2026年MPA管理类联考英语二全真模拟试卷

2026年MPA管理类联考英语二全真模拟试卷一、单项选择题（本大题共10小题，每小题2分，共20分。在每小题列出的四个选项中，只有一项是最符合题目要求的。请将所选项前的字母填在题后的括号内。）1.InthecontextofMPAmanagementeducation,whichofthefollowingstatementsmostaccuratelyreflectstherelationshipbetweenstrategicplanningandorganizationalperformanceastypicallyemphasizedincontemporaryleadershiptheories?A.Strategicplanningisprimarilyareactiveprocessthatmerelyrespondstoexternalenvironmentalchangeswithoutsignificantlyimpactinglong-termorganizationalperformance.B.Effectivestrategicplanning,whenalignedwithorganizationalvisionandstakeholderexpectations,directlyenhancesperformancemetricssuchasprofitabilityandemployeesatisfaction.C.Strategicplanningisatheoreticalconstructwithminimalpracticalapplicationinreal-worldorganizationalsettings,asperformanceoutcomesarepredominantlydeterminedbychance.D.Thecorrelationbetweenstrategicplanningandorganizationalperformanceisinverselyproportional,meaningmorestrategicinitiativesleadtopoorerperformanceduetoresourcedilution.（参考答案：B）2.AccordingtoKotter’sChangeModel,whichphaseisconsideredthemostcriticalforensuringthesustainabilityoforganizationaltransformation,andwhy?A.Creatingurgency—becauseitsetstheemotionaltonefortheentirechangeprocesswithoutwhichemployeesmayresist.B.Developingavision—asaclearfuturedirectionisessentialbutinsufficientonitsowntodrivelong-termbehavioralchange.C.Empoweringotherstoactonthevision—sincethisphasedirectlytranslatesabstractideasintoactionablesteps,fosteringownershipamongemployees.D.Communicatingthechangevision—asfrequentmessagingensurestopmanagementremainsthesoledecision-makerduringtransitions.（参考答案：C）3.Inthestudyofpublicpolicyanalysis,whatdifferentiatesacost-benefitanalysis(CBA)fromacost-effectivenessanalysis(CEA)inevaluatingtheefficiencyofgovernmentinterventions?A.CBAquantifiesbenefitsinmonetarytermswhileCEAmeasurestheminqualitativeunits,makingCBAmoresuitableforfinancialdecision-making.B.CEAfocusesexclusivelyondirectcostsandbenefits,whereasCBAincorporatesindirectfactorssuchasenvironmentalimpact.C.CBAisusedforcomparingprojectswithidenticaloutcomes(e.g.,reducingcrime),whileCEAappliestoscenarioswithvaryingobjectives(e.g.,improvingeducation).D.CEArequiresasocietalperspectiveonvaluejudgments,whereasCBAreliessolelyonmarket-basedpricingofinputsandoutputs.（参考答案：C）4.WhenanalyzingorganizationalcultureinaMPAcurriculum,whichtheoreticalframeworkbestexplainshowsharedvaluesandnormsinfluenceemployeebehaviorandinstitutionaldecision-making?A.HumanRelationsTheory—becauseitemphasizesindividualattitudesastheprimarydriverofworkplacedynamics.B.ContingencyTheory—asitsuggestsculturemustadapttosituationalfactorslikeorganizationalsizeandtechnology.C.SymbolicInteractionism—sinceithighlightshowculturalartifacts(e.g.,rituals)shapecollectiveinterpretationsofmeaning.D.SystemsTheory—becauseitpositsthatcultureisanintegratedsubsystemwithinthelargerorganizationalecosystem.（参考答案：D）5.Inbudgetingforpublicsectoragencies,whatisthefundamentaldistinctionbetweenazero-basedbudget(ZBB)andaincrementalbudgetapproach?A.ZBBrequiresjustificationforeveryexpense,whereasincrementalbudgetingassumeslastyear’sspendingisoptimal.B.ZBBislegallymandatedforallfederalagencies,whileincrementalbudgetingisvoluntaryandusedonlybystategovernments.C.ZBBprioritizesefficiencyoverequity,whereasincrementalbudgetingensuresequalfundingacrossdepartments.D.ZBBisbasedonhistoricaldata,whileincrementalbudgetingreliesonpredictiveanalyticsforfutureallocations.（参考答案：A）6.AccordingtoMaxWeber’sbureaucratictheory,whichofthefollowingcharacteristicsisconsideredmostessentialforachievingrationalityinorganizationaladministration?A.Hierarchicalauthority—asitensuresclearlinesofcommandbutmaystifleinnovation.B.Impersonality—becausetreatingallemployeesequallyreducesemotionalbiasesindecision-making.C.Specializeddivisionoflabor—asitmaximizesefficiencybutmayleadtonarrowskilldevelopment.D.Formalrulesandregulations—sincethesepreventarbitraryrulechangesbutcanbecomerigidovertime.（参考答案：B）7.Innon-profitmanagement,whatroledoesstakeholdertheoryplayinguidingstrategicdecision-making,particularlywhenresourcesarelimited?A.Itprioritizesmaximizingfinancialreturnsforshareholders,asnon-profitsarelegallyrequiredtobehavelikebusinesses.B.Itforcesorganizationstobalancecompetingdemandsfromdonors,clients,andregulators,oftenleadingtotrade-offs.C.Itadvocatesforcompletestakeholderexclusionfromgovernance,astheirinterestsareinherentlyconflicting.D.Itsuggeststhatnon-profitsshouldabandonmission-drivengoalsinfavorofprofit-orientedstrategies.（参考答案：B）8.WhenconductingaSWOTanalysisforapublicpolicyinitiative,whichelementrepresentsthemostactionablestrategicleverforanorganization?A.Strengths—becausetheyareinternalandcontrollable,butmaynotdirectlyaddressexternalthreats.B.Weaknesses—astheyhighlightareasneedingimprovementbutareoftenbeyondimmediatecorrection.C.Opportunities—sincetheyareexternalandfavorablebutmayrequiresignificantinvestmenttoexploit.D.Threats—becausetheyareexternalanduncontrollable,yetrequireproactivemitigationplans.（参考答案：C）9.Inpublicbudgeting,whatistheprimarypurposeofaperformance-basedbudget(PBB),andhowdoesitdifferfromtraditionalfinancialaccounting?A.PBBlinksfundingtomeasurableoutcomes,unliketraditionalaccountingwhichfocusessolelyoncompliancewithlegalrequirements.B.PBBislegallymandatedforallgovernmententities,whiletraditionalaccountingisoptionalfornon-profits.C.PBBprioritizescostreductionoverprogrameffectiveness,whereastraditionalaccountingensurestransparency.D.PBBisbasedonhistoricalfinancialdata,whiletraditionalaccountingincorporatespredictivemodelsforfuturespending.（参考答案：A）10.AccordingtoHersey-Blanchard’sSituationalLeadershipTheory,whichleadershipstyleismostappropriatewhenfollowersarehighlyskilledbutlackconfidenceintheirabilities?A.Telling(Directing)—becauseexperiencedemployeesneedclearinstructionstoperformtasksindependently.B.Selling(Coaching)—asthisstylecombinesdirectiveguidancewithsupporttobuildtrustandcompetence.C.Delegating—sinceconfidentemployeesshouldbegivenautonomytomaketheirowndecisions.D.Participating—becausethisstyleisreservedforsituationswherefollowersareresistanttochange.（参考答案：B）二、填空题（本大题共10小题，每小题2分，共20分。请将答案写在答题卡上对应的题号后。）1.Theirontriangleinpublicpolicyanalysisreferstotheinterdependentrelationshipbetween______,______,and______,whichoftendeterminesthefeasibilityofgovernmentprograms.（参考答案：policygoals,resources,politicalfeasibility）2.Inorganizationalbehavior,thepath-goaltheorysuggeststhatleadersshouldadjusttheirbehaviortofitfollowerneedsbyclarifying______andremoving______barrierstotaskcompletion.（参考答案：expectations,obstacles）3.Amoralhazardinpublicadministrationoccurswhenindividualsororganizationstakeexcessiverisksbecausetheyareinsulatedfromthe______oftheiractions.（参考答案：consequences）4.Thepoliticalbusinesscycletheorypositsthateconomicpoliciesaremanipulatedbypoliticianstoinfluence______inexchangefor______duringelectionperiods.（参考答案：economicconditions,votes）5.Inpublicbudgeting,therainbowbudgetmetaphordescribestheallocationoffundsacrossdepartmentsbasedon______,______,and______criteria.（参考答案：historicalprecedent,politicalinfluence,programperformance）6.Thestakeholdertheory(proposedbyR.EdwardFreeman)arguesthatorganizationsshouldbalancetheinterestsofall______,notjustshareholders,toachievelong-termsustainability.（参考答案：claimants）7.ASWOTanalysisforapublichealthpolicywouldcategorizechallengessuchasfundingshortagesandbureaucraticinefficienciesas______,whileopportunitiesliketechnologicaladvancementswouldbeclassifiedas______.（参考答案：threats,opportunities）8.Thecontingencytheoryofleadershipsuggeststhatthemosteffectiveleadershipstyledependsontheinteractionbetweenleadertraits,follower______,andsituational______.（参考答案：readiness,context）9.Inpublicpolicyevaluation,acost-effectivenessanalysis(CEA)isusedwhenthebenefitsofaninterventionaremeasuredin______units,asopposedtomonetarytermsinacost-benefitanalysis(CBA).（参考答案：non-monetary）10.Thepublicchoicetheoryappliestheprinciplesofeconomicstothestudyof______,explaininghowindividualrationalityshapescollectiveoutcomesingovernmentsettings.（参考答案：politicaldecision-making）三、判断题（本大题共10小题，每小题2分，共20分。请判断下列各题的正误，正确的填“T”，错误的填“F”。）1.Strategicplanningisalinearprocessthatbeginswithsettingobjectivesandendswithimplementingactions,withnofeedbackloopstoadjustcourseduringexecution.（参考答案：F）2.AccordingtoKotter’sChangeModel,themostchallengingphaseiscreatingurgency,asitrequiresovercomingemployeecomplacencybutistheleastemphasizedbymanagers.（参考答案：F）3.Acost-benefitanalysis(CBA)isalwayssuperiortoacost-effectivenessanalysis(CEA)becauseitincorporatesallrelevantfactors,includingintangiblebenefitslikesocialequity.（参考答案：F）4.Inorganizationalculture,symbolicinteractionismsuggeststhatsharedmeaningsemergefromrepeatedinteractionswithculturalartifacts,suchascompanyslogansorofficelayouts.（参考答案：T）5.Azero-basedbudget(ZBB)assumesthatallcurrentexpendituresarejustifiedandonlyrequiresjustificationforneworincreasedspending.（参考答案：F）6.MaxWeber’sbureaucratictheoryadvocatesforaflatorganizationalstructuretoreducedecision-makingtimeandincreaseefficiency.（参考答案：F）7.Stakeholdertheoryinnon-profitmanagementprioritizesthefinancialinterestsofdonorsovertheneedsofbeneficiariestoensureorganizationalsurvival.（参考答案：F）8.ASWOTanalysisismostusefulwhenconductedinisolation,withoutconsultingexternalexpertsorstakeholderstovalidatefindings.（参考答案：F）9.Aperformance-basedbudget(PBB)isidenticaltoazero-basedbudget(ZBB)becausebothrequirejustificationforeverydollarspent.（参考答案：F）10.Hersey-Blanchard’sSituationalLeadershipTheorysuggeststhatthemosteffectiveleadershipstyleisalwaysdelegating,asexperiencedemployeesdonotneedsupervision.（参考答案：F）四、简答题（本大题共8小题，每小题2分，共16分。请根据题目要求作答。）1.Explainthedifferencebetweenstrategicplanningandtacticalplanninginthecontextoforganizationalmanagement,andprovideanexampleofhowtheycomplementeachotherinapublicsectoragency.（参考答案：Strategicplanninginvolveslong-term,high-levelgoalsanddirection,suchassettinga5-yearvisionforreducingcrimerates.Tacticalplanningfocusesonshort-term,operationalstepstoachievethosegoals,suchasimplementingcommunitypolicingprograms.Theycomplementeachotherbecausetacticalactions(e.g.,trainingofficers)supportstrategicobjectives(e.g.,improvingpublicsafety).）2.DescribeKotter’s8-StepChangeModelandwhythecommunicationofthechangevision(Step5)isconsideredcriticalforsuccess.（参考答案：Kotter’smodelincludes:1)creatingurgency,2)formingapowerfulcoalition,3)developingavision,4)communicatingthevision,5)empoweringotherstoact,6)generatingshort-termwins,7)consolidatingimprovements,and8)institutionalizingnewapproaches.Step5iscriticalbecauseitensuresallstakeholdersunderstandthepurposeofchange,alignstheirefforts,andpreventsconfusionorresistancebymakingthevisiontangibleandrelatable.）3.Whatispublicchoicetheory,andhowdoesitchallengetraditionalassumptionsaboutgovernmentefficiency?（参考答案：Publicchoicetheoryapplieseconomicprinciplestopoliticaldecision-making,arguingthatindividualsactrationallytomaximizeself-interest(e.g.,politiciansseekingre-election,votersprioritizingimmediatebenefits).Itchallengestraditionalassumptionsbyrevealingthatgovernmentactionsareconstrainedbybudgetlimits,lobbying,andvoterpreferences,oftenleadingtoinefficiencieslikerent-seekingbehaviorratherthanoptimalresourceallocation.）4.Explaintheconceptofmoralhazardinpublicpolicyandprovideanexampleofhowitcanleadtounintendedconsequences.（参考答案：Moralhazardoccurswhenindividualsororganizationstakeexcessiverisksbecausetheyareprotectedfromthenegativeoutcomesoftheiractions.Example:Insurancecompaniesmayfacemoralhazardifpolicyholdersknowtheyarefullycovered,leadingthemtoengageinriskierbehavior(e.g.,neglectinghomesecurity).Inpublicpolicy,moralhazardcanoccurwhenagenciesreceiveguaranteedfundingregardlessofperformance,reducingtheirincentivetoinnovate.）5.Describethekeydifferencesbetweenacost-benefitanalysis(CBA)andacost-effectivenessanalysis(CEA)inevaluatingpublicprojects.（参考答案：CBAquantifiesbothcostsandbenefitsinmonetarytermstodeterminenetvalue,suitableforcomparingprojectswithidenticalgoals(e.g.,tworoadconstructionoptions).CEAcomparescoststonon-monetaryoutcomes(e.g.,livessaved,literacyratesimproved)andisusedwhenbenefitsareinherentlyqualitative.CBAisbroaderbutrequiresmonetizingallfactors,whileCEAisnarrowerbutmoreappropriateforhealthoreducationprogramswhereoutcomesarehardtoprice.）6.HowdoesHersey-Blanchard’sSituationalLeadershipTheoryinformleadershipdevelopmentinpublicorganizations?（参考答案：Thetheorysuggestsleadersshouldadapttheirstyle(directing,coaching,supporting,delegating)basedonfollowerreadiness(abilityandmotivation).Inpublicorganizations,thismeansmanagersshouldprovidedetailedinstructions(directing)tonewemployeesbutshifttoempoweringautonomy(delegating)forhighlyskilledstaff.Thisflexibilityimprovesengagementandperformancebymatchingleadershiptocontext.）7.Whatistheirontriangleinpublicpolicy,andwhyisitoftendifficulttosatisfyallthreecomponentssimultaneously?（参考答案：Theirontriangleconsistsofpolicygoals,resources,andpoliticalfeasibility.Itisdifficulttobalancebecause:1)achievingambitiousgoals(e.g.,universalhealthcare)requiressubstantialresources(e.g.,taxes),whichmayfacepoliticalopposition;2)increasingresourcesmayrequirecompromisingongoals(e.g.,scalingbackprogramscope);3)politicalconstraintsmayforcetrade-offsbetweengoalsandresources(e.g.,cuttingfundingtomeetbudgettargets).）8.Explainhowstakeholdertheory(R.EdwardFreeman)differsfromshareholdertheoryinguidingcorporateandpublicsectordecision-making.（参考答案：Shareholdertheoryprioritizesmaximizingreturnsforowners(e.g.,shareholders),oftenattheexpenseofothergroups.Stakeholdertheoryexpandsthistoincludeallclaimants(e.g.,employees,customers,communities,government)whoseinterestsmustbebalanced.Inthepublicsector,stakeholdertheoryencouragespoliciesthatconsiderbroadersocietalimpacts(e.g.,environmentalprotection,laborrights)ratherthannarrowfinancialmetrics.）五、应用题（本大题共8小题，每小题4分，共24分。请根据题目要求作答。）1.Alocalgovernmentisconsideringtwoinitiativestoreducetrafficcongestion:-OptionA:Expandingpublictransportationwithsubsidiesforridership.-OptionB:Buildingadditionalhighwayswithtollstoencouragecarpooling.Performacost-benefitanalysis(CBA)forbothoptions,assumingthefollowingdata:-OptionA:Costs=$50million(construction,subsidies),Benefits=$40million(reducedemissions)+$30million(timesavingsforcommuters)=$70million.-OptionB:Costs=$100million(construction),Benefits=$60million(reducedemissions)+$20million(timesavings)=$80million.Whichoptionismorefinanciallyviable,andwhatassumptionsunderliethisconclusion?（参考答案：OptionAhasanetbenefitof$70million-$50million=$20million,whileOptionBhas$80million-$100million=-$20million(netloss).OptionAismoreviable.Assumptions:Benefitsaremonetizedaccurately,costsarefullycovered,andnoexternalities(e.g.,environmentaldamagefromhighways)areignored.Iftollsdetertoomanydrivers,OptionB’sbenefitsmaydecrease,makingOptionApreferable.）2.Anon-profitorganizationisimplementinganewprogramtoimproveliteracyratesinunderservedcommunities.UsingSWOTanalysis,identifypotentialstrengths,weaknesses,opportunities,andthreats,andsuggestonestrategicactionforeachcategory.（参考答案：-Strengths:Strongcommunitypartnerships,experiencedvolunteers.Action:Leverageexistingrelationshipstoexpandprogramreach.-Weaknesses:Limitedfunding,highstaffturnover.Action:Securegrantstostabilizeoperations.-Opportunities:Governmentincentivesforeducationprograms,growingdemandfordigitalliteracytraining.Action:Applyforsubsidiesanddeveloponlineresources.-Threats:Competingorganizationsforfunding,culturalresistancetoliteracyinitiatives.Action:Differentiateprogrambyfocusingonuniqueneeds(e.g.,gender-specificeducation).）3.Apublichospitalisfacingbudgetcutsduetodeclininggovernmentfunding.UsingHersey-Blanchard’sSituationalLeadershipTheory,recommendanappropriateleadershipapproachforthehospitaldirectorandexplainwhy.（参考答案：Thedirectorshouldadoptacoaching(selling)style.Employeesarelikelydemotivatedbybudgetcuts(lowmotivation)butmaystillpossessskills(moderateability).Coachingcombinesdirectiveguidance(e.g.,restructuringdepartments)withsupport(e.g.,trainingfornewroles),helpingstaffadaptwhilemaintainingmorale.Ifemployeeswerehighlyskilledbutunmotivated,adelegatingstylewouldbebetter,butthecurrentcontextsuggestscoachingismoreappropriate.）4.Acitycouncilisdebatingwhethertoadoptazero-basedbudget(ZBB)systemorcontinuewithincrementalbudgeting.Whatarethepotentialbenefitsanddrawbacksofeachapproachinthiscontext?（参考答案：-ZBBBenefits:Eliminateswastefulspending,forcesagenciestojustifyeverydollar,promotesefficiency.Drawbacks:Time-consuming,mayunderfundessentialservicesifnotcarefullyimplemented.-IncrementalBudgetingBenefits:Simpler,preservessuccessfulprograms,alignswithhistoricalspendingpatterns.Drawbacks:Mayperpetuateinefficiencies,lacksaccountabilityforpastspending.Foracitycouncil,ZBBcouldimprovefiscaldisciplinebutrequiresstrongoversighttoavoidcuttingcriticalservices.Incrementalbudgetingissaferbutlesseffectiveateliminatingwaste.）5.Apublicpolicyinitiativetoreducehomelessnesshasbeenimplementedfortwoyears.Conductacost-effectivenessanalysis(CEA)bycomparingtheprogram’scosts($10million)toitsoutcomes:-1,000individualshousedpermanently.-500individualsplacedintemporaryshelter.-200individualsreferredtomentalhealthservices.Assumethesocietalvalueofpermanenthousingis$50,000perperson,temporaryshelteris$10,000,andmentalhealthsupportis$5,000.Istheprogramcost-effective?（参考答案：Totalvalue=(1,000×$50,000)+(500×$10,000)+(200×$5,000)=$50million+$5million+$1million=$56million.Cost-effectiveness=$56million/$10million=$5.6perdollarspent.Sincetheprogramgenerates$5.6invalueforeverydollarinvested,itiscost-effective.However,thisassumesperfectimplementation;ifonly80%ofhousedindividualsremainpermanently,thevaluedropsto$44million,reducingcost-effectiveness.）6.Apublicsectoragencyisstrugglingwithlowemployeemoraleduetobureaucraticredtape.UsingKotter’sChangeModel,outlinestepstoimprovethesituationandidentifypotentialchallenges.（参考答案：-Step1:Createurgencybyhighlightinginefficiencies(e.g.,delayedservices,highturnover).Challenge:Employeesmayresistiftheyperceivenopersonalbenefit.-Step2:Formacoalition(e.g.,unionleaders,departmentheads)tosupportchange.Challenge:Stakeholdersmayhaveconflictinginterests.-Step3:Developavision(e.g.,“streamlinedprocessesin6months”).Challenge:Vaguegoalsmayleadtoconfusion.-Step4:Communicatethevision(e.g.,townhallmeetings).Challenge:Resistanceifemployeesfeelexcluded.-Step5:Empowerothers(e.g.,grantautonomytoteams).Challenge:Fearoffailuremayhinderadoption.-Step6:Generateshort-termwins(e.g.,pilotanewsysteminonedepartment).Challenge:Quickfixesmaymaskdeeperissues.-Step7:Consolidateimprovements(e.g.,expandsuccessfulpilots).Challenge:Politicalpushbackifsavingsaffectbudgets.-Step8:Institutionalizechange(e.g.,revisepolicies).Challenge:Long-termsustainabilityrequiresongoingeffort.）7.Anon-profitorganizationisevaluatingwhethertopartnerwithacorporatesponsorforayouthmentorshipprogram.Usingstakeholdertheory,identifykeystakeholdersandanalyzehowtheirinterestsmayconflictoralign.（参考答案：-Stakeholders:-Beneficiaries(youth):Needqualitymentorship,mayresistcorporateinfluence.-Donors(individuals/foundations):Prioritizeprogramimpact,maydistrustcorporatemotives.-Sponsors(corporations):Seekbrandvisibility,maypushforcommercialcontent.-Volunteers(mentors):Valuepersonalfulfillment,mayfeelexploitedifcorporatedemandsovershadowmission.-Government(regulators):Concernedaboutequity,mayimposerestrictions.-Conflicts:Sponsorsmaydemandmetrics(e.g.,socialmediaengagement)overmeaningfulmentorship.-Alignments:Allpartiescansucceediftheprogramismission-driven(e.g.,combiningcorporateCSRgoalswithyouthdevelopment).）8.Alocalgovernmentisconsideringaperformance-basedbudget(PBB)systembutfacesresistancefromagenciesaccustomedtoincrementalfunding.Whatargumentscouldbemadetopersuadestakeholdersofitsbenefits?（参考答案：-Transparency:PBBlinksfundingtomeasurableoutcomes,makingaccountabilityclear.-Efficiency:Agenciesmustjustifyeverydollar,reducingwastefulspending.-Equity:Ensuresresourcesareallocatedbasedonimpact,nothistory.-Innovation:Encouragesagenciestodevelopcreativesolutionstoachievegoals.-PublicTrust:Demonstratescommitmenttoresults-drivengovernance.-Long-termSavings:Reducesdependencyonannualappropriationsbytyingfundingtoperformance.-Benchmarking:Allowscomparisonacrossdepartmentstoidentifybestpractices.-Flexibility:Agenciesretainautonomytoachievetargetscreatively.TheseargumentshighlighthowPBBalignswithpublicsectorvalues(effectiveness,fairness)whileaddressingconcernsaboutcomplexityorpoliticalresistance.）【标准答案及解析】一、单项选择题1.B2.C3.C4.D5.A6.B7.B8.C9.A10.B二、填空题1.policygoals,resources,politicalfeasibility2.expectations,obstacles3.consequences4.economicconditions,votes5.historicalprecedent,politicalinfluence,programperformance6.claimants7.threats,opportunities8.readiness,context9.non-monetary10.politicaldecision-making三、判断题1.F(Strategicplanningisiterative,notlinear.)2.F(Step5iscriticalbecauseitalignsstakeholders.)3.F(CBAisbroaderbutCEAisusedforqualitativeoutcomes.)4.T5.F(ZBBrequiresjustificationforallspending.)6.F(Weberadvocatedhierarchyforrationality.)7.F(Stakeholdertheorybalancesmultipleinterests.)8.F(Expertconsultationimprovesaccuracy.)9.F(PBBfocusesonoutcomes;ZBBonjustifyingeverydollar.)10.F(Leadershipstyledependsonfollowerreadiness.)四、简答题1.Strategicplanningsetslong-termgoals(e.g.,5-yearvision),whiletacticalplanningfocusesonshort-termactions(e.g.,quarterlytasks).Example:Acity’sstrategicplantargetsreducingcrimeby20%in5years,whiletacticalplansincludeadding50officersandcommunitypatrolsthisyear.2.Kotter’s8-StepChangeModel:1)Createurgency,2)Formcoalition,3)Developvision,4)Communicatevision,5)Empowerothers,6)Generatewins,7)Consolidateimprovements,8)Institutionalizechange.Step5iscriticalbecauseitensuresstakeholdersunderstandthepurpose,reducingresistanceandaligningefforts.3.Publicchoicetheoryapplieseconomicstopolitics,arguingself-interest(e.g.,politiciansseekingvotes)leadstoinefficiencies(e.g.,rent-seeking),unliketraditionalassumptionsofrationalpublicservice.4.Moralhazardoccurswhenrisk-takersareinsulatedfromconsequences(e.g.,insureddriverstakingrisks).Example:Agovernmentagencyreceivingguaranteedfundingmayneglectefficiency,leadingtowaste.5.CBAquantifiescosts/benefits(monetary),usedforidenticalgoals(e.g.,roadprojects).CEAcomparescoststonon-monetaryoutcomes(e.g.,healthi