管理学原理英文第三章练习

Chapter 1 – Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to as "doing things right."True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less important as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_____________ are organizational members who integrate and coordinate the work of others.a. Managers (easy)b. Team leadersc. Subordinatesd. Operativese. AgentsTypically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.a. team leadersb. middle managersc. first-line managersd. top managers (easy)e. subordinates_____________ distinguishes a managerial position from a nonmanagerial one.a. Manipulating othersb. Concern for the lawc. Increasing efficiencyd. Coordinating and integrating others' work (moderate)e. Defining market shareWhich of the following is NOT an example of a decisional role according to Mintzberg?a.spokesperson (moderate)b.entrepreneurc.disturbance handlerd.resource allocatore.negotiatorWhich of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work?a.human skillsb.technical skills (easy)c.conceptual skillsd.empirical skillsUnderstanding building codes would be considered a _____________ skill for a building contractor.a. humanb. technical (easy)c. conceptuald. empiricale. functionalWhich of the following phrases is best associated with managerial conceptual skills?a. decision-making (easy)b. communicating with customersc. motivating subordinatesd. product knowledgee. technical skillsAccording to the text, _____________ are not influenced by and do not interact with their environment.a.open systemsb.closed systems (easy)c.flextime systemsd.reverse systemse.forward systemsThe _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.a. systems (moderate)b. contingencyc. conceptuald. functionale. environmentalWhich of the following best describes the concept that management is needed in all types and sizes of organizations,at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located in?a.the partiality of managementb.the segmentation of managementc.the universality of management (moderate)d.the cultures of managementScenarios and QuestionsThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?a. Herzbergb. Skinnerc. Mintzberg (easy)d. Fayole. MaslowWhen Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?a. leader (difficult)b. figureheadc. monitord. disturbance handlere. spokesperson114. What role was Don performing when he gave the plant tour to the newspaper reporter?a. monitorb. figureheadc. disseminatord. spokesperson (difficult)e. resource allocator115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?a. monitorb. disseminatorc. resource allocator (moderate)d. disturbance handlere. figureheadEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera.Efficiency refers to getting the most output from the least amount of inputs. Because managers deal withscarce inputs—including resources such as people, money, and equipment—they are concerned with theefficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees makebody braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasingthe amount of time to manufacture products, and lowering product reject rates. From this perspective,that is, not wasting resources.efficiency is often referred to a s “doing things right”—that is, those work activities that will help theb.Effectiveness is often described as “doing the right things”—organization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals werepursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions of management.Answera.Planning –involves the process of defining goals, establishing strategies for achieving those goals, anddeveloping plans to integrate and coordinate activities.anizing – involves the process of determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and where decisions are to be made.c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select themost effective communication channel, or deal in any way with employee behavior issues, they are leading.d.Controlling – to ensure that work is going as it should, managers must monitor and evaluate performance.The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.Answera.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organizationb.Human skills –involve the ability to work well with other people both individually and in a group.Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at alllevels of management.c.Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstractand complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broaderenvironment. These skills are most important at the top management levels.(moderate)Chapter 2 – Management Yesterday and TodayTrue/FalseAccording to Adam Smith, division of labor was an important concept.True (easy)In the Industrial Revolution, machine power began substituting for human power.True (easy)“Principles of Scientific Management” was written by Frederick Taylor.True (moderate)Frank Gilbreth’s best-known contribution to scientific management concerned selecting the best worker.False (moderate)。

管理学原理英文第三章练习Chapter Three: Foundations of PlanningTrue/False1. Planning is concerned with defining an organization’s goals and objectives and how tointegrate and coordinate activities.(True; Easy; p. 88)2. In informal planning, the organization's objectives are rarely verbalized.(True; Moderate; p. 88)3. Planning is exactly what is needed in order to more effectively manage a chaoticenvironment.(True; Moderate; p. 89)4. Without planning, there can be no effective control.(True; Moderate; p. 89)5. In informal planning, the organization's objectives are written down and communicatedto employees.(False; Moderate; p. 88)6. Planning minimizes waste and redundancy.(True; Easy; p. 89)7. Uncertainty and change produce a need for more effective planning in today’sbusiness environment.(True; Moderate; p. 89)8. Planning can completely replace the need for intuition and creativity.(False; Moderate; p. 89)9. Strategic plans describe how an organization’s overall objectives are to be achieved. (False; Easy; p. 92)10. Short-term plans describe how an organization’s overall objectives are to be achieved. (False; Easy; p. 93)11. Long term plans describe what an organization plans to do within the next two to threeyears.(False; Easy; p. 93)12. Well-thought out formal plans eliminate the need to rely on intuition and creativity.Apple Computer is a prime example of this concept.(False; Moderate; p. 93)13. Organizations with formal plans will always outperform those organizations withoutformal plans.(False; Challenging; p. 91)14. Tactical plans form a basis for strategic plans.(False; Challenging; p. 92)15. It appears that specific plans are always preferable to directional, or loosely guidedplans, because specific plans have clearly defined objectives.(True; Easy; p. 93)16. Standing plans are flexible plans, with clearly defined objectives and that leave noroom for misinterpretation.(False; Moderate; p. 94)17. The objectives in MBO should be concise statements of financial accomplishments. (False; Easy; p. 94)18. MBO uses goals to control employees.(False; Challenging; p. 94)19. Feedback favorably affects performance.(True; Moderate; p. 96)20. An organization's objectives and strategies define its purpose.(False; Moderate; p. 99)21. Identifying the scope of an organization's products or services will force it to define itsmission.(False; Challenging; p. 99)22. In order to fulfill the grand strategy, managers will seek to position their units so thatthey can gain a relative advantage over their competition.(True; Challenging; p. 105)23. Porter's three competitive strategies are cost-leadership, price-leadership, and niche. (False; Moderate; p. 105)24. A project is an example of a single-use plan.(True; Moderate; p. 94)25. SWOT analysis determines the primary threats and opportunities an organization faces.(True; Easy; p. 102)26. A SWOT analysis consists of four key steps.(False; Easy; p. 102)27. The grand strategies are growth, differentiation, stability, and combination strategies. (False; Easy; p. 103)28. A differentiation strategy is a strategy that an organization follows when it wants to establish a competitive advantage in a narrow market segment.(False; Challenging; p. 105)29. A combination strategy is a strategy that an organization follows when it wants to be unique in its industry within a broadmarket segment.(False; Challenging; p. 105)30. Reducing the size, scope or number operational units usually in a decliningenvironment is known as reengineering.(False; Challenging; p. 104)31. Reducing the size, scope or number operational units usually in a declining environment is known as a retrenchment strategy.(True; Challenging; p.104)32. How do we overcome the challenge of scanning a global business environment? Oneway is for management to subscribe to news services that review newspapers andbooks from around the globe and provide summaries to client companies. (False; Challenging; p. 106)33. Strengths that represent unique skills or resources that can determine anorganization's competitive edge are called its core competency.(True; Moderate; p. 102)34. A strong culture may act as a significant barrier to acceptance of change.(True; Moderate; p. 102)35. SWOT stands for strengths, weaknesses, opportunities, and threats. The S and Wrefer to the strengths and weaknesses of the current and future economy. (False; Easy; p. 102)36. The typical growth strategies include direct expansion, new product development,quality improvement, or diversifying—merging with or acquiring other firms. (True; Moderate; p. 103)37. The evidence suggests organizations should have formal plans.(True; Easy; p. 89)38. Organizations with formal plans will always outperform those organizations withoutformal plans.(False; Challenging; p. 91)39. Directional plans provide focus, but do not lock managers into specific objectives orspecific courses of action.(True; Moderate; p. 93)Multiple Choice Questions40. The _____ of RJ Nabisco is “to meet th e needs of consumers through innovativemarketing and manufacturing of healthful, good-tasting products that contribute to ahealthy lifestyle and consumer well-being around the world, yielding above-averagereturns over time and for our shareholders.”a. tactical planb. missionc. strategic pland. environmental plan(B; Easy; 99)41. Which of the following is not included in the definition of planning?a. Define the organization’s objectives or goals.b. Establish an overall strategy for achieving these objectivesor goals.c. Allocate resources and develop a chain of communication.d. Develop a hierarchy of plans to integrate and coordinate activities.(c; Moderate; p. 88)42. When objectives are not written down or rarely verbalized, and the planning is generaland lacks continuity, which of the following types of planning is used?a. environmental planningb. economic planningc. informal planningd. formal planning(c; Moderate; p. 88)43. When planning involves specific objectives (covering a period of years) that are thenwritten down and made available to organization members with specific actionprograms for achieving the goal, which of the following types of planning was used?a. environmental planningb. economic planningc. informal planningd. formal planning(d; Moderate; p. 88)44. In what order should plans be developed?a. Mission, operational, strategic, and tacticalb. Strategic, tactical, mission, and operationalc. Mission, tactical, strategic, and operationald. Mission, strategic, tactical, and operational(d; Moderate; p. 88)45. _____ clarifies the consequences of actions managers might take in response tocontinual change.a. Controllingb. Organizingc. Leadingd. Planning(d; Moderate; p. 89)46. Which of the following is an argument against formal planning?a. Planning focuses on the future.b. Planning may create rigidity.c. Planning replaces creativity.d. Planning ignores prior successes.(b; Moderate; pp. 89-90)47. Once a plan is established, it should always bea. followed.b. changed.c. flexible.d. long term.(c; Moderate; p. 90)48. The organizational formality of Apple Computer ultimately led toa. a successful organization.b. hampered creativity.c. increased vision.d. increased market share.(b; Challenging; p. 90)49. Which of following is not one of the reasons why managers should engage in planningas that was stated in the text?a. Planning reduces cost.b. Planning minimizes waste and redundancy.c. Planning provides direction.d. Planning facilitates control.(a; Moderate; p. 89)50. Which of the following is not an argument that has been made against formal planning?a. cannot be developed for a dynamic environmentb. cannot replace creativity and intuitionc. takes too much time and staff resourcesd. focuses mostly on today’s competition(c; Moderate pp. 89-90)51. _____ plans specify the details of how an organization or business will achieve itsobjectives.a. Strategicb. Tacticalc. Long-termd. Operational(b; Moderate; p. 92)52. Planning cana. provide guidance and direction.b. minimize waste and redundancy.c. provide standards to facilitate controld. All of the above.(d; Moderate; p. 89)53. Successful plans may providea. a false sense of security.b. only success.c. increased awareness of the environment.d. increased awareness of change.(a; Challenging; p. 91)54. In those organizations where formal planning did not lead to higher performance, theculprit was which of the following?a. competitionb. marketing planc. managementd. environment(d; Moderate; p. 92)55. Plans that apply to the entire organization, establish the organization's overallobjectives, and seek to position the organization in terms of its environment are called _____ plans.a. operationalb. tacticalc. strategicd. single-use(c; Moderate; p. 92)56. _____ plans are differentiated by their breadth.a. Directional and specificb. Single use and standingc. Strategic and tacticald. Long-term and short-term(c; Moderate; p. 92)57. Which of the following is not a popular way to describe plans?a. breadthb. time framec. specificityd. environmental focus(d; Moderate; p. 92)58. _____ specify how overall objectives are to be achieved.a. Operational plansb. Tactical plansc. Strategic plansd. Single-use plans(b; Moderate; p. 92)59. Tactical and strategic plans differ in all of the following ways excepta. time frame.b. scope.c. known set of organizational objectives.d. environmental effects.(d; Moderate; p. 92)60. Which of the following is an argument against formal planning?a. Planning focuses on the past.b. Planning may create rigidity.c. Planning cannot replace creativity.d. All of the above.(d; Moderate; p. 91)61. Strategic plans includea. the formulation of objectives.b. financial information.c. participation from all levels.d. benchmarking.(a; Moderate; p. 92)62. _________ plans have the broadest organizational focus and the longest time frame.a. Tacticalb. Strategicc. Directionald. Operational(b; Moderate; p. 92)63. The greater the uncertainty, the more plans should be of the _____ variety.a. long-termb. short-termc. intermediate in lengthd. rigid(b; Challenging; p. 93)64. When uncertainty is high and management must maintain flexibility, which of thefollowing types of plans are preferable?a. long-term plansb. no plansc. directional plansd. specific plans(c; Moderate; p. 93)65. Which type of plan is used to meet a particular or unique situation?a. tactical planb. operational planc. single-use pland. standing plan(c; Easy; p. 94)66. _____ plans have clearly defined objectives.a. Directionalb. Flexiblec. Specificd. Standing(c; Moderate; p. 93)67. At Quest Diagnostics, a Medical Blood Testing Company, every test must beperformed in exactly the same way to meet Federal Health and Regulatory Guidelines.The plans for conducting these tests are called _________ plansa. tacticalb. strategicc. standingd. project(c; Moderate; p. 94)68. MBO links objectives at one level to which of the following?a. top managementb. middle managementc. first-line managementd. the next level(d; Moderate; p. 95)69. MBO makes objectives _____ by devising a process in which they cascade downthrough the organization.a. operationalb. realisticc. strategicd. directional(a; Easy; p. 94)70. Which of the following is not a step in objective setting?a. Specify deadlines.b. Allow the employee to actively participate.c. Link rewards to effort.d. Prioritize goals.(c; Challenging; p. 97)71. When Maria Murdock assists her employees with setting objectives, she establishesspecific and challenging goals for each key task. Which of the following would she not advise employees to do?a. Specify the target for the employee to hit.b. Specify the goal when the employee cannot think of anything.c. Specify the deadlines for each goal.d. Identify the level of performance expected of each employee.(b; Moderate; p. 897)72. Each MBO objective must havea. a percentage change specified.b. a concise time period.c. a reference to quality.d. a specified dollar amount.(b; Moderate; p. 96)73. What types of goals produce higher levels of output?a. goals of moderate difficultyb. generalized goals such as "do your best"c. specific, hard goalsd. easy goals(c; Moderate; p. 96)74. MBO advocates participative goal setting. Research comparing participative set andassigned goals on performancea. shows consistently higher performance with participatively set goals.b. shows consistently lower performance with participatively set goals.c. has not shown any strong or consistent relationships.d. has been biased by the researchers.(c; Challenging; p. 97)75. Which of the following is not an ingredient in MBO programs?a. goal specificityb. participative decision makingc. performance feedbackd. general time period(d; Moderate; p. 96)76. Managers can overcome the criticisms of management by objectives bya. ensuring that employees have multiple goals.b. treating MBO as a single-event activity.c. punishing employees who fail to achieve goals.d. rewarding employees for setting easy goals.(a; Moderate; p. 98)77. Managers should treat MBO as an ongoing activity, which means that goals should beregularly reviewed and _____.a. rewardedb. scrappedc. updatedd. delegated(c; Moderate; p. 98)78. The Director of Marketing at Warner Publications sends out a broad, flexible plan thatsets out the guidelines and targets for sales every year. This plan is called a_____________ plan.a. tacticalb. strategicc. directionald. standing(c; Moderate; p. 93)79. A project plan is an example of a(n)________plan.a. tacticalb. operationalc. standingd. single-use(d; Challenging; p. 94)80. Which of the following is not a component of the MBO process?a. Objectives are determined jointly by subordinates and supervisorb. Progress towards objectives is reviewed every three months.c. Employees are given ratings based on reaching specific targetsd. Rewards are based on progress towards achieving objectives.(c; Challenging; p. 94)81. Which of the following is not one of the steps to follow in setting objectives foremployees?a. Encourage active employee participation.b. Link rewards to achievement of goals.c. Establish a specific and accurate measurement system.d. Prioritize goals in terms of importance and difficulty.(c; Moderate; p. 97)82. Studies have supported the premise that companies that plan strategicallya. have no better financial measurements than those without plans.b. have better financial measurements than those without plans.c. have more satisfied employees than those without plans.d. have less satisfied employees than those without plans.(b; Moderate; p. 98)83. Which of the following is a nine-step process that involves strategic planning,implementation, and evaluation?a. decision-making processb. strategic management processc. tactical management processd. long-range planning process(b; Moderate; p. 99)84. In which step of the strategic management process does an organization find out whatits competition is doing, what legislation is pending, and what customers desire?a. Step 1: identify the organization's current mission, objectives, and strategies.b. Step 2: analyze the environment.c. Step 3: identify opportunities and threats.d. Step 4: analyze the organization's resources.(b; Moderate; p. 99; Ex. 3-5)85. The owner of a chain of supermarkets sets a goal of opening up ten new stores in newlocations within the next six years. This is a _______ plan?a. short-rangeb. standingc. long ranged. directional(c; Moderate; p. 98)86. In environmental SWOT analysis, the external organizational position is analyzedaccording to itsa. strengths and weaknesses.b. opportunities and weaknesses.c. strengths and threats.d. opportunities and threats.(d; Moderate; p. 102)87. The starting point in strategic management process is usuallya. analyzing current mission, strategies and objectives.b. identifying opportunities and threats.c. conducting an environmental scan.d. identifying opportunities and weaknesses.(a; Moderate; p. 99)88. The importance of environmental scanning (outside of national security agencies) wasfirst recognized by firms in the _____ industry.a. televisionb. advertisingc. computerd. life insurance(d; Moderate; p. 100)89. A fast growing area of environmental scanning isa. competitive intelligence.b. human resource planning.c. global positioning.d. demographic analysis.(a; Easy; p. 100)90. In conducting a SWOT analysis, a company’s ____________ are examined byquestions about internal resources and skills possessed by the company.a. competenciesb. strengthsc. capabilitiesd. opportunities(b; Moderate; p. 102)91. Krispy Kreme has a distribution network that allows fresh doughnuts to be transportedto convenience stores, and supermarkets. Krispy Kreme outlets before dawn so thatconsumers can enjoy them. This is a unique source of competitive advantage forKrispy Kreme known as a(n)_________.a. organizational strengthb. core competencyc. organizational capabilityd. strategic opportunity(b; Challenging; p. 102)92. After analyzing and learning about the environment, management needs to evaluateopportunities and threats. Opportunities area. internal resources.b. unmet needs.c. positive external environmental factors.d. internal competitive strategies.(c; Moderate; p. 101)93. Which of the following is not true about strong organizational culture?a. It is difficult for management to convey to new employees the organization's corecompetency.b. It may act as a barrier to change.c. Almost all employees have a clear understanding of what the organization is about.d. It is difficult to change.(a; Moderate; p. 102)94. Which of the following is not one of the grand strategies?a. growthb. stabilityc. retrenchmentd. cost-leadership(d; Moderate; p. 103)95. Tim's Company is analyzing the technology that allows it to produce wirelesscommunication equipment for less money. This technological breakthrough for Tim'sCompany is which of the following?a. strengthb. weaknessc. opportunityd. threat(c; Moderate; p. 102)96. When Northwest Airlines began serving its own in-flight meals, which of the followingstrategies was it pursuing?a. growthb. stabilityc. retrenchmentd. combination(a; Challenging; p. 103)97. Larry's Company is in the process of buying a smaller competitor and incorporatingthat company's resources into his business. This is an example of which of thefollowing types of strategies?a. mergerb. stabilityc. retrenchmentd. acquisition(d; Moderate; p. 103)98. The fact that The Nordstrom Company has a very strongculture that embraces serviceand customer satisfaction makes it also difficult to create change; this is an example of the fact that culture can be ____________.a. a source of competitive advantageb. critical resourcec. a core competencyd. Both a strength and a weakness.(d; Moderate; p. 102)99. NUCOR is so efficient in its steel production and casting processes that it is the onlyU.S. steel producer that regularly exports its products directly to Japan. This is anexample of NUCOR’sa. organizational capability.b. strategic opportunities.c. core competency.d. competitive advantage.(c; Moderate; p. 102)100. There are many healthcare products manufacturers. Forrest Labs Drug Company manufactures only personal hygiene products. It markets such products deodorant,body powder, body creams, and exfoliates. Because it only stocks body care andpersonal hygiene products, it is using a(n) _____ strategy.a. prospectingb. emergentc. focusd. cost leadership(c; Moderate; p. 105)101. Strategy formulation involves__________.a. developing and evaluating a set of alternative strategiesb. evaluating a set of alternative strategies and selecting the best for each levelc. selecting a strategy that will increase the level of operationsd. completing a SWOT analysis(b; Challenging; p. 105)102. _____ occurs when Navistar a large shipping company buys smaller tugboat operations in several major ports and incorporates them into their operations.a. A mergerb. An acquisitionc. A combination strategyd. A growth strategy(b; Moderate; p. 103)103. Growth through direct expansion involves increasing company size, revenues, operations, or _____.a. assetsb. workforcec. profitsd. foreign subsidiaries(b; Challenging; p. 103)104. Stacy's Company continues to offer the same quality beauty products it has for the last10 years. The company is successful and has no current plans for change. Which ofthe following types of strategies is it employing?a. growthb. stabilityc. retrenchmentd. combination(b; Moderate; p. 104)105. Susan's Ceramics is expanding the size of its unfinished products while decreasing the amount of firing and finishing of products it does. This is known as which of thefollowing strategies?a. growthb. stabilityc. retrenchmentd. combination(d; Moderate; p. 104)106. Michael Porter proposed that management must select a(n) _____, which will give its unit a distinct advantage by capitalizing on the strengths of the organization and the industry it is in.a. growth opportunityb. competitive strategyc. organizational chartd. vision(b; Moderate; p. 105)107. A company that states that its product is reliable, even to the extent of never needing a service call, such as Maytag, is practicing which of the following competitive strategies?a. cost-leadership strategyb. differentiation strategyc. focus strategyd. retrenchment strategy(b; Challenging; p. 105)108. A candy store that places its expensive chocolates only in fine hotels and restaurantsfrequented by the very rich is using which of the following competitive advantagestrategies?a. cost-leadership strategyb. differentiation strategyc. focus strategyd. retrenchment strategy(c; Challenging; p. 105)109. Lila's Luscious Lips produces a cherry flavored lipstick and is targeting the "teen" girl who is between 12 and 14 years old. The strategy pursued isa. cost leadership.b differentiation.c. focus.d. segmentation.(c; Moderate; p. 105)110. Porter's term for an organization that cannot use one of his three strategies isa. derailed.b. on a limb.c. noncompeting.d. stuck in the middle.(d; Moderate; p. 105)111. Companies achieving ISO 14000 certification have demonstrated that they area. cost efficient.b. in compliance with human resource laws.c. environmentally responsible.d. good corporate citizens.(c; Moderate; p. 108)112. The premise behind _____ is to design in quality as the product is being made.a. six sigmab. TQMc. reengineeringd. benchmarking(a; Moderate; p. 108)113. All of the following involve increasing a companies’ size, markets, assets, or products except a(n) ________________.a. mergerb. acquisitionc. retrenchmentd. growth(c; Easy; p. 104)114. The HUMMER television ads frequently show the company’s SUVs being driven under very challenging off-road conditions and over difficult terrain in order to impress consumers with how well built the vehicles are and to create the impression that theHUMMER Volvos are among the most rugged cars on the market. What type ofcompetitive business strategy is Hummer using?a. Focusb. Overall cost leadershipc. Differentiationd. Growth(c; Moderate; p. 105)115. Rochester Big and Tall is a small chain of clothing retailers that sell exclusively only to men. Its quality materials, variety of styles and range of prices, and _____ strategy create a competitive advantage for the chain.a. differentiationb. overall cost leadershipc. focusd. combination(c; Easy; p. 105)116. Which of the following is not one of the steps in the Six Sigma 12-Step Process?a. Define performance standards.b. Redesign work processes.c. Establish current process capability.d. Identify sources of variation.(b; Challenging; p. 108; Ex. 3-7)117. Entenmann’s Baking Company produces cakes, pies, and other prepared foods. It is one of the largest producers of baked goods in the Northeastern United states yet, it spends less than $2000.00 a year on advertising, and sells its product in largesupermarkets and grocery stores for 1/2-1/3 the cost of its competitors. This company pursues a(n) _____ strategy.a. combinationb. overall cost leadershipc. focusd. differentiation(b; Moderate; p. 105)118. The quality philosophy that focuses on the input side of the production process isa. TQM.b. six sigma.c. reengineering.d. benchmarking.(b; Moderate; p. 108)119. Peter Drucker, a well-known management author, believes that entrepreneurs can find opportunities in _____.a. the unexpectedb. the incongruousc. the process needd. All of the above.(d; Challenging; pp. 110-111)120. _____ is a process by which individuals pursue opportunities, fulfilling needs and wants through innovation, without regard to the resources they currently control.a. Small business ownershipb. Innovative Management 2000c. Entrepreneurshipd. Privatization(c; Easy; p. 109)Scenario-Based QuestionsApplication of MBOKay was excited. She had just returned from a manager's retreat where MBO hadbeen discussed. This had never been used in her organization before, and she wasenthusiastic about implementing the program in her department. She received the OK from her manager, the division head, who vaguely remembered having heard of theprogram several years earlier. Kay looked over the handout she had received. Shewas still somewhat confused on who was to choose the goals for the employees.However, she knew that the goals once chosen needed to be specific and have explicit time periods attached. Even though there was a lot of work to do in order to implement the program, Kay was excited. She knew this would prove to be beneficial to theorganization.121. Who should develop the employee goals for the MBO program?a. Kayb. Kay's managerc. employeesd. Kay and the employees(d; Easy; p. 94)122. Which of the following is a well-written objective to be used in MBO?a. increase productivityb. increase salesc. decrease department costs by 8% over the next six monthsd. decrease personnel costs(c; Moderate; p. 96)123. In order for MBO to work most effectively in Kay's department, which level of supportdoes she still need to receive?a. first-line managersb. middle managersc. top managers。

第三章管理的基本原理一、教学要点1、管理原理的主要特征。

2、系统的概念。

3、系统的特征。

4、系统原理的基本内容。

4、对人的认识的三阶段。

6、人本原理的基本内容。

7、责、权、利和能力四者之间的关系。

8、责任原理的基本内容。

9、效益的概念。

10、效益原理的基本内容。

11、伦理的特性。

12、伦理原理的基本内容。

13、关键名词：管理原理、系统、系统原理、人本原理、责权利、责任原理、效益、效益原理、伦理、伦理原理二、习题(一)填充题1.管理原理的主要特征为_______、_______、________、________。

2.任何社会组织都是由_________、_________、__________组成的系统，任何管理都是对系统的管理。

3.构成系统的子系统称为__________________。

4. 管理和战略，__________告诉我们怎样“做正确的事”，_________在解决如何“正确地做事”。

5. 企业的伦理经营意味着企业注重维护_____________的利益，从而要采取行动并付出一定的成本。

6.管理原理中的__________,_________,_________,_________以及_________构成了一个有机体系。

7.系统从组成要素的性质来看，可以划分为_____________和____________，管理系统属于____________。

8. 科学知识、____________和____________这三者构成了管理能力。

9.系统的综合性原理包括的含义，一方面是________的多样性和综合性，另一方面是_________的多样性和综合性。

(二)选择题1.系统有哪些特征_______________________。

A.客观性B.集合性C.层次性D.相关性E.稳定性2.系统最基本的特征是________________。

A.集合性B.层次性C.相关性3.责任原理要求________________。

Chapter 1 – Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to as "doing things right."True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less important as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_____________ are organizational members who integrate and coordinate the work of others.a. Managers (easy)b. Team leadersc. Subordinatesd. Operativese. AgentsTypically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.a. team leadersb. middle managersc. first-line managersd. top managers (easy)e. subordinates_____________ distinguishes a managerial position from a nonmanagerial one.a. Manipulating othersb. Concern for the lawc. Increasing efficiencyd. Coordinating and integrating others' work (moderate)e. Defining market shareWhich of the following is NOT an example of a decisional role according to Mintzberg?a.spokesperson (moderate)b.entrepreneurc.disturbance handlerd.resource allocatore.negotiatorWhich of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work?a.human skillsb.technical skills (easy)c.conceptual skillsd.empirical skillsUnderstanding building codes would be considered a _____________ skill for a building contractor.a. humanb. technical (easy)c. conceptuald. empiricale. functionalWhich of the following phrases is best associated with managerial conceptual skills?a. decision-making (easy)b. communicating with customersc. motivating subordinatesd. product knowledgee. technical skillsAccording to the text, _____________ are not influenced by and do not interact with their environment.a.open systemsb.closed systems (easy)c.flextime systemsd.reverse systemse.forward systemsThe _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.a. systems (moderate)b. contingencyc. conceptuald. functionale. environmentalWhich of the following best describes the concept that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located i n?a.the partiality of managementb.the segmentation of managementc.the universality of management (moderate)d.the cultures of managementScenarios and QuestionsThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?a. Herzbergb. Skinnerc. Mintzberg (easy)d. Fayole. MaslowWhen Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?a. leader (difficult)b. figureheadc. monitord. disturbance handlere. spokesperson114. What role was Don performing when he gave the plant tour to the newspaper reporter?a. monitorb. figureheadc. disseminatord. spokesperson (difficult)e. resource allocator115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?a. monitorb. disseminatorc. resource allocator (moderate)d. disturbance handlere. figureheadEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera.Efficiency refers to getting the most output from the least amount of inputs. Because managers deal withscarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as “doing things right”—that is, not wasting resources.b.Effectiveness is often described as “doing the right things”—that is, those work activities that will help theorganization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions of management.Answera.Planning –involves the process of defining goals, establishing strategies for achieving those goals, anddeveloping plans to integrate and coordinate activities.anizing – involves the process of determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and where decisions are to be made.c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select themost effective communication channel, or deal in any way with employee behavior issues, they are leading.d.Controlling – to ensure that work is going as it should, managers must monitor and evaluate performance.The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.Answera.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work.b.Human skills –involve the ability to work well with other people both individually and in a group.Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management.c.Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstractand complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.(moderate)Chapter 2 – Management Yesterday and TodayTrue/FalseAccording to Adam Smith, division of labor was an important concept.True (easy)In the Industrial Revolution, machine power began substituting for human power.True (easy)“Principles of Scientific Management” was written by Frederick Taylor.True (moderate)Frank Gilbreth’s best-known contribution to scientific management concerned selecting the best worker.False (moderate)Frederick Taylor is most associated with the principles of scientific management.True (easy)One could say that Fayol was interested in studying macro management issues, whereas Taylor was interested in studying micro management issues.True (moderate)Bureaucracy, as described by Weber, emphasizes rationality and interpersonal relationships.False (moderate)Decisions on determining a company’s optimum inventory levels have been significantly influenced by economic order quantity modeling.True (moderate)Barnard, Follet, Musterberg, and Owen are all theorists are associated with the early organizational behavior approach.True (moderate)Multiple ChoiceAdam Smith's, "The Wealth of Nations," put forth that the primary economic advantage by societies would be gained from which of the following concepts?a. management planning and controlb. on-the-job trainingc. union representationd. fair employment legislatione. division of labor (difficult)Which of the following is not one of the four management approaches that grew out of the first half of this century?a. scientific managementb. general administrativec. organizational behaviord. systems approach (easy)e. quantitativeAccording to the text, probably the best-known example of Taylor’s scientific management was the ______________ experiment.a.horse shoeb.pig iron (moderate)c.blue collard.fish tankWhich of the following is NOT one of Taylor’s four principles of management?a.Develop a science for each element of an indivi dual’s work, which will replace the old rule-of-thumbmethod.b.Scientifically select and then train, teach, and develop the worker.c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principlesdeveloped.d.Provide managers will less work than other employees so the managers can plan accordingly.(difficult)General administrative theory focuses ona. the entire organization. (easy)b. managers and administrators.c. the measurement of organizational design relationships.d. primarily the accounting function.e. administrative issues affecting non-managerial employees.The fourteen principles of management are associated with whom?a. Weberb. Druckerc. Taylord. Gilbrethe. Fayol (moderate)Which of the following approaches to management has also been labeled operations research or management science?a.The qualitative approachb.The quantitative approach (easy)c.The experimental approachd.The theoretical approachWhich of the following would not be associated with the quantitative approach to management?a. information modelsb. critical-path schedulingc. systematic motivation of individuals (moderate)d. linear programminge. statisticsWithout question, the most important contribution to the developing field of organizational behavior came out of the _______________.a.Taylor Studies.b.Porter Studies.c.Parker Studies.d.Hawthorne Studies. (moderate)What scientist is most closely associated with the Hawthorne Studies?a. Adamsb. Mayo (easy)c. Lawlerd. Barnarde. FollettOne outcome of the Hawthorne studies could be described by which of the following statements?a.Social norms are the key determinants of individual work behavior. (moderate)b.Money is more important than the group on individual productivity.c.Behavior and employee sentiments are inversely related.d.Security is relatively unimportant.e.While groups are an important determinant of worker productivity, the individual him/herself is mostimportant.Scenarios and QuestionsHISTORICAL BACKGROUND OF MANAGEMENTA Look Back (Scenario)Cindy Schultz, tired from working with customers all day, decided to take a fifteen-minute nap to help clear her head before the 4:15 managers' meeting. Her company had recently begun a re-engineering process as well as other changes requiring copious management input. As she leaned back in her chair, she wondered if management science had always been this way and how it all began. As she napped, she dreamed that, along with "Mr. Peebodi" as her guide, she was traveling in the "Management Way Back Machine" that took her back through management history.106. One of the earliest sites Cindy visited was Adam Smith's home, author of The Wealth of Nations, which suggested that organizations and society would gain froma. time management.b. division of labor. (moderate)c. group work.d. quality management.e. time and motion studies.107. Cindy visited a bookstore where there was a book signing occurring. She looked down and saw that the title of the book was Principles of Scientific Management and concluded that the author must bea. Adam Smith.b. Frank Gilbreth.c. Henry Gantt.d. Frederick Taylor. (easy)e. Henri Fayol.108. Cindy admired the works of Taylor and Gilbreth, two advocates ofa. scientific management. (moderate)b. organizational behavior.c. human resource management.d. motivation.e. leadership.109. Cindy spent some time visiting with __________, a researcher she previously knew little about but who also contributed to management science by being among the first to use motion picture films to study hand-and-body motions and by devising a classification scheme known as a "therblig."a. Henry Ganttb. Max Weberc. Chester Barnardd. Frank Gilbreth (moderate)e. Mary Parker FolletEssay QuestionsSCIENTIFIC MANAGEMENTIn a short essay, discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles of management.AnswerFrederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers’inefficiencies. Employees used vastly different techniques to do the same job. They were inclined to “take it easy” on the job, and Taylor believed that worker output was only about one-third of what was possible.Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do. Managers and workers were in continual conflict.Taylor set out to correct the situation by applying the scientific method to shop floor jobs. He spent more than two decades passionately pursuing the “one best way” for each job to be done.Taylor’s Four Principles of Managementa.Develop a science for each element of an individual’s work, which will replace the old rule-of-thumbmethod.b.Scientifically select and then train, teach, and develop the worker.c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principlesof the science that has been developed.d.Divide work and responsibility almost equally between management and workers. Management takes overall work for which it is better fitted than the workers.(difficult)122. In a short essay, discuss the work in scientific management by Frank and Lillian Gilbreth.AnswerFrank Gilbreth is probably best known for his experiments in bricklaying. By carefully analyzing thebricklayer’s job, he re duced the number of motions in laying exterior brick from 18 to about 5, and on laying interior brick the motions were reduced from 18 to 2. Using the Gilbreth’s techniques, the bricklayer could be more productive and less fatigued at the end of the day. The Gilbreths were among the first researchers to use motion pictures to study hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be identified and eliminated. The Gilbreths also devised a classification scheme to label 17 basic hand motions, which they called therbligs. This scheme allowed the Gilbreths a more precise way of analyzing a worker’s exact hand movements.(moderate)GENERAL ADMINISTRATIVE THEORISTS123. In a short essay, discuss the work of Henri Fayol as it relates to the general administrative approach to management. Next list and discuss seven of Fayol’s fourteen principles of management.AnswerFayol described the practice of management as something distinct from accounting, finance, production,distribution, and other typical business functions. He argued that management was an activity common to all human endeavors in business, government, and even in the home. He then proceeded to state 14 principles of management—fundamental rules of management that could be taught in schools and applied in allorganizational situations.Fayol’s Fourteen Principles of Managementa.Division of work. – specialization increases output by making employees more efficient.b.Authority – managers must be able to give orders. Authority gives them this right. Along with authority,however, goes responsibility.c.Discipline – employees must obey and respect the rules that govern the organization.d.Unity of command – every employee should receive orders from only one superior.e.Unity of direction – the organization should have a single plan of action to guide managers and workers.f.Subordination of individual interests to the general interest – the interests of any one employee or group ofemployees should not take precedence over the interests of the organization as a whole.g.Remuneration – workers must be paid a fair wage for their services.h.Centralization – this term refers to the degree to which subordinates are involved in decision making.i.Scalar chain – the line of authority from top management to the lowest ranks in the scalar chain.j.Order – people and materials should be in the right place at the right time.k.Equity – managers should be kind and fair to their subordinates.l.Stability of tenure of personnel – management should provide orderly personal planning and ensure that replacements are available to fill vacancies.m.Initiative – employees who are allowed to originate and carry out plans will exert high levels of effort.n.Esprit de corps – promoting team spirit will build harmony and unity within the organization.(difficult)124. In a short essay, discuss Max Weber’s contribution to the general administrative approach to management.AnswerMax Weber was a German sociologist who studied organizational activity. Writing in the early 1900s, hedeveloped a theory of authority structures and relations. Weber describes an ideal type of organization hecalled a bureaucracy—a form or organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships. Weber recognized that this “ideal bureaucracy”didn’t exist in reality. Instead he intended it as a basis for theorizing about work and how work could be done in large groups. His theory became the model structural design for many or today’s large organizations.(easy)TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR125. In a short essay, describe the Hawthorne Studies. Next, discuss the role of Elton Mayo in these studies and some of the findings of his research.AnswerWithout question, the most important contribution to the developing OB field came out of the HawthorneStudies, a series of studies conducted at the Western Electric Company Works in Cicero, Illinois. These studies were initially designed by Western Electric industrial engineers as a scientific management experiment. They wanted to examine the effect of various illumination levels on worker productivity. Based on their research, it was concluded that illumination intensity was not directly related to group productivity. In 1927, the Western Electric engineers asked Harvard professor Elton Mayo and his associates to join the study as consultants.Through additional research, Elton Mayo concluded that behavior affected individual behavior, that groupstandards establish individual worker output, and that money is less a factor in determining output than are group standards, group sentiments, and security. These conclusions led to a new emphasis on the humanbehavior factor in the functioning of organizations and the attainment of their goals.(difficult)CURRENT TRENDS AND ISSUES126. In a short essay, define entrepreneurship and discuss the three import themes that stick out in this definition of entrepreneurship.AnswerEntrepreneurship is the process whereby an individual or a group of individuals uses organized efforts andmeans to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources are currently controlled. It involves the discovery of opportunities and the resources to exploit them. Three important themes stick out in this definition of entrepreneurship. First, is the pursuit of opportunities. Entrepreneurship is about pursuing environmental trends and changes that no one else has seen or paid attention to. The second important theme in entrepreneurship is innovation.Entrepreneurship involves changing, revolutionizing, transforming, and introducing new approaches—that is, new products or services of new ways of doing business. The final important theme in entrepreneurship is growth. Entrepreneurs pursue growth. They are not content to stay small or to stay the same in size.Entrepreneurs want their businesses to grow and work very hard to pursue growth as they continually look for trends and continue to innovate new products and new approaches.(moderate)127. In a short essay, define e-business and e-commerce. Next discuss the three categories of e-business involvement.AnswerE-business (electronic business) is a comprehensive term describing the way an organization does its work by using electronic Internet-based) linkages with its key constituencies (employees, managers, customers,suppliers, and partners) i n order to efficiently and effectively achieve its goals. It’s more than e-commerce, although e-business can include e-commerce. E-commerce (electronic commerce) is any form of business exchange or transaction in which the parties interact electronically. The first category of e-businessinvolvement an e-business enhanced organization, a traditional organization that sets up e-business capabilities, usually e-commerce, while maintaining its traditional structure. Many Fortune 500 type organizations areevolving into e-businesses using this approach. They use the Internet to enhance (not to replace) theirtraditional ways of doing business. Another category of e-business involvement is an e-business enabledorganization. In this type of e-business, an organization uses the Internet to perform its traditional business functions better, but not to sell anything. In other words, the Internet enables organizational members to do their work more efficiently and effectively. There are numerous organizations using electronic linkages to communicate with employees, customers, or suppliers and to support them with information. The last category of e-business involvement is when an organization becomes a total e-business. Their whole existence is made possible by and revolves around the Internet.(moderate)128. In a short essay, discuss the need for innovation and flexibility as it relates to the survival of today’s organizations.AnswerInnovation has been called the most precious capability that any org anization in today’s economy must have and nurture. Without a constant flow of new ideas, an organization is doomed to obsolescence of even worse, failure. In a survey about what makes an organization valuable, innovation showed up at the top of the list.There is absolutely no doubt that innovation is crucial. Another demand facing today’s organizations andmanagers is the need for flexibility. In a context where customers’ needs may change overnight, where new competitors come and go at breathtaking speed, and where employees and their skills are shifted as needed from project to project, one can see how flexibility might be valuable.(easy)129. In a short essay, discuss the concept of total quality management and the six characteristics that describe this important concept.AnswerA quality revolution swept through both the business and public sectors during the 1980s and 1990s. Thegeneric term used to describe this revolution was total quality management, or TQM for short. It was inspired by a small group of quality experts, the most famous being W. Edwards Deming and Joseph M. Juran. TQM isa philosophy of management driven by continual improvement and responding to customer needs andexpectations. The objective is to create an organization committed to continuous improvement in workprocesses. TQM is a departure from earlier management theories that were based on the belief that low costs were the only road to increased productivity.The Six Characteristics of Total Quality Managementa.Intense Focus on the customer –the customer includes not only outsiders who buy the organization’sproducts or services but also internal customers (such as shipping or accounts payable personnel) who interact with and serve others in the organization.b.Concern for continual improvement –TQM is a commitment to never being satisfied. “Very good” is notgood enough. Quality can always be improved.c.Process-focused –TQM focuses on work processes as the quality of goods and services is continuallyimproved.d.Improvement in the quality of everything the organization does – TQM uses a very broad definition ofquality. It relates not only to the final product but also to how the organization handles deliveries, how rapidly it responds to complaints, and how politely the phones are answered.e.Accurate measurement –TQM uses statistical techniques to measure every critical variable in theorganization’s operations. These are compared against standards or benchmarks to identify problems, trace them to their roots, and eliminate their causes.f.Empowerment of employees – TQM involves the people on the line in the improvement process. Teamsare widely used in TQM programs as empowerment vehicles for finding and solving problems.(difficult)130. In a short essay, describe the learning organization and discuss the concept of knowledge management.AnswerToday’s managers confront an environment where change takes place at an unprecedented rate. Constantinnovations in information and computer technologies combined with the globalization of markets have createda chaotic world. As a result, many of the past management guidelines and principles no longer apply.Successful organizations of the twenty-first century must be able to learn and respond quickly, and will be led by managers who can effectively challenge conventional wisdom, manage the organization’s knowledge base, and make needed changes. In other words, these organizations will need to be learning organizations. Alearning organization is one that has developed the capacity to continuously learn, adapt, and change. Part of a manager’s responsibility in fostering an environment conducing to learning is to create learning capabilities throughout the organization—from lowest level to highest level and in all areas. Knowledge managementinvolves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance.(moderate)Chapter 3 – Organizational CultureIn the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.False (easy)The current dominant assumption in management theory suggests managers are omnipotent.True (moderate)An organizational culture refers to a system of shared meaning.True (moderate)Organizational culture is a perception, not reality.True (moderate)Strong cultures have more influence on employees than weak ones.True (moderate)。

第三章《管理学原理》习题参考答案第三编组织一、单项选择题 1、 个人目标要服从组织目标，组织目标要尽可能与个人目标相融。

这是组织工作的（ A 效率原则 B 统一原则 C 平衡原则 D 灵活原则 2、组织工作力求达到“一加一大于二”的效果，这是指组织工作的（ A 效率原则 B 统一原则 C 平衡原则 D 灵活原则 3、 组织设计的依据是（A ）A 组织目标B 组织环境C 组织战略D 组织理论 4 •提岀组织的定义是“两人以上有意识地协调和活动的合作系统”的人是社会系统学派的代表 人物（B ）。

A 、韦伯 B 、巴纳德 5 •企业组织结构的本质是（ A 、职工的分工合作关系 职能 6 •组织结构设计的岀发点和依据是（ A ）。

A 、权责利关系 B 、一项管理职能 I 现企业目标 7 •企业中体现企业目标所规定的成员之间职责的组织体系就是（ D ） A 、结构等级 B 、非正式组织 C 、企业结构 组织 8. A 、 9. A 、C 、C 、厄威克 A ）。

B 、实现企业目标 C 、职工的权责利关系D 、古利克 A ）。

B ）。

一项管理C 、分工合作关系D 正式采取多种经营，向几个领域扩张的发展战略，这样的企业多采用（ 集权 B 、授权 C 、均权 D 、分权 社会系统学派的代表巴纳德提出了构成组织的基本要素，它们包括：（ 共同的目标，相互的协调，信息的交流 B 、共同的目标，合作的意愿， 共同的目标，合作的意愿，情感的沟通 D 、相互的协调，合作的意愿， 的模式。

B ）。

信息的交流 情感的沟通 部门之间的协作关系可以较多地运用规范的 10.当企业外部环境比较稳定，预测可信度较高， 手段来实现，权力分配可以体现（ C ）的特点。

A 、集权B 、分权C 、均权D 、授权 12 •若企业高层管理人员能力较强，则适于采用（ C ）。

A 、均权管理 B 、分权管理 C 、集权管理 D 、不确定 13 •大批量生产的企业生产专业化程度较高，产品品种少，主要是进行标准化生产，对职工技 术要求相对较低，一般适于采用（ B ）组织形式。

Chapter Three: Foundations of PlanningMultiple Choice Questions1.Which of the following is not included in the definition of planning?a.Define the organization’s objectives or goals.b.Establish an overall strategy for achieving these objectives or goals.c.Allocate resources and develop a chain of communication.d.Develop a hierarchy of plans to integrate and coordinate activities.2.Which of the following is an argument against formal planning?a.Planning focuses on the future.b.Planning may create rigidity.c.Planning replaces creativity.d.Planning ignores prior successes.3.Which of following is not one of the reasons why managers should engage inplanning as that was stated in the text?a. Planning reduces cost.b. Planning minimizes waste and redundancy.c. Planning provides direction.d. Planning facilitates control.4.Plans that determine specific details about organizational objectives that areto be achieved are calleda. strategic plans.b. tactical plans.c. long-term plans.d. detailed plans.5.Successful plans may providea. a false sense of security.b.only success.c.increased awareness of the environment.d.increased awareness of change.6.Which of the following statements is MOST accurate?a.Many studies confirm the positive relationship between planning andperformance.b.All organizations that plan extensively outperform those that plan lessformally.c.All organizations that plan outperform those that do not.d.Many studies confirm that planning does not lead to greater performancebecause labor unions are weak.7._____ plans are differentiated by their breadth.a.Directional and specificb.Single use and standingc.Strategic and tacticald.Long-term and short-term8.Which of the following is not a popular way to describe plans?a.breadthb.time framec.specificityd.length9.Tactical and strategic plans differ in all of the following ways exceptChapter 3 – Foundations of Planninga.time frame.b.scope.c.known set of organizational objectives.d.environmental effects.10.The greater the uncertainty, the more plans should be of the _____ variety.a.long-termb.short-termc.intermediate in lengthd.rigid11.When uncertainty is high and management must maintain flexibility, which ofthe following types of plans are preferable?a.long-term plansb.no plansc.directional plansd.specific plans12.Which type of plan is used to meet a particular or unique situation?a.tactical planb.operational planc.single-use pland.standing plan13.Which of the following is not a step in objective setting?a.Specify deadlines.b.Allow the employee to actively participate.c.Link rewards to effort.d.Prioritize goals.14.Each MBO objective must havea. a percentage change specified.b. a concise time period.c. a reference to quality.d. a specified dollar amount.15.MBO advocates participative goal setting. Research comparing participativeset and assigned goals on performancea.shows consistently higher performance with participatively set goals.b.shows consistently lower performance with participatively set goals.c.has not shown any strong or consistent relationships.d.has been biased by the researchers.16.Which of the following is not an ingredient in MBO programs?a.goal specificityb.participative decision makingc.performance feedbackd.general time period17.According to the philosophy of MBO,a.Feedback occurs at the annual performance reviewb.Goals follow a top-down approachc.Goals typically are broad, general statements of intentd.Constant feedback is provided18.MBO assists in answering "What's in it for me as an employee" bya.Linking rewards to goal attainmentb.Identifying employees' key job tasksc.Allowing employees to participate activelyPart II - Planningd.Prioritizing goals19.Managers can overcome the criticisms of management by objectives bya.ensuring that employees have multiple goals.b.treating MBO as a single-event activity.c.punishing employees who fail to achieve goals.d.rewarding employees for setting easy goals.20.Which of the following is not a component of the MBO process?a. Objectives are determined jointly by subordinates and supervisorb. Progress towards objectives is reviewed every three months.c. Employees are given ratings based on reaching specific targetsd. Rewards are based on progress towards achieving objectives.21.Which of the following is a nine-step process that involves strategic planning,implementation, and evaluation?a.decision-making processb.strategic management processc.tactical management processd.long-range planning process22.In environmental SWOT analysis, the external organizational position isanalyzed according to itsa. strengths and weaknesses.b. opportunities and weaknesses.c. strengths and threats.d. opportunities and threats.23.The starting point in strategic management process is usuallya. analyzing current mission, strategies and objectives.b. identifying opportunities and threats.c. conducting an environmental scan.d. identifying opportunities and weaknesses.24.After analyzing and learning about the environment, management needs toevaluate opportunities and threats. Opportunities area.internal resources.b.unmet needs.c.positive external environmental factors.d.internal competitive strategies.25.Which of the following is NOT a grand strategy that an organization can usefor defining its all-encompassing focus?a.Stability strategyb.Market gain strategyc.Growth strategybination strategy26.Tim's Company is analyzing the technology that allows it to produce wirelesscommunication equipment for less money. This technological breakthrough for Tim's Company is which of the following?a.strengthb.weaknessc.opportunityd.threat27.SWOT analysisa.Matches the organization's competencies with its environmental forcesb.Sometimes involves industrial espionage tacticsChapter 3 – Foundations of Planningc.Occurs during the mission statement formulationd.Is most useful for helping an organization sustain its competitive28.The type of organizational strategy that emphasized increasing market shareor the level of an organization's operations is calleda.Stability Strategybination strategyc.Market gain strategyd.None of the above29.When Northwest Airlines began serving its own in-flight meals, which of thefollowing strategies was it pursuing?a.growthb.stabilityc.retrenchmentbinationrry's Company is in the process of buying a smaller competitor andincorporating that company's resources into his business. This is an example of which of the following types of strategies?a.mergerb.stabilityc.retrenchmentd.acquisition31.Strategy formulation involves__________.a.developing and evaluating a set of alternative strategiesb.evaluating a set of alternative strategies and selecting the best for eachlevelc.selecting a strategy that will increase the level of operationspleting a SWOT analysis32.Susan's Ceramics is expanding the size of its unfinished products whiledecreasing the amount of firing and finishing of products it does. This is known as which of the following strategies?a.growthb.stabilityc.retrenchmentbination33. A company states that its product is reliable, even to the extent of neverneeding a service call, such as Maytag, is practicing which of the following competitive strategies?a.cost-leadership strategyb.differentiation strategyc.focus strategyd.retrenchment strategy34.Lila's Luscious Lips produces a cherry flavored lipstick and is targeting the"teen" girl who is between 12 and 14 years old. The strategy pursued isa.cost leadership.b differentiation.c.focus.d.segmentation.35.The premise behind _____ is to design in quality as the product is beingmade.a.six sigmab.TQMPart II - Planningc.reengineeringd.benchmarking36. A large discount store, like Wal-Mart, whose primary goal is to have the lowestprices in the industry, is using which of the following strategies to maintain a competitive advantage?a.cost-leadership strategyb.differentiation strategyc.focus strategyd.retrenchment strategy37.According to Michael Porter, the goal of the focus strategy is toa.exploit a narrow segment of the market.b.seek competitive advantages in large market segments.e technological innovation to target customers more accurately.d.bring suppliers and distributors together and combine efforts.38.Who determines employee goals in MBO?a.employeesb.managersc.managers and employeesd.managers and the CEO39.The basic idea in _____ is that management can improve quality by analyzingand copying the methods of the leaders in the field.a.reengineeringb.benchmarkingc.TQMd.six sigma40.Which of the following is not a competitive strategy that a business may use inorder to gain a distinct advantage, according to Michael Portera.retrenchmentb.cost-leadershipc.focusd.differentiation。

第3章 组织第1、2节 组织概述与组织结构设计一、选择题1.影响有效管理幅度的因素主要有（ ）。

A.管理者和被管理者的工作内容B.管理者和被管理者的工作能力C.管理者和被管理者的工作环境D.管理者和被管理者的工作报酬E.管理者和被管理者工作条件2.下列因素中有助于管理幅度扩大的因素是哪些？（ ）。

A.主管所处的管理层次越高B.计划制定的详尽周到C.主管的综合能力、理解能力、表达能力强D.下属的工作地点在地理上比较分散E.工作环境稳定，变化不大3.组织设计的原则包括（ ）。

A.因人设职与因事设职相结合B.命令统一C.人人有事做D.尽量减轻主要管理者的压力，多设副职E.权责对等4.规模的扩大对组织结构的影响包括（ ）。

A.分权化B.集权化C.规范化D.专职管理人员的数量增加E.复杂性提高5.下列哪些指标能够用来对组织的分权程度作出判断？（ ）。

A.决策的频度B.决策的幅度C.决策重要性D.对决策的控制程度6.下列因素中对分权有促进作用的是（ ）。

A.组织的规模B.政策的统一性C.培训管理人员的需要D.活动的分散性E.缺乏受过良好训练的管理人员7.下列关于产品部门化的优势，不正确的说法是（ ）。

A.有利于促进企业内的竞争B.有利于节约成本，减少机构的重复设置C.有利于企业及时调整生产方向D.有利于维护最高行政指挥的权威，有利于维护组织的统一性E.有利于高层管理人才的培养8.扁平结构的组织具有的优点有（ ）。

A.信息传递速度快B.每位主管能够对下属进行详尽的指导C.有利于下属发挥主动性和首创精神D.信息失真的可能性小9.下列哪类企业最适合采用矩阵式组织结构？（ ）。

A.纺织厂B.医院C.电视剧制作中心D.学校10.矩阵式组织的主要缺点是（ ）。

A.分权不充分B.多头领导C.对项目经理要求高D.组织稳定性差11.企业的组织结构必须与其战略相匹配，企业战略对组织结构设计的影响是（ ）。

A.战略不同，要求开展的业务活动也会不同，从而会影响部门设置B.不同的战略有不同的重点，会影响各部门与职务的相对重要性及相互关系C.AB都对D.AB都不对12.一家产品单一的跨国公司在世界许多地区拥有客户和分支机构，该公司的组织结构应考虑按什么因素来划分部门？（ ）。