组织行为学双语教学英语部分练习题以及答案.docx
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组织行为学双语教学英语部分练习题以及答案
为方便答题,所有判断题目答案附在chapter9后之后
Chapter1IntroductiontoOrganizationalBehavior
True/FalseQuestions
1.Organizationalbehavioristhestudyofhumanattitudes,behavior,andperformanceinorganizations.
2.Organizationalbehavioristhestudyofvalues,goalsandpoliciesinanorganization.
3.Thestudyoforganizationalbehaviorfocusesonorganizations,groupsandindividuals.
4.Organizationalbehaviordrawsonmanydifferentbusinessdisciplines.
5.Contributionsfrompsychology,sociology,economicsandindustrialengineeringareappliedinorganizationalbehaviortheory.
6.Practicalexperienceismorerelevanttothestudyoforganizationalbehaviorthanresearchandtheory.
7.Scientificmanagementinvolvesthestudyofworkprocessestomakethemmoreefficient.
8.Efficiencyandqualitycanbeimprovedbystudyingworkprocesses.
9.Administrativemanagementproposesthatamanager’sjobincludethebasicfunctionsofplanning,organizing,commanding,coordinatingandcontrolling.
10.Organizationscouldreduceconflictbygettingemployeesandmanagersfocusedonsharedgoals.
ShortAnswerQuestions
1._____________consistsoftheactionsandinteractionsofindividualsandgroupsinorganizations.
Answer:
organizationalbehavior(OB)
2.Asocialentitythatisgoaldirectedanddeliberatelystructuredisknownasa(n)_____________.
Answer:
organization
3._____________isaschoolofmanagementthatinvolvesdevelopingastandardmethodforperformingeachjob,trainingworkers,andofferingwageincentives.
Answer:
scientificmanagement
4.The_____________schoolofmanagementexploreswaysmanagerscaninfluenceproductivitythroughhumanrelations.
Answer:
humanrelations
EssayQuestions
1.Describethevariousmanagementschoolsofthought.
Answer:
•Scientificmanagement—developedastandardmethodforperformingeachjob,trainedworkersinthestandard,eliminatedinterruptions,andofferedwageincentives.
•Administrativemanagement—identifiedwhatstructuredwouldbemostefficientinagivenenvironmentandadvocatedputtingpoliciesandproceduresintowriting.
•Humanrelationsschool—exploredwaymanagerscouldinfluenceproductivitybyestablishingpositiverelationshipswithemployees.
•Managementscience—appliesscientificmethodandmathematicalmodelstomanagementproblems.
•Opensystems—describesorganizationsassystemsthatinteractwiththeirenvironment,transforminginputsintooutputs.
•Sustainedcompetitiveadvantage—focusesonthemeansorganizationscancreatetosustainanadvantageovercompetitors.
2.OutlinetheassumptionsaboutemployeesidentifiedasTheoryXandTheoryY.
Answer:
•TheoryXassumesworkersdisliketheirworkandmustbecoercedintodoingit.
•TheoryYassumesthatworkisanaturalpartofemployees’livesandthatemployeeswillbeindustriousandcreativeiftheyarecommittedtotheirwork.
3.IdentifyanddiscussfivecorevaluesofTotalQualityManagement.
Answer:
TherearetencorevalueswithdescriptionsofferedinExhibit1.3,page15.Usethistabletoguideyourgradingofthequestion.
4.Identifyanddiscussthefourmanagementfunctions.Whichfunctionismostimportantandwhy?
Answer:
Planning—definesgoalsanddetermineshowtoachievethem
Organizing—assignstasks,delegatesresponsibility,andallocatesresources.
Leading—useofinfluencetoinspireandempowerotherstoworktowardtheorganizationalgoals.
Controlling—measuresperformancetoitsobjectives.
Themostimportantfunctionisplanningbecauseitinfluencesalltheotherfunctionsinhoweachfunctionisadministrated.
Chapter2
IndividualDifferences
True/FalseQuestions
1.Productivity,innovativeness,creativity,andotherorganizationaloutcomesareinfluencedbyhowemployeesbehave.
2.Peopleareanorganization’smostvaluableresourceandareleastlikelytocauseproblems.
3.Individualdifferencesdonotinfluencewhetherapersonwillbeabletosuccessfullyperformajob.
4.Apsychologicalcontractdescribeswhatanemployerexpectsfromtheemployeeandwhattheemployeewillcontributebasedontheseexpectations.
5.Apsychologicalcontractoutlineswhatanemployeeexpectstocontributeandwhattheorganizationwillprovidetotheemployeeforthesecontributions.
6.Psychologicalcontractsarenegotiatedandwrittendownastermsofemployment.
7.Ifanorganizationviolatesthepsychologicalcontract,employeesatisfaction,trustanddesiretostaywiththeorganizationgoesdown.
8.Psychologicalcontractsintoday’sworkenvironmentemphasizejobsecurityfortheemployee.
9.Psychologicalcontractsintoday’sworkenvironmentemphasizeemployeecareermanagementanddevelopment.
10.Ifanemployeeisstrugglinginajob,themanagershouldreshapethejob.
ShortAnswerQuestions
1.__________________areanorganization’smostvaluableresource.
Answer:
PeoplePage:
89
2.__________________arecharacteristicsthatvaryfromonepersontoanother.
Answer:
IndividualdifferencesPage:
89
3.Whatanemployeeexpectstocontributeandwhattheorganizationwillprovidetotheemployeefortheircontributionsisknownas__________________.
Answer:
PsychologicalcontractPage:
90
4.Theextenttowhichaperson’sabilityandpersonalitymatchtherequirementsofajobiscalled__________________.
Answer:
Person-jobfitPage:
93
5.When__________________ispoor,jobsneedtoberestructuredoremployeesneedtobereplaced.
Answer:
Person-jobfitPage:
94
6.__________________referstothematchbetweenanindividual’spersonality,goals,andvaluesandtheorganizationculture.
Answer:
Person-organizationfitPage:
94
EssayQuestions
1.Explaincognitiveabilityanddefineitsthreespecificdimensions.
Answer:
•Cognitiveabilityreferstoanindividual’scapacitytothinkandanalyzeinformation.Threedimensionsareverbalcomprehension,quantitativeability,reasoningability.
•Verbalcomprehensionreferstoaperson’scapacitytounderstandandusewrittenandspokenlanguage.
•Quantitativeabilityreferstoanindividual’sspeedandaccuracyinsolvingmathproblems.
•Reasoningabilityreferstoanindividual’scapacitytosolvedifferenttypesofproblems
Level:
1
2.WhatarecognitivestylesandexplainthefourdimensionsoftheMyersBriggsTypeIndicator.
Answer:
•Cognitivestylesaredifferentwaysindividualsperceiveandprocessinformation.Thefourdimensionsare
•Energy(Introversionvs.Extroversion)determineswhereindividualsgaininterpersonalstrengthandstimulation.Extrovertsgainenergythroughotherswhileintrovertsfocusonpersonalthoughtsandfeelings.
•Informationgatheringrelatestotheactionindividualstakewhenmakingdecisions.Sensingfocusonfactsanddetailsandintuitivefocuslessonfactsandmoreontherelationshipsbetweenideas.
•Decisionmakingrelatestohowmuchconsiderationapersongivestoothers’feelings.Thinkingfocusonbeingobjectivewhilefeelingsareconsideredhowthedecisionimpactsothers.
•Lifestylerelatestoanindividual’stendencytobeflexibleandadaptive.Judgingfocusongoalsandislessflexiblewhileperceivingdislikesdeadlines.
3.Whatisemotionalintelligenceandoutlineanddiscussthreeofitscomponents.
Answer:
•Emotionalintelligenceistheabilitytoaccuratelyperceive,evaluate,express,andregulateemotionsandfeelings.Thefivecomponentsarelistedinexhibit3.7,p.102.Usetheexhibittoassistwithgradingthefivecomponents.
4.Explainthelearningprocess.Identifyandexplainonetypeoflearningstyleandindicatethetypeoflikelyoccupationsthosewiththislearningstylemighthave.
Answer:
•Thelearningprocessgoesfromaconcreteexperiencetoreflectiveobservationtoabstractconceptualizationtoactiveexperimentation.Theresultsoftheexperimentationgeneratenewexperiencesandthecycleoutlinedaboverepeatsitself.Asforonelearningstyleuseexhibit3.9,p.105toassistingradingthequestion.
5.Whatareinstrumentalandterminalvalues?
Howdovaluesandattitudesrelate?
Answer:
•Instrumentalvaluesarebeliefsaboutthetypesofbehaviorthatareappropriateforreachinggoals.
•Terminalvaluesarebeliefsaboutwhichoutcomesareworthtryingtoachieve.
•Attitudesareconsideredtohavethreecomponents:
cognition,feelings,andbehavior.Thecognitioncomponentincludesthebeliefsandvaluesofaperson.Therefore,one’sattitudeisusuallygroundedinone’sbeliefsorvalues.
Chapter3
PerceptionandAttribution
True/FalseQuestions
1.Theperceptionprocessbeginswithattention.
2.Theorganizationstageofperceptionbeginswhenapersonpaysattentiontoastimulusandthenbeginstomakesenseofit.
3.Apersonwhousestheclosuremechanismfororganizingstimulimightoverhearonesideofaphoneconversationandislikelytoimaginetheoverallcontentoftheconversation.
4.Whenapersonperceivessensorydatainacontinuouspattern,theyareusingthecontinuitymechanismfororganizingstimuli.
5.Apersonwhousesthecontinuitymechanismfororganizingstimulimightoverhearonesideofaphoneconversationandislikelytoimaginetheoverallcontentoftheconversation.
6.Whenapersonperceivessensorydatainacontinuouspattern,theyareusingtheclosuremechanismfororganizingstimuli.
7.Whenpeopleorganizestimuli,theyoftenuseframesofreferencecalledschemas.
8.Ifmanagersreviewsalariesandemployeeperformanceatthesametime,employeesperceivethetworeviewsasbeinginproximity.
9.Whenemployeesbringtheirownscripttoagivensituation,itwillreducethepossibilityofmisunderstandings.
10.Aprototypeisaschemathatsummarizeswhatwehavelearnedaboutcategori