管理学第十版C3练习及答案

1、1. In the symbolic view of management, managers are seen as directly responsible for an organization s success or failure.(False)2. In the omnipotent view of management, much of an organization sucscess or failure is due to forces outside managementl. s contro(False)3. An organizational culture refe

2、rs to a system of shared meaning.(True)4. Organizational cultures influence how employees behave in an organization. (True)5. Strong cultures have more influence on employees than do weak cultures. (True)6. An organization s founder has little influence on its culture.(False)7. Rituals are repetitiv

3、e sequencesof activities that express and reinforce the key values of an organization.(True)8. Organizational stories typically contain a narrative regarding significant events or people.(True)9. To increase customer responsiveness,organizations should hire employees who are outgoing and friendly.(T

4、rue)10. To encourage a customer-responsive culture, organizations should formalize and enforce strict customer service policies.(False)11. The general environment refers to environmental factors operating inside an organization.(False)12. The part of the environment directly related to achievement o

5、f an organization goals is the specific environment.(True)13. Industry conditions are an example of an organization s general environment.(False)14. Economic conditions are part of the organization s specific environment.(False)15. Which of the followi ng represe nt the two views of man agerial impa

6、ct on the success or failure of the orga ni zati on?a. omnipotent and symbolicb. omnipotent and reflectivec. symbolic and in teractived. reflective and in teractive(a)16. Theview of management is consistent with the stereotypicalpicture of the take-charge bus in ess executive who can overcome any ob

7、stacle in carrying out the organization s objectives.a.b.c.d.(a)omni pote nt symbolic functional systems17. Which of the following most accurately reflects the symbolic view ofman ageme nt?s success or failuresuccess orsuccess ors success or failurea. Managers are directly responsible for an organiz

8、ationb. Managers have little or no responsibility for an organization failure.c. External forces are directly responsible for an organization failure.d. Employees are directly responsible for an organization(c)18. Internal constraints that restrict a manager s decision optionsa. exist within every o

9、rganizationb. do not exist, as all managers have decision-making discretionc. exist only to the extent that upper management imposes themd. exist only to the extent tnat followers won t do as they are told(a)19. In reality, managers are most accurately viewed asa. dominant over an organization s env

10、ironmentb. neither helpless nor all powerfulc. powerless to in flue nee an orga ni zati on s performa need. ultimately responsible for organizational outcomes(b)20. All orga ni zati onal cultures con sist of each of the followi ng except.a. shared valuesb. principlesc. innovationd. traditions(c)21.

11、Strong cultures.a. are found in orga ni zatio ns with high employee tur no verb. have a mini mal in flue nee on employee decisi on makingc. can be found in all organizations that existd. have a greater in flue nee on employees tha n do weak cultures(d)22. Which of the following is not considered to

12、be a dimension of organizational culture?a. attention to detailb. people orientationc. purchasing policiesd. aggressiveness(c)23. Which of the following dimensions of organizational culture is defined as the degree to which an orga ni zati on act ns and decisi ons emphasize maintaining the status qu

13、o?a. stabilityb. outcome orientationc. team orientationd. innovation and risk taking(a)24. Sony Corporation focus on product innovation is an example of which of the follow ing dime nsions of orga ni zati onal culture?a. attention to detailb. people orientationc. outcome orientationd. aggressiveness

14、(c)25. Corporateare repetitive sequences of activities that expressand rein force the values of an orga ni zati on.a.b.c.d.(b)Ian guages rituals symbols cerem onies26. Which of the following represents the most significant ways through which corporate cultures are tran smitted to employees?a.b.c.d.(

15、c)rituals, myths, competitions, and Ianguage symbols, rituals, la nguage, and bus in ess systems stories, rituals, symbols, and Ian guage Ian guage, stories, rituals, and rewards27. When employees at Microsoft use terms such as work judo, eating your own dog food, and flat food, they are using orga

16、ni zati onal.a.b.c.d.(a)Ian guages rituals symbols cerem onies28. Theoriginalsource of anorganization culture usuallya.b.c.d.(d)is shared among the first workers hired into the organizationis formulated by the board of directors when the organization is formed identifies what the organization is suc

17、cessful doingreflects the vision or mission of the organization s founder29. An organization s cuafieets managers bya.b.c.d.(d)provid ing them with additi onal decisi on-mak ing power restricting them from disciplining certain employees en courag ing them to bend or eve n break compa ny rules establ

18、ishi ng what is appropriate and expected behavior30. External environment refers to.a. forces outside the organization that limitthe organization s performaneeb. factors and forces outside the organization that affect the organization sperforma neec. forces and in stituti ons in side the orga ni zat

19、i on that affect the orga ni zati on sperforma need. forces in side the orga ni zati on that in creasthe orga ni zati on s performa nee(b)31. An organization s specific environmenta.b.c.d.(a)is unique and cha nges with con diti onsis the same regardless of the orga ni zatios ageis determ ined by the

20、 top level of man ageme nt must be quantified to establish its existences specific en vir onment are32. The main forces that make up an organizationa.b.c.d.(b)suppliers, legislators, customers, and employees customers, suppliers, competitors, and pressure groups employees, competitors, pressure grou

21、ps, and regulators suppliers, employees, competitors, and legislators33. Each of the following is considered an organizational supplier exceptproviders of.a. finan cial in putsb. labor in putsc. materialsd. political pressure(d)34. The general environment factor of economic conditions consists of al

22、l of thefollowi ng except.a. legislation recently passed by Congressb. interest ratesc. cha nges in disposable in comed. stock market fluctuations(a)35. Typically, the general organizational environment includes which of the follow ing?a. political conditionsb. bus in ess pla nsc. stakeholdersd. sup

23、pliers(a)36. Interest rates, inflation rates, and stock market fluctuations are all examples ofwhat factor in an organization s general environment?a. economicb. politicalc. sociald. tech no logical(a)37. Automation represents an example of a(n) generalen vir onmen tal factor.a. tech no logicalb. de

24、mographicc. political/legald. economic(a)38. Which of the following are the two dimensions of environmental uncertainty?a. degree of change and degree of complexityb. degree of change and degree of volumec. degree of complexity and degree of impactd. degree of impact and degree of timing(a)39. are a

25、ny constituencies in an organizationexternalenvironment that are affected by the organization s decisions and actions.a. Stockholdersb. Pressure groupsc. Suppliersd. Stakeholders(d)40. If the components of an organization s environment change frequeetlyorga ni zati on is operat ing in aen vir onment

26、.a. disruptiveb. diversec. dynamicd. difficult(c)Changing Organizational Culture (Seenario)Mary has bee n asked by the eompa ny preside nt to eha nge the orga ni zati onal culture to reflect the eompa ny new orga ni zati onal goals. As executive vice preside nt, she eerta inly un dersta nds the goal

27、s, but is really not sure that she un dersta nds what to do about the culture.41. Mary asked employees if they knew what eonstituted“ good employee behavior.She found that very few un derstood, and most had a variety of ideas. This is onein dicati on that her eompa ny.a. has a strong cultureb. has a

28、 weak culturec. has no cultured. must have high tur no ver(b)42. Mary also found out that in order to build a strong new culture, she should do allbut which of the follow ing?a. hire employees who fit in with the eompany s cultureb. develop socialization practices to build culturec. encourage a high

29、 turnover rate among employeesd. have management make organizational values clearCThe Electi on (See nario)At the present time, your organization is faced with many changes. One of these is the electi on of a new preside nt and Con gress. Ano ther concerns new requests from customers for cha nges to the look of your product desig n. A third invo Ives cha nges in the ages and education levels of your