管理学习题02文档格式.docx

管理学习题02文档格式.docx

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TheManager:

OmnipotentorSymbolic?

Objective:

1

Difficulty:

Easy

Classification:

Conceptual

2）Theviewofmanagersasomnipotentisconsistentwiththestereotypicalpictureofthetake-chargebusinessexecutivewhocanovercomeanyobstacleincarryingouttheorganization'

sobjectives.

TRUE

3）Thesymbolicviewofmanagementimpactisusefulinexplainingthehighturnoveramongsportscoaches,whocanbeconsideredthe"

managers"

oftheirteams.

4）Adynamicenvironmentischaracterizedbytheabsenceofnewcompetitors,fewtechnologicalbreakthroughsbycurrentcompetitors,andlittleactivitybypressuregroupstoinfluencetheorganization.

49

TheEnvironment

2

Moderate

5）Environmentaluncertaintylooksatthenumberofcomponentsinanorganization'

senvironmentandtheextentoftheknowledgethattheorganizationhasaboutthosecomponents.

6）Anorganization'

scompetitorsandemployeesareconsideredtobestakeholderswhoareaffectedbytheorganization'

sdecisionsandactions.

50

OrganizationalCulture

7）Adynamicandsimpleenvironmentischaracterizedbythegreatestlevelofenvironmentaluncertainty.

8）Managersofhigh-performingcompaniestendtoconsidertheinterestsofthemostprofitablestakeholdergroupsastheymakedecisions.

9）Strongcultureshavemoreinfluenceonemployeesthandoweakcultures.

52

3

10）Thesharedaspectofcultureimpliesthatallemployeesinanorganizationapproveoftheculture.

11）Instrongorganizationalcultures,employeeshavelittleknowledgeofcompanyhistoryorheroes,whatisimportantispresentperformance.

53

12）Organizationshelpemployeesadapttotheculturethroughsocialization.

54

13）Corporateritualsarerepetitivesequencesofactivitiesthatexpressandreinforcethekeyvaluesofanorganization.

55

14）Ina"

ready-aim-fire"

culture,managerstakeactionandthenanalyzewhathasbeendone.

57

15）Inordertodevelopaninnovativeorganizationalculture,managersmustminimizeambiguityanduncertaintyanddiscouragerisk-taking.

58

4

16）Givingservice-contactemployeesthediscretiontomakeday-to-daydecisionsonjob-relatedactivitiesisinstrumentalincreatinginacustomer-responsiveculture.

59

17）Organizationsthatemphasizeworkplacespiritualityfocusonindividualdevelopment.

60

18）Spiritualorganizationstendtobeintolerantofemployeeswhocommitmistakes.

19）Organizationsthatsubscribetoworkplacespiritualityemphasizetheimportanceofemployeescontrollingtheirexpressionsandemotions.

20）Avalidcriticismofworkplacespiritualityisthatsecularinstitutions,especiallybusinesses,havenorighttoimposespiritualvaluesonemployees,ifspiritualitymeansbringingreligionintotheworkplace.

21）Whichofthefollowingrepresentsthetwoviewsofmanagerialimpactonthesuccessorfailureoftheorganization?

A）omnipotentandsymbolic

B）omnipotentandreflective

C）symbolicandinteractive

D）reflectiveandinteractive

A

44

22）Thecurrentdominantassumptioninmanagementtheorysuggeststhat________.

A）anorganization'

ssuccessorfailureisduetoexternalforcesoutsidemanagers'

control

B）managers'

rolesareincreasinglybecomingperipheralandstaffmanagetheirownareasofexpertise

C）managersaredirectlyresponsibleforanorganization'

ssuccessorfailure

D）managerscannotsignificantlyaffectanorganization'

sperformancebecausetheyareconstrainedbytheabilitiesoftheiremployees

C

23）ElmoResearch&

Developmenthasbeengoingthrougharoughpatchlately.Turnoverhasbeenhighandemployeemoraleisatanall-timelow.Thoughemployeesandcompetitorsholdmanagementresponsibleforthedecline,theCEOdoesnotletthemanagersgoorchangethemanagementstyle.Whichofthefollowingcouldexplainthisattitude?

A）TheCEOholdstheomnipotentviewofmanagement,whichbelievesthatexternalfactorshaveasignificanteffectonperformanceoutcomes.

B）Astheorganizationhasanautocraticmanagementstyle,theemployeesareresponsiblefororganizationalpolicies.

C）Theorganizationhasaparticipativemanagementstyleanddecisionsareguidedbyconsensus.

D）TheCEOholdstheviewthatmanagershaveonlyalimitedroleinorganizationsuccessorfailure.

D

AACSB:

AnalyticSkills

Application

24）Theomnipotentviewofmanagementstatesthat________.

A）managers'

rolesareperipheralandstaffmanagetheirownareasofthebusiness

B）managersaredirectlyresponsibleforanorganization'

C）managersshouldallowemployeestotakepartindecision-making

D）managershavelittleornoresponsibilityforanorganization'

B

25）The________viewofmanagementisconsistentwiththestereotypicalpictureofthetake-chargebusinessexecutivewhocanovercomeanyobstacleincarryingouttheorganization'

A）omnipotent

B）symbolic

C）democratic

D）laissez-faire

26）ThesoccerleagueinEnglandisnotoriousforthenumberofteammanagersfiredoverthecourseofasingleseason,whichstandsatnofewerthaneightmanagersonaverage,owingtopoorteamformandconsequently,poorresults.Itisevidentfromthisinformationthattheleagueendorsesa（n）________viewofmanagement.

A）symbolic

B）omnipotent

C）laissez-faire

D）democratic

27）Whichofthefollowingmostaccuratelyreflectsthesymbolicviewofmanagement?

A）Managersaredirectlyresponsibleforanorganization'

B）Managershavetoensurethateveryobstacleisovercomeonthewaytoachievingtheorganization'

sgoals.

C）Externalforcesareresponsibleforanorganization'

D）Employeesaredirectlyresponsibleforanorganization'

28）Accordingtothesymbolicview,managershavea（n）________effectonsubstantiveorganizationaloutcomes.

A）limited

B）extensive

C）influential

D）significant

29）Thesymbolicviewofmanagementisbaseduponthebeliefthatmanagerssymbolize________.

A）controlandinfluenceindevelopingplansandmakingdecisions

B）everyaspectofanorganization'

sperformance,fromthetopleveltotheoperationallevel

C）thefluctuatingfortunesoftheorganizationastheyalternatebetweenprofitsandlosses

D）thetake-chargeexecutivewhoovercomesanyobstacletoseethattheorganizationachievesitsgoals

30）Internalconstraintsthatinfluencem