管理学原理题库(含答案)
Chaper 1 – Introduction to Management and Organizations
The four contemporary functions of management are planning, organizing, leading, and controlling. Effectiveness refers to the relationship between inputs and outputs.
Efficiency is often referred to as "doing things right."
When managers meet organizational goals, they are efficient and effective.
According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.
Technical skills become less important as a manager moves into higher levels of management.
The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.
Multiple Choice
_____________ are organizational members who integrate and coordinate the work of others.
a. Managers
b. Team leaders
c. Subordinates
d. Operatives
e. Agents
Typically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.
a. team leaders
b. middle managers
c. first-line managers
d. top managers
e. subordinates
_____________ distinguishes a managerial position from a nonmanagerial one.
a. Manipulating others
b. Concern for the law
c. Increasing efficiency
d. Coordinating and integrating others' work
e. Defining market share
Which of the following is NOT an example of a decisional role according to Mintzberg?
a.spokesperson
b.entrepreneur
c.disturbance handler
d.resource allocator
e.negotiator
Which of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work?
a.human skills
b.technical skills
c.conceptual skills
d.empirical skills
Understanding building codes would be considered a _____________ skill for a building contractor.
a. human
b. technical
c. conceptual
d. empirical
e. functional
Which of the following phrases is best associated with managerial conceptual skills?
a. decision-making
b. communicating with customers
c. motivating subordinates
d. product knowledge
e. technical skills
According to the text, _____________ are not influenced by and do not interact with their environment.
a.open systems
b.closed systems
c.flextime systems
d.reverse systems
e.forward systems
The _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.
a. systems
b. contingency
c. conceptual
d. functional
e. environmental
Which of the following best describes the concept that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located in?
a.the partiality of management
b.the segmentation of management
c.the universality of management
d.the cultures of management
Scenarios and Questions
The Busy Day (Scenario)
Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager.
Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?
a. Herzberg
b. Skinner
c. Mintzberg
d. Fayol
e. Maslow
When Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?
a. leader
b. figurehead
c. monitor
d. disturbance handler
e. spokesperson
114. What role was Don performing when he gave the plant tour to the newspaper reporter?
a. monitor
b. figurehead
c. disseminator
d. spokesperson
e. resource allocator
115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?
a. monitor
b. disseminator
c. resource allocator
d. disturbance handler
e. figurehead
Essay Questions
In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.
Answer
a.Efficiency refers to getting the most output from the least amount of inputs. Because managers deal
with scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as “doing things right”—that is, not wasting resources.
b.Effectiveness is often described as “doing the right things”—that is, those work activities that will help
the organization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. (moderate)
In a short essay, list and explain the four basic functions of management.
Answer
a.Planning – involves the process of defining goals, establishing strategies for achieving those goals, and
developing plans to integrate and coordinate activities.
https://www.wendangku.net/doc/457195474.html,anizing – involves the process of determining what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom, and where decisions are to be made.
c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select
the most effective communication channel, or deal in any way with employee behavior issues, they are leading.
d.Controlling –to ensure that work is going as it should, managers must monitor and evaluate
performance. The process of monitoring, comparing, and correcting is what is meant by the controlling function.
In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.
Answer
a.Technical skills –include knowledge of an proficiency in a certain specialized field, such as
engineering, computers, accounting, or manufacturing. These skills are more important at lower levels of management sin ce these managers are dealing directly with employees doing the organization’s work.
b.Human skills – involve the ability to work well with other people both individually and in a group.
Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management.
c.Conceptual skills –these are the skill that managers must have to think and to conceptualize about
abstract and complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.
(moderate)
Chaper 2 – Management Yesterday and Today
According to Adam Smith, division of labor was an important concept.
In the Industrial Revolution, machine power began substituting for human power.
“Principles of Scientific Management” was written by Frederick Taylor.
Frank Gilbreth’s best-known contribution to scientific management concerned selecting the best worker. Frederick Taylor is most associated with the principles of scientific management.
One could say that Fayol was interested in studying macro management issues, whereas Taylor was interested in studying micro management issues.
Bureaucracy, as described by Weber, emphasizes rationality and interpersonal relationships.
Decisions on determining a c ompany’s optimum inventory levels have been significantly influenced by economic order quantity modeling.
Barnard, Follet, Musterberg, and Owen are all theorists are associated with the early organizational behavior approach.
Multiple Choice
Adam Smith's, "The Wealth of Nations," put forth that the primary economic advantage by societies would be gained from which of the following concepts?
a. management planning and control
b. on-the-job training
c. union representation
d. fair employment legislation
e. division of labor
Which of the following is not one of the four management approaches that grew out of the first half of this century?
a. scientific management
b. general administrative
c. organizational behavior
d. systems approach
e. quantitative
According to the text, probably the best-known example of Taylor’s scientific management was the ______________ experiment.
a.horse shoe
b.pig iron
c.blue collar
d.fish tank
Which of the following is NOT one of Taylor’s four principles of management?
a.Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb
method.
b.Scientifically select and then train, teach, and develop the worker.
c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the
principles developed.
d.Provide managers will less work than other employees so the managers can plan accordingly. General administrative theory focuses on
a. the entire organization.
b. managers and administrators.
c. the measurement of organizational design relationships.
d. primarily the accounting function.
e. administrative issues affecting non-managerial employees.
The fourteen principles of management are associated with whom?
a. Weber
b. Drucker
c. Taylor
d. Gilbreth
e. Fayol
Which of the following approaches to management has also been labeled operations research or management science?
a.The qualitative approach
b.The quantitative approach
c.The experimental approach
d.The theoretical approach
Which of the following would not be associated with the quantitative approach to management?
a. information models
b. critical-path scheduling
c. systematic motivation of individuals
d. linear programming
e. statistics
Without question, the most important contribution to the developing field of organizational behavior came out of the _______________.
a.Taylor Studies.
b.Porter Studies.
c.Parker Studies.
d.Hawthorne Studies.
What scientist is most closely associated with the Hawthorne Studies?
a. Adams
b. Mayo
c. Lawler
d. Barnard
e. Follett
One outcome of the Hawthorne studies could be described by which of the following statements?
a.Social norms are the key determinants of individual work behavior.
b.Money is more important than the group on individual productivity.
c.Behavior and employee sentiments are inversely relate
d.
d.Security is relatively unimportant.
While groups are an important determinant of worker productivity, the individual him/herself is most important. Scenarios and Questions
HISTORICAL BACKGROUND OF MANAGEMENT
A Look Back (Scenario)
Cindy Schultz, tired from working with customers all day, decided to take a fifteen-minute nap to help clear her head before the 4:15 managers' meeting. Her company had recently begun a re-engineering process as well as other changes requiring copious management input. As she leaned back in her chair, she wondered if management science had always been this way and how it all began. As she napped, she dreamed that, along with "Mr. Peebodi" as her guide, she was traveling in the "Management Way Back Machine" that took her back through management history.
106. One of the earliest sites Cindy visited was Adam Smith's home, author of The Wealth of Nations, which suggested that organizations and society would gain from
a. time management.
b. division of labor.
c. group work.
d. quality management.
e. time and motion studies.
107. Cindy visited a bookstore where there was a book signing occurring. She looked down and saw that the title of the book was Principles of Scientific Management and concluded that the author must be
a. Adam Smith.
b. Frank Gilbreth.
c. Henry Gantt.
d. Frederick Taylor.
e. Henri Fayol.
108. Cindy admired the works of Taylor and Gilbreth, two advocates of
a. scientific management.
b. organizational behavior.
c. human resource management.
d. motivation.
e. leadership.
109. Cindy spent some time visiting with __________, a researcher she previously knew little about but who also contributed to management science by being among the first to use motion picture films to study hand-and-body motions and by devising a classification scheme known as a "therblig."
a. Henry Gantt
b. Max Weber
c. Chester Barnard
d. Frank Gilbreth
e. Mary Parker Follet
Essay Questions
SCIENTIFIC MANAGEMENT
In a short essay, discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four
principles of management.
Answer
a.Frederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in
Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually
appalled by workers’ inefficiencies. Employees used vastly different techniques to do the same job.
They were inclined to “take it easy” on the job, and Taylor believed that worker output was only about
one-third of what was possible. Virtually no work standards existed. Workers were placed in jobs
with little or no concern for matching their abilities and aptitudes with the tasks they were required to
do. Managers and workers were in continual conflict. Taylor set out to correct the situation by
applying the scientific method to shop floor jobs. He spent more than two decades passionately pursuing the “one best way” for each job to be done.
b.Taylor’s Four Principles of Management
c.Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb
method.
d.Scientifically select and then train, teach, and develop the worker.
e.Heartily cooperate with the workers so as to ensure that al work is done in accordance with the
principles of the science that has been developed.
f.Divide work and responsibility almost equally between management and workers. Management takes
over all work for which it is better fitted than the workers.
122. In a short essay, discuss the work in scientific management by Frank and Lillian Gilbreth.
Answer
Frank Gilbreth is probably best known for his experiments in bricklaying. By carefully analyzing the bricklayer’s job, he reduced the number of motions in laying exterior brick from 18 to about 5, and on laying interior brick the m otions were reduced from 18 to 2. Using the Gilbreth’s techniques, the bricklayer could be more productive and less fatigued at the end of the day. The Gilbreths were among the first researchers to use motion pictures to study hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be identified and eliminated. The Gilbreths also devised a classification scheme to label 17 basic hand motions, which they called therbligs. This scheme allowed the Gilbreths a more precise way of analyzing a worker’s exact hand movements.
(moderate)
GENERAL ADMINISTRATIVE THEORISTS
123. In a short essay, discuss the work of Henri Fayol as it relates to the general administrative approach to management. Next list a nd discuss seven of Fayol’s fourteen principles of management.
Answer
a.Fayol described the practice of management as something distinct from accounting, finance,
production, distribution, and other typical business functions. He argued that management was an activity common to all human endeavors in business, government, and even in the home. He then proceeded to state 14 principles of management—fundamental rules of management that could be taught in schools and applied in all organizational situations.
b.F ayol’s Fourteen Principles of Management
c.Division of work. – specialization increases output by making employees more efficient.
d.Authority –managers must be able to give orders. Authority gives them this right. Along with
authority, however, goes responsibility.
e.Discipline – employees must obey and respect the rules that govern the organization.
f.Unity of command – every employee should receive orders from only one superior.
g.Unity of direction –the organization should have a single plan of action to guide managers and
workers.
h.Subordination of individual interests to the general interest –the interests of any one employee or
group of employees should not take precedence over the interests of the organization as a whole.
i.Remuneration – workers must be paid a fair wage for their services.
j.Centralization – this term refers to the degree to which subordinates are involved in decision making. k.Scalar chain – the line of authority from top management to the lowest ranks in the scalar chain.
l.Order – people and materials should be in the right place at the right time.
m.Equity – managers should be kind and fair to their subordinates.
n.Stability of tenure of personnel – management should provide orderly personal planning and ensure that replacements are available to fill vacancies.
o.Initiative – employees who are allowed to originate and carry out plans will exert high levels of effort. p.Esprit de corps – promoting team spirit will build harmony and unity within the organization.
124. In a short essay, discuss Max Weber’s contribution to the general administrative approach to management.
Answer
Max Weber was a German sociologist who studied organizational activity. Writing in the early 1900s, he developed a theory of authority structures and relations. Weber describes an ideal type of organization he called a bureaucracy—a form or organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships. Weber recognized that this “ideal bureaucracy” didn’t exist in reality. Instead he intended it as a basis for theorizing about work and how work could be done in large groups. His theory became the model structural design for many or today’s large organizations.
TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR
125. In a short essay, describe the Hawthorne Studies. Next, discuss the role of Elton Mayo in these studies and some of the findings of his research.
Answer
Without question, the most important contribution to the developing OB field came out of the Hawthorne Studies, a series of studies conducted at the Western Electric Company Works in Cicero, Illinois. These studies were initially designed by Western Electric industrial engineers as a scientific management experiment. They wanted to examine the effect of various illumination levels on worker productivity. Based on their research, it was concluded that illumination intensity was not directly related to group productivity. In 1927, the Western Electric engineers asked Harvard professor Elton Mayo and his associates to join the study as consultants. Through additional research, Elton Mayo concluded that behavior affected individual behavior, that group standards establish individual worker output, and that money is less a factor in determining output than are group standards, group sentiments, and security. These conclusions led to a new emphasis on the human behavior factor in the functioning of organizations and the attainment of their goals.
CURRENT TRENDS AND ISSUES
126. In a short essay, define entrepreneurship and discuss the three import themes that stick out in this definition of entrepreneurship.
Answer
Entrepreneurship is the process whereby an individual or a group of individuals uses organized efforts and means to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources are currently controlled. It involves the discovery of opportunities and the resources to exploit them. Three important themes stick out in this definition of entrepreneurship. First, is the pursuit of opportunities. Entrepreneurship is about pursuing environmental trends and changes that no one else has seen or paid attention to. The second important theme in entrepreneurship is innovation. Entrepreneurship involves changing, revolutionizing, transforming, and introducing new approaches—that is, new products or services of new ways of doing business. The final important theme in entrepreneurship is growth. Entrepreneurs pursue growth. They are not content to stay
small or to stay the same in size. Entrepreneurs want their businesses to grow and work very hard to pursue growth as they continually look for trends and continue to innovate new products and new approaches.
(moderate)
127. In a short essay, define e-business and e-commerce. Next discuss the three categories of e-business involvement.
Answer
E-business (electronic business) is a comprehensive term describing the way an organization does its work by using electronic Internet-based) linkages with its key constituencies (employees, managers, customers, suppliers, and partners) in order to efficiently and effectively achieve its goals. It’s more than e-commerce, although e-business can include e-commerce. E-commerce (electronic commerce) is any form of business exchange or transaction in which the parties interact electronically. The first category of e-business involvement an e-business enhanced organization, a traditional organization that sets up e-business capabilities, usually e-commerce, while maintaining its traditional structure. Many Fortune 500 type organizations are evolving into e-businesses using this approach. They use the Internet to enhance (not to replace) their traditional ways of doing business. Another category of e-business involvement is an e-business enabled organization. In this type of e-business, an organization uses the Internet to perform its traditional business functions better, but not to sell anything. In other words, the Internet enables organizational members to do their work more efficiently and effectively. There are numerous organizations using electronic linkages to communicate with employees, customers, or suppliers and to support them with information. The last category of e-business involvement is when an organization becomes a total e-business. Their whole existence is made possible by and revolves around the Internet.
(moderate)
128. In a short essay, discuss the need for innovation and flexibility as it relates to the survival of today’s organizations.
Answer
Innovation has been called the most precious capability that any organization in today’s economy must have and nurture. Without a constant flow of new ideas, an organization is doomed to obsolescence of even worse, failure. In a survey about what makes an organization valuable, innovation showed up at the top of the list. There is absolutely no doubt that innovation is crucial. Another demand facing today’s organizations and managers is the need for flexibility. In a context where customers’ needs may change overnight, where new competitors come and go at breathtaking speed, and where employees and their skills are shifted as needed from project to project, one can see how flexibility might be valuable.
129. In a short essay, discuss the concept of total quality management and the six characteristics that describe this important concept.
Answer
a. A quality revolution swept through both the business and public sectors during the 1980s and 1990s.
The generic term used to describe this revolution was total quality management, or TQM for short. It was inspired by a small group of quality experts, the most famous being W. Edwards Deming and Joseph M. Juran. TQM is a philosophy of management driven by continual improvement and responding to customer needs and expectations. The objective is to create an organization committed to continuous improvement in work processes. TQM is a departure from earlier management theories that were based on the belief that low costs were the only road to increased productivity.
b.The Six Characteristics of Total Quality Management
c.Intense Focus on the customer –the customer includes not only outsiders who buy the organization’s
products or services but also internal customers (such as shipping or accounts payable personnel) who
interact with and serve others in the organization.
d.Concern for continual improvement –TQM is a commitment to never being satisfied. “Very good” is
not good enough. Quality can always be improved.
e.Process-focused – TQM focuses on work processes as the quality of goods and services is continually
improved.
f.Improvement in the quality of everything the organization does – TQM uses a very broad definition of
quality. It relates not only to the final product but also to how the organization handles deliveries,
how rapidly it responds to complaints, and how politely the phones are answered.
g.Accurate measurement –TQM uses statistical techniques to measure every critical variable in the
organization’s operations. These are compared against standards or benchmarks to identify problems,
trace them to their roots, and eliminate their causes.
h.Empowerment of employees –TQM involves the people on the line in the improvement process.
Teams are widely used in TQM programs as empowerment vehicles for finding and solving problems.
130. In a short essay, describe the learning organization and discuss the concept of knowledge
management.
Answer
Today’s managers confront an environment where change takes place at an unprecedented rate. Constant innovations in information and computer technologies combined with the globalization of markets have created a chaotic world. As a result, many of the past management guidelines and principles no longer
apply. Successful organizations of the twenty-first century must be able to learn and respond quickly, and will be led by managers who can effectively challenge conventional wisdom, manage the organization’s knowledge base, and make needed changes. In other words, these organizations will need to be learning organizations. A learning organization is one that has developed the capacity to continuously learn, adapt, and change. Part of a manager’s responsibility in fostering an environment conducing to learning is to
create learning capabilities throughout the organization—from lowest level to highest level and in all areas.
Knowledge management involves cultivating a learning culture where organizational members
systematically gather knowledge and share it with others in the organization so as to achieve better
performance.
(moderate)
Chaper 3 – Organizational Culture
In the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.
The current dominant assumption in management theory suggests managers are omnipotent.
An organizational culture refers to a system of shared meaning.
Organizational culture is a perception, not reality.
Strong cultures have more influence on employees than weak ones.
An organization's founder has little influence on its culture.
The link between values and managerial behavior is fairly straightforward.
Multiple-Choice Questions
What view suggests that managers are directly responsible for an organization's success or failure?
a. Symbolic view of management
b. Autocratic view of management
c. Omnipotent view of management
d. Linear view of management
e. Quality view of management
Organizational culture is similar to an individual's _____________.
a. skills
b. personality
c. motivation
d. ability
e. knowledge
Which of the following phrases is associated with the definition of organizational culture?
a. Individual response
b. Shared meaning
c. Diversity of thought
d. Explicit directions
e. Internal growth
The organizational _____________ is (are) a system of shared meaning held by members that distinguish(es) the organization from other organizations.
a. culture
b. values
c. rituals
d. structure
e. hierarchy
Which of the following is not implied by your text's definition of culture?
a. Culture is a perception.
b. Individuals tend to describe an organization's culture in dissimilar terms.
c. There is a shared aspect of culture.
d. Organizational culture is a descriptive term.
e. Research suggests seven dimensions to an organization's culture.
Most organizations have ____________ cultures.
a. very weak
b. weak to moderate
c. moderate
d. moderate to strong
e. strong to very strong
What is the original source of an organization's culture?
a. The organization's industry
b. The organization's size
c. The organization's age
d. The organization's geographic location
e. The organization's founder
_____________ are repetitive sequences of activities that express and reinforce key values of the organization.
a. Rituals
b. Stories
c. Symbols
d. Language
e. Habits
Organizational _____________ typically contain a narrative of significant events or people.
a. stories
b. rituals
c. organizational chart
d. material symbols
e. language
The link between organizational values and managerial behavior is _____________.
a. uncertain
b. fairly straightforward
c. loose and difficult to see
d. unimportant
e. hidden
Scenarios and Questions
Corporate Takeover (Scenario)
Todd works for SeaLan Tech, an environmental consulting firm that has just been purchased by Zerex, Inc., a biomedical research organization. Based on his early encounters with the new upper management from Zerex, he feels that SeaLan is a "lower-key, friendlier" organization. He is concerned that the new company will eliminate this company’s old culture, and he does not like the prospects.
106. If you were talking with Todd and asked him what the term culture meant, he would reply that, basically, it is
a. the formal rules of an organization.
b. the nationality of the workers in the company.
c. a system of shared meaning.
d. a system that reflects diversity and respect for differences.
e. the nonverbal behaviors in an organization.
107. Todd is concerned with the degree to which managers focus on results or outcomes rather than techniques and processes used to achieve those outcomes. He is concerned with _____________.
a. stability
b. aggressiveness
c. team orientation
d. outcome orientation
e. people orientation
108. Todd notices that management is very concerned with the effects of outcomes on people within the organization. This is referred to as _____________.
a. stability
b. aggressiveness
c. team orientation
d. outcome orientation
e. people orientation
109. Todd is assessing the organization's _____________, the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
a. stability
b. aggressiveness
c. team orientation
d. outcome orientation
e. people orientation
110.Todd has been learning the seven dimensions of organizational culture. Which of the following is not one of those seven dimensions?
a. Stability
b. Aggressiveness
c. Team orientation
d. Outcome orientation
e. Member orientation
Changing Organizational Culture (Scenario)
Mary has been asked by the company president to change the organizational culture to reflect the company's new organizational goals. As executive vice president, she certainly understands the goals, but is really not sure she understands what to do about the culture.
111. Mary asked employees if they knew what constituted "good employee behavior." She found that very few understood and most had a variety of ideas. This is one indication
a. that her company has a strong culture.
b. that her company has a weak culture.
c. that her company has no culture.
d. that her company must have high turnover.
e. that her company must not be productive.
112.Mary also found out that in order to build a strong new culture, she should do all but which of the following?
a. Utilize their recruitment efforts.
b. Develop socialization practices to build culture.
c. Encourage a high turnover rate.
d. Have management make explicit what is valued in the organization.
e. Encourage employee commitment to organizational values.
113. Mary was surprised to find that most organizational culture strengths are
a. weak.
b. weak to moderate.
c. moderate to strong.
d. strong.
e. very strong.
e. varied
Essay Questions
123. In a short essay, identify and define the seven dimensions that make up an organization’s culture.
Answer
a.Innovation and risk taking—degree to which employees are encouraged to be innovative and take
risks
b.Attention to detail—degree to which employees are expected to exhibit precision analysis and
attention to detail
c.Outcome orientation—degree to which managers focus on results or outcomes rather than on how
these outcomes are achieved
d.People orientation—degree to which management decisions take into account the effects on people in
the organization
e.Team orientation—degree to which work is organized around teams rather than individuals
f.Aggressiveness—degree to which employees are aggressive and competitive rather than cooperative
g.Stability—degree to which organizational decisions and actions emphasize maintaining the status quo
125. In a short essay, list and discuss the four most significant ways in which culture is transmitted to employees. Include specific examples of each to support your answer.
Answer
a.Stories—organizational stories typically contain a narrative of significant events or people including
such things as the organization’s founders, rule breaking, and reactions to past mistakes. For instance, managers at Nike feel that stories told about the company’s past help shape the future. Whenever possi ble, corporate “storytellers” (senior executives) explain the company’s heritage and tell stories that celebrate people getting things done. These stories provide prime examples that people can learn from.
b.Rituals—corporate rituals are repetitive sequences of activities that express and reinforce the values of
the organization, what goals are most important, which people are important, and which are expendable. One of the best-known corporate rituals is Mary Kay Cosmetics’ annual meeting for its sales representatives. At the meeting, salespeople are rewarded for their success in achieving sales
goals with an array of flashy gifts including gold and diamond pins, furs, and pink Cadillacs. This
“show” acts as a motivator by publicly acknowledging outstandi ng sales performance.
c.Material symbols—the layout of an organization’s facilities, dress attire, the types of automobiles top
executives are provided, and the availability of corporate aircraft are examples of material symbols.
Others include the size of offices, the elegance of furnishings, executive “perks,” the existence of
employee lounges or on-site dining facilities, and reserved parking spaces for certain employees.
These material symbols convey to employees who is important, the degree of equality desired by top
management, and the kinds of behavior that are expected and appropriate.
https://www.wendangku.net/doc/457195474.html,nguage—many organizations and units within organizations use language as a way to identify
members of a culture. By learning this language, members attest to their acceptance of the culture and
their willingness to help to preserve it. For instance, Microsoft has its own unique vocabulary: “work
judo” (the art of deflecting a work assignment to someone else without making it appear that you’re
avoiding it) and “eating your own dog food” (the strategy of using your own software programs or
products in the early stages as a way of testing it even if the process is disagreeable). Over time,
organizations often develop unique terms to describe equipment, key personnel, suppliers, customers,
or products that are related to its business.
(moderate)
Chaper 5 – Social Responsibility and Managerial Ethics
/ Questions
5. The classical view of organizational social responsibility is that management’s only social responsibilit y is to maximize profits.
7. In the socioeconomic view of organizational social responsibility, maximizing profits is a company's second priority.
9. Socially responsible businesses tend to have less secure long-run profits.
12. The difference between an organization's social obligation and social responsiveness is the legal aspect.
14. Values-based management is an approach to managing in which managers establish, promote, and practice an organization's shared values.
15. Though the outcomes are not perfectly measured, the majority of research studies show a positive relationship between corporate social involvement and economic performance.
20. The market approach to going green is when organizations respond to multiple demands of stakeholders.
21. The activist approach to going green is when an organization looks for ways to respect and preserve the earth and its natural resources.
25. Ethics refers to the rules and principles that define right and wrong conduct.
26. In the rights view of ethics, decision-makers seek to impose and enforce rules fairly and impartially.
27. The integrative social contracts theory proposes that decisions should be made on the basis of empirical and normative factors.
28. Studies have shown that most business people continue to hold utilitarian attitudes toward ethical behavior.
29. In the preconventional stage of moral development, individuals make a clear effort to define moral principles apart from the authority of the groups to which they belong or society in general.
Multiple Choice
35. Which of the following is associated with the classical view of social responsibility?
a. economist Robert Reich
b. concern for social welfare
c. stockholder financial return
d. voluntary activities
e. ethical behaviors
37. The socioeconomic view of corporate responsibility suggests that ______________.
a. stockholders are the only responsibility.
b. corporations are independent entities.
c. maximizing profits is the first priority while social responsibility is the second priority.
d. corporations are responsible to the state and its citizens.
e. organizations have an ethical but no legal responsibility to anyone except stockholders.
39. ______________ is defined as a business firm’s obligation, beyond that required by law and economics, to
pursue long-term goals that are good for society.
a.Social obligation
b.Social responsibility
c.Social screening
d.Value-based management
Social autonomy
54. Which of the following terms refers to when a firm meets its economic and legal responsibilities?
a. social responsibility
b. social obligation
c. social responsiveness
d. social duty
e. social standard
57. When a firm advertises that it only uses recycled paper products, it is ______________.
a. meeting its social obligation.
b. meeting social responsibilities.
c. being socially responsive.
d. paying attention to the bottom lin
e.
e. attempting to defraud consumers.
59. One should be cautious in the interpretation, but a summary of more than a dozen studies analyzing the
relationship between organizational social responsibility and economic performance provides what conclusion?
a.Being socially responsible causes good economic performance.
b.Good economic performance allows firms to be socially responsible.
c.There is a positive relationship between corporate social involvement and economic performance.
d.Corporate social involvement tends to devalue stock price in the long run.
Corporate social involvement tends to result in increased net income but lower stock prices.
Social autonomy
65. Which of the following is regarding shared corporate values?
a.Individuals adapt easily to shared corporate values.
b.Top management dictates shared corporate values.
c.It is not easy to establish shared corporate values.
d.Most corporations will be unable to successfully establish shared corporate values.
Shared corporate values negatively impact team spirit.
72. The ______________ approach to environmental issues is when an organization obeys rules and
regulations but exhibits little environmental sensitivity.
a. legal
b. market
c. stakeholder
d. responsibility
e. activist
74. The ______________ approach to environmental issues is when organizations respond to environmental
preferences of their customers.
a. legal
b. market
c. stakeholder
d. responsibility
e. activist
75. Which of the following approaches toward environmental issues exhibits the highest degree of
environmental sensitivity and is a good illustration of social responsibility?
a.legal approach
b.market approach
c.stakeholder approach
activist approach
81. Which of the following is a basic definition of ethics?
a. moral guidelines for behavior
b. rules for acknowledging the spirit of the law
c. rules or principles that define right and wrong conduct
d. principles for legal and moral development
e. There is no way to define ethics.
84. Which of the following encourages efficiency and productivity and is consistent with the goal of profit
maximization?
a.utilitarian view
b.principled view
c.rights view
d.theory of justice view
integrative social contracts theory
85. The rights view of ethics is based on which of the following?
a. decisions based on their outcomes or consequences
b. the imposition and enforcement of fair and impartial rules
c. respect and protection of individual liberties and freedoms
d. the process used to determine the distribution of resources
e. the existing ethical norms in industries and corporations
86. The theory of justice view of ethics is based on which of the following?
a. the process used to determine the distribution of resources
b. the existing ethical norms in industries and corporations
c. decisions based on their outcomes or consequences
d. the imposition and enforcement of fair and impartial rules
e. respect and protection of individual liberties and freedoms
87. The integrative social contracts theory of ethics is based on which of the following?
a. the process used to determine the distribution of resources
b. decisions based on their outcomes or consequences
c. the imposition and enforcement of fair and impartial rules
d. the existing ethical norms in industries and corporations
e. respect and protection of individual liberties and freedoms
92. A personality measure of a person's convictions is ______________.
a.moral development.
b.ego strength.
c.locus of control.
d.social desirability.
self-image.
93. ______________ is a personality attribute that measures the degree to which people believe they control
their own fate.
a.Ego strength
b.Locus of control
c.Social responsibility
d.Social obligation
Social autonomy
97. Which of the following is concerning the impact of organizational culture on ethical behavior?
a.Low conflict tolerance leads to ethical behavior.
b. A strong culture will support high ethical standards.
c.Conflict tolerance is related to unethical behavior.
d. A culture that is high in control tends to encourage unethical behavior.
None of the above is .
104. A survey of various codes of ethics found that their content tended to fall into all of the following categories EXCEPT:
a.be a dependable and organizational citizen.
b.do not do anything unlawful or improper that will harm the organization.
c.consider profit maximization to be the primary focus of the company.
be good to customers.
Essay Questions
WHAT IS SOCIAL RESPONSIBILITY?
122. In short essay, discuss social responsibility and compare and contrast social obligation and social responsiveness.
Answer
a.Social responsibility adds an ethical imperative to do those things that make society better and not to
do those that could make it worse. A social responsible organization goes beyond what it must do by
law or chooses to do only because it makes economic sense to do what it can to help improve society
because that’s the right, or ethical, thing to do. Social responsibility requires business to determine
what is right or wrong and to make ethical decisions and engage in ethical business activities. A
social responsible organization does what is right because it feels it has a responsibility to act that way.
b.Social obligation is the obligation of a business to meet its economic and legal responsibilities. The
organization does the minimum required by law. Following an approach of social obligation, a firm
pursues social goals only to the extent that they contribute to its economic goals. This approach is
based on the classical view of social responsibility; that is, the business feels its only social duty is to
its stockholders. In contrast to social obligation, however, both social responsibility and social
responsiveness go beyond merely meeting basic economic and legal standards.
c.Social responsiveness refers to the capacity of a firm to adapt to changing societal conditions. The
idea of social responsiveness stresses that managers make practical decisions about the societal actions
in which they engage. A socially responsive organization acts the way it does because of its desire to
satisfy some popular social need. Social responsiveness is guided by social norms. The value of
social norms is that they can provide managers with a meaningful guide for decision making.
(moderate)
125. In a short essay, explain the four approaches that organizations can take with respect to environmental issues.
Answer
The first approach simply is doing what is required legally: the legal approach. Under this approach, organizations exhibit little environmental sensitivity. They obey laws, rules, and regulations willingly and without legal challenge, and they may even try to use the law to their own advantage, but that’s the extent of their being green. This approach is a good illustration of social obligation: These organizations simply are following their legal obligations of pollution prevention and environmental protection. As an organization becomes more aware of and sensitive to environmental issues, it may adopt the market approach. In this approach, organizations respond to the environmental preferences of their customers.
Whatever customers demand in terms of environmentally friendly products will be what the organization provides. Under the next approach, the stakeholder approach, the organization chooses to respond to multiple demands made by stakeholders. Under the stakeholder approach, the green organization will work to meet the environmental demands of groups such as employees, suppliers, or the community. Both the market approach and the stakeholder approach are good illustrations of social responsiveness. Finally, if an organization pursues an activist approach, it looks for ways to respect and preserve the earth and its natural resources. The activist approach exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibility.
(moderate)
126. In a short essay, describe the four-stage model of an organization’s expanding social responsibility.
Answer
A Stage 1 manager will promote stockholders’ interests by seeking to minimize costs and maximize profits.
Although all laws and regulations will be followed, Stage managers do not feel obligated to satisfy other societal needs. Th is is consistent with Friedman’s classical view of social responsibility. At Stage 2, managers will accept their responsibility to employees and focus on human resource concerns. Because they’ll want to recruit, keep, and motivate good employees, Stage 2managers will improve working conditions, expand employee rights, increase job security, and the like. At Stage 3, managers expand their responsibilities to other stakeholders in the specific environment—that is, customers and suppliers. Social responsibility goals of Stage 3 managers include fair prices, high-quality products and services, safe products, good supplier relations, and similar actions. Their philosophy is that they can meet their responsibilities to stockholders only by meeting the needs of their other constituents. Finally, Stage 4 characterizes the extreme socioeconomic definition of social responsibility. At this stage, managers feel a responsibility to society as a whole. Their business is seen as a public entity, and they feel a responsibility for advancing the public good. The acceptance of such responsibility means that managers actively promote social justice, preserve the environment, and support social and cultural activities. They take these stances even if such actions negatively affect profits.
(moderate)
127. In a short essay, discuss the four views of ethics. Include a discussion of the benefits and drawbacks related to each of the four views.
Answer
a.The utilitarian view of ethics says that ethical decisions are made solely on the basic of their outcomes
or consequences. Utilitarian theory uses a quantitative method for making ethical decisions by
looking at how to provide the greatest good for the greatest number. Utilitarianism encourages
efficiency and productivity and is consistent with the goal of profit maximization. However, it can
result in biased allocations of resources, especially when some of those affected by the decision lack
representation or a voice in the decision. Utilitarianism can also result in the rights of some
stakeholders being ignored.
b.The rights view of ethics is concerned with respecting and protecting individual liberties and
privileges such as the rights to privacy, freedom of conscience, free speech, life and safety, and due
process. This would include, for example, protecting the free speech rights of employees who report legal violations by their employers. The positive side of the rights perspective is that it protects individuals’ basic rights, but it has a negative side for orga nizations. It can present obstacles to high productivity and efficiency by creating a work climate that is more concerned with protecting individuals’ rights than with getting the job done.
c.The next view is the theory of justice view of ethics. Under this approach, managers are to impose
and enforce rules fairly and impartially and do so by following all legal rules and regulations. A manager would be using the theory of justice perspective by deciding to provide the same rate of pay to individuals who are similar in their levels of skills, performance, or responsibility and not basing that decision on arbitrary differences such as gender, personality, race, or personal favorites. Using standards of justice also has pluses and minuses. It protects the interests of those stakeholders who may be underrepresented or lack power, but it can encourage a sense of entitlement that might make employees reduce risk taking, innovation, and productivity.
The final ethics perspective, the integrative social contracts theory, proposes that ethical decisions should be based on empirical and normative factors. This view of ethics is based on the integration of two “contracts”: the general social contract that allows businesses to operate and defines the acceptable groun d rules, and a more specific contract among members of a community that addresses acceptable ways of behaving. This view of business differs from the other three in that it suggests that managers need to look at existing ethical norms in industries and companies in order to determine what constitutes right and wrong decisions and actions.
Chaper 6 – Decision-Making: The Essence of the Manager’s Job
/ Questions
4. The first step in the decision-making process is identifying a problem.
6. It is possible at the end of the decision-making process that you may be required to start the decision process over again.
10. Decision-making is synonymous with managing.
12. One assumption of rationality is that we cannot know all of the alternatives.
13. Accepting solutions that are "good enough" is termed satisfying.
15. Managers regularly use their intuition in decision-making.
16. Rational analysis and intuitive decision-making are complementary.
18. Programmed decisions tend to be repetitive and routine.
21. Most managerial decisions in the real world are fully nonprogrammed.
24. Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates.
25. An optimistic manager will follow a maximin approach.
Multiple Choice
THE DECISION-MAKING PROCESS
34. A series of eight steps that begins with identifying a problem and decision criteria and allocating weights to those criteria; moves to developing, analyzing, and selecting an alternative that can resolve the
problem; implements the alternative; and concludes with evaluating the decision's effectiveness is the ______________.
a. decision-making process.
b. managerial process.
c. maximin style.
d. bounded rationality approach.
e. legalistic opportunism process.
36. "A discrepancy between an existing and a desired state of affairs" describes which of the steps in the decision-making process?
a. criteria weight allocation
b. analysis of alternatives
c. problem identification
d. decision effectiveness evaluation
e. decision criteria identification
38. Which of the following must be present in order to initiate the decision-making process?
a. plenty of time
b. pressure to act
c. a lack of authority
d. a lack of resources
e. environmental certainty
39. Managers aren't likely to characterize something as a problem if they perceive ______________.
a. they don't have authority to act.
b. pressure to act.
c. a discrepancy.
d. they have sufficient resources.
e. they have budgetary authority.
44. Selecting an alternative in the decision-making process is accomplished by ______________.
a. choosing the alternative with the highest score.
b. choosing the one you like best.
c. selecting the alternative that has the lowest price.
d. selecting the alternative that is the most reliabl
e.
e. choosing the alternative you think your boss would prefer.
47. Which of the following is the final step in the decision-making process?
a. identifying the problem
b. evaluating the decision's effectiveness
c. identifying decision criteria
d. selecting an alternative that can resolve the problem
e. allocating weights to alternatives.
48. Which of the following is important to remember in evaluating the effectiveness of the decision-making
process?
a. Ignore criticism concerning the decision-making.
b. You may have to start the whole decision process over.
c. Restart the decision-making process if the decision is less than 50% effective.
d. 90% of problems with decision-making occur in the implementation step.
e. Keep track of problems with the chosen alternative, but only change those issues that upper
management demand.
49. Decision-making is synonymous with ______________.
a. managing.
b. leading.
c. controlling.
管理学原理试卷及答案
管理学原理试卷及答案 篇一：管理学原理期末考试试题及答案 一、名词解释（本大题共7小题，每小题3分，共21分） 管理 目标管理 预测 决策 人员配备 激励 控制 二、单项选择题在每小题列出的四个选项中只有一个选项是符合题目要求的，请将正确选项前的字母填在题后的括号内。 1．管理的性质不包括（） A.二重性 B.科学性 c.理论性D.艺术性 2．人们常说，身体是“三分治七分养”，对于这件事（） A．反馈控制比前馈控制更重要B．现场控制比反馈控制更重要c．反馈控制比现场控制更重要D．前馈控制比反馈控制更重要3．打电话请供应商来换一台同目前用坏的机器一样的设备，这是设备的简单替换问题，需要的管理技能主要是（）
A.概念技能和技术技能 B.人际技能和技术技能 c.技术技能D.人际技能和概念技能 4．差别计件工资制是（）的内容之一。 A．泰罗的科学管理理论B．法约尔的一般管理理论 c．韦伯的行政管理理论D．现代管理理论 5．没有一个固定的信息中心，成员之间总是互相传递信息的是（） A．园型沟通B．y型沟通 c．全通道型沟通D．轮型沟通 6.根据计划的明确性，可以将计划分为（） A．长期计划、中期计划和短期计划B．战略性计划和战术性计划 c．具体性计划和指导性计划D．程序性计划和非程序性计划 7．（）是指企业在计划期内反映有预计现金收支、经营成果和财务状况的预算。 A．经营预算B．投资预算 c．财务预算D．成本预算 8．目标的制定要有一定的高度和难度，这体现了目标的（） A.差异性B．层次性 c.时间性D．先进性 9．某企业制造并销售单一成品，固定成本总额为60万元，产品售价为每件30元，单位变动成本为10元，该企业的盈亏平衡时的产
《管理学原理》：试题及答案
、单项选择题 1. 法约尔提出的原则有（）。 A. 5项 B. 6项 C. 10 项 D. 14 项 2. 在“管理学理论”中首先提出“系统分析”概念的是（）。 A. 日本松下电器公司 B. 德国西门子公司 C. 美国兰德公司 D. 美国通用公司 3 .组织理论之父是（）。 A. 法约尔 B. 韦伯 C. 泰罗 D. 梅奥 4 .古典管理理论认为，人是（）。 A. 经济人 B. 自我实现人 C. 复杂人 D. 社会人 5 .科学管理之父是（）。 A. 泰罗 B. 法约尔 C. 梅奥 D. 韦伯 6. 行为科学理论认为，人是（）。 A. 经济人 B. 社会人 C. 复杂人 D. 自我实现人 二、多项选择题 1. 狭义的行为科学理论包括的内容有（）。 A. 个体行为理论 B. 社会行为理论 C. 团体行为理论 D. 职能行为理论 E. 组织行为理论
2. “管理科学理论”的内容包括（）。 A. 运筹学
B. 系统分析 C. 激励过程理论 D. 激励强化理论 E. 决策科学化 3. 在“管理论的萌芽阶段”，管理理论的发展状况为（）。 A. 已经区分了管理职能和企业职能 B. 意识到管理将发展为一门科学 C. 已经建立起管理理论 D. 预见到管理的地位会不断提高 E. 管理学已经形成 4. 古典管理理论的代表人物有（）。 A. 泰罗 B. 韦伯 C. 德鲁克 D. 马斯洛 E. 法约尔 5. 英国出现“管理运动”的必然性体现在（）。 A. 大势所趋一 B. 铁路发行 C. 一个火花 D. 三次高潮 E. 四个观点 6 .法约尔认为企业的职能包括管理以及（）。 A. 技术 B. 商业 C. 财务 D. 核算 E. 安全 7 .法约尔认为管理这一职能活动由（）职能组成的。 A. 计划 B. 组织 C. 指挥 D. 协调 E. 控制 三、填空题 1 .新古典管理理论阶段主要指理论的形成发展。 2 .组织行为学这一名称主要是指学中的行为科学。 3. 本世纪年代到60年代是新古典管理理论阶段。 4. 梅奥等人进行的霍桑实验中提出要重视管理中的的因素和效应。 5. 马基雅维利的“管理四原则”是群众认可、内聚力、和. 6 .古典管理理论的系统化是在和两方面进行的。 7. 管理运动中所提倡的四个观点是保存、、合作和 .
《管理学原理》试卷试题题库及答案
《管理学原理》模拟试题1 第一部分客观题 一、单项选择题（每题只有一个正确答案，错选、多选、不选均不得分，10X2分=20分） 1.被称为“一般管理之父”的是（） A.泰罗 B.韦伯 C.法约尔 D.甘特 2. 按决策的主体分，决策可分为个人决策和（）。 A.集体决策 B.领导决策 C.员工决策 D.股东决策 3. 双因素理论指的是激励因素和（） A. 环境因素 B. 保健因素 C. 晋升因素 D. 安全因素 4.一个人的（）越高，克制冲动并遵守其信念的可能性越大。 A.自我强度 B.问题强度 C.忍耐力 D.控制能力 5.明茨伯格认为，管理者在企业中扮演的角色可分三类，这三类指的是人际角色、（）和决策角色。 A.领导角色 B.信息角色 C.股东角色 D.谈判角色 6.从最高的直接主管到最低的基层工作人员之间会有一定的层次，这个层次叫（） A.管理幅度 B.公司规模 C.组织层级 D.人员配备 7.组织为了共享内部权力，增进员工的工作努力，而把某些权力或职权授予下级的过程叫（） A.集权 B.分权 C.授权 D.揽权 8.应聘者一旦决定被录用以后，录用单位对他们将要进行的工作进行必要的培训，这叫做（） A.职前引导 B.在职培训 C.岗前座谈 D.岗位安排 9.指导或沟通决策思想的全面的陈述书或理解书的是（） A．战略 B.决策 C.政策 D.控制 10、指企业存在的理由或目的，而不是具体的目标或公司战略的是企业的（） A.战略目标 B.长期目标 C.短期目标 D.核心目标 二、多项选择题（每题有一个以上正确答案，错选、多选、不选均不得分，每小题4分，共计20分） 1. 员工的来源主要包括（） A.外部招聘 B.任用私人 C.内部提升 D.机缘巧合 2. 下列哪些指标用于描述市场的主要特征（） A．市场细分 B.市场容量 C.市场规律 D.市场交易便利程度 3.良好的市场细分的特征有（） A.可测量性 B.可实现性 C.可接近性 D.丰富性
管理学原理试题库共套
管理学原理试题库共套 Document number：BGCG-0857-BTDO-0089-2022
《管理学原理》试题库 《管理学》精品课程组编写
《管理学》试题（一） 一﹑解释名词（每小题4分，共20分） 1﹑管理 2﹑限定因素原理 3﹑人员配备 4﹑正式沟通 5﹑例外原理 二﹑简述题（每小题10分，共60分） 1﹑梅约的人际关系学说 2﹑部门划分的标志与方法 3﹑马斯洛的需求层次理论 4﹑传统的非预算控制的方法有哪些 5﹑管理追求“1+1〉2”的协同效应，如何通过管理增加这种协同效应 6﹑领导在组织中的重要性 三﹑单项选择题（每小题3分，共60分） 1﹑一家公司生产了一种单价为两万元的家用电热水器，市场评价其实用性能确属一流，但却颇为滞销。则该公司此次开发新产品失败的原因主要是： A 未能令广大消费者了解该产品的优点 B 只注重产品技术性能，忽视市场价格承受力 C 人们习惯用煤气煮开水喝 D 产品性能和结构仍未尽人意 2﹑产品策略就是要考虑本企业能为顾客提供怎样的产品和服务来满足他们的要求。以下四项中，哪一项与产品策略关联甚少
A 产品品牌和商标 B 产品的目标市场 C 产品的交货期 D 产品的生产贷款 3﹑一家生产照相机的企业的总经理说：“我们生产的是照相机，销售的是人们美好的回忆和永久的纪念。”总经理的这句话体现了： A 企业对利润的追求 B 企业的社会责任 C 企业的使命 D 企业的经营手段 4﹑石油勘探业和普通餐饮业的进入壁垒的区别是： A 石油勘探业的进入壁垒比普通餐饮业高 B 石油勘探业的进入壁垒比普通餐饮业低 C 两个行业的进入壁垒都比较高 D 两个行业的进入壁垒都比较低 5﹑生活必需品的需求价格弹性特点一般为 A 弹性较大 B 弹性很大 C 毫无弹性 D 弹性较小 6﹑市场经济中要提倡以“义”取利，“义”应该是指： A 义气 B 法律 C 和气 D 伦理道德 7﹑企业管理者可以分为基层管理者﹑中层管理者﹑高层管理者三种，高层管理者主要负责制定： A 日常程序性决策 B 长远全局性决策 C 局部程序性决策 C 短期操作性决策 8﹑企业管理者对待非正式组织的态度应该是：
2017管理学原理试题及答案
2017管理学原理试题及答案 2017管理学原理试题及答案一、名词解释 1、管理 管理是一个过程，是让别人与自己一同去实现既定的目标，是一切有组织的集体活动所不可缺少的要素。 2、保健因素 赫茨伯格通过调查发现人们对诸如本组织的政策和管理、监督、工作条件、人际关系、薪金、地位、职业安定以及个人生活所需等等，如果得到则没有不满，得不到则产生不满，他把这类因素称为”保健因素”。 3、反馈控制： 这类控制主要是分析工作的执行结果，将它与控制标准相比较，发现已经发生或即将出现的偏差，分析其原因和对未来的可能影响，及时拟定纠正措施并予以实施，以防止偏差继续发生或防止其今后再度发生。 4、命令一致 原理命令一致原理，是指主管人员在实现目标过程中下达的各种命令越是一致，个人在执行命令中发生矛盾就越小，领导与被领导双方对最终成果的责任感也就越大。 5、商议式的管理方 法利克特的四种管理方法中的一种。主管人员在做决策时征求、接受和采用下属建议;试图去酌情利用下属的想法
与意见，运用奖赏并偶尔兼作处罚的办法让职工参与管理。 二、单项选择题 1、下列原理中，属于人员配备工作原理的是(c ) A、许诺原理 B、目标统一原理 C、责权利一致原理 D、命令一致原理 2、20世纪初，提出图表系统法的人是(A ) A、甘特 B、泰罗 C、维纳 D、穆登 3、管理控制工作的基本目的是(A ) A、维持现状 B、打破现状 C、改变现状 D、实现创新 4、管理的主体是(D ) A、企业家 B、全体员工 C、高层管理者 D、管理者 5、利用过去的资料来预测未来状态的方法是(B ) A、因果法 B、外推法 C、德尔菲法 D、头脑风暴法 6、一般认为管理过程学派的创始人是(D ) A、泰罗 B、法约尔 C、韦伯 D、德鲁克 7、下列哪种组织结构又称为”斯隆模型”( D) A、多维立体结构 B、矩阵结构
管理学原理题库考试试题及答案[1]
管理学原理题库考试试题及答案
（*题库均为研究生院出,答案为历年学长提供,仅供学员参考*）
一、名词解释 A 类 MA1 差别化 在满足顾客全部需求过程中，确定在哪些环节形成与竞争对手的差别，形成竞争优势。 MA2 动机 是在需要基础上产生的，引起和维持着个人行为，并将其导向一定目标的心理机制。 MA3 多种经营战略 多种经营又叫多角化经营战略，就是指把新产品开发经营与市场开拓相结合的一种经营战略。 在经营战略中与市场渗透、市场开拓、产品开发同属产品----市场战略，即与企业从事经营 的产品领域的配合有关的经营战略。多种经营是新产品和新市场相配合，即增加新产品和增 加新市场两者同时并进的战略。多种经营的理论基础是范围经济和分散风险。 MA4 非正式组织 所谓非正式组织，是两个或两个以上个人的无意识地体系化了的多种心理因素的系统。 MA5 风险管理 风险管理是对风险的识别，适应和处置。风险管理的目的是避免风险或使损失减至最小。 MA6 风险识别 即在损失风险刚出现或出现之前，就予以识别，一准确把握各种风险信号及其产生原因。 MA7 负强化 负强化又称消极强化，即利用强化物抑制不良行为重复出现的可能性。包括批评、惩罚、降 职降薪等。 MA8 个人惯性 个人惯性是指个人在长期的组织生活中形成的固定观念、准则和思维方式、工作习惯等。 MA9 管理
管理是组织中维持集体协作行为延续发展的有意识的协调行为。管理行为是一种分解和综合、 协调其他行为的一般职能，是组织的一部分职能，是组织的特殊器官，离开组织或协作行为，
不存在管理。管理的实质是协调，围绕共同目标，解决矛盾、协调力量，形成一致。 MA10 管理制度 是对企业管理各基本方面规定活动框架，调节集体协作行为的制度。管理制度是比企业基本 制度层次略低的制度规范。它是用来约束集体性行为的成体系的活动和行为规范，主要针对 集体而非个人。 MA11 激励 所谓激励，是指人类活动的一种内心状态，它具有激发和加强动机，推动并引导行为使之朝 向预定目标的作用。一般认为，一切内心要争取的条件一欲求、需要、希望、动力等都构成 人的激励。激励与人的行为呈正相关关系。激励在企业管理中具有多方面的重要功能：有助 于激发和调动职工的工作积极性；有助于将职工的个人目标导向现实企业目的轨道；有助于 增强企业的凝聚力。 MA12 计划 计划是事先对未来应采取的行动所做的规范和安排。计划工作贯穿企业经营管理全过程 MA13 技术规范 技术规范是涉及某些技术标准、技术规程的规定。它反映生产和流通过程中客观事物的内在 技术要求、科学性和规律性，是经济活动中心须予以尊重的。P163
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00054 管理学原理历年试题及答案(2015-2017)
2015年10月高等教育自学考试全国统一命题考试 管理学原理试卷 (课程代码 00054) 本试卷共4页，满分l00分，考试时间l50分钟。 考生答题注意事项： 1．本卷所有试题必须在答题卡上作答。答在试卷上无效，试卷空白处和背面均可作草稿纸。 2．第一部分为选择题。必须对应试卷上的题号使用2B铅笔将“答题卡”的相应代码涂黑。 3. 第二部分为非选择题。必须注明大、小题号，使用0．5毫米黑色字迹签字笔作答。 4．合理安排答题空间，超出答题区域无效。 第一部分选择题 一、单项选择题(本大题共l5小题，每小题l分，共l5分) 在每小题列出的四个备选项中只有一个是符合题目要求的，请将其选出并将“答题卡”的相应代码涂黑。未涂、错涂或多涂均无分。淘宝自考赢家 1．依据管理者角色理论，挂名首脑属于 A．人际角色 B．信息角色 C．资源分配者 D．谈判者 2．梅奥领导的霍桑试验得出了生产效率的高低主要取决于工人的态度等一系列结论，并在此基础上创立了 A. 古典管理理论 B．人际关系理论 C．决策理论 D．系统管理理论3．人口规模、年龄结构、种族结构、人口流动性等因素属于组织环境中的A．政治因素 B. 经济因素 C．社会因素 D. 技术因素4．任何组织的文化都有其鲜明个性，这反映了组织文化的 A．客观性 B．独特性 C．相对稳定性 D．继承融合性5．正确的决策需要统筹兼顾、全面安排，平衡协调发展，这体现的是决策的哪个原则? A．信息原则 B．预测原则 C．可行性原则 D．系统原则6．鼓励创新思维的群体决策方法是 A．头脑风暴法 B．名义群体法 C．德尔菲法 D．电子会议7．用数字表示的计划是 A．预算 B. 规划 C．宗旨 D．程序 8．M公司是一家生产和销售办公用品的小型企业，设有生产、销售、财务、人事等部门，实行集权管理。该公司的组织结构属于 A．直线制 B．直线职能制 C．事业部制 D．矩阵制 9．相对于外部招聘而言，内部提升的优点是 A．来源广泛，选择余地大 B．不会产生不满情绪 C．更快地胜任工作 D．为组织带来新的观念 10．组织变革的内容不包括 A．人员变革 B．结构变革 C．技术变革 D．外部环境变革11．根据管理方格理论，领导者既不关心生产，也不关心职工的领导方式是A．1．1型 B．9．1型 C．1．9型 D. 5．5型12．根据麦克莱兰的成就需要理论，人们对影响力和控制力的向往属于 A. 成就需要 B．权力需要 C．社交需要 D．生存需要13．在沟通过程中，沟通双方要善于换位思考，站在对方的立场考虑问题。这体现了沟通的 A．尊重原则 B．相容原则 C．理解原则 D．例外原则 14．Y公司的生产部主管认为原材料质量存在问题，向采购部主管提出改进建议。依据沟通的分类，这属于 A．上行沟通 B．下行沟通 C．平行沟通 D．斜向沟通 15。“亡羊补牢，为时未晚”反映了哪一种控制类型的效果? A．现场控制 B．中期控制 C．前馈控制 D．反馈控制 二、多项选择题(本大题共5小题，每小题2分，共l0分) 在每小题列出的五个备选项中至少有两个是符合题目要求的，请将其选出并将“答题卡”的相应代码涂黑。未涂、错涂、多涂或少涂均无分。 16．古典管理理论主要是由下列哪几个学派构成的? A．科学管理理论 B．一般管理理论 C．行政组织理论 D．行为科学理论 E．决策理论 17．按照决策的性质，决策可分为 A．程序化决策 B．非程序化决策 C．战略决策 D. 战术决策 E．业务决策 18．目标管理的特点是 A．员工参与管理 B．以自我管理为中心 C．强调自我评价 D．重视成果
管理学原理题库答案
一、单选 1、某位管理人员把大部分时间花费在直接监督下属人员工作上，他一定不会是（ B ） A、工长 B、总经理 C、领班 D、车间主任 2、在人类历史上第一次使管理上升为科学的理论是（ A ） A、科学管理 B、行为科学 C、一般管理理论 D、管理科学 3、组织外部环境的类型是多样的，其中不确定性最高也最为复杂的环境状态是（ C ） A、简单动态 B、简单稳定 C、复杂动态 D、复杂稳定 4、在管理活动过程中发挥首要性、主导性的职能是（ A ） A、计划 B、组织 C、领导 D、控制 5、某厂产品的市场占有率为20％左右，在新一轮计划目标制定中，市场占有率要达到40％，这个40％是（ B ） A、控制性目 B、突破性目标 C、不可控目标 D、常规性目标 6、依照决策学派创始人西蒙的观点，决策依据的标准是（ B ） A、最优标准 B、满意标准 C、合理标准 D、主观标准 7、在组织工作中，职务、职责、职权三者是对等的，如同一个等边三角形。这体现了（ C ） A、分工协作原理 B、集权与分权相结合的原理 C、责权一致原理 D、目标统一原理 8、一家产品单一的跨国公司在世界许多地区拥有客户和分支机构，该公司的组织结构应 考虑按什么因素来划分部门? （ D ） A、人数 B、职能 C、产品 D、地区 9、对委员会管理表述错误的是（ A ） A、耗费的时间和成本较低 B、可防止职权过于集中 C、下级参与管理 D、集思广益 10、某公司因发展需要，面向社会择优选聘一批员工，这符合人员配备中的哪一原理? （ B ） A、责权利一致原理 B、公开竞争原理 C、不断培养原理 D、职务要求明确原理 11、张明系某公司营销总监，最近因外出学习无法履行其相应职责，公司指定他的一名下属为其代理人，暂行代为处理相关事宜。这种做法是（ B ） A、有计划的提升 B、临时性提升
管理学原理试题及答案31055
A. 确定型决策法 B. 风险型决策法 C. 非确定型决策法 D. 追踪决策法 管理学原理试题及答案 二、单项选择题 (每小题 1 分，共 20分) 1. 中国古代管理思想“法治”中的“常法”是指 ( 2. 美国学者肯尼迪和迪尔认为，企业文化除了价值 观、 A.组织结构 B.领导方式 C.礼仪和庆典 D.企业行为 3. 在管理学中，定义为“影响力”的权力除“专长权”和“个人影响权”外，还包括 A.随机处置权 B.制度权 C.奖惩权 D.任免权 4. 持续控制的方法包括有自我控制、集体控制和 ( C ) A. 管理信息系统 B. 预算控制 C. 政策程序控制 D. 个人观察 5. 群体的发展一般经历四个明显的阶段，它们是 6. 所谓的“火炉法则”包括以下步骤 ( B ) 即时处理、相同后果 D. 预先警告、身为表率、即时处理、普适执行 7. 环境研究对组织决策有着非常重要的影响，具体表现在可以提高组织决策的 8. 从组织外部招聘管理人员可以带来“外来优势”是指被聘干部 ( A. 没有历史包袱 B. 能为组织带来新鲜空气 C. 可以迅速开展工作 D. 具有广告效应 9. 人员配备的工作包括 ( B ) A. 制定工作规范，选配、培训组织成员 B. 确定人员需用量、选配、培训组织成员 C. 确定人员结构、选配、培训组织成员 D. 确定人员需用量、选配、考核、晋升组织成员 10. 所谓授权，是指 ( C ) A. 在组织设计时，规定下属管理岗位必要的职责与权限 B. 在组织调整时，规定下属管理岗位必要的职责与权限 C. 领导者将部分处理问题的权委派给某些下属 D. 委托代理关系 11. ( A ) 假设事物在历史上各个时期的状况对未来的影响程度是相同的。 A. 简单平均法 B. 移动平均法 C. 指数平滑法 D. 因果关系分析法 12. 按控制的时机分类，可把控制方法分为 13. 霍桑试验表明 ( D A. 非正式组织对组织目标的达成是有害的 B. 非正式组织对组织目标的达成是有益的 C. 企业应采取一切措施来取缔非正式组织 D. 企业应该正视非正式组织的存在 决策者虽无法事先确定究竟呈现何种状态，但可判断各种状态出现的概率。 A. 要保持法的稳定性 B. 要制定统一的法律 C. 法律面前人人平等 D. 要使法律固定不变 英雄人物、文化网络因素外，还包括 A. 初创、动荡、有序、衰亡 B. 形成、动荡、 规范、表现 C. 形成、有序、规范、成熟 D. 形成、动荡、规范、成熟 A.预先警告、即时处理、违者必究、普适执行 B. 预先警告、即时处理、相同后果、普适执行 C. 预先警告、身为表率、 A. 有效性、及时性、稳定性 B. 前瞻性、有效性、稳定性 C. 正确性、及时性、稳定性 D. 有效性、正确性、及时性 B) A. 预先控制、 持续控制、 现场控制 B. 预先控制、 持续控制、 结果控制 C. 预先控制、 现场控制、 结果控制 D .持续控制、 现场控制、 结果控制 14.( B ) 面对未能可能呈现的多种状态，
管理学原理 题库
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管理学原理选择题库
第一章管理与管理学 一、单项选择题 1.认为“管理就是计划、组织、控制等活动的过程”的学者是（C ） A. 赫伯特?A?西蒙 B. 托尼?布洛克特 C. 弗里蒙特?E?卡斯特 D. 小詹姆斯?H?唐纳利 2.管理的主体是（D ） A. 工作 B. 组织 C. 被管理者 D. 管理者 3.管理者的责任有三个层次，不包括（D ） A. 管理一个组织 B. 管理管理者 C. 管理工作和员工 D. 管理设备和技术 4.从管理的基本特征可以看出，管理的核心是（B ） A. 决策 B. 处理好人际关系 C. 组织 D. 控制5.管理的五个基本职能是（A ） A. 计划、组织、人员配备、领导、控制 B. 计划、组织、人员配备、决策、控制 C. 计划、组织、人员配备、沟通、领导 D. 计划、组织、人员配备、领导、决策 6.管理是一门艺术，这里强调管理的（D ） A. 复杂性 B. 多科性 C. 一般性 D. 实践性 7.“管理体现着生产资料所有者指挥劳动、监督劳动的意志，因此它同生产关系、社会制度相联系。”这句话体现了管理的（D ） A. 技术属性 B. 人文属性 C. 自然属性 D. 社会属性 8.管理是生产过程中固有的属性，是指管理的（B ） A. 民主性 B. 必要性 C. 科学性 D. 目的性 9.管理学是对前人的管理实践、管理思想、管理理论的总结、扬弃和发展，这说明管理
学具有（C ） A. 一般性 B. 多科性 C. 历史性 D. 实践性 10.“系统特性中有效的管理总能带来 ‘1+1>2’的效果”指的是系统的（C ） A. 控制性 B. 目的性 C. 整体性 D. 开放性 二、多项选择题 1.管理或者管理活动的存在，必须具备的条件是（AE ） A. 两个人以上的集体活动 B. 三个人以上的集体活动 C. 一定规模的固定资产 D. 一定数量的生产资料 E. 一致认可的目标 2.管理学的特点有（BCDE ） A. 边缘性 B. 一般性 C. 多科性 D. 历史性 E. 实践性 3.学习和研究管理学的方法有（ABC ）A. 唯物辩证法 B. 系统方法 C. 理论联系实际的方法 D. 比较分析法 E. 数学模型 4.系统的观点有（ABCDE ） A. 整体观点 B. 不断分化和完善的观点 C. 信息反馈观点 D. 封闭则消亡的观点 E. 模糊分界的观点 5.理想行政组织体系的特点有（ABCDE ） A. 明确的分工 B. 职业管理人员 C. 自上而下的等级系统 D. 遵守规则和纪律 E. 人员的考评和教育 第二章管理学的形成与发展 一、单项选择题 1.六西格玛方法属于（C ） A. 科学管理理论 B. 战略管理理论 C. 学习型组织理论 D. 全面质量管理理论 2.泰罗的科学管理理论的中心问题是（A ）
管理学原理试题题库及答案
《管理学原理》试题一 一、单项选择题 1.中国古代管理思想“法治”中的“常法”是指 A.要保持法的稳定性 B.要制定统一的法律 C.法律面前人人平等 D.要使法律固定不变 2.美国学者肯尼迪和迪尔认为，企业文化除了价值观、英雄人物、文化网络因素外， 还包括 A.组织结构 B.领导方式 C.礼仪和庆典 D.企业行为 3.在管理学中，定义为“影响力”的权力除“专长权”和“个人影响权”外，还包括 A.随机处置权 B.制度权 C.奖惩权 D.任免权 4.持续控制的方法包括有自我控制、集体控制和 A.管理信息系统 B.预算控制 C.政策程序控制 D.个人观察 5.群体的发展一般经历四个明显的阶段，它们是 A.初创、动荡、有序、衰亡 B.形成、动荡、规范、表现 C.形成、有序、规范、成熟 D.形成、动荡、规范、成熟 6.所谓的“火炉法则”包括以下步骤 A.预先警告、即时处理、违者必究、普适执行 B.预先警告、即时处理、相同后果、普适执行 C.预先警告、身为表率、即时处理、相同后果 D.预先警告、身为表率、即时处理、普适执行 7.环境研究对组织决策有着非常重要的影响，具体表现在可以提高组织决策的 A.有效性、及时性、稳定性 B.前瞻性、有效性、稳定性 C.正确性、及时性、稳定性 D.有效性、正确性、及时性 8.从组织外部招聘管理人员可以带来“外来优势”是指被聘干部 A.没有历史包袱 B.能为组织带来新鲜空气 C.可以迅速开展工作 D.具有广告效应 9.人员配备的工作包括 A.制定工作规范，选配、培训组织成员
B.确定人员需用量、选配、培训组织成员 C.确定人员结构、选配、培训组织成员 D.确定人员需用量、选配、考核、晋升组织成员 10.所谓授权，是指 A.在组织设计时，规定下属管理岗位必要的职责与权限 B.在组织调整时，规定下属管理岗位必要的职责与权限 C.领导者将部分处理问题的权委派给某些下属 D.委托代理关系 11.()假设事物在历史上各个时期的状况对未来的影响程度是相同的。 A.简单平均法 B.移动平均法 C.指数平滑法 D.因果关系分析法 12.按控制的时机分类，可把控制方法分为 A.预先控制、持续控制、现场控制 B.预先控制、持续控制、结果控制 C.预先控制、现场控制、结果控制 D.持续控制、现场控制、结果控制 13.霍桑试验表明 A.非正式组织对组织目标的达成是有害的 B.非正式组织对组织目标的达成是有益的 C.企业应采取一切措施来取缔非正式组织 D.企业应该正视非正式组织的存在 14.()面对未能可能呈现的多种状态，决策者虽无法事先确定究竟呈现何种状态，但可判断各种状态出现的 概率。 A.确定型决策法 B.风险型决策法 C.非确定型决策法 D.追踪决策法 15.菲德勒权变理论认为，如果一个工作只能用一种方式来完成，这件工作就叫做 A.单一任务结构 B.标准任务结构 C.高任务结构 D.低任务结构 16.中层管理者比低层管理者更多地依靠 A.正式权力与沟通技巧 B.个人权力与技术技能 C.人际关系技能与技术技能 D.沟通技能与人际关系技能 17.初级群体对成员行为的影响力比非初级群体的影响力 A.大 B.小 C.试具体条件而定 D.无法确定 18.管理学者研究表明，因主管人员引导能力而激发出来的职工的才能可达 A.80％ B.60％ C.40％ D.20％
【D】管理学原理试题及答案
管理学原理试题及答案 一、单选题（每小题3分，共18分） 1.管理的核心是( D ) A.决策 B.领导 C.激励 D.处理好人际关系 2.霍桑实验的结论中对职工的定性是（ B ） A．经济人 B．社会人 C．自我实现人 D．复杂人 3.古典管理理论阶段的代表性理论是( A ) A.科学管理理论 B 行政组织理论C.行为科学理论 D.权变理论 4.直线型组织结构一般只适用于（ B ） A．需要按职能专业化管理的小型组织 B．没有必要按职能实现专业化管理的小型组织 C．需要按职能专业化管理的中型组织 D．需要按职能专业化管理的大型组织 5.双因素理论中的双因素指的是（ D ） A.人和物的因素 B.信息与环境 C. 自然因素和社会因素 D.保健因素与激励因素 6.专业化管理程度高,但部门之间协调性比较差,并存在多头领导现象.这是哪类组织结构类型的特点？（B） A.直线制 B.职能制 C直线职能制 D.事业部制 E.矩阵制 二、判断题（每小题2分，共20分） 1.权变理论是基于自我实现人假设提出来的. (×) 2.需求层次论是激励理论的基础理论。( √ ) 3.决策最终选择的一般只是满意方案，而不是最优方案。( √ ) 4.管理幅度是指一个管理者直接指挥下级的数目. 管理幅度应该适当才能进行有效的管理. ( √ ) 5.冲突对组织都是有害的,冲突管理就是要尽可能减少或消除冲突. (×) 6.管理的效益原理认为:管理工作都应该力图以最小的投入和消耗,获取最大的收益. ( √ ) 7.最小后悔值决策方法中的后悔值就是机会损失值. ( √ ) 8.公平理论认为一个人的公平感觉取决于其每次的投入与报酬之间是否对等. (×) 9.高语境文化中的人们更加倾向于坦率的和直接的交流方式(×) 10. “胡萝卜加大棒”是泰勒制的管理信条。( √ ) 三、多选题（每小题5分，共30分） 1.管理的二重性是指管理的( AD ) A.自然属性 B.艺术性 C. 科学性 D.社会属性 E.实践性