上海海洋大学管理学原理题库(已分类整理好

1、TRUE/FALSET 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 in volves the use of in flue nce to motivate employees to achievethe orga ni zati

2、 on s goals.F 3 . Organising means defining goals for future organizational performance anddecidi ng on the tasks and resources n eeded to atta in them.F 4. Efficie ncy refers to the degree to which the orga ni zati on achieves a statedobjective.F 5. The manager s ability to think strategically requ

3、ires high technical skillsand a proficiency in specific tasks within an organization.F 6. First-l ine man agers are the man agers who have the resp on sibility for makingthe sig ni fica nt strategic policy decisi ons, often with staff man agers assist ing themin these decisi ons.T 1. The lear ning o

4、rga ni zatio n is an attitude or philosophy（哲学） about what anorga ni zatio n 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 learningo

5、rga ni zatio n.T 4. Empowerme nt means givi ng employees the power, freedom, kno wledge, andskills to make decisi ons and perform effectively.F 5. Theory X and Theory Y, proposed by Douglas McGregor, provide twooppos ing （相反的） views of workers: Theory X recog ni ses that workers enjoyachievement and

6、 responsibility, while Theory Y recognises（承认）that workers willavoid work whe never possible.F 1、The study of man ageme nt traditi on ally has focused on factors exter nal to theorga ni zatio ns.T 2、The general environment and the task environment are the two layers of anorganization s external envi

7、ronment.F 3、Customers and competitors are two important sectors of the economicdimension（次元） of a firm s general environment.F 4. Other orga ni zati ons in the same in dustry or type of bus in ess that providegoods or services to the same set of customers are referred to as suppliers.F 5. The in ter

8、nal en vir onment within which man agers work in cludes 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 prin ciples that gover ns any in dividual or group.T 2、Most ethical dilemmas （困境）involve a con

9、flict between the needs of the part and the whole.F 3. The four approaches that guide ethical decision making are utilitarian（功力的），in dividualism, moral-rights and objective dualism（双重论）F 4. Free choice lies betwee n the doma ins of codified law and ethics.F 5. Most of the laws guidi ng huma n resou

10、rce man ageme nt are based on thein dividualism approach.F 6. Culture is the only aspect of an orga ni zati on that in flue nces ethics.T 7. All stockholders of an orga ni zati on are its stakeholders, but not all stakeholders are its stockholders.F 1、Of the four man ageme nt functions, orga nizing

11、is the most fun dame ntal（根本的），as everything practical （实际的）stems （血统）from careful organization.T 2. A desired future state that the in dividual or orga ni zati on attempts to realize isa goal.F 3. Plans specify（歹U举）future ends; goals specify today s means.F 4. The act of determ ining the orga nizat

12、i on s goals and the means for achievi ngthem is called goal sett ing.T 5. Goals and pla ns are valuable to an orga ni zati on because they provide legitimacy （合法），ratio nale （基本原理）for decisi ons and an in crease in motivati on （积极性）and commitme nt（承诺）.T 6. An orga ni zati on s missi on describes it

13、s reas on for existe nee.T 7. Missi on stateme nts ofte n reveal（显示）the compa ny s philosophy as well aspurpose.T 8. Strategic pla ns and goals are those that focus on where the orga ni zati on wants to be in the future and perta in（属于）to the orga ni zati on as a whole.F 9. Review ing progress is th

14、e most difficult step in an MBO process.T 10. Lon g-term pla nning in cludes strategic goals for the overall orga ni zati on.F 1、By far the most difficult decision situation is uncertainty.T 2、A choice made from available alter natives is called a decisi on。F 3、The classical decision making model as

15、sumes that the decision-maker israti on al, and makes the optimal decisi on each time.F 4、Decision-making must not be done amid ever-changing factors, unclearin formati on and con flict ing points of view.F 5、 According to the Vroom-Jago Model, leaders should be concerned with decisi on characterist

16、ics like a commitme nt requireme nt, problem structure and subord in ate con flict.T 1. Orga ni zatio nal structure refers to the framework in which the orga ni zati on defi nes the way tasks are divided, resources are deployed and departme nts are coord inated.T 2. Authority is the right to use res

17、ources, make decisions and issue orders in an orga ni zati on.F 3. Give n the challe nges to meet customer n eeds and adapt to the en vir onment, most orga ni zatio ns today discourage man agers to delegate authority to the lower levels.T 4. The nu mber of employees report ing to a supervisor is his

18、 or her spa n of man ageme nt.T 5. An adva ntage of vertical functional structure is its quick resp onse to exter nal cha nges.T 1、The set of activities that are undertaken to attract, develop and maintain an effective work force is referred to as huma n resource man ageme nt.F 2、 An in terview is a

19、 on e-way com muni cati on cha nnel that allows the orga ni zati on to obta in in formati on about the applica nt.T 3、HR pla nning, choos ing recruit ing sources, and select ing the can didate are the first three steps in volved in attract ing an effective work force.T 4、The value of an exit in terv

20、iew is to provide an excelle nt and in expe nsive tool for lear ning about pockets of dissatisfacti on with in the orga ni zati on and hence for reduci ng future turnover.Multiple ChoiceC 1. The figurehead role in volves:A. motivat ing and com muni cat ing with staffB. in itiat ing（发起）cha ngeC. han

21、dli ng cerem on ial（正式的） and symbolic activitiesD. developing information sources within the organizationE. stay ing well in formed about curre nt affairsB 2. How an orga ni zati on goes about accomplish ing a pla n is a key part of theman ageme nt function of:E. motivat ingE.performa nee（慎重地）struct

22、uredA. pla nningB. orga nizing C. lead ingD. con trolli ngE 3. Which of the followi ng is not a fun ctio n of man ageme nt?A. con trolB. pla nC. orga nizeD. LeadA 4. A social entity（本质）that is goal directed and deliberatelyis referred to as:A. an organizationB.management C.employees D.students E.tas

23、ksC 5. Which of the follow ing types of skills is the un dersta nding of and proficie ncyin the performa nee of specific tasks?A. huma n skillB.leadership skillC.tech nical skillD.co nceptual（概念上的）skillE.social skillE 6. The in formatio nal role, accord ing to Min tzberg, is a（n）role?A. e ntrepre ne

24、ur（企业家）B.leaderC.figurehead （有名无实的领袖）D.celebratoryE.m on itorE 1.forces refer to those aspects of a culture that guide and in flue neerelati on ships among people.A. LegalB.Ec ono micC.Political D.PsychologicalE.SocialE 2. Variables （变量） such as in terest rates, in flati on（通货膨胀） and trade tariffs（关

25、税）are all examples offorces.A. tech no logicalB.politicalC.socialD.socio-educati onalE.none of the aboveD 3. Strategy has traditi on ally bee n the sole（唯一的）A. m iddle managementB. project managersresp on sibility of:（项目经理）C. compa ny acco untantsD. top managers（普通的）man ageme nt （合理性） and a scientif

26、icC 4. During the early twen tieth cen tury, the prevail ing perspective （观点）,which emphasised rati on alityapproach, was theperspective.A. scie ntificB. behaviouralC. classicalD. qua ntitativeC 5. The three subfields（子域） of the classical perspective in clude:E. ParetoA. bureaucratic orga ni zati on

27、, qua ntitative man ageme nt, and the huma n relati onsmoveme ntB. qua ntitative man ageme nt, behavioural scie nee, and adm ini strative man ageme ntC. admi nistrative man ageme nt, bureaucratic orga ni zatio n, and scie ntific man ageme ntD. scientific management, quantitative management, and admi

28、nistrative man ageme ntE. none of the above（管理）.He is a:A. Theory X man agerC. Theory Z man agerB. Theory Y man ager（偶然性）theory man agerD. con ti ngencyE. classical man ager1. Which of these is a part of an orga ni zati on s in ternal environment?A. its customersB.its salespeopleC.its wage structure

29、D. its suppliersE. its competitor2. Theen vir onment represe nts（表现）the outer layer of theen viro nment and affects orga ni zati onsA. task; in directlyB. gen eral; directlyC. intern al; directlyD. i nternal; in directly（间接地）E.ge neral; in directlyC 3. Which of these is NOT a part of an orga ni zati

30、 on s gen eral en viro nment?A. tech no logicalB. economicC. competitorsD.l egal-politicalE. socio-culturalD 4. An or ganization s task environment in cludes all of the followi ng EXCEPT:A. competitorsB. customersC. labor marketsD.employersE. suppliersA 5. Which of these are in cluded in an orga ni

31、zati on s task environment?A. suppliers（手续）B. acco unting proceduresC. tech no logyD. gover nmentE. demographic（人口统计学的）characteristicsB 6. Which of the follow ing con sists of demographic factors, such as populati onden sity?A. tech no logical en vir onmentB. sociocultural environmentC. legal-politi

32、cal environmentD. internal environmentE. economic environmentB 7. Therepresents people in the environment who can be hired towork for the orga ni zati on.A. competitorsB. labour marketC. suppliersD. customersC 8. Which stateme ntA. Whe n environmen t is dyn amicB. Whe n the environment is un stableE

33、.gover nment（叙述）below is correct?（活跃的），un certa inty is low.（动态的），un certa inty is low.B 6. Bruce believes his employees are resp on sible and able to work withoutintense direct ion and supervisi onC. A dyn amic en viro nment has more un certa inty tha n a stable environment.D. The stability（稳定性）of

34、the environment does not determ ine the structure ofthe firm.E. None of the above.A 9. Research has found that a（n）structure works best whe norganizations experienee uncertainty.A. flexible（灵活的）B. meehanistic（机械的） C. intuitive（直觉的）D. inorganicE. rigid（死板的）C 1、Which of these refers to the code of mor

35、al principles and values that govern behavior with respect to what is right and wrong?A. social resp on sibilityB. free doma inC. ethics D. codified law （编纂法典） E. discretionary （任意的）responsibilityE 2. Aroundper cent of adults reach the level three stage of moraldevelopme nt.A 3. Ethics deals withA.

36、30B. 40 C. 50 D. 80 E. 20environment.values that are a part of corporate culture and shapesdecisions concerning social responsibility with respect to theA. i nternal/externalB. exter nal/exter nalC. i nternal/in ternalD. external/in ternalE. none of the aboveB 4. The assumpti on（假设）thatIf it s not i

37、llegal, it must be ethical,ignwhich of the follow ing?A.doma in of codified lawB.domai n of ethicsC.doma in of free choiceD.discreti onary resp on sibilityE.doma in of symbolism5. The golde n rul edo unto others as they would do unto youis:A.B.C.an example of the utilitarian approach to ethical beha

38、viour represe ntative of the moral-justice approach to moral decisi on making an example of the values that guide the in dividualism approach to ethical behaviourD. an age-old piece of advise not to be taken too seriouslyE. an example of the justice approach to ethical behaviourB 6. Individualism is

39、 most closely related to:A. social responsibilityB. free choiceC. economic responsibilityD. codified lawE.togethernessD 7. Sexual harassment（性骚扰）is unethical because it violates（违反）an importantpart of which approach to ethical behavior?A. the utilitaria n approachB. the in dividualism approachC. the

40、 justice approachD. the moral-rights approachE. the defen sive（防御的） approachD 8. Most of the laws guid ing huma n resource man ageme nt are based on the:A. utilitarian approachC. in dividualism approachB. moral-rights approachD. justice approachE. collectivism（集体主义）approachC 1. A desired future stat

41、e that an orga ni zati on attempts to realise（明白）is calleda（n）:A. pla nB. vision statementC. goalB. D. missi on stateme ntE. ideaA 2.specify future ends andspecify todays meansA.Goals, pla nsB. Pla ns, goalsC.Pla nning, orga nisingD. Ideas, behavioursE. Missi on, visi onC 3. Which of thes e is the a

42、ct of determ ining the orga ni zatio n s goals and themeans for achievi ng them?A. orga nisingB.bra in storm ingC.pla nningD. develop ing a missi onE.a bluepri ntB 4. The pla nning process begi ns with which of these?A. the developme nt of operati onal（运作的）goalsB. the development of a mission statem

43、entC. com muni cati on of goals to the rest of the orga ni zati onD. a compa ny-wide meeti ngE. brain storm ingD 5. Theis the basis for the strategic level of goals and pla ns which inturn （空的） shapes theandlevel.A. goal, mission, tacticalB. operational goal, mission and tactical（策略的）C. objective, o

44、perati on al, missi onD. missi on, tactical, operati onalE. tactical pla n, operati on al, missi onA 6.are primarily concerned with tactical goals/pla ns.A. M iddle managementB. Board of directorsC. Con sulta ntsD.Se nior man ageme ntE. Lower man ageme ntD 7. Which of these are primarily resp on sib

45、le for strategic goals/pla ns?A. m iddle managementB.board of directorsC. con sulta nts（咨询者）D.se nior man ageme ntE. lower man ageme ntD 8. A stateme nt that ide ntifies dist in guish ing characteristics of an orga ni zati on isknown as:A. a goals stateme ntB. a values stateme ntC. an in come statem

46、e ntD.a missi on stateme ntE. a competitive-edge stateme ntC 9. The orga ni zati onA. the organizationC. the organizationE. the organization s reason for existe nee is known as:s value B. the organization s visions missi on D.the orga ni zati on s goals service10.We seek to become the major computer

47、 maintenanceShan ghai is an example of a stateme nt you are most liks:ely to find in theorga ni zati onbusi ne维修n）A. tactical goalsB. operati onal goalsC. missionD.tactical pla nsB 11. Goals that defi ne the outcomes that major divisi onsE.operatio nal pla ns（部门）and departmentsmust achieve in order

48、for the orga ni zati on to reach its overall goals are called:A.strategic goalsB. tactical goalsC. operati onal goalsE. a planD. a missi onA 12. Specific results expected from in dividuals are called:A. operati onal goalsB. tactical goalsC. strategic goalsD 13.goals lead to the atta inmentD.operati

49、onal pla ns（成就）ofE.missi on stateme ntsgoals, which inturn lead to the atta inment ofgoals.A. O perati on al, strategic, tacticalB. Tactical, operati on al, strategicC. Strategic, tactical, operati onalD. Operati on al, tactical, strategicE. None of the aboveA 14. The first step in the MBO process i

50、s:A. sett ing goalsB. develop ing action pla nsC. apprais ing（评价）overall performa neeD. review ing progressE. relia nt （依赖） on the objectives, which should be laid dow n（制定） firstA 15. The final step in the MBO process is to:A.appraise overall performa neeB.develop an action pla nC.review progressD.

51、set goalsE.conduct periodic checkups （周期的审查）C 16. Con ti nge ncy（偶然性）pla ns are:A. pla ns that are developed to achieve a set of goals that are un likely to be repeated in the futureB. pla ns that used to provide guida nee for tasks performed repeatedly with in the orga ni zati onC. plans that defin

52、e company responses to specific situations, such asemerge ncies or setbacksD. most importa nt in the orga ni zati onsE. none of the aboveA 1.A choice made from available alter natives is known as a.A. decisi on B. pla n C. pla nned goalD. tacticE.strategyC 2.The lowest possibility of failure is asso

53、ciated with the condition of:A. ambiguity B. un certa intyC.certai nty D. Risk E. two of the aboveC 3.The classical model of decisi on making is based onassumpti ons.A. philosophical B. irratio nalC. econo mic D. un certa inty E. in dustrialC 4.Which of these is the first step in the man agerial dec

54、isi on making process?A. evaluati on and feedbackB. developme nt of alter nativesC. recog niti on of decisi on requireme ntD. diag no sis and an alysis of causesE. selectio n of desired alter nativesA 5.Feedback is importa nt because:A. decisi on making is a continu ous processB .it provides decisio

55、 n-makers with new in formatio nC. it helps determ ine if a new decisi on n eeds to be madeD. all of the aboveE. B and C onlyC 1. Which of these refers to the deployme nt of orga ni zatio nal resources to achieve strategic goals?A. pla nningB. con troll ingC. orga nisingD. leadi ngE. strategic man a

56、geme ntC 2. Strategy defi nesto do while orga nising defi nesto do it.A. how, whatB. how, whyC. what, howD. what, whyE. whe n, whatB 3. Orga ni zati on structure is defi ned as:A. the visual represe ntati on of the orga ni zati onB. the framework in which the organization defined how tasks are divided, resources are deployed, and departme nts are coord in atedC. the divisi on of labourD. the unbroken line of authority