罗宾斯管理学练习题第三章Word格式.docx

罗宾斯管理学练习题第三章Word格式.docx

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False（moderate）

THEMANAGER:

OMNIPOTENTORSYMBOLIC

2.Inthesymbolicviewofmanagement,managersareseenasdirectlyresponsibleforanorganization'

ssuccessorfailure.

False（easy）

3.Thecurrentdominantassumptioninmanagementtheorysuggestsmanagersareomnipotent.

True（moderate）

4.Theviewofmanagersasomnipotentisconsistentwiththestereotypicalpictureofthetake-chargebusinessexecutivewhocanovercomeanyobstacleincarryingouttheorganization’sobjectives.

5.Thesymbolicviewofmanagerialimpactisusefulinexplainingthehighturnoveramongcollegeandprofessionalsportscoaches,whocanbeconsideredthe“managers”oftheirteams.

False（difficult）

6.Theviewthatacollegefootballteamhadalosingseasonduetothefailureofkeyplayerstoobtainsufficientschoolgradesrepresentsthesymbolicviewofmanagement.

7.Intheomnipotentviewofmanagement,muchofanorganization'

ssuccessorfailureisduetoforcesoutsidemanagement'

scontrol.

8.Ifanorganizationsubscribestothesymbolicviewofmanagers,itisunreasonabletoexpectmanagerstohaveasignificanteffectontheorganization'

sperformance.

True（easy）

9.Amanager'

sroleintheomnipotentviewofmanagementistocreatemeaningoutofrandomness,confusion,andambiguity.

THEORGANIZATION’SCULTURE

10.Anorganizationalculturereferstoasystemofsharedmeaning.

11.Theorganizationalcultureisasystemofsharedmeaningheldbymembersthatdistinguishestheorganizationfromotherorganizations.

12.Organizationalcultureisaperception,notreality.

13.Presently,thereisnomethodforanalyzingorassessingorganizationalculture.

14.Strongcultureshavemoreinfluenceonemployeesthanweakones.

15.Anincreasingbodyofevidencesuggeststhatstrongculturesareassociatedwithhighorganizationalperformance.

16.Compensationinmentionedinthetextasadimensionoforganizationalculture.

17.Mostorganizationshaveveryweakcultures.

18.Anorganization'

sfounderhaslittleinfluenceonitsculture.

19.Ritualsarerepetitivesequencesofactivitiesthatexpressandreinforcethekeyvaluesofanorganization.

20.Organizationalstoriestypicallycontainanarrativeofsignificanteventsorpeople.

21.Agoodexampleofanorganizationalstoryistheprocesscollegefacultymembersgothroughintheirquestfortenure.

22.Employeestockoptionismentionedinthetextasanexampleofamaterialsymbol.

23.Thelinkbetweenvaluesandmanagerialbehaviorisfairlystraightforward.

THEENVIRONMENT

24.Thepartoftheenvironmentdirectlyrelatedtoachievementofanorganization'

sgoalsisthespecificenvironment.

25.Thegeneralenvironmentreferstoeverythinginsidetheorganization.

26.Environmentaluncertaintycanbedividedintotwodimensions:

degreeoftrustanddegreeofintegration.

27.Becausecertaintyisathreattoanorganization'

seffectiveness,managerstrytominimizeit.

28.Thetermsuppliersincludeprovidersoffinancialandlaborinputs.

29.ToanationalnetworksuchasNBC,yourhomeVCRisconsideredacompetitor.

30.RalphNader'

sCenterforResponsiveLawisconsideredapressuregroupthatmanagersmustdealwith.

31.Industryconditionsisanexampleofanorganization’sgeneralenvironment.

32.TheCivilRightsActof1964madejobsaccessibletopeoplewithdisabilities.

33.TheAmericanswithDisabilitiesActgrants12weeksofunpaidleavetoemployeesforbirthoradoptionofachild.

34.Economicconditionsarepartoftheorganization'

sspecificenvironment.

MANAGINGWORKFORCEDIVERSITY

35.Basedonthedatapresentedin“ManagingWorkforceDiversity,”federalmandateisthenumberonefactordrivingdiversityeffortsbyorganizations.

False（moderate）

Multiple-ChoiceQuestions

36.Accordingtotheinformationpresentedin“AManager’sDilemma,”Vancouverisacitywheretheenvironmentisfairlystableandtherelationshipamongstakeholdersiscriticallyimportant.WhichofthefollowingapproachestomanagingstakeholderrelationshipsshouldCatherineDeslauriers,thecityofVanc