罗宾斯管理学错题整理

4.2 课后习题详解一、思考题1．无边界组织对管理造成的潜在影响是什么？答：无边界组织指消除产生人为的地理界限的结构划分，从而使管理结构更有效的实现全球化的组织。

其对管理造成的潜在影响有：（1）企业的生产管理活动范围将拓展到全球。

不能仅靠利用本国资源来谋求发展，而是必须广泛地利用世界各国的资金、技术、劳动力等生产要素发展自己，以求实现资源的最佳配置；同时，其生产协作关系也不再局限于国内，而是要在全球范围内寻求合作伙伴；而且，企业的发展也不仅仅受国内经济形势、资源环境等因素的影响，同时也要受到国际经济形势、资源、环境等因素的制约。

（2）在无边界组织产生的背景下，企业管理必须建立高效、便捷、可靠的全球化要素传输流动网络，采用各种先进的要素传输手段，特别是信息传输手段。

否则，企业就无法在国际竞争中取胜，这对企业的组织结构设计提出了新的要求。

企业管理组织将呈现追求网络化、扁平化、柔性化的发展趋势，21世纪企业内部组织结构，将一改占主流地位的“金字塔”式的层级组织结构形态，中间管理层将失去原有的价值，企业的管理组织将呈现扁平状态，弹性化。

（3）企业管理的重点已从内部控制性管理转向了外部适应性管理，要素效率不再成为企业追求的惟一目标。

世界经济一体化趋势的加强，一方面拓宽了企业竞争和合作的边界，另一方面则增大了企业的外部不确定性。

因此，如何充分利用现代信息技术的先进手段来重新设计企业内部组织和企业之间的界面关系，充分关注企业的顾客资本以及客户关系管理，这些课题都对企业管理提出了新的挑战。

（4）无边界组织对管理的影响还要求处理好各国文化的差异。

各国的文化对雇员与工作相关的价值观和价值取向有着重大的影响。

因此，企业在进行跨国经营之前，必须对东道国的投资环境做出具体的分析与评估，从而做出理性的决策。

而在投资环境的因素中，文化是一个十分重要的因子，尤其是文化距离。

否则，这会给企业跨国经营带来一定的投资风险与经营阻碍。

第Ⅰ篇导论第一章管理者与管理一、谁是管理者。

（１）管理者：组织中指挥他人活动的人，他们拥有各种头衔。

（２）操作者：非管理人员，他们直接从事某项工作或任务，不具有监督别人工作的责任。

（３）组织：指一种有人们组成的，具有明确的和系统性结构的实体。

（４）管理者分类：基层管理者中层管理者高层管理者。

二、什么是管理和管理者做什么１、管理的定义。

（１）管理：同别人一起或通过别人使活动完成得更有效的过程。

这一过程体现在计划、组织、领导和控制的职能成基本活动中。

（２）效率：只输入与输出关系，涉及使完成活动的职员最小化。

（方法）效果：与活动的完成，即与目标的实现相联系。

（结果）两者关系：管理不仅关系到使活动达到目标，而且要做得尽可能有效率。

低水平管理绝大多数是由于无效率和无效果，或者是通过牺牲效率来取得效果。

２、管理的职能。

（１）计划：确定目标，制定目标，制定战略，以及开发分计划以协调活动。

（２）组织：决定需要做什么，怎么做，由谁去做。

（３）领导：指导和激励所有参与者以及解决冲突。

（４）控制：对活动进行见空以确保其按计划完成。

３、管理者角色（亨利·朋茨伯格）（１）管理者角色：指特定的管理行为范畴。

①涉及人际关系：挂名首脑、领导者、联络者。

②涉及信息传递：监听者、传播者、发言人。

③涉及决策制定：企业家、混沌驾御者、谈判者。

（２）理者角色与传统管理职能理论的关系：①职能方法仍然代表着将管理者的工作概念化的最有效方法。

②管理者角色实质上与四种职能是一致的。

４、有效的管理者与成功的管理者。

（弗雷德·卢森斯）①成功的管理者（提升最快的管理者）强调网络关系活动；而有效的管理者（绩效最佳的管理者）强调沟通。

②两者关系的意义：这个结果指出社交和改治技巧对于在组织中晋升是重要的［从传统管理、沟通、人力资源管理、网络联系活动者］随着层次的晋升，从事更多计划、组织、控制、而从事更少领导。

５、管理者工作的普遍性。

①管理具有某些一般的性质：@㈠无论在组织的哪一个层次上，所有管理者都履行着四种职能，区别仅在于对每种职能强调的程度随管理者在等级结构的位置而变化。

罗宾斯《管理学》第九版题库-6Chapter 6 –Decision-Making: The Essence of the Manager’s JobTrue/False Questions4. The first step in the decision-making process is identifyinga problem.True (easy)6. It is possible at the end of the decision-making process that you may be required to start the decisionprocess over again.True (easy)10. Decision-making is synonymous with managing.True (easy)12. One assumption of rationality is that we cannot know all of the alternatives.False (difficult)13. Accepting solutions that are "good enough" is termed satisfying.False (easy)15. Managers regularly use their intuition in decision-making.True (easy)16. Rational analysis and intuitive decision-making are complementary.True (moderate)18. Programmed decisions tend to be repetitive and routine.True (easy)21. Most managerial decisions in the real world are fully nonprogrammed.False (easy)24. Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates.False (difficult)25. An optimistic manager will follow a maximin approach.False (moderate)Multiple ChoiceTHE DECISION-MAKING PROCESS34. A series of eight steps that begins with identifying a problem and decision criteria and allocating weights to those criteria; moves to developing, analyzing, and selecting an alternative that can resolve the problem;implements the alternative; and concludes with evaluating the decision's effectiveness is the ______________.a. decision-making process. (easy)b. managerial process.c. maximin style.d. bounded rationality approach.e. legalistic opportunism process.36. "A discrepancy between an existing and a desired state of affairs" describes which of the steps in thedecision-making process?a. criteria weight allocationb. analysis of alternativesc. problem identification (difficult)d. decision effectiveness evaluatione. decision criteria identification38. Which of the following must be present in order to initiate the decision-making process?a. plenty of timeb. pressure to act (moderate)c. a lack of authorityd. a lack of resourcese. environmental certainty39. Managers aren't likely to characterize something as a problem if they perceive ______________.a. they don't have authority to act. (difficult)b. pressure to act.c. a discrepancy.d. they have sufficient resources.e. they have budgetary authority.44. Selecting an alternative in the decision-making process is accomplished by ______________.a. choosing the alternative with the highest score. (easy)b. choosing the one you like best.c. selecting the alternative that has the lowest price.d. selecting the alternative that is the most reliable.e. choosing the alternative you think your boss would prefer.47. Which of the following is the final step in the decision-making process?a. identifying the problemb. evaluating the decision's effectiveness (easy)c. identifying decision criteriad. selecting an alternative that can resolve the probleme. allocating weights to alternatives.48.Which of the following is important to remember in evaluating the effectiveness of the decision-makingprocess?a. Ignore criticism concerning the decision-making.b. You may have to start the whole decision process over.(difficult)c. Restart the decision-making process if the decision is less than 50% effective.d. 90% of problems with decision-making occur in the implementation step.e. Keep track of problems with the chosen alternative, but only change those issues that uppermanagement demand.49. Decision-making is synonymous with ______________.a. managing. (easy)b. leading.c. controlling.d. planning.e. organizing.51. Which of the following is not an "organizing" decision?a. What are the organization's long-term objectives? (moderate)b. How many employees should I have report directly to me?c. How should jobs be designed?d. How much centralization should there be in the organization?e. When should the organization implement a different structure?52. Which of the following is not a "leading" decision?a. How do I handle employees who appear to be low in motivation?b. What is the most effective leadership style in a given situation?c. How will a specific change affect worker productivity?d. When is the right time to stimulate conflict?e. How should jobs be designed? (moderate)53. Which of the following is not a "controlling" decision?a. What activities in the organization need to be controlled?b. How should those activities be controlled?c. When is a performance deviation significant?d. When is the right time to stimulate conflict? (moderate)e. What type of management information system should the organization have?54. Managers are assumed to be ______________; they make consistent, value-maximizing choices withinspecified constraints.a. rational (easy)b. leadersc. organizedd. satisficerse. programmed57. Which of the following is not a valid assumption about rationality?a. The problem is clear and unambiguous.b. A single well-defined goal is to be achieved.c. Preferences are clear.d. Preferences are constantly changing. (difficult)e. No time or cost constraints exist.58. In "bounded rationality," managers construct ______________ models that extract the essential features from problems.a. multipleb. bindingc. interactived. simplified (difficult)e. past59. According to the text, because managers can’t possibly analyze all information on all alternatives, managers______________, rather than ______________.a.maximize; satisficeb.maximize; minimizec.satisfice; minimized.satisfice; maximize (moderate)62. An increased commitment to a previous decision despite evidence that it may have been wrong is referredto as _____________.a.economies of commitmentb.escalation of commitment (moderate)c.dimensional commitmentd.expansion of commitment64. According to the text, all of the following are aspects of intuition EXCEPT:a.experienced-based decisionsb.affect-initiated decisionsc.cognitive-based decisionsd.values or ethics-based decisionse.programmed decisions (easy)65.According to the text, _____________ are straightforward, familiar, and easily defined problems.a.poorly-structured problemsb.well-structured problems (moderate)c.unique problemsd.non-programmed problemse.programmed problems68. ______________ decision-making is relatively simple andtends to rely heavily on previous solutions.a. Nonprogrammedb. Linearc. Satisficingd. Integrativee. Programmed (moderate)70. A ______________ is a series of interrelated sequential steps that a manager can use for responding to astructured problem.a. procedure (easy)b. rulec. policyd. systeme. solution71. A ______________ is an explicit statement that tells a manager what he or she ought or ought not to do.a. procedureb. policyc. rule (moderate)d. solutione. system72. A ______________ provides guidelines to channel a manager's thinking in a specific direction.a. systemb. rulec. solutiond. policy (moderate)e. procedure75. A business school's statement that it "strives for productive relationships with local organizations," is anexample of a ______________.a. rule.b. policy. (moderate)c. procedure.d. commitment.e. contract.78. Which of the following terms is associated with nonprogrammed decisions?a. unique (moderate)b. recurringc. routined. repetitivee. well-defined79. Lower-level managers typically confront what type of decision-making?a. uniqueb. nonroutinec. programmed (moderate)d. nonprogrammede. nonrepetitive83. If an individual knows the price of three similar cars at different dealerships, he/she is operating under what type of decision-making condition?a. riskb. uncertaintyc. certainty (easy)d. factuale. unprogrammed84. ______________ is those conditions in which the decision maker is able to estimate the likelihood ofcertain outcomes.a. Certaintyb. Risk (easy)c. Uncertaintyd. Maximaxe. Maximin85. A retail clothing store manager who estimates how much to order for the current spring season based on lastspring's outcomes is operating under what kind of decision-making condition?a. seasonalb. risk (difficult)c. uncertaintyd. certaintye. cyclical86. ______________ is a situation in which a decision maker has neither certainty nor reasonable probabilityestimates available.a. Certaintyb. Riskc. Uncertainty (easy)d. Maximaxe. Maximin87. A person at a horse racetrack who bets all of his/her money on the odds-based longshot to "win" (ratherthan "place" or "show") is making what kind of choice?a. maximax (moderate)b. maximinc. minimaxd. minimin89. An individual making a "maximin" type of choice has what type of psychological orientation concerninguncertain decision-making?a. optimistb. realistc. pessimist (moderate)d. satisficere. extremist91. According to the text, a manager who desires to minimize his or her maximim “regret” will opt for a______________ choice.a. maximaxb. maximinc. minimax (moderate)d. minimin93. Which of the following decision-making styles have low tolerance for ambiguity and are rational in theirway of thinking?a.directive (moderate)b.egotisticalc.analyticd.conceptuale.behavioral95. The decision-making style that makes fast decisions and focuses on the short terms is referred to as the______________ style.a.directive (moderate)b.egotisticalc.analyticd.conceptuale.behavioral98. According to the text, ______________ are best characterized as careful decision makers with the ability to adapt or cope with unique situations.a. conceptualb. behavioralc. empiricald. analytic (moderate)e. spatial99. Which of the following is the decision-making style that would most likely look at as many alternatives aspossible and focus on the long run?a. analyticalb. directivec. conceptual (moderate)d. behaviorale. spatial101. A manager who would decide what computer system to purchase for the department by holding a meeting and receiving feedback from his/her subordinates matches with which type of decision-making style?a. analyticalb. behavioral (difficult)c. conceptuald. directivee. empiricalScenariosDecision-Making Conditions (Scenario)Sandy Jo is the manager for TrucksRUs, a medium-sized hauling service located in the Southeast. She is responsible forscheduling trucks, initiating new routes, and staffing both existing and new routes. She is currently struggling with existing information about the profitability of existing and future truck routes.116. Bubba, Sandy Jo's best driver tells her that he believes that he can estimate that there is a 75% probability that they can get the business of Pork Brothers Inc. if they initiate a truck route through rural North Carolina. Bubba is operating under a condition of ______________.a. certainty.b. risk. (difficult)c. uncertainty.d. maximax.e. maximin.117. Sandy Jo can make accurate decisions if she is willing to pay $5,000 for research about the profitability of various truck routes. If she pays for the research, she believes that she is operating under a condition of ______________.a. certainty. (difficult)b. risk.c. uncertainty.d. maximax.e. maximin.118. Sandy Jo knows that she is operating in an uncertain environment. She is basically an optimist, and we would, therefore, expect her to follow a ______________ strategy.a. certaintyb. riskc. uncertaintyd. maximax (moderate)e. maximin119. Sandy Jo knows that she is operating in an uncertain environment. She is basically a pessimist, and we would, therefore, expect her to follow a ______________ strategy.a. certaintyb. riskc. minimaxd. maximaxe. maximin (moderate)120. Sandy Jo wishes to minimize her regret and will probably opt for a ______________ strategy.a. certainty.b. risk.c. minimax (moderate)d. maximax.e. maximin.Essay QuestionsTHE DECISION-MAKING PROCESS121. In a short essay, list and discuss the eight steps in the decision-making process.Answera.Step 1: Identifying a problem– the decision-making process begins with t he existence of a problem ora discrepancy between an existing and a desired state of affairs.However, a discrepancy withoutpressure to take action becomes a problem that can be postponed.b.Step 2: Identify decision criteria–once the manager has identified a problem that needs attention, thedecision criteria important to resolving the problem must beidentified. That is, managers must determine what’s relevant in making a decision.c.Step 3: Allocating weights to the criteria: at this step, the decision maker must weigh the items inorder to give them the correct priority in the decision. A simple approach is to give the most important criterion a weight of 10 and then assign weights to the rest against that standard.d.Step 4: Developing alternative s –the fourth step requires the decision maker to list the viablealternatives that could resolve the problem. No attempt is made in this step to evaluate the alternative, only to list them.e.Step 5: Analyzing alternative s – once the alternatives have been identified, the decision maker mustcritically analyze each one. From this comparison, the strengths and weaknesses of each alternative become evident.f.Step 6: Selecting an alternative–the sixth step is the important act of choosing the best alternative fromamong those considered. All the pertinent criteria in the decision have now been determined, weighted, and the alternatives have been identified and analyzed.g.Step 7: Implementing the alternativ e –implementation involves conveying the decision to thoseaffected by it and getting their commitment to it. If the people who must carry out a decision participate in the process, they’re more likely to enthusiastically support the outcome than if they are just told what to do.h.Step 8: Evaluating decision effectiveness –the last step in the decision-making process involvesappraising the outcome of the decision to see if the problem has been resolved. Did the alternative chose and implementedaccomplish the desired result? If not, the manager may consider returning to a previous step or may even consider starting the whole decision process over.(difficult)123. In a short essay, discuss the assumptions of rationality and the validity of those assumptions.AnswerA decision maker who was perfectly rational would be fully objective and logical. He or she wouldcarefully define a problem and would have a clear and specific goal. Moreover, making decisions using rationality would consistently lead toward selecting the alternative that maximizes the likelihood of achieving that goal. The assumptions of rationality apply to any decision. Rational managerial decision making assumes that decisions are made in the best economic interests of the organization. That is, the decision maker is assumed to be maximizing the organization’s interests, not his or her own interests.Managerial decision making can follow rational assumptions if the following conditions are met: The manager is faced with a simple problem in which the goals are clear and the alternatives limited, in which the time pressures are minimal and the cost of seeking out and evaluating alternatives is low, for which the organizational culture supports innovation and risk taking, and in which o utcomes are relatively concrete and measurable. However, most decisions that managers face in the real world d on’t meet all those tests.(moderate)126. In a short essay, discuss the difference between well-structured and poorly structured problems. Include specificexamples of each type of problem to support your answer. Next discuss the type of decisions that would be used to address each of these problems.Answera.Well-structured problems - the goal of the decision marker is clear, the problem is familiar, andinformation about the problem is easily defined and complete. Examples of these types of problems might include a customer’s wanting to return a purchase to a retail store, a supplier’s being late with an important delivery, a news team’s responding to an unexpected and fast-breaking event, or a college’s handling of a student wanting to drop a class. Such situations are called well-structured problems since they are straightforward, familiar, and easily defined problems. In handling these problem situations, the manager uses a programmed decision. Decisions are programmed to the extent that they are repetitive and routine a nd to the extent that a definite approach has been worked out for handling them.Because the problem is well structured, the manager doesn’t have to go to the trouble and expense of going through an involved decision progress. Programmed decision making is relatively simple and tends to rely heavily on previous solutions.b.Poorly-structured problems –these problems are new or unusual and for which information isambiguous or incomplete.For example, the selection of an architect to design a new corporate manufacturing facility in Bangkok is an example of a poorly-structured problem. When problems are poorly-structured, managers must rely on nonproprammed decision making in order to develop unique solutions.Nonprogrammed decisions are unique andnonrecurring. When a manager confronts a poorly-structured problem, or one that is unique, there is no cut-and-dried solution. It requires a custom-made response through nonprogrammed decision making.(difficult)130. In a short essay, list and discuss the four decision-making styles as described in the text.Answera.Directive style – people using the directive style have low tolerance for ambiguity and are rational intheir way of thinking. They’re efficient and logical. Directive types make fast decisions and focus on the short run. Their efficiency and speed in making decisions often result in their making decisions with minimal information and assessing few alternatives.b.Analytic style – decision-makers with an analytic style have much greater tolerance for ambiguity thando directive types. They want more information before making a decision and consider more alternatives than a directive style decision-maker does. Analytic decision-makers are best characterized as careful decision-makers with the ability to adapt or cope with unique situations.c.Conceptual style – individuals with a conceptual style tend to be very broad in their outlook and willlook at many alternatives. They focus on the long run and are very good at finding creative solutions to problems.d.Behavioral style –these decision markers work well with others. They’re concerned about theachievements of subordinates and are receptive to suggestions from others. They often use meetings tocommunicate, although they try to avoid conflict. Acceptance by others is important to this decision-making style.(moderate)。

罗宾斯《管理学》（第13版）笔记和课后习题（含考研真题）详解完整版>精研学习䋞>试用20％资料全国547所院校视频及题库资料考研全套>视频资料>课后答案>往年真题>职称考试目录隐藏第Ⅰ篇管理导论第1章工作场所的管理者1.1知识结构导图1.2考点难点归纳1.3课后习题详解1.4考研真题详解附加模块一管理史知识结构导图考点难点归纳课后习题详解考研真题详解第2章决策2.1知识结构导图2.2考点难点归纳2.3课后习题详解2.4考研真题详解第Ⅰ篇管理实践第Ⅱ篇现代工作场所的管理基础知识第3章管理外部环境和组织文化3.1知识结构导图3.2考点难点归纳3.3课后习题详解3.4考研真题详解第4章全球环境下的管理4.1知识结构导图4.2考点难点归纳4.3课后习题详解4.4考研真题详解第5章管理多样性5.1知识结构导图5.2考点难点归纳5.3课后习题详解5.4考研真题详解第6章管理社会责任和道德6.1知识结构导图6.2考点难点归纳6.3课后习题详解6.4考研真题详解第7章管理变革和创新7.1知识结构导图7.2考点难点归纳7.3课后习题详解7.4考研真题详解第Ⅱ篇管理实践第Ⅲ篇计划第8章计划工作活动8.1知识结构导图8.2考点难点归纳8.3课后习题详解8.4考研真题详解第9章战略管理9.1知识结构导图9.2考点难点归纳9.3课后习题详解9.4考研真题详解附加模块二创办和领导创业型企业知识结构导图考点难点归纳课后习题详解考研真题详解第Ⅲ篇管理实践第Ⅳ篇组织第10章基本的组织结构设计10.1知识结构导图10.2考点难点归纳10.3课后习题详解10.4考研真题详解第11章适应性组织结构设计11.1知识结构导图11.2考点难点归纳11.3课后习题详解11.4考研真题详解第12章人力资源管理12.1知识结构导图12.2重点难点归纳12.3课后习题详解12.4考研真题详解附加模块三管理你的职业知识结构导图考点难点归纳第13章塑造和管理团队13.1知识结构导图13.2考点难点归纳13.3课后习题详解13.4考研真题详解第Ⅳ篇管理实践第Ⅴ篇领导第14章沟通管理14.1知识结构导图14.2考点难点归纳14.3课后习题详解14.4考研真题详解第15章理解和管理个体行为15.1知识结构导图15.2考点难点归纳15.3课后习题详解15.4考研真题详解第16章激励员工16.1知识结构导图16.2考点难点归纳16.3课后习题详解16.4考研真题详解第17章成为有效领导者17.1知识结构导图17.2考点难点归纳17.3课后习题详解17.4考研真题详解第Ⅴ篇管理实践第Ⅵ篇控制第18章监管和控制18.1知识结构导图18.2考点难点归纳18.3课后习题详解18.4考研真题详解附加模块四计划与控制技术知识结构导图考点难点归纳课后习题详解考研真题详解附加模块五运营管理知识结构导图考点难点归纳课后习题详解考研真题详解第Ⅵ篇管理实践内容简介隐藏本书是罗宾斯《管理学》（第13版）教材的学习辅导书，具体来说包括以下几大部分：（1）整理考试重难点，浓缩内容精华。

罗宾斯《管理学》课后习题答案第Ⅰ篇绪论第一章管理与组织导论一、谁是管理者1.管理者在哪些方面不同于非管理人员？答：协调其他人的工作——区分了管理岗位与非管理岗位。

2.说明为什么并不总能很容易地确定谁是组织中的管理员。

答：组织以及工作正在变化的性质模糊了管理者与非管理雇员之间的界限，许多传统的职位现在都包括了管理性的活动，特别是在团队中（团队成员通常要制定计划、决策以及监督自己的绩效），非管理雇员也承担着过去是管理者的一部分职责。

补充：⑴管理者：管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织的目标。

3.对比三种不同的管理层次。

答：①基层管理者是最低层的管理人员，他们管理着非管理雇员所从事的工作，这些工作生产和提供组织的产品。

②中层管理者包括所有处于基层和高层之间的各个管理层次的管理者，这些管理者管理着基层管理者。

③高层管理者处于或接近组织顶层，他们承担着制定广泛的组织决策、为整个组织制定计划和目标的责任。

注：并不是所有的组织都具有金字塔形的组织结构，但都需要某个人来扮演管理者的角色，即需要有人来协调工作和活动，以便能够同别人一起或者通过别人来实现组织的目标。

二、什么是管理补充：⑴管理：定义为一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。

要点：①过程代表了一系列进行中的有管理者参与的职能或活动，这些职能一般划分为计划、组织、领导和控制。

②协调其他人的工作——区分了管理岗位与非管理岗位。

③有效率和有效果地完成组织的工作活动。

4.如何理解管理是一个过程。

答：上面要点①。

5.定义效率和效果。

答：①效率是指以尽可能少的投入获得尽可能多的产出。

通常指的是“正确地做事”，即不浪费资源。

②效果通常是指“做正确的事”，即所从事的工作和活动有助于组织达到其目标。

③可见，效率是关于做事的方式；效果是指实现组织目标的程度，涉及事情的结果。

6.解释效率和效果对管理的重要性。

一、判断题1.一个管理人员应具备的管理技能有领导技能、人事技能和技术技能三种。

X2.需要对环境迅速作出反映的组织应当实行集权化管理。

X3.简单型组织结构的优点是管理实行了专业化分工。

X4.在管理幅度给定的条件下，组织的规模越大则管理层次越多；在组织规模给定的条件下，管理幅度越窄则管理层次越多。

V5.领导者除了组织好信息沟通网络外，还应在日常工作中经常参与沟通过程。

V6.企业家是一种稀缺的资源，因而企业家问题也是我国经济学界所必须研究的一个问题。

V7.市场营销理论中的推销观念强调：企业的一切行为要以市场需要为出发点，以满足市场需要为归宿。

X8组织中的帮派就是一种非正式组织。

V9．控制工作力度越大、越严格，越能保证计划的实施。

X10．计划过程中必须对多种可供选择的方案进行评价和比较。

X11．领导者不应采取独裁或自由放纵的领导方式。

V12．领导是管理的首要职能。

X13．领导者之所以对部下有影响力。

全靠手中的权力，拥有权力才能有影响力，权力越大，影响力越大。

X14.根据马斯洛的需求层次理论，人的行为是由最高一级的需求所决定的。

X15．强调权力下放，主要是为了减轻领导者的工作负担。

X16．领导者的责任不能随着权力的下放而相应地全部转移给下级。

V17．企业的规章制度一旦制定出来，就必须不折不扣地加以执行。

X15．企业战略决策思想越深入人心，其战略的实施就越有效。

V19．企业员工的士气越高，企业的经济效益也必定越好。

X20．企业规模越大，其经营的风险性就越小。

X21．企业文化建设是现代企业管理不可或缺的重要组成部分。

V22．控制过程就是管理人员对下属行为进行评价考核的过程。

X23．根据产品生命周期理论，对于处于不同生命周期阶段的产品应该相应采取不同的经营策略。

V24．追求最大利润应该始终作为企业定价的惟一目标。

X25．管理控制一般可分为预先控制、现场控制与事后控制三种。

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

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

以下是一些可能会在罗宾斯管理学考研题库中出现的题目类型和内容。

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

（对/错）2. 组织文化是影响员工行为和组织绩效的重要因素。

（对/错）三、简答题1. 简述罗宾斯管理学中关于领导力的观点。

2. 描述罗宾斯管理学中对组织变革的理解和重要性。

四、案例分析题案例：某公司近年来业绩下滑，员工士气低落。

公司决定实施一项新的管理策略，以期提高效率和员工满意度。

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

五、论述题1. 论述罗宾斯管理学在现代企业管理中的应用及其挑战。

2. 讨论罗宾斯管理学对于提升组织竞争力的贡献。

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

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

希望这些内容能够帮助学生在考研的道路上取得更好的成绩。

Chapter 7 – Foundations of PlanningTrue/False Questions4. Research indicates that managers who plan always outperform managers who do not plan.False (moderate)9. Plans that specify the details of achievement of the overall objectives are calledoperational plans.True (difficult)10. Directional plans have clearly defined objectives.False (moderate)12. Standing plans are created in response to programmed decisions that managers make andinclude policies, rules, and procedures.True (moderate)13. The greater the environmental certainty, the more plans need to be directional andemphasis placed on the short term.False (moderate)22. An organization's real goals are what they actually plan on accomplishing, rather thanwhat they hope to accomplish.False (moderate)24. Real goals are official statements of what an organization says its goals are.False (easy)Multiple Choice36. One purpose of planning is that it minimizes ______________ and ______________.a. cost; timeb. time; personnel needsc. waste; redundancy (difficult)d. time; wastee. mistakes; cost38. What does the evidence suggest about organizations that plan compared to organizationsthat do not plan?a. Planning organizations always outperform nonplanning organizations.b. Nonplanning organizations always outperform planning organizations.c. Planning organizations generally outperform nonplanning organizations (easy)d. Nonplanning organizations generally outperform planning organizations.e. They generally perform at about the same level.45. Which of the following is the foundation of planning?a. employeesb. goals (easy)c. outcomesd. computerse. the planning department46. According to the text, _____________ are documents that outline how goals are going tobe met and which typically describe resource allocations, schedules, and other necessary actions to accomplish the goals.a.strategiesb.goalsc.plans (moderate)d.policiese.procedures50. Which of the following is true concerning an organization's stated objectives?a. They issue identical objectives to all constituents.b. Organizations typically have internal and external sets of objectives.c.They may issue different objectives to stockholders, customers, employees, and thepublic.(moderate)d. It is illegal to issue conflicting stated objectives.e. Stated objectives are usually in line with short-term actions.54. What should a person do to understand what are the real objectives of the organization?a. observe organizational member actions (moderate)b. attend a stockholders annual meetingc. read their statement of purposed. read their annual reporte. watch television news reports59. When we categorize plans as being single-use versus standing, we categorize them by______________.a. breadth.b. specificity.c. frequency of use. (easy)d. depth.e. time frame.61. Based on the information presented in the text, ______________ are short term,specific, and standing.a. operational (moderate)b. long-termc. strategicd. specifice. directional67. An organizational plan that has a 6-year time frame would be considered what type ofplan?a. operationalb. short-termc. strategicd. intermediatee. long-term (moderate)68. Strategic plans tend to include a time period of usually ______________.a. 1 year.b. 1-3 years.c. 3 years or more. (moderate)d. 5 years or more.e. at least 10 years.71. Compared to directional plans, what type of plan has clearly defined objectives?a. strategicb. single-usec. short-termd. specific (moderate)e. standing76.Planning accuracy with a high degree of environmental change tends to produce which ofthe following results?a. Planning accuracy is likely.b. Planning accuracy becomes much more important.c. Planning accuracy becomes less important.d. Planning accuracy is less likely. (moderate)e. Planning accuracy occurs in the long-run.78. A ______________ plan is a one-time plan designed to meet the needs of a uniquesituation and created in response to nonprogrammed decisions that managers make.a. single-use (easy)b. short-termc. directionald. standinge. strategic79. A small town's preparation for a visit by the President of the United States would beconsidered what type of plan?a. strategicb. directionalc. standingd. long-terme. single-use (moderate)81. A city's policy concerning skateboarding on downtown sidewalks providing guidance forpolice action would be considered what type of plan?a. standing (difficult)b. contingencyc. directionald. single-usee. strategic84. Where in the organizational hierarchy are traditional goals determined?a. front-line employeesb. team leadersc. lower-level managersd. middle managerse. top managers (moderate)89. A management system in which specific performance goals are jointly determined byemployees and their managers is known as ______________.a.management by objectives. (moderate)b.means-ends chain.c.traditional goal setting.d.management by opinions.91. Which of the following is not one of the four common elements of Management ByObjectives (MBO)?a. goal specificityb. participative decision-makingc. an explicit time periodd. a systems loop (difficult)e. performance feedback93. Management By Objectives (MBO) can be described by which of the following statements?a. an autocratic systemb. a "bottom up" systemc. a "top down" systemd. both a "top down" and a "bottom up" system (difficult)e. a static system105. According to the boxed feature, “Managing in an E-Business World,” probably the biggest change for planning in e-business is that ______________.a.the environment is more stable.b.customers are calling the shots. (moderate)c.employees are making the demands.d.only a few competitors exist.Essay Questions122. In a short essay, list and discuss the four reasons for planning.Answera.Planning establishes coordinated effort. It gives direction to managers andnonmanagers alike. When employees know where the organization or work unit aregoing and what they must contribute to reach goals, they can coordinate theiractivities, cooperate with each other, and do what it takes to accomplish thosegoals. Without planning, departments and individuals might be working at cross-purposes, preventing the organization from moving efficiently toward its goals.b.Planning reduces uncertainty by forcing managers to look ahead, anticipate change,consider the impact of change, and develop appropriate responses. It alsoclarifies the consequences of actions managers might take in response to change.Even though planning can’t eliminate change, managers plan in order to anticipatechanges and develop the most effective response to them.c.Planning reduces overlapping and wasteful activities.When work activities arecoordinated around established plans, wasted time and resources and redundancy canbe minimized. Furthermore, when means and ends are made clear through planning,inefficiencies become obvious and can be corrected or eliminated.d.Planning establishes goals or standards that are used in controlling. If managersare unsure of what they are trying to accomplish, they will be unable to determinewhether or not the goal has actually been achieved. In planning, goals and plansare developed. Then, through controlling, actual performance is compared againstthe goals, significant deviations are identified, and necessary corrective actionis taken. Without planning, there would be no way to control.(moderate)127. In a short essay, list and discuss five characteristics of well-defined goals.Answer(1) A well-designed goal should be written in terms of outcomes rather than actions.The desired end result is the most important element of any goal and, therefore, thegoal should be written to reflect this. (2) Next, a goal should be measurable and quantifiable. It’s much easier to determine if a goal has been met if it’s measurable. In line with specifying a quantifiable measure of accomplishment, (3) a well-designed goal should also be clear as to a time frame. Although open-ended goals may seem preferable because of their supposed flexibility, in fact, goals without a time frame make an organization less flexible because a manager is never sure when the goal has been met or when he or she should call it quits because the goal will never be met regardless of how long he or she works at it. (4) Next a well-designed goal should be challenging but attainable. Goals that are too easy to accomplish are not motivating and neither are goals that are not attainable even with exceptional effort.(5) Next, well-designed goals should be written down. Although actually writing downgoals may seem too time consuming, the process of writing the goals forces people to think them through. In addition, the written goals become visible and tangible evidence of the importance of working toward something. (6) Finally, well-designed goals are communicated to all organizational members who need to know the goals.Making people aware of the goals ensures that they’re “on the same page” and working in ways to ensure the accomplishment of the organizational goals.(moderate)128. In a short essay, list and discuss the five steps in the goal-setting process.Answera.Step 1: Review the organization’s mission, the purpose of the organization.These broad statements of what the organization’s purpose is and what it hopes toaccomplish provide an overall guide to what organizational members think isimportant. It’s important to review these statements before writing goals becausethe goals should reflect what the mission statement says.b.Step 2: Evaluate available resources. A manager doesn’t want to set goals thatare impossible to achieve given the available resources. Even though goals shouldbe challenging, they should be realistic. If the resources a manager has to workwith doesn’t allow for the achievement of that goal no matter how had the managertries of how much effort is exerted, that goal shouldn’t be set.c.Step 3: Determine individually, or with input from others, the goals. These goalsreflect desired outcomes and should be congruent with the organizational missionand goals in other organizational areas. These goals should be measurable,specific, and include a time frame for accomplishment.d.Step 4: Write down the goals and communicate them to all who need to know.Writing goals down forces people to think them through and also makes those goalsvisible and tangible evidence of the importance of working toward something.e.Step 5: Review results and whether goals are being met. Make changes, as needed.Once the goals have been established, written down, and communicated, a manager isready to develop plans for pursuing the goals.(difficult)129. In a short essay, list and discuss the three contingency factors that affect planning.Answera.Level in the organization–for the most part, operational planning dominatesmanagers’ planning efforts at lower levels. At higher organizational levels, theplanning becomes more strategy oriented.b.Degree of environmental uncertainty–when environmental uncertainty is high,plans should be specific, but flexible. Managers must be prepared to reword andamend plans as they’re implemented. At times, managers may even have to abandon their plans.c.Length of future commitments –the more that current plans affect futurecommitments, the longer the time frame for which managers should plan. This commitment concept means that plans should extend far enough to meet those commitments made when the plans were developed. Planning for too long or for too short a time period is inefficient and ineffective.(moderate)。

True/False QuestionsA MANAGER’S DILEMMA1.According to the boxed feature, “A Manager’s Dilemma,” Nokia was once involved in industriesranging from paper to chemicals and rubber.True (moderate)2.A ccording to the boxed feature, “A Manager’s Dilemma,” Nokia has been competing in thetelecommunications industry since 1965.False (moderate)DEFINING ORGANIZATIONAL STRUCTUREanizational design is the organization's formal framework by which job tasks are divided,grouped, and coordinated.False (difficult)4. The concept of work specialization can be traced back a couple of centuries to AdamSmith's discussion of division of labor.True (moderate)5. The degree to which tasks in an organization are divided into separate jobs is divisionof labor.True (moderate)6. Historically, many organizations have grouped work actions by functiondepartmentalization.True (moderate)7. Grouping jobs on the basis of product or customer flow is termed customerdepartmentalization.False (moderate)8.Geographic departmentalization has greatly increased in importance as a result oftoday’s competitive business environmentFalse (moderate)9. A group of individuals who are experts in various specialties and who work together isa cross-functional team.True (moderate)10. Authority is the individual's capacity to influence decisions.False (difficult)11. Authority is synonymous with responsibility.False (easy)12. Responsibility is the rights inherent in a managerial position.False (easy)13. A manager's span of control refers to the number of subordinates who can be effectively and efficiently supervised.True (moderate)14. The classical view of unity of command suggests that subordinates should have only one superior to whom they report.True (easy)15. The trend in recent years has been toward smaller spans of control.False (easy)16. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.True (moderate)17. Decentralization describes the degree to which decision making is concentrated at a single point in the organization.False (moderate)18. In the last 35 years, there has been a trend of organizations moving toward increased decentralization.True (easy)19. Appropriate organizational structure depends on four variables: the organization's strategy, size, technology, and degree of environmental uncertainty.True (difficult)20. Standardization refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.False (moderate)ORGANIZATIONAL DESIGN DECISIONS21. An organic organization tends to be characterized by high specialization, extensive departmentalization, narrow spans of control, high formalization, a limited information network, and little participation in decision-making by low-level employees.False (moderate)22. An organic organization would likely be very flexible.True (moderate)23. Innovators need the efficiency, stability, and tight controls of the mechanistic structure.False (easy)24.The relationship between organizational size and structure tends to be linear.False (difficult)25. Joan Woodward attempted to view organizational structure from a technological perspective.True (moderate)26. Woodward demonstrated that organizational structures adapted to their technology.True (moderate)firm.False (moderate)28.The strength of the functional structure is that it focuses on results.False (moderate) it is the strength of divisional structure.29.According to the text, a functional structure creates strategic business units.False (moderate)COMMON ORGANIZATIONAL DESIGNS30. Project structures tend to be rigid and inflexible organizational designs.False (easy)Multiple ChoiceA MANAGER’S DILEMMA31.According to the company profile in “A Manager’s Dilemma,” the organizationalstructure of Nokia is best described as ______________.a.mechanisticanic (moderate)c.centralizedd.formalized32.The factor contributing the most to Nokia’s success in the mobile phone industryaccording to the company profile in “A Manager’s Dilemma” is ______________.a.new product development (moderate)ernment subsidiesc.national trade barriersd.weak competition33.______________ is the process of creating an organization's structure.a. H uman resource managementb. Leadingc. O rganizing (moderate)d. Planninge. D epartmentalizationDEFINING ORGANIZATIONAL STRUCTURE34. According to the text, a(n) ______________ is the formal framework by which jobtasks are divided, grouped, and coordinated.a.mission statementb.environmental scanc.internal resource analysisanizational structure (moderate)35. Which of the following is not one of the six key elements in organizational design?a. w ork specializationb. departmentalizationc. c hain of commandd. bureaucratic design (difficult)e. s pan of control36. Work specialization is also known as ______________.a. d epartmentalization.c. s pan of control.d. formalization.e. division of labor. (easy)37. The term ______________ is used to describe the degree to which tasks in an organization are divided into separate jobs.a.work ethicsb.managerial capitalismc.social responsibilityd.work specialization (moderate)38.When did the idea of enlarging, rather than narrowing, job scope begin?a. 1950sb. 1960s (moderate)c. 1970sd. 1980se. 1990s39.Which of the following is not an example of the classical view of division of labor?a. a ssembly-line productionb. Burger Kingc. T aco Belld. TQM (moderate)e. K entucky Fried Chicken40. ______________ is the basis on which jobs are grouped in order to accomplish organizational goals.a.Departmentalization (moderate)b. Centralizationc. F ormalizationd. Coordinatione. E fficiency41. A local manufacturing organization has groups of employees who are responsible for sales, marketing, accounting, human resources, etc. These are examples of what concept?a. a uthorityb. chain of commandc. e mpowermentd. departmentalization (moderate)e. s ocial grouping42. Grouping sporting equipment in one area, men's clothing in another area, and cosmetics in a third area, is an example of what kind departmentalization?a. c ustomerb. product (easy)c. g eographicd. processe. o utcomewestern regions would be an example of ______________ departmentalization.a. p roductb. geographic (easy)c. p rocessd. outcomee. c ustomer44.Grouping activities on the basis of customer flow is ______________.a. f unctional departmentalization.b. product departmentalization.c. g eographical departmentalization.d. process departmentalization. (moderate)e. t echnological departmentalization.45. What type of departmentalization expects that each department will specialize in one specific phase of the process or product production?a. p roductb. geographicc. p rocess (easy)d. outcomee. c ustomer46. What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employers, children, and the disabled?a. p roductb. geographicc. p rocessd. outcomee. customer (moderate)47. Which of the following is not a form of departmentalization suggested by your text?a. f unctional departmentalizationb. product departmentalizationc. g eographical departmentalizationd. process departmentalizatione. technological departmentalization (difficult)48. Today's competitive business environment has greatly increased the importance of what type of departmentalization?a. g eographicb. customer (difficult)c. p roductd. processe. o utcome49. According to the text, managers are using ______________, which are groups of individuals who are experts in various specialties and who work together.a.specialized teamsb.cross-demanded teamsc.cross-functional teams (moderate)d.simple structured teams50. Which of the following is a contemporary addition to the historical view of departmentalization?a. i ncreased rigidityb. cross-functional teams (moderate)d. elimination of product departmentalizatione. a ddition of sales departmentalization51. Bringing together the company's legal counsel, research engineer, and marketing specialist for a project is an example of a(n) ______________.a. e mpowered team.b. process departmentalization.c. p roduct departmentalization.d. cross-functional team. (moderate)e. c ontinuous improvement team.52. The ______________ is the continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom.a.chain of demandb.chain of command (easy)c.demand hierarchyd.continuous design structure53. To whom a worker reports concerns which aspect of organizational structure?a.chain of command (moderate)b. departmentalizationc. p ay structured. line of commande. a uthority framework54. ______________ entitles a manager to direct the work of a subordinate.a. R esponsibilityb. Legitimate powerc. R ankd. Operating responsibilitye. Authority (moderate)55. ______________ is the obligation to perform assigned activities.a. A uthorityb. Responsibility (easy)c. C hain of commandd. Unity of commande. F ormalization56. The ______________ principle (one of Fayol’s 14 principles of management) helps preserve the concept of a continuous line of authority.a.unity of demandb.unity of command (moderate)c.demand structured.continuous demand57. Span of control refers to which of the following concepts?a. h ow much power a manager has in the organizationb. the geographic dispersion of a manager's subunits of responsibilityc. h ow many subordinates a manager can effectively and efficiently supervise (moderate)d. the number of subordinates affected by a single managerial ordere. t he amount of time it takes to pass information down through a manager's line of command58. Other things being equal, the wider or larger the span of control, the more ______________ the organizational design.a. b ureaucraticb. democraticc. e ffectived. efficient (difficult)e. c lassical59. Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have what effect on organizations?a.reduced effectiveness (difficult)b. increased turnoverc. l oss of managerial powerd. customer dissatisfactione. r igid chains of command60. An organization that spends money on maintaining a well-trained work force can expect which of the following span-of-control outcomes?a. i ncreased contempt for managementb. increased voluntary turnoverc. c entralized authorityd. less direct supervision (moderate)e. i ncreased need for managerial-level employees61. A high-tech manager who supervises the development of a new computer chip needs ______________ compared to a manager who supervises the mailing of unemployment insurance checks at the local government office.a. a bout the same span of controlb. a narrower span of control (difficult)c. a wider span of controld. a more informal span of controle. e limination of the span of control62. In general, span of control is ______________ for managers.a.increasing (easy)b. decreasingc. s taying the samed. significantly decreasinge. n o longer important63. ______________ describes the degree to which decision making is concentrated at a single point in the organization.a.Decentralizationb.Centralization (moderate)c.Transnationalismd.Cross sectional analysis64. If lower-level employees provide input or are actually given the discretion to make decisions, the organization is ______________.a. f ormalized.c. d ecentralized. (easy)d. mechanistic.e. o rganic.65. Recently, there has been a distinct trend toward ______________.a. smaller spans of control.b. decentralized decision-making. (moderate)c. d ecreased flexibility.d. emphasis on chain of command.e. m echanistic organizations.66. Which of the following factors WOULD NOT influence an organization to have a higher degree of centralization?a. E nvironment is stable.b. Company is geographically dispersed. (difficult)c. C ompany is large.d. Decisions are significant.e. O rganization is facing a crisis.67. ______________ refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.a. S tandardizationb. Centralizationc. C hain of commandd. Strategye. Formalization (moderate)68. All of the following factors indicate that a decentralized organization would be most effective EXCEPT when ______________.a. t he environment is complex.b. decisions are relatively minor.c. t he organization is facing a crisis. (difficult)d. the company is geographically dispersed.e.effective implementation of strategies depends on managers having involvement andflexibilityto make decisions.69. Which of the following factors describes an environment in which a high degree of decentralization is desired?a.Environment is complex, uncertain. (moderate)b. Lower-level managers do not want to have a say in decisions.c. D ecisions are significant.d. Company is large.e. O rganization is facing a crisis or the risk of company failure.70. The ______________ organizational structure is characterized by high specialization, extensive departmentalization, narrow spans of control and high formalization.a.mechanistic (easy)b. organicc. c ontingencye. f unctional71. Which of the following is NOT a characteristic of a mechanistic organization?a. h igh specializationb. wide spans of control (moderate)c. h igh formalizationd. limited information networke. e xtensive departmentalization72. What type of organizational form follows classical principles such as unity of command?a. o rganicb. linearc. d ecentralizedd. mechanistic (moderate)e. a dhocracyORGANIZATIONAL DESIGN DECISIONS73. Which of the following would likely be found in mechanistic organizations?a. w ide span of controlb. empowered employeesc. d ecentralized responsibilityd. few rules and/or regulationse. standardized job specialties (difficult)74. All of the following are characteristics of an organic organization EXCEPT:a.narrow spans of control. (moderate)b. cross-hierarchical teams.c. free flow of information.d. low formalization.e. cross-functional teams.75. In the early years of Apple Computers, its desire for highly proficient and creative employees who operated with few work rules was an example of what type of organization?a. b ureaucraticb. mechanisticc. v olatiled. nouvellee. organic (difficult)76. Which of the following is true concerning an organic organization's problem-response time?a. I t requires strict adherence to efficiently developed rules.b. Its speed demands clear lines of command.c.Response times are slower than mechanistic organizations, but answers tend to bemoreaccurate.d. Professional standards guide behavior. (difficult)e. T he response time is quick due to the centralized design.77. Which of the following is not one of the four contingency variables that help determine appropriate organizational structure?a. o rganizational sizeb. organizational strategyc. o rganizational technologyd. organizational age (moderate)e. d egree of environmental uncertainty78. Which of the following is an accurate statement?a.Strategy follows structure.c.Strategy and structure are not linked.d.Structure follows strategy. (moderate)e.Mechanistic and organic organizations have distinct differences in the application ofthe relationship between strategy and structure.79. Most current strategy-structure contingency frameworks tend to focus on threestrategy dimensions. These dimensions are ______________.a. r evenue maximization, customer satisfaction, and visibility.b. customer satisfaction, employee satisfaction, and ethics.c. i nnovation, cost minimization, and imitation. (difficult)d. legal considerations, profit maximization, and innovation.e. l ong-term survival, profit maximization, and customer satisfaction.80. What kind of relationship is there between organizational size and degree of mechanistic structure?a. -1.0b. unclearc. p ositive (moderate)d. bimodale. e xponential81. Joan Woodward's research was the first major attempt to view organizational structure from a ______________ perspective.a. s trategicb. contingencyc. s ized. departmentale. technological (easy)82. The three production categories that Joan Woodward divided organizations into inorder to uncover relationships between organizational structure and technology are ______________.a.unit, mass, process (difficult)b. unit, product, costc. p roduct, cost, customerd. mass, process, coste. p rocess, unit, product83. According to Woodward's studies, what type of production works best with a mechanistic structure?a. u nitb. processc. p roductd. mass (moderate)e. j ust-in-time84. Which of the following is not a characteristic that would suggest unit production wouldbe a best "fit"?a. l ow horizontal differentiationb. low vertical differentiationc. s mall-batch, custom productse. mechanistic structure (difficult)85. A characteristic that both unit production and process production have is that the most effective organizational structure for both technologies is ______________.anic. (difficult)b. mechanistic.c. a dhocracy.d. matrix.e. t eam.86. Woodward's studies generally demonstrate that organization ______________ should adapt to their ______________.a. p rocesses; environmentb. employees; leadersc. t echnologies; legal constraintsd. structures; technology (moderate)e. o utputs; resources87. Which type of environment is best suited for mechanistic organizations?a. d ynamicb. manufacturingc. s erviced. combinatione. stable (moderate)88. According to the text, all of the following are examples of the more traditional organizational designs EXCEPT:a.the simple structure.b.the functional structurec.the matrix structure (moderate)d.the divisional structure89. Which of the following is not characteristic of a simple organizational structure?a.narrow spans of control (moderate)b. low degree of departmentalizationc. c entralized decision-makingd. little formalizatione. i nformation arrangement of employeesCOMMON ORGANIZATIONAL DESIGNS90. Which of the following terms is associated with a simple organizational structure?a. e laborateb. high-complexityc. f ormald. decentralizede. flat (moderate)91. A wine store that employs six people most likely has what kind of organizational structure?a. b ureaucracyb. simple (difficult)c. f unctionald. divisionale. t eam-based92. All of the following are strengths of a simple organizational structure EXCEPT:a. I t's fast.b. It's inexpensive to maintain.c. I t's less risky. (moderate)d. Accountability is clear.93. A bureaucratic or mechanistic design may use a ______________ structure which groups similar or related occupational specialties together.a. m atrixb. functional (moderate)c. d ivisionald. geographice. t eam-based94. A ______________ structure creates strategic business units.a. m atrixb. functionalc. d ivisional (difficult)d. geographice. t eam-based95. What type of organizational structure is made up of autonomous, self-contained units?a. b ureaucracyb. simplec. f unctionald. divisional (moderate)e. t eam-based96. In what type of organizational structure is empowerment most crucial?a. b ureaucracyb. simplec. f unctionald. divisionale. team-based (easy)97. The ______________ is an organizational structure that assigns specialists from different functional departments to work on one or more projects being led by project managers.a.functional structureb.simple structurec.matrix structure (moderate)d.divisional structure98. The matrix approach violates what classical principle?a.unity of command (moderate)b. decentralizationc. c ustomer focusd. linear lines of responsibilitye. l arge spans of control99. What type of organization assigns specialists from different functional departments to work on one or more projects led by a project manager?a. c lassicalb. contemporaryc. m atrix (easy)d. evolutionarye. p roduct-based100. A ______________ organization is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure.a. t eam-basedb. boundarylessc. m echanisticd.project (moderate)e. s imple101. A ______________ organization has developed the continuous capacity to adapt and change.a. s impleb. mechanisticc. b ureaucraticd. team-basede. learning (moderate)MANAGING IN AN E-BUSINESS WORLD102. According to the boxed feature, “Manag ing in an E-Business World,” all of the following are needed for E-business to achieve the characteristic necessary for success in the digital world EXCEPT:a.high vertical, horizontal, and lateral communication.b.cross-hierarchical and cross-functional teams.c.extensive employee empowerment.d.high formalization. (moderate)103. According to the boxed feature, “Managing in an E-Business World,” ’s organizational structure is best described as ______________.a.mechanisticanic (moderate)c.formald.diagonal104. According to the boxed feature, “Managing in an E-Business World,” the ______________ organization is the concept that describes an E-business organization.a.mechanisticb.boundaryless (moderate)c.functionald.diagonal105. The important characteristics of a learning organization revolve around all of the following EXCEPT:anizational design.b.market capitalization (moderate)rmation sharing.d.leadership.e.culture.ScenariosDEFINING ORGANIZATIONAL STRUCTUREOrganizational Structure (Scenario)Michelle is a registered nurse in charge of a new unit in her hospital. She would like to have a more laid-back approach to dealing with her new staff, but the hospital demands that there are strict hierarchical levels and that all decisions must be signed off by Michelle. Sometimes this drives Michelle nuts; the constant filling out of forms, etc. She also feels that the numerous levels of hierarchy are unnecessary and place barriers between her and her staff. She isn't sure why things have to be so "organized" and is thinking about speaking with her boss to attempt changing her unit to have more flexibility and fewer rules.106. Michelle is concerned about her unit's ______________, the unit's formal framework by which job tasks are divided, grouped and coordinated.a. f ormal organizational chartb. organizational structure (moderate)c. s taffd. span of controle. c ommunication lines107. Michelle is required to sign off on all decisions, suggesting that they have a ______________ form of decision-making authority.a.centralized (moderate)b. formalc. a utocraticd. policye. s trict108. Michelle has noticed that everyone is very concerned about the ______________, the line of authority within the organization.a. r esponsibilityb. chain of command (easy)c. s pan of controld. organizational strategye. e nvironmentConsultants R Us (Scenario)Beth Ann has been hired as a consultant for XYZ Consulting, and her first assignment is to apply the work of Joan Woodward to her client, Custom Leather, Inc. Custom Leather makes expensive leather furniture.109. Woodward felt that the effectiveness of the organization would be related to the ______________ fit.a. e mployee/productb. technology/structure (moderate)c. e nvironment/processd. process/employeee. e mployee/environment______________ production.a. m assb. processc. u nit (moderate)d. environmentale. p rocedural111. If Custom Leather produces in large batches, this is termed ______________ production.a.mass (moderate)b. processc. u nitd. environmentale. p rocedural112. Custom Leather is unable to use a continuous process, or ______________ production, because leather is a unique item.a. m assb. process (moderate)c. u nitd. environmentale. p roceduralORGANIZATIONAL DESIGN DECISIONSYou Can Bank on It (Scenario)Susan's employer, Western Bank, like many others, had recently undergone decruitment in order to "right size" the organization. The Board of Directors felt that their sagging stock price could be improved with some labor cost cutting. Along with other new challenges, a problem now existed with span of control and decision-making authority. In the past, her bank's policy was that no manager should supervise more than six subordinates and only managers should make decisions for their individual units. But now, with the cuts in middle management, upper management had increased the span of control but still insisted on managerial-only decision-making. The result was that managers spent all of their time putting out fires and subordinates felt they were getting answers too slowly and wanted to start having the authority to make decisions on their own. Clearly, something had to change.113. Of the following, which is not a reason that would be consistent with Western Bank's wanting to maintain a centralized form of decision-making?a.Environment is uncertain. (moderate)b. Environment is stable.c. C ompany is large.d. Decisions are more significant.e. O rganization is facing a crisis.114. Of the following which is not a reason Western Bank would not change to a more decentralized form of decision-making?a. l ower-level managers are capable of decision-makingb. company is geographically dispersedc. d ecisions are relatively minore. l ower-level managers want a voice in decisionsORGANIZATIONAL DESIGN DECISIONS115. Susan believes that Western Bank should be highly adaptive and flexible. She would like for Western Bank to be a(n) ______________ structure.anic (easy)b. mechanisticc. f ormalizedd. technologicale. s trategic116. The contingency approach would consider all of the following variables EXCEPT the ______________.a. o rganization's strategy.b. organization's size.c. o rganization's age. (moderate)d. organization's technology.e. d egree of environmental uncertainty.Food for Thought (Scenario)Burgess owned a ToutLeMart, a store that sold food and nonfood items in a warehouse environment. He employed 350 people and had them work in very specialized areas. Some people only unloaded the pallets from the trucks or drove the pallets onto the floor, while still others unloaded the pallets in their specific area of responsibility. He had managers controlling each specific area. For example, the automotive manager was in charge of all functions; accounting, purchasing, sales, etc. This arrangement had generally worked well, but recently, he noticed that employees seemed bored and turnover and absenteeism had risen. In addition, he found that attempting to get special projects completed, such as creating their new "First-Class Customer" card, had turned into a nightmare due to the lack of cooperation and misunderstanding between the groups.117. ToutLeMart currently operates under the classical view of the division of labor. This is characterized by which of the following?a. Y ou only report to one manager.b. Employees specialize in doing part of a task. (easy)c. E mployees specialize in doing one complete task.d. People are divided according to their work interest.e. E mployees are trained to do many tasks to increase flexibility.118. The type of departmentalization practiced by ToutLeMart is best described as ______________.a.product. (moderate)b.function.c.customer.d.geographic.e.process.119. If ToutLeMart decided to reorganize their departmentalization so that one manager was in charge of accounting, one manager in charge of food stuffs, one manager in charge of nonfood items, etc., this would be described as ______________ departmentalization.a. p roductb. function (moderate)c. c ustomerd. geographice. p rocess120. If Burgess regularly put together teams made up of specialists from different areas to tackle new projects, like the "First-Class Customer" card project, these would be called ______________.a.cross-functional teams. (easy)b. quality circles.c. t otal quality management.d. special project teams.。