格里芬管理学英文题库组织职能及其答案

管理学英语试题及答案一、选择题（每题2分，共20分）1. The term "management" refers to the process of:A. Making decisionsB. Organizing resourcesC. Directing and controlling activitiesD. All of the above答案：D2. Which of the following is NOT a function of management?A. PlanningB. StaffingC. MotivatingD. Selling答案：D3. The process of setting goals and deciding on actions to achieve these goals is known as:A. OrganizingB. LeadingC. PlanningD. Controlling答案：C4. Which of the following is an example of a managementprinciple?A. Division of laborB. CentralizationC. DelegationD. All of the above答案：D5. In the context of management, "controlling" refers to:A. The process of ensuring that things are done as plannedB. The process of making plansC. The process of organizing resourcesD. The process of motivating employees答案：A6. The concept of "span of control" is related to:A. The number of employees a manager can effectively superviseB. The range of activities a manager is responsible forC. The level of authority a manager hasD. The type of control systems a manager uses答案：A7. The management function that involves influencing people to work towards organizational goals is:A. OrganizingB. LeadingC. PlanningD. Controlling答案：B8. Which of the following is a characteristic of effective communication?A. ClarityB. AmbiguityC. DisorganizationD. Lack of feedback答案：A9. The "scientific management" theory was developed by:A. Henri FayolB. Max WeberC. Frederick TaylorD. Abraham Maslow答案：C10. In the context of management, "empowerment" means:A. Giving employees the authority to make decisionsB. Centralizing all decision-making powerC. Reducing the role of employees in decision-makingD. Ignoring employee input in decision-making答案：A二、填空题（每题1分，共10分）1. The four basic functions of management are planning, organizing, leading, and ________.答案：controlling2. The management principle that suggests that there is an optimal span of control for each manager is known as ________.答案：span of control3. The management approach that focuses on the social needsof employees is known as the ________ approach.答案：human relations4. The process of identifying, selecting, orienting, training, and compensating employees is known as ________.答案：staffing5. A management style that involves a high level of task orientation and a low level of relationship orientation is known as ________ leadership.答案：autocratic6. The concept of "management by objectives" was developed by ________.答案：Peter Drucker7. The "Maslow's hierarchy of needs" theory suggests that people are motivated by a series of needs, starting with physiological needs and ending with ________ needs.答案：self-actualization8. In a ________ structure, there is a clear chain of command and a narrow span of control.答案：hierarchical9. The process of comparing actual performance with planned performance is known as ________.答案：budgeting10. The management function that involves setting goals and determining the sequence of actions needed to achieve them is known as ________.答案：strategic planning三、简答题（每题5分，共30分）1. What are the three key characteristics of an effective organizational structure?答案：An effective organizational structure should havethe following characteristics: clarity of roles and responsibilities, a clear chain of command, and a balance between centralization and decentralization.2. Explain the difference between leadership and management.答案：Leadership is the process of influencing, motivating, and directing individuals towards the achievement of organizational goals. Management, on the other hand, is a broader concept that includes planning, organizing, leading, and controlling organizational resources to achieve goals.3. What are the main principles of scientific management according to Frederick Taylor?答案：The main principles of scientific management includethe scientific selection and training of workers, the scientific selection of tasks and tools, the scientific determination of work methods, and the scientific scheduling of work and rest periods.4. Describe the four stages of the control process.。

管理学考试题及答案英语管理学考试题及答案（英语）一、选择题（每题2分，共20分）1. The term "management" refers to:A. The process of managingB. The people who manageC. The act of managingD. The result of managingAnswer: A2. Which of the following is NOT a function of management?A. PlanningB. OrganizingC. ControllingD. InnovatingAnswer: D3. According to classical management theory, the most important factor in achieving organizational goals is:A. EfficiencyB. EffectivenessC. ProfitabilityD. Customer satisfactionAnswer: A4. The process of setting goals, deciding on actions to achieve them, and then allocating the necessary resources to carry out these actions is known as:A. Decision makingB. PlanningC. OrganizingD. ControllingAnswer: B5. Which of the following is NOT a principle of scientific management according to Frederick W. Taylor?A. Work simplificationB. Scientific selection of workersC. Financial incentives for productivityD. Centralized decision makingAnswer: D6. In the context of management, "leadership" refers to:A. The ability to influence a group towards the achievement of a vision or set of goalsB. The act of supervising employeesC. The process of delegating tasksD. The role of a managerAnswer: A7. Which of the following is NOT a component of the contingency theory of leadership?A. The situationB. The leader's traitsC. The leader's behaviorD. The follower's traitsAnswer: B8. The Hawthorne studies demonstrated that:A. Financial incentives are the most effective motivatorsB. Worker productivity is influenced by a variety of factors, including the work environmentC. Scientific management techniques always improve productivityD. The presence of a supervisor is the key to increased productivityAnswer: B9. According to Maslow's hierarchy of needs, which of the following needs is at the top of the pyramid?A. Safety needsB. Esteem needsC. Social needsD. Self-actualization needsAnswer: D10. In the context of organizational behavior, "groupthink" refers to:A. The tendency for groups to make risky decisionsB. The tendency for groups to make decisions that are too cautiousC. The tendency for groups to make decisions that are more extreme than those made by individualsD. The tendency for groups to suppress dissent and conformity to group normsAnswer: D二、简答题（每题10分，共40分）1. Explain the difference between management and leadership.Answer: Management is the process of planning, organizing, leading, and controlling organizational resources to achieve specific goals. Leadership, on the other hand, is the ability to influence a group towards the achievement of a vision or set of goals. While management is more about organizing and controlling, leadership is about inspiring and motivating.2. Describe the four functions of management.Answer: The four functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and deciding on actions to achieve them. Organizing is the process of structuring tasks and resources to achieve those goals. Leading involves influencing and motivating employees to work towards the goals. Controlling is the process of monitoring performance and taking corrective action when necessary.3. What is the significance of the Hawthorne studies in the field of management?Answer: The Hawthorne studies were significant because they demonstrated that worker productivity is influenced by a variety of factors, including the work environment and the attention given to workers. These studies challenged the assumptions of classical management theory and led to the development of the human relations movement, which emphasized the importance of social and psychological factors in the workplace.4. Explain the concept of "empowerment" in management.Answer: Empowerment in management refers to the process of giving employees the authority, responsibility, and resources to make decisions and take actions that affect their work. Empowerment is believed to increase employee motivation, job satisfaction, and productivity by allowing workers to have more control over their work and to take ownership of their tasks.三、案例分析题（每题20分，共40分）1. Case Study: A company is experiencing high employee turnover and low morale. The management has decided to implement a new employee engagement program to address these issues. Describe how the company can use the principles of motivation and leadership to design and implement this program.Answer: The company can use the principles of motivation and leadership to design and implement the employee engagement program by first understanding the needs and motivations of its employees. They can use Maslow's hierarchy of needs to identify which needs are not being met, such as safety, social, esteem, or self-actualization needs. The company can then develop programs that address these unmet needs, such as providing a safe work environment, opportunities for social interaction, recognition for achievements, and opportunities for personal growth and development.In terms of leadership, the company can train managers to be more effective leaders by using transformational leadership styles that inspire and motivate employees. This can include setting a clear vision for the company, providing support and resources for employees to achieve their goals, and creating a positive work environment where employees feel valued and respected.2. Case Study: A manufacturing company is considering the implementation of a new production technology that requires a significant investment. The management team is divided on whether to proceed with the investment. How can the company use decision-making models and techniques to make an informed decision?Answer: The company can use decision-making models and techniques such as the decision tree analysis, cost-benefit analysis, and SWOT analysis to make an informed decision about the new production technology.The decision tree analysis can help the company visualize the different outcomes and probabilities associated with each decision path, such as investing in the new technology or not. The cost-benefit analysis can help the company quantify the costs and benefits of the investment, including the potential increase in production efficiency and the initial cost of the technology. The SWOT analysis can help the company identify the strengths, weaknesses, opportunities, and threats associated with the investment, such as the potential for increased market share and the risk of technological obsolescence.By using these decision-making models and techniques, the company can weigh the pros and cons of the investment and make a more informed decision based on objective data and analysis.以上就是管理学考试题及答案的英语版本，供参考。

全方位管理岗位考试题目及解析英文版Comprehensive Management Position Exam Questions and Analysis1. What are the key characteristics of effective leadership in a management role?- Effective leadership in a management role includes qualities such as strong communication skills, the ability to motivate and inspire others, strategic thinking, decision-making abilities, and a focus on achieving results.2. How can a manager effectively handle conflicts within a team?- Managers can effectively handle conflicts within a team by promoting open communication, actively listening to all parties involved, seeking to understand different perspectives, and facilitating a resolution that is fair and beneficial to all team members.3. What are the essential components of a successful strategic management plan?- A successful strategic management plan includes a clear mission and vision, goals and objectives, a thorough analysis of the internal and external environment, a strategic action plan, implementation strategies, monitoring and evaluation mechanisms, and flexibility to adapt to changing circumstances.4. How can a manager ensure the team is working towards a common goal?- A manager can ensure the team is working towards a common goal by clearly articulating the goals and objectives, fostering a sense of shared purpose, providing regular feedback and support, promoting collaboration and teamwork, and aligning individual and team efforts with the overall organizational mission.5. What are the key elements of effective performance management?- Effective performance management includes setting clear performance expectations, providing regular feedback and coaching, conducting performance evaluations, recognizing and rewarding achievements, addressing performance issues promptly, and offering opportunities for employee development and growth.6. How can a manager promote a culture of innovation and creativity within the team?- Managers can promote a culture of innovation and creativity within the team by encouraging risk-taking and experimentation, providing resources and support for new ideas, recognizing and rewarding innovative efforts, fostering a culture of continuous learning and improvement, and leading by example through their own creative thinking and problem-solving skills.7. What strategies can a manager use to enhance employee engagement and motivation?- Managers can enhance employee engagement and motivation by providing opportunities for autonomy and decision-making, recognizing and rewarding achievements, fostering a positive work environment, promoting work-life balance, offering opportunities for professional growth and advancement, and creating a sense of purpose and meaning in the work.8. How can a manager effectively manage change within an organization?- Managers can effectively manage change within an organization by communicating openly and transparently about the reasons for change, involving employees in the change process, providing support and resources to help employees adapt to the change, addressing resistance and concerns proactively, and monitoring the impact of the change to make adjustments as needed.9. What are the key principles of ethical leadership in a management role?- Key principles of ethical leadership in a management role include honesty and integrity, transparency in decision-making, respect for diverse perspectives and opinions, accountability for actions and decisions, fairness and equity in treatment of others, and a commitment to upholding ethical standards and principles in all aspects of leadership.10. How can a manager effectively build and maintain strong relationships with stakeholders?- Managers can effectively build and maintain strong relationships with stakeholders by engaging in open and honest communication, actively listening to stakeholder concerns and feedback, demonstrating responsiveness and accountability, seeking to understand stakeholder needs and interests, and building trust and credibility through consistent and reliable actions.。

管理学翻译真题及答案解析管理学是一个广泛应用于组织管理和领导的学科，涉及诸多的理论和实践。

对于学习管理学的同学们来说，翻译真题及答案解析是提高语言和理解能力的重要途径。

本文将为大家提供一些常见的，帮助大家更好地应对相关考试。

1. "The process of planning, organizing, leading, and controlling resources within an entity with the overall aim of achieving organizational goals efficiently and effectively."这个句子是对管理学的基本定义进行的翻译。

其中，“planning”可以翻译为“计划”，“organizing”可以翻译为“组织”，“leading”可以翻译为“领导”，“controlling”可以翻译为“控制”，“resources”可以翻译为空间，“entity”可以翻译为“实体”，“organizational goals”可以翻译为“组织目标”，“efficiently”可以翻译为“高效地”，“effectively”可以翻译为“有效地”。

因此，完整的翻译可以是：“在一个实体内规划、组织、领导和控制资源的过程，其总体目标是高效地、有效地实现组织目标。

”2. "The ability to understand and work well with individuals, groups, and entire organizations to accomplish identified goals."这个句子强调了管理学的一个关键能力，即与个体、团体和整个组织合作以实现既定目标。

其中，“ability”可以翻译为“能力”，“understand”可以翻译为“理解”，“work well with”可以翻译为“与...合作良好”，“individuals”可以翻译为“个体”，“groups”可以翻译为“团体”，“entire organizations”可以翻译为“整个组织”，“accomplish”可以翻译为“完成”，“identified goals”可以翻译为“既定目标”。

管理学第9版练习题英文版附答案1Chapter 1 Introduction to Management and Organizations TRUE/FALSE QUESTIONSA MANAGER’S DILEMMA1.Today’s managers are just as likely to be women as they are men.2.Management affects employee morale but not a company’s financial performance.WHO ARE MANAGERS?3.In order to be considered a manager, an individual must coordinate the work of others.4.Supervisors and foremen may both be considered first-line managers.WHAT IS MANAGEMENT?5.Effectiveness refers to the relationship between inputs and outputs.6.Effectiveness is concerned with the means of getting things done, while efficiency is concerned withthe attainment of organizational goals.7. A goal of efficiency is to minimize resource costs.8.Efficiency is often referred to as “doing things right.”9.Managers who are effective at meeting organizational goals always act efficiently.WHAT DO MANAGERS DO?10.The four contemporary functions of management are planning, organizing, leading, and controlling.11.Determining who reports to whom is part of the controlling function of management.12.Directing and motivating are part of the controllingfunction of management.13.Fayol’s management functions are basically equivalent to Mintzberg’s management roles.14.The roles of figurehead, leader, and liaison are all interpersonal roles.15.Disturbance handler is one of Mintzberg’s interpersonal roles.16.Mintzberg’s informational management role involves receiving, collecting, and disseminatinginformation.17.Mintzberg’s resource allocation role is similar to Fayol’s planning function because it involves thecoordination of employee’s activities.18.Resource allocation and disturbance handling are both considered decisional roles.19.A finance manager who reads the Wall Street Journal ona regular basis would be performing thefigurehead role.20.Katz found that managers needed three essential skills: technical, human, and informational.21.Technical skills become less important as a manager moves into higher levels of management.22.Conceptual skills become less important as a manager moves into top management.23.Interpersonal skills involve a manager’s ability to think about abstract situations.24.Coaching and budgeting are skills closely related to the management function of leading.25.Budgeting is a skill that is related to both planning and controlling.26.In today’s world, organizational managers at all levels and in all areas need to encourage theiremployees to be on the look-out for new ideas and new approaches.27.Only first-line managers and employees need to be concerned with being customer-responsive.28.Innovation is only important in high-tech firms.WHAT IS AN ORGANIZATION?29.A distinct purpose is important in defining an organization.30.A nontaxable organization, such as the United Way, cannot be considered an organization. MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.A MANAGER’S DILEMM A31.Which of the following statements regarding managers in today’s world is accurate?a.Their age range is limited to between 30 and 65.b.They are found only in large corporations.c.They can be found exclusively in for-profit organizations.d.The single most important variable in employee productivity and loyalty is the quality of therelationship between employees and their direct supervisors.32.According to data collected by Catalyst, a nonprofit research group, _________ percent of corporateofficers in Fortune 500 companies are women.a.55.3b.15.7c.39.7d.21.9WHO ARE MANAGERS?33.Someone who works with and through other people by coordinating their work activities in order toaccomplish organizational goals is ___________.a.an assembly line workerb. a laborerc. a managerd. a salesperson34.In the past, nonmanagerial employees were viewed as employees who ___________.a.reported to top executivesb.reported to middle managersc.supervised othersd.had no others reporting to them35.Which of the following types of managers is responsible for making organization-wide decisions andestablishing the plans and goals that affect the entire organization?a.first-line managersb.top managersc.production managersd.research managers36.All levels of management between the supervisory level and the top level of the organization aretermed _____________.a.middle managersb.first-line managersc.supervisorsd.foremen37.Which of the following levels of management is associated with positions such as executive vicepresident, chief operating officer, chief executive officer, and chairman of the board?a.team leadersb.middle managersc.first-line managersd.top managers38.Agency head or plant manager is most likely associated with which of the following?a.team leadersb.middle managersc.first-line managersd.top managers39.The lowest level of management is ______________.a. a nonmanagerial employeeb. a department of research managerc. a vice presidentd. a first-line manager40.Supervisor is another name for which of the following?a.team leaderb.middle managerc.first-line managerd.top manager41.Managers with titles such as regional manager, project leader, or plant manager are_______________.a.first-line managersb.top managersc.production managersd.middle managers42.Which of the following best reflects the management structure of a traditional organization?a.pyramidb.circlec.hub with spokesd.infinite line43.Division manager is associated with which of the following levels of management?a.team leadersb.middle managersc.first-line managersd.top managersWHAT IS MANAGEMENT?44._____________ is the process of getting activities completed efficiently and effectively with andthrough other people.a.Leadingb.Managementc.Supervisiond.Controlling45.The distinction between a managerial position and a nonmanagerial position is _______________.a.planning the work of othersb.coordinating the work of othersc.controlling the work of others/doc/b815723333.html,anizing the work of others46.Which of the following is an example of an efficient manufacturing technique?a.cutting inventory levelsb.increasing the amount of time to manufacture productsc.increasing product reject ratesd.decreasing product output47.Wasting resources is considered to be an example of managerial _____________.a.efficiencyb.effectivenessc.inefficiencyd.ineffectiveness48.An automobile manufacturer that increased the total number of cars produced at the same cost, butwith many defects, would be _____________.a.efficient and effectiveb.increasing efficiencyc.increasing effectivenessd.concerned with inputs49.Effectiveness is synonymous with _____________.a.cost minimizationb.resource controlc.goal attainmentd.efficiency50.Efficiency refers to _____________.a.the relationship between inputs and outputsb.the additive relationship between costs and benefitsc.the exponential nature of costs and outputsd.increasing outputs regardless of cost51.In successful organizations, ______________.a.low efficiency and high effectiveness go hand in handb.high efficiency and low effectiveness go hand in handc.high efficiency and high effectiveness go hand in handd.high efficiency and high equity go hand in hand52.Whereas _____________ is concerned with the means of getting things done, _____________ isconcerned with the ends, or attainment of organizational goals.a.effectiveness; efficiencyb.efficiency; effectivenessc.effectiveness; goal attainmentd.goal attainment; efficiencyWHAT DO MANAGERS DO?MANAGEMENT FUNCTIONS53.How many management functions were originally proposed in the early part of the twentieth century?a.threeb.fourc.fived.nine54._____________ was a French industrialist who first identified the basic management functions.a.Weberb.Taylorc.Herzbergd.Fayol55.Today, the basic management functions are considered to be ______________.a.planning, coordinating, staffing, and directingb.planning, organizing, leading, and directing/doc/b815723333.html,manding, organizing, leading, and staffingd.planning, organizing, leading, and controlling56.Which of the following management functions from the mid-1950s is no longer included in the basicfunctions of management?/doc/b815723333.html,mandingb.staffingc.leadingd.controlling57.Writing an organizational strategic plan is an example of the ______________ management function.a.leadingb.coordinatingc.planning/doc/b815723333.html,anizing/doc/b815723333.html,anizing includes _____________.a.defining organizational goalsb.hiring organizational membersc.motivating organizational membersd.determining who does what tasks59.A manager resolving conflict among organizational members is performing what function?a.controlling/doc/b815723333.html,mandingc.directingd.leading60.The process of monitoring, comparing, and correcting is called _____________.a.controllingb.coordinatingc.leading/doc/b815723333.html,anizingMANAGEMENT ROLES61.__________ developed a categorization scheme for defining what managers do, consisting of 10different but highly interrelated roles.a.Henri Fayolb.Henry Fordc.Henry Mintzbergd.Henry Morris62.According to Mintzberg’s management roles, the _____________ roles are those that involve peopleand other duties that are ceremonial and symbolic in nature./doc/b815723333.html,rmationalb.interpersonalc.technicald.decisional63.The roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more important atthe __________ levels of the organization.a.lowerb.middlec.higherd.supervisory64.Which of the following is not an example of a decisional role according to Mintzberg?a.spokespersonb.entrepreneurc.disturbance handlerd.resource allocator65.A human resource manager attending a local Society for Human Resource Management meetingwould be functioning in which role?/doc/b815723333.html,rmationalb.leaderc.liaisond.disseminator66.A finance manager who reads the Wall Street Journal ona regular basis would be performing whichrole?a.figureheadb.monitorc.disseminatord.interpersonal67.The _____________ role is more important for lower-level managers than it is for either middle- ortop-level managers.a.leaderb.entrepreneurc.spokespersond.disseminator68.The emphasis that managers give to various roles seems to be based on their _____________./doc/b815723333.html,anizational levelb.tenure with the organizationc.experience in their fieldd.personality69.Which of the following is not an example of an interpersonal role according to Mintzberg?a.figureheadb.leaderc.liaisond.spokesperson70.According to Mintzberg’s management roles, the ______________ roles involve receiving,collecting, and disseminating information.a.interpersonal/doc/b815723333.html,rmationalc.technicald.decisional71.All of the following are examples of informational roles according to Mintzberg except____________.a.liaisonb.monitorc.disseminatord.spokesperson72.Which of the following is not an example of a decisional role according to Mintzberg?a.spokespersonb.entrepreneurc.disturbance handlerd.resource allocator73.All of the following are managerial roles that are more important at the higher levels of theorganization except ________________.a.leaderb.disseminatorc.figureheadd.negotiator74.Which of the fol lowing represents the most useful way of describing the manager’s job?a.rolesb.functionsc.skills/doc/b815723333.html,anizational level75.Many of Mintzberg’s roles align with the basic functions of management. For example, the_____________ role is a part of planning.a.figureheadb.leaderc.liaisond.resource allocation76.All three o f Mintzberg’s interpersonal roles are part of the _____________ function./doc/b815723333.html,anizingb.planningc.leadingd.controllingMANAGEMENT SKILLS77.Which of the following identified the three essential managerial skills?a.Katzb.Lewisbergc.Rainesd.Chambers78.The three essential managerial skills include _____________.a.technical, human, and empiricalb.human, empirical, and conceptualc.technical, interpersonal, and controllingd.technical, human, and conceptual79.Understanding building codes would be considered a _____________ skill for a building contractor.a.humanb.technicalc.conceptuald.empirical80.Which of the following is true concerning technical and managerial skills?a.Human skills and technical skills remain equally important as managers move to higher levels.b.Technical-skill needs remain necessary and human skills decrease as managers move to higherlevels.c.Human skills remain necessary and technical-skill needs decrease as managers move to higherlevels.d.Both human-skill and technical-skill needs decrease as managers move to higher levels.81.Managers with good __________ are able to get the best out of their people.a.human skillsb.conceptual skillsc.technical skillsd.visual skills82.Technical skills include _______________.a.leadership and efficiency in a certain specialized fieldb.knowledge of and proficiency in a certain specialized fieldc.familiarity with and interest in a general field of endeavord.skill and interest in a general field of endeavor83.The ability to work well with other people, both individually and in a group, requires________________.a.technical skillsb.assessment skillsc.planning skillsd.human skills84.Which of the following types of skills are described with terms such as abstract situations andvisualization?a.interpersonalb.humanc.technicald.conceptual85.Which one of the following phrases is best associated with managerial conceptual skills?a.decision making/doc/b815723333.html,municating with customers/doc/b815723333.html,ing information to solve business problemsd.product knowledge86.Which of the following skills are more important at lower levels of management, as these managersare dealing directly with employees doing the organization’s work?a.humanb.technicalc.conceptuald.empirical87.Budgeting is associated with the management functions of planning and _____________.a.directing/doc/b815723333.html,anizingc.leadingd.controlling88.Mentoring is primarily associated with the management function of _____________.a.planning/doc/b815723333.html,anizingc.leadingd.controllingWHAT IS AN ORGANIZATION?89.An organization is ______________.a.the physical location where people workb. a collection of individuals working for the same companyc. a deliberate arrangement of people to accomplish some specific purposed. a group of individuals focused on profit making for their shareholders90.One of the common characteristics of all organizations is ____________, which is typicallyexpressed in terms of the organization’s goals.a.its peopleb.its goalsc.its systematic structured.its purpose91.One of the common characteristics of all organizations is _____________, which clarifies members’work relationships.a.its peopleb.its goalsc.its deliberate structured.its purpose92.A deliberate arrangement of people to accomplish some specific purpose is _____________.a. a structure.b. a process.c.an organization.d.an assembly operation93.A difference between traditional organizations and new organizations is that the new organizationstend to be more _____________.a.stable/doc/b815723333.html,mand orientedc.rule orientedd.dynamicWHY STUDY MANAGEMENT?94.Which of the following best describes the concept that management is needed in all types and sizesof organizations, no matter the country in which they’re located?a.the partiality of managementb.the segmentation of managementc.the universality of managementd.the cultures of management95.Universality of management means that _____________a.all managers in all organizations perform the four management functionsb.all managers in all organizations can perform their job thesame wayc.all organizations can hire any manager to perform the management jobsd.any manager can work in any organization and perform any management job96.As members of the general public, we have a vested interest in improving the way organizations aremanaged because _________________.a.we stand to benefit personally from an individual organization’s profitsb.we interact with organizations every single day of our livesc.if organizations don’t improve, we won’t have a place to work in the future/doc/b815723333.html,anizations supply inputs to other organizations/doc/b815723333.html,anizations that are well managed ____________.a.choose the best suppliers for their products/doc/b815723333.html,pete on an international basis because they have the best productsc.always have the lowest-cost productsd.develop a loyal customer base, grow, and prosper98.According to management expert Peter Drucker, management is about ______________.a.profitsb.peoplec.planningd.participation99.Which of the following types of managerial positions is most likely to involve clerical duties?a.shift supervisorb.regional department headc.project managerd.chief executive officer100. A manager’s success is typically _______________.a.dependent on how hard the manager worksb.how closely the manager supervises the employeesc.based on how skilled the manager is at the technical elements of the jobd.dependent on others’ work performance101. A primary responsibility of managers is creating a work environment that _______________.a.is safe and well litb.is clean and organizedc.allows employees to do their work to the best of their abilityd.provides excellent customer service102.Managers often ______________.a.are prevented from making business decisionsb.change their career paths during their work livesc.have opportunities to think creatively and use their imaginationsd.must depend on their employees for guidance in dealing with superiors103.Which of the following represents a challenge of management?a.enjoy relatively easy workb.work with a variety of peoplec.have little influence on organizational outcomesd.have to deal with a variety of personalities104.Each of the following represents a challenge of management except _______________.a.must operate with limited resourcesb.are highly valued by organizationsc.must motivate workers in uncertain situationsd.success depends on others’ performanceSCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.WHO ARE MANAGERS?Managerial Basic Training (Scenario)Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some “basic” managerial training to the engineers in the research and development unit of the new sister company. To make sure you are covering the necessary issues, your boss has asked to see an overview of materials that you will be providing the engineers.105.Now that both companies are merged and are a systematic arrangement of people set to accomplish a specific purpose, they could be described as a(n) _____________.a.business unitb.multinational company/doc/b815723333.html,anizationd.holding company106.One of the first things the engineers need to learn is that _____________ are the people who direct the activities of others in an organization.a.directorsb.managersc.subordinatesd.line workers107.Another fact that engineers need to learn is that supervisors may frequently be referred to as _____________.a.middle managersb.top managersc.project leadersd.first-line managers108.Many of the engineers in the group are unclear about what managers actually do. Your training materials explain that a manager’s job focuses on _____________.a.the performance of clerical dutiesb.personal achievementc.helping others accomplish their work goalsd.supervising groups rather than individual employeesThe Customer Meeting (Scenario)Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.109.What is the commonality among Kelly, Ben, Dan, and McKenna?a.They all produce the same product.b.They all have the same job content.c.They all are managers.d.They all have the same vision.110.Kelly is considered to be what level of management?a.top managerb.superintendent of assemblyc.middle managerd.first-line manager111.Ben and Dan are considered to be what level of management?a.top managersb.middle managersc.superintendents of assemblyd.first-line managers112.McKenna is considered to be what level of management?a.top managerb.superintendent of assemblyc.middle managerd.first-line manager113.The structure of the managerial relationships among McKenna, Dan, Ben, and Kelly can best be described as a ____________.a.flexible work groupb.traditional pyramid structurec.innovative nuclear structure/doc/b815723333.html,munication hubWHAT IS MANAGEMENT?The Perfect Manager (Scenario)Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition,she accomplishes this with fewer full-time people than other managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic “management functions.”114.Brenda’s ability to complete activities efficiently and effectively with and through other people is known as _____________.a.managementb.leadershipc.coerciond.delegation115.Brenda’s ability to produce the same amount of product with fewer personnel is a reflection of her ___________.a.effectivenessb.process skillsc.leadershipd.efficiency116.The fact that Brenda completes her projects is an indication of her _____________ as a manager.a.leadershipb.effectivenessc.efficiencyd.attention to detail117.If Brenda accomplished her projects on time with high-quality results, but she took more time than other managers in the process, you could say that as a manager she was ____________.a.efficient, but not effectiveb. a leader, but not a top managerc.project oriented, but not effectived.effective, but not efficient118.The “management functions” exemplified by Brenda include all but which of the following?a.planningb.controlling/doc/b815723333.html,anizingd.calibratingWHAT DO MANAGERS DO?Joe the Manager (Scenario)As a production supervisor, Joe decides on Friday afternoon how many units of output his employees will be able to produce and on which days certain products will be run in his department. He also decides which of his employees are going to be responsible for operating which machines within the department next week, as his employees are multi-skilled assemblers. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.119.When Joe decides how many units of output his employees will be able to produce and on which days certain products will be run, he is performing which of the management functions?a.controllingb.leadingc.planning/doc/b815723333.html,anizing120.When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the management functions?a.controllingb.leadingc.planning/doc/b815723333.html,anizing121.When Joe tells the employees that he is sure they can fulfill the schedule because they are such good and skilled employees, he is performing which of the management functions?a.controllingb.leadingc.planning/doc/b815723333.html,anizingThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 A.M. and read his agenda for the day. He is giving two company tours in the morning: the first to a newspaper reporter who is writing a story on the new plant expansion, and the second to a group of Control Systems managers from the east coast. Don then has a meeting with the unit manager, Phil Johnson, to discuss Phil’s recent drop in performanc e (a task Don always hates). Next, Don is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the division president. Finally, in the late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just anotherday in the glamorous life of a manager. 122.Together, all of the functions that Don performs during his busy day correspond to the management roles discovered in the late 1960s by which one of the following management researchers?a.Herzbergb.Skinnerc.Mintzbergd.Fayol123.When Don conducts the tour for the east coast managers, he will be operating in which of the management roles?a.leaderb.liaisonc.monitord.figurehead124.When Don meets with Phil to discuss Phil’s performance issues, Don will be operating in which management role?a.leaderb.figureheadc.monitord.disturbance handler125.What role will Don be performing when he gives the plant tour to the newspaper reporter?a.monitorb.figureheadc.disseminatord.spokesperson126.When Don reviews the new equipment malfunction, what management role will he play when deciding whether to bring in extra people?a.monitorb.disseminatorc.resource allocatord.disturbance handlerThe General Manager (Scenario)Michael is the general manager of a production facility. In a routine day, Michael might meet with city officials or civic leaders about environmental issues due to the plant’s presen ce in the community. After these meetings, he will then meet with the plant’s functional managers to discuss the concerns expressed by the city representatives. Other times, Michael might meet with the production manager, Betty, and the human resource manager, Joyce, to discuss a complaint filed by one of the employees in a production department. Michael might also spend time on the Internet looking for new technologies that can be used in the production processes of his plant.127.When Michael gains information from city officials or civic l eaders to learn how the plant’s operations may be affecting the environment, he is performing which management role?a.leaderb.resource allocatorc.entrepreneurd.monitor128.When Michael meets with Betty and Joyce to discuss a complaint filed by one of the employees in a production department, he is performing which management role?a.resource allocatorb.disturbance handlerc.liaison。

格里芬管理学英文题库：领导职能第16章员工激励与绩效的管理1、Individual job performance is determined by motivation and environment.1)TRUE2)FALSE2、The motivation process begins with1)Efforts to fulfill needs.2)A need deficiency.3)Evaluation of need satisfaction.4)Performance.5)None of the above 3、Hygiene factors are related to the1)Work content.2)Work environment.3)Esteem needs.4)Growth needs.4、According to Maslow, when the needs at a particular level are met, these needs are no longer a motivator, and the next higher level of needs becomes operative.1)TRUE2)FALSE5、Self-actualization needs are the most difficult for a manager to address.1)TRUE2)FALSE6、The Japanese used to have lifetime employment with one company. But in the 90s the Japanese economy experienced serious setbacks and Japanese workers were forced to address _____ needs previously almost guaranteed.1)Physiological2)Belongingness3)Security4)Self-actualization7、According to Herzberg’s two-factor theory of motivation, which of the following is a motivator?1)Pay2)Working conditions3)Hygiene factors4)An opportunity to show what you can do5)A quality supervisor8、Ellen claims her job is so easy she goes to work to relax after a busy weekend. She says she’ll never retire. Using Herzberg’s theory of motivation1)Ellen needs to satisfy her actualization need.2)Existence is the need most important to Ellen.3)Hygiene factors are more important to Ellen than motivators.4)The need for affiliation motivates Ellen.5)Ellen has a high effort-to-performance expectancy level.9、Students who want their exams graded and returned as soon as possible probably have a high need for1)Power.2)Affiliation.3)Security.4)Achievement.10、People with a strong need for power prefer jobs that offer a chance to make friends.1)TRUE2)FALSE11、The extent to which an individual wants a particular outcome is1)Valence.2)Outcome.3)Expectancy.4)Performance.12、Which of the following factors would most likely cause an employee to havea low effort-to-performance expectancy?1)The company keeps its pay schedules secret.2)The employee perceives his or her ability as low. Management increases standards for receiving a bonus when workers start increasing productivity.3)It is a well-known fact that the organization pays below industry standards.4)The employee feels that the organization’s reward is not adequate.13、Treating everyone the same is fair according to equity theory.1)TRUE2)FALSE14、When A&P employees earn large bonuses based upon high rates of efficiency, this is an example of addressing __________ expectancy.1)Effort-to-valence2)Effort-to-performance3)Performance-to-outcome4)Performance-to-valence15、Nate perceives that no matter how much he studies he won’t do as well as Carol on the test. What makes it worse is Carol doesn’t even study. According to equity theory Nate will1)Study harder.2)Lower his goal.3)Tell Carol to study.4)Study with Carol.5)None of the above16、The least productive way to get employees to perform desired behaviors is to use1)Positive reinforcement.2)Avoidance.3)Punishment.4)Extinction.17、Raj sells office-management software to people in the medical profession. His sales manager has advised Raj that one of his goals this year should be to increase the time he spends on after-the-sale service. Raj sees after-the-sale service as a poor use of time that could be used to sell. In terms of the goal-setting theory, the likelihood that Raj will achieve his sales manager’s goal is low due to a lack of goal1)Consistency and uniformity.2)Congruity and consistency.3)Acceptance and commitment.4)Difficulty and acceptance.5)Conformity and flexibility.18、Positive reinforcement will strengthen behavior.1)TRUE2)FALSE19、Behavior modification is a technique of applying the concepts of the __________ model of motivation.1)Reinforcement2)Equity3)Goal-setting4)Porter-Lawler20、At the U. S. Military Academy cadets receive demerits if they show up to class late,don’t keep their rooms clean, and numerous other offenses. This is an example of1)Positive reinforcement.2)Punishment.3)Avoidance.4)Extinction.5)An extrinsic reward.21、A fixed-interval schedule provides the least incentive for good work.1)TRUE2)FALSE22、The two methods of reducing the frequency of behavior are punishment and avoidance.1)TRUE2)FALSE23、Oscar likes to pass along gossip about coworkers to his supervisor. However, his supervisor just ignores his comments and keeps talking about work-related issues. His supervisor is using _____ to weaken Oscar’s behavior.1)Punishment2)Extinction3)Avoidance4)Resentment5)Denial24、Robyn sells real estate for a large franchised organization. She likes the fact that she is allowed to set her own work goals, make decisions, and solve problems having to do with the houses that her customers are buying and selling. The real estate company for which Robyn works uses _____ to enhance employee motivation.1)Empowerment2)Autonomy3)Self-relevance4)Employees’ need for affiliation5)Employees’ need for self-actualization 25、Flexible work schedules, the 4/40 workweek, job sharing, and home-based work are all examples of what the text calls1)Work redesign plans.2)Goal-setting theory issues.3)Alternative work arrangements.4)Behavior modification plans.5)Organizational modifications.26、Employees work harder when earnings are1)Based upon seniority.2)Higher than average.3)Based upon performance.4)Equal for everyone in the organization.27、Incentive pay plans result in permanent increases to an employee’s base compensation at the end of the year.1)TRUE2)FALSE28、An organization that pays two workers doing the same job a different wage because one has the ability to perform more tasks than the other is using a gain-sharing pay system.1)TRUE2)FALSE29、Which of the following is a basic characteristic of an effective reward system?1)Rewards are distributed fairly.2)The reward system offers various ways to satisfy individual needs.3)The rewards satisfy employees’ basic needs.4)The rewards are comparable to those offered by other organizations in the immediate area.5)All of the above30、Employee Stock Ownership Plans (ESOPs) represent a group-level performance plan whereby employees are gradually given a stake in ownership of a corporation.1)TRUE2)FALSE第17章领导和影响的过程1、Leadership is1)A process.2)A property.3)Using influence to shape behavior without using force.4)A set of characteristics found in people who are leaders.5)All of the above.2、A person cannot be a manager without also being a leader.1)TRUE2)FALSE3、Which of the following is an example of an individual who is leading?1)A person identifying defects2)A person organizing staff functions3)A friend convincing you to try a new restaurant4)A person planning detailed evaluations5)All of the above4、All managers have legitimate power.1)TRUE5、Using power by the method of information distortion is sometimes considered unethical.1)TRUE2)FALSE6、Power derived from one’s position within the organizational hierarchy is referred to as__________ power.1)Referent2)Expert3)Legitimate4)Authority7、A boss ni cknamed the “Ax Man” by his employees would most likely use _____ power frequently.1)Expert2)Legitimate3)Referent4)Reward5)Coercive8、Actor Ronald Regan became a president. Wrestler Jessie Ventura became a governor. There is a political theory that because of the _____ powers these men have, their election to public office was virtually guaranteed.1)Referent2)Expert3)Legitimate4)Coercive5)Reward9、When an employee does what she is asked to do because she wants to earn a bonus, her behavior is in fluenced primarily by the leader’s use of _____ power.1)Reward2)Coercive3)Expert5)Legitimate10、The more a manager uses coercive power, the more1)Power he/she has.2)Authority he/she has.3)He/she is not leading.4)He/she is leading.11、Andrea, the deputy director of public relations, has been with the firm 27 years. Her primary power is1)Referent.2)Expert.3)Legitimate.4)Coercive.5)Reward.12、A person can have power without using it.1)TRUE2)FALSE13、The trait approach to leadership has identified a small set of personal characteristics that accurately predict leader success.1)TRUE2)FALSE14、Favorableness of situation is determined from the point of view of the1)Subordinates.2)Leader.3)Peers.4)Organization.15、Situational models assume there is one best style of leadership.1)TRUE2)FALSE16、When a leader’s style and the situation do not match, Fiedler argues that the manager should change his/her style.1)TRUE2)FALSE *correct answer17、A participative leader would be preferred by an employee with a high internal locus of control.1)TRUE2)FALSE18、Daniel has been appointed leader of a project task force. His legitimate power in this position is minimal. The task is unstructured since no guidelines exist for the project. Also, Daniel has had some personality clashes with some of the task force members, so leader-member relations are poor. According to Fiedler’s LPC theory, what type of leadership style is appropriate in this situation?1)Relationship-oriented2)Task-oriented3)Participative4)Transformational leadership5)None of the above19、Frank refers to Dan as his “go to guy.” When the project is critical Dan gets the job.This is an example of_____ approach to leadership.1)Path-goal2)Leader-member exchange3)Vroom-Yetton-Jago4)Substitutes for leadership5)Life cycle theory20、One of the problems with many family-owned businesses is that the father or mother who started the business uses a(n) _____ leader behavior. Sons and daughters who are brought into the business are still treated as children rather than as equals. The members of the newer generation are told what to do, how to do it, and when it should be done.1)Directive2)Supportive3)Participative4)Achievement-oriented5)Relationship-oriented21、An important situational variable in Vroom’s decision tree model is1)Number of subordinates.2)Time.3)Locus of control.4)Self-efficacy.22、Subordinates who are in the in-group tend to have better job performance.1)TRUE2)FALSE23、President Clinton was an example of a _____ leader who set high expectations for the country and energized others to achieve his expectations while maintaining a high level of sympathy and understanding with the American public, although his overall success is debatable.1)Charismatic2)Figurehead3)Symbolic4)Integrative5)Participative24、A formal, inflexible reward system may neutralize leader behavior.1)TRUE2)FALSE25、Self-confidence is an important characteristic of __________ leadership.1)Task2)Employee-centered3)Substitute4)Charismatic26、Charismatic leaders would make extensive use of their referent power.1)TRUE2)FALSE27、Which of the following forms of political behavior is most likely to involve giving something to someone in exchange for that person’s support?1)Persuasion2)Inducement3)Creation of an obligation4)Coercion5)Campaigning28、Direct and intentional efforts to enhance one’s image in the eyes of others is1)Impression management.2)Creation of an obligation.3)A leader-member exchange.4)Use of legitimate power.29、Managers can reduce political behavior by1)Using coercive power.2)Providing feedback to subordinates.3)Keeping tight control of subordinates.4)Keeping arguments behind closed doors.30、Political behavior occurs at all levels and in all directions within organizations.1)TRUE2)FALSE第18章人际关系与沟通的管理1、The difference between communication and effective communication is mutual understanding.1) TRUE2) FALSE2、Managers spend more than half of their time communicating.1) TRUE2) FALSE3、Good interpersonal relations within an organization are often a source of1) Conflict.2) Synergy.3) Entropy.4) Jealousy.4、Combining oral and written communication is often too confusing to be effective.1) TRUE2) FALSE5、When the message to an employee is personal, non-routine, and brief, the most appropriate form of communication is a formal letter.1) TRUE2) FALSE6、One disadvantage of oral communication is that it can lack accuracy.1) TRUE2) FALSE7、“Noise” during communication occurs1) All during the process.2) During transmission of the message.3) During encoding.4) During decoding.8、Non-managers use horizontal communication more often than managers.1) TRUE2) FALSE9、In your office, it is not necessary for all members of your staff to communicate directly with each other. In fact, the most effective communication takes place when each subordinate talks only with you because the work to be done is relatively simple. According to the research on communications networks, what type of network would be most effective in your office?1) Chain2) Y3) Circle4) All-channel5) Wheel10、The content of __________ communication is often suggestions and complaints.1) Downward2) Horizontal3) Upward4) Nonverbal11、A manager not physically in the office is likely to be cut out of the grapevine; which is good because the grapevine is gossip.1) TRUE2) FALSE12、Managers who rely heavily upon electronic communication give up valuable1) Informal communication.2) Time.3) Feedback.4) Encoding.13、You have a job interview in which you and the interviewer sit in two armchairs with nothing between you. The room is bright and tastefully decorated. These characteristics are all part of the form of nonverbal communication called image.1) TRUE2) FALSE14、When a line supervisor of the day shift coordinates with the line supervisor of the night shift they are engaging in _____ communication.1) Vertical2) Upward3) Downward4) Horizontal5) Transactional15、A work team composed of various functional managers would tend to encourage1) Horizontal communication.2) Professional jargon.3) Downward communication.4) Effective communication.5) A managerial grapevine.16、Which of the following is an example of downward communication?1) Employee suggestion box2) Expense account filed by a sales representative with her supervisor3) Standard operating procedure4) Letter to the editor in the company newsletter5) Absenteeism report from the clerk who keeps employee records17、Which of the following is likely to occur if electronic communication is used at the expense of face-to-face meetings and conversations?1) It will be harder to build a strong organization culture.2) It will be harder to develop solid working relationships.3) It will be harder to create a mutually supportive atmosphere of trust andcooperation.4) It will be easier for members of the organization to work from widelyseparated locations.5) All of the above18、A common individual barrier to communication is1) Semantics.2) Timing.3) Noise.4) Inconsistency.19、Recent research has shown that the information carried in the organizational grapevine is very inaccurate.1) TRUE2) FALSE20、Over 90 percent of the meaning of a message is transmitted through nonverbalcommunication.1) TRUE2) FALSE21、When a CEO meets with the board of directors, this is an example of management by wandering around.1) TRUE2) FALSE22、If a manager decided to respond to a grapevine by _____, it would most likely be a waste of his or her time.1) Determining who the key people in it are2) Trying to get information from it3) Testing employee reactions to various bits of untrue gossip4) Attempting to control the kind of information in it5) Attempting to eliminate it23、Grapevines are found only in very large organizations.1) TRUE2) FALSE24、Edward Lewis, CEO of Essence Communications, strolls around the organization and starts spontaneous conversations with employees and others involved with the company. He says it allows him to keep his finger on the pulse of the organization. Lewis engages in1) Management by objective.2) Formal grapevine management.3) Management by exception.4) Management by wandering around.5) Participative management.25、If you want to engage in successful negotiations, one of the important rules to follow is to have the negotiation meeting held in your offices rather than in the office of the party with whom you are negotiating. This is an example of the use of1) Nonverbal communication.2) Transactional communication.3) Oral communication.4) Status differences as a barrier to communication.5) Noise.26、Maurice asked Lyle if he had calculated the activity ratios for the last quarter. Lyle said that he had because he had calculated turnover ratios. The much broader definition of activity ratios that Maurice assigned to the term led to a communication problem caused by1) Jargon.2) Semantics.3) Synergetics.4) Overload.5) Dialog.27、Bill and Dave are working on a problem, but they are having trouble getting through to each other because one of them thinks the problem is a promotional problem and the other thinks it is a distribution problem. The barrier causing this ineffective communication is different perceptions.1) TRUE2) FALSE28、When Bill arrived at work he had 159 email messages. He quickly deleted most of them. But accidentally deleted an important one. His mistake was most likely due to1) Overload.2) Poor listening skills.3) Status or power differences.4) Semantics.5) Reluctance to communicate.29、Which of the following sender techniques for improving communication is probably most important?1) Maintaining credibility2) Being sensitive to the other person’s position3) Being aware of the meanings others may place on words4) Providing channels for feedback5) Practicing30、Ramon plays golf with his coworkers every Friday. Managers should _____ such informal interaction because _____.1) Encourage; it promotes strong culture and enhances understanding2) Discourage; it promotes gossip3) Encourage; golf relaxes people4) Discourage; it promotes the grapevine5) Discourage; some people are too competitive at golf and it will causefriction格里芬管理学英文题库答案领导职能第16章1 ~10：2，2，2，1，1；3，4，3，4，2；11~20：1，2，2，3，2；3，3，1，1，2；21~30：1，2，2，1，3；3，2，2，5，1。

Unit 1 What Are the Four Functions of Management?Key to the ExercisesComprehension of the TextI.Choose the best answer to the following questions.1. B2. D3. A4. C5. CVocabularyⅡ.Fill in the blanks with the words given below. Change the form where necessary.1. (integrate) 教师们正设法使所有的孩子都以与社会融为一体。

2. (effective) 政府采取了一些有效措施后,物价开始稳定了。

3. (condensed) 一个长篇故事可缩写成几句话。

4. (established)俱乐部制定了一条新规章,允许妇女入会。

5. (resolves) 这混合物会分解成两种物质。

6. (engaged) 我已在酒店预定了一间房。

7. (conflict) 一些人感觉到宗教和科学之间存在许多冲突。

8. (independent)虽然她很年轻，但是很有主见。

TranslationIII．Translate the following professional terms and expressions.1. 这一科目的畅销书2. 来源于对成千上百的公司里成千上百的管理者的细致的调查3. 一个对……准确的描述4. 一个全面的有层次的计划5. 最有效的沟通渠道6. process of monitoring, comparing, and correcting7. something may still go amiss8. get the organization back on track9. are responsible for designing an organization’s structure10. resolve conflicts among membersⅣ.Translate the following sentences into Chinese.1. 在二十世纪五十年代中期，美国加利福尼亚大学洛杉矶分校的两位教授把计划职能、组织职能、用人管理职能、指导职能和控制职能用作他们编写的管理学教材的框架。

管理学英语考试题及答案一、选择题（每题2分，共20分）1. Which of the following is NOT a function of management?A. PlanningB. OrganizingC. ControllingD. Innovating答案：D2. The process of setting goals and deciding on actions to achieve these goals is known as:A. ControllingB. OrganizingC. PlanningD. Leading答案：C3. According to the classical management theory, which of the following is NOT a principle of scientific management?A. Division of workB. Scientific selection and training of workersC. Standardization of tools and working conditionsD. Employee motivation答案：D4. In management, the term "span of control" refers to:A. The number of subordinates a manager can effectively manageB. The range of authority a manager hasC. The number of tasks a manager is responsible forD. The number of departments a manager oversees答案：A5. Which of the following is NOT a characteristic of a learning organization?A. Continuous learning and improvementB. Open communicationC. Resistance to changeD. Commitment to shared vision答案：C6. The process of influencing people to contribute towards organizational goals is known as:A. LeadingB. ControllingC. OrganizingD. Planning答案：A7. Which of the following is NOT a component of the management process?A. Decision makingB. Resource allocationC. MotivationD. Profit maximization答案：D8. The management concept that emphasizes the importance of the social and psychological needs of employees is known as:A. Scientific managementB. Human relations movementC. Systems theoryD. Contingency theory答案：B9. The process of comparing actual performance with planned performance is known as:A. OrganizingB. ControllingC. PlanningD. Leading答案：B10. Which of the following is NOT a type of organizational culture?A. BureaucraticB. ClanC. MarketD. Hierarchical答案：D二、填空题（每题2分，共20分）1. The four basic functions of management are planning, organizing, leading, and ______.答案：controlling2. The management process begins with ______, which involves setting objectives and determining courses of action.答案：planning3. ______ is the process of implementing plans through theuse of organizational resources.答案：organizing4. ______ is the process of directing and motivating employees to achieve organizational goals.答案：leading5. ______ is the process of monitoring performance to ensure that activities are carried out as planned.答案：controlling6. ______ is a management approach that focuses on the importance of the social and psychological needs of employees. 答案：Human relations movement7. ______ is the process of influencing people to contribute towards organizational goals in a way that ensures their personal needs are also satisfied.答案：motivation8. The ______ of control refers to the extent to which managers can effectively monitor and correct deviations from standards.答案：effectiveness9. ______ is the process of identifying the causes of deviations from standards and taking corrective action.答案：corrective action10. ______ is the process of planning and implementing the organization's goals, policies, and procedures.答案：strategic management三、简答题（每题10分，共40分）1. Explain the difference between planning and controlling in management.答案：Planning is the process of setting objectives and determining courses of action to achieve those objectives. Controlling, on the other hand, is the process of monitoring performance to ensure that activities are carried out as planned and taking corrective action when necessary.2. What are the characteristics of a learning organization?答案：A learning organization is characterized by continuous learning and improvement, open communication, a shared vision, and a culture that encourages innovation and adaptability.3. Describe the significance of the human relations movementin management.答案：The human relations movement emphasizes the importanceof the social and psychological needs of employees in theworkplace. It suggests that managers should focus on creating a positive work environment, fostering good relationships among employees, and providing support and recognition to enhance job satisfaction and productivity.4. What is the role of motivation in the management process? 答案：Motivation plays a crucial role in the management process as it influences people to contribute towards organizational goals. Motivated employees are more likely to be engaged, productive, and committed to the success of the organization. Managers must understand and address the different motivational needs of their employees to create a high-performing and satisfied workforce.。

格里芬管理学英文题库：计划职能第7章规划与决策的基本要素1、The first step in the planning process is1)Stating the organization’s mission.2)Understanding the environment.3)Combining tactical goals and plans.4)Decision making.2、The _____ of the Quaker Oats Company is “to meet the needs of consumers through innovative marketing and manufacturing of healthful, good-tasting products that contribute to a healthy lifestyle and consumer well-being around the world, yielding above-average returns over time and for our shareholders.”1)Operational goal2)Tactical plan3)Strategic plan4)Mission5)Operational plan3、In order to enhance employee motivation, goals should be1)Easy to accomplish.2)Broad.3)Separate from rewards.4)Moderately difficult.4、A(n) ________ is a statement of the organization’s unique purpose and its scope of operations.1)Mission2)Strategic goal3)Operational goal4)Tactical goal5、A(n) _____ for Mothers Against Drunk Driving could be “to reduce the number of deaths as the direct result of drunk driving by 10 percent next year.”1)Tactical plan2)Mission4)Operational plan5)Strategic goal6、A(n) _____ for Mothers Against Drunk Driving could be “to run an ad every week during the Buffy, the Vampire Slayer television show.”It would develop naturally out of a tactical goal “to develop an advertising campaign for the summer months that would reach teenagers.”1)Vision2)Mission3)Operational goal4)Operational plan5)Strategic goal7、Kasel Industries sells slicing machines used in meat processing. Middle managers at Kasel Industries have set a(n) _____ to increase production by 20 percent by eliminating two assembly line steps within the next 18 months.1)Tactical goal2)Mission3)Operational goal4)Operational plan5)Strategic goal8、Which of the following statements best reflects the proper approach to goal setting?1)Top executives set goals for everyone in the organization.2)Goals should be set starting from the bottom of the organization.3)Individual goals should be set first and then organizational goals.4)Managers should set goals for their own level in the organization.5)Middle managers set goals for all managers lower than them9、Tactical plans are to battles what strategy is to war.1)TRUE2)FALSE10、Achieving a target level of market share for a specific product is an example of a(n)1)Mission.3)Operational goal.4)Tactical goal.11、Tactical goals are established by1)The board of directors.2)Lower-level managers.3)Operational employees.4)Middle-level managers.12、Optimizing involves dealing with the consistencies between different goals.1)TRUE2)FALSE13、Organizations that operate in complex, dynamic environments need a longer planning horizon than organizations in stable environments.1)TRUE2)FALSE14、Line managers play an important role in the planning process because they1)Develop mission statements.2)Provide information about the external environment.3)Serve as consultants to the CEO.4)Must execute plans developed by top management.15、The tactical plan was to increase sales of King bread mixes through the use of sales promotions. The _____ plan done by a marketing manager low in the management hierarchy included the development of a 50-cents-off coupon to go on the outside of each bread mix box.1)Strategic2)Standing3)Contingency4)Single-use5)Operational16、To respond to extreme economic shifts, an organization should develop1)Contingency plans.2)Standard operating procedures.3)Standing plans.4)Rules.17、Tactical plans must flow from and be consistent with1)Contingency plans.2)Operational plans.3)Strategic plans.4)Intermediate plans18、The narrowest form of standing plans are1)Policies.2)Projects.3)Rules.4)Standard operating procedures.19、Charles and Edith Smith are building a new home. The plans they develop for their project could be considered a program.1)TRUE2)FALSE20、Minimum SAT scores are an example of a common college admissions policy.1)TRUE2)FALSE21、Which of the following types of plans is least subject to change because of the time frame involved?1)Strategic2)Functional3)Contingency Tactical4)Operational22、The steps to be followed in case of a fire can be found on the back of any motel door. These instructions could be considered an example of a single-use plan.1)TRUE2)FALSE23、You just received news that a new product you put on supermarket shelves six week ago is a miserable failure because your competitor came out with a better product that is more convenient to use. You did not foresee this turn of events, and now you must develop a plan to take care of the situation. What kind of plan are you about to develop?1)Contingency2)Standing3)Action4)Reaction5)Functional24、Standard operating procedures and rules and regulations can serve as a substitute for decision making.1)TRUE2)FALSE25、Formal goal setting occasionally fails because of1)Under-emphasis on quantitative goals.2)Managers’reluctance to assign goals to subordinates.3)Too much involvement by top management.4)Too much required paperwork and record-keeping.26、Communication and participation are two of the most common barriers to goal setting and planning.1)TRUE2)FALSE27、Reluctance by managers to establish goals means that they may be trying to avoid accountability.1)TRUE2)FALSE28、Vic Clark is a sales manager. Every December he requires his salespeople to set their sales goals for the following year, or they cannot attend the annual sales meeting in Jamaica. Clark’s action reflects which barrier to goal setting and planning?1)Inappropriate goals2)Improper reward system3)Dynamic and complex environment4)Reluctance to establish goals5)Resistance to change29、Employees should be rewarded for establishing effective goals and plans even if they do not successfully achieve them.1)TRUE2)FALSE30、Which of the following is NOT necessary for a Management By Objective (MBO) program to be effective?1)Clear goals assigned to employees by management2)Involvement by top management and subordinates3)An implementation consistent with overall organizational goals4)Employees understanding why MBO was adopted5) A formal goal setting process第8章战略与战略规划的管理1、Strategy is a specific method for accomplishing an organization’s goals.1)TRUE2)FALSE2、Sustained competitive advantage is the practice of successfully duplicating another firm’s distinctive competence.1)TRUE2)FALSE3、Corporate-level strategy defines the mix of industries and markets that are of interest to a firm.1)TRUE2)FALSE4、Coca-Cola ranks #1 as the world’s most valuable brand. This is an example of1)Scope.2)Synergy.3)Distinctive competence. Competitive response.4)Resource deployment.5、Assigning both short- and long-term responsibilities to all senior managers is characteristic of deliberate strategy.1)TRUE2)FALSE6、Micro Managers, Inc. uses a planning process that assigns most senior managers both operational and strategic responsibilities. This is an example of an emergent strategy.1)TRUE2)FALSE7、Organizations often find it more difficult to accurately evaluate their weaknesses than their strengths.1)TRUE2)FALSE8、Whenever the federal government changes income tax forms or changes how current forms are to be filled out, it creates a(n) _____ for tax preparation firms like H&R Block.1)Organizational weakness2)Strategic limitation3)Entropy4)Organizational threat5)Organizational opportunity9、A firm’s reputation is an important aspect of effective use of differentiation strategy1)TRUE2)FALSE10、An organization that reduces costs below those of competing firms is using a(n)1)Differentiation strategy.2)Overall cost leadership strategy.3)Prospector strategy.4)Reactor strategy11、Creative ideas and entrepreneurial behavior are characteristics of1)Differentiation strategy.2)Prospector strategy.3)Focus strategy.4)Reactor strategy.12、Maintaining stable growth is more important than developing new products when using1)Focus strategy.2)Prospector strategy.3)Defender strategy.4)Reactor strategy.13、It is not uncommon for firms to consciously follow a reactor strategy1)TRUE2)FALSE14、Pea-in-the-Pod is a small chain of retailers that sell clothes only to pregnant women and new mothers. Its quality materials, innovative designs, reasonable prices, and _____ strategy create a competitive advantage for the chain.1)Guerrilla2)Overall cost leadership3)Focus4)Emergent5)Defender15、Threat of new entrants to the market is not a strategic concern during the __________ stage of the Product Life Cycle.1)Introduction2)Growth3)Mature4)Decline16、Chelsea Milling Company produces Jiffy Mix and other mixes. The company is the fourth largest baking mix producer, has never spent a cent on advertising, and sells its product for 1/2-1/3 the cost of its competitors. The company pursues a(n) _____ strategy.1)Guerrilla2)Overall cost leadership3)Focus4)Differentiation5)Defender17、High levels of advertising are often part of __________ strategy.1)Focus.2)Growth3)Differentiation4)Reactor18、Ralston-Purina’s products include a number of old standbys, but a large percentage of its revenues also comes from products that did not exist five years ago. Ralston-Purina’s approach to things represents a prospector strategy.1)TRUE2)FALSE19、Decentralization is linked to __________ strategy.1)Prospector2)Cost leadership3)Defender4)Focus20、Analyzer strategy blends __________ strategies.1)Introduction and focus2)Cost leadership and differentiation3)Cost leadership and defender4)Prospector and defender21、In response to Starbucks Coffee, Dunkin’Donuts began selling a high-end line of coffee. This is an example of a(n) _____ strategy.1)Prospector2)Defender3)Reactor4)Rescuer5)Analyzer22、Prior to 1990, Campbell Soup Company was languishing near the bottom of the food industry. It was committed to maintaining its current market and was not interested in growth. Then it got a new CEO, David W. Johnson. The company exceeded its growth goals in both 1991 and 1992, and launched 122 new products. Its strategy prior to the hiring of Johnson exemplified a _____ strategy.1)Differentiation2)Cost leadership3)Reactor4)Prospector5)Defender23、Reality shows became prevalent on television after CBS introduced the first Survivor series. That type of television show is now in the growth stage of its product life cycle. This means1)Demand for the product has plateaued.2)The number of companies producing reality television shows is declining rapidly.3)More firms are producing more reality shows and are finding it easy to sell theconcepts and the filmed shows to the networks.4)Production companies find themselves left with shows that the networks do notwant.5)None of the above24、Companies that diversify in related fields are typically more effective than those that do not.1)TRUE2)FALSE25、A risk associated with a single-product strategy is1)Product obsolescence.2)Excess market penetration.3)Difficulty of managing too many products.4)International expansion26、Ford once supplied every part to its automobiles, except the rubber (it even tried to grow the trees, to no avail). This is an example of1)Forward vertical integration.2)Unrelated diversification.3)Backward vertical integration.4)Horizontal integration.5) A defender strategy.27、An advantage of related diversification is1)Concentrated overhead costs.2)Synergy among businesses.3)Resource allocation benefits.4)Cyclical stability.28、Unrelated diversification is an increasingly popular corporate-level strategy.1)TRUE2)FALSE29、Mikasa, a china manufacturer, used _____ when it began selling its products at Mikasa retail stores.1)Forward vertical integration2)Unrelated diversification3)Backward vertical integration4)Horizontal integration5) A defender strategy30、Clorox Corporation owns Kingsford charcoal, Matchlight charcoal lighter, Prime Choice steak sauce, and a restaurant chain. This is an example of _____ diversification.1)Related2)Integrated3)Unrelated4)Consumer5)Product第9章决策与问题解决1、_____ is the act of choosing one alternative from many.1)Decision making2)Problem solving3)Risk assessment4)Programmed decision making5)Certainty evaluation2、Decision making is used by managers only during the planning function.1)TRUE2)FALSE3、In order to choose the “best”alternative during the decision-making process, managers must1)Minimize employee turnover.2)Optimize profits.3)Minimize costs.4)Understand the objective of the decision situation.4、Kyle Williams is the Operations Manager at the PPG paint plant. Every two weeks he runs a batch report and orders the paint cans, lids, and labels that he’ll need to meet his production schedule. This is an example of a(n) ________ decision.1)Non-programmed2)Rational3)Ethical4)Programmed5)Satisficing5、Intuition and experience are major factors in1)Programmed decisions.2)Nonprogrammed decisions.3)Group decisions.4)Individual decisions.6、The most difficult and risky decisions are those made1)Under certainty.2)Under risk.3)Under uncertainty.4)By groups.7、The office staff of a physician’s office typically spends 30 percent of its time dealing with insurance claims because each company uses different codes and can require different information. When the physician’s office staff decided to try Sy.Med Development Company’s customized software, which allows them to electronically send the correct information the first time they communicate with the insurance provider, it was an example of a(n) _____ decision.1)Non-programmed2)Rational3)Ethical4)Programmed5)Satisficing8、Low levels of ambiguity are characteristic of decisions made1)Under certainty.2)By individuals.3)By groups.4)Under risk.9、When the manager can make a decision and have a computer program written to embody that decision, the decision is more than likely a programmed one.1)TRUE2)FALSE10、Probability estimates are important when making decisions under conditions of risk.1)TRUE2)FALSE11、Legal restrictions, economic considerations, and social norms are1)Limitations to creative problem alternatives.2)Indicators that a decision needs to be made.3)Factors relating to group decision making.4)Aspects of uncertainty.12、Programmed decisions are most likely to be made under conditions that are certain.1)TRUE2)FALSE13、The classical decision-making model is based on the assumption that decision makers will act intuitively and creatively.1)TRUE2)FALSE14、When the manager understands the available options, but the probabilities associated with each option are uncertain, the manager is experiencing1)Decision making under risk.2)Satisficing.3)Bounded rationality.4)Decision making under certainty.5)Decision making under uncertainty.15、The last step of rational decision making may lead managers back to the first step of the process.1)TRUE2)FALSE16、People’s natural resistance to change is considered most during1)Alternative selection.2)Alternative identification.3)Alternative evaluation.4)Alternative implementation.17、The proper sequence for evaluating a decision alternative is feasibility, satisfactoriness, and probable consequences.1)TRUE2)FALSE18、When a manager makes a decision in spite of having imperfect information, this is known as1)Satisficing.2)Using the rational model of decision making.3)Using the behavioral model of decision making.4)Decision specialization.5)Bounded rationality.19、The recognition that humans have significant limits to their ability to make rational decisions is referred to as1)Satisficing.2)Bounded rationality.3)Groupthink.4)Delphi groups.20、The concept that managers often do not really seek the best decision is known as1)Satisficing.2)Bounded rationality.3)Groupthink.4)Delphi group.21、Ellen Shockey has frequently made bold, daring decisions when running her communications empire. She could be described as having a high degree of risk propensity.1)TRUE2)FALSE22、An innate belief based upon experience and practice in similar situations is1)Intuition.2)Coalition.3)Delphi groups.4)Bounded rationality.23、The unwillingness or inability to back away from a bad decision is known as1)Intuition.2)Bounded rationality.3)Satisficing.4)Escalation of commitment.24、Peggy Wilson just made a decision about where to invest money that she inherited. She put it into a bank certificate of deposit because that is where she has always put her savings, and because she is very concerned about the safety of her investment. She was not even aware of another investment that is just as safe and that pays a higher return. Wilson is a victim of boundedrationality.1)TRUE2)FALSE25、Managers who rely heavily on intuition during the decision-making process usually also have1)Low propensity for risk.2)Strong ethics.3)High propensity for risk.4)Weak ethics.26、The pressure that the members of the group feel to reach consensus is a major advantage of groupthink.1)TRUE2)FALSE27、Face-to-face, unstructured conversation is characteristic of1)Delphi groups.2)Interacting groups.3)Nominal groups.4)Coalition groups.28、An advantage of group decision making is1)Groupthink.2)Time required.3)Costs.4)Quality of decisions.29、The use of a devil’s advocate in a group usually increases the likelihood that groupthink will occur.1)TRUE2)FALSE30、Several years ago, the Lonaconing Railway went bankrupt because of a series of very poor managerial decisions. In retrospect, it would seem that there was entirely too much emphasis in the group on presenting a united front and on the group reaching a consensus decision. As a result, many excellent decision alternatives were never considered. What disadvantage of groupdecision making does this represent?1)Coalitions2)Irrationality3)Compromise4)Groupthink5)Dominance格里芬管理学英文题库答案计划职能第7章1 ~10：2，4，4，1，5；3，1，4，1，2；11~20：4，2，2，4，5；1，3，3，1，1；21~30：3，2，4，1，2；2，1，2，1，1。

管理英语试题及答案一、选择题（每题2分，共20分）1. The term "management" refers to the process of:A. Planning and organizingB. Directing and controllingC. Both A and BD. None of the above2. Which of the following is NOT a function of management?A. StaffingB. LeadingC. InnovatingD. Budgeting3. In the context of management, the "planning" function involves:A. Setting goals and determining actions to achieve themB. Allocating resourcesC. Monitoring performanceD. All of the above4. The "organizing" function of management includes:A. Developing a hierarchy of authorityB. Assigning tasks to individualsC. Both A and BD. None of the above5. "Directing" in management refers to:A. Guiding and motivating subordinatesB. Allocating resourcesC. Formulating policiesD. Monitoring performance6. The "controlling" function involves:A. Comparing actual performance with planned performanceB. Taking corrective action if necessaryC. Both A and BD. None of the above7. Which of the following is a principle of effective management?A. Centralization of authorityB. Delegation of authorityC. Unity of commandD. All of the above8. The "span of control" concept suggests that:A. Managers should have as few subordinates as possibleB. Managers should have as many subordinates as possibleC. The number of subordinates a manager can effectively manage is limitedD. None of the above9. "Delegation" in management means:A. Assigning tasks to subordinatesB. Taking on all tasks personallyC. Ignoring tasksD. None of the above10. The "Maslow's Hierarchy of Needs" is related to:A. Motivation in managementB. Planning in managementC. Organizing in managementD. Controlling in management二、填空题（每空1分，共10分）11. The four basic functions of management are planning, organizing, ______, and controlling.12. The process of management begins with ______ and endswith controlling.13. Effective communication is crucial for ______ and ______in management.14. The principle of unity of command states that an employee should receive orders from only one superior.15. The Hawthorne studies highlighted the importance of______ in the workplace.三、简答题（每题5分，共20分）16. What are the three main types of planning in management?17. Explain the difference between leadership and management.18. Describe the role of motivation in the management process.19. What are the benefits of decentralization in an organization?四、论述题（每题15分，共30分）20. Discuss the importance of ethical considerations in management.21. Analyze the impact of globalization on management practices.五、案例分析题（共20分）22. Read the following case study about a company facing challenges in its management structure. Analyze the situation and suggest possible solutions based on the principles of management.[Case Study]XYZ Corporation has recently expanded its operations to a new international market. The management team is struggling with coordinating the activities of the new branch, which is leading to delays and inefficiencies. The company's founder, who has been the sole decision-maker, is finding it difficult to manage the increased workload.[Your Answer]参考答案：一、选择题1. C2. D3. A4. C5. A6. C7. D8. C9. A10. A二、填空题11. directing12. planning13. leading, motivating14. attention, recognition15. human factors三、简答题16. The three main types of planning in management are strategic planning, operational planning, and tactical planning.17. Leadership is the process of influencing others to achieve organizational goals, while management is the broader process of planning, organizing, leading, and controlling organizational resources to achieve those goals.18. Motivation in the management process is crucial as it drives employees to perform at their best, leading to increased productivity and job satisfaction.19. Benefits of decentralization include increasedflexibility, faster decision-making, and a greater sense of responsibility and ownership among employees.四、论述题20. Ethical considerations in management are important as they ensure that decisions are made with integrity, respect for stakeholders, and compliance with laws and regulations. Ethical management also helps in building trust and apositive reputation for the organization.。

管理岗英语测试题及答案一、选择题（每题2分，共20分）1. Which of the following is not a characteristic of management?A. PlanningB. OrganizingC. ControllingD. Manufacturing2. The process of management includes:A. Planning, Organizing, Leading, ControllingB. Planning, Organizing, Controlling, LeadingC. Organizing, Leading, Controlling, PlanningD. Controlling, Planning, Organizing, Leading3. According to the principles of effective communication, which of the following statements is incorrect?A. Communication should be clear and concise.B. Communication should be done in a timely manner.C. Feedback is not necessary in communication.D. Communication should be two-way.4. The primary goal of a business is:A. ProfitB. Market shareC. Customer satisfactionD. Employee welfare5. In the context of management, which of the following is considered a resource?A. MoneyB. TimeC. InformationD. All of the above6. What is the main purpose of strategic planning?A. To increase market shareB. To reduce costsC. To determine the long-term goals and actions of an organizationD. To improve employee morale7. Which of the following is an example of a contingency plan?A. A budget for the next fiscal yearB. A marketing strategy for a new productC. A plan to handle a potential crisisD. A schedule for a company retreat8. The term "SWOT analysis" stands for:A. Strengths, Weaknesses, Opportunities, ThreatsB. Skills, Workforce, Opportunities, TacticsC. Systems, Workflow, Objectives, TechnologyD. Special, Weak, Opportunities, Threats9. In management, what does the acronym "SMART" stand forwhen setting goals?A. Specific, Measurable, Achievable, Relevant, Time-boundB. Simple, Measurable, Accurate, Realistic, TimelyC. Significant, Measurable, Attainable, Relevant, Time-sensitiveD. Specific, Manageable, Agreed, Realistic, Timely10. Which of the following is a key principle of effective delegation?A. The manager should do all the work.B. The manager should not delegate tasks.C. The manager should delegate tasks to the most qualified person.D. The manager should delegate tasks without providing guidance.答案：1. D2. A3. C4. A5. D6. C7. C8. A9. A10. C二、填空题（每空1分，共10分）11. The four basic functions of management are planning, organizing, leading, and _______.12. In a management context, "TQM" stands for Total _______ Management.13. The process of setting goals, organizing, motivating, and controlling is known as the _______ theory of management.14. A _______ is a tool used to identify the strengths, weaknesses, opportunities, and threats of a business.15. The SMART criteria for setting goals ensure that thegoals are specific, measurable, achievable, relevant, and_______.16. The acronym "PDCA" stands for Plan, Do, Check, and_______.17. Effective communication in management involves both the sender and the receiver, and it should be _______ and _______.18. The process of delegating involves assigning tasks to others, providing the necessary authority, and ensuring_______.19. A _______ plan is a strategy prepared for dealing with potential risks or crises.20. The main objective of strategic planning is to align the organization's actions with its long-term _______.答案：11. controlling12. Quality13. Management14. SWOT analysis15. Time-bound16. Act17. Clear, Concise18. Accountability19. Contingency20. Objectives三、简答题（每题5分，共20分）21. What are the three main types of planning in management?22. Explain the importance of feedback in the communication process.23. What is the difference between leadership and management?24. Describe the steps involved in the decision-making process.答案：21. The three main types of planning in management are strategic planning, operational planning, and tactical planning.22. Feedback in the communication process is important because it confirms understanding, clarifies misunderstandings, and allows for adjustments to be made to improve the effectiveness of communication.23. Leadership is about influencing others to achieve goals, while management involves planning, organizing, and controlling resources to accomplish objectives.24. The steps involved in the decision-making process include identifying the problem, gathering information, developing alternatives, evaluating alternatives, making a decision。

组织行为学英文版习题IntroductionOrganizational Behavior (OB) is a field that studies the behavior of individuals, groups, and organizations within a workplace. It examines how individuals interact with each other, how groups form and function, and how organizations are structured and operate. As an interdisciplinary field, OB incorporates concepts from psychology, sociology, and management to understand and explain human behavior in organizational settings.To gain a comprehensive understanding of OB, it is essential to engage in practice and apply the concepts and theories to real-life scenarios. This document presents a series of OB exercises and questions designed to reinforce the concepts covered in the subject. These exercises will test your knowledge and understanding, and help you apply OB concepts to practical situations.Exercise 1: Individual Behavior1.Describe the three determinants of individual behavior inorganizations.2.Explain the concept of personality in OB. How does personalityinfluence individual behavior in organizations?3.Discuss the relationship between attitudes and behavior inorganizations. Give examples of how attitudes can impact behavior.4.What is perception in OB? How does perception affect individualbehavior?Exercise 2: Group Behavior1.Define a group and discuss the importance of groups in organizations.2.Describe the stages of group development according to Tuckman’s model.3.Explain the concept of group norms. How do group norms influence individual behavior within the group?4.Discuss the advantages and disadvantages of group decision-making compared to individual decision-making.Exercise 3: Organizational Structure and Design1.Differentiate between mechanistic and organic organizational structures. What are the advantages and disadvantages of each?2.Describe the different types of organizational designs, such as functional, divisional, and matrix structures.3.Discuss the concept of organizational culture. How does organizational culture impact behavior within an organization?4.Explain the concept of organizational change. What are the major sources of resistance to organizational change?Exercise 4: Leadership and Motivation1.Define leadership and discuss the different leadership styles.2.Explain the concept of motivation in OB. What are the major theoriesof motivation?3.Discuss the relationship between leadership and motivation. How canleaders motivate their employees?4.Describe the concept of power in organizations. How can leaderseffectively use power to influence behavior and achieve goals?Exercise 5: Communication and Conflict1.Define communication and explain the components of thecommunication process.2.Discuss the different communication channels and their advantagesand disadvantages.3.Explain the concept of conflict and discuss the major sources ofconflict within organizations.4.Describe the different conflict resolution strategies and when to usethem.ConclusionEngaging in these exercises will not only reinforce your understanding of organizational behavior concepts but also enhance your critical thinking and problem-solving skills. By applying OB principles to real-life situations, you will be better equipped to navigate the complexities of the workplace and contribute to the success of organizations.Remember to reflect on the exercises and think about how the concepts can be applied in your own workplace. By doing so, you will develop a deeper understanding of organizational behavior and become a more effective and successful professional.。

管理学四伦理环境与社会环境。

4.1组织内的个人伦理。

伦理定义为就某一行为、行动或决定作出是非判断的个人信念。

伦理行为通常指符合一般可接受的社会规范的行为。

不和伦理的行为是不符合一般可接受的社会规范的行为。

管理伦理的三个基本方面：组织如何对待雇员、雇员如何对待组织、雇员和组织如何对待其他经济机构。

4.2当代管理中三大热点伦理问题是什么？伦理领导、公司治理中的伦理问题、信息技术的伦理问题。

4.3组织与社会责任。

社会责任的领域：组织利益相关者、自然环境、一般社会福利。

组织承担社会责任的方式：阻碍立场、防卫立场、接纳立场、主动立场。

4.4政府与社会责任。

政府如何影响组织？直接管制（立法等）、间接管制（调节税收等）。

组织如何影响政府？个人接触、游说、整治行动委员会、赞助。

4.5管理社会责任。

哪些正式的非正式的组织方法可以用来管理组织的社会责任？正式的：遵守法律、服从伦理、慈善捐助。

非正式的：组织领导与文化、举报。

评估社会责任。

企业社会审计是一种针对企业社会绩效有效性的正式的和彻底的分析。

这种审计通常是由一组公司搞成经理组成的任务团队来完成的。

第4章结尾案例讨论题1.哪些组织的利益相关人会受到波音公司伦理行为或不伦理行为的影响？请说明具体的影响是什么？在波音公司2002年拿出9200万美元与股东就诉讼达成和解时，最终付出代价的是投资人。

由于不适当地聘用杜云而丢失的政府合同高达10亿美元，这对投资人和员工（为此失去工作）都造成了损失。

公司频繁更换CEO当然会影响它的财务绩效。

总之，受波音公司丑闻影响最大的利益相关人是投资人和员工。

2.在康迪特和斯通塞弗的领导下，波音公司看待社会责任的组织理论是什么？在麦克纳尼领导下，组织理论有何转变？在康迪特和斯通塞弗的领导下，波音公司看待社会责任的组织理论是阻碍立场。

根据这一理论，组织通常否认或避免承担责任。

同反对波音公司与麦道公司合并的股东和解，波音不承认自己有过错。

与此相似，杜云事件导致了法律诉讼。

KEY TO THE EXERCISES OF.CHAPTER 4 WRING & MANAGING EMPLOYEES' PERFORMANCEReading: How Well Are You Doing?Performance appraisals have two functions . One is to evaluate employees. The other is to help employees improvetheir performance by providing them feedback. The evaluation process can be difficult. Sometimes an employee may become defensive . As we have seen, there are several things a manager can do to avoid this defensiveness. One way is to have the worker evaluatehimself. The manager's relationship to the employee can also influence the outcome of the interview. Remember, the performanc。

appraisal is not a weapon. It is a tool to help people improve their quality of their work.Reading: Trading PlacesThe trading places program at Simmons Company taught people to walk a mile in other people's shoes. In this way, people on both sides of labor and management learned to understand each others' problems. Carrying out such a program can be difficult, but Simmons designed a program thatwas easy to follow. People simply spent half a day working at each others' jobs. The experience should be voluntary. You should not require people to participate in it. However, those who did take part in the program said that they found it extremely useful.WORDS & MEANINGSCLASSIFYING. Which topics do these words belong to? Put each word in the correct category. Is it possible for a word to belong in more than one category?appraisal OJT coaching evaluation recruitmentimproving trading places job interview job profile form resumejob rotation lectures nepotism neutral groundHiring Training Performance recruitment improving appraisalresume job rotation evaluation ob interview OJTnepotism trading placesjob profile formlectures coachingneutral groundWORD S TUDY. Fill in the blank spaces with the right form of the word.1.intern (noun and verb), internship.An intern is someone who increases their knowledge of a field by actually helping out in the company. Interns learn by assisting managers and others in the organization. Mostinternships last between six months and a year. Sometimes, a person who interns with a firm may be offered a job there.2.apprentice (noun and verb), apprenticeshipAn apprenticeship is something like an internship. However, an apprentice normally works directly with a master craftsman. Byapprenticing with a master, a student not only learns the basics of the craft but many secrets as well.3.train (v), training (n & adj), trainer (n), trainee (n)Training is an important part of the modern corporation.Trainees sometimes work as interns or as apprentices. Forapprentices, the trainee is usually a master craftsman. For interns, thetrainer might be a manager. In order to develop a good workforce, workers must be trained .LISTENINGD ESCRIPTION OF C OMPANYName of Company: AirbusHistory of Company: Founded 1970, bg firn, Europetm countriesPurpose: to help Europeans compete 唧ingt Boeing tmd othe了foreign competitors Company*s Major Products/Services: Passenger plimesNew Developments in the Company: Q) privettizatiem; (2) new model A380,n jumbo jet, started 叩duction in 2004. ___________________Competition : Boeing. Lockheed concentrates on militnrq aircraft. Possible I叩imese competition in the futirre. Also Russian. ______________Other Information: Q) Merger of Boeing imd MncDontM Douglas;(2) $20 billion deoe/opment cost; (3) A380 has /arg" c叩cicitg th(m Boeing mode/;(4) Airbus has marketing ndvimtage in Euopetm market。

虚拟组织 盈亏平衡分析 工业革命 劳动多元化行为理论 管理方格growth strategy 发展战organizational behavior (OB) 组织行为 contingency approach 权变理论 organizational culture first-line managers automobile assembly line组织文化 基层管理者 汽车装配线 Balance Sheet 资产负债表Cost Leadership 成本领先 Electronic data interchange (EDI) 电子数据交换Leader participation model 领导参与模型专业术语中英互译span of control管理幅度 virtual organizationBreakeven analysisIndustry revolutionworkforce diversity career development 职业生涯发展 a dual chain of command 指挥链benchmarking 标杆管理 performance-simulation tests情景模拟 employee performance management 员工绩效管理 performance appraisal methods 绩效评估方法 quantitative approach 定量方法MBO (Management By objective)目标管理 Strategic management战略管理 segments市场细分 market segment 细分市场 Top managers高层管理者 computer simulation 计算机模拟 Market share 市场份额Competitor intelligence 竞争情报Organizational design 组织设计(配置)formalization 正式化，形式化behavioral theoriesmanagerial grid strategies 战略 mission 使命 recruitment招聘3&绩效管理performancemanagement39.战略管理strategicmanagement40.标杆管理benchmarking41.线性规划。

Chapter 5 Basic Organization DesignsTrue/False1. Organization design decisions are typically made by mid-level managers.(False; Moderate; p. 155)2. Work specialization makes efficient use of the diversity of skills that workers hold.(True; Easy; p. 155)3. Early proponents of work specialization believed it could lead to infinitely increasing productivity. (True; Moderate; p. 156)4. There is a point at which the diseconomies from division of labor exceed the economic advantage. (True; Moderate; p. 156)5. Many organizations are increasing their span of control.(True; Moderate; p. 157)6. The span of control today is increasingly being determined by analyzing contingency variables. (True; Challenging; p. 157)7. Responsibility refers to the rights inherent in a managerial position to give orders and expect theorders to be obeyed.(False; Moderate; p. 158)8. Authority is related to one's position and has nothing to do with the individual.(True; Moderate; p. 158)9. No one should be held responsible for something over which he or she has no authority. (True; Easy; p. 158)10. In differentiating line managers from staff managers, staff emphasizes managers whoseorganizational function contributes directly to the achievement of organizational objectives. (False; Moderate; p. 158)11. Milgram's study concluded that positive reinforcement is most effective for producing long-termresults in organizations.(False; Challenging; p. 159)12. Authority is defined by one's vertical position in the hierarchy.(True; Moderate; p. 161)13. Power is defined by one's vertical position and one's distance from the organization's center. (True; Moderate; p. 161)14. If an individual is low in the authority hierarchy, he is also not close to the power core. (False; Easy; p. 162)15. Legitimate power is based on the ability to distribute something that others value.(False; Challenging; p. 162; Ex. 5-5)16. Grouping activities by the following categories would be an example of functionaldepartmentalization: men's clothing, women's clothing, tools, home decorations, and shoes. (False; Moderate; p. 163)17. Early writers believed that mechanistic, or bureaucratic, organizations were the ideal structuraldesign.(True; Moderate; p. 166)18. The most appropriate structure to use depends upon contingency factors.(True; Challenging; p. 166)19. An organic structure has many rules with rigid hierarchical relationships and a tall structure. (False; Moderate; p. 167)20. The organic organization is a highly adaptive form that is loose and flexible.(True; Easy; p. 167)21. Rather than having standardized jobs and regulations, the organic organization's loose structureallows it to change rapidly as needs require.(True; Challenging; p. 167)22. Organization structure should always precede organization strategy.(False; Moderate; p. 167)23. If a company chooses to compete based upon cost-leadership strategies, then the organic structurewill be the most effective.(False; Challenging; p. 168)24. An organization with employees over 2,000 in number typically will have a very organicorganizational structure.(False; Moderate; p. 168)25. Joan Woodward found that organizational effectiveness was related to the "fit" betweentechnology and structure.(True; Moderate; p. 168)26. Environment is a major influence on structure.(True; Easy; p. 168)27. The simple structure is most widely used in small businesses where the owner and manager arethe same person.(True; Moderate; p. 169)28. The simple structure's major drawback is that it is slow and inflexible.(False; Easy; p. 169)29. Two of the most popular bureaucratic design options are functional and divisional structures. (True; Moderate; p. 170)30. The strength of the functional structure lies in the advantages that accrue from workspecialization.(True; Moderate; p. 170)31. The chief advantage of the divisional structure is that it focuses on results.(True; Moderate; p. 170)32. The unique characteristic of the matrix structure is that employees have only one boss. (False; Moderate; p. 171)33. The boundaryless organization has an increased interdependence with its environment. (True; Moderate; p. 173)34. Boundaryless organizations are merely flatter organizations.(False; Easy; p. 173)35. Values refer to a system of shared meaning within an organization.(False; Easy; p. 174)36. An organization's culture can actually substitute for the rules and regulations that formally guideemployees.(True; Moderate; p. 176)Multiple Choice37. _____ is a process by which managers develop or change the structure of their company.a. Technological designb. Organization designc. Management designd. Quality design(b; Easy; p. 155)38. Organization design decisions are typically made by:a. senior management.b. mid-level management.c. lower-level management.d. operatives.(a; Moderate; p. 155)39. Which of the following is not one of the six elements of structure?a. work specializationb. chain of commandc. span of controld. technology(d; Moderate; p. 155)40. A component of organization structure that involves having each discrete step of a job done by adifferent individual rather than having one individual do the whole job is known as:a. work specialization.b. chain of command.c. span of control.d. departmentalization.(a; Easy; p. 155)41. Which of the elements of structure includes making efficient use of workers' diverse skills?a. work specializationb. authorityc. chain of commandd. departmentalization(a; Moderate; p. 156)42. When five differing workers each do one specific job preparing a Big Mac at McDonald's, theyare engaging in:a. work specialization.b. chain of command.c. span of control.d. departmentalization.(a; Moderate; p. 156)43. Which of the following is not a result of work that has become too specialized?a. fatigueb. low productivityc. poor qualityd. lower turnover(d; Moderate; p. 156)44. Which management principle holds that no person should report to more than one boss?a. work specializationb. chain of commandc. span of controld. departmentalization(b; Easy; p. 156)45. Terri must constantly report to the department chair as well as her immediate supervisor. Whichof the following is being violated?a. work specializationb. chain of commandc. span of controld. departmentalization(b; Easy; p. 156)46. A negative result of strict adherence to the chain of command principle is the creation of:a. additional responsibility.b. inflexibility.c. synergy.d. implied authority.(b; Moderate; p. 157)47. The number of employees a manager can direct efficiently and effectively is known as which ofthe following?a. work specializationb. chain of commandc. span of controld. departmentalization(c; Easy; p. 157)48. Jayne has eight employees for whom she is directly responsible. This is known as which of thefollowing?a. work specializationb. chain of commandc. span of controld. departmentalization(c; Moderate; p. 157)49. Early writers favored a span of control that was no more than:a. two.b. four.c. six.d. eight.(c; Challenging; p. 157)50. Which of the following is not a contingency variable that determines the appropriate span ofcontrol for managers?a. employee trainingb. task complexityc. management style preferencesd. expenses(d; Moderate; p. 157)51. The rights inherent in a managerial position to give orders and expect them to be obeyed isknown as:a. responsibility.b. span of control.c. authority.d. accountability.(c; Moderate; p. 158)52. Jack has just been promoted to line manager for the assembling plant. Since Jack is now amanager, which of the following automatically also goes with the title of manager?a. respectb. span of controlc. authorityd. acceptance by the employees(c; Moderate; p. 158)53. _____ is related to one's position within an organization and ignores the personal characteristicsof the individual manager.a. Responsibilityb. Creativityc. Technologyd. Authority(d; Easy; p. 158)54. When managers delegate authority, they must allocate commensurate:a. responsibility.b. power.c. money.d. influence.(a; Moderate; p. 158)55. _____ entitles a manager to direct the work of an employee.a. Span of controlb. Line authorityc. Staff authorityd. Responsibility(b; Easy; p. 158)56. _____ is the employer-employee authority relationship that follows the chain of command.a. Staff authorityb. Referent powerc. Line authorityd. Reward power(c; Moderate; p. 158)57. Those managers whose organizational function contributes directly to the achievement oforganizational objectives have:a. span of control.b. line authority.c. staff authority.d. responsibility.(b; Moderate; p. 158)58. Stanley Milgram, a Yale University social psychologist, performed an experiment in whichsubjects were instructed to administer a shock to learners when they made a mistake. What can be concluded from his experiments?a. Most subjects refused to shock the learner on the basis of ethical considerations.b. Authority is a potent source for getting things done.c. A subject's stage of moral development can be used to explain his or her response to beingdirected to shock the learners.d. The base of the experimenter's power determines the subject's response to instructions. (b; Challenging; p. 159)59. Positions that have some authority but that are created to support, assist, and advise the holders ofline authority have:a. span of control.b. line authority.c. staff authority.d. responsibility.(c; Moderate; p. 159)60. A purchasing department may be created because the hospital administrator cannot effectivelyhandle all purchasing. What type of position authority has been created?a. accountabilityb. line authorityc. staff authorityd. responsibility(c; Moderate; p. 159)61. _____ is an individual's capacity to influence decisions.a. Span of controlb. Line authorityc. Staff authorityd. Power(d; Challenging; p. 160)62. Power can be viewed as a three-dimensional concept. It includes functional and hierarchicaldimensions as well as a third dimension called:a. influence.b. legitimacy.c. departmentalization.d. centrality.(d; Challenging; p. 161)63. It is not necessary to have authority in order to wield power because an individual can move_____ toward the power core without moving up.a. horizontally inwardb. directly upwardc. horizontally downwardd. directly downward(a; Challenging; p. 162)64. French and Raven identified five sources, or bases, of power. Which of the following is notincluded?a. influenceb. coercivec. referentd. expert(a; Moderate; p. 162)65. Power based upon one's expertise, special skills, or knowledge is:a. coercive power.b. legitimate power.c. expert power.d. referent power.(c; Moderate; p. 162; Ex. 5-5)66. Power based upon identification with a person who has desirable resources or personal traits isknown as:a. coercive power.b. legitimate power.c. expert power.d. referent power.(d; Moderate; p. 162; Ex. 5-5)67. Jim has the ability to "dock" paychecks of employees who arrive at work past 9:05. What kind ofpower does Jim possess?a. coercive powerb. legitimate powerc. expert powerd. referent power(a; Moderate; p. 162; Ex. 5-5)68. Harry is the only person who fully understands the new computer network in the office area.Whenever someone has questions, he goes to Harry. Harry has _____ power.a. coerciveb. rewardc. expertd. referent(c; Moderate; p. 162; Ex. 5-5)69. _____ is a function of how much decision-making authority is pushed down to lower levels in theorganization.a. Departmentalizationb. Centralizationc. Span of controld. Power(b; Moderate; p. 162)70. The pushing down of decision-making authority to the lowest levels of an organization is knownas which of the following?a. centralizationb. decentralizationc. span of controld. acceptance theory(b; Moderate; p. 162)71. An organization where decisions are made by those employees closest to the problems is usingwhich type of decision-making authority?a. centralizationb. decentralizationc. span of controld. acceptance theory(b; Moderate; p. 162)72. _____ is the grouping of activities by functions performed.a. Functional departmentalizationb. Product departmentalizationc. Customer departmentalizationd. Geographic departmentalization(a; Easy; p. 163)73. A manager who organizes his or her plant by separating engineering, accounting, humanresources, and purchasing is using _____ departmentalizationa. functionalb. productc. customerd. geographic(a; Moderate; p. 163)74. The grouping of activities by product produced is _____ departmentalizationa. functionalb. productc. customerd. geographic(b; Easy; p. 164)75. An organization that groups activities according to women's footwear, men's footwear, apparel,accessories, and leggings would use _____ departmentalization.a. functionalb. productc. customerd. geographic(b; Moderate; p. 164)76. The grouping of activities by common customers would be _____ departmentalization.a. functionalb. productc. customerd. geographic(c; Easy; p. 164)77. An office supply firm that has three departments based upon retail, wholesale, and governmentalcustomers is using which of the following types of departmentalization?a. functionalb. productc. customerd. geographic(c; Moderate; p. 164)78. The grouping of activities by territory is _____ departmentalization.a. functionalb. productc. customerd. geographic(d; Easy; p. 164)79. An organization that has four sales regions, North, Midwest, South, and Southwest is using _____departmentalizationa. functionalb. productc. customerd. geographic(d; Moderate; p. 164)80. The grouping of activities by work or customer flow is which of the following?a. functional departmentalizationb. process departmentalizationc. customer departmentalizationd. geographic departmentalization(b; Easy; p. 165)81. Early writers believed the ideal structural design to be the _____ organization.a. organicb. matrixc. bureaucraticd. boundaryless(c; Easy; p. 165)82. Which of the following is not a contingency variable that affects the appropriate structure for anorganization?a. strategyb. sizec. technologyd. sales(d; Moderate; p. 166)83. A structure that is high in specialization, formalization, and centralization is a(n):a. strategic organization.b. mechanistic organization.c. organic organization.d. matrix organization.(b; Moderate; p. 166; Ex. 5-11)84. Julie's organization has a very formal structure with strict lines of communication where there aremany rules and duties are fixed. This is an example of which of the following?a. strategic organizationb. mechanistic organizationc. organic organizationd. adhocracy(b; Moderate; p.166; Ex. 5-11)85. A structure that is low in specialization, formalization, and centralization is which of thefollowing?a. strategic organizationb. mechanistic organizationc. organic organizationd. bureaucracy(c; Easy; p.166; Ex. 5-11)86. Frederic works in an organization where a large amount of collaboration occurs and decision-making authority is decentralized. There are few rules, and duties are adaptable. This is anexample of which of the following?a. strategic organizationb. mechanistic organizationc. organic organizationd. bureaucracy(c; Moderate; p.166; Ex. 5-11)87. Which of the following structures is loose and flexible allowing it to change rapidly as the needarises?a. strategic organizationb. mechanistic organizationc. organic organizationd. bureaucracy(c; Moderate; p. 167)88. _____ have division of labor, but the jobs people do are not standardized.a. Bureaucraciesb. Mechanistic organizationsc. Technocraciesd. Organic organizations(d; Challenging; p. 167)89. Strategy has what effect on structure?a. There is no relationship between structure and strategy.b. Strategy has no effect on structure.c. Strategy should follow structure.d. Strategy should precede structure.(d; Challenging; p. 167)90. Organizational structure should always _____ organizational strategy.a. precedeb. occur at the same time asc. followd. be independent of(c; Challenging; p. 167)91. An organization pursuing a differentiation strategy would be best matched with the _____organizational structure.a. organicb. mechanisticc. matrixd. bureaucratic(a; Challenging; p. 168)92. If the strategy of a company is to compete based on cost-leadership which requires stability andefficiency, which of the following structures will be most effective?a. strategic organizationb. mechanistic organizationc. organic organizationd. matrix organization(b; Challenging; p. 168)93. If a company is pursuing a differentiation strategy which requires flexibility and adaptability,which of the following structures will be most effective?a. strategic organizationb. mechanistic organizationc. organic organizationd. bureaucracy(c; Challenging; p. 168)94. Once an organization has approximately 2000 employees, what type of a structure will itprobably be using?a. strategic organizationb. mechanistic organizationc. organic organizationd. matrix organization(b; Moderate; p. 168)95. Joan Woodward found that the effectiveness of organizations was related to "fit" between _____and structure.a.. personalityb. technologyc. corporate cultured. product life cycle(b; Moderate; p. 168)96. An organization that uses technology which is nonroutine, will probably find which structure tobe most effective?a. strategic organizationb. mechanistic organizationc. organic organizationd. bureaucracy(c; Moderate; p. 168)97. If the environment in which the organization functions is relatively stable, which structure will bemost effective?a. strategic organizationb. mechanistic organizationc. organic organizationd. adhocracy(b; Moderate; p. 168)98. Global competition which requires accelerated product innovation, and increased demands byconsumers for higher quality and faster deliveries is requiring organizations to adapt which type of structure in order to be able to compete effectively?a. strategic organizationb. mechanistic organizationc. organic organizationd. bureaucracy(c; Moderate; p. 169)99. An organization that is low in specialization and formalization but high in centralization is knownas a:a. simple structure.b. tall structure.c. decentralized structure.d. complex structure.(a; Moderate; p.169)100. The strength of the functional structure is which of the following?a. It focuses on results.b. It gains advantages due to work specialization.c. Employees have more than one boss.d. It is based solely on teams.(b; Moderate; p. 170)101. Which of the following is not an advantage of the functional structure?a. economies of scaleb. minimization of duplicationc. employee satisfactiond. primary pursuit of functional goals(d; Challenging; p. 170)102. The _____ structure is an organization design made up of self-contained units.a. functionalb. simplec. divisionald. matrix(c; Challenging; p. 170)103. The strength of the divisional structure is which of the following?a. It focuses on results.b. It gains advantages due to work specialization.c. Employees have more than one boss.d. It is based solely on teams.(a; Challenging; p.170)104. The major disadvantage of the divisional structure is:a. diseconomies of scale.b. minimization of duplication.c. employee satisfaction.d. duplication of activities and resources.(d; Challenging; p. 170)105. Which of the following structures combines the advantages of the functional specialization with the focus and accountability of product departmentalization?a. team-based structureb. boundaryless organizationsc. matrix structured. networking structure(c; Moderate; p.171)106. Which of the following is the primary strength of the matrix structure?a. economies of scale and the ability to coordinate interdependent projectsb. propensity to foster power strugglesc. employee satisfactiond. duplication of activities and resources(a; Moderate; p.171)107. The major disadvantage of the matrix structure is:a. duplication of resources.b. lack of employee satisfaction.c. lack of economies of scale.d. its propensity to foster power struggles.(d; Moderate; p. 172)108. In a team-based structure, _____ make(s) the decisions that affect the team.a. top managementb. middle managementc. first-line managementd. team members(d; Moderate; p. 172)109. In _____ organizations, sometimes called network organizations or virtual organizations, there is increased interdependence between the organization and its environment.a. matrixb. simplec. divisionald. boundaryless(d; Moderate; p. 173)110. Which of the following has not contributed to the boundaryless organization?a. changes in technologyb. complex and dynamic environmentsc. static environmentsd. increases in telecommunication(c; Moderate; p. 173)111. _____ is a system of shared meaning within an organization that determines, to a large degree, how employees act.a. Boundaryless organizationb. Span of controlc. Cultured. Simple structure(c; Easy; p. 174)112. The culture of an organization is largely determined by:a. top management.b. employees.c. stockholders.d. the company founders.(d; Moderate; p. 174)113. Each of the following is a characteristic of organizational culture except:a. member identity.b. control.c. risk tolerance.d. simple structure.(d; Easy; p. 175; Ex. 5-13)114. The characteristic of organization culture that describes the degree to which the organization monitors and responds to changes in the external environment is termed:a. open-systems focus.b. means-end orientation.c. control.d. unit integration.(a; Challenging; p. 175; Ex. 5-13)115. The system or patterns or values, symbols, rituals, myths, and practices that have evolved over time are an organization's:a. control factors.b. culture.c. history.d. characteristics.(b; Easy; p. 175)116. Managers need fewer formal rules and regulations in an organization with which of the following?a. weak cultureb. strong culturec. tall structured. Culture never impacts structure.(b; Challenging; p. 175)Scenario-Based QuestionsApplication of Bases of PowerJerri is confused. She thought that once she had the title of manager, everyone would listen to her and accept her authority and power. However, she has noticed other employees that seem to have power. Whenever someone has a question about the computer system, they always go to Helenwho actually established the current system they are using. Usually Helen can get things up and running quicker than going to the support staff for help. Then there is Joe who has a remarkable amount of charm and charisma. He seems to have a power based simply upon himself. Thenthere is Jill, her secretary, who has a power entirely of her own. Jill turns in the timecards weekly, and Jerri has seen her more than once override the time clock and clock somebody in earlier than they actually arrived or clock out for them when the employee left work early. When Jerriquestioned her about it, Jill just laughed and said that they had been doing it for years and thetime all averaged out. The company allowed no overtime so any extra time employees spent atwork was never compensated. Jerri sometimes wonders if she has any power at all.117. What type of power does Jerri actually possess?a. legitimate powerb. reward powerc. expert powerd. referent power(a; Moderate; p. 162; Ex. 5-5)118. What type of power does Helen possess?a. coercive powerb. reward powerc. expert powerd. referent power(c; Moderate; p. 162; Ex. 5-5)119. What type of power does Joe possess?a. coercive powerb. reward powerc. expert powerd. referent power(d; Moderate; p. 162; Ex. 5-5)120. What type of power does Jill possess?a. coercive powerb. reward powerc. expert powerd. referent power(b; Moderate; p. 162; Ex. 5-5)121. What type of authority does Jerri possess?a. span of controlb. line authorityc. staff authorityd. responsibility(b; Moderate; p. 162; Ex. 5-5)Application of DepartmentalizationJohn is aware that the structure of his organization must change in order to compete moreeffectively in today's global market. However, he is not sure which structure would work best for his company. His company is currently organized around an accounting department, humanresource department, sales department, purchasing department, and manufacturing department.However, there are other choices available. He has considered reorganizing around their primary products which are frames, silk flowers, dried flowers, art supplies, craft supplies, and material.However, equally important are the differing clientele they serve which are homemakers who do arts/crafts, interior decorators, large institutions, and professional consultants. Since the business is growing, they now have stores across the United States primarily in the Northwest, Midwest, South, and Southwest areas. Plus, his customers seldom shop for just one type of item.Frequently they purchase not only the flowers but the vases and other supplies that are needed in order to complete the arrangement, which means oftentimes shopping in most of the areas in the store.122. The current structure that is being used is which of the following?a. functional departmentalizationb. product departmentalizationc. customer departmentalizationd. geographic departmentalization(a; Moderate; p. 163)123. Which of the following structures would be used if the grouping were done by frames, silk flowers, dried flowers, art supplies, craft supplies, and material?a. functional departmentalizationb. product departmentalizationc. customer departmentalizationd. geographic departmentalization(b; Moderate; p. 164)。

格里芬管理学英文题库4：组织职能第11章组织工作的基本要素1、Organizing1)Is the second basic managerial function; it follows planning and decision making.2)Involves shaping the organization over time and is never truly finished.3)Involves grouping activities and resources.4)Can help the organization be flexible.5)All of the above2、Which of the following is NOT a part of the organizational structure?1)Decision making2)Designing jobs3)Establishing reporting relationships4)Distributing authority among jobs5)Grouping jobs3、_____ is the determination of an individual’s work-related responsibilities.1)Organization structure2)Organization design3)Job design4)Departmentalization5)Delegation4、What job design concept has evolved from the division of labor?1)Job rotation2)Job enlargement3)Job specialization4)Job enrichment5、Job rotation is most effective as a means of increasing employee1)Motivation.2)Flexibility.3)Satisfaction.4)Creativity.6、Reduced training costs are an advantage of job enlargement.1)TRUE2)FALSE7、To implement __________ requires employees to have more control over their jobs.1)Job specialization2)Job rotation3)Job enlargement4)Job enrichment8、Which of the following statements describes specialization?1)Specialization always reduces the amount of available transfer time.2)With specialization, workers are more likely to be absent.3)Employee training is more costly.4)Individual dexterity will be decreased with specialization.5)Automation of production processes is more difficult with specialization. 9、An assembly operation includes four different jobs. Conchita spends three weeks on each of these jobs and then starts the cycle over again with the first job of the operation. This is an example of job1)Specialization.2)Rotation.3)Delegation.4)Enlargement.5)Enrichment.10、Ahmad’s old job was data entry operator. His job was redesigned and now he also does filing. This is an example of1)Job specialization.2)Job rotation.3)Job enrichment.4)Job enlargement.5)A narrow span of management.11、According to the job characteristics model, a job has certain levels of the five core job characteristics. Which of the following factors is used to explain why different people respond differently to their job?1)Growth-need strengths2)Autonomy3)Feedback levels4)Skill variety5)Task identity12、At Herr Industrial a group of sales reps, estimators, engineers, and project managers decides how each new bid will be specified and designed. This is an example of1)Job enrichment.2)Job enlargement.3)Work Teams.4)Job characteristics approach.5)Job specialization.13、In large organizations you would expect to find _____ departmentalization(s).1)Location2)Customer3)A combination of two or more4)Functional5)Product14、An advantage of functional departmentalization is1)Faster decision making.2)Higher levels of expertise.3)More narrow focus within departments.4)Improved response to customer needs.15、Hospitals have sections devoted to senior citizens (geriatric wards), children (pediatric wards), cancer patients (oncology wards), heart patients (coronary units), etc. From this information alone, you would say that hospitals use _____ departmentalization.1)Product3)Location4)Customer5)Sequence16、Army officers use an expression “not in my lane,” which derives from the basic marksmanship function of establishing who fires at what targets. The idea is to spread people over the whole area, so you do not miss anything and to prevent everyone from firing at the same target. This is an example of1)Delegation.2)Departmentalization.3)Job rotation.4)Job enrichment.5)Job design.17、Administrative costs rise with the use of product departmentalization.1)TRUE2)FALSE18、An appropriate basis of departmentalization for multinational companies is1)Product.2)Function.3)Location.4)Customer.5)Sequence.19、Small organizations commonly use functional departmentalization.1)TRUE2)FALSE20、An organization usually uses only one basis of departmentalization.1)TRUE2)FALSE21、At your college or university, you can get a degree in philosophy, marketing, English, Spanish, accounting, nursing, education, and so on. What kind of departmentalization is used? 1)Product3)Divisional4)Sequential5)Customer22、Many experts think that businesses should operate with fewer layers of management rather than more layers.1)TRUE2)FALSE23、The principle that requires each person within an organization to report to only one boss is1)The scalar principle.2)Span of management.3)Unity of command.4)Centralization.24、A consequence of flat structure is1)Communication problems.2)Higher costs.3)Additional managerial responsibilities.4)Lower employee morale.25、Firms have moved from centralization to decentralization in order to speed up thedecision-making process.1)TRUE2)FALSE26、On the television show ER, the student doctors are often allowed to perform routine procedures on their own. They are required to call a physician only if there is a problem that they do not know how to handle. This is an example of1)Decentralization.2)Span of management incrementing.3)Unity of command.4)Departmentalization.5)Delegation.27、The primary reason for delegation is1)To make the manager’s job easier.2)To take advantage of willing employees.3)To allow the manager to get more work done.4)To allow the manager to do less work. 28、The process of systematically retaining power and authority in the hands of higher-level managers is referred to as1)Decentralization.2)Wide span of management.3)Job enrichment.4)Centralization.29、The most appropriate technique to use when there is an extreme need for coordination between organizational units is1)Rules and procedures.2)Task forces.3)Managerial hierarchy.4)Liaison roles.30、The greater the complexity and uncertainty of the environment, the more likely an organization will use decentralization.1)TRUE2)FALSE第12章组织设计1、Organ ization _____ refers to the manner in which an organization’s structural components are arranged to manage the total organization.1)Design2)Structure3)Development4)Behavior5)Management2、Once an organization design is developed, it is rarely changed.1)TRUE3、An advantage of bureaucracy is increased1)Flexibility.2)Favoritism.3)Efficiency.4)Participation.4、System 4 design is based upon concern for1)Interpersonal processes.2)Efficiency.3)Control.4)Consistency.5、Military organizations used to have a policy that required officers to eat separately and maintain some social distance from enlisted personnel. The current separations are far less distinct. The military is eliminating some of its _____ organization design.1)Bureaucratic2)Dynamic3)Administrative4)Scientific5)Behavioral6、The situational view of organization design argues that1)Bureaucratic organization design is best in all situations.2)System 4 design is best in all situations.3)System 1 design is best in all situations.4)Any design may be best in different situations.7、As the technology used by an organization becomes more complex, the number of levels of management tends to increase.1)TRUE2)FALSE8、Custom-made products/services use __________ technology.1)Core3)Large-batch4)Process9、Which of the following industries uses large-batch technology?1)The diamond industry2)Fashion designers3)Furniture manufacturers4)Builders of sports arenas5)All of the above10、Wal-Mart expects to add over 800,000 jobs in the next few years, therefore managers know that they will need to become more decentralized to remain close to their customers. This is an example of the importance of ________ to organizational design.1)Environment2)Organizational size3)Organizational Life Cycle4)Corporate-level strategy11、GE produces a network television station (NBC) and aircraft engines. There appears to be little need for_____ between these units.1)Integration2)Responsibility3)Flexibility4)Centralization5)Technology12、Specialized jobs and centralization are commonly associated with __________ organizations.1)Mechanistic2)Differentiated3)Organic4)System 413、Montgomery Ward is an example of an organization in the __________ stage of the organizational life cycle.2)Youth3)Midlife4)Maturity14、As an organization moves through the life cycle, it tends to become1)More decentralized.2)More organic.3)Less specialized.4)Less dependent on staff personnel.15、Only business-level strategy directly influences an organization’s design.1)TRUE2)FALSE16、If a firm uses related diversification strategy, there needs to be1)A strong hierarchical reporting system.2)High levels of coordination.3)Low levels of integration.4)Strong reliance on functional departmentalization.17、Bureaucratic design is often associated with __________ strategy.1)Defender2)Analyzer3)Prospector4)Reactor18、There is an obvious relationship between an organization’s design and its functional strategies.1)TRUE2)FALSE19、An advantage of the divisional form of organizational design is1)Coordination opportunity.2)Synergy.3)Above-average financial performance.4)Difficult to verify.20、The Landon Corporation has three divisions that are very closely related and functional departments for personnel and information systems. Landon is using a hybrid design.1)TRUE2)FALSE21、The Pizza Place makes only pizza and sells only pizza, drinks, and prepackaged snacks. This is an example of the _____ organization design.1)Matrix2)Divisional (M-form)3)Hybrid4)Functional (U-form)5)Conglomerate (H-form)22、Robert Lane owns a pizza restaurant, gas station, dry cleaners, and a hardware store. Each business is run by a general manager, and the overall performance of each business is evaluated by Robert and his staff. Which form of organization design does Robert use?1)Conglomerate (H-form)2)Divisional (M-form)3)Functional (U-form)4)Hybrid5)Matrix23、A dentist office with one dentist will likely follow1)Functional departmentalization.2)Mechanistic design.3)Single-product strategy.4)Related diversification to spur growth.5)All of the above24、Matrix organization design is most appropriate when1)There is strong pressure from the environment.2)The environment is stable.3)There are slack resources.4)Information processing needs are low.25、Colgate-Palmolive is a multinational company that manufactures toothpaste, deodorant, pet food, and soap. Which of the following organization designs would you expect it to use?1)Functional (U-form)2)Divisional (M-form)3)Conglomerate (H-form)4)Matrix5)High-tech involvement26、Viacom owns Nickelodeon, TV Land, VH1, and Nick at Nite. Viacom’s managers of these cable networks are allowed a fairly high degree of autonomy in their operations, yet they coordinate their activities as needed. Purchasing is highly centralized, but many other functions are quite decentralized. Viacom uses a _____ organization design.1)Conglomerate (H-form)2)Divisional (M-form)3)Functional (U-form)4)Matrix5)Hybrid27、Heinrich works for Siemens Corp. He lives in New York City and reports to both the marketing vice president in Munich and the vice president in charge of Siemens North America. He works in a _____ design organization.1)Conglomerate (H form)2)Divisional (M form)3)Functional (U form)4)Hybrid5)Matrix28、Cypress Semiconductor splits units as they grow so that all parts of the organization are small, highly flexible, with little or no functional authority. This type of organization design is called the _____ organization.1)Virtual2)Team3)Functional (U-form)4)Hybrid5)Matrix29、Virtual organizations1)Operate with little or no formal structure.2)Rely on project-type teams.3)Learn to achieve continuous improvement.4)Are similar to System 1 organizations.30、A _____ organization works to facilitate the lifelong learning and personal development of all of its employees while continually transforming itself to respond to changing demands and needs.1)Divisional (M-form)2)Learning3)Team4)Virtual5)Functional (U-form)第13章组织变革与创新1、_____ is defined as substantive modification of any part of an organization.1) Organization development2) Organizing3) Organization change4) Organization implementation5) Organizational structure2、Since 1998, the United Food and Commercial Workers Union has been trying to organize labor at 90 Wal-Mart stores. The union is an example of1) An external force for organization change.2) A change in the general environment.3) A change agent.4) An internal force for organization change.5) None of the above3、Reactive change is almost always preferable to planned change.1) TRUE2) FALSE4、Which of the following factors is an internal force for change?1) Increases in the prime lending rate2) Increased attempts by unions to organize new companies3) A change in attitude of workers toward unannounced layoffs4) The development of new technology that makes your factory obsolete5) A foreign competitor introducing a product similar to yours—but less expensive—into the U.S. market5、In an effort to keep up with the other large Wall Street firms, Lehman Brothers acquired Neuberger Berman, a money management firm. This is an example of1) Reactive change.2) Planned change.3) Organizational development.4) The innovation process in operation.5) The influence of radical innovation.6、After American Airlines announced it was scaling back its more room in coach program; Jet Blue announced its plan to increase leg room in coach. Jet Blue is engaging in planned change.1) TRUE2) FALSE7、A guarantee of future pay increases following downsizing would be a means of operationalizing which step in the change process?1) Unfreezing2) Refreezing3) Changing4) Implementing8、The manager’s role as monitor is essential to which step in the comprehensive approach to change?1) Recognizing the need for change2) Understanding how to implement change3) Setting goals for change4) Selecting a change technique5) Planning change implementation9、Desiree is reluctant to take a promotion because it involves moving. She knows little about the area she would be living in. According to the text, the most likely reason for such employee resistance to change is1) Uncertainty.2) Threatened self-interests.3) Different perceptions.4) Feelings of loss.5) Facilitation.10、Open communication during the change process1) Minimizes uncertainty.2) Threatens people.3) Confuses employees.4) Takes too much time.11、When the public relations department wanted to move the newsletter staff to a more remote office, the manager perceived she would get less face time with her boss. As a result of _____, the manager was resistant to the change.1) Uncertainty2) A high level of risk propensity3) Threatened self-interests4) Different perceptions5) Feelings of loss12、Maytag is not a company known for its secrecy, but when it began developing what it considered to be a revolutionary high-efficiency washing machine, it needed to make sure that no word of its innovation got to its competitors. Employees were asked to plan how the company could maintain this needed secrecy, and were involved in their implementation. This change in organization culture was made acceptable to itsemployees through the use of1) Force-field analysis.2) Facilitation.3) Education and communication.4) Participation.5) Institutionalizing the change.13、A company sells an unrelated subsidiary and uses the money to buy a related one. This diversification and subsequent acquisition represent an attempt to implement change through a change in structure and design.1) TRUE2) FALSE14、Which of the following represents organization change by means of a change in people?1) A change in the use of computers2) Adopting a new main basis of departmentalization3) Installing a new information system4) Implementing a new performance appraisal system5) Making decisions by team work15、A form of technological change that has been especially critical in recent years is change in1) Information systems.2) Materials used.3) Work sequence.4) Distribution of authority.16、Avoiding __________ is the key reason organizations attempt reengineering.1) Uncertainty2) Entropy3) Synergy4) Growth17、Which of the following would be classified under the broad heading of organizationchange by means of technology and operations?1) A company that makes battery-powered flashlights decides to replace themetal cases with lighter-weight plastic ones.2) A manufacturer change replaces final inspections with periodicinspections.3) An insurance company alters the process of logging and verifying claims.4) A company consolidates its offices to take advantage of PC networking.5) All of the above18、Moving toward a flatter organization design would be a change in1) Technology.2) Structure.3) People.4) Reengineering.19、The primary change required to convert to making pipe out of plastic rather than steel or copper is in the area of1) Information systems.2) Work process.3) Work sequences.4) Control systems.5) Enterprise resource planning.20、An assumption of OD is that1) Employees are satisfied with their development.2) Employees have a need to be accepted by others.3) Employees develop independently of the organization.4) Employees have a strong need for money.21、Which of the following is a type of intervention or activity commonly used in organization development?1) Education2) Survey feedback3) Intergroup activities4) Life and career planning5) All of the above22、When substantial conflict exists within an organization, an effective technique is1) Team building.2) Survey feedback.3) Techno-structural activities.4) Third-party peacemaking.23、The aim of __________ is to change the behavior of supervisors.1) Survey feedback2) Intergroup activities3) Coaching4) Life planning24、The aim of __________ is to change the behavior of supervisors.1) Survey feedback2) Intergroup activities3) Coaching4) Life planning25、The effectiveness of many OD interventions is difficult to evaluate.1) TRUE2) FALSE26、The point at which an idea moves from the laboratory to practical use is referred to as1) Innovation development.2) Innovation launch.3) Innovation application.4) Innovation growth.27、Modification of existing products or services is a form of __________ innovation.1) Radical2) Managerial3) Developmental4) Incremental28、Possible roles of the intrapreneur in a large organization would NOT include1) Inventor.2) Product champion.3) External change agent.4) Sponsor.29、Innovation is a relatively inexpensive means of creating growth in an organization.1) TRUE2) FALSE30、Which of the following is the BEST example of a radical innovation?1) Digital television2) More leg room in coach on airlines3) Sam’s Choice, Wal-Mart brand4) Froot Loops cereal bars5) Arm & Hammer laundry detergent格里芬管理学英文题库答案组织职能第11章1 ~10：5，1，3，3，2；2，4，2，2，4；11~20：1，3，3，2，4；2，1，3，1，2；21~30：1，1，3，3，1；5，3，4，2，1。

第1章自测题1. T F 能够做到生产成本最低的组织就是有效能的组织。

2. T F 在控制职能上花费过多时间的管理者可能令组织偏离目标。

3. T F 行政经理是不涉及特定管理专业的管理者。

4. T F 作为发言人的角色，管理者代表组织对外正式发布信息。

5. T F 现代管理已经主要是一门科学而几乎不再是艺术了。

6.组织运用下面所有的资源，除了a.人力资源b.政治资源c.财务资源d.信息资源e.实物资源7.吉姆是一位管理者，他最近将人事部和员工培训部合并起来成立人力资源部。

吉姆所运用的是下面哪一种职能？a.授权b.质量控制c.领导d.组织e.规划和决策8.人们通常希望管理者能够参加典礼或符号性的活动，例如颁发奖项或主持退休庆祝会。

在这些活动中，管理者扮演了哪种角色？a.发言人b.联络者c.精神领袖d.资源配置者e.传播者9.掌握组织中某类具体工作技能的管理者拥有的是a.决策技能b.概念技能c.诊断技能d.技术技能e.信息技能10.下列哪种挑战和机会是新一代劳动力管理者不会遇到的？a.组织正在吸引合格的残疾人员工b.越来越多的少数族裔员工加入劳动力队伍c.员工的平均年龄正在上升d.越来越多的女性加入劳动力队伍e.新的信息技术令管理者工作节奏减慢第2章自测题1. T F 科学管理注重个人工作的管理，而行政管理则注重组织整体的管理。

2. T F 麦戈雷格认为提高管理效率的前提是承认人们不愿意工作，希望避免工作。

3. T F 定量管理理论的一个主要局限是数学模型不能完全解释或预测人们的行为。

4. T F 权变理论帮助管理者找出“最好的”管理方法。

5. T F 提高品质能够令组织成本下降。

6.学习管理的历史a.帮助管理者在未来获得利润b.会干扰管理者解决当前的组织问题c.是管理过程的一部分d.帮助管理者避免他人所犯的错误e.是管理者晋升的前提7.人际关系运动的基本假定是a.关注工作而不是员工的管理者是最有效的b.金钱是员工绩效最大的激励因素c.所有的管理理论都建立在对个体的理解之上d.人际关系是导致无效率的主要因素e.满意的员工能够提高绩效8.简尼斯认识到，她的公司之所以亏损是因为库存管理程序方面的问题。

格里芬管理学格里芬管理学（第9版）目录序言第一部分管理学导论第1章管理和管理者的工作1.1 管理学导论1.2 管理过程1.3 管理者的类型1.4 基本的管理角色与技能1.5 管理工作的性质1.6 新的工作环境第2章传统的和当代的管理问题与挑战2.1 理论和历史对管理学的重要意义2.2 古典管理理论2.3 行为管理理论2.4 定量分析的管理理论2.5 理论的整合2.6 当代管理问题及其挑战第二部分管理的环境和背景第3章组织的环境和文化3.1 组织的环境3.2 外部环境3.3 内部环境3.4 组织文化3.5 组织-环境关系3.6 环境与组织效能第4章伦理环境与社会环境4.1 组织内的个人伦理4.2 组织中的热点伦理问题4.3 组织与社会责任4.4 政府与社会责任4.5 管理社会责任第5章全球环境5.1 国际企业的性质5.2 全球经济的结构5.3 全球化管理的环境挑战5.4 在全球经济中竞争第6章多元文化环境6.1 多元化和多元文化主义6.2 组织中的多元化和多元文化主义6.3 组织中的多元化和多元文化主义的影响6.4 管理组织中的多元化和多元文化主义6.5 多元文化的组织方向第三部分规划与决策第7章规划与决策的基本要素7.1 决策与规划过程7.2 组织目标7.3 组织规划7.4 战术规划7.5 作业规划7.6 目标设定与规划过程的管理第8章战略与战略规划的管理8.1 战略管理的性质8.2 运用SWOT分析法构建战略8.3 构建业务层战略8.4 实施业务层战略8.5 构建公司层战略8.6 实施公司层战略8.7 国际战略与全球战略第9章决策与问题解决9.1 决策的性质9.2 决策中的理性方面9.3 决策中的行为方面9.4 组织中的群体与团队决策第10章新企业的创建和创业10.1 创业的概念10.2 创业对于社会的意义10.3 创业型组织的战略10.4 创业型组织的结构10.5 创业型组织的绩效第四部分组织工作的过程第11章组织工作的基本要素11.1 组织工作的要素11.2 工作设计11.3 工作组合：组织的部门化11.4 职位间报告关系11.5 职权的分配11.6 协调工作11.7 职位间的差异第12章组织设计12.1 组织设计的性质12.2 组织设计的通用理论12.3 影响组织设计的情境因素12.4 组织设计与战略12.5 组织设计的基本形式12.6 当前组织设计中出现的新问题第13章组织变革与创新13.1 组织变革的性质13.2 组织中变革的管理13.3 组织变革的领域13.4 组织创新第14章组织中的人力资源管理14.1 人力资源管理的环境与背景14.2 吸引人力资源14.3 开发人力资源14.4 保持人力资源14.5 变化的工作环境中的新挑战第五部分领导过程第15章组织中个体行为的基本要素15.1 理解组织中的个体15.2 人格与个体行为15.3 态度与个体行为15.4 知觉与个体行为15.5 压力与个体行为15.6 组织中的创造性15.7 工作环境中行为的类型第16章员工激励与绩效的管理16.1 激励的本质16.2 激励的内容理论16.3 激励的过程理论16.4 激励的强化理论16.5 常见的激励策略16.6 运用奖励系统进行绩效激励第17章领导和影响过程17.1 领导的性质17.2 领导的一般方法17.3 领导的情境方法17.4 其他领导理论17.5 新的领导理论17.6 组织中的政治行为第18章人际关系与沟通的管理18.1 组织人际关系的性质18.2 沟通和管理者工作18.3 组织中沟通的形式18.4 组织中的非正式沟通18.5 组织沟通的管理第19章工作群体和团队的管理19.1 组织中的群体和团队19.2 群体和团队的特性19.3 人际冲突与群体间冲突19.4 组织内冲突的管理第六部分控制过程第20章控制的基本要素20.1 控制的本质20.2 运营控制20.3 财务控制20.4 结构控制20.5 战略控制20.6 组织中控制的管理第21章运营、质量与生产率管理21.1 运营管理的本质21.2 运营系统的设计21.3 组织的技术21.4 通过供应链管理实施运营管理21.5 全面质量管理21.6 生产率管理第22章信息管理与信息技术22.1 信息与管理者22.2 信息系统的类型22.3 信息系统的管理22.4 信息系统对组织的影响。