《管理学原理》题库英文版Word下载.docx

《管理学原理》题库英文版Word下载.docx

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管理学原理题库英文版管理学原理题库英文版Chapter1IntroductiontoManagementandOrganizationsTrue/FalseQuestionsThefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.True（easy）Effectivenessreferstotherelationshipbetweeninputsandoutputs.False（moderate）Efficiencyisoftenreferredtoasdoingthingsright.True（moderate）Whenmanagersmeetorganizationalgoals,theyareefficientandeffective.False（difficult）AccordingtoMintzbergsmanagementroles,theinformationalroleinvolvesreceiving,collecting,anddisseminatinginformation.True（moderate）Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.True（moderate）Thesystemsperspectiveunderscoresandemphasizesthefactthatorganizationsaredifferent,facedifferentcircumstances,andthusmayrequiredifferentwaysofmanaging.False（moderate）MultipleChoice_areorganizationalmemberswhointegrateandcoordinatetheworkofothers.a.Managers（easy）b.Teamleadersc.Subordinatesd.Operativese.AgentsTypically,inorganizationsitisthe_whoareresponsibleformakingorganizationaldecisionsandsettingpoliciesandstrategiesthataffectallaspectsoftheorganization.a.teamleadersb.middlemanagersc.first-linemanagersd.topmanagers（easy）e.subordinates_distinguishesamanagerialpositionfromanonmanagerialone.a.Manipulatingothersb.Concernforthelawc.Increasingefficiencyd.Coordinatingandintegratingotherswork（moderate）e.DefiningmarketshareWhichofthefollowingisNOTanexampleofadecisionalroleaccordingtoMintzberg?

@#@a.spokesperson（moderate）b.entrepreneurc.disturbancehandlerd.resourceallocatore.negotiatorWhichofthefollowingskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganizationswork?

@#@a.humanskillsb.technicalskills（easy）c.conceptualskillsd.empiricalskillsUnderstandingbuildingcodeswouldbeconsidereda_skillforabuildingcontractor.a.humanb.technical（easy）c.conceptuald.empiricale.functionalWhichofthefollowingphrasesisbestassociatedwithmanagerialconceptualskills?

@#@a.decision-making（easy）municatingwithcustomersc.motivatingsubordinatesd.productknowledgee.technicalskillsAccordingtothetext,_arenotinfluencedbyanddonotinteractwiththeirenvironment.a.opensystemsb.closedsystems（easy）c.flextimesystemsd.reversesystemse.forwardsystemsThe_viewofamanagersjobimpliesthatdecisionsandactionstakeninoneorganizationalareawillimpactotherareas.a.systems（moderate）b.contingencyc.conceptuald.functionale.environmentalWhichofthefollowingbestdescribestheconceptthatmanagementisneededinalltypesandsizesoforganizations,atallorganizationallevelsandinallorganizationalworkareas,andinallorganizations,nomatterwhatcountrytheyrelocatedin?

@#@a.thepartialityofmanagementb.thesegmentationofmanagementc.theuniversalityofmanagement（moderate）d.theculturesofmanagementScenariosandQuestionsTheBusyDay（Scenario）DonEskew,plantmanageratControlSystems,Inc.,sighedashesippedhisfirstcupofcoffeeat5a.m.andreadhisagendafortheday.Heisgivingtwocompanytoursinthemorning;@#@thefirsttoanewspaperreporterwhoiswritingastoryonthenewplantexpansionandhasseveralquestions,andthesecondtoagroupofControlSystems,Inc.,managersfromtheeastcoast.Hethenhasameetingwithunitmanager,PhilJohnson,todiscussPhilsrecentdropinperformance（ataskhealwayshates）.Next,heisspendingacoupleofhoursreviewingthetradejournalshereceivesfromhishigh-techassociationandwritingupabriefsynopsisforhispresentationnextweektotheDivisionPresident.Finally,inlateafternoon,hewillbereviewingthenewequipmentmalfunctionanddecidingwhethertobringinextrapeopletogettheequipmentrunningassoonaspossible.Whew!

@#@Justanotherdayintheglamorouslifeofamanager.Together,allofthesebehaviorsperformedbyDonduringhisbusydaycorrespondtothemanagementrolesdiscoveredinthelate1960sbywhichofthefollowingmanagementscientists?

@#@a.Herzbergb.Skinnerc.Mintzberg（easy）d.Fayole.MaslowWhenDonwasmeetingwithPhiltodiscusshisperformanceconcerns,hewasoperatinginwhichmanagementrole?

@#@a.leader（difficult）b.figureheadc.monitord.disturbancehandlere.spokesperson114.WhatrolewasDonperformingwhenhegavetheplanttourtothenewspaperreporter?

@#@a.monitorb.figureheadc.disseminatord.spokesperson（difficult）e.resourceallocator115.WhenDonwasreviewingthenewequipmentmalfunction,whatmanagementrolewasheplayingwhendecidingwhethertobringinextrapeople?

@#@a.monitorb.disseminatorc.resourceallocator（moderate）d.disturbancehandlere.figureheadEssayQuestionsInashortessay,discussthedifferencebetweenefficiencyandeffectivenessandincludeaspecificexampletosupporteachconcept.Answera.Efficiencyreferstoge