管理学原理英文第五章练习.docx

管理学原理英文第五章练习.docx

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管理学原理英文第五章练习

ChapterFive:

BasicOrganizationDesigns

True/False

1.Lineauthorityisaperson’scapacitytoinfluencedecisions.

（True;Easy;p.163）

2.Lineauthoritygivesamanagertherighttosupervisetheworkofotheremployees.

（True;Easy;p.163）

3.Asanorganizationbecomesflatterthespanofcontrolbecomessmaller.

（False;Easy;p.163）

4.Theprincipleofspecializationmaintainsthatnopersoninanorganizationshouldreporttoorbesupervisedbyanyoneelseotherthanone’sboss.

（False;Moderate;p.161）

5.Departmentalizationbyproductisdefinedasthegroupingofactivitiesbythefunctionsperformedinanorganization.

（False;Moderate;p.169）

6.Inmorecentralizedorganizationsemployeesatalllevelsoftheorganizationareinvolvedinthedecision-makingprocess.

（False;Moderate;p.169）

7.Legitimatepowerisnotbasedonamanager’sexpertise,technicalskillsorfunctionalknowledge.

（True;Moderate;p.168;Ex.5-5）

8.AuthorityisoneofthefivetypesofpowerdescribedbyFrenchandRaven.

（False;Easy;p.168;Ex.5-5）

9.Anorganicorganizationisonethatishighlystructured,hasmanylayersandlevelsofmanagementandanarrowspanofcontrol.

（False;Moderate;p.172）

10.Amechanisticorganizationtendstobeformal,highlyspecializedandhavecentralizeddecision-making.

（True;Easy;p.172）

11.Amatrixorganizationalstructurefitsbestwithanorganizationthatusesafocuseddifferentiationstrategy.

（False;Challenging;pp.171-172）

12.Anorganizationalstructuremadeupofself-containedandself-managedoperatingunitsiscalledamatrixorganization.

（False;Challenging;pp.177-178）

13.Ateam-based,cross-functionalorganizationcombinestheadvantagesoffocusingonfunctionalspecializationwithdirect,clearaccountabilityandlinesofauthority.

（False;Moderate;p.178）

14.Amajordisadvantageofthematrixorganizationalstructureisduplicationofstaff,costandresources.

（False;Moderate;p.177）

15.Roleconflictsarelikelytoresultfromthewaythatreportingrelationshipsareorganizedinamatrixstructure.

（True;Moderate;p.177）

16.Amarketingorganizationthatisstructuredbycustomerwouldbreakdownitsterritoryintonorthern,southern,easternandwesternregions.

（False;Moderate;p.170）

17.Managersinanorganizationwithaweakorganizationalculturerequirefewerformalrules,regulationsandpolicies.

（False;Moderate;p.182）

18.Departmentalizationisaprocessinwhichjobsandpositionsaregroupedbyspecializationintodepartments,linkingthemtogetherwithinthelargerorganizationalstructure.

（False;Easy;p.169）

19.Aproduct-basedorganizationalstructuregroupstogetherjobs,activitiesandfunctionsthatservethesamecustomers.

（False;Moderate;p.170）

20.Acustomer-basedorganizationalstructurefocusesalljobs,activitiesandfunctionsaroundasingleproductorserviceproducedbythecompany.”

（False;Easy;p.170）

21.Becausetheyreporttomorethanonesupervisor,employeesinamatrixorganizationcanexperienceroleconfusionandpowerstruggles.

（True;Moderate;p.178）

22.Anorganizationwithanarrowerspanofcontrolwillhavefewermanagersandmoredirectreportspermanagerthananorganizationwithawiderspanofcontrol.

（False;Moderate;p.163）

23.Incentralizedorganizations,decision-makingisdelegateddownandacrossalllevelsofmanagement.

（False;Challenging;p.163）

24.Decentralizedorganizationsconcentratemostoftheauthorityandresponsibilityformakingdecisionsatthetoplevelsofmanagement.

（False;Easy;p.168）

25.Operationalefficienciescanbeachievedbyreducingthenumberoflayersandlevelsofmanagementandincreasingthespanofcontrol.

（True;Moderate;p.168）

26.Organizationdesigndecisionsaretypicallymadebymid-levelmanagers.

（False;Moderate;p.160）

27.Thereisapointatwhichthediseconomiesfromdivisionoflaborexceedtheeconomicadvantage.

（True;Moderate;p.1461）

28.Manyorganizationsareincreasingtheirspanofcontrol.

（True;Moderate;p.163）

29.Thespanofcontroltodayisincreasinglybeingdeterminedbyanalyzingcontingencyvariables.

（True;Challenging;p.163）

30.Responsibilityreferstotherightsinherentinamanagerialpositiontogiveordersandexpecttheorderstobeobeyed.

（False;Moderate;p.163）

31.Authorityisrelatedtoone'spositionandhasnothingtodowiththeindividual.

（True;Moderate;p.163）

32.Nooneshouldbeheldresponsibleforsomethingoverwhichheorshehasnoauthority.

（True;Easy;p.163）

33.Indifferentiatinglinemanagersfromstaffmanagers,staffemphasizesmanagerswhoseorganizationalfunctioncontributesdirectlytotheachievementoforganizationalobjectives.

（False;Moderate;p.164）

34.Researchersandpractitionersofmanagementtodayagreewiththehistoricalperspectivethatyouneedtobeamanagertohavepowerandthatpoweriscorrelatedwithone’slevelinthefirm.

（False;Moderate;p.165-166）

35.Thetermsauthorityandpowerarefrequentlyconfused.Authorityisarightbasedonthelegitimacyoftheperson’spositionintheorganization.Poweristheperson’scapacitytoinfluencedecisions.

（True;Moderate;p.166）

36.Powerisdefinedbyone'sverticalpositionandone'sdistancefromtheorganization'scenter.

（True;Moderate;p.166）

37.Legitimatepowerisbasedontheabilitytodistributesomethingthatothersvalue.

（False;Challenging;p.168;Ex.55）

38.Groupingactivitiesbythefollowingcategorieswouldbeanexampleoffunctionaldepartmentalization:

men'sclothing,women'sclothing,tools,homedecorations,andshoes.

（False;Moderate;p.169）

39.Theparticulartypeofcustomertheorganizationseekstoreachcanalsodictateemployeegrouping.Thetypicaltypesofdepartmentalizationsarecustomer,geographic,anddivisional.

（False;Challenging;pp.169-170）

40.Anorganicstructurehasmanyruleswithrigidhierarchicalrelationshipsandatallstructure.

（False;Moderate;p.172;Ex.57）

41.Ratherthanhavingstandardizedjobsandregulations,theorganicorganization'sloosestructureallowsittochangerapidlyasneedsrequire.

（True;Challenging;p.172）

42.Organizationstructureshouldalwaysprecedeorganizationstrategy.

（False;Moderate;p.173）

43.Ifacompanychoosestocompetebaseduponcost-leadershipstrategies,thentheorganicstructurewillbethemosteffective.

（False;Challenging;p.173）

44.Anorganizationwithemployeesover2,000innumberwilltypicallyhaveaveryorganicorganizationalstructure.

（False;Moderate;p.173）

45.JoanWoodwardfoundthatorganizationaleffectivenesswasrelatedtothe"fit"betweentechnologyandstructure.

（True;Moderate;p.174）

46.Environmentisamajorinfluenceonstructure.

（True;Easy;p.174）

47.Thesimplestructureismostwidelyusedinsmallbusinesseswheretheownerandmanagerarethesameperson.

（True;Moderate;p.175）

48.Thestrengthofthefunctionalstructureliesintheadvantagesthataccruefromworkspecialization.

（True;Moderate;p.177）

49.Thechiefadvantageofthedivisionalstructureisthatitfocusesonresults.

（True;Moderate;p.177）

50.Theuniquecharacteristicofthematrixstructureisthatemployeeshaveonlyoneboss.

（False;Moderate;p.177）

51.Theboundarylessorganizationhasanincreasedinterdependencewithitsenvironment.

（True;Moderate;pp.178-179）

52.Boundarylessorganizationsaremerelyflatterorganizations.

（False;Easy;p.179）

53.JeffRaleighownsNewWorldEnterprises.Hisorganizationisconsideredalearningorganizationbecausetheleadersandemployeeshavedevelopedthecapacitytocontinuouslyadaptandchange;allmemberstakeanactiveroleinidentifyingandresolvingwork-relatedissues.

（True;Challenging;pp.179181）

54.Information,leadership,andorganizationalcultureareallimportantinshapingalearningorganization.

（True;Moderate;p.179）

55.Valuesrefertoasystemofsharedmeaningwithinanorganization.

（False;Easy;p.181）

56.Anorganization'sculturecanactuallysubstitutefortherulesandregulationsthatformallyguideemployees.

（True;Moderate;p.182）

MultipleChoiceQuestions

57.________istheformalrighttogiveorders,makedecisions,andseethattasksarecompleted.

a.Centralization

b.Authority

c.Responsibility

d.Decentralization

（b;Easy;p.163）

58.Aconstructionsupervisorsitewhoseesanimpendingthunderstorm,tellsworkerstogohome,andsecuresthesiteisdemonstrating

a.authority.

b.delegation.

c.accountability.

d.responsibility

（a;Moderate;p.163）

59.Theprocessofassigningauthorityandresponsibilitytoone’ssubordinatestomanageaprojectiscalled

a.centralization.

b.supervision.

c.delegation.

d.specialization.

（c;Moderate;p.163）

60.A_____spanofcontrolisassociatedwithmanylevelsofmanagement,whichgivesrisetoa_____organizationalstructure.

a.wide;tall

b.wide;flat

c.narrow;tall

d.narrow;flat

（c;Moderate;p.163）

61.Narrowspansofcontrolleadtoa_____organizationalstructure,whereaswiderspansofcontrolleadtoa_____organizationalstructure.

a.flat;tall

b.homogenous;diverse

c.short;tall

d.tall;short

（d;Challenging;p.163）

62.________referstotheconcentrationofdecisionauthorityatthetoplevelsoftheorganizationalhierarchy.

a.Departmentalization

b.Centralization

c.Formalization

d.Decentralization

（b;Moderate;p.168）

63._________involvesthedelegationofdecision-makingandauthoritytolowerlevelsintheorganization.

a.Decentralization

b.Departmentalization

c.Specialization

d.Centralization

（a;Easy;p.168）

64._____fa