《管理学原理题库》word版Word格式文档下载.docx

《管理学原理题库》word版Word格式文档下载.docx

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AccordingtoMintzberg’smanagementroles,theinformationalroleinvolvesreceiving,collecting,anddisseminatinginformation.

Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.

Thesystemsperspectiveunderscoresandemphasizesthefactthatorganizationsaredifferent,facedifferentcircumstances,andthusmayrequiredifferentwaysofmanaging.

MultipleChoice

_____________areorganizationalmemberswhointegrateandcoordinatetheworkofothers.

a.Managers（easy）

b.Teamleaders

c.Subordinates

d.Operatives

e.Agents

Typically,inorganizationsitisthe_____________whoareresponsibleformakingorganizationaldecisionsandsettingpoliciesandstrategiesthataffectallaspectsoftheorganization.

a.teamleaders

b.middlemanagers

c.first-linemanagers

d.topmanagers（easy）

e.subordinates

_____________distinguishesamanagerialpositionfromanonmanagerialone.

a.Manipulatingothers

b.Concernforthelaw

c.Increasingefficiency

d.Coordinatingandintegratingothers'

work（moderate）

e.Definingmarketshare

WhichofthefollowingisNOTanexampleofadecisionalroleaccordingtoMintzberg?

a.spokesperson（moderate）

b.entrepreneur

c.disturbancehandler

d.resourceallocator

e.negotiator

Whichofthefollowingskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization’swork?

a.humanskills

b.technicalskills（easy）

c.conceptualskills

d.empiricalskills

Understandingbuildingcodeswouldbeconsidereda_____________skillforabuildingcontractor.

a.human

b.technical（easy）

c.conceptual

d.empirical

e.functional

Whichofthefollowingphrasesisbestassociatedwithmanagerialconceptualskills?

a.decision-making（easy）

b.communicatingwithcustomers

c.motivatingsubordinates

d.productknowledge

e.technicalskills

Accordingtothetext,_____________arenotinfluencedbyanddonotinteractwiththeirenvironment.

a.opensystems

b.closedsystems（easy）

c.flextimesystems

d.reversesystems

e.forwardsystems

The_____________viewofamanager'

sjobimpliesthatdecisionsandactionstakeninoneorganizationalareawillimpactotherareas.

a.systems（moderate）

b.contingency

d.functional

e.environmental

Whichofthefollowingbestdescribestheconceptthatmanagementisneededinalltypesandsizesoforganizations,atallorganizationallevelsandinallorganizationalworkareas,andinallorganizations,nomatterwhatcountrythey’relocatedin?

a.thepartialityofmanagement

b.thesegmentationofmanagement

c.theuniversalityofmanagement（moderate）

d.theculturesofmanagement

ScenariosandQuestions

TheBusyDay（Scenario）

DonEskew,plantmanageratControlSystems,Inc.,sighedashesippedhisfirstcupofcoffeeat5a.m.andreadhisagendafortheday.Heisgivingtwocompanytoursinthemorning;

thefirsttoanewspaperreporterwhoiswritingastoryonthenewplantexpansionandhasseveralquestions,andthesecondtoagroupofControlSystems,Inc.,managersfromtheeastcoast.Hethenhasameetingwithunitmanager,PhilJohnson,todiscussPhil'

srecentdropinperformance（ataskhealwayshates）.Next,heisspendingacoupleofhoursreviewingthetradejournalshereceivesfromhishigh-techassociationandwritingupabriefsynopsisforhispresentationnextweektotheDivisionPresident.Finally,inlateafternoon,hewillbereviewingthenewequipmentmalfunctionanddecidingwhethertobringinextrapeopletogettheequipmentrunningassoonaspossible.Whew!

Justanotherdayintheglamorouslifeofamanager.

Together,allofthesebehaviorsperformedbyDonduringhisbusydaycorrespondtothemanagementrolesdiscoveredinthelate1960sbywhichofthefollowingmanagementscientists?

a.Herzberg

b.Skinner

c.Mintzberg（easy）

d.Fayol

e.Maslow

WhenDonwasmeetingwithPhiltodiscusshisperformanceconcerns,hewasoperatinginwhichmanagementrole?

a.leader（difficult）

b.figurehead

c.monitor

d.disturbancehandler

e.spokesperson

114.WhatrolewasDonperformingwhenhegavetheplanttourtothenewspaperreporter?

a.monitor

c.disseminator

d.spokesperson（difficult）

e.resourceallocator

115.WhenDonwasreviewingthenewequipmentmalfunction,whatmanagementrolewasheplayingwhendecidingwhethertobringinextrapeople?

b.disseminator

c.resourceallocator（moderate）

e.figurehead

EssayQuestions

Inashortessay,discussthedifferencebetweenefficiencyandeffectivenessandincludeaspecificexampletosupporteachconcept.

Answer

a.Efficiencyreferstogettingthemostoutputfromtheleastamountofinputs.Becausemanagersdealwithscarceinputs—includingresourcessuchaspeople,money,andequipment—theyareconcernedwiththeefficientuseofresources.Forinstance,attheBeiersdorfInc.factoryinCincinnati,whereemployeesmakebodybracesandsupports,canes,walkers,crutches,andothermedicalassistanceproducts,efficientmanufacturingtechniqueswereimplementedbydoingthingssuchascuttinginventorylevels,decreasingtheamountoftimetomanufactureproducts,andloweringproductrejectrates.Fromthisperspective,efficiencyisoftenreferredtoas“doingthingsright”—thatis,notwastingresources.

b.Effectivenessisoftendescribedas“doingtherightthings”—thatis,thoseworkactivitiesthatwillhelptheorganizationreachitsgoals.Forinstance,attheBiersdorffactory,goalsincludedopencommunicationbetweenmanagersandemployees,andcuttingcosts.Throughvariousworkprograms,thesegoalswerepursuedandachieved.Whereasefficiencyisconcernedwiththemeansofgettingthingsdone,effectivenessisconcernedwiththeends,orattainmentoforganizationalgoals.

（moderate）

Inashortessay,listandexplainthefourbasicfunctionsofmanagement.

a.Planning–involvestheprocessofdefininggoals,establishingstrategiesforachievingthosegoals,anddevelopingplanstointegrateandcoordinateactivities.

b.Organizing–involvestheprocessofdeterminingwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade.

c.Leading–whenmanagersmotivatesubordinates,influenceindividualsorteamsastheywork,selectthemosteffectivecommunicationchannel,ordealinanywaywithemployeebehaviorissues,theyareleading.

d.Controlling–toensurethatworkisgoingasitshould,managersmustmonitorandevaluateperformance.Theprocessofmonitoring,comparing,andcorrectingiswhatismeantbythecontrollingfunction.

Inashortessay,listanddiscussthethreeessentialskillsaccordingtoKatzthatmanagersneedtoperformthedutiesandactivitiesassociatedwithbeingamanager.

a.Technicalskills–includeknowledgeofanproficiencyinacertainspecializedfield,suchasengineering,computers,accounting,ormanufacturing.Theseskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization’swork.

b.Humanskills–involvetheabilitytoworkwellwithotherpeoplebothindividuallyandinagroup.Managerswithgoodhumanskillsareabletogetthebestoutoftheirpeople.Theyknowhowtocommunicate,motivate,lead,andinspireenthusiasmandtrust.Theseskillsareequallyimportantatalllevelsofmanagement.

c.Conceptualskills–thesearetheskillthatmanagersmusthavetothinkandtoconceptualizeaboutabstractandcomplexsituations.Usingtheseskills,managersmustbeabletoseetheorganizationasawhole,understandtherelationshipsamongvarioussubunits,andvisualizehowtheorganizationfitsintoitsbroaderenvironment.Theseskillsaremostimportantatthetopmanagementlevels.

Chapter2–ManagementYesterdayandToday

True/False

AccordingtoAdamSmith,divisionoflaborwasanimportantconcept.

IntheIndustrialRevolution,machinepowerbegansubstitutingforhumanpower.

“PrinciplesofScientificManagement”waswrittenbyFrederickTaylor.

FrankGilbreth’sbest-knowncontributiontoscientificmanagementconcernedselectingthebestworker.

FrederickTaylorismostassociatedwiththeprinciplesofscientificmanagement.

OnecouldsaythatFayolwasinterestedinstudyingmacromanagementissues,whereasTaylorwasinterestedinstudyingmicromanagementissues.

Bureaucracy,asdescribedbyWeber,emphasizesrationalityandinterpersonalrelationships.

Decisionsondeterminingacompany’soptimuminventorylevelshavebeensignificantlyinfluencedbyeconomicorderquantitymodeling.

Barnard,Follet,Musterberg,andOwenarealltheoristsareassociatedwiththeearlyorganizationalbehaviorapproach.

AdamSmith'

s,"

TheWealthofNations,"

putforththattheprimaryeconomicadvantagebysocietieswouldbegainedfromwhichofthefollowingconcepts?

a.managementplanningandcontrol