管理学问答题

第一章

WHO ARE MANAGERS?

127.In a short essay, explain how the definition of a manager has changed over time. Provide an example that illustrates the current definition.

Answer

Managers used to be defined as the organizational members who told others what to do and how to do it. In the past, it was easy to differentiate managers from nonmanagerial employees. Nonmanagers were organizational members who worked directly on a job or task and had no one reporting to them. Managers were those who supervised other employees.

Today, the changing nature of organizations and work has blurred the distinction between managers and nonmanagerial employees. Many traditional nonmanagerial jobs now include managerial activities. For example, managerial responsibilities are shar ed by managers and team members at General Cable Corporation’s facility in Moose Jaw, Saskatchewan, Canada. Most of the employees at Moose Jaw are cross-trained and multi-skilled. Within a single shift, an employee can be a team leader, equipment operator, maintenance technician, quality inspector, or improvement planner.

(easy; pp. 4-5)

128.In a short essay, describe the similarities and differences between managerial and nonmanagerial positions in today’s work environment. Answer

a.Similarities—In today’s w ork force, both managers and nonmanagers may at times have responsibility for

certain managerial activities. In addition, like nonmanagerial employees, managers may carry out some duties that do not involve supervising others.

b.Differences—A nonmanager’s job tends to be focused on personal achievement. By contrast, a manager’s job

is not about personal achievement but rather helping others to do their work. In addition, nonmanagers focus primarily on accomplishing specific tasks. Managers may have their own tasks to accomplish, but they also focus on coordinating the work of others.

(easy; pp. 4-5)

129.In a short essay, describe and provide examples of first-line, middle, and top managers.

Answer

a.First-line managers are the lowest level of management and manage the work of nonmanagerial individuals

who are directly involved with the production or creation of the organization’s products. First-line managers are often called supervisors, but may also be called line managers, office managers, or even foremen.

b.Middle managers include all levels of management between the first-line level and the top level of the

organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager.

c.Top managers are responsible for making organization-wide decisions and establishing the plans and goals that

affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board.

(easy; pp. 6-7)

WHAT IS MANAGEMENT?

130.In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept. Answer

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 HON Company plant in Cedartown, Georgia, where employees make and assemble steel and wooden office furniture, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates.

From this perspective, efficiency 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 HON factory, goals included meeting customers’ increasingly stringent needs, executing world-class manufacturing strategies, and making employee jobs easier and safer.

Through various work methods and 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; pp. 7-8)

WHAT DO MANAGERS DO?

131.In a short essay, list and explain the four basic functions of management.

Answer

a.Planning—involves the process of defining goals, establishing strategies for achieving those goals, and

developing plans to integrate and coordinate activities.

https://www.doczj.com/doc/0b15551016.html,anizing—involves the process of 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 deci sions are to be made.

c.Leading—when managers motivate subordinates, influence individuals or teams as they work, select the most

effective communication channel, or deal in any way with employee behavior issues, they are leading.

d.Controlling—to ensure that work is proceeding as it should, managers must monitor and evaluate performanc

e.

The process of monitoring, comparing, and correcting is what is meant by the controlling function. (moderate; pp. 8-9)

132.In a short essay, list and discuss 7 of the 10 managerial roles developed by Mintzberg. Include specific examples of each role and group each according to interpersonal, informational, and decisional roles.

Answer

Interpersonal Roles

a.Figurehead—symbolic head; obliged to perform a number of routine duties of a legal or social nature.

Examples include greeting visitors and signing legal documents.

b.Leader—responsible for the motivation and activation of subordinates; responsible for staffing, training, and

associated duties. Examples include performing virtually all activities that involve subordinates.

c.Liaison—maintains self-developed network of outside contacts and informers who provide favors and

information. Examples include acknowledging mail, doing external board work, and performing other activities that involve outsiders.

Informational Roles

a.Monitor—seeks and receives wide variety of internal and external information to develop thorough

understanding of organization and environment. Examples inc lude reading periodicals and reports, and maintaining personal contacts.

b.Disseminator—transmits information received from outsiders or from subordinates to members of the

organization. Examples include holding informational meetings and making phone calls to relay information.

c.Spokesperson—transmits information to outsiders on organization’s plans, policies, actions, results, and so on.

Examples include holding board meetings and giving information to the media.

Decisional Roles

a.Entrepreneur—searches organization and its environment for opportunities and initiates ―improvement

projects‖ to bring about changes. Examples include organizing strategy and review sessions to develo p new programs.

b.Disturbance handler—responsible for corrective action when organization faces important, unexpected

disturbances. Examples include organizing strategy and review sessions that involve disturbances and crises.

c.Resource allocator—responsible for the allocation of organizational resources of all kinds—making or

approving all significant organizational decisions. Examples include scheduling, requesting authorization;

performing any activity that involves budgeting and the programming of subordin ates’ work.

d.Negotiator—responsible for representing the organization at major negotiations. Examples include

participating in union contract negotiations.

The interpersonal roles are roles that involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. The informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Finally, the decisional roles revolve around making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator.

(difficult; pp. 10-11; AACSB: Communication)

139.In a short essay, discuss which approach is more useful for describing the job of a manager—functions or roles? Describe the contributions of both approaches.

Answer

Fayol’s functions approach represents the most useful way of describing the manager’s job. This is because Fayol’s functions pro vide ―clear and discrete methods‖of classifying management activities and techniques. Though less effective than the functions approach, Mintzberg’s roles approach does offer important insights into managers’ work. Many of his roles align well with one or more of the functions. For instance, resource allocation is part of planning, as is the entrepreneurial role, and all three of the interpersonal roles are part of the leading function.

(moderate; p. 12)

140.In a short essay, describe the three main types of managerial skills identified by Robert Katz. Which skills are most important to each level of management, and why?

Answer

a.Research by Robert L. Katz concluded that managers needed three essential skills. These are technical skills,

human skills, and conceptual skills. Technical skills are the job-specific knowledge and techniques needed to perform specific tasks proficiently. Human skills involve the ability to work well with other people both individually and in a group. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations.

b.Technical skills tend to be more important for lower-level managers. This is because lower-level managers

typically manage employees who use tools and techniques to produc e the organization’s products and services.

Human skills are equally important at all levels of management, because all managers must deal directly with people. Conceptual skills are most important at top levels of management. Managers at top levels must use conceptual skills to see the organization as a whole, to understand the relationships among various subunits, and to visualize how the organization fits into its broader environment.

(moderate; pp. 12-13)

140. In a short essay, describe the three main types of managerial skills identified by Robert Katz. Which skills are most important to each level of management, and why?

Answer

a. Research by Robert L. Katz concluded that managers needed three essential skills. These are technical skills, human skills, and conceptual skills. Technical skills are the job-specific knowledge and techniques needed to perform specific tasks proficiently. Human skills involve the ability to work well with other people both individually and in a group. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations.

b. Technical skills tend to be more important for lower-level managers. This is because lower-level managers typically manage employees who use tools and techni ques to produce the organization’s products and services. Human skills are equally important at all levels of management, because all managers must deal directly with people. Conceptual skills are most important at top levels of management. Managers at top levels must use conceptual skills to see the organization as a whole, to understand the relationships among various subunits, and to visualize how the organization fits into its broader environment.

(moderate; pp. 12-13)

WHY STUDY MANAGEMENT?

141.In a short essay, discuss the importance of studying management.

Next, list at least five rewards and five challenges of being a manager.

Answer

By studying management, you’ll be able to recognize poor management and work to correct it. In addition, you’ll be able to recognize good management and encourage it, whether it’s in an organization you’re simply interacting with or whether it’s in an organization where you’re employed. Another reason for studying management is the reality that for most students, once they graduate from college and begin their careers, they will either manage or be managed. A final reason to study management is the rewards and challenges of being a manager.

Rewards of Being a Manager

a.most important work of an organization is creating a work environment in which organizational members can

work to the best of their ability

b.have opportunities to think creatively and use imagination

c.help others find meaning and fulfillment in work

d.get to support, coach, and nurture others

e.get to work with a variety of people

f.receive recognition and status in organization and community

g.play a role in influencing organizational outcomes

h.receive appropriate compensation in the form of salaries, bonuses, and stock options

i.good managers are needed by organizations

Challenges of Being a Manager

a.it’s hard work

b.have to deal with a variety of personalities

c.often have to make do with limited resources

d.motivate workers in chaotic and uncertain situations

e.be able to successfully blend knowledge, skills, ambitions, and experiences of a diverse work group (moderate; p. 21; Exhibit 1-11)

第二章

HISTORICAL BACKGROUND OF MANAGEMENT

1.Which two historical events were especially significant to the study of

management? Describe these events and discuss how they helped develop the management profession.

Answer

Two historical events are especially significant to the study of management. First, in 1776, Adam Smith published The Wealth of Nations, in which he argued the economic advantages that organizations and society would gain from the division of labor(or job specialization). The division of labor involved the breakdown of jobs into narrow and repetitive tasks. Smith’s work showed that division of labor increased productivity by increasing each worker’s skill and dexterity. I t also saved time lost in changing tasks, and it encouraged the development of labor-saving inventions and machinery. Division of labor continues to be popular as a principle for managing work.

The second important event is the Industrial Revolution, which started in the late eighteenth century. During the Industrial Revolution, machine power was substituted for human power. This made it more economical to manufacture goods in factories rather than at home. The shift to factory work increased the need for management professionals. Large efficient factories needed managers to forecast demand and to ensure that enough material was on hand to make products. Managers were also needed to assign tasks to people and to direct daily activities. The increase in managers in turn necessitated the development of formal theories to guide managers in running large organizations.

(moderate, pp. 28-29)

SCIENTIFIC MANAGEMENT

2.In a short essay, discuss Frederick T aylor’s work in scientific

management. Next, list T aylor’s four principles of management.

Answer

Frederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers’ inefficiencie s.

Employees used vastly different techniques to do the same job. They were inclined to ―take it easy‖ on the job, and Taylor believed that worker output was only about one-third of what was possible. V irtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do. Managers and workers were in continual conflict. Taylor set out to correct the situation by applying the scientific method to shop floor jobs. He spent more than two decades passionately pursuing the ―one best way‖ for each job to be done.

Taylor’s Four Principles of Management

a.Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method.

b.Scientifically select and then train, teach, and develop the worker.

c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of

the science that has been developed.

d.Divide work and responsibility almost equally between management and workers. Management takes over all

work for which it is better fitted than the workers.

(difficult; pp. 30-31)

3.In a short essay, discuss the work in scientific management done by

Frank and Lillian Gilbreth.

Answer

Frank Gilbre th is probably best known for his experiments in bricklaying. By carefully analyzing the bricklayer’s job, he reduced the number of motions in laying exterior brick from 18 to about 5, and on laying interior brick the motions were reduced from 18 to 2. Usi ng the Gilbreth’s techniques, the bricklayer could be more productive on the job and less fatigued at the end of the day. The Gilbreths were among the first researchers to use motion pictures to study hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be identified and eliminated. The Gilbreths also devised a classification scheme to label 17 basic hand motions, which they called therbligs. This scheme allowed the Gilbreths a more precise way of analyzing a worker’s exact hand movements.

(moderate; pp. 31-32)

GENERAL ADMINISTRATIVE THEORYS

4.In a short essay, discuss the work of Henri Fayol as it relates to the

general administrative approach to management. Next, list and discuss

7 of Fayol’s 14 principles of management.

Answer

Fayol described the practice of management as something distinct from accounting, finance, production, distribution, and other typical business functions. He argued that management was an activity common to all

human endeavors in business, in government, and even in the home. He then proceeded to state 14 principles of management—fundamental rules of management that could be taught in schools and applied in all organizational situations.

Fayol’s 14 Principles of Managemen t

a.Division of work—specialization increases output by making employees more efficient.

b.Authority—managers must be able to give orders. Authority gives them this right. Along with authority,

however, goes responsibility.

c.Discipline—employees must obey and respect the rules that govern the organization.

d.Unity of command—every employee should receive orders from only one superior.

e.Unity of direction—the organization should have a single plan of action to guide managers and workers.

f.Subordination of individual interests to the general interest—the interests of any one employee or group of

employees should not take precedence over the interests of the organization as a whole.

g.Remuneration—workers must be paid a fair wage for their services.

h.Centralization—thi s term refers to the degree to whi ch subordinates are involved in decision making.

i.Scalar chain—the line of authority from top management to the lowest ranks in the scalar chain.

j.Order—people and materials should be in the right place at the right time.

k.Equity—managers should be kind and fair to their subordinates.

l.Stability of tenure of personnel—management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.

m.Initiative—employees who are allowed to originate and carry out plans will exert high levels of effort.

n.Esprit de corps—promoting team spirit will build harmony and unity within the organization.

(difficult; p. 32-33)

5.Describe the six elements of Max Weber’s model of bureaucracy.

Explain the significance of each.

Answer

In Max Weber’s model, an ideal bureaucracy contains six elements. The first of these is a division of labor, through which jobs are broken down into simple, routine, and well-defined tasks. The second element is an authority hierarchy, in which job positions are organized within a clear chain of command. The third element is formal selection, through which personnel are selected for jobs based on their technical qualifications.

The fourth element of Weber’s model is formal rules and regulations. Weber believed that a bureaucracy should be organized according to a system of written rules and standard operating procedures. Fifth, Weber believed that bureaucracies should be characterized by impersonality. Through this element, rules and controls could be applied in a uniform way, not according to individual personalities. Finally, Weber’s bureaucratic model includes a sixth element: career orientation. Weber saw managers not as owners of the units they manage, but instead as career professionals.

(difficult; p. 32-34)

TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR

6.In a short essay, describe the Hawthorne Studies. Next, discuss the role

of Elton Mayo in these studies and list some of the findings of his research.

Answer

Without question, the most important contribution to the developing organizational behavior field came from the

Hawthorne Studies, a series of studies conducted at the Western Electric Company Works in Cicero, Illinois.

Western Electric industrial engineers initially designed these studies as a scientific management experiment. They wanted to examine the effect of various illumination levels on worker productivity. Based on their research, it was concluded that illumination intensity was not directly related to group productivity. In 1927, the Western Electric engineers asked Harvard professor Elton Mayo and his associates to join the study as consultants. Through additional research, Elton Mayo concluded that group influences affected individual behavior, that group standards establish individual worker output, and that money is less a factor in determining output than are group standards, group sentiments, and security. These conclusions led to a new emphasis on the human behavior factor in the functioning of organizations and the attainment of their goals.

(difficult; p. 37)

THE SYSTEMS APPROACH

7.In a short essay, explain three primary ways in which the systems

approach contributes to our understanding of management.

Answer

The systems approach contributes to our understanding of management first by helping us to understand that organizations are made up of interdependent factors. As managers coordinate work activities in the various units of the organization, they must ensure that all of the interdependent units are working together so that the organization’s goals can be achieved. The systems approach recognizes that an organization’s overall performance is dependent upon the efforts of many units working together.

Second, the systems approach helps us to understand that decisions and actions taken in one organizational area will affect others and vice versa. For example, if the purchasing department of a company doesn’t acquire the right quantity and quality of inputs, that company’s production department will not be able to do its job effectively.

Third, the systems approach recognizes that organizations are not self-contained. They rely on their environments for essential inputs. They also use their environments as outlets to absorb their outputs. No organization can survive for long if it ignores government regulations, supplier relations, or the varied external constituencies upon which it depends.

(difficult; pp. 38-39)

THE CONTINGENCY APPROACH

8.Describe four popular variables established by the contingency

approach. Explain how each variable might affect management approaches in different organizations. Provide an example of each.

Answer

One important contingency variable is the size of an organization. As the size of an organization increases, so do the problems of coordination. For instance, the type of organization structure appropriate for an organization of 50,000 employees is likely to be inefficient for an organization of 50 employees. A very large organization might require a more hierarchical management structure. A small organization, on the other hand, might thrive with less hierarchy in its management structure.

A second popular contingency variable concerns the routineness of task technology. To achieve its purpose, an

organization must use technology. Routine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or nonroutine technologies. An auto manufacturing plant, for instance, might use routine technologies such as robots to perform automated work. These robots would

require a much different type of management than would be required within a service business, such as a fast food restaurant, where employees’ customer service performance must be supervised.

A third contingency variable is environmental uncertainty. The degree of uncertainty caused by environmental

changes influences the management process. What works best in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment. A company that is going through a merger, for instance, might require its managers to focus on helping employees cope with management transitions.

A company that is in a more stable environment might encourage its managers to focus on employee productivity

and company growth.

A fourth contingency variable concerns individual differences. Individuals differ in terms of their desire for

growth, autonomy, tolerance of ambiguity, and expectations. These and other individual differences are particularly important when managers select motivation techniques, leadership styles, and job designs. An individual who desires a great deal of autonomy on the job might need to be managed in a very ―hands off‖ style, for example. An individual who is very motivated by team success might need to have his or her work activities structured to involve a great deal of group interaction.

(difficult; p. 40)

CURRENT TRENDS AND ISSUES

https://www.doczj.com/doc/0b15551016.html, three ways in which globalization has changed the manager’s

job. Describe and provide an example of each.

Answer

a. Working with people from different cultures. Even in your own country, you’re likely to find yourself working

with bosses, peers, and other employees who were born or raised in different cultures. What motivates you may not motivate them. Or your style of communication may be direct and open, but they may find this approach uncomfortable and threatening. To work effectively with a group of diverse people, you’ll need to understand how their culture, geography, and religion have shaped their values, attitudes, and beliefs and adjust your management style accordingly.

b. Coping with anticapitalist backlash. Capitalism’s emphasis on profits, efficiency, and growth may be generally

accepted in the United States, Australia, and Hong Kong, but that emphasis is not nearly as popular in places like France, the Middle East, or the Scandinavian countries. Managers at global companies like Coca-Cola, McDonald’s, or Procter & Gamble have come to realize that economic values aren’t universally transferable.

Management practices need to be modified to reflect the values of the different countries in which an organization operates.

c. Movement of jobs to countries with low-cost labor. Globalization means businesses

can hire, source, and sell wherever they want. It’s increasingly difficult for managers in economically advanced nations, where minimum wages are typically $6 or more an hour, to compete against companies who rely on workers from developing nations where labor is available for 30 cents an hour. It’s not by chance that a good portion of

Americans wear clothes made in China, work on computers whose parts came from Thailand, and watch movies filmed in Canada. In a global economy, jobs tend to flow to places where lower costs provide businesses with a comparative advantage. The implication for managers is that they must be prepared to deal with the difficult task of balancing the interests of their organization as it looks for ways to keep costs low and remain competitive with their responsibilities to the communities within which they operate.

(difficult; pp. 40-41)

第三章

Essay Questions

THE MANAGER: OMNIPOTENT OR SY MBOLIC?

1.In a short essay, differentiate between the symbolic view and the

omnipotent view of management. Include specific examples of each view to support your answer.

Answer

a.The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can

overcome any obstacle in carrying out the organization’s goals. This omnipotent view, of course, isn’t limited to business organizations. We can also use it to help explain the high turnover among college and professional sports coaches, who can be considered the ―managers‖ of their teams. Coaches who lose more games than they win are fired and replaced by new coaches who, it is hoped, will correct the inadequate performance.

In the omnipotent view, when organizations perform poorly, someone has to be held accountable regardless of the reasons, and in our society, that ―someone‖ is the manager. Of course, when things go well, we need someone to praise. So managers also get the credit—even if they had little to do with achieving positive outcomes.

b.The symbolic view says that a manager’s ability to affect outcomes is influenced and constrained by external factors. In this view,

it’s unreasonable to expect managers to significantly affect an organization’s performance. Instead, an organization’s results are influenced by factors managers don’t control such as the economy, customers, governmental policies, competitors’ actions, ind ustry conditions, control over proprietary technology, and decisions made by previous managers.

The ―symbolic‖ view is based on the belief that managers symbolize control and influence. How? By creating meaning out of randomness, confusion, and ambiguity or by trying to innovate and adapt. Because their effect on organizational outcomes is limited, a manager’s actions often involve developing plans, making decisions, and engaging in other managerial activities, which they do for the benefit of stockholders, customers, employees, and the public. However, the actual part that managers play in organizational success or failure is minimal.

Fleetwood Enterprises of Riverside, California, represents one example that might be seen through the lens of the symbolic view of management. Fleetwood is the number one U.S. maker of recreational vehicles and the number three maker of manufactured housing.

In a period of about six weeks from late August 2005, the company’s stock price rose 29 percent. Also, Joanne Foist, director of marketing service s, confirmed that FEMA (Federal Emergency Management Agency) had bought much of the company’s retail stock after Hurricanes Katrina and Rita. Were these outcomes the result of managers’ decisions and actions, or was it beyond their control?

The symbolic view would suggest the latter.

(moderate; p. 58-59)

THE ORGANIZATION’S CULTURE

2.In a short essay, define organizational culture and discuss its three

primary implications.

Answer

What is organizational culture?It’s the shared values, principles, traditio ns, and ways of doing things that influence the way organizational members act. In most organizations, these important shared values and practices have evolved over time and determine, in large degree, what employees perceive about their organizational experiences and how they behave in the organization. When doing their work, the organizational culture—the ―way we do things around here‖—influences what employees can do and how they view, define, analyze, and resolve problems and issues.

Our definition of culture implies three 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 wor k at different organizational levels, they tend to describe the organization’s culture in similar terms. That’s the shared aspect of culture. Finally, organizational culture is descriptive. It’s concerned with how members perceive the organization, not wit h whether they like it. It describes rather than evaluates.

(moderate; p. 60)

3.In a short essay, identify and define the seven dimensions that make up

an organization’s culture.

Answer

a. Innovation and risk taking—degree to which employees are encouraged to be innovative and to take risks.

b. Attention to detail—degree to which employees are expected to exhibit precision, analysis, and attention to

detail.

c. Outcome orientation—degree to which managers focus on results or outcomes rather than on how these

outcomes are achieved.

d. People orientation—degree to which management decisions take into account the effects on people in the

organization.

e. Team orientation—degree to which work is organized around teams rather than individuals.

f. Aggressiveness—degree to which employees are aggressive and competitive rather than cooperative.

g. Stability—degree to which organizational decisions and actions emphasize maintaining the status quo.

(moderate; p. 60)

4.List the factors that influence the strength of an o rganization’s culture

and discuss the impact of a strong culture on employees.

Answer

Factors:

a. size of the organization

b. how long it has been around

c. how much turnover there has been among employees

d. intensity with which the culture was originated

e. high agreement regarding what is important

The more employees accept the organization’s key values and the greater their commitment to those values, the stronger the cu lture is.

Strong cultures have a greater influence on employees than do weak cultures.

One study found that employees in organizations with strong cultures were more committed to their organization than were employees in organizations with weak cultures. The organizations with strong cultures also used their recruitment efforts and socialization practices to build employee commitment. And an increasing body of evidence suggests that strong cultures are associated with high organizational performance. It’s easy to understand why a strong culture enhances performance. After all, when 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. However, the drawback is that the same strong culture also might prevent employees from trying new approaches especially during periods of rap id change.

(moderate; pp. 61-62)

5.How is culture transmitted to employees of an organization? In a short

essay, explain the four primary transmission modalities and provide an example of each.

Answer

Culture is transmitted to employees in a number of ways. The most significant are stories, rituals, material symbols, and lan guage.

a. Stories: Organizational ―stories‖ typically contain a narrative of signific ant events or people including such things as the

organization’s founders, rule breaking, reactions to past mistakes, and so forth. For instance, managers at Nike feel that st ories told about the company’s past help shape the future. Whenever possible, corporate ―storytellers‖ (senior executives) explain the company’s heritage and tell stories that celebrate people getting things done.

b. Rituals: Corporate rituals are repetitive sequences of activities that express and reinforce the values of the organization, what goals

are most important, and which people are important. The ―Passing of the Pillars‖ is an important ritual at Boston Scientific’s facility near Minneapolis, for example. When someone has a challenging and tough project or assignment, they’re―awarded‖ a small two-foot high plaster-of-Paris pillar to show that they’ve got support from all their colleagues.

c.Material Symbols: Material symbols convey to employees who is important, the degree of equality desired by top management,

and the ki nds of behavior that are expected and appropriate. Examples of material symbols include the layout of an organization’s facilities, how employees dress, the types of automobiles provided to top executives, and the availability of corporate aircraft. At WorldNow, a provider of Internet technology to local media companies, an important material symbol is an old dented drill that the founders purchased for $2 at a thrift store. The drill symbolizes the company’s culture of ―drilling down to solve problems.‖

d. Language: Many organizations and units within organizations use language as a way to identify and unite members of a cultur

e. By

learning this language, members attest to their acceptance of the culture and their willingness to help preserve it.

For instance, Microsoft employees have their own unique vocabulary: the term work judo is used to mean ―the art of deflecting a work assignment to someone else without making it appear that you’re avoiding it.

(moderate; pp. 64-67)

6.In a short essay, discuss how culture constrains managers. Include

specific examples to support your answer.

Answer

Because an organization’s culture constrains what they can and cannot do, it is particularly relevant to managers. These cons traints are rarely explicit. They’re not written down. It’s unlikely that they’ll even be spoken. But they’re there, and all managers quickly learn what to do and not to do in their organization. For instance, you won’t find the following values written down anywhere, but each comes from a real organization.

?Look busy even if you’re not.

?If you take risks and fail around here, you’ll pay dearly for it.

?Before you make a decision, run it by your boss so that he or she is never surprised.

?We make our product only as good as the competition forces us to.

?What made us successful in the past will make us successful in the future.

?If you want to get to the top here, you have to be a team player.

The link between values such as these and managerial behavior is fairly straightforward. Take, for example, a so-called ―ready-aim-fire‖ culture. In such an organization, managers will study proposed projects first and analyze them endlessly before committing to them. However, in a ―ready-fire-aim‖ culture, managers take action and then analyze what has been done. Or, say an organization’s culture supports the belief that profits can be increased by cost cutting and that the company’s best interest s are served

by achieving slow but steady increases in quarterly earnings. Managers are unlikely to pursue programs that are innovative, risky, long term, or expansionary. For organizations that value and encourage workforce diversity, the organizational culture and thus ma nagers’ decisions and actions, will be supportive of diversity efforts.

In an organization whose culture conveys a basic distrust of employees, managers are more likely to use an authoritarian leadership style than a democratic one. Why? The culture establishes for managers what is appropriate and expected behavior. At St. Luke’s advertising agency in London, for example, a culture shaped by the value placed on freedom of expression, a lack of coercion and fear, and a determination to make work fun influences the way employees work and the way that managers plan, organize, lead, and control. The organiz ation’s culture is reinforced even by the office environment which is open, versatile, and creative.

(moderate; pp. 67-68)

CURRENT ORGANIZATIONAL CULTURE ISSUES F ACING MANAGERS

7.In a short essay, explain the reasons behind the increasing importance

of workplace spirituality in recent years. How can managers best promote workplace spirituality within their organizations?

Answer

Workplace spirituality seems to be important now for a number of reasons:

a.Employees are looking for ways to counterbalance the stresses and pressures of a turbulent pace of life.

b.Contemporary lifestyles underscore the lack of community that many people feel. People are looking for involvement and

connection.

c.Aging baby boomers are reaching mid-life and looking for something meaningful in their lives, something beyond the job.

d.Individuals desire to integrate their personal life values with their professional lives.

e.For some, formalized religion hasn’t worked. These individuals continue to look for anchors to replace a lack of faith and to fill a

growing sense of emptiness.

To increase workplace spirituality within their organizations, managers can work to promote five primary characteristics:

a.Strong sense of purpose: Spiritual organizations build their cultures around a meanin gful purpose. To build spiritual

organizations, managers should emphasize that w hile profits are important, they’re not the primary values of the organization.

b.Focus on individual development: Spiritual organizations recognize the worth and value of individuals. To increase workplace

spirituality, managers should seek to create cultures in which employees can continually grow and learn.

c.Trust and openness: S piritual organizations are characterized by mutual trust, honesty, and openness. To promote spirituality,

managers shouldn’t be afraid to admit mistakes. They should be upfront with employees, customers, and suppliers.

d.Employee empowerment: The high-trust climate in spiritual organizations, when combined with the desire to promote learning

and growth, leads to managers empowering employees to make most work-related decisions. To promote spirituality, managers should trust employees to make thoughtful and conscientious decisions.

e.Toleration of employee expression:Spiritually based organizations don’t s tifle employee emotions. To promote workplace

spirituality, managers should create environments in which employees can express their moods and feelings without guilt or fear of reprimand.

(difficult; pp. 71-72)

THE ENVIRONMENT

8.In a short essay, describe what is meant by the specific and general

environments within which organizations operate. Provide one example of each type of environment.

Answer

a. The specific environment of an organization includes those external forces that have a direct impact o n managers’ decisions and

actions and are directly relevant to the achievement of the organization’s goals. The main forces that make up the specific e nvironment are customers, suppliers, competitors, and pressure groups.

One component of the specific environment is suppliers. For Walt Disney World resorts in Florida, suppliers include organizations that sell materials and equipment, such as soft drinks, computers, and food. But the term suppliers also includes providers of financial and labor inputs. Stockholders, banks, insurance companies, pension funds, and other similar organizations are needed to ensure a continuous supply of capital. Labor unions, colleges and universities, occupational associations, trade schools, and local labor markets are sources of employees.

b. An organization’s general environment includes the broad economic, political/legal, sociocultural, demographic, technological,

and global conditions that affect the organization. Although these external factors don’t affect organization s to the extent that changes in the specific environment do, managers must consider them as they plan, organize, lead, and control.

One example of general environmental factor is political/legal conditions. Legislation represents one element of such conditions. Federal, state, and local laws, as well as global and other country laws and regulations, influence what organizations can and cannot do. Some federal legislation has significant implications. For example, the Americans with Disabilities Act of 1990 (ADA) was designed to make jobs and facilities more accessible to people with disabilities, whether they are customers or employees.

(moderate; pp. 74-76)

第四章

Essay Questions

WHAT’S YOUR GLOBAL PERSPECTIVE?

131.In a short essay, define parochialism. Next, discuss why parochialism is a problem for U.S. managers and discuss reasons why it is important to overcome parochialism in today’s business environment.

Answer

Parochialism is the process of vi ewing the world solely through one’s own eyes and per spectives. People with a parochial attitude do not recognize that others have different ways of living and working. Parochialism is a significant obstacle for managers working in a global business world. If managers fall into the trap of ignoring others’ values and customs and rigidly applying an attitude of ―ours is better than theirs‖ to foreign cultures, they’ll find it difficult to compete with other organizations around the world that are seeking to understand foreign customs and market differences.

(easy; pp. 91-92; AACSB: Globalizations)

132.In a short essay, list and discuss the three attitudes managers might have toward international business.

Answer

a.Ethnocentric attitude—the parochialistic belief that the best work approaches and practices are those of the

home country. Managers with an ethnocentric attitude believe that people in foreign countries do not have the needed skills, expertise, knowledge, or experience to make the best business decisions as people in the home country do. They wouldn’t trust foreign employees with key decisions.

b.Polycentric attitude—the view that managers in the host country know the best work approaches and practices

for running their business. Managers with a polycentric attitude view every foreign operation as different and hard to understand. Thus, these managers are likely to leave their foreign facilities alone and let foreign employees figure out how best to do things.

c.Geocentric attitude—this is a world-oriented view that focuses on using the best approaches and people from

around the globe. Managers with this type of attitude believe that it’s important to have a global view both at the organization’s headquarters in the home country and in the various foreign work facilities. Major issues and decisions are viewed globally by looking for the best approaches and people regardless of origin. (moderate; pp. 92-93; AACSB: Globalizations)

UNDERSTANDING THE GLOBAL ENVIRONMENT

133.In a short essay, describe three major regional trading alliances.

Answer

a.The European Union—the signing of the Maastricht Treaty created the formation of the European Union. This

treaty united 12 countries—Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, and Germany—as a unified economic and trade entity. The primary motivation for the joining of these European nations was to allow them to reassert their economic position against the strength of the United States and Japan. Three other countries—Austria, Finland, and Sweden—joined the group in 1995. In 2004, the EU added 10 new members—Cyprus, Malta, the Czech Republic, Estonia, Hungary, Latvia, Lithuania, Poland, Slovakia, and Slovenia. Four other countries (Bulgaria, Croatia, Romania, and Turkey) have applied for membership and Bulgar ia and Romania are expected to join in 2007.

b.North American Free Trade Agreement (NAFTA)—when the Mexican, Canadian, and U.S. governments

reached agreements on key issues covered by NAFTA on August 12, 1992, a vast economic bloc was created.

Between 1994, when NAFTA went into effect, and 2003 (the most recent year for complete statistics), exports to Canada increased 62 percent and exports to Mexico increased 106 percent. Eliminating the barriers to free trade (tariffs, import licensing requirements, customs user fees) has resulted in a strengthening of the economic power of all three countries.

c.Association of Southeast Asian Nations (ASEAN)—the ASEAN is a trading alliance of 10 Southeast Asian

nations. During the years ahead, Asia, and particularly the Southeast Asian region, promises to be one of the fastest-growing economic regions of the world. It will be an increasingly important regional economic and political alliance whose impact eventually could rival that of both NAFTA and the EU.

(moderate; pp. 94-96; AACSB: Globalizations)

DOING BUSINESS GLOBALLY

134.In a short essay, explain the differences among a multidomestic corporation, a global company, and a borderless organization. Include examples of companies for each of the types of organizations discussed.

Answer

a.A multidomestic corporation is an MNC that decentralizes management and other decisions 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, local employees typically are hired to manage the business and marketing strategies are tailored to that country’s unique characteristics. This type of globalization reflects the polycentric attitude. For example, Switzerland-based Nestle can be described as a multidomestic corporation.

With operations in almost every country on the globe, its managers match the company’s products to its consumers. In parts of Europe, Nestle sells products that are not available in the United States or Latin America. Another example of a multidomestic is Frito-Lay, a division of PepsiCo, which markets a Dorito chip in the British market that differs in both taste and texture from the U.S. and Canadian version. Many consumer companies manage their global businesses using this approach because they must adapt their products and services to meet the needs of the local markets.

b.A second type of MNC, called a global company, centralizes its management and other decisions in the home

country. These companies treat the world market as an integrated whole and focus on the need for global efficiency. Although these companies may have considerable global holdings, management decisions with company-wide implications are made from headquarters in the home country. This approach to globalization reflects the ethnocentric attitude. Some examples of companies that can be considered global companies include Sony, Deutsche Bank AG, and Merrill Lynch.

c.Other companies are going international by eliminating structural divisions that impose artificial geographical

barriers. This type of MNC is often called a transnational or borderless organization, and reflects a geocentric attitude. For example, IBM dropped its organizational structure based on country and reorganized into industry groups. And Spain’s Telefonica eliminated the geographic divisions between Madrid headquarters and its widespread phone companies. The company will be organized, instead, along business lines such as Internet services, cellular phones, and media operations. Managers choose this form of international organization to increase efficiency and effectiveness in a competitive global marketplace.

(difficult; pp. 97-98; AACSB: Globalizations)

MANAGING IN A GLOBAL ENVIRONMENT

135.In a short essay, describe how managers are affected by the global economic environment. Name the four major global environmental factors that affect management, and explain why each is important.

Answer

a.T ype of economy—the two major types of economies are market economies and command economies. A

market economy is one in which resources are primarily owned and controlled by the private sector. A command economy is one in which economic decisions are planned by a central government. Why would managers need to know about a country’s economic system? Because it has the potential to constrain decisions and actions. Other economic issues a manager might need to understand include currency exchange rates, inflation rates, and diverse tax policies.

b.Currency strength—a global firm’s profits can vary dramati cally depending on the strength of its home

currency and the currencies of the countries in which it operates. For instance, China’s revaluation of the yuan in the summer of 2005 was cheered by General Motors even though a stronger yuan could raise the cos ts of Chinese-made parts that GM buys. Why would GM be happy about higher costs? Because a rising Chinese yuan could also lead to a stronger Japanese yen, which could hurt rival Toyota Motor Corporation. Any revaluation of a nation’s currency can affect managers’ decisions and the level of a company’s profits.

c.Inflation—inflation means that prices for products and services are going up. But it also affects interest rates,

exchange rates, the cost of living, and the general confidence in a country’s politica l and economic system. In most developing countries, consumer prices are rising more slowly than they were in the late 1990s, although inflation rates can, and do, vary widely. The World Factbook shows country inflation rates ranging from a negative 3.6 percent (Nauru) to a whopping positive 246 percent (Zimbabwe). Managers need to monitor

inflation trends so they can make good decisions and anticipate any possible changes in a country’s monetary policies.

d.Diverse tax policies—diverse tax policies are a major worry for a global manager. Some host countries are

more restrictive than the organization’s home country. Others are far more lenient. About the only certainty is that tax rules differ from country to country. Managers need exact information on the various tax rules in countries in which they operate to minimize their business’s overall tax obligation.

(moderate, p. 102; AACSB: Globalizations)

136.In a short essay, list and explain Hofstede’s five dimensions of national culture.

Answer

a.Individualism versus collectivism—individualism refers to a loosely knit social framework in which people are

supposed to look after their own interests and those of their immediate family. They can do so because of the large amount of freedom that an individualistic society allows its citizens. The opposite is collectivism, which is characterized by a tight social framework in which people expect others in groups of which they are a part to look after them and to protect them when they are in trouble. In exchange, they feel they owe absolute loyalty to the group.

b.Power distance—Hofstede used the term power distance as a measure of the extent to which a society accepts

the fact that power in institutions and organizations is distributed unequally. A large power distance society accepts wide differences in power in organizations. Employees show a great deal of respect for those in authority. Titles, rank, and status carry a lot of weight. When negotiating in large power distance countries, companies find that it helps to send representatives with titles at least as impressive as those with whom they are bargaining do. In contrast, a low power distance society plays down inequalities as much as possible.

Superiors still have authority, but employees are not afraid of or in awe of the boss.

c.Uncertainty avoidance—uncertainty avoidance is a cultural measure of the degree to which people tolerate risk

and unconventional behavior. A society that’s high in uncertainty avoidance is characterized by a high level of anxiety among its people, which manifests itself in nervousness, high stress, and aggressiveness. Because people in these cultures feel threatened by uncertainty and ambiguity, political and social mechanisms are created to provide security and to reduce risk. Organizations in these cultures are likely to have formal rules and little tolerance for unusual ideas and behaviors.

d.Achievement and nurturing—the fourth cultural dimension, like individualism and collectivism, is a dichotomy.

Achievement is the degree to which values such as assertiveness, the acquisition of money and material goods, and competition prevail. Nurturing is a national cultural attribute that emphasizes relationships and concern for others.

e.Long-term and short-term orientation—people in long-term orientation cultures look to the future and value

thrift and persistence. A short-term orientation values the past and present and emphasizes respect for tradition and fulfilling social obligations.

(moderate; p. 105; AACSB: Globalizations)

137.In a short essay, discuss the dimensions of the GLOBE framework.

Describe how each dimension compares to Hofstede’s five dimensions of national culture.

Answer

The GLOBE(Global Leadership and Organizational Behavior Effectiveness) research program, which began in 1993, continues to investigate cross-cultural leadership behaviors. Using data from over 18,000 middle managers in 62 countries, the GLOBE research team identified nine dimensions on which national cultures differ:

a.Assertiveness:The extent to which a society encourages people to be tough, confrontational, assertive, and

competitive versus modest and tender. This is essentially equivalent to Hofstede’s achievement dimension.

b.Future orientation: The extent to which a society encourages and rewards future-oriented behaviors such as

planning, investing in the future, and delaying gratification. This is essentially equivalent to Hofstede’s long-term/short-term orientation.

c.Gender differentiation: The extent to which a society maximizes gender role differences as measured by how

much status and decision-making responsibilities women have. This dimension has no equivalent in Hofstede’s framework.

d.Uncertainty avoidance:Similar to Hofstede’s description, the GLOBE team defined this dimension as a

society’s reliance on social norms and procedures to alleviate the unpredictability of future events.

e.Power distance: As did Hofstede, the GLOBE team defined this as the degree to which members of a society

expect power to be unequally shared.

f.Individualism/collectivism: Again, this term was defined, as Hofstede did, as the degree to which individuals

are encouraged by societal institutions to be integrated into groups within organizations and society.

g.In-group collectivism: In contrast to focusing on societal institutions, this dimension encompasses the extent to

which members of a society take pride in membership in small groups, such as their family and circle of close friends, and the organizations in which they’re employed.This dimension has no equivalent in Hofstede’s framework.

h.Performance orientation: This refers to the degree to which a society encourages and rewards group members

for performance improvement and excellence. This dimension is similar to Hofstede’s achievement orientation.

i.Humane orientation: This is defined as the degree to which a society encourages and rewards individuals for

being fair, altruistic, generous, caring, and kind to others. This is similar to Hofstede’s nurturing dimension. (difficult, pp. 105-106; AACSB: Globalizations)

第五章

Essay Questions

WHAT IS SOCIAL RESPONSIBILITY?

1.In a short essay, describe the four-stage model of an organization’s

expanding social responsibility.

Answer

A Stage 1 manager will promote stockholders’ interests by seeking to minimize costs and maximize profits. Although all laws and regulations will be followed, Stage 1 managers do not feel obligated to satisfy other societal needs. This is consistent with Friedman’s classical view of social responsibility. At Stage 2, managers will accept their responsibility to employe es and focus on human resource concerns. Because they’ll want to recruit, keep, and motivate good employees, Stage 2 managers will improve working conditions, expand employee rights, increase job security, and the like. At Stage 3, managers expand their responsibilities to other stakeholders in the specific environment—that is, customers and suppliers. Social responsibility goals of Stage 3 managers include fair prices, high-quality products and services, safe products, good supplier relations, and similar actions. Their philosophy is that they can meet their responsibilities to stockholders only by meeting the needs of their other constituents. Finally, Stage 4 managers characterize the extreme socioeconomic definition of social responsibility. At this stage, managers feel a responsibility to society as a whole. Their business is seen as a public entity, and they feel a responsibility for advancing the public good. The acceptance of such responsibility means that managers actively promote social justice, preserve the environment, and support social and cultural activities. They take these stances even if such actions negatively affect

profits.

(moderate; pp. 117-118; AACSB: Ethics)

Compare and contrast the ideas of social obligation and social responsiveness.

Answer

Social obligation is the obligation of a business to meet its economic and legal responsibilities. The organization does only what it is obligated to do and reflects the classical view of social responsibility. In contrast to social obligation, however, both social responsibility and social responsiveness go beyond merely meeting basic economic and legal standards. Social responsiveness refers to the capacity of a firm to adapt to changing social conditions. The idea of social responsiveness stresses that managers make practical decisions about the societal actions in which they engage.

A socially responsive organization is guided by social norms and acts the way it does because of its desire to satisfy some popular social need. The example the textbook gives is that managers at American Express Company identified three themes—community service, cultural heritage, and economic independence—to serve as guides for deciding which worldwide projects and organizations to support. By making these choices, managers were ―responding‖ to what they felt were important social needs.

(moderate; p. 119; AACSB: Ethics)

2.In a short essay, list and discuss five arguments in favor of business

social responsibility and five arguments against it.

Answer

Arguments in favor of business social responsibility include:

a. Public expectations—public opinion now supports businesses pursuing economic and social goals.

b. Long-run profits—socially responsible companies tend to have more secure long-run profits.

c. Ethical obligation—businesses should be socially responsible because responsible actions are the right

thing to do.

d. Public image—businesses can create a favorable public image by pursuing social goals.

e. Better environment—business involvement can help solve difficult social problems.

f. Discouragement of further governmental regulation—by becoming socially responsible, businesses can

expect less government regulation.

g. Balance of responsibility and power—businesses have a lot of power and an equally large amount of

responsibility is needed to balance against that power.

h. Stockholder interests—social responsibility will improve a business’s stock price in the long run.

i. Possession of resources—businesses have the resources to support public and charitable projects that need

assistance.

j. Superiority of prevention over cures—businesses should address social problems before they become serious and costly to correct.

Arguments against business social responsibility inc lude:

a. Violation of profit maximization—business is being socially responsible only when it pursues its economic

interests.

b. Dilution of purpose—pursuing social goals dilutes business’s primary purpose—economic productivity.

c. Costs—many social responsibility actions do not cover their costs and someone must pay those costs.

d. Too much power—businesses have a lot of power already and if they pursue social goals they will have

even more.

e. Lack of skills—business leaders lack the necessary skills to address social issues.

f. Lack of accountability—there are no direct lines of accountability for social actions.

(difficult; p. 118; AACSB: Ethics)

SOCIAL RESPONSIBILITY AND ECONOMIC PERFORMANCE

3.In a short essay, describe how the relationship between social

involvement and economic performance has been evaluated. What conclusions can be drawn from their relationship?

Answer

To evaluate the relationship between social involvement and economic performance, studies have been performed and socially responsible mutual stock funds have been gauged. Although the majority of studies showed a positive relationship between social involvement and economic performance, no definite association has been found: the studies did not use standardized measures of social responsibility and economic performance. Standardized measurements for these key management issues clearly need to be defined further before studies can have more conclusive results. Tracking mutual stock funds that use social screening or apply social criteria to investment decisions may be a better way to identify the relationship between social involvement and economic performance. For example, since, 2002, Morningstar shows high ratings for a larger percentage of the social funds than for large company mutual funds. Overall, little evidence shows that social actions are detrimental to long-term economic performance. Businesses should at least consider being socially involved to avoid creating significant business risks.

(difficult; pp. 120-122; AACSB: Ethics)

THE GREENING OF MANAGEMENT

4.In a short essay, explain the four approaches that organizations can

take with respect to environmental issues.

Answer

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 extent 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 the market 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.

(moderate; p. 124)

V ALUES-BASED MANAGEMENT

5.In a short essay, define values-based management and discuss the

purposes of shared values.

管理学基础知识问答题

管理学基础知识问答题 -----------------------作者：-----------------------日期：

重点知识汇总 1管理学是系统的研究人类管理活动的普遍规律，基本原理和一般方法的科学，从纵向看可分为古代管理学、近代管理学、现代管理学 2现代管理学的特征二重性、动态性、创造性艺术性 3现代管理的研究方法历史比较法、个案分析法、心理研究法、归纳演绎法 4泰罗的科学管理思想核心目的提高工作效率。容：劳动定额、第一流工人制、标准化管理、刺激性工资制、思想革命、计划与执行分离的思想、职能长工制、管理对外原则 5法约尔的一般管理思想重点在于分析高层管理效率和一般管理原则 6韦伯的行政管理思想（组织理论之父） 7欧文关注环境主花钱改善工作条件是最明智的投资 8巴纳德管理的工作就是沟通激励 9芝斯特伯格创立工业心理理论、将心理测试用于人员深造 10福莱特用个人行为观点来看待组织个人行为和单体行为 11梅奥的人际关系理论（霍桑试验）人际关系学说：工人是社会而不是单纯的追求金钱物质需求的经济人、企业中除了正式组织外还存在非正式组织、新型的领导在于通过对职工的满足度的增加来提高工人的士气 12彼得圣古的学习型组织的理论、自我超越改善心智模式、建立共

同愿景、团体学习系统思考。具有的在特征、组织成员拥有一个共同的愿景组织由多个创造性的个体组成善于不断学习地方为主的扁平结构自主管理组织的边界将被重新界定员工家庭与事业平衡领导者的新角色 13柔性管理的本质是依据人们自身心理和行为规律 14 SWOT分析法就是帮助组织进行部环境的机会与威胁组织自身的优势与劣势分析并帮助组织确定与制定发展战略及其行动方案的一种外部环境的综合分析技术 15履行管理职责是管理者涵义的实质和核心、管理者的主要职责有计划、决策、组织、协调、使用人才控制、监督。管理者实行管理的基本原则和要求：以管理职责为核心做到职务职权职责的有机统一、管理的全部职务任务可分为计划组织人事领导控制 16计划职能是管理过程中的首要任务他作为一条主线贯穿于管理的全过程 17决策是管理的基础是计划工作的核心；决策的构成要素决策者决策目标自然状态备选方案决策后果决策准则。决策制定的条件确定性风险性不确定性 18组织工作原理目标统一原理分析协作原理管理宽度原理责权统一原理集权与分权结合原理。组织结构要素工作专业化部门化管理跨度指挥链集权与分权正规化传统组织设计 19人员配备人员配备的原则因事选人因才用人的原则整体效应的原则动态交易的原则

管理学考试题目

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管理学问答题

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