上海海洋大学管理学原理题库(已分类整理好,附答案,完全版)

TRUE/FALSE

T 1．Management is often considered universal because it uses organizational resources to accomplish goals and attain high performance in all types of profit and not-for-profit organizations.

T 2．Leadership involves the use of influence to motivate employees to achieve the organization’s goals.

F 3．Organising means defining goals for future organizational performance and deciding on the tasks and resources needed to attain them.

F 4. Efficiency refers to the degree to which the organization achieves a stated objective.

F 5. The manager’s ability to ‘think strategically’ requires high technical skills and a proficiency in specific tasks within an organization.

F 6. First-line managers are the managers who have the responsibility for making the significant strategic policy decisions, often with staff managers assisting them in these decisions.

T 1. The learning organization is an attitude or philosophy（哲学）about what an organization can become.

F 2. The essential idea in a learning organization is efficiency.

F 3. As a manager, Lou prefers to think in terms of ‘control over’ rather than ‘control with’ others. This is in agreement with the idea of a learning organization.

T 4. Empowerment means giving employees the power, freedom, knowledge, and skills to make decisions and perform effectively.

F 5. Theory X and Theory Y, proposed by Douglas McGregor, provide two opposing（相反的）views of workers: Theory X recognises that workers enjoy achievement and responsibility, while Theory Y recognises（承认）that workers will avoid work whenever possible.

F 1、The study of management traditionally has focused on factors external to the organizations.

T 2、The general environment and the task environment are the two layers of an organization’s external environment.

F 3、Customers and competitors are two important sectors of the economic dimension（次元）of a firm’s general environment.

F 4. Other organizations in the same industry or type of business that provide goods or services to the same set of customers are referred to as suppliers.

F 5. The internal environment within which managers work includes corporate （公司的）culture, sociocultural aspects and customers.

T 1、Found between the domains（领域）of law and free choice, ethics（道德规范）is the code of moral principles that governs any individual or group.

T 2、Most ethical dilemmas（困境）involve a conflict between the needs of the part and the whole.

F 3. The four approaches that guide ethical decision making are utilitarian（功力的）, individualism, moral-rights and objective dualism（双重论）.

F 4. Free choice lies between the domains of codified law and ethics.

F 5. Most of the laws guiding human resource management are based on the individualism approach.

F 6. Culture is the only aspect of an organization that influences ethics.

T 7. All stockholders of an organization are its stakeholders, but not all stakeholders are its stockholders.

F 1、Of the four management functions, organizing is the most fundamental（根本的）, as everything practical（实际的）stems（血统）from careful organization.

T 2. A desired future state that the individual or organization attempts to realize is a goal.

F 3. Plans specify（列举）future ends; goals specify today’s means.

F 4. The act of determining the organiz ation’s goals and the means for achieving them is called goal setting.

T 5. Goals and plans are valuable to an organization because they provide legitimacy（合法）, rationale（基本原理）for decisions and an increase in motivation （积极性）and commitment（承诺）.

T 6. An organization’s mission describes its reason for existence.

T 7. Mission statements often reveal（显示）the company’s philosophy as well as purpose.

T 8. Strategic plans and goals are those that focus on where the organization wants to be in the future and pertain（属于）to the organization as a whole.

F 9. Reviewing progress is the most difficult step in an MBO process.

T 10. Long-term planning includes strategic goals for the overall organization.

F 1、By far the most difficult decision situation is uncertainty.

T 2、A choice made from available alternatives is called a decision。

F 3、The classical decision making model assumes that the decision-maker is rational, and makes the optimal decision each time.

F 4、Decision-making must not be done amid ever-changing factors, unclear information and conflicting points of view.

F 5、According to the Vroom-Jago Model, leaders should be concerned with decision characteristics like a commitment requirement, problem structure and subordinate conflict.

T 1. Organizational structure refers to the framework in which the organization defines the way tasks are divided, resources are deployed and departments are coordinated.

T 2. Authority is the right to use resources, make decisions and issue orders in an organization.

F 3. Given the challenges to meet customer needs and adapt to the environment, most organizations today discourage managers to delegate authority to the lower levels.

T 4. The number of employees reporting to a supervisor is his or her span of management.

T 5. An advantage of vertical functional structure is its quick response to external changes.

T 1、The set of activities that are undertaken to attract, develop and maintain an effective work force is referred to as human resource management.

F 2、An interview is a one-way communication channel that allows the organization to obtain information about the applicant.

T 3、HR planning, choosing recruiting sources, and selecting the candidate are the first three steps involved in attracting an effective work force.

T 4、The value of an exit interview is to provide an excellent and inexpensive tool for learning about pockets of dissatisfaction within the organization and hence for reducing future turnover.

Multiple Choice

C 1. The figurehead role involves:

A. motivating and communicating with staff

B. initiating（发起）change

C. handling ceremonial（正式的）and symbolic activities

D.developing information sources within the organization

E.staying well informed about current affairs

B 2. How an organization goes about accomplishing a plan is a key part of the

management function of:

A. planning

B. organizing

C. leading

D. controlling

E. motivating

E 3. Which of the following is not a function of management?

A. c ontrol

B. plan

C. organize

D. Lead

E.performance

A 4. A social entity（本质）that is goal directed and deliberately（慎重地）structured

is referred to as:

A.a n organization

B.management

C.employees

D.students

E.tasks

C 5. Which of the following types of skills is the understanding of and proficiency in the performance of specific tasks?

A.human skill

B.leadership skill

C.technical skill

D.conceptual（概念上的）skill

E.social skill

E 6. The informational role, according to Mintzberg, is a(n) ____________ role?

A.entrepreneur（企业家）

B.leader

C.figurehead（有名无实的领袖）

D.celebratory

E.monitor

E 1. __________ forces refer to those aspects of a culture that guide and influence relationships among people.

A.Legal

B.Economic

C.Political

D.Psychological

E.Social

E 2. Variables（变量）such as interest rates, inflation（通货膨胀）and trade tariffs （关税）are all examples of _________ forces.

A.technological

B.political

C.social

D.socio-educational

E.none of the above

D 3. Strategy has traditionally been the sole（唯一的）responsibility of:

A. m iddle management

B. project managers （项目经理）

C. c ompany accountants

D. top managers

C 4. During the early twentieth century, the prevailing（普通的）management perspective（观点）, which emphasised rationality（合理性）and a scientific approach, was the _________ perspective.

A. s cientific

B. behavioural

C. classical

D. quantitative

E. Pareto C 5. The three subfields（子域）of the classical perspective include:

A. bureaucratic organization, quantitative management, and the human relations movement

B. quantitative management, behavioural science, and administrative management

C.administrative management, bureaucratic organization, and scientific management

D.scientific management, quantitative management, and administrative management

E.none of the above

B 6. Bruce believes his employees are responsible and able to work without intense direction and supervision（管理）. He is a:

A. T heory X manager

B. Theory Y manager

C. T heory Z manager

D. contingency（偶然性）theory manager

E. classical manager

B 1. Which of these is a part of an organization’s internal environment?

A. i ts customers

B.its salespeople

C.its wage structure

D. its suppliers

E. its competitor

E 2. The __________ environment represents（表现）the outer layer of the environment and affects organizations __________.

A. t ask; indirectly

B. general; directly

C. i nternal; directly

D. internal; indirectly（间接地）

E.general; indirectly

C 3. Which of these is NOT a part of an organization’s general environment? A. t echnological B. economic C. competitors

D.legal-political

E. socio-cultural

D 4. An or ganization’s task environment includes all of the following EXCEPT: A. c ompetitors B. customers C. labor markets

D.employers

E. suppliers

A 5. Which of these are included in an organization’s task environment?

A. s uppliers

B. accounting procedures （手续）

C. t echnology

D. government

E. demographic（人口统计学的）characteristics B 6. Which of the following consists of demographic factors, such as population density?

A. technological environment

B. sociocultural environment

C. legal-political environment

D. internal environment

E. economic environment

B 7. The __________ represents people in the environment who can be hired to work for the organization.

A. competitors

B. labour market

C. suppliers

D. customers

https://www.wendangku.net/doc/b616751329.html,ernment

C 8. Which statement （叙述）below is correct?

A. W hen environment is dynamic（活跃的）, uncertainty is low.

B. When the environment is unstable（动态的）, uncertainty is low.

C. A dynamic environment has more uncertainty than a stable environment.

D. The stability（稳定性）of the environment does not determine the structure of the firm.

E. None of the above.

A 9. Research has found that a(n) __________ structure works best when organizations experience uncertainty.

A. flexible （灵活的）

B. mechanistic（机械的）

C. intuitive（直觉的）

D. inorganic

E. rigid （死板的）

C 1、Which of these refers to the code of moral principles and values that govern behavior with respect to what is right and wrong?

A. social responsibility

B. free domain

C. ethics

D. codified law （编纂法典）

E. discretionary（任意的）responsibility E 2. Around ____ per cent of adults reach the level three stage of moral development.

A. 30

B. 40

C. 50

D. 80

E. 20

A 3. Ethics deals with _______ values that are a part of corporate culture and shapes decisions concerning social responsibility with respect to the _______ environment.

A.internal/external

B.external/external

C.internal/internal

D.external/internal

E.none of the above

B 4. The assumption（假设）that ‘If it’s not illegal, it must be ethical,’ ignores which of the following?

A. domain of codified law

B. domain of ethics

C. domain of free choice

D. discretionary responsibility

E. domain of symbolism

C 5. The golden rul e ‘do unto others as they would do unto you’ is:

A. an example of the utilitarian approach to ethical behaviour

B. representative of the moral-justice approach to moral decision making

C. an example of the values that guide the individualism approach to ethical behaviour

D. an age-old piece of advise not to be taken too seriously

E. an example of the justice approach to ethical behaviour

B 6. Individualism is most closely related to:

A. social responsibility

B. free choice

C. economic responsibility

D. codified law

E. togetherness

D 7. Sexual harassment（性骚扰）is unethical because it violates（违反）an important part of which approach to ethical behavior?

A. t he utilitarian approach

B. the individualism approach

C. t he justice approach

D. the moral-rights approach

E. the defensive（防御的）approach

D 8. Most of the laws guiding human resource management are based on the: A. utilitarian approach B. moral-rights approach

C. individualism approach

D. justice approach

E. collectivism（集体主义）approach

C 1. A desired future state that an organization attempts to realise（明白）is called a(n):

A.plan

B. vision statement

C. goal

B. D. mission statement E. idea

A 2. __________ specify future ends and __________ specify today’s means.

A.Goals, plans

B. Plans, goals

C.Planning, organising

D. Ideas, behaviours

E. Mission, vision

C 3. Which of thes e is the act of determining the organization’s goals and the

means for achieving them?

A. o rganising

B.brainstorming

C.planning

D.developing a mission

E.a blueprint

B 4. The planning process begins with which of these?

A. t he development of operational（运作的）goals

B. the development of a mission statement

C. c ommunication of goals to the rest of the organization

D. a company-wide meeting

E. brainstorming

D 5. The __________ is the basis for the strategic level of goals and plans which in turn（空的）shapes the __________ and __________ level.

A. goal, mission, tactical

B. operational goal, mission and tactical （策略的）

C. objective, operational, mission

D. mission, tactical, operational

E. tactical plan, operational, mission

A 6. __________ are primarily concerned with tactical goals/plans.

A. M iddle management

B. Board of directors

C. C onsultants

D.Senior management

E. Lower management

D 7. Which of these are primarily responsible for strategic goals/plans?

A. m iddle management

B.board of directors

C. c onsultants（咨询者）

D.senior management

E.lower management

D 8. A statement that identifies distinguishing characteristics of an organization is known as:

A. a goals statement

B. a values statement

C. a n income statement

D.a mission statement

E. a competitive-edge statement

C 9. The organization’s reason for existence is known as:

A. the organization’s value

B. the organization’s vision

C. the organization’s mission

D.the organization’s goal

E. the organization’s service

C 10. ‘We seek to become the major computer maintenance（维修）business in Shanghai ’ is an example of a statement you are most lik ely to find in the organization’s:

A. tactical goals

B. operational goals

C. mission

D.tactical plans

E. operational plans B 11. Goals that define the outcomes that major divisions（部门）and departments must achieve in order for the organization to reach its overall goals are called: A.strategic goals B. tactical goals C. operational goals

D. a mission

E. a plan

A 12. Specific results expected from individuals are called:

A. o perational goals

B. tactical goals

C. s trategic goals

D.operational plans

E. mission statements

D 13. __________ goals lead to the attainment（成就）of __________ goals, which in turn lead to the attainment of __________ goals.

A. O perational, strategic, tactical

B. Tactical, operational, strategic

C. S trategic, tactical, operational

D.Operational, tactical, strategic

E. None of the above

A 14. The first step in the MBO process is:

A. s etting goals

B. developing action plans

C. a ppraising（评价）overall performance

D. reviewing progress

E. reliant（依赖）on the objectives, which should be laid down（制定）first

A 15. The final step in the MBO process is to:

A.appraise overall performance

B.develop an action plan

C.review progress

D.set goals

E.conduct periodic checkups（周期的审查）

C 16. Contingency（偶然性）plans are:

A. p lans that are developed to achieve a set of goals that are unlikely to be repeated in the future

B. plans that used to provide guidance for tasks performed repeatedly within the organization

C. p lans that define company responses to specific situations, such as emergencies or setbacks

D.most important in the organizations

E.none of the above

A 1.A choice made from available alternatives is known as a _________.

A. decision

B. plan

C. planned goal

D. tactic

E.strategy

C 2.The lowest possibility of failure is associated with the condition of:

A. ambiguity

B. uncertainty

C.certainty

D. Risk

E. two of the above

C 3.The classical model of decision making is based on __________ assumptions.

A. philosophical

B. irrational

C. economic

D. uncertainty

E. industrial

C 4.Which of these is the first step in the managerial decision making process?

A. evaluation and feedback

B. development of alternatives

C. recognition of decision requirement

D. diagnosis and analysis of causes

E. selection of desired alternatives

A 5.Feedback is important because:

A. decision making is a continuous process

B .it provides decision-makers with new information

C. it helps determine if a new decision needs to be made

D. all of the above

E. B and C only

C 1. Which of these refers to the deployment of organizational resources to achieve strategic goals?

A. planning

B. controlling

C. organising

D. leading

E. strategic management

C 2. Strategy defines _______ to do while organising defines _______ to do it.

A. how, what

B. how, why

C. what, how

D. what, why

E. when, what

B 3. Organization structure is defined as:

A. the visual representation of the organization

B. the framework in which the organization defined how tasks are divided, resources are deployed, and departments are coordinated

C. the division of labour

D. the unbroken line of authority that links all individuals in the organization

E. none of the above

C 4. __________ is the formal and legitimate right of a manager to make decisions.

A. Delegation

B. Responsibility

C. Authority

D. Leadership

E. Span of management

B 5. Which of these means that each employee is held accountable to only one supervisor?

A. scalar principle

B. unity of command

C. work specialisation

D. division of labour

E. span of management

C 6．__________ means that decision authority is located near the __________ of the organization.

A. Centralization, bottom

B. Decentralization, top

C. Centralization, top

D. Centralization, middle

E. None of the above

D 7. Which of the following is a contemporary approach to structural design in departmentalization?

A. functional

B. divisional

C. Matrix

D. teams

E. geographic-based

E 8. Advantages of the matrix structure include:

A. It increases employee participation.

B. It makes efficient use of human resources.

C. It works well in a changing environment.

D. It develops both general and specialist management skills.

E. All of the above.

A 9. An advantage of the divisional structure is:

A. concern for customers’needs is high

B. there is little duplication of services across divisions

C. there is good coordination across divisions

D. top management retains tight control of the organization

E. there is no competition for corporate resources

D 10. Disadvantages of the network approach include:

A. a lack of hands-on control

B. the possibility of losing an important part of the organization

C. weakened employee loyalty

D. all of the above

E. A and C only

E 1. Which of the following is an example of organizational change?

A. the switch to a new production method

B. the decision to offer a new product line

C. the introductions of a new pay for performance system

D. all of the above

E. A and B only

A 2. The adoption of a new idea or behaviour by an organization is known as organizational:

A.change

B. Development

C.structure

D.intervention

E.responsibility

B 3. Environmental forces for change include which of these?

https://www.wendangku.net/doc/b616751329.html,anizational plans

B.global competition

https://www.wendangku.net/doc/b616751329.html,pany problems

https://www.wendangku.net/doc/b616751329.html,anizational needs

E.employees

B 4. At which stage of the change process do managers evaluate problems and opportunities?

A. monitor forces for change

B. need for change

C.initiate change

D.implement change

E.internal forces

A 5. General Electric, according to your textbook, closed its microwave factory in response to:

A.internal forces

B.environmental forces

C.a lack of cash flow at GE

D.demands by employees

E.demands by labour unions

D 6. Search, creativity, and new-venture teams are all associated with which of the following steps of the change process?

A. initiating change

B.recognising the need for change

C.implementing change

D.need for change

E.analyzing feedback

C 7. All of the following are characteristics of creative organizations EXCEPT:

A. use of teams

B. risk taking norms

C.centralisation

D.a long term horizon

E.loose controls

C 8. Which of the following is NOT a characteristic of a creative individual?

A.conceptual theory

B.undisciplined exploration

C. persistence and focused approach

D.authorisation and dependent

E.all of the above are characteristic of a creative individual

D 9. Sarah-Maree, a new employee of yours, strikes you as curious, open-minded, and receptive to new ideas. You have decided to keep your eye on Sarah-Maree, for she may very well be:

A. an outstanding performer

B. an individual with a high need for achievement

C. a satisfied employee

D. a creative individual

E. none of the above

A 10. Creative organizations:

A. are characterized by an unusually high number of routine jobs

B. are loosely structured

C. have little ambiguity

D. have too many layers of management

E. use a centralized decision making approach

A 11. __________ is(are) important role(s) to be played during the process of organizational change.

A.The idea champion

B. The critic

C. The sponsor

B.D. Inventor E. All of the above

C 12. A unit separate from the rest of the organization responsible for the development of a major innovation is known as:

A. the new product group

B. the matrix group

C. the new-venture team

D. the vertical group

E. the change team

C 13. The biggest barrier to organizational change is usually:

A. disagreement about the benefits

B. uncertainty about the future

C. a lack of understanding and trust

D. fear of personal loss

E. too much trust

C 14. What is force field analysis?

A. the analysis of the forces that drive customers to a certain organization

B. the analysis of the forces that drive the organization of a company

C. the process of determining which forces drive and which resist a proposed change

D. the process by which an organization forces changes to occur

E. none of the above

C 15. Which approach to change implementation should be used when users have power to resist?

A. education

B. participation

C. coercion

D. top management support

E. domination

D 16. Which of the following uses formal bargaining to win acceptance and approval of a desired change?

A. education

B. participation

C. coercion

D. negotiation

E. top management support

E 17. __________ symbolizes to all employees that the change is important for the organization.

A. Education

B. Coercion

C. Participation

D. Negotiation

E. Top management support

A 18. A flexible, decentralized structure encourages what type of changes?

A. new product

B. technological

C. structural

D. culture/people

E. product/structure

B 19. __________ approach means that ideas are initiated at lower organizational levels and channeled upward for approval.

A. Bottom-up

B. Top-down

C. horizontal-linkage

D. Vertical-matrix

E. None of the above

C 20. The top-down process for change does not generally work for changes in technology because

A. people need to team up for these changes

B. top managers lack the expertise in technological changes

C. employee dissatisfaction is a force for change

D. technological changes are designed to make the product more efficient

E. none of the above

C 21. Which of the following statements is not true about successful development of a new product?

A. The marketing department has a good understanding of what the customer wants.

B. The technological development of the product must be completed before other departments can commence work.

C. Members from key departments cooperate in the development of the product.

D. The horizontal linkage model is frequently followed.

E. All of the above are true.

B 22. Almost any change in how the organization is managed falls under the category of __________ change.

A. product

B. culture/people

C. technological

D. structural

E. none of the above

C 23. Which of these changes may involve hierarchy, goals, and procedures?

A. new product

B. technological

C. structural

D. culture/people

E. customer

D 24. Organizational development can help managers address problems such as merger/acquisitions, conflict management, and __________.

A. cultural changes

B. force field analysis

C. organizational productivity

D. organizational decline/revitalization

E. none of the above

E 25. Organizational development specialists identify three distinct steps for achieving behavioral and attitudinal changes. These are:

A. freezing, changing, and intervention

B. unfreezing, change agent, and freezing

C. unfreezing, intervention, and refreezing

D. intervention, refreezing, and change agent

E. none of the above

B 1. The ability to influence people toward the attainment of organizational goals is known as:

A.motivation

B. leadership

C. persuasion

D. commitment

E. organizational citizenship

B.2. Which of the following is an essential part of any definition of leadership?

A. influence

B. People

C. goals

D. all of the above

E. A and B only

C 3. According to your text, leadership is reciprocal. This means:

A. it is dynamic

B. it is a problem-solving activity

C. it occurs between people

D. it is redundant

E. it always creates conflict

C 4. Which of these is the potential ability to influence the behaviour of others?

A. leadership

B. management

C. power

D. control

E. motivation

D 5. Which of these is the power coming from a formal management position in the organization?

A. referent power

B. coercive power

C. reward power

D. legitimate power

E. expert power

A 6. ______ power is vested in the manager’s ability to punish employees.

A. Coercive

B. Reward

C. Expert

D. Referent

E. Personal

C 7. Which of the following types of leaders tends to centralize authority?

A. trait leader

B. democratic leader

C. autocratic leader

D. effective leader

E. transformational leader

C 8. The Leadership Grid used the two leader behaviors which were called:

A. employee-centered and job centered

B. consideration and initiating structure

C. concern for people and concern for production

D. relationship-oriented and task-oriented

E. employee-oriented and relationship oriented

E 9. The recommended management style from the leadership grid is:

A. 9,1

B. 1,9

C. 1,1

D. 2,2

E. 9,9

D 10. The effectiveness and appropriateness of a set of leader traits depends on:

A. the organization

B. the subordinate

C. the leader

D. All of the above

E. B and C only

D 1、The goals of human resource management include:

A. attracting an effective work force

B. developing an effective work force

C. maintaining an effective work force

D. all of the above

E. A and C only

B 2、Which of these determines a n organization’s demand for skills and employees?

A. Profitability

B. strategic decisions

C. competitive environment

D. external relations

E. unions

C 3、The forecasting of human resource needs and the projected matching of individuals with expected job vacancies is referred to as:

A. human resource development

B. human resource organising

C. human resource planning

D. human resource selection

E. human resource downsizing

B 4、If current employees are given preference when a position opens in their organization, it is an example of:

A. discrimination

B. internal recruiting

C. nepotism

D. external recruiting

E. cannibalizing

A 5、One of the cheapest and most reliable methods of external recruiting is:

A. employee referral

B. private employment agencies

C. newspaper advertising

D. Centre link recommendation

E. promotion from within

E 6、Which of the following is NOT a selection device used for assessing applicant qualifications in China?

A. application form

B. interview

C. paper-and-pencil test

D. assessment centre

E. drug usage test

C 1.What percentage of a manager’s time is spent in direct communication?

A. 20

B. 90

C. 80

D. 50

E. 60

B 2. __________ skills are a fundamental necessity in every part of a manager’s job.

A. Organizational

B. Communication

C.MBWA

D. Analysis

E. Punishment

B 3. Communication is defined by the text as:

A .the process by which information is shared

B. the process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior

C. the process by which information is received

D. the process by which information is transmitted to others

E. the process by which information is stored

C 4. The receiver __________ the symbols to interpret the meaning of the message.

A. encodes

B. transmits

C. decodes

D. responds to

E. must ignore

A 5. Which of these refers to the amount of information that can be transmitted during a communication episode?

A. channel richness

B. electronic mail

C. encoding

D. upward communication

E. feedback

C 6. Which of these is an advantage of low channel richness?

A. impersonal

B. two-way

C. premeditated

D. fast-feedback

E. no records to worry about

D 7. Which of these is a disadvantage of low channel richness?

A. no record

B. spontaneous

C. two-way

D. slow feedback

E. premeditated

A 8. Which of these is a disadvantage of high channel richness?

A. spontaneous

B. one-way

C. slow feedback

D. premeditated

E. impersonal

B 9. Most executives now believe that important information flows:

上海高考英语翻译题与答案(最新整理)

Part 1 Translation Directions: Translate the following sentences into English, using the words given in the brackets. 1、格林先生本周日要去拜访一位朋友，此人精通理财之道。（who） 2、人们是否会推迟退休还有待于讨论（remain）。 3、无论任务多么艰巨，我们都要不遗余力地完成。（However） 4、许多公司在雇佣员工时，相对于能力而言，更看重个性。（emphasis） 5、如果双方在这些事务上能达成共识，就有可能在新的领域进一步合作。（If...） 1、Mr. Green is going to visit\see a friend this Sunday, who knows a lot about money matters. 2 、It remains to be discussed whether people will delay retiring. /Whether people will delay retiring remains to be discussed. 3、However hard the task is, we should spare no efforts to accomplish it. 4 、Many companies put more emphasis on personality than on capability when they employ staff members. 5 、If both the parties can agree on these issues, they are likely to further cooperate（have further cooperation）in the new field. Part 2 Translation Directions: Translate the following sentences into English, using the words given in the brackets. 1.每年圣诞期间百货店里的商品都减价出售。(sale) 2.如今人们非常关注的是食品安全和空气质量。(concern) 3.无论多么艰难，交给咱们的任务都必须按时完成。(however) 4.专家们一入座外语节的演讲比赛就在王校长的主持下开始了。(Hardly) 5.遍布城市每个角落的星巴克(Starbucks) 满足了人们适应快节奏生活的需要。(adapt) 1.The goods in the department stores are all on sale at Christmas every year. 2.Nowadays what people are (very) much concerned about is food safety and air quality. Food safety and air quality are people’s major concerns nowadays. 3.However hard/ difficult it is, the task given to us must/ should be completed/ fulfilled on time. 4.Hardly had the experts sat down/ got seated/ seated themselves/ taken (their) seats when the speech contest of the Foreign Language Festival (that was) hosted by Principal Wang s tarted. 5.The Starbucks in every corner of the city have met/ satisfied/ meet/ satisfy people’s needs/ demands to adapt to a/ the fast-paced life. Part 3 Translation Directions: Translate the following sentences into English, using the words given in the brackets. 1、孩子们总是对周边的一切都非常好奇。(curious) 2、她在比赛中表现出色，给评委留下了深刻的印象。(which) 3、一进学校，她就意外得知有一所名校录取她了。(No sooner…) 4、奇怪的是，这些年轻人对这些我们都耳熟能详的歌曲却一无所知。(know)

上海高考英语翻译句型总结汇总

not …until…/ Not until…/ It was not until…that 1.直到会议快要结束时他才露面。（show up） 2.直到二十世纪初人们才学会怎样防止这种疾病的蔓延。(prevent) 3.直到那时他才意识到他的老师是非常善解人意的。（considerate） 4.可惜他们直到事故发生之后才采取措施防止它。 5.直到上周末收到你的来信时我们才如释负重。（relieve） The more…the more.. 1．你的词汇量越大，你就感到用英语写作越容易。(feel it + adj. to do ) 2．人们普遍认为，用脑越多，思维就越活跃。( it is generally believed that ) 3．问题发现得越早，解决起来越容易。 4．问题越难，我越有可能能够解决他们。(likely) 5．我们学习得越多，将来就越能为我们国家工作的越好。 6．你练习讲英语越多，就越对你有好处。(do sb good) 7．我们经常讨论的一个问题是：是否钱越多越幸福。 8．相对而言，孩子与父母交流越多，越不可能感到忧郁。(suffer from) No matter how / however + adj. / adv. + S + V 1. 不管这个新体系有多复杂，我们还是要用它。(complicated) 2．无论社会发展得多快，这个传统应该代代相传。(pass on) 3．无论他如何努力，他似乎永远学不好物理。 4．不管我们有多忙，下星期我们一定会举行一次欢送会向那些退休工人们表示敬意。(in honor of) 5．不管天有多晚，他从不把今天必须做的事拖到明天。(put off) 6. 如果我们以一种强烈的意志工作，我们能够克服任何的困难，无论这个困难有多大。Adj. / adv. / n. / v. + as / though + S + V 1.虽然他很聪明，但他不愿把全部时间用在学习上。(devote…to) 2.他很累，但他还是工作到深夜。(work late into…) 3.虽然他是个孩子，但对于这个世界他了解很多。 4.虽然我敬佩他作为一个作家，但我不喜欢他作为一个人。(admire) Hardly / scarcely / barely…when no sooner …than 1.我刚到家，电话铃就响了。 2.他一到实验室，就开始做实验。(set out) 3.这男孩刚打开电脑，他父亲就回家了，叫他做功课。 4.他一到家就迫不及待地把好消息告诉他父母。(can't wait…) 1.Not until the meeting was almost over did he show up. th century did people learn how to prevent the disease from Not until the beginning of the 202. spreading. 3.Not until then did he realize that his teacher was very considerate / thoughtful / 1 understanding.

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：

《管理学原理》考试试卷A

管理学院2014级本科生《管理学原理》考试试卷A 一.名词解释（每题4分，共16分） 目标-手段链管理幅度利益相关者统一领导原则 二.简答题（每题10分，共40分） 1.社会上支持和反对企业承担社会责任的理由各有哪些？说说你自己的看法。 2.泰罗的科学管理理论与法约尔的一般管理理论有什么异同点。 3.为什么说没有什么最好的组织结构形式？请举例说明之。 4.请评论与分析“计划是向前看，控制是向后看”的说法。 三.论述题（每题15分，共30分） 1.你认为管理应包括哪些基本职能，为什么？说说这些职能之间的相互联系。 2.有人说“有效的管理应是以人为本的管理”，又有人说“有效的管理是制度化规范化的管理”，你的看法呢？请论述之。 四.案例分析题（14分） 案例：成功CEO们的领导秘诀 今天，领导者的任务比以往任何时候都更加艰巨。精简高效（lean and mean）的结果是越来越少的员工和越来越多的工作。全球化意味着管理者必须理解文化差异。知识产业的沟通技巧和灵活性。技术的创新带来了信息的洪流，让人们很难作出有效的反应。当今美国商业领袖们对那些希望成为后继者的人有什么建议呢？ 在许多产业中，员工的工作负担过重——时限、压力和超时工作。例如，美国航空公司的旅客数量比4年前增加了100万，而员工人数却减少了7000。一位领导人说：“以前我做时间管理，现在则是精力管理。”管理者依靠发挥个人精

力完成工作，没有精力就什么也干不成。绝大多数公司高层每周工作80-100小时，但他们也需要恢复和振作。 日产公司的CEO戈恩认定定期休息很重要。戈恩说：“我从来不把工作带回家。周末的时候我会待在家里陪4个孩子一起玩。休息过后，精力更加充沛，我会有更好的点子。”谷歌公司副总裁麦尔说：“我每天睡4-6个钟头就够了。”但他也会每年安排三次为期一周的休假。许多领导者参加高度竞争性的运动、马拉松或定期锻炼和做瑜伽来缓解工作的疲劳。 有效的领导能够控制信息流。麦尔通过多种途径采集信息，“我总是随身携带笔记被电脑”，“我离不开手机”。星巴克的CEO舒尔茨每天早上通过声讯留言了解前一天的销售数据。掌握新闻也是非常重要的：舒尔茨每天要看三份报纸，麦尔每天都会看新闻。一家证券组合的管理人格罗斯要同时监看摆在面前的6 台监视仪。 格罗斯需要有时间思考。他说：“摆脱噪声是非常重要的……我一天只接三到四个电话……我不愿意被别人接通，我要的是接不通。”为了应付每周一次的欧洲旅行，戈恩使用双语秘书来翻译和处理信息——一位负责欧洲，一位负责日本，另一位负责美国。时装设计师王薇薇（Vera Wang）聘用一名助理帮助自己筛选信息：“电话太多，如果光接电话那就不要做别的事情了……电子邮件更是多的不可胜数。” 知识工作者的领导者需要激励和保留那些很容易在其他企业找到工作的员工。比尔·盖茨曾经说，如果公司里最聪明的20个人离开了，微软将变成一家毫不起眼的公司。领导人承担着很大的压力，必须让这些人感到满意并保持生产力。麦尔设置了办公室谈话时间，每天都会在固定的时间了解员工所关心的问题。

(完整版)2019年上海高考英语一模翻译汇编.doc

2019 年高三一模翻译汇编 1.上海市黄浦区 2019 年高三英语一模翻译 72. 很多人对他们的潜能一无所知。(ignorant) 73. 这些政策在一定程度上对该地区的经济衰退负有责任。(extent) 74. 自古以来老百姓就希望天下太平，同各国人民友好相处。(long for) 75. 青少年问题的发展趋势值得我们关注和研究，也值得整个社会群策群力，共商对策。(which) 72. Many people are totally ignorant of their potential (abilities/talents). 73. These policies are to some extent responsible for the region’ s economic decline. 74. Since ancient times people have longed for a peaceful world to live together in friendship with people from/of all countries. /Since ancient times people have longed for a peaceful world, where people of all/different countries live together in friendship. 75.The developing trend of youth/adolescent/teenager problems deserves our attention and research/ analysis, which also deserves the joint efforts of the whole society to find solutions. 2.上海市普陀区 2019 年高三英语一模翻译 72.晚上别喝太多的咖啡，会睡不着觉的。（or） 73.事实证明，保持快乐的心态会降低得心脏病的风险。（It） 74.乐观的人不会过分怀念美好的旧时光，因为他们正忙着创造新的回忆。（create） 75.追求稳定并不是什么坏事，很多时候这样的态度在促使我们提升自我、挑战难度、攀登高峰。 （ when） 72. Don’ t drink too much coffee at night, or you won ’ t be able to sleep. 1 0.5 0.5 1 73. It is proved that keeping a happy mind reduces the risk of heart diseases. 0.5 1 1 0.5 74. Optimistic people don ’ t miss the good old days too much. 1 1 0.5 75. The pursuit of stability is not a bad thing. (, and 0.5)

管理学原理题库考试试题及答案

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
第 1 页

管理学原理期末考试题目和答案

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