管理学双语期末复习题.pdf

管理学 双语 期末复习题管理学 双语 期末复习题 True False questions 判断题 判断题 1 The four contemporary functions of management are planning organizing leading and controlling True 2 Efficiency is often referred to as doing things right True 3 When managers meet organizational goals they are efficient and effective False 4 In the Industrial Revolution machine power began substituting for human power True 5 Principles of Scientific Management was written by Frederick Taylor True 6 Frank Gilbreth s best known contribution to scientific management concerned selecting the best worker False 7 The current dominant assumption in management theory suggests managers are omnipotent True 8 An organizational culture refers to a system of shared meaning True 8 Organizational culture is a perception not reality True 9 The difference between an organization s social obligation and social responsiveness is the legal aspect False 10 Values based management is an approach to managing in which managers establish promote and practice an organization s shared values True 11 Though the outcomes are not perfectly measured the majority of research studies show a positive relationship between corporate social involvement and economic performance True 12 The first step in the decision making process is identifying a problem True 13 It is possible at the end of the decision making process that you may be required to start the decision process over again True 14 Decision making is synonymous with managing True 15 Programmed decisions tend to be repetitive and routine True 16 Most managerial decisions in the real world are fully non programmed False 17 Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates False 20 Research indicates that managers who plan always outperform managers who do not plan False 21 Leaders influence a group toward the achievement of goals True 22 Fiedler s contingency model of leadership style effectiveness depends on the ability and willingness of the subordinates False 23 Fiedler identified three contingency dimensions leader member relations task structure and reward power False 24 Robert House s path goal theory is an expectancy theory of motivation False 25 Robert House assumed that leadership style changes depending on the situation True 26 People working for charismatic leaders are motivated to exert extra work effort but express lower satisfaction False 27 When team leaders assume the role of troubleshooter they clarify expectations and roles teach and offer support False 28 The evidence supports the superiority of transformational leadership over transactional leadership True 29 Motivation is an internal state that makes certain outcomes appear attractive True 30 The three key elements in the definition of motivation are effort organizational goals and needs True 31 The best managers are high in the need for power and high in the need for affiliation False 32 People with a high need for affiliation prefer cooperative situations over competitive ones True 33 The lower a person s self efficacy the more confidence he has in his ability to succeed in a task False 34 Adding vertical depth to a job is called job enlargement False 35 In the job characteristics model task significance refers to the degree to which a job requires completion of a whole and identifiable piece of work False 36 Job design refers to the way tasks are combined to form complete jobs True 37 Everything a manager does involves communication True 38 In order to be sent a message needs to be decoded False 39 Some messages do not need to be converted to symbolic forms to be sent False 40 Feedback is a response that confirms a message True 41 One disadvantage of verbal communication is that it is hard to get feedback False 42 Body language and facial expressions are the only forms of nonverbal communication False 43 An example of filtering is telling your boss what he or she wants to hear True 44 Jargon never improves communication False 45 Active listening requires a listener to have empathy the ability to listen without making premature judgments when listening False 46 In Japan managers tend to use informal communication to seek consensus True 47 Managers should be involved in the control function even if things are going as planned True 48 The three different approaches to designing control systems are cultural domestic and international False 49 In reality management is an ongoing process and controlling activities provide the critical link back to planning True 50 The first step in the control process is comparing actual performance against a standard False 51 Deviations that exceed the range of variation need the manager s attention True 52 Doing nothing is not an acceptable managerial action in the control process False 53 The most desirable type of control is concurrent control False 54 Feedforward control prevents anticipated problems True 55 The most popular type of control relies on feedback True Multiple choices 单选 单选 1 are organizational members who integrate and coordinate the work of others a Managers b Team leaders c Subordinates d Operatives 2 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 3 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 4 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 5 Frederick W Taylor is most closely associated with which of the following a general administrative theory b time and motion studies c idealistic workplace d scientific management 6 The fourteen principles of management are associated with whom a Weber b Drucker c Taylor d Fayol 7 According to Henri Fayol the principle of gives managers the right to give orders a discipline b centralization c order d authority 8 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 9 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 10 Organizational culture is similar to an individual s a skills b personality c motivation d ability 11 A personality measure of a person s convictions is a moral development b ego strength c locus of control d social desirability 12 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 13 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 14 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 reliable 15 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 16 Decision making is synonymous with a managing b leading c controlling d planning 17 Which of the following is not an organizing decision a What are the organization s long term objectives b How many employees should I have report directly to me c How should jobs be designed d How much centralization should there be in the organization 18 Which of the following is not a leading decision a How do I handle employees who appear to be low in motivation b What is the most effective leadership style in a given situation c How will a specific change affect worker productivity d How should jobs be designed 19 A is a series of interrelated sequential steps that a manager can use for responding to a structured problem a procedure b rule c policy d system 20 If an individual knows the price of three similar cars at different dealerships he she is operating under what type of decision making condition a risk b uncertainty c certainty d factual 21 Which of the following is the foundation of planning a employees b goals c outcomes d computers 22 According to the text are documents that outline how goals are going to be met and which typically describe resource allocations schedules and other necessary actions to accomplish the goals a strategies b goals c plans d procedures 21 Which of the following is NOT true concerning the difference between managers and leaders a Managers are appointed b Managers influence through informal means c Leaders may be appointed d Leaders can influence beyond formal authority 22 Which of the following is NOT mentioned in the text as one of the three leadership styles explored in the University of Iowa studies a cultural style b autocratic style c democratic style d laissez faire style 23 Which of the following describes the leadership style in which a leader tended to centralize authority dictate work methods make unilateral decisions and limit employee participation a cultural style b autocratic style c democratic style d laissez faire style 24 According to the Ohio State studies the dimension of leader behavior that is defined as the extent to which a leader had job relationships characterized by mutual trust and respect for group members ideas and feelings is called a initiation b consideration c cultural d physical 25 Fielder s model of leadership was the first model a visionary b path goal c team d contingency 26 Fiedler assumed a person s leadership style was a contingent b relative c dimensional d fixed 27 According to Fielder in what type of situations do relationship oriented leaders perform best a very favorable b favorable c moderately favorable d unfavorable 28 The main role of the leader is to facilitate and communicate in which of the following leadership styles a telling b selling c participating d delegating 29 What leadership model is associated with Vroom and Yetton a contingency leadership theory b situational leadership theory c path goal model d leader participation model 30 Which type of leaders provide individualized consideration intellectual stimulation and possess charisma a transactional b charismatic c trait d transformational 31 Which of the following is NOT an important leadership role for team leaders a liaison with external constituencies b liaison with internal constituencies c troubleshooter d coach 32 The three key elements in the definition of organizational motivation are organizational goals and needs a personality b ability c effort d strategy 33 Joining a civic club because the members are considered to be very powerful and popular would be satisfying which needs state a safety b social c esteem d self actualization 34 Which of the following would describe the beliefs of a Theory Y manager a People have little ambition b Work is acceptable because of financial needs but play is more natural c Employees readily accept responsibility d Managerial direction of employees is essential 35 An individual who would enjoy taking on the challenge of personally redesigning the workflow of a manufacturing line to improve employee productivity would probably be rated high on which of the following a need for affiliation b need for impact c need for achievement d need for control 36 The best managers are high in the need for and low in the need for a achievement power b power affiliation c achievement affiliation d power achievement 37 People will do better when they get because it helps identify discrepancies between what they have done and what they want to do a input b equity c power d feedback 38 is the way tasks are combined to form complete jobs a Job scope b Job enrichment c Job design d Job criteria 39 What theory provides a conceptual framework for analyzing jobs by analyzing five core dimensions a expectancy theory b job characteristics model c job design d equity theory 40 skills are a fundamental necessity in every part of a manager s job a Organizational b Communication c Punishment d Analysis 41 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 42 The receiver the symbols to interpret the meaning of the message a encodes b transmits c decodes d responds to 43 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 feedback 44 Most executives now believe that important information flows a from the top down b from the bottom up c diagonally d from internal to external 45 Non verbal communication has the biggest impact when using which of the following communications channels a video conference b telephone c formal letter d face to face communication 46 Overcoming barriers to effective communication include all of the following EXCEPT a simplify language b find areas of interest c use feedback d constrain emotions 47 The learning organizations emphasise which of these a downward communication b grapevine c horizontal communication d upward communication 48 Upward communication is usually used to communicate information about all of the following EXCEPT a suggestions for improvement b performance reports c indoctrination d grievance and disputes 49 According to the text perhaps the most important individual skill in overcoming communication barriers is a selecting appropriate channel for the message b MBWA c active listening d developing and using formal information channels 50 In the control process to what factor is actual performance compared in order to properly assess the situation a last year s performance b competitors outcomes c desired standards d management opinion 51 The ultimate criterion to determine the control system effectiveness is how well it facilitates a management desires b organizational goals c employee satisfaction d increased market share 52 Of the following which is NOT a reason why control systems are important a creation of organizational structure b facilitation and achievement of goals c employees can be directed d goals can be guaranteed 53 Controls provide a critical link back to what organizational function a employee selection b planning c organizational culture d directing 54 In the control process which step follows measuring actual performance a establishing standards b obtaining employee input to performance gaps c comparing actual performance against a standard d logging actual performance 55 What is the final step in the control process a adjusting measurement standards b rewarding punishing employee performance c benchmarking standards with a competitor d taking managerial action 56 Standards are created during the process a controlling b leading c organizing d planning 57 According to the text which of the following is the first step in control a measuring actual performance b changing the standard c taking managerial action d comparing actual against the standard 58 is a control technique in which the manager is out in the work area interacting directly with employees and exchanging information a Management by walking around b Management by objectives c Leadership by example d Feedforward control e Feedback control 59 Range of variation is a concept that is important in what management function a controlling b leading c planning d organizing 60 The third and final step in the control process is a measuring actual performance b changing the standard c taking managerial action d comparing actual against the standard 61 Range of variation is a concept that is important in what management function a controlling b leading c planning d organizing 62 The third and final step in the control process is a measuring actual performance b changing the standard c taking managerial action d comparing actual against the standard 63 What type of control is most desirable a definitional control b projected control c concurrent control d feedforward control 64 What type of control can prevent ongoing problem situations from becoming too costly a concurrent control b definitional control c feedforward control d feedback control 65 According to the text the best known form of is direct supervision a definitional control b projected control c concurrent control d feedback control 66 What type of control provides information on planning effort effectiveness and can enhance employee motivation a concurrent control b definitional control c feedforward control d feedback control 67 What control system quality reflects whether the system is reliable and produces valid data a timeliness b accuracy c understandability d flexibility Scenarios and questions 情景 情景题 题 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 t