下载文档原格式
罗宾斯《管理学》第九版试题罗宾斯《管理学》第九版试题Chapter 10 – Organizational Structure and DesignTrue/False QuestionsA MANAGER’S DILEMMA1. According to the boxed feature, ―A Manager’s Dilemma,‖ Nokia was once involved in industries rangingfrom paper to chemicals and rubber.True (moderate)2. According to the boxed feature, ―A Manager’s Dilemma,‖ Nokia has been competing in thetelecommunications industry since 1965.False (moderate)DEFINING ORGANIZATIONAL STRUCTURE3. Organizational design is the organization's formal framework by which job tasks are divided, grouped, and coordinated.False (difficult)4. The concept of work specialization can be traced back a couple of centuries to Adam Smith's discussion ofdivision of labor.True (moderate)5. The degree to which tasks in an organization are divided into separate jobs is division of labor.True (moderate)6. Historically, many organizations have grouped work actions by function departmentalization.True (moderate)7. Grouping jobs on the basis of product or customer flow istermed customer departmentalization.False (moderate)8. Geographic departmentalization has greatly increased in importance as a result of today’s competitivebusiness environmentFalse (moderate)9. A group of individuals who are experts in various specialties and who work together is a cross-functional team.True (moderate)10. Authority is the individual's capacity to influence decisions.False (difficult)11. Authority is synonymous with responsibility.False (easy)12. Responsibility is the rights inherent in a managerial position.False (easy)13. A manager's span of control refers to the number of subordinates who can be effectively and efficientlysupervised.True (moderate)14. The classical view of unity of command suggests that subordinates should have only one superior to whom they report.True (easy)15. The trend in recent years has been toward smaller spans of control.False (easy)16. When decisions tend to be made at lower levels in anorganization, the organization is said to bedecentralized.True (moderate)17. Decentralization describes the degree to which decision making is concentrated at a single point in theorganization.False (moderate)18. In the last 35 years, there has been a trend of organizations moving toward increased decentralization.True (easy)19. Appropriate organizational structure depends on four variables: the organization's strategy, size, technology, and degree of environmental uncertainty.True (difficult)20. Standardization refers to the degree to which jobs within the organization are standardized and the extent towhich employee behavior is guided by rules and procedures.False (moderate)ORGANIZATIONAL DESIGN DECISIONS21. An organic organization tends to be characterized by high specialization, extensive departmentalization,narrow spans of control, high formalization, a limited information network, and little participation indecision-making by low-level employees.False (moderate)22. An organic organization would likely be very flexible.True (moderate)23. Innovators need the efficiency, stability, and tight controls of the mechanistic structure.False (easy)24. The relationship between organizational size and structure tends to be linear.False (difficult)25. Joan Woodward attempted to view organizational structure from a technological perspective.True (moderate)26. Woodward demonstrated that organizational structures adapted to their technology.True (moderate)27. Woodward's findings support that there is "one best way" to organize a manufacturing firm.False (moderate)28. The strength of the functional structure is that it focuses on results.False (moderate) it is the strength of divisional structure.\\\\\\\29. According to the text, a functional structure creates strategic business units.False (moderate)COMMON ORGANIZATIONAL DESIGNS30. Project structures tend to be rigid and inflexible organizational designs.False (easy)Multiple ChoiceA MANAGER’S DILEMMA31. Accordi ng to t he company profile in ―A Manager’s Dilemma,‖ the organizational structure of Nokia is best described as ______________.a. mechanisticb. organic (moderate)c. centralizedd. formalized32. The factor contributing the most to Nokia’s success in the mobile phone industry according to the company profile in ―A Manager’s Dilemma‖ is ______________.a. new product development (moderate)b. government subsidiesc. national trade barriersd. weak competition33. ______________ is the process of creating an organization's structure.a. Human resource managementb. Leadingc. Organizing (moderate)d. Planninge. DepartmentalizationDEFINING ORGANIZATIONAL STRUCTURE34. According to the text, a(n) ______________ is the formal framework by which job tasks are divided,grouped, and coordinated.a. mission statementb. environmental scanc. internal resource analysisd. organizational structure (moderate)35. Which of the following is not one of the six key elements in organizational design?a. work specializationb. departmentalizationc. chain of commandd. bureaucratic design (difficult)e. span of control36. Work specialization is also known as ______________.a. departmentalization.b. centralization.c. span of control.d. formalization.e. division of labor. (easy)37. The term ______________ is used to describe the degree to which tasks in an organization are divided intoseparate jobs.a. work ethicsb. managerial capitalismc. social responsibilityd. work specialization (moderate)38. When did the idea of enlarging, rather than narrowing, job scope begin?a. 1950sb. 1960s (moderate)c. 1970sd. 1980se. 1990s39. Which of the following is not an example of the classical viewof division of labor?a. assembly-line productionb. Burger Kingc. Taco Belld. TQM (moderate)e. Kentucky Fried Chicken40. ______________ is the basis on which jobs are grouped inorderto accomplish organizational goals.a. Departmentalization (moderate)b. Centralizationc. Formalizationd. Coordinatione. Efficiency41. A local manufacturing organization has groups of employees whoare responsible for sales, marketing,accounting, human resources, etc. These are examples of what concept?a. authorityb. chain of commandc. empowermentd. departmentalization (moderate)e. social grouping42. Grouping sporting equipment in one area, men's clothing in another area, and cosmetics in a third area, is anexample of what kind departmentalization?a. customerb. product (easy)c. geographicd. processe. outcome43. Sales responsibilities divided into the southwest, midwest, southern, northern, and western regions would bean example of ______________ departmentalization.a. productb. geographic (easy)c. processd. outcomee. customer44. Grouping activities on the basis of customer flow is______________.a. functional departmentalization.b. product departmentalization.c. geographical departmentalization.d. process departmentalization. (moderate)e. technological departmentalization.45. What type of departmentalization expects that each department will specialize in one specific phase of the process or product production?a. productb. geographicc. process (easy)d. outcomee. customer46. What kind of departmentalization would be in place in a government organization where different publicservice responsibilities are divided into activities for employers, children, and the disabled?a. productb. geographicc. processd. outcomee. customer (moderate)47. Which of the following is not a form of departmentalization suggested by your text?a. functional departmentalizationb. product departmentalizationc. geographical departmentalizationd. process departmentalizatione. technological departmentalization (difficult)48. Today's competitive business environment has greatly increasedthe importance of what type ofdepartmentalization?a. geographicb. customer (difficult)c. productd. processe. outcome49. According to the text, managers are using ______________, which are groups of individuals who areexperts in various specialties and who work together.a. specialized teamsb. cross-demanded teamsc. cross-functional teams (moderate)d. simple structured teams50. Which of the following is a contemporary addition to thehistorical view of departmentalization?a. increased rigidityb. cross-functional teams (moderate)c. enhanced centralizationd. elimination of product departmentalizatione. addition of sales departmentalization51. Bringing together the company's legal counsel, research engineer, and marketing specialist for a project isan example of a(n) ______________.a. empowered team.b. process departmentalization.c. product departmentalization.d. cross-functional team. (moderate)e. continuous improvement team.52. The ______________ is the continuous line of authority that extends from upper organizational levels to thelowest levels and clarifies who reports to whom.a. chain of demandb. chain of command (easy)c. demand hierarchyd. continuous design structure53. To whom a worker reports concerns which aspect of organizational structure?a. chain of command (moderate)b. departmentalizationc. pay structured. line of commande. authority framework54. ______________ entitles a manager to direct the work of a subordinate.a. Responsibilityb. Legitimate powerc. Rankd. Operating responsibilitye. Authority (moderate)55. ______________ is the obligation to perform assigned activities.a. Authorityb. Responsibility (easy)c. Chain of commandd. Unity of commande. Formalization56. The ______________ principle (one of Fayol’s 14 principles of management) helps preserve the concept ofa continuous line of authority.a. unity of demandb. unity of command (moderate)c. demand structured. continuous demand57. Span of control refers to which of the following concepts?a. how much power a manager has in the organizationb. the geographic dispersion of a manager's subunits ofresponsibilityc. how many subordinates a manager can effectively and efficiently supervise (moderate)d. the number of subordinates affected by a single managerial ordere. the amount of time it takes to pass information down through a manager's line of command58. Other things being equal, the wider or larger the span of control, the more ______________ theorganizational design.a. bureaucraticb. democraticc. effectived. efficient (difficult)e. classical59. Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have whateffect on organizations?a. reduced effectiveness (difficult)b. increased turnoverc. loss of managerial powerd. customer dissatisfactione. rigid chains of command60. An organization that spends money on maintaining a well-trained work force can expect which of thefollowing span-of-control outcomes?a. increased contempt for managementb. increased voluntary turnoverc. centralized authorityd. less direct supervision (moderate)e. increased need for managerial-level employees61. A high-tech manager who supervises the development of a new computer chip needs ______________compared to a manager who supervises the mailing of unemployment insurance checks at the localgovernment office.a. about the same span of controlb. a narrower span of control (difficult)c. a wider span of controld. a more informal span of controle. elimination of the span of control62. In general, span of control is ______________ for managers.a. increasing (easy)b. decreasingc. staying the samed. significantly decreasinge. no longer important63. ______________ describes the degree to which decision making is concentrated at a single point in theorganization.a. Decentralizationb. Centralization (moderate)c. Transnationalismd. Cross sectional analysis64. If lower-level employees provide input or are actually given the discretion to make decisions, theorganization is ______________.a. formalized.b. centralized.c. decentralized. (easy)d. mechanistic.e. organic.65. Recently, there has been a distinct trend toward ______________.a. smaller spans of control.b. decentralized decision-making. (moderate)c. decreased flexibility.d. emphasis on chain of command.e. mechanistic organizations.66. Which of the following factors WOULD NOT influence an organization to have a higher degree ofcentralization?a. Environment is stable.b. Company is geographically dispersed. (difficult)c. Company is large.d. Decisions are significant.e. Organization is facing a crisis.67. ______________ refers to the degree to which jobs within the organization are standardized and the extentto which employee behavior is guided by rules and procedures.a. Standardizationb. Centralizationc. Chain of commandd. Strategye. Formalization (moderate)68. All of the following factors indicate that a decentralized organization would be most effective EXCEPTwhen ______________.a. the environment is complex.b. decisions are relatively minor.c. the organization is facing a crisis. (difficult)d. the company is geographically dispersed.e. effective implementation of strategies depends on managers having involvement and flexibilityto make decisions.69. Which of the following factors describes an environment in whicha high degree of decentralization isdesired?a. Environment is complex, uncertain. (moderate)b. Lower-level managers do not want to have a say in decisions.c. Decisions are significant.d. Company is large.e. Organization is facing a crisis or the risk of company failure.70. The ______________ organizational structure is characterized by high specialization, extensivedepartmentalization, narrow spans of control and high formalization.a. mechanistic (easy)b. organicc. contingencyd. adhocracye. functional71. Which of the following is NOT a characteristic of a mechanistic organization?a. high specializationb. wide spans of control (moderate)c. high formalizationd. limited information networke. extensive departmentalization72. What type of organizational form follows classical principles such as unity of command?a. organicb. linearc. decentralizedd. mechanistic (moderate)e. adhocracyORGANIZATIONAL DESIGN DECISIONS73. Which of the following would likely be found in mechanistic organizations?a. wide span of controlb. empowered employeesc. decentralized responsibilityd. few rules and/or regulationse. standardized job specialties (difficult)74. All of the following are characteristics of an organic organization EXCEPT:a. narrow spans of control. (moderate)b. cross-hierarchical teams.c. free flow of information.d. low formalization.e. cross-functional teams.75. In the early years of Apple Computers, its desire for highly proficient and creative employees who operatedwith few work rules was an example of what type of organization?a. bureaucraticb. mechanisticc. volatiled. nouvellee. organic (difficult)。
（完整版）罗宾斯《管理学》内容概要,中英文对照罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。
管理者在不同的组织中进行着不同的工作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。
•Chapter 1 Management•TRUE/FALSE QUESTIONS• 1.Whereas effectiveness is concerned with the means of getting things done, efficiency is concerned with the ends, or the attainment of organizational goals.• 2.When managers meet organizational goals, they are efficient and effective.• 3.Mintzberg’s resource allocation role is similar to Fayol’s planning function.• 4.Coaching and budgeting are skills closely related to the management function of leading.MULTIPLE-CHOICE QUESTIONS5．Organizing includes _____________.a. defining organizational goalsb. hiring organizational membersc. motivating organizational membersd. determining who does what tasks6.Which of the following is not an example of an interpersonal role according to Mintzberg? • a. figurehead• b. leader• c. liaison• d. spokesperson7.Technical skills include _______________.• a. knowledge of and efficiency in a certain specialized field• b. knowledge of and proficiency in a certain specialized field• c. knowledge of and interest in a general field of endeavor• d. skill in and proficiency in a certain specialized field8.Which one of the following phrases is best associated with managerial conceptual skills? • a. decision making• b. communicating with customers• c. using information to solve business problems• d. product knowledge9.Which of the following types of skills are described with terms such as abstract situations and visualization?• a. interpersonal• b. human• c. technical• d. conceptual10.A deliberate arrangement of people to accomplish some specific purpose is• a. a structure.• b. a process.• c. an organization.• d. an assembly operation.••Answer••1(7).(False; difficult; p. 8)•2(10).(False; difficult; p. 8)•3(17).(True; difficult; p. 11)•4(24).(False; difficult; p. 13)5(55).(d; difficult; p. 9)•6(68).(d; difficult; p.11)•7(78).(b; difficult; p. 12)•8(81).(c; moderate; 13)•9(80).(d; moderate; p. 12)•10(86).(c; difficult; p. 16)Chater 6True/False Questions1. A decision criterion defines what is relevant in a decision.2.One assumption of rationality is that we cannot know all of the alternatives.3.A policy is an explicit statement that tells a manager what he or she ought or ought not to do.4.A decision criterion defines what is relevant in a decision.5.Nonprogrammed decisions are unique and nonrecurring.MULTIPLE-CHOICE QUESTIONS6.Decision making is (simplistically) typically described as which of the following?a. deciding what is correctb. putting preferences on paperc. choosing among alternativesd. processing information to completion7.The process of selecting decision criteria is accomplished by ________________.a. massaging the data that will support a given decisionb. flipping a coin to produce a 50-50 chance of being rightc. determining what is relevant in making the decisiond. examining the difference in the opportunities available8.The final step in the decision-making process is to _______________.a. pick the criteria for the next decisionb. reevaluate the weightings of the criteria until they indicate the correct outcomec. evaluate the outcome of the decisiond. reassign the ratings on the criteria to find different outcomes9.To determine the _____________, a manager must determine what is relevant or important to resolving the problem.a. geocentric behavior neededb. number of allowable alternativesc. weighting of decision criteriad. decision criteria10.In allocating weights to the decision criteria, which of the following is helpful to remember?a. All weights must be the same.b. The total of the weights should sum to 1.0.c. Every factor criterion considered, regardless of its importance, must receive some weighting.d. Assign the most important criterion a score, and then assign weights against that standard.Chapter 8 Strategic ManagementTRUE/FALSE QUESTIONS1.The final step in the strategic management process is implementing the objectives.2.A stability strategy is developed when management decides it will remain profitable bymaintaining the status quo in a rapidly changing external environment.3.If Burger King were to buy out Mom and Pop’s Burgers, Burger King would be growing byvertical consolidation.4.The BCG matrix evaluates SBUs to identify which SBUs offer high potential and whichdrain organizational resources.5.According to Porter’s competitive strategies framework, the cost leadership strategy wouldresult in the best quality product at a justifiable cost.MULTIPLE-CHOICE QUESTIONS6.In the first step of strategic management, identifying the current strategies and goalsprovide ___________.a. a foundation for planningb. measurable performance targets for employeesc. a basis to determine if the goals need to be changedd. all of the above7. ___________ strategy determines what businesses an organization should be in.a. Business-levelb. Organizationalc. Operational-leveld. Corporate-level8.When an organization attempts to combine with other organizations in different and disassociated industries, the strategy is known as a _____________ strategy.a. unrelated diversificationb. horizontal integrationc. vertical integrationd. stability9.If United Airlines merged with Northwest Airlines, this would be an example of what kindof grand growth strategy?a.horizontal integrationb.acquisitionc. expansiond. vertical integration10. 67. Which of the four business groups in the corporate portfolio matrix has low growthand high market share?a. question marksb. dogsc.cash cowsd.stars11. Differentiation as a strategy requires a firm to ___________.a. aggressively search out efficiencies to maintain the lowest cost structureb. be unique in its product offeringc. aim at a cost advantage in a niche marketd. aim to be similar to its competition in all operations12. Cost leadership as a strategy requires a firm to ____________.a. aggressively search out efficiencies to maintain the lowest cost structureb. be unique in its product offeringc. aim at a cost advantage in a niche marketd. aim to be similar to its competition in most operations13. A focus strategy requires that a firm have ___________.a. sustained capital investment and access to capitalb. strong marketing abilitiesc. strong basic research skillsd. a reputation for quality or technological leadership14. In Michael Porter’s five forces model of competition, _______________ is determined bythe height of barriers to entry, such as economies of scale and brand loyalty.a. threat of substitutesb. threats of new entrantsc. bargaining power of buyersd. bargaining power of suppliers15. In Michael Porter’s five forces model of competition, _______________ is determined bythe degree of supplier concentration and substitute inputs.a. threat of substitutesb. threat of new entrantsc. bargaining power of buyersd. bargaining power of suppliers16. In Michael Porter’s five forces model of competition, _______________ isdetermined by the industry growth rate, increasing or falling demand, andproduct differences.a. threat of substitutesb. threats of new entrantsc. bargaining power of buyersd. existing rivalry17.Switching costs and buyer loyalty are examples of strategic forces that determine the____________.a. threat of substitutesb. threats of new entrantsc. bargaining power of buyersd. bargaining power of suppliers18.To a degree, an organization’s commitment to quality and continuous improvement candifferentiate it from competitors, but constant improvement and reliability of an organization’s products and/or services may result in a competitive advantage tha t is _________.a. weightedb. sustainablec. conservatived. uncertain19. An example of ________________ is when an organization possesses a characteristic thatsets itself apart from competitors, and this gives the firm a distinct edge.a. core competenceb. competitive powerc. legal proprietyd. competitive advantage20. Industry growth rate, increasing or falling demand, and product differences are factorsthat represent which of the following competitive forces, according to Porter?a. threat of new entrantsb. threat of substitutesc.bargaining power of buyersd.existing rivalrySCENARIO QUESTIONSFor each of the following choose the answer that most completely answers the question.21. Casey begins outlining her 5-year career goals. These should include ____________.a. the type of job she would like to haveb. how many people she would like to be managingc. the salary she would like to be makingd. all of the above22. 104. Before Colleen can purchase her competitor’s business, she finds another businessopportunity in a supplier who sells her wheels for lawnmowers. This would serve her as a(n) ____________.a. unrelated diversificationb. horizontal integrationc. vertical integrationd. related diversification23. Un Taco Pequeno (Scenario)Imagine that you are the president of Taco Rocket, a new and successful chain of 100 Mexican fast-food restaurants. The success you have experienced in the last 5 years has you thinking of what to do with the business next. Should you expand the business at the current rate? Open new and different restaurants? What?23(1) Because of the good profits and a fear of growing too fast, you decide to keep Taco Rocket in the same business and do not change the menu, hoping to retain the same market share and return-on-investment record. This would be considered a ______________ strategy.a.stabilityb.growthc. combinationd. diversification23(2) If you decided to purchase a local five-store hardware chain because it was a good investment, this would be an example of _____________.a. a lateral growth strategyb. a combination purchasec. related diversificationd. unrelated diversification23(3) If you decided to concentrate on Taco Rocket’s primary business, only increasing the menu to include new items such as enchiladas and rice bowls, this would be an example of what type of growth strategy?teral growthb.horizontal integrationc.concentrationd.related diversification23(4) You’ve decided to purchase a controlling interest in a chain of Oriental fast-food restaurants, called Honk Kong Fooey. However, you have decided to change the name of the chain to the Shanghai Grill. This move is most representative of what type of growth strategy?teral growthb.horizontal integrationc.unrelated diversificationd.related diversification23(5)Your oldest supplier, Zorro Distributors, is a family-owned firm. Recently, the firm’s president, Diego De La Vega, made the decision to retire. Tohis disappointment, none of his five children stepped forward to take hisplace at the helm of the firm. Sr. De La Vega is concerned that if he sellshis company to a larger distributor, many of his employees will lose theirjobs. You approach your old friend with a generous offer to buy Zorro andcontinue its current operations. Should your offer be accepted, TacoRocket would be undertaking ___________.teral growthb.unrelated diversificationc.forward vertical integrationd.backward vertical integration28El Taco Grande (Scenario)It is now 10 years later (see previous scenario) and, as the original owner of Taco Rocket, you have seen your business holdings grow substantially. The number of stores you own and franchise has grown by 200 percent and you own a number of companies in related and unrelated areas.28(1) You now need to decide how to best manage and utilize the large number of assets represented by the numerous companies you own. For each SBU, managers must create a __________ strategy to determine how your corporation should compete in each of its businesses.a.corporate-levelb.business-levelc.functional-leveld.tactical28(2)Another purchase you made was to acquire a local coffee-cart chain with 30 locations around the city. You don’t see it growing very much, but then, it doesn’t cost much to operate. BCG would label this venture a _____________.a. cash cowb. starc. question markd. dog28(3) You called the Boston Consulting Group (BCG), and they have provided you with some advice based on their famous corporate portfolio matrix. Your oldest holding, Taco Rocket, has not grown much in recent years, but due to low debt, generates a huge amount of cash. According to BCG, Taco Rocket would be considered a ____________.a. cash cowb. starc. question markd. dogChapter 10 Organizational Structure and DesignTRUE/FALSE QUESTIONS1.Authority is the individual’s capacity to influence decisions.2. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.3.Matrix structure is an organizational structure that assigns specialists from different functionaldepartments to work on one or more projects led by project managers.4. Traditional organizational designs include the simple structure, the functional structure, and the divisional structure.5. An organic organization would likely be very flexible.MULTIPLE-CHOICE QUESTIONS6. Organizational design is based on decisions about ____________.a. work specialization and departmentalizationb. chain of command and span of controlc. centralization and decentralizationd. all of the above7.Today’s competitive business environment has greatly increased the importance of whattype of departmentalization?a. geographicb. customerc. productd. process8.The degree to which jobs are standardized and guided by rules and procedures is called______________.a. work specializationb. centralizationc. decentralizationd. formalization9.A _____________ design is not limited to horizontal, vertical, or external boundaryimposed by a conventional structure.a. learning organization’sb. threatened organization’sc. functionald. boundaryless organization’s10.A ______________ organization consists of a small core of full-time employees andtemporarily hires outside specialists to work on emergent opportunities.workb.virtualc.modulard.learningSCENARIO QUESTIONSFor each of the following choose the answer that most completely answers the question.Paul Abdul Oil Corporation (PAOC) began as a relatively small, oil company. However, through the years it has grown to become an international corporation.11.. The original entrepreneurial venture consisted only of Mr. Abdul and a few employees. It was an informal organization, and everyone reported to Mr. Abdul. This is best described as a ________ structure.a. simpleb. functionalc. divisionald. matrix12. A sharp rise in oil prices helped PAOC’s business expand. Abdul concluded that itwas impractical and inefficient for all decisions to continue flowing through his office.He granted his key subordinates the authority and responsibility to manage others within their areas of specialty. This organizational structure is best described as a ____________ organizational structure.a. simpleb. functionalc. divisionald. matrix13. Paul Abdul decided to purchase an oil drilling supply company, located in a newcountry. The purchase of this company was classified as a related diversification, but distance and the new product line suggested that this newly purchased organization continue to be operated as a separate company. In beginning a new phase in the history of Paul Abdul Oil Corporation, a _________ structure should be implemented to allow the company to continue to grow.a. simpleb. functionalc. divisionald. matrix14. As PAOC continues to grow, a highly trained group of managers and analysts hasdeveloped at corporate headquarters. This group is highly adaptive in its structure.Members of this group do not have standardized jobs, but are empowered to handle diverse job activities and problems. This group of employees is said to have a(n) ___________ structure.a. simpleb. divisionalc. functionald. organic15. To deal with the workload in an effective manner, PAOC’s executive managementgroup assigns specialists from the different functional departments to work on one or more work groups that are led by project managers. This popular contemporary design is called a ___________ structure.a. matrixb. divisionalc. functionald. organic16. Mr. Abdul realizes that his company is taking on a life of its own and he wants to allowpeople from all levels to work together in teams. This view grows to include employees working actively with external agencies. This organizational design does not have a predefined structure and is referred to as a (n) _________.a. learning organizationb. threatened organizationc. functional structured. boundaryless organization17. Twenty years after founding PAOC, Abdul decides he is approaching retirement. Hewants PAOC to develop the capacity to adapt itself and change because each member will take an active role in identifying and resolving work-related issues. Abdul wants the firm to become a ______________.a. learning organizationb. threatened organizationc. functional structured. boundaryless organization18. Several years after the retirement of Mr. Abdul, management at PAOC decided to selloff its oil exploration and drilling supply holdings, and instead focus on the moreprofitable distribution end of the business. In conjunction with this decision,management decided to outsource most of its noncore functions, such as accounting,payroll, and human resources. These moves are consistent with what type ofcontemporary organizational design?a. a virtual organizationb. a network organizationc. a modular organizationd. a matrix organization。
Management Glindex(Stephen P. Robbins & Mary Coulter)(Eighth Edition)（英汉对照）管理学原理双语组编写2007年3月Chapter 1 Management and Organizations1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .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目标的目的。
2、First-line managers :基层管理者Managers at the lowest level of the organization who manage the work of nonmanagerial e mployees who are involved With the production or the organization’s products是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者3、Middle managers :中层管理者Mangers between the first-line level and the top level of the organization who manage the work of first-line managers处于基层和高层之间，管理着基层管理者。
4、Top manager :高层管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.处于或接近组织顶层，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。
管理学第一章管理与组织学习导览一、管理者是谁？It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others.解释管理者与非管理的雇员有什么不同？Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them.组织中的管理者如何分类？In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles.(1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson.(2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager.(3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson.二、管理是什么？Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely.解释为什么对管理来说效率和效力是重要的。
