管理学英文试卷
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1 AUTUMN SESSION EXAMINATION MGT100
ORGANISATIONS & MANAGEMENT
INSTRUCTIONS TO CANDIDATES
Part A (definitions): Answer all 10 questions (20 marks)
Part B (true / false questions): Answer all 20 questions (20 marks)
Part C (short answer questions): Answer all 5 questions (30 marks)
Part D (essay questions): Answer all 2 questions (20 marks)
Part E (translation): Translate the given essay into Chinese (10 marks)
Part A - definitions (20 MARKS)
Briefly give the definition or describe each of the following concepts. All are of equal value.
1. Management
2. Therbligs
3. Organizational culture
4. Multinational corporations
5. Greening of management
6. Rational decision making
7. Management by objectives
8. Core competencies
9. Formalization
10. Controlling
11. effectiveness
12. sustainability
13. division of labor
14. environmental uncertainty
15. strong cultures
16. managerial ethics
17. escalation of commitment
18. SWOT analysis 2 19. chain of command
20. jargon
Part B - true / false questions (20 MARKS)
Circle T (true) or F (false) for each of the following statements. All are of equal value.
1. Effectiveness refers to getting the most output from the least amount of inputs. T/ F
2. Some of our current management ideas and practices can be directly traced to the
contributions of general administrative theory. T/F
3. The view that much of an organization’s success or failure is due to external forces outside
managers’ control has been labeled the omnipotent view of management. T/ F
4. McGregor’s Theory X argues that employees are largely self-motivated. T/ F
5. Franchising is primarily used by manufacturing organizations that make or sell another
company’s products. T/ F
6. The socioeconomic view is the view that management’s social responsibility goes beyond
making profits to include protecting and improving society’s welfare. T/ F
7. Intuitive decision making is making decisions on the basis of experience, feelings, and
accumulated judgment. T/ F
8. Rules of thumb can be useful to decision makers because they help make sense of complex,
uncertain, and ambiguous information, but that doesn’t mean those rules are reliable. T/ F
9. Plans are the decisions and actions that determine the long-run performance of an organization.
T/ F
10. Most managers today see work specialization as an important organizing mechanism and as a
source of ever-increasing productivity. T/ F
11. A mechanistic organization is a highly adaptive and flexible structure. T/ F
12. Communication is the transfer and understanding of meaning. T/ F
13. Even employees who work for the same organization but in different departments often have
different jargon. T/ F
14. In ERG theory, growth needs refer to the desire an employee has to engage in creativity and
environment. T/ F
15. One method that utilizes feedback from supervisors, employees, and co-workers is 360-degree
feedback. T/ F 3 16. Hersey and Blanchard identified four different levels of readiness: telling, selling,
participating and delegating. T/ F
17. Organizational citizenship behavior is any intentional employee behavior that has negative
consequences for the organization or individuals within the organization. T/ F
18. Self-monitoring is a personality trait that refers to an individual’s ability to adjust his or her
behavior to external, situational factors. T/ F
19. Formal groups are work groups and occur naturally in the workplace in response to the need
for social contact. T/ F
20. Motivation is the force energizing or giving direction to behavior. T/ F
21. Kinesic behavior and proxemics are essential elements of non-verbal communication. T/ F
22. Monitoring environmental factors to ensure strategic plans are implemented as set is part of
the strategic control process. T/ F
23. It is essential to have clear performance standards for organizations to determine how well
they are performing. T/ F
24. Increased use of the Internet has raised problems relating to security and inappropriate use of
company time and resources. T/ F
25. Legitimate power and reward power help to increase employee commitment. T/ F
26. LPC orientation helps to identify which employees will work well together in a team. T/ F
27. Performance is a function of ability, motivation and working conditions. T/ F
28. When setting goals to motivate employees the goals should be specific, measurable,
challenging, attainable and relevant. T/ F
29. Functional structures increase the potential for development of specialized technical
competencies for a strategic advantage. T/ F
30. Vertical and horizontal co-ordination is necessary to make organizational structures effective.
