大学管理学原理试题汇编

1、Key for HomeworkChapter 12. Are all effective organizationsalso efficient?Discuss. If you had tochoose betwee n being effective or being efficie nt, which one would yousay is more importa nt? Why?An swer: defi niti on of efficie ncy and effective ness; relati on ship betwee n them.Both efficiency an

2、d effectiveness are important. Good manager should con sider both and bala nee them.5. Is there one best“ style ” of management? Why or why not?An swer: no. stude nts can refer the kno wledge and resp on sibility of management levels, the management process performed at different level, man agerial

3、roles in differe nt size of bus in ess, or man ageme nt skills required at differe nt level.8. Using curre nt bus in essperiodicals, find five examples of man agersyou would describe as master man agers. Write a paper describ ing these individuals as managers and why you think they deserve this titl

4、e.An swer: depe nd on stude nts read ing after class.Chapter 36. Explain how a manager might deal with making decisionsundercon diti ons of un certa in ty.Answer: definition of uncertainty. Refer to the bounded rational model and in tuiti on decisi on making.7. Why do you thi nk orga ni zatio ns hav

5、e in creased the use of groups for making decisi ons? Whe n would you recomme nd using groups to make decisi ons?Answer: feature of problem manager faced today; advantages of group decision making. Knowledge of prerequisite of group decision making and criteria used for defi ning effective ness.8. F

6、ind two examples each of procedures, rules, and policies. Bring your examples to class and be prepared to share them.An swer: Stude nt resp on ses will vary.Chapter 43. What is a SWOT analysis and why is it important to managers?Answer: SWOT analysis refers to analyzing the organization rate rnal st

7、rengths and weaknesses as well as external opportunities and threats in order to ide ntify a ni che that the orga ni zati on can exploit. Having completed the SWOT analysis, the organization reassesses its mission and objectives. This process provides the foundation for planning and an accurate asse

8、ssme nt of the orga ni zati on in order to operate and succeed.4. Organizations that fail to plan are planning to fail. Do you agree or disagree with this stateme nt? Expla in your positi on.An swer: Con sider the reas ons for pla nning and criticisms of formal pla n. The relatio nship betwee n pla

9、nning and performa nee.6. Find examples in curre nt bus in ess periodicals of each of Porter s gen eric strategies. Name the compa ny, describe the strategy being used, and explain why it an example of that strategy. Be sure to cite your sources.Answer: consider the Porter s suggestion of competitiv

10、e strategy choosing.Chapter 54. With the availability of in formatio n tech no logy that allows employees to work any where, any time, is orga nizing still an importa nt man agerial fun ctio n? Why or why n ot?An swer: defi niti on of orga nizing;in flue nee of tech no logy to structure.In formatio

11、n tech no logy has cha nged the way work is done and the structure is arranged. Organizing may be even more essential in a virtual environment made possible by in formatio n tech no logy.6. Classrooms have cultures. Describe your class culture using Exhibit5-13. How does it affect your in structor?

12、How does it affect you?An swer: Stude nt resp on ses will vary based on the class.7. Draw an organizationchart of an organizationwith which you refamiliar (where you work, a student organization to which you belong, your collegeor university, etc.). Be very careful in showing thedepartments(or group

13、s) and especially be careful to get the chain ofcomma nd correct. Be prepared to share your chart with the class.An swer: Stude nt an swers will depe nd on the orga ni zati on that they choose.Chapter 82. Contrastlower-order and higher- order needs in Maslow s needshierarchy.An swer: With in every h

14、uma n being, there exists a hierarchy of five n eeds. Lower-order needs are physiological needs and safety needs. Higher-order n eeds are social n eeds, esteem n eeds, and self-actualizati on n eeds.4. What are some of the possible con seque nces of employees percei ving an in equity betwee n their

15、in puts and outcomes and those of others?An swer: On the basis of equity theory, whe n employees perceive an in equity, they might (1) distort either their own or others in puts or outcomes, (2) behavein some way to in duce others to cha nge their in puts or outcomes, (3) behave in some way to cha n

16、ge their own in puts or outcomes, (4) choose a differe nt comparis on refere nt, an d/or (5) quit their job.7. Could managers use any of the motivation theories or approaches to en courage and support workforce diversity efforts? Expla in.Answer: workforce diversity means people are different. Hiera

17、rchy of needs theory propose in dividuals have differe nt n eeds and man agers motivate them to satisfy their n eeds. Theory X and Y assume people are differe nt in huma n nature and managers will take different measures to motivate them respectively. Equity theory is heavily depe ndent on employee

18、percepti on and managers need to be sensitive to it. Expectancy theory would also meet peoples expectati ons through com muni catio n.Chapter 93. Do you think that most managersin real life use a contingencyapproach to in crease their leadership effective ness? Discuss.Answer: Yes, choose one theory

19、 and analyze.7. Research how orga ni zatio ns can develop effective leaders and write a short report expla ining your findin gs.Answer:From the early stages of recruiting to training and development,orga ni zati ons n eed to ide ntify future leaders early in their tale nt pool and the n strategicall

20、y integrate them in the succession plan. It is an imperative for organizations to maximize their human capital and consistently develop leaders at every level. Companies must cultivate leaders for successful orga ni zati ons.8. When might leaders be irreleva nt?Answer:textbook page 260, substitutes

21、for leadership. Characteristics ofemployees such as experienee, training,“ professional ” orientation, or need forin depe ndence can n eutralize the effect of leadership. Jobs that are in here ntlyun ambiguous and routi ne or that are in tri nsically satisfy ing may place fewer dema nds on the leade

22、rship variable. Orga ni zatio nal characteristics as explicit formalized goals, rigid rules and procedures, or cohesive work groups can act in the place of formal leadership.Chapter 104. “I neffective com muni cati on is the fault of the sen der.” Do you agree ordisagree with this stateme nt? Discus

23、s.An swer : refer to the process of com muni catio n.6. Why are effective interpersonal skills so importantto a manager ssuccess?An swer : the importa nee of com muni catio n to man ager sjob. in terpers onal skills are based on com muni cati on. in terpers onal skills in clude active liste ning, fe

24、edback skills, delegating skills, conflict management, negotiation skills.8. Research the characteristics of a good com muni cator. Write up your findings in a bulleted list report. Be sure to cite your sources.Answer: Student answers will vary, although clarity, active listening, seeking feedback, etc. are all esse ntial eleme