Management testbank.doc

管理学基础复习题（09英语专业商务英语方向）一、对错题1 A great manager makes a job more enjoyable and productive. Answer: TRUE2 Managers play an important role in dealing with various challenges being faced by organizations today. Answer: TRUE3 Todays managers are just as likely to be women as they are men.Answer: TRUE4 A manager must coordinate and oversee the work of other people so that organizational goals can be accomplished.Answer: TRUE5 A managers job is all about personal achievement.Answer: FALSE6 In the symbolic view of management, managers are seen as directly responsible for an organizations success or failure.Answer: FALSE7 The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organizations objectives.Answer: TRUE8 The symbolic view of management impact is useful in explaining the high turnover among sports coaches, who can be considered the managers of their teams.Answer: FALSE9 A dynamic environment is characterized by the absence of new competitors, few technological breakthroughs by current competitors, and little activity by pressure groups to influence the organization.Answer: FALSE10 Environmental uncertainty looks at the number of components in an organizations environment and the extent of the knowledge that the organization has about those components.Answer: FALSE11 The decision-making process begins by identifying decision criteria.Answer: FALSE12 A decision criterion defines what is important or relevant to resolving a problem.Answer: TRUE13 In the decision-making process, after allocating weights to the decision criteria, the decision maker lists viable alternatives that could resolve the problem.Answer: TRUE14 Once the alternatives to solving a problem have been identified, the next step in the decision-making process is selecting one of these alternatives.Answer: FALSE15 Implementing an alternative refers to the process of choosing the best alternative.Answer: FALSE16 Planning is concerned with how objectives are to be accomplished, not what is to be accomplished.Answer: FALSE17 Planning provides direction to managers and non-managers alike.Answer: TRUE18 Absence of planning does not inhibit the ability of departments and individuals to work together or organizations to move.Answer: FALSE19 Planning helps managers eliminate uncertainty and insulates organizations from change.Answer: FALSE20 Several research studies have conclusively proven that planning organizations always outperform non-planning organizations.Answer: FALSE21 Organizational structure is defined as the formal arrangement of jobs within an organization.Answer: TRUE22 Organizational structure is the degree to which standardized procedures are in place in an organization.Answer: FALSE23 Work specialization is also known as division of labor.Answer: TRUE24 Managers today continue to see work specialization as important because it helps employees be more efficient.Answer: TRUE25 Customer departmentalization works well because it emphasizes monitoring and responding to changes in customers need.Answer: TRUE26 High-performance work practices are those that lead to both high individual and high organizational performance.Answer: TRUE27 High-performance work practices involve a commitment by management to improve the knowledge skills and abilities of the organizations employees, increasing employee motivation, and enhancing the retention of quality employees.Answer: TRUE28 An organization that wants to have high-performance work practices should discourage self-managed teams and decentralized decision making.Answer: FALSE29 A labor union is an organization that represents workers and seeks to protect their interests.Answer: TRUE30 Affirmative action programs help ensure that decisions and practices enhance the employment, upgrading, and retention of members from protected groups such as minorities and females.Answer: TRUE二、 选择题1 Which of the following statements regarding managers in todays world is accurate?A) Their age range is limited to between 30 and 65 years.B) They are found only in large corporations.C) They can be found exclusively in for-profit organizations.D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.Answer: D2 An individual who works with and through other people by coordinating their work activities in order to accomplish organizational goals is _.A) an assembly line workerB) a laborerC) a managerD) a salespersonAnswer: C3 Supervisor is another name for which of the following?A) team leaderB) middle managerC) first-line managerD) top managerAnswer: C4 A _ is an example of a first-line manager.A) division managerB) store managerC) regional managerD) shift managerAnswer: D5 Managers with titles such as regional manager, project leader, or division manager are _.A) first-line managersB) top managersC) production managersD) middle managersAnswer: D6 Which of the following represents the two views of managerial impact on the success or failure of the organization?A) omnipotent and symbolicB) omnipotent and reflectiveC) symbolic and interactiveD) reflective and interactiveAnswer: A7 The current dominant assumption in management theory suggests that _.A) an organizations success or failure is due to external forces outside managers controlB) managers roles are increasingly becoming peripheral and staff manage their own areas of expertiseC) managers are directly responsible for an organizations success or failureD) managers cannot significantly affect an organizations performance because they are constrained by the abilities of their employeesAnswer: C8 Elmo Research & Development has been going through a rough patch lately. Turnover has been high and employee morale is at an all-time low. Though employees and competitors hold management responsible for the decline, the CEO does not let the managers go or change the management style. Which of the following could explain this attitude?A) The CEO holds the omnipotent view of management, which believes that external factors have a significant effect on performance outcomes.B) As the organization has an autocratic management style, the employees are responsible for organizational policies.C) The organization has a participative management style and decisions are guided by consensus.D) The CEO holds the view that managers have only a limited role in organization success or failure.Answer: D9 The omnipotent view of management states that _.A) managers roles are peripheral and staff manage their own areas of the businessB) managers are directly responsible for an organizations success or failureC) managers should allow employees to take part in decision-makingD) managers have little or no responsibility for an organizations success or failureAnswer: B10 The _ view of management is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organizations objectives.A) omnipotentB) symbolicC) democraticD) laissez-faireAnswer: A11 A series of eight steps that begins with identifying a problem and concludes with evaluating a decisions effectiveness is known as _.A) the decision-making processB) decision support theoryC) a decision-tree analysisD) a decision information systemAnswer: A12 A(n) _ is the existence of a discrepancy between an existing and a desired state of affairs.A) hazardB) riskC) uncertaintyD) problemAnswer: D13 Which of the following statements is true concerning problem identification?A) Problems are generally obvious.B) A symptom and a problem are one and the same.C) Generally, what is a problem for one manager is a problem for all other managers.D) Effectively identifying problems is not easy.Answer: D14 After identifying a problem, the next step in the decision-making process is _.A) identifying decision criteriaB) allocating weights to decision criteriaC) analyzing alternativesD) developing alternativesAnswer: A15 To determine the _, a manager must determine what is relevant or important to resolving a problem.A) bounded rationality of a decisionB) escalation of commitmentC) weight of the decision criteriaD) decision criteriaAnswer: D16 _ involves defining the organizations goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities.A) ExecutionB) LogisticsC) PlanningD) OperationsAnswer: C17 Which of the following is one of the reasons why managers should plan?A) When work activities are coordinated around plans, inefficiencies become obvious.B) Uncertainty can be eliminated and the organization can be insulated from change with planning.C) Planning eliminates the need to set goals.D) Planning eliminates the need to measure work effort.Answer: A18 Which of the following is true of the impact of formal planning on organizational performance?A) Formal planning is associated with positive financial results.B) Organizations that formally plan invariably outperform those that dont plan.C) The amount of planning done is more important to high performance than the quality of planning and implementation.D) Companies can start seeing the impact of formal planning on performance after about a year of starting the planning process.Answer: A19 The effect of planning on managers is that it forces them to _.A) grow resistant to changeB) anticipate and respond to change C) eliminate uncertaintyD) work at cross purposesAnswer: B20 When formal planning fails to lead to higher performance, which of the following is most likely to be the reason for the failure?A) A participative style of planning was used.B) Managers were allowed too much autonomy.C) The company emphasized the control function over other functions.D) Constraints of the external environment.Answer: D21 _ is the formal arrangement of jobs within an organization.A) DepartmentalizationB) Organizational designC) Organizational structureD) Work specializationAnswer: C22 Organizational design is a process that involves decisions about _.A) work specialization and cost-leadershipB) chain of command and span of controlC) centralization and differentiationD) departmentalization and diversificationAnswer: B23 The process of dividing work activities into separate job tasks is known as _.A) work specializationB) differentiationC) chain of commandD) span of controlAnswer: A24 Which of the following statements accurately defines work specialization?A) It is the basis of grouping jobs together.B) Individual employees specialize in doing part of an activity rather than the entire activity.C) It is the line of authority extending from upper organizational levels to the lower levels.D) It clarifies who reports to whom.Answer: B25 The process of grouping jobs together is known as _.A) departmentalizationB) centralizationC) formalizationD) decentralizationAnswer: A26 Which of the following is an example of a high-performance work practice?A) closed communicationB) centralized decision makingC) skill-based compensationD) self-managed teamsAnswer: D27 _ is an example of a high-performance work practice.A) Increasing employee access to informationB) Giving employees less control over decision makingC) Seniority-based compensationD) Closed communicationAnswer: A28 The first three activities of the human resource management process involves _.A) providing employees with flexible job assignmentsB) identifying and selecting competent employeesC) providing employees with up-to-date knowledge and skillsD) retaining competent and high-performing employeesAnswer: B29 The final three activities of the human resource management process ensure _.A) that the organization retains competent and high-performing employeesB) that the organization selects and trains competent employeesC) the best compensation packages for the new hiresD) that employees are continuously provided with up-to-date knowledge and skillsAnswer: A30 Which of the following steps in the human resource management process identifies and selects competent employees?A) orientation and trainingB) human resource planning and recruitmentC) compensation and benefitsD) training and performance managementAnswer: B三、名词解释1、 （Scientific management）: using the scientific method to determine the one best way for a job to be done.2、 Organizational behavior (OB): the field of study concerned with the actions (behavior) of people at work.3、 （System）: a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.4、 （Workforce diversity）: a workforce that is heterogeneous in terms of gender, race, ethnicity, age, and other characteristics that reflect differences.5、 （Bureaucracy）: a form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationship6、 (Organizing): management function that involves arranging and structuring work to accomplish the organizations goals.7、 (Leading): management function that involves working with and through people to accomplish organizational goals.8、 (Controlling): management function that involves monitoring, comparing, and correcting work performance.9、 (Technical skills): job-specific knowledge and techniques needed to proficiently perform specific tasks.10、 (Human skills): the ability to work well with other people individually and in a group.11、 (Conceptual skills): The ability to think and to conceptualize about abstract and complex situations.12、 (Organization): a deliberate arrangement of people to accomplish some specific purpose.13、 ( Universality of management): the reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations in all countries around the globe.14、 (Division of labor / job specification): the breakdown of jobs into narrow and repetitive tasks.15、 (Industrial revolution): the substitution of machine power for human power, which made it more economical to manufacture goods in factories rather than at home.16、 (Manager): someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.17、 (Management): coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.18、 (Efficiency): doing things right or getting the most output from the least amount of inputs.19、 (Effectiveness): doing the right things, or completing activities so that organizational goals are attained.20、 (Planning): management function that involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.四、简答题1 Describe the four functions of managementl Planning: defining goals, establishing strategy, and developing plans to coordinate activitiesl Organizing: determining what needs to be done, how it will be done, and who is to do it.l Leading: Motivating, leading, and any other actions involved in dealing with people.l Controlling: monitoring activities to ensure that they are accomplished as planned. 2 List the six steps in the strategic management processl Identifying the organizations current mission, goals, and strategies.l Doing an external analysisl Doing an internal analysisl Formulating strategiesl Implementing strategiesl Evaluating strategies3Describe the five habits of highly reliable organizations.l First, they are tricked by their success.l Another characteristic of HROs is that they defer to the experts on the front line.l Next, HROs let unexpected circumstances provide solution.l The fourth habit of HROs is that they embrace complexity.l Finally, HROs anticipate, but also anticipate their limits.4 Describe the characteristics of well-designed goals.l Written in terms of outcomes rather than actionsl Measurable and quantifiablel Clear as to a time framel Challenging yet attainablel Written downl Communicated to all necessary organizational members.5 What is universality of management? Why is it important?l 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 where theyre located. This is known as the universality of management. In all organizations, managers must plan, organize, lead, and control.l Management is universally needed in all organizations. So it is necessary to find ways to improve the way organizations are managed. Organizations that are well managed develop a loyal customer base, grow, and prosper, even during challenging times. Those that are poorly managed find themselves losing customers and revenues. By studying management and its universality, an individual will be able to recognize poor management and work to get it corrected. 6 List and describe the four most common types of teams likely to be found in todays organizations.l Problem-solving teams：these teams are teams from the same department or functional area