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2022年上海大学财务管理专业《管理学》科目期末试卷A（有答案）一、选择题1、20世纪以前，有两个重要的事件促进了管理研究的发展，其中一个是（）。
A．亚当·斯密出版《国富论》B．泰勒出版《科学管理原理》C．文艺复兴 D．霍桑实验2、在工作设计上，通过增加计划和评估责任而使工作纵向拓展，增加工作的深度。
这种方法是（）。
A．工作扩大化 B．工作丰富化C．工作多元化 D．工作纵深化3、如果管理者非常重视组织成员的高满意度，则（）沟通网络是最有效的。
A．轮式 B．全通道式 C．小道消息D．链式4、以下哪一个不是激发组织创新力的因素？（）A．结构因素 B．人力资源因素C．技术因素 D．文化因素5、当一个管理者组织制订公司战略以寻求企业进一步发展时，他扮演的管理角色是明茨伯格所说的（）。
A．领导者 B．发言人C．企业家D．混乱驾驭者6、企业选择产业中的一个或者一组细分市场，制定专门的战略向此市场提供产品或者服务，这是典型的（）。
A．增长型战略 B．别具一格战略 C．专一化战略 D．公司层战略7、沸光广告公司是一家大型广告公司，业务包括广告策划、制作和发行。
考虑到一个电视广告设计至少要经过创意、文案、导演、美工、音乐合成、制作等专业的合作才能完成，下列何种组织结构能最好的支撑沸光公司的业务要求？（）A．直线式B．职能制C．矩阵制D．事业部制8、“奖金”在双因素理论中称为（）。
A．保健因素B．激励因素C．满意因素D．不满意因素9、管理者在制定决策时，面临这样一种条件：在这种条件下，决策者能够估计出每一种备择方案的可能性或者结果。
我们称这种决策制定条件为（）决策。
A．确定性 B．不确定性 C．风险性 D．概率性10、归因常常存在各种偏差。
当管理者高估内部因素对员工行为的影响而低估外部因素对员工行为的影响时，管理（）。
A．表现出自我服务偏见 B．犯了基本归因错误C．曲解了员工的控制点 D．犯了假设相似性的错误二、名词解释11、决策12、组织结构13、人际关系角色14、强文化15、组织变革16、竞争优势和竞争战略17、无边界组织18、管理者与领导者三、简答题19、亨利·法约尔创造了怎样的工作场所？玛丽·帕克·福莱特呢？弗雷德里克·泰勒呢？20、在为员工创造具有包容性和安全的工作环境时，管理者面临什么挑战？21、简述控制的必要性与控制过程。
大学生管理学英语教材答案IntroductionThe study of management is essential for college students as it equips them with the necessary skills and knowledge to succeed in the business world. This article aims to provide a comprehensive answer key for the management textbook used by college students studying management in English.Chapter 1: Introduction to Management1. Define management and explain its importance in organizations.Management refers to the process of planning, organizing, leading, and controlling resources to achieve organizational goals. It is crucial in organizations as it helps coordinate and utilize resources efficiently to maximize productivity and achieve success.2. Discuss the four functions of management.The four functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and deciding on the necessary actions to achieve them. Organizing focuses on creating a structure and assigning tasks to individuals or teams. Leading involves motivating and guiding employees towards achieving organizational objectives. Controlling is the process of monitoring performance and taking corrective actions if necessary.Chapter 2: The Evolution of Management1. Explain the contributions of classical management theorists.Classical management theorists, such as Frederick Taylor and Henri Fayol, made significant contributions to management theory. Taylor introduced scientific management, emphasizing the importance of maximizing efficiency through time and motion studies. Fayol developed the concept of the five functions of management, which include planning, organizing, commanding, coordinating, and controlling.2. Discuss the principles of the human relations approach.The human relations approach focuses on the importance of understanding and addressing the social and psychological needs of employees for improved productivity. Key principles include effective communication, employee motivation, and the significance of teamwork and employee involvement.Chapter 3: Planning and Decision Making1. Define planning and explain its importance in the management process.Planning involves setting goals and determining the best course of action to achieve them. It is crucial in the management process as it provides a roadmap for organizational success. Effective planning ensures efficient resource allocation, minimizes risk, and guides decision making.2. Describe the steps involved in the decision-making process.The decision-making process consists of several steps: identifying the problem or opportunity, gathering relevant information, generating and evaluating alternatives, choosing the best alternative, implementing thedecision, and evaluating its effectiveness. This systematic approach helps managers make informed and effective decisions.Chapter 4: Organizing1. Define organizing and discuss its significance in management.Organizing refers to the process of arranging resources and tasks to achieve organizational goals. It involves creating structures, assigning responsibilities, and establishing relationships. Effective organizing ensures efficient resource allocation, enhances coordination, and facilitates communication within the organization.2. Explain the different types of organizational structures.There are several types of organizational structures, including functional, divisional, matrix, and virtual structures. Functional structures group employees by their functional areas, divisional structures group employees based on products, regions, or customers, matrix structures combine both functional and divisional structures, and virtual structures involve geographically dispersed individuals working together through technological means.Chapter 5: Leadership1. Define leadership and discuss the difference between leadership and management.Leadership involves influencing and guiding others to achieve common goals. While management focuses on the coordination and organization ofresources, leadership involves inspiring and motivating individuals to reach their full potential.2. Identify and explain different leadership styles.Various leadership styles include autocratic, democratic, laissez-faire, transformational, and transactional leadership. Autocratic leaders make decisions without consulting others, democratic leaders involve employees in the decision-making process, laissez-faire leaders provide minimal guidance, transformational leaders inspire and motivate employees, and transactional leaders focus on rewards and punishments to motivate individuals.ConclusionThis comprehensive answer key provides college students studying management in English with a valuable resource to reinforce their understanding of key concepts. By mastering the topics covered in this article, students will be well-prepared to excel in their management studies and future careers.。
英⽂讲义，《管理学》，1-4章，斯蒂芬•P•罗宾斯，中国⼈民⼤学出版社说明：1、此资料为《管理学》课程的全部英⽂讲义资料。
2、资料来源于罗宾斯的教材，仅⽤于教学，请勿另作它⽤侵犯作者版权。
3、因博客有上传字数限制，分成⼏篇上传，请注意章节序号。
Chapter 1 introduction to management and organizationsWho Are Managers?• ManagerØ Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Classifying Managers• First-line ManagersØ Are at the lowest level of management and manage the work of non-managerial employees.• Middle ManagersØ Manage the work of first-line managers.• Top ManagersØ Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?• Managerial ConcernsØ Efficiencyv “Doing things right”– Getting the most output for the least inputsØ Effectivenessv “Doing the right things”– Attaining organizational goalsWhat Do Managers Do?• Functional ApproachØ Planningv Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesØ Organizingv Arranging work to accomplish organizational goalsØ Leadingv Working with and through people to accomplish goals.Ø Controllingv Monitoring, comparing, and correcting the work• Management Roles ApproachØ Interpersonal rolesv Figurehead, leader, liaisonØ Informational rolesv Monitor, disseminator, spokespersonØ Decisional rolesv Disturbance handler, resource allocator, negotiator• Skills ApproachØ Technical skillsv Knowledge and proficiency in a specific fieldØ Human skillsv The ability to work well with other peopleØ Conceptual skillsv The ability to think and conceptualize about abstract and complex situations concerning the organization How The Manager’s Job Is Changing• The Increasing Importance of CustomersØ Customers: the reason that organizations existv Managing customer relationships is the responsibility of all managers and employees.v Consistent high quality customer service is essential for survival.• InnovationØ Doing things differently, exploring new territory, and taking risksv Managers should encourage employees to be aware of and act on opportunities for innovation.What Is An Organization?• An Organization DefinedØ A deliberate arrangement of people to accomplish some specific purpose• Common Characteristics of OrganizationsØ Have a distinct purpose (goal)Ø Composed of peopleØ Have a deliberate structureWhy Study Management?• The Value of Studying ManagementØ The universality of managementv Good management is needed in all organizations.Ø The reality of workv Employees either manage or are managed.Ø Rewards and challenges of being a managerv Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. v Successful managers receive significant monetary rewards for their efforts.Chapter 2 management yesterday and todayHistorical Background of Management• Ancient ManagementØ Egypt (pyramids) and China (Great Wall)Ø Venetians (floating warship assembly lines)• Adam SmithØ Published “The Wealth of Nations” in 1776v Advocated the division of labor (job specialization) to increase the productivity of workers• Industrial RevolutionØ Substituted machine power for human laborØ Created large organizations in need of managementMajor Approaches to Management• Scientific Management• General Administrative Theory• Quantitative Management• Organizational Behavior• Systems Approach• Contingency ApproachScientific Management• Fredrick Winslow TaylorØ The “father” of scientific managementØ Published Principles of Scientific Management (1911)v The theory of scientific management:– Using scientific methods to define the “one best way” for a job to be done• Putting the right person on the job with the correct tools and equipment• Having a standardized method of doing the job• Providing an economic incentive to the worker• Frank and Lillian GilbrethØ Focused on increasing worker productivity through the reduction of wasted motionØ Developed the microchronometer to time worker motions and optimize performance.• How Do Today’s Managers Use Scientific Management?Ø Use time and motion studies to increase productivityØ Hire the best qualified employeesØ Design incentive systems based on outputGeneral Administrative Theorists• Henri FayolØ Believed that the practice of management was distinct from other organizational functionsØ Developed fourteen principles of management that applied to all organizational situations• Max WeberØ Developed a theory of authority based on an ideal type of organization (bureaucracy)v Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Quantitative Approach to Management• Quantitative ApproachØ Also called operations research or management scienceØ Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsØ Focuses on improving managerial decision making by applying:v Statistics, optimization models, information models, and computer simulationsUnderstanding Organizational Behavior• Organizational Behavior (OB)Ø The study of the actions of people at work; people are the most important asset of an organization• Early OB AdvocatesØ Robert OwenØ Hugo MunsterbergØ Mary Parker FollettØ Chester BarnardThe Hawthorne Studies• A series of productivity experiments conducted at Western Electric from 1927 to 1932.• Experimental findingsØ Productivity unexpectedly increased under imposed adverse working conditions.Ø The effect of incentive plans was less than expected.• Research conclusionØ Social norms, group standards and attitudes more strongly influence individual output and work behavior than domonetary incentives.The Systems Approach• System DefinedØ A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.• Basic Types of SystemsØ Closed systemsv Are not influenced by and do not interact with their environment (all system input and output is internal)Ø Open systemsv Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environmentsImplications of the Systems Approach• Coordination of the organization’s parts is essential for proper functioning of the entire organization.• Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.• Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency Approach• Contingency Approach DefinedØ Also sometimes called the situational approach.Ø There is no one universally applicable set of management principles (rules) by which to manage organizations.Ø Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Current Trends and Issues• Globalization• Ethics• Workforce Diversity• Entrepreneurship• E-business• Knowledge Management• Learning Organizations• Quality Management• Globalization• Management in international organizations• Political and cultural challenges of operating in a global market• Ethics• Increased emphasis on ethics education in college curriculums• Increased creation and use of codes of ethics by businesses• Workforce Diversity• Increasing heterogeneity in the workforce• More gender, minority, ethnic, and other forms of diversity in employees• Aging workforce• Older employees who work longer and not retire• The cost of public and private benefits for older workers will increase• Increased demand for products and services related to aging• Entrepreneurship Defined• The process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness.• Entrepreneurship process• Pursuit of opportunities• Innovation in products, services, or business methods• Desire for continual growth of the organization• E-Business (Electronic Business)• The work preformed by an organization using electronic linkages to its key constituencies• E-commerce: the sales and marketing component of an e-business• Categories of E-Businesses• E-business enhanced organization• E-business enabled organization• Total e-business organization• Knowledge Management• The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.• Learning Organization• An organization that has developed the capacity to continuously learn, adapt, and change.• Quality Management• A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations• Inspired by the total quality management (TQM) ideas of Deming and Juran• Quality is not directly related to cost.Chapter 3 organizational culture and the environment : the constraintsThe Manager: Omnipotent or Symbolic?• Omnipotent View of ManagementØ Managers are directly responsible for an organization’s success or failure.Ø The quality of the organization is determined by the quality of its managers.Ø Managers are held most accountablefor an organization’s performanceyet it is difficult to attributegood or poor performancedirectly to their influenceon the organization.• Symbolic View of ManagementØ Much of an organization’s success or failure is due to external forces outside of managers’ control.Ø The ability of managers to affect outcomes is influenced and constrained by external factors.• The economy, customers, governmental policies, competitors, industry conditions,technology, and the actions ofprevious managersØ Managers symbolize control andinfluence through their actionThe Organization’s Culture• Organizational CultureØ A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.Ø “The way we do things around here.”v Values, symbols, rituals, myths, and practicesØ Implications:v Culture is a perception.v Culture is shared.v Culture is descriptiveStrong versus Weak Cultures• Strong CulturesØ Are cultures in which key values are deeply held and widely held.Ø Have a strong influence on organizational members.• Factors Influencing the Strength of CultureØ Size of the organizationØ Age of the organizationØ Rate of employee turnoverØ Strength of the original cultureØ Clarity of cultural values and beliefsBenefits of a Strong Culture• Creates a stronger employee commitment to the organization.• Aids in the recruitment and socialization of new employees.• Fosters higher organizationalperformance by instilling andpromoting employee initiativeOrganizational Culture• Sources of Organizational CultureØ The organization’s founderv Vision and missionØ Past practices of the organizationv The way things have been doneØ The behavior of top management• Continuation of the Organizational CultureØ Recruitment of like-minded employees who “fit.”Ø Socialization of new employees to help them adapt to the cultureHow Employees Learn Culture• StoriesØ Narratives of significant events or actions of people that convey the spirit of the organization • RitualsØ Repetitive sequences of activities that express and reinforce the values of the organization • Material SymbolsØ Physical assets distinguishing the organization• LanguageØ Acronyms and jargon of terms, phrases, and word meanings specific to an organization How Culture Affects Managers• Cultural Constraints on ManagersØ Whatever managerial actions the organization recognizes as proper or improper on its behalf Ø Whatever organizational activities the organization values and encouragesØ The overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.Organization Culture Issues• Creating an Ethical CultureØ High in risk toleranceØ Low to moderate aggressivenessØ Focus on means as well as outcomes• Creating an Innovative CultureØ Challenge and involvementØ FreedomØ Trust and opennessØ Idea timeØ Playfulness/humorØ Conflict resolutionØ DebatesØ Risk-taking• Creating a Customer-Responsive CultureØ Hiring the right type of employees (ones with a strong interest in serving customers)Ø Having few rigid rules, procedures, and regulationsØ Using widespread empowerment of employeesØ Having good listening skills in relating to customers’ messagesØ Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfactionØ Having conscientious, caring employees willing to take initiativeSpirituality and Organizational Culture• Workplace SpiritualityØ The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.• Characteristics of a Spiritual OrganizationØ Strong sense of purposeØ Focus on individual developmentØ Trust and opennessØ Employee empowermentØ Toleration of employees’ expressionBenefits of Spirituality• Improved employee productivity• Reduction of employee turnover• Stronger organizational performance• Increased creativity• Increased employee satisfaction• Increased team performance• Increased organizational performanceDefining the External Environment• External EnvironmentØ The forces and institutions outside the organization that potentially can affect the organization’s performance.• Components of the External EnvironmentØ Specific environment: external forces that have a direct and immediate impact on the organization.Ø General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.How the Environment Affects Managers• Environmental UncertaintyØ The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by:v Complexity of the environment: the number of components in an organization’s external environment.v Degree of change in environmental components: how dynamic or stable the external environment is. Stakeholder Relationships• StakeholdersØ Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions• Why Manage Stakeholder Relationships?Ø It can lead to improved organizational performance.Ø It’s the “right” thing to do given the interdependence of the organization and its external stakeholders. Managing Stakeholder Relationships1. Identify the organization’s external stakeholders.2. Determine the particular interests and concerns of the external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.Chapter 4 managing in a global environmentManaging in a Global Environment• ChallengesØ Coping with the sudden appearance of new competitorsØ Acknowledging cultural, political, and economic differencesØ Dealing with increased uncertainty, fear, and anxietyØ Adapting to changes in the global environmentØ Avoiding parochialismAdopting a Global Perspective• Ethnocentric AttitudeØ The parochialistic belief that the best work approaches and practices are those of the home country.• Polycentric AttitudeØ The view that the managers in the host country know the best work approaches and practices for running their business.• Geocentric AttitudeØ A world-oriented view that focuses on using the best approaches and people from around the globe.Regional Trading Agreements• The European Union (EU)Ø A unified economic and trade entityv Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and SwedenØ Economic and monetary union (Euro)• North American Free Trade Agreement (NAFTA)Ø Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)v United States, Canada, and Mexico• Free Trade Area of the Americas• Southern Cone Common Market (Mercosur)• Association of Southeast Asian Nations (ASEAN)Ø Trading alliance of 10 Southeast Asian nations• African UnionThe World Trade Organization (WTO)• Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.• Functions as the only global organization dealing with the rules of trade among nations.• Has 145 member nations.• Monitors and promotes world trade.Different Types of Global Organizations• Multinational Corporation (MNC)Ø A firm which maintains operations in multiple countries but manages the operations from a base in the home country.• Transnational Corporation (TNC)Ø A firm that maintains operations in several countries but decentralizes management to the local country.• Borderless OrganizationØ A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines.How Organizations Go Global• Three Stages of GlobalizationØ Stage Iv Exporting products for sale overseas and importing products from overseas to sell in the home country.Ø Stage IIv Committing to directly sell home-country products in overseas markets or contracting for products to be manufactured overseas and sold in the home country.Ø Stage IIIv Licensing manufacturing and franchising services to foreign firms to use the brand name, technology, or product specifications developed by the firm.Other Forms of Globalization• Strategic AlliancesØ Partnerships between and organization and a foreign company in which both share resources and knowledge in developing new products or building new production facilities.• Joint VentureØ A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.Managing in A Global Environment• The Legal EnvironmentØ Stability or instability of legal and political systemsv Legal procedures are established and followedv Fair and honest elections held on a regular basisØ Differences in the laws of various nationsv Effects on business activitiesv Effects on delivery of products and servicesThe Economic Environment• Economic SystemsØ Market economyv An economy in which resources are primarily owned and controlled by the private sector.Ø Command economyv An economy in which all economic decisions are planned by a central government.• Monetary and Financial FactorsØ Currency exchange ratesØ Inflation ratesØ Diverse tax policiesThe Cultural Environment• National CultureØ Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.Ø May have more influence on an organization than the organization culture.Hofstede’s Framework for Assessing Cultures• Individualism versus Collectivism• Power Distance• Uncertainty Avoidance• Quantity versus Quality of Life• Long-term versus Short-term OrientationØ Individualism: the degree to which people in a country prefer to act as individuals.Ø Collectivism: a social framework in whichThe GLOBE (Global Leadership and Organizational Behavior Effectiveness) Framework for Assessing Cultures• Assertiveness• Future orientation• Gender differentiation • Uncertainty avoidance • Power distance• Individualism/collectivism • In-group collectivism • Performance orientation • Humane orientation。
上海大学管理学考研真题考研是很多人求学路上的重要里程碑，而管理学专业更是备受瞩目的研究方向之一。
因此，上海大学管理学考研真题备受广大考生关注。
本文将围绕上海大学管理学考研真题展开深入探讨，旨在为考生提供一些参考和帮助。
一、历年真题概览了解历年管理学考研真题是备考的基础，因此首先我们来概览一下上海大学管理学考研的历年真题。
1.2019年真题无论是管理学专业硕士研究生入学试题还是中文试题，都从不同的角度对考生的综合素质进行了测试。
例如，在管理学专业硕士研究生入学考试中，从组织行为学、管理学基础、管理信息系统等方面进行了考察；而中文试题则侧重于文章阅读和写作能力。
2.2020年真题2020年的上海大学管理学考研真题延续了以往的风格，注重对管理学理论基础知识的考察。
在组织行为学、市场营销、战略管理等方面设置了不同类型的题目，要求考生综合运用理论和实践进行解答。
二、应对方法和技巧面对考研真题，考生需要有一定的备考方法和技巧，才能在有限的时间内高效准确地完成题目。
1.熟悉考点在备考过程中，考生要对上海大学管理学考研的考点进行透彻的了解。
通过分析历年真题，总结出重点和难点，有针对性地进行复习。
2.多做模拟题模拟题是备考的重要辅助工具，通过做模拟题可以提高解题速度和答题准确率。
可以选择历年真题或者购买专门的考研辅导材料进行练习。
3.注重知识的广度和深度考研真题不仅考查基础知识，还会涉及理论的深度应用。
因此，在备考过程中，除了加强基础知识的掌握外，还要注重对理论的深入理解和运用能力的提升。
三、备考要点除了了解历年真题和掌握备考方法外，还有一些备考要点需要考生注意。
1.构建知识体系管理学是一个复杂的学科，需要掌握多个学科的知识。
考生在备考过程中，要构建起扎实的知识体系，将各个学科的知识有机结合起来，形成完整的思维框架。
2.注重实践能力管理学考研不只是纸上谈兵，更重要的是考查考生的实践能力。
因此，在备考过程中，考生要注重实际案例的分析和管理实践经验的积累。
管理英语4第一单元Five Basic Functions That Make up the Management Process构成管理过程的五个基本功能In 1916, a French coal mine director named Henri Fayol wrote a book entitled Administration Industrielle et Generale, which set forth five distinct functions of managing that Fayol insisted were applicable in any industry. ts on interior structure of tourism. In the 1950's, management textbooks began to incorporate some of Fayol's ideas into their content, and today, management courses still use many of his ideas to teach management to business students.1916年，法国煤矿公司总经理亨利·法约尔写了一本名为《工业管理与一般管理》的书，书中提出了五种独特的管理职能，并强调这些管理职能适用于任何行业。
20世纪50年代，管理学教科书开始编入法约尔的理念，时至今日，管理学课程依然向商科学生传授他的思想。
Planning involves deciding where to take a company and selecting steps to get there. It first requires managers to be aware of challenges facing their businesses, and then it requires managers to forecast future business and economic conditions. They then formulate objectives to reach by certain deadlines and decide on steps to reach them. They re-evaluate their plans as conditions change and make adjustments as necessary.规划包括确定公司的发展方向，并选择实现目标的各个步骤。
2008年上海大学研究生考试初试真题 管理学 注意：此真题是在考场上记下来的，所以有一些是凭记忆记下来的，可能会有一些不完整，仅供参考 一、选择题（ 2 分 *15=30 分） 1 、下列对管理者的描述正确的是—— 2 、（案例：略）要求计算保本产量—— 3 、企业分权有时是为适应培训管理人员的需要，对实践权利的管理者提出“在游泳中学会游泳”意思是指要求被培训者—— 4 、进入某行业的难易程度的影响因素，除了—— 5 、在下列哪些情况下管理幅度可以适当大些—— 6 、决策过程的第一步是—— 7 、企业管理者涉及组织管理层次和管理幅度，确定各个管理部门和岗位，规定他们的权利和责任，这些工作被称为—— 8 、参谋职权是指—— 9 、某企业的人大代表在开完人代会后，将会议精神以会议形式传达下去，其沟通方式是什么—— 10 、现场控制具有指导的职能，有助于提高工作人员的士气和自我控制能力，但它也有不少弊端，除了—— 11 、明茨伯格的学说中，有关管理者的角色—— 12 、引进人才与公司战略沟通，分厂需要 A 类人才，人力资源经理引进 B 类人才，在大会上两人有争执，分厂长认为 HR 不考虑实际， HR 认为分厂长不了解整个公司的发展战略，请就以上案例进行适当评论—— 13 、（案例：略）改善工作条件与激励的作用—— 14 、组织设计中最重要的的基础工作是—— 15 、对某一对象进行实验研究时，对实验模型进行改进，最后把结果推广到现实的产品或经营决策中的一种新方法是（ ） A 因果类比法 B 相似类比法 C 剩余类比法 D 模拟类比法 二、判断题（ 3 分 *8=24 分） 1 、管理不能脱离组织而存在，而组织中不一定存在管理 2 、模仿型创新是创新度最低的一种创新活动 3 、计划就是一个组织要做什么和怎么做的行动指南 4 、管理权变思想强调管理环境的变化性，管理活动的重复性和管理活动的有效性，管理效果是由环境、管理者和被管理者等因素共同决定的 5 、“没有管理的管理”就是指取消管理 6 、社会责任会降低组织的经济效益 7 、学习型组织的建立主要是使员工接受持续不断的教育，为此需要有一定的组织形式，有领导有计划的进行 8 、现代企业制度下的公司治理结构有董事会、监事会、和经营层（经理）三个层次组成。
第 1 页 ( 共 4 页 )上海大学2010 ～ 2011 学年秋季学期试卷A课程名：管理学课程号： 04195003 学分： 4 应试人声明：我保证遵守《上海大学学生手册》中的《上海大学考场规则》，如有考试违纪、作弊行为，愿意接受《上海大学学生考试违纪、作弊行为界定及处分规定》的纪律处分。
应试人 应试人学号应试人所在院系题号一二三四五六七八九得分注：所有试题请全部答在后面答题纸上：一、单项选择题（共10题，每小题2分，共20分）1、赫茨伯格提出了理论。
A、需求层次B、双因素C、激励需求D、期望2、通过把专业技术、研究方向接近的人分配到同一部门来实现规模经济。
A、顾客部门化B、地区部门化C、职能部门化D、产品部门化3、在职业发展的，人们会意识到需要减少工作的流动，从而可能安心于现有的工作。
A、探索期B、建立期C、中期D、后期4、实际工作中存在着下级向上级报喜不报忧得现象，从沟通上分析，这属于纵向沟通中的。
A、夸张B、扭曲C、过滤D、焦虑5、如果一个组织中小道消息很多，而正式沟通的信息较少，这意味着该组织。
A、非正式沟通渠道中信息传递顺畅，运作良好。
B、有相当多的人好搬弄是非，传播小道消息。
C、充分发挥了非正式沟通渠道的作用，促进了信息交流D、正式沟通渠道中信息传递存在问题，需要调整6、控制最基本的目的在于。
A、寻找错误B、衡量雇员绩效C、确保行为依计划发展D、使人们失去自由7、目标管理的最早提出者是。
A、斯隆B、韦伯C、德鲁克D、泰罗成绩8、目标具有下面所有的用途，除了。
A、为员工的工作提供指导和统一的方向B、促进良好的规划C、员工激励的来源之一D、评估和控制的有效机制E、测试员工对组织的承诺9、在高等院校要求学生选修一些本专业以外的课程，如有部分数学专业、物理专业、生物专业、外语专业等的学生选修管理学的课程，或者有商学院、影视学院的学生选修生物技术等其他专业的课程，这有利于提高学生的。
A、管理技能B、人际技能C、技术技能D、概念技能10、阳光广告公司是一家大型广告公司，业务包括广告策划、制作和发行。
2022年上海大学工商管理专业《管理学》科目期末试卷A（有答案）一、选择题1、一个人对不遵从上级意图所可能产生的负面结果感到惧怕，这意味着该上司拥有（）。
A．强制权力B．奖赏权力C．感召权力D．合法权力2、科学管理的产生是管理从经验走向理论的标志，下面哪个选项不属于科学管理对管理发展的贡献？（）A．组织设计优化 B．时间和动作的研究C．任务管理 D．作业人员与管理者的分工协调3、在不确定情况下，除了有限信息的影响之外，另一个影响决策结果的因素是（）。
A．风险性 B．环境的复杂性C．决策者心理定位 D．决策的时间压力4、以下哪一种组织结构违背了“统一指挥”的组织原则？（）A．直线职能制 B．直线职能辅以参谋职能制C．事业部制 D．矩阵制5、依据情景领导理论，当下属有能力但无意愿干领导希望他们干的工作时，以下哪种领导风格最为合适？（）A．告知 B．推销 C．参与 D．授权6、一家公司董事会通过决议，计划在重庆建立汽车制造厂，建设周期为一年，需完成基础建设、设备安装、生产线调试等系列工作，（）技术最适合来协调各项活动的资源分配。
A．甘特图B．负荷图C．PERT网络分析D．线性规划7、下列选项中哪个不属于“组织”（organization）所共同具有的三个特性？（）A．明确的目的或目标 B．精细的结构C．文化 D．人员8、20世纪以前，有两个重要的事件促进了管理研究的发展，其中一个是（）。
A．亚当·斯密出版《国富论》B．泰勒出版《科学管理原理》C．文艺复兴 D．霍桑实验9、公司产品设计部接受了一项紧急任务，该任务的完成需要进行严密的控制，同时又要争取时间和速度。
在这种情况下，最适合采用哪种沟通网络？（）A．Y式沟通网络 B．全通道式沟通网络C．轮式沟通网络 D．环式沟通网络10、以下哪一个不是激发组织创新力的因素？（）A．结构因素 B．人力资源因素C．技术因素 D．文化因素二、名词解释11、创造力（Creativity）与创新（Innovation）12、程序化决策13、差别化战略14、强文化15、领导者（leader）与管理者（manager）16、机械式组织和有机式组织17、学习型组织18、管理方格理论三、简答题19、简述马克斯·韦伯行政组织体系理论的主要内容。
上海交大版应用型大学英语综合教程_第3册_unit_4课文翻译与答案Unit 4Part 1 Language Skills Development1. StarterA. Work with a partner and answer the following questions.1. Do you believe in natural cures?Your answer：Reference answer ：Not totally. While it is true that some diseases can be cured without taking traditional drugs, modern medicine is indispensable. Whenever a person is sick, he or she shouldconsult a doctor .2. Have you ever come across an irresponsible or ill-mannered doctor?Your answer ：Reference answer：Yes. This kind of doctor is detestable. They totally forget their professional ethics, and more often than not, they lack the requisite specialist skills.B. Listen to a story and fill in the blanks.1. The businessman always tried to[pay as little as possible ] for what he needed. 2. Dr . Smith charged[five hundred dollars ] for the first visit, but only twenty-five dollars for [each visit after that]. 3. Dr . Smith said there was no need to examine the businessman again. He asked thebusinessman to continue taking the medicine [he prescribed last time ].Tapescript:A Clever Doctor and a Mean PatientThere was a businessman who always tried to pay as little as possible for what he needed. Oneday he fell ill. He decided to go to a doctor and asked a friend to recommend one."Dr . Smith is a good one," the friend told him."Is he expensive?" the businessman asked.Ali Baba could hardly believe what he had seen! He didnot dare to climb down from his tree—the thieves might come out at any moment and find him. He waited a long time."Yes and no. He charges five hundred dollars for the first visit, but only twenty-five dollars foreach visit after that.""That seems reasonable," the businessman said, and went to visit Dr . Smith. As he walked into the consulting room, he said, "Well, here I am again." and put twenty-fivedollars on the table.The doctor looked at the businessman carefully for a moment, then smiled and put the moneyinto the drawer of his desk. "Thank you," he said. "And what can I do for you today?""Examine me, of course," the businessman said, "and tell me what's wrong with me." Mind Map consulting room 诊疗室。
