最后，控制包括监督、比较和改进组织的绩效。

8、管理过程是指一组进行中的决策和行动，包括计划、组织、领导和控制。

当管理者进行管理时，他们的工作通常以连续的方式也就是以过程的方式体现出来。

9、亨利?明茨伯格得出结论，管理者在履行10种不同的角色和行为。

他将它们分为三种类型，一种是关于人际关系的（挂名首脑、领导者和联络者），第二种有关信息的传递（监听者、传播者和发言人），第三种是关于决策制定的（企业家、混乱驾御者、资源分配者和谈判者）。

罗宾斯《管理学》判断选择题集

选择题1.根据马斯洛的需要层次理论，人的行为决定于：A.需求层次B.激励程度C.精神状态D.主导需求2.为了明确企业计划的外部条件，其关键是：A.定量预测B.定性预测C.环境预测D.销售预测3.企业计划工作的前提条件可分为企业可控制和企业不可控制的。

下列哪个(些)条件是企业可控制的?A.未来市场价格水平B.税收和财政政策C.A和BD.产品投放市场的时机4.外部经济性主要源自于：A.整个行业的分工与专业化B.企业内部的分工与专业化C.企业生产成本的降低D.企业内部管理的加强5.中国某著名的S药业公司，经常在电视上做各种公益广告如“吸烟有害”等，这说明该公司奉行的经营观念是：A.产品观念B.推销观念C.营销观念D.不能确定6.X商品的替代品与互补品价格的上升，分别引起X商品月需求量变动为50单位和80单位，则在它们共同作用下该月X商品的需求数量变动单位为：A.增加30B.减少30C.增加130D.减少1307.近年来，我国市场上对纯棉服装的需求不断上升，是由于A.化纤服装的价格下降B.我国进口关税的总水平下降C.纯棉服装生产成本增加D.人们消费时尚的改变8.中国足球甲A联赛越来越引人注目，形成了所谓的球市，你认为这个市场主要是由哪些因素构成的?A.球迷、球员、教练、场地B.我国进口关税的总水平下降C.球迷、俱乐部、电视台、教练D.球迷、赞助商、俱乐部、电视台9.某S公司是一家刚起步的公司，公司的产品刚刚开始出发，面临着如何进入市场的问题。

这一产品是一种全新的营养补品，与市场上已有的产品有着很大的不同。

公司决定先集中力量在邻近的大城市搞“广告轰炸”，在这点上公司上下意见一致，但在广告的侧重点上，大家发生了争议。

你认为广告侧重应放在以下哪种因素上A.企业形象及公司名称B.产品商标C.产品包装D.本公司产品与其他产品的区别10.新产品上市后，如果适合市场需要，即进入A.成熟期B.成长期C.衰退期D.介绍期11.某企业拟购置一套大型设备，甲、乙、丙三个供应商的报价相同，设备性能也一样，只是使用过程中需要的维修费不同，预计情况如下表：供应商甲乙丙发生的可能性(%)406040603070根据以上数据，企业应购买哪个(些)供应商的设备?A.甲或丙B.乙C.甲D.丙12.比较马斯洛的需求层次理论和赫茨伯格的双因素理论，马斯洛提出的五种需求中，属于保健因素的是A.生理和自尊的需要B.生理、安全和自我实现的需要C.生理、安全和社交的需要D.安全和自我实现的需要13.如果商品的价格上升一个不大的百分比而引起对该商品的需求量大幅度的下降，则A.该商品没有替代品B.该商品没有互补品C.该商品富有需求价格弹性D.该商品缺乏需求价格弹性14.一家企业生产的某种产品销售量增长速度出现负数，而市场调查却显示该产品的市场需求量仍然在快速增长，由此可得结论：A.该产品正处于生命周期成熟期B.该企业的生产能力有所萎缩C.该企业产品的竞争优势有所下降D.该产品市场需求正在下降15.某总经理把产品销售的责任委派给一位市场经营的副总经理，由其负责所有地区的经销办事处，但同时总经理又要求各地区经销办事处的经理们直接向总会计师汇报每天的销售数字，而总会计师也可以直接向各经销办事处经理们下指令。

罗宾斯管理学考研题库

罗宾斯管理学考研题库罗宾斯管理学是管理学领域内一个重要的分支，它涵盖了组织行为、战略管理、人力资源管理等多个方面。

考研题库的建立旨在帮助学生更好地准备研究生入学考试，通过练习题目来巩固和检验所学知识。

以下是一些可能会在罗宾斯管理学考研题库中出现的题目类型和内容。

一、选择题1. 罗宾斯管理学的核心理念是：A. 利润最大化B. 员工满意度C. 组织效率D. 持续改进2. 在组织行为学中，哪种理论强调了个体在组织中的行为和动机？A. 系统理论B. 行为科学理论C. 权变理论D. 人际关系理论二、判断题1. 罗宾斯管理学认为，有效的管理应该基于严格的规章制度和程序。

（对/错）2. 组织文化是影响员工行为和组织绩效的重要因素。

（对/错）三、简答题1. 简述罗宾斯管理学中关于领导力的观点。

2. 描述罗宾斯管理学中对组织变革的理解和重要性。

四、案例分析题案例：某公司近年来业绩下滑，员工士气低落。

公司决定实施一项新的管理策略，以期提高效率和员工满意度。

请分析以下问题：- 该公司可能面临哪些管理问题？- 如何运用罗宾斯管理学理论来解决这些问题？- 描述一个可能的实施计划。

五、论述题1. 论述罗宾斯管理学在现代企业管理中的应用及其挑战。

2. 讨论罗宾斯管理学对于提升组织竞争力的贡献。

结束语通过这些题目的练习，学生不仅能够检验自己对罗宾斯管理学理论的掌握程度，也能够提高解决实际问题的能力。

考研题库的建立和使用是一个动态的过程，需要不断地更新和完善，以适应不断变化的学术和实践需求。

希望这些内容能够帮助学生在考研的道路上取得更好的成绩。

罗宾斯《管理学》第九版题库

Chapter 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《管理学》习题答案

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

它涉及规划、组织、领导和控制等方面，旨在提高组织的绩效和效率。

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

他们需要在组织内部和外部之间进行协调，以确保组织的顺利运作。

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

组织的特点决定了它的运作方式和效率。

4. 什么是组织文化？组织文化是指组织内部共享的价值观、信念和行为方式。

它是组织的独特文化特征，对组织内部成员的行为和决策产生影响。

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

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

第二章：管理环境1. 管理环境的组成部分有哪些？管理环境包括内外环境。

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

管理者需要了解和适应环境的变化，以确保组织的成功。

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

管理者需要根据经济环境的变化，制定相应的策略和决策。

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

管理者需要不断学习和应用新的技术，以提高组织的效率和竞争力。

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

管理者需要遵守相关法律法规，并与政府保持良好的关系。

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

这些因素可以影响组织的形象和公众形象。

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

罗宾斯《管理学》第九版题库-8

Chapter 8 - Strategic ManagementTrue/False Questions3. The first step in the strategic management process is analyzing the external environment.False (difficult)6. Within an industry, an environment can present opportunities to one organization and pose threats to another.True (moderate)The final step in the strategic management process is implementing the objectives.False (difficult)TYPES OF ORGANIZATIONAL STRATEGIES11.Corporate-level strategics arc developed for organizations that run more than one type of business.True (moderate)The business group that is characterized by having low growth but high market share is known as a cash cow.True (moderate)According to the Boston Consulting Group matrix, question marks are businesses that generate large amounts of cash, but their prospects lor future growth are limited?False (moderate)According to Porter's competitive strategies framework, the cost leadership strategy would result in the best quality product at a justifiable cost.False (difficult)Multiple Choice38.The strategic management process is divided into which of the following sections?a.planning, implementation, and evaluation (easy)b.problem identification, planning, and implementationc.implementation, evaluation, and restructuringd.mission statement, environmental evaluation, and specific goalse.mission statement, environmental scoping, and evaluationIn the strategic management process, the defines the organizational purpose and answersthe question: "What is our reason for being in business?" a. objective b. evaluation c. strategyd.mission (easy)e.values statement41. Which of the following is not an example of an organization's mission?a.We believe our first responsibility is to doctors, nurses and patients, to mothers and all others who use ourproducts and services. (Johnson & Johnson).b.AMAX's principal products are molybdenum, coal, iron ore, copper, lead, zinc, petroleum and natural gas,potash, phosphates, nickel, tungsten, silver, gold, and magnesium.c.We at Xeren want to increase market share by 10% during the next fiscal year, (difficult)d.Wc are dedicated to the total success of Corning Glass Works as a worldwide competitor.e.Hoover Universal is a diversified, multi-industry corporation with strong manufacturing capabilities,entrepreneurial policies, and individual business unit autonomy.44.Which of the following is not part of the organization's external environment?a.what competition is doingb.pending legislation that might affect the organizationc.consumer trendsd.employees* education level (moderate)bor supplyWhat step in the strategic management process follows analyzing the external environment?a.identifying opportunities and threats (moderate)b.mission statementc.evaluationd.identifying strengths and weaknessese.formulating strategiesWhat step in the strategic management process follows analyzing the organization's resources?a.identifying opportunities and threatsb.formulating strategyc.mission statementd.implementing strategye.identifying strengths and weaknesses (easy)In the strategic management process, what step comes prior to evaluating results?a.identifying strengths and weaknessesb.formulating strategiesc.identifying opportunities and threatsd.implementing strategies (easy)f.analyzing the organization's resourcesWhat is the final step in the strategic management process?a.mission statementb.identifying opportunities and threatsc.implementing strategicsd.analyzing the organization's resourcese.evaluating results (easy)Which of the following is one level of strategic planning in large companies?a.management levelb.financial levelc.staff leveld.corporate level (easy)e.systems levelLower level managers in an organization are typically responsible for which of the following types of strategies?a.functional-level strategiesb.business-level strategiesc.corporate-level strategiesd.mergers and acquisitionsWhich of the following is associated with corporate-lcvcl strategies?a.They are needed if your organization is in more than one type of business, (moderate)b.They answer: "How should our business compete?"c.They represent a single business.d.They arc a method of support for the business-level strategics.e.They determine the operations of a single business unit.65.When PepsiCo seeks to integrate the strategies of Pepsi, 7-Up International, and Frito-Lay, it is developingwhat level of business strategy?a.functionalb.systemc.managementd.businesse.corporate (moderate)Examples of a corporate-level stability strategy include all of the following EXCEPT:a.continuing to serve the same clients by offering the same product or service.b.maintaining market share.c.sustaining the organization's return-on-investment results.d.implementing vertical or horizontal integration, (moderate)When should management pursue a stability strategy?anizational performance is slipping.b.The environment is changing.c.The organization's performance is satisfactory and the environment is stable, (moderate)d.The firm has valuable strengths.e.There are abundant environmental opportunities.76.In, the organization attempts to gain control of its inputs by becoming its own supplier.a.forward vertical integrationb.backward vertical integration (moderate)c.horizontal integrationd.related diversificatione.unrelated diversificationWhich of the following describes a company growing by combining with other organizations in the same industry?a.forward vertical integrationb.backward vertical integrationc.horizontal integration (moderate)d.related diversificatione.unrelated diversificationWhich of the four business groups in (he corporate portfolio matrix has high growth and high market share?a.cash cowb.stars (difficult)c.question marksd.dogse.elephantsMichael Porter's competitive strategies framework identifies three generic competitive strategies: cost leadership, differentiation, and.a.depth.b.breadth.c.revenue growth.d.focus, (moderate)e.acquisition.102.Porter's competitive strategies framework describes a strategy whereby an organizationwants to be unique in its industry along dimensions widely valued by buyers.a.differentiation (moderate)b.fbcusc.cost leadershipd.depthe.defenderAccording to the boxed feature, "Managing in an E-Business World? all of the following are mentioned as major implications of the increasingly dynamic and uncertain environments on e-business strategies EXCEPT:a.environmental analysis will become an important part of everyone's job.b.strategy will become increasingly long term in orientation, (moderate)c.barriers to entry are practically nonexistent.d. a sustainable competitive advantage will be harder to achieve.ScenariosA Large Taco (Scenario)It is now ten years later and, as the original owner of Taco Rocket, you have seen your business holdings grow substantially. You now need to decide how to best manage and utilize the large number of assets represented by the companies you own. You called the Boston Consulting Group (BCG), and they have offered you some advice based on their corporate portfolio matrix.117.Your oldest holding, Taco Rocket, has not grown much in recent years but, due to low debt, generates a hugeamount of cash. Taco Rocket would be considered, according to BCG, a.a.cash cow. (moderate)b.star.c.question mark.d.dog.e.does not fit with their matrix-Recently, you also purchased a company that manufactures a new satellite dish, allowing you to enter into the cable television market. The business is profitable and growing, but the technological unknowns make it risky. BGC considers it a.a.cash cow.b.star.c.question mark, (moderate)d.dog.e.does not fit with their matrix-Another purchase you made was to acquire a local coffee-cart chain with thirty locations around the city. You don't see it growing very much, bui then, ii doesn't cost much (o operate. BGC has labeled this venturea.cash cow.b.star.c.question mark.d.dog. (moderate)e.does not fit with their matrix118.You also got somewhat lucky with an investment made a few years ago. You were an original investor in a computer chip company that took off quickly and now dominates the market. While growing quickly, it docs not tend to generate positive cash flow and is in continuous need of reinvestment of equipment and product development. BGC considers this a. a. cash cow.b.star, (moderate)c.question mark.d.dog.e.does not fit with their matrix-Essay QuestionsTHE STRATEGIC MANAGEMENT PROCESSIn a short essay, list and discuss the eight steps in the strategic management process.123.In a short essay, list and discuss the three levels of strategy that an organization must develop.Answer Corporate-level strategy - this strategy seeks to determine what businesses a company should be in or wants to be in. Corporate-level strategy determines the direction that the organization is going and the roles that each business unit in the organization will plan in pursuing that direction.a.Business-level strategy - this strategy seeks to determine how an organization should compete in each ofits businesses. For a small organization in only one line of business or the large organization that has not diversified into different products or markets, the business-level strategy typically overlaps with (he organization's corporate strategy. For organizations with multiple businesses, however, each division will have its own strategy that defines the products or services it will offer and the customers it wants to reach.b.Functional-level strategy - this strategy seeks to determine how (o support (he business-level strategy. Fororganizations (hat have traditional functional departments such as manufacturing, marketing, human resources, research and development, and finance, these strategies need to support the businesslevel strategy(moderate)In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness in segmenting businesses. Include a discussion of the characteristics for each of the four categories based on the BCG matrix.Answer The Boston Consulting Group matrix introduced the idea that an organization's businesses could be evaluated and plotted using a 2 x 2 matrix to identify which ones offered high potential and which were a drain on organizational resources. The horizontal axis represents market share, which was evaluated as either low or high; and the vertical axis indicates anticipated market growth, which also was evaluated as either low or high. Based on its evaluation, the business was placed in one of four categories:a.Cash cows (low growth, high market share) - businesses in this category generate large amounts of cash,but they prospects for future growth are limited.b.Stars (high growth, high market share) - these businesses are in a fast-growing market, and hold a dominantshare of that market. Their contribution to cash flow depends on their need for resources.c.Question marks (high growth, low market share) - these businesses are in an attractive industry, but holda small market share percentage.d.Dogs (low growth, low market share) - businesses in this category do not produce, or consume, much cash.However, they hold no promise for improved performance.(easy)In a short essay, list and discuss the five competitive forces, according to Porter, which determine industry attractiveness and profitability.Answer Threat of new entrants - determined by the height of barriers to entry which includes factors such as economies of scale, brand loyalty, and capital requirements determine how easy or difficult it is for new competitors to enter an industry.a.Threat of substitutes - factors such as switching costs and buyer loyalty determine the degree to whichcustomers are likely to buy a substitute product.b.Bargaining power of buyers - factors such as number of customers in the market, customer information,and the availability of substitutes determine the amount of influence that buyers have in an industry.c.Bargaining power of suppliers - factors such as the degree of supplier concentration and availability ofsubstitute inputs determine the amount of power that supplier have over firms in the industry.d.Existing rivalry - factors such as industry growth rate, increasing or falling demand, and product differencesdetermine how intense the competitive rivalry will be among firms in the industry.(moderate)In a short essay, list and discuss the three competitive strategics, according to Porter. Include specific examples of companies that pursue each of the three competitive strategies.Answer Cost leadership strategy - when an organization sets out to be the lowest-cost producer in its industry, it's following a cost leadership strategy. A low-cost leader aggressively searches out efficiencies in production, marketing, and other areas of operation. Overhead is kept to a minimum, and the firm does everything it can to cut costs. For example, Wal-Mart,s headquarters in Bentonville, Arkansas, office furnishings are sparse and drab but functional. Although low-cost leaders don't place a lot of emphasis on "frills,“ the product or service being sold must be perceived as comparable in quality to (hat offered by rivals or al least be acceptable (o buyers. Examples of companies that have used the low-cost leader strategy include Wal-Mart, Hyundai, and Southwest Airlines.a.Differentiation strategy - the company that seeks to offer unique products that are widely valued bycustomers is following a differentiation strategy. Sources of differentiation might be exceptionally high quality, extraordinary service, innovative design, technological capability, or an unusually positive brand image. The key to this competitive strategy is that whatever product or service attribute is chosen for differentiating must set the firm apart from its competitors and be significant enough to justify a price premium that exceed the cost of differentiating. Practically any successful product or sen ice can be identified as an example of the differentiation strategy: Nordstrom's (customer service); Sony (reputation for quality and innovative design); Coach handbags (design and brand image); and Kimberly-Clark's Huggies Pull-Ups (product design).b.Focus strategy - the aim of the focus strategy is at a cost advantage or a differentiation advantage in anarrow segment. That is, managers select a market segment or group of segments in an industry and don't attempt to serve the broad market. The goal of a fbcus strategy is to exploit a narrow segment of a market.These segments can be based on product variety, type of end buyer, distribution channel, or geographical location of buyers. Research suggests (hat (he focus strategy may be (he most effective choice lor small businesses because they typically do not have the economies of scale or internal resources to successfully pursue one of the other two strategies.(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。

罗宾斯管理学考研真题

考试科目：企业管理综合理论与知识2008年一、多项选择题〔每题1分，共10分〕1、方案组织的主要任务就是确定〔〕A、组织的领导式B、组织构造C、组织的目标及实现目标的途径D、组织目标的实现程度2、管理层次少而管理幅度大的扁平式组织构造的优点是〔〕A、管理密B、分工明确C、信息纵向流通快，管理费用低D、上下级易于协调3、过分集权有很多弊端，除了〔〕A、降低决策质量B、不利于决策的统一C、使得组织的适应能力减弱D、降低组织成员的工作热情4、以下哪些面不属于目标管理的根本思想〔〕A、强调以目标为中心的管理B、强调以人为中心的参与式管理C、强调以目标网络为根底的系统管理D、强调以集权型组织构造为根底的管理5、进展控制时，首先建立标准，关于建立标准，以下说法中哪一种有问题.A、标准应该考虑实际可能B、标准应该考虑实施本钱C、标准应该越高越好D、标准应该考虑顾客需求6、委员会制的决策式和个人决策相比，其优势在于〔〕A、可以提高决策的速度B、集思广益，有利于做出更好的决策C、可以加强管理人员对决策的责任感D、可以节省决策本钱7、领导者不同的领导式会适应不同的工作环境，而不同的工作环境也需要不同的领导式，这种观点出自哪个理论.A、领导行为理论B、领导权变理论C、领导特质理论D、领导生命期理论8、有人认为：“一个繁忙的管理者往往不是一个好的管理者〞，对于这种看法，你如评价.A、这种看法有一定的正确性，因此管理者的工作重点应该是让下属的积极性得到发挥，而不是自己繁忙。

B、这种看法不对，管理者需要承当比下属更大的责任，当然应该很繁忙C、这种看法不对，管理者除了管理下属以外，也要处理千头万绪的事务性工作，当然会很繁忙D、这种看确，最高明的管理者就应该是“无为而治〞的管理者9、你认为公司总经理和车间主任管理职能的区别在哪里，以下选项中最适当的是：A、需要做大量的方案工作，车间主任一般不需要方案工作B、总经理需要较高的管理技能，车间主任那么要求较高的技术技能总经理C、总经理的工作经历一般比车间主任大D、以上都不对10、美国管理学大师彼得德克说过，如果你理解管理理论，但是不具备管理技术和管理工具的运用能力，你还不是一个有效的管理者；反过来，如果你具备管理技巧和能力，而不掌握管理理论，那么充其量你只是一个技术员。

管理学罗宾斯著试题完整版

管理学罗宾斯著试题 HUA system office room 【HUA16H-TTMS2A-HUAS8Q8-第一套《管理学》期末考试试卷（第一套试卷Ａ卷）一、选择题（每题1分，共10分）1.西方权变理论学派的代表人物是（）。

A孔茨B西蒙C梅奥D伍德沃德2．管理跨度原则可以理解为（）。

A职位的职权和职责对等一致B领导者所管理的人员数目应当适当C管理人员要求与分工、协作相一致D应当授予管理人员一定的职权3．美国学者梅奥曾经带领一批研究人员进行了有名的霍桑试验，开创了（）的早期研究。

A行为科学学派B管理科学学派C社会系统学派D经验主义学派4.确定合理的管理幅度是进行组织设计的一项重要内容。

关于什么是合理的管理幅度，对于下列四种说法，你最赞同哪一种()。

A管理幅度越窄，越易控制，管理人员的费用也越低。

B管理幅度越宽，组织层次越少，但管理人员的费用会大幅度上升。

C管理幅度应视管理者能力、下属素质、工作性质等因素的不同而定。

D管理幅度的确定并不是对任何组织都普遍重要的问题，无须过多考虑。

5．在计划类型中，按照计划制定者的层次可将计划分为（）。

A战略计划、管理计划、作业计划B指令性计划、指导性计划C综合计划、项目计划D销售计划、生产计划、劳动人事计划、技术改造计划6．在管理控制活动中，有一种控制是用过去的情况来指导现在和将来,这种控制是（）。

A前馈控制B反馈控制C过程控制D间接控制7.根据领导生命周期理论，当下属的成熟度处于成熟阶段应采取的领导方式是：()。

A高关系低工作B命令式C参与式D低工作低关系8当人们认为自己的报酬与劳动之比，与他人的报酬与劳动之比是相等的，这时就会有较大的激励作用，这种理论称为：()。

A、双因素理论B、效用理论C、公平理论D、强化理论8在管理方格图中，团队式管理的方格是处于()。

A 9.1B 9.9C 1.9D 1.110．心理学家马斯洛将人的多种需求概括为五个层次的需要，依次是：（）。

罗宾斯管理学习题集判断题

第一章：管理与组织导论1. 一个管理人员应具备的管理技能有领导技能、人事技能和技术技能三种。

（×）2. 管理的目的在于“有效地”作出决策，提高组织活动的成效。

（×）3. 领导是管理的首要职能。

(×)4. 在管理的定义中，效率是指实现组织目标的程度，效果是指以最少的投入获得最大的产出。

（×）5. 亨利·明茨伯格认为管理者实际上在扮演10种不同的角色，分别为人际关系、信息传递和决策制定。

（√）6. 管理是同别人一起或通过别人使工作活动完成得更为有效和更有效果的过程。

（√）7. 组织是一种实体，它具有明确的目的，包含各种资源以及各种精细的结构。

（×）8. 传统的组织是根据任务定义工作，而新型的组织的根据职位定义工作（×）第二章：管理的昨天和今天1.梅奥认为，在共同的工作过程中，人们必然发生相互之间的联系，产生感情，自然形成一种行为准则或惯例，要求个人服从，这就形成了正式组织。

（×）2.从19世纪末期到20世纪初期，诸多学者提出比较系统的管理理论，比如，泰罗的科学管理理论，法约尔的行政管理理论。

（×）3. 韦伯提出的行政性组织用在低效率的公共行政管理部门。

（×）4. 切斯特·巴纳德提出了一个理想的工作场所，并主张花在改进劳动力状况上的金钱是一种民智的投资（×）5. 全面质量管理理论认为低成本是提高生产率的唯一途径。

（√）6. 创业精神包括发现机会和调动资源去开发这些机会。

（√）第三章：组织文化与环境：约束力量1. 一般环境对组织的影响是直接的、长期的、潜在的。

（×）2. 管理的基本问题就是要在应付变动的外部环境中进行有效的资源配置。

（√）3. 组织的领导层一旦变动，组织文化一般会受到很大影响，甚至立即消失。

（×）4. 组织文化由创新与风险承受力、关注细节、成果导向、员工导向、团队导向、进取性等六个维度。

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浙江大学一、单项选择题（每题3分，共30分）1在管理过程中，“监控活动以确保它们按计划完成”的职能，属于____。

A.计划B. 组织C. 领导D. 控制2在20世纪30年代,确信管理者的工作是激励雇员做出更答努力,并首先提出组织是一个开放系统观点的学者是____。

A.亨利?法约尔B. 马克斯?韦伯C. 切斯特?巴纳德D. 埃尔顿?梅奥3某个组织通过一次性支付或按销售提取一定费用，从而给予其他制造业组织商标、技术或产品规范的使用权，这种方式可以称为____。

A.特许经营B. 许可证贸易C. 合资企业D. 独资企业4 在不确定情况下，除了有限信息的影响之外，另一个影响决策结果的因素是____。

A．风险性 B. 环境的复杂性 C. 决策者心理定位 D. 决策的时间压力5 某电器公司决定采取收购方式进入家用空调产业，以分散经营风险，从战略层次或类型的角度看，该战略属于____。

A．公司层战略 B. 事业层战略 C. 职能层战略 D. 技术运作层战略6 在PERT网络图中，关键路线上的活动的松弛时间是____。

A 最长活动时间 B.最长活动时间与最短活动时间之差 C.各活动所用时间之和D.零7 在组织设计中，用来描述组织中各项工作标准化以及员工行为受规则和程序约束程度的变量或要素是____。

A．工作专门化 B. 正规化 C. 管理跨度 D. 部门化8人们根据自己的兴趣、经验和态度而有选择地去解释所看或所听的信息，这被称为____。

A．选择性知觉 B. 过滤 C. 自我认知 D. 情绪知觉9 当人们以个体所在的团体为基础来判断某人时，人们所使用的这种捷径被称为____。

A．晕轮效应 B. 对比效应 C. 选择性知觉 D. 刻板印象10 某公司形成了很强的价值观和行为规范，并有一套完整的仪式来调节和引导员工的行为。

从控制的角度来看，这属于____。

A．反馈控制 B. 市场控制 C. 小集团控制 D. 官僚控制二、名词解释（每题4分，共24分）1、创业精神2、社会责任3、竞争优势4、组织承诺5、虚拟团队6、平衡计分卡三、简答题（每题6分，共42分）1、对组织及其成员而言，为什么说“强文化”比“弱文化”的影响更大？2、简述程序、规则和政策及其在决策制定过程中的作用。

3、一个设计良好的目标具有哪些基本特征？4、简述部门化以及通用的部门化方式。

5、认知失调理论的主要观点是什么？试举例说明。

6、在组织获取高绩效过程中，管理者应该承担哪些主要责任？7、什么是作业管理？为什么作业管理对于组织和管理者来说非常重要？四、论述题（每题12分，共24分）1、从管理外部环境的角度来看，“企业的基础是关系”这句话意味着什么？企业应该如何管理这些“关系”？2、组织中的变革一般包括哪几种类型？试结合实际论述人们抵制变革的原因以及减少变革阻力的管理策略。

五、案例分析（本题30分）有一次，某家航空公司的主管发现，一位女性地勤人员经常受到旅客的投诉，由于事态越来越严重，这位主管不得不请那位地勤人员到办公室面谈。

主管问道：“一切还好吗？我们接到一些顾客的投诉信，对你的服务似乎不像以前那么肯定。

主管刚说完这句话，那位女性地勤人员就伤心地开始哭泣，接着她开始说出她目前面临的困境和遭遇。

最近她正在办理离婚，为了争取三岁儿子的监护权，正在打官司，她因此欠了一笔数目不小的诉讼费。

这些事情捆饶着她，让她感到身心疲惫，所以在对顾客的服务上的经常出现问题。

主管终于了解，了事件背后的原因，安慰她要撑过这个难关，并将设法为她寻求帮助。

几小时后，这位女性地勤人员收到一个装有现金的信封，这些钱完全是主管个人的心意，信封内没有附带说明或纸条，只有这名员工的姓名。

后来，这位地勤人员一直是这家航空公司中最忠诚和努力工作的员工之一，更令人欣慰的是，她已经知道如何担当更多的责任。

她说，“我想不出还有哪些企业可以让员工时时感到关爱，以及愿意倾听他们的苦楚。

”问题：1．根据马斯洛的需要层次理论，那位地勤人员处于怎样的需要层次？如果主管对她进行严厉批评和惩罚，有可能会出现什么样的情况？2．结合该案例，谈谈积极倾听在沟通中所起的作用以及如何提高积极倾听的效果。

3．从激励的角度来看，该航空公司主管的做法对于有效激励员工有哪些启示？二00七年攻读硕士学位研究生入学考试试题一、单项选择题（每题3分，共30分）1、管理过程中，“指导和激励个人及群体，解决冲突”的职能，属于____。

A 计划B 组织C 领导D 控制2、提出了一种理想的组织类型——官僚行政组织（Bureaucracy），建立和发展了权威的结构和关系理论的学者是_____。

A亨利?法约尔B马克思?韦伯C切斯特?巴纳德D埃尔顿?梅奥3、完全按照结果或者后果制定道德决策的观点，可以称为______。

A道德的权力观B道德的功利观C道德的公正理论观D道德的社会契约整合观4、趋向于具有广泛的看法和愿意考察更多的选择的关注决策的长期结果，愿意寻求解决问题的创造性方案，这属于_____。

A 分析型决策B 行为型决策C 命令型决策D 概念型决策5、某多元化公司决定采取差异化战略提高其洗衣机产品在国内市场的竞争力，从战略层次或类型的角度看，该战略属于______。

A 公司层战略B 事业层战略C 职能层战略D 技术运营层战略6、某化工生产企业按照其工艺生产流程来组织各项经营管理职能，这种部门化的方式属于______。

A 过程部门化B 产品部门化C 职能部门化D顾客部门化7、_______在很大程度上决定了组织中管理层次的数目和管理人员的数量。

A 管理层次B 正规化程度C 管理跨度D 集权化程度8、一个人对于自己能否完成任务的信念，被认为_____。

A 自我效能感B 自我激励C 自我认知D 自我强化9、当人们根据个体的某种特征，如热情或外貌，而形成对其总体印象的时候，人们就受到了______的影响。

A 刻板印象B 对比效应C 选择性知觉D 晕轮效应10、Z公司在将制造环节外包给某地一家企业时，为了防止潜在的质量问题，在生产线还没建成之前就开始培训对方的工艺技术人员和质量检验人员。

从控制的角度来看，这属于_____。

A 反馈控制B 现场控制C 前馈控制D 同期控制二、名词解释（每题4分。

共24分）1、利益相关者2、项目管理3、指挥链4、组织公民行为5、情绪智力6、价值链三、简答题（每题6分，共42分）1、试从对变革和新思想的态度、结构特征、管理者的职责三个角度，比较学习型组织与传统组织的主要区别2、试举例说明决策中的“承诺升级”（Escalation of Commitment）现象，并简要分析其产生原因。

3、简述“创造”（Creativity）和“创新”（Innovation）的区别和联系。

4、简述控制职能中的市场控制方式及其适用条件。

5、标杆比较（Benchmarking）的基本事项是什么？其应用包括哪几个步骤？6、什么是企业的社会义务？企业是否只要尽到了社会义务就可以了？为什么？7、简述团队领导者所扮演的具体角色。

四、论述题（每题12分，共24分）1、为什么管理者通常又被称为决策者？管理决策的理性假设意味着什么？试结合实例说明理性决策的局限性。

2、“人们对于工作，要么满意，要么不满意；对工作满意的对立面就是不满意。

”你同意这种观点吗？试运用相关理论简述理由。

五、案例分析题（本题30分）X公司原来主要生产复印机，一直多时按照职能制来设计组织结构，由几位副总经理分管财务、销售、生产、人事、采购、工程以及研究和开发。

随着公司把它生产的产品系列扩大到打印机、传真机、个人电脑、手机等以后，公司的职能制结构出现了一系列问题：总经理办公室以下的人员以及机构都无法对公司的利润负责，也无法适应市场拓展之后所带来的业务的广泛性，而且那些阻碍销售、生产和研究开发的各职能部门之间有效协调的“壁垒”正在不断加固；更糟糕的是，有许多决定，似乎除了总经理办公室外，其他任何低于这一级的机构都不能做出。

面对这些问题，X公司的高层管理者决定，将公司分为12个在不同产业和市场中各自独立经营的分公司，每个分公司都对利润负有全部责任。

然而在实行公司重组后，X公司的高层管理者明显感觉到对分公司不能实行充分控制了。

分公司在采购和人事方面出现了大量问题，各分公司经理无视总公司的方针和策略，各自经营自己的业务，正在逐步演变成一些互不关联的独立部门。

这些问题的出现，使X公司认识到，可能在分权方面走得太远了。

于是，撤回了这些分公司经理的某些职权，并要求他们就下述重要事项的决策征得公司最高管理部门的批准，即①超过10万元的资本支出；②新产品的推行；③制定销售价格的策略及政策；④扩大工厂；⑤人事政策的改变。

由于某些自主权被收回，分公司的经理门开始抱怨，有的甚至以辞职相威胁，X公司的高层为此忧心忡忡。

问题：1、试分析X共识组织结构变革的合理性。

2、组织变革为什么会受到抵制？可以采取怎样的管理策略来减少变革阻力？3、X公司总部从分公司经理那里收回某些权力是否合理？结合X公司的情况，谈谈应该如何在组织的集权和分权之间保持恰当的平衡。

浙江大学2006硕士研究生入学考试管理学试卷（代码477）一、选择题1，控制工作中，分析和评估偏差信息首要是A找出产生偏差信息的主要原因B判断偏差信息的差距程度C找出产生偏差信息的确的位置D找出产生偏差信息的人2，某个公司目前有三个投资方案可供选择，请找出最符合最小后悔的投资方案市场条件期望值方案市场条件好市场条件一般市场条件差甲80 70 50乙100 60 30丙120 80 20丁160 50 -20A 甲B乙C丙D丁3，下列人员，非管理性最少的是：A 校长B系主任C教研室主任D教师4，下列哪项直接影响其他职能的效益A 计划B组织C领导D控制5，第一个采用霍桑实验，从而创立人际关系管理学的是：A 罗伯特欧文B亨利法约尔C特罗D梅克6，比较链式网络和全通道网络信息沟通的区别，可以得出的结论是A 链式一对一的网络信息沟通中，信息的失真性较少B 全通式的一对一的信息沟通中，信息的管理效率高C 全通信息沟通中信息的内容控制比链式好D 链式信息沟通比全通信息沟通更能激起员工的积极性7，组织设计中，最重要的是：A 部门划分和结构组成B职位设计和分配C 管理者的素质和能力D职位设计和分析8，某公司领导比较看好某位青年员工，并经常指点和培养他，引起一般员工的不满，认为这样做很不公平。

你认为下面哪一种选择比较正确：A 该领导委派重任给该青年，以树立该青年员工的工作业绩B 疏远该青年员工，以表示公平C 重新评估该青年员工的能力，根据评估结果作出处理D 不理睬那些反对声9，非正式组织对组织起着正面和反面的作用，其中起积极作用的是A 使本组织员工的意见一致B统一本组织员工的行为规范C 增进本组织员工的群体意识D满足正式组织员工的心理需求10，王强是销售高手并且又乐此不疲，根据领导生命周期理论，对王强应采取哪种领导风格会有更好的效果：A高工作，高关系C高工作，低关系B低工作，低关系D低工作，高关系二名词解释1，网络结构2，职务轮换3，前馈控制4，动机5，强制权6，管理幅度三，简答题1，有人认为：“计划跟不上变化，所以制订计划是没有用的”，你认为对不对，试论述之。