Chapter 1 – Introduction to Management and Organizations
True/False Questions
A MANAGER’S DILEMMA
1.Today’s managers are just as likely to be women as they are men T
2.Management affects employee morale but not a company’s financial performance F
1. A ccording to the company profile in ―A Manager’s Dilemma,‖ Steven Siegal’s position is best described
as a middle manager.
False (moderate)
2. The skill most important to Steven Siegal in the boxed profile ―A Manager’s Dilemma‖ is technical skills.
False (moderate)
WHO ARE MANAGERS?
3. In order to be considered a manager, an individual must integrate and coordinate the work of others.
True (moderate)
4. Supervisors and foremen may both be considered first-line managers.
True (moderate)
WHAT IS MANAGEMENT?
5. The four contemporary functions of management are planning, organizing, leading, and controlling.
True (easy)
6. Effectiveness refers to the relationship between inputs and outputs.
False (moderate)
7. Whereas effectiveness is concerned with the means of getting things done, efficiency is concerned with the
ends, or attainment of organizational goals.
False (difficult)
8. According to the text, the goal of efficiency is to minimize resource costs.
True (moderate)
9. Efficiency is often referred to as "doing things right."
True (moderate)
WHAT DO MANAGERS DO?
10. When managers meet organizational goals, they are efficient and effective.
False (difficult)
11. Determining who reports to whom is part of the controlling management function.
False (easy)
12. Directing and motivating are part of the controlling function.
False (moderate)
13. Fayol's management functions and Mintzberg's management roles are basically the same.
14. The roles of figurehead, leader, and liaison are all interpersonal roles.
True (difficult)
15. Disturbance handler is one of Mintzberg's interpersonal roles.
False (difficult)
16. According to Mintzberg’s management roles, the informational role involves receiving, collecting, and
disseminating information.
True (moderate)
17. Mintzberg's resource allocation role is similar to Fayol's planning function.
True (difficult)
18. Resource allocation and disturbance handling are both considered decisional roles.
True (moderate)
19. A finance manager who reads The Wall Street Journal on a regular basis would be performing the
figurehead role.
False (moderate)
20. Katz found managers needed three essential skills: technical, human, and informational.
False (difficult)
21. Technical skills become less important as a manager moves into higher levels of management.
True (moderate)
22. Conceptual skills become less important as a manager moves into top management.
False (easy)
23. Interpersonal skills are described with terms such as abstract situations and visualization.
False (moderate)
24. Coaching and budgeting are skills closely related to the management function of leading.
False (difficult)
25. Budgeting is a skill which is related to both planning and controlling.
True (moderate)
26. Closed systems are not influenced by and do not interact with their environment.
True (moderate)
27. The systems perspective underscores and emphasizes the fact that organizations are different, face
different circumstances, and thus may require different ways of managing.
False (moderate)
28.According to the text, the contingency approach may also be termed the universal approach.
False (moderate)
WHAT IS AN ORGANIZATION?
29. A distinct purpose is important in defining an organization.
True (easy)
30. A nontaxable organization, such as the Boy Scouts, cannot be considered an organization.
Multiple Choice
A MANAGER’S DILEMMA
31. Which of the following best describes Steven Siegal level of management at the CPA firm of
Lipschultz, Levin & Gray?
a.first-line manager
b.middle manager
c.top manager (easy)
d.supervisor
32. The major challenge facing Steven Siegel at the CPA firm of Lipschultz, Levin & Gray is ______________.
a.increasing sales and avoiding bankruptcy
b.keeping professionals excited about work that can be routine and standardized (difficult)
c.increasing the customer loyalty and retention
d.reducing embezzlement of the company’s funds
33. Which of the following best describes Steven Siegal’s role at the CPA firm of Lipschu ltz, Levin
& Gray?
a.leader (moderate)
b.liaison
c.monitor
d.figurehead
e.spokesperson
34. According to the company profile in ―A Manager’s Dilemma,‖ which of the following skills are most
important to Steven Siegal?
a.technical skills
b.accounting skills
c.conceptual skills (moderate)
d.supervisory skills
WHO AR E MANAGERS?
35. _____________ are organizational members who integrate and coordinate the work of others.
a. M anagers (easy)
b. T eam leaders
c. S ubordinates
d. O peratives
e. A gents
36. Which of the following is the lowest level of management?
a. t eam leaders
b. m iddle managers
c. f irst-line managers (easy)
d. t op managers
e. s ubordinates
37. Supervisor is another name for whom?
a. t eam leaders
b. m iddle managers
c. f irst-line managers (moderate)
d. t op managers
e. s ubordinates
38. All levels of management between the supervisory level and the top level of the organization are
termed _____________.
a. m iddle managers. (easy)
b. f irst-line managers.
c. s upervisors.
d. f oremen.
e. c oaches.
39. "Agency head" or "plant manager" is most likely associated with which of the following?
a. t eam leaders
b. middle managers (moderate)
c. f irst-line managers
d. t op managers
e. s ubordinates
40. Of the following, which is the best example of a middle manager in a university work environment?
a. a ssistant professor
b. Dean of Students (moderate)
c. f ull professor
d. p resident
e. p art-time instructor
41. "Division manager" is associated with which of the following levels of management?
a. t eam leaders
b. middle managers (moderate)
c. f irst-line managers
d. t op managers
e. s ubordinates
42. Typically, in organizations it is the _____________ who are responsible for making organizational
decisions and setting policies and strategies that affect all aspects of the organization.
a. t eam leaders
b. m iddle managers
c. f irst-line managers
d. top managers (easy)
e. s ubordinates
43. "Executive vice president, president, managing director, chief operating officer, chief executive officer,
o r chairman of the board‖ are positions associated with which of the following levels of management?
a. t eam leaders
b. m iddle managers
c. f irst-line managers
d. top managers (easy)
e. s ubordinates
WHAT IS MANAGEMENT?
44. _____________ is the process of getting activities completed efficiently and effectively with and
through other people.
a. L eading
b. Management (easy)
c. S upervision
d. C ontrolling
e. M anipulating
45. _____________ distinguishes a managerial position from a nonmanagerial one.
a. M anipulating others
b. C oncern for the law
c. I ncreasing efficiency
d. Coordinating and integrating others' work (moderate)
e. D efining market share
46. Management is concerned that activities should be completed _____________.
a. e ffectively.
b. e fficiently.
c. e fficiently and effectively. (easy)
d. b y the lowest-level employee who can accomplish the task.
e. a t the lowest possible cost.
47. Efficiency refers to _____________.
a. t he relationship between inputs and outputs. (moderate)
b. t he additive relationship between cost and benefits.
c. t he exponential nature of cost and outputs.
d. i ncreasing outputs regardless of cost.
e. l owering cost to save money and lowering outputs.
48. The goal of _____________ is to minimize resource costs.
a. e fficiency (moderate)
b. e ffectiveness
c. b udgeting
d. p lanning
e. c oordinating
49. An automobile manufacturer that increased the total number of cars produced at the same cost, but with many defects, would be _____________.
a. e fficient and effective.
b. increasing efficiency. (difficult)
c. i ncreasing effectiveness.
d. c oncerned with inputs.
e. c oncerned with outputs.
50. Effectiveness is synonymous with _____________.
a. c ost minimization.
b. r esource control.
c. g oal attainment. (difficult)
d. e fficiency.
e. l eading.
51. Whereas _____________ is concerned with the means of getting things done, _____________ is concerned with the ends, or attainment of organizational goals.
a.effectiveness; efficiency
b.efficiency; effectiveness (difficult)
c.effectiveness; goal attainment
d.goal attainment; efficiency
WHAT DO MANAGERS DO?
52. _____________ was a French industrialist who identified basic management functions.
a. W eber
b. T aylor
c. H erzberg
d. Fayol (moderate)
e. K oontz
53. Writing an organizational strategic plan is an example of which of the management functions?
a. l eading
b. c oordinating
c. p lanning (difficult)
d. o rganizing
e. c ontrolling
54. Organizing includes _____________.
a. d efining organizational goals.
b. h iring organizational members.
c. m otivating organizational members.
d. m onitoring organizational member behavior.
e. d etermining who does what tasks. (moderate)
55. A manager resolving conflict among organizational members is performing what function?
a. c ontrolling
b. c ommanding
c. d irecting
d. leading (difficult)
e. c oordinating
56. Mentoring is primarily associated with the management function of _____________.
a. p lanning.
b. o rganizing.
c. l eading. (difficult)
d. c ontrolling.
e. s ystems analysis.
57. The process of monitoring, comparing, and correcting is called _____________.
a. c ontrolling. (moderate)
b. c oordinating.
c. l eading.
d. o rganizing.
e. d irecting.
58. The _____________ is the set of ongoing decisions and work activities in which managers
engage as they plan, organize, lead, and control.
a.management process (moderate)
b.environmental process
c.cultural process
d.segmentation process
59. Mintzberg's ten management roles can be grouped into _____________.
a.interpersonal relationships, information transfer, and decision-making. (difficult)
b. i nterpersonal relationships, leadership, and decision-making.
c. l eadership, decision-making, and planning.
d. i nformation transfer, decision-making, and resource allocation.
e. r esource allocation, leadership, and planning.
60. According to Mintzberg’s management roles, the _____________ are roles that involve people and other
duties that are ceremonial and symbolic in nature.
https://www.doczj.com/doc/766152502.html,rmational
b.interpersonal (easy)
c.technical
d.decisional
61. Which of the following is NOT an example of an interpersonal role according to Mintzberg?
a.figurehead
b.leader
c.liaison
d.spokesperson (difficult)
62. According to Mintzberg’s management roles, the ______________ involve receiving, collecting,and
disseminating information.
https://www.doczj.com/doc/766152502.html,rmational (moderate)
b.interpersonal
c.technical
d.decisional
63. All of the following are examples of informational roles according to Mintzberg EXCEPT:
a.liaison (difficult)
b.monitor
c.disseminator
d.spokesperson
64. Which of the following is NOT an example of a decisional role according to Mintzberg?
a.spokesperson (moderate)
b.entrepreneur
c.disturbance handler
d.resource allocator
e.negotiator
65. A human resource manager attending a local Society for Human Resource Management meeting would
be functioning in which role?
a. i nformational
b. l eader
c. l iaison (moderate)
d. d isseminator
e. a ssociational
66. A finance manager who reads The Wall Street Journal on a regular basis would be performing which
role?
a. f igurehead
b. monitor (moderate)
c. d isseminator
d. i nterpersonal
67. Which of the following best describes a manager performing in the negotiator role?
a. a llocating human resources
b. t aking corrective action to unforeseen problems
c. h iring and motivating employees
d. t ransmitting information to organizational members
e. p articipating in union contract negotiations (moderate)
68. The emphasis that managers give to various roles seems to be based on their _____________.
a. o rganizational level. (easy)
b. t enure with the organization.
c. e xperience in their fiel
d.
d. p ersonality.
e. i nterpersonal skill level.
69. According to the text, all of the following are managerial roles more important at the higher levels of the
organization EXCEPT:
a.leader (difficult)
b.disseminator
c.figurehead
d.negotiator
e.liaison
70. The _____________ role is more important for lower-level managers than it is for either middle- or
top-level managers.
a. l eader (difficult)
b. e ntrepreneur
c. s pokesperson
d. d isseminator
e. n egotiator
71. Many of Mintzberg's roles align with the basic functions of management. For example, the
_____________ role is a part of planning.
a. f igurehead
b. l eader
c. l iaison
d. resource allocation (moderate)
e. s pokesperson
72. Many of Mintzberg's roles align with the basic functions of management. For example, all three
interpersonal roles are part of the _____________ function.
a. l eading (moderate)
b. p lanning
c. o rganizing
d. c ontrolling
e. c ommanding
73. The three essential managerial skills put forth by Katz include _____________.
a. t echnical, human, and empirical.
b. h uman, empirical, and conceptual.
c. t echnical, interpersonal, and controlling.
d. technical, human, and conceptual. (moderate)
e. i nterpersonal, technical, and functional.
74. According to the text, _____________ include knowledge of and proficiency in a certain specialized field,
such as engineering, computers, accounting, or manufacturing.
a.technical skills (easy)
b.human skills
c.conceptual skills
d.empirical skills
75. Which of the following skills are more important at lower levels of management since these managers are
dealing directly with employees doing the organization’s work?
a.human skills
b.technical skills (easy)
c.conceptual skills
d.empirical skills
76. Understanding building codes would be considered a _____________ skill for a building contractor.
a. h uman
b. technical (easy)
c. c onceptual
d. e mpirical
e. f unctional
77. Which of the following is true concerning technical and managerial skills?
a. Human skills and technical skills remain equally important as managers move to higher levels.
b. Technical-skill needs remain necessary and human skills decrease as managers move to higher levels.
c. Human skills remain necessary and technical-skill needs decrease as managers move to higher levels.
(difficult)
d. Both human-skill and technical-skill needs decrease as managers move to higher levels.
e. Both human-skill and technical-skill needs increase as managers move to higher levels.
78. According to the text, _____________ involve the ability to work well with other people both individually
and in a group.
a. h uman (easy)
b. t echnical
c. c onceptual
d. e mpirical
79. Which of the following skills are mentioned in the text as being equally important at all levels of
management?
a. h uman (easy)
b. t echnical
c. c onceptual
d. e mpirical
80. Which of the following types of skills is described with terms such as abstract situations and
visualization?
a. i nterpersonal
b. h uman
c. t echnical
d. s trategic
e. c onceptual (difficult)
81. Which of the following phrases is best associated with managerial conceptual skills?
a. d ecision-making (easy)
b. c ommunicating with customers
c. m otivating subordinates
d. p roduct knowledge
e. t echnical skills
82. As managers move up in organizations, they tend to need more _____________.
a. conceptual skills. (moderate)
b. technical skills.
c. human skills.
d. supervision.
e. budgeting skills.
83. A(n) _____________ is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
a.concept
b.system (moderate)
c.skill
https://www.doczj.com/doc/766152502.html,anization
e.team
84. According to the text, _____________ are not influenced by and do not interact with
their environment.
a.open systems
b.closed systems (easy)
c.flextime systems
d.reverse systems
e.forward systems
85. Which of the following best describes an open systems approach?
a. A set of unrelated parts that individually interact with the environment.
b. I nterdependent parts that do not interact with the environment.
c. R elated parts in a static relationship with the environment.
d. Interdependent parts in a dynamic relationship with the environment. (difficult)
e. I nterrelated and interdependent parts that maintain equilibrium.
86. In the systems approach, an example of inputs would be which of the following?
a. i nformation (easy)
b. t echnology
c. m anagement activities
d. e mployee job satisfaction
e. p rofits
87. The job of a manager in the systems approach is _____________.
a. t o control the environment.
b. to ensure that the parts of an organization work together. (moderate)
c. t o constantly interact with the environment.
d. t o effectively control the transformation process.
e. t o limit inputs and enhance outputs.
88. The _____________ view of a manager's job implies that decisions and actions taken in one
organizational area will impact other areas.
a. systems (moderate)
b. c ontingency
c. c onceptual
d. f unctional
e. e nvironmental
89. The contingency approach may also be termed the _____________ approach.
a. s ystems
b. situational (easy)
c. u niversal
d. t raditional
e. f unctional
90. Which of the following would be suggested based on the contingency approach?
a. Solve problems by adhering to a consistent, singular approach.
b.Select the management philosophy that best fits your organization, and apply it consistently to all
situations.
c. The best management approach depends on top-management preference.
d. Change your management approach depending on the issue at hand. (difficult)
e. Always have one primary and one secondary management approach.
91. The primary value of the _____________ approach is that it stresses that there are no simplistic or
universal rules for managers to follow in doing their jobs.
a. s ystems
b. t raditional
c. c ontingency (moderate)
d. f unctional
e. c ommand-and-control
WHAT IS AN ORGANIZATION?
92. An organization is _____________.
a. the physical location where people work.
b. a collection of individuals working for the same company.
c. a deliberate arrangement of people to accomplish some specific purpose. (moderate)
d. a group of individuals focused on profit-making for their shareholders.
e. different from a "company" because of legal definitions.
93. Which of the following is not a characteristic of an organization?
a. setting a goal or goals
b. being composed of people
c. having a distinct purpose
d. encouraging employee free-time activities (moderate)
e. developing a deliberate structure
94. One of the common characteristics of all organizations, _____________ , is typically expressed in
terms of its goals.
a. i ts people
b. i ts goals
c. i ts systematic structure
d. its purpose (moderate)
e. n orms
95. One of the common characteristics of all organizations, _____________ , clarifies members' work
relationships.
a. i ts people
b. i ts goals
c. i ts deliberate structure (moderate)
d. i ts purpose
e. n orms
96. Which of the following is not a characteristic of contemporary organizations?
a. c learly identifiable work units (difficult)
b. f lexible work arrangements
c. e mployee work teams
d. o pen communication
e. s upplier alliances
WHY STUDY MANAGEMENT?
97. Which of the following best describes the concept that 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 what country they’re located in?
a.the partiality of management
b.the segmentation of management
c.the universality of management (moderate)
d.the cultures of management
MANAGING YOUR CAREER
98. According to the boxed profile, ―Managing Your Career,‖ the U.S. Bureau of Labor Statistics estimates
______________ growth in all executive, administrative, and managerial jobs through the year 2008.
a.1% to 9%
b.10% to 20% (difficult)
c.25% to 35%
d.45% to 65%
e.more than 70%
99. According to the boxed profile, ―Managing Your Career,‖ which of the following fields is it expected that
growth in executive, administrative, and managerial jobs will occur?
a.manufacturing
https://www.doczj.com/doc/766152502.html,rge organizations
c.health care services (moderate)
https://www.doczj.com/doc/766152502.html,w enforcement
100. All of the following are mentioned in the boxed profile, ―Managing Your Career,‖ as areas in which the demand for managers will be high EXCEPT:
a.small-sized organizations
b.traditional manufacturing (moderate)
c.medium-sized organizations
d.health care services
Scenarios and Questions
WHO ARE MANAGERS?
Managerial Basic Training (Scenario)
Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some "basic" managerial training to the engineers in the research and development unit of the new sister company. Your boss has asked to see an overview of materials that you will be providing the engineers to make sure you are covering the necessary materials.
101. Now that both companies are merged and are a systematic arrangement of people set to accomplish a specific purpose they could be described as a(n) _____________.
a. business unit.
b. multinational company.
c. organization. (easy)
d. holding company.
e. cross-functional work group.
102. People in the newly merged company who work on direct tasks but do not supervise people are referred to as _____________.
a. operatives. (moderate)
b. f irst-line supervisors.
c. m anagers.
d. e ntrepreneurs.
e. p roject-oriented employees.
103. One of the first things the engineers need to learn is that _____________ are the people who direct the activities of others in an organization.
a. d irectors
b. managers (moderate)
c. s ubordinates
d. l ine workers
e. s taff
104. Another fact about managing that engineers need to learn is that supervisors may frequently be referred to as _____________.
a. middle manager.
b. top manager.
c. project leader.
d. first-line manager. (moderate)
e. unit chie
f.
105. Finally, the engineers need to learn that department head, project leader, and plant manager, are all potential titles for _____________.
a. division managers.
b. deans.
c. agency heads.
d. CEOs.
e. middle managers. (moderate)
The Perfect Manager (Scenario)
Brenda Kelly has proven herself to be an able manager. Her section has a high project completion rate with the highest quality product and the lowest defects in her division. In addition, she does it with fewer full-time people than other managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic "management functions."
106. Brenda's ability to get activities completed efficiently and effectively with and through other people is known as _____________.
a. management. (moderate)
b. s upervision.
c. c oercion.
d. d elegation.
e. t op-down communication.
107. Brenda's ability to get the same amount of product completed with fewer people is a reflection of her _____________.
a. e ffectiveness.
b. p rocess skills.
c. l eadership.
d. m anagement.
e. efficiency. (moderate)
108. Getting her projects completed is an indication of Brenda's _____________ as a manager.
a. l eadership
b. effectiveness (moderate)
c. e fficiency
d. a ttention to detail
e. t otal quality management style
109. If Brenda accomplished her project on time with high-quality results, but she took more time than other managers to complete it, you could say that as a manager she was _____________.
a. efficient, but not effective.
b. a leader, but not a top manager.
c. project oriented, but not effective.
d. effective, but not efficient. (moderate)
e. profitable, but not quality driven.
110. The "management functions" exemplified by Brenda include all but which of the following?
a. p lanning
b. c ontrolling
c. o rganizing
d. l eading
e. d elegating (moderate)
The Busy Day (Scenario)
Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager.
111. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?
a. H erzberg
b. S kinner
c. M intzberg (easy)
d. F ayol
e. M aslow
112. When Don was conducting the tour for the east coast managers, he was operating in which of the management roles?
a. l eader
b. l iaison
c. m onitor
d. figurehead (difficult)
e. e valuator
113. When Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?
a. l eader (difficult)
b. f igurehead
c. m onitor
d. d isturbance handler
e. s pokesperson
114. What role was Don performing when he gave the plant tour to the newspaper reporter?
a. m onitor
b. f igurehead
c. d isseminator
d. spokesperson (difficult)
e. r esource allocator
115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?
a. m onitor
b. d isseminator
c. r esource allocator (moderate)
d. d isturbance handler
e. f igurehead
A Trucking Dilemma (Scenario)
Natalie Hunter, Vice President of New Product Development for Mainline Trucking, has some decisions to make. The company, which manufactures long-haul trucking platforms and accessories, is trying to decide if it should proceed in designing a new accessory which increases the efficiency of truck loading and unloading. She knows the new accessory fits well with the corporate strategy, will position them competitively within the industry, and she feels she has done a good job of selling it to other management. With her engineering training and experience she also knows the product is reasonably easy to lay out and probably cost effective. However, a major problem lies with the line workers, who are Teamsters. The new product will reduce manpower needs and is unpopular. She has always had a good relationship with her workers, but she knows they are highly suspicious. She also knows the new project will not work without their cooperation. She gazed out her window and struggled with how to best handle this situation.
116. Based on Katz's managerial skills, when Natalie knew that the new product fit within their corporate strategy she was utilizing what type of skill?
a. l eadership
b. t echnical
c. c onceptual (moderate)
d. p lanning
e. h uman
117. Natalie's reliance on her engineering background to estimate the project's potential refers to what type of managerial skill?
a. p lanning
b. technical(easy)
c. h uman
d. l eadership
e. c onceptual
118. If Natalie were a first-line supervisor, instead of a vice president, which of the skills would she probably be using to deal with this situation?
a. p lanning
b. c onceptual
c. l eadership (difficult)
d. t echnical
e. h uman
119. If Natalie decides to hold forums and talk with the Teamsters to try and lower their resistance to the project, she would be using what skill?
a. t echnical
b. l eadership
c. c onceptual
d. human (easy)
e. p lanning
120. Natalie's ability to sell the project to other managers was a function of which of her managerial skills?
a. c onceptual
b. p lanning
c. l eadership
d. t echnical
e. h uman (easy)
Essay Questions
WHO ARE MANAGERS?
121. In a short essay, describe and provide examples of first-line, middle, and top management positions.
Answer
a.First-line managers are the lowest level of management and manage the work of non-managerial
individuals who are directly involved with the production or creation of the organization’s products.
They are often called supervisors but may also be called line managers, office managers, or even foremen.
b.Middle managers include all levels of management between the first-line level and the top level of the
organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager.
c.Top managers are responsible for making organization-wide decisions and establishing the plans and
goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board.
(easy)
WHAT IS MANAGEMENT?
122. In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.
Answer
a.Efficiency refers to getting the most output from the least amount of inputs. Because managers
deal with scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as ―doing things right‖—that is, not wasting resources.
b.Effectiveness is often described as ―doing the right things‖—that is, those work activities that will
help the organization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.
(moderate)
WHAT DO MANAGERS DO?
123. In a short essay, list and explain the four basic functions of management.
Answer
a.Planning – involves the process of defining goals, establishing strategies for achieving those goals, and
developing plans to integrate and coordinate activities.
https://www.doczj.com/doc/766152502.html,anizing – involves the process of determining what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom, and where decisions are to be made.
c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select the
most effective communication channel, or deal in any way with employee behavior issues, they are leading.
d.Controlling –to ensure that work is going as it should, managers must monitor and evaluate
performance. The process of monitoring, comparing, and correcting is what is meant by the controlling
(moderate)
124. In a short essay, list and discuss seven of the ten managerial roles according to Mintzberg. Include specific examples of each role and group each according to interpersonal, informational, and decisional roles.
Answer
Interpersonal Roles
a.Figurehead – symbolic head; obliged to perform a number of routine duties of a legal or social
nature. Examples include greeting visitors and signing legal documents.
b.Leader – responsible for the motivation and activation of subordinates; responsible for staffing,
training, and associated duties. Examples include performing virtually all activities that involve subordinates.
c.Liaison – maintains self-developed network of outside contacts and informers who provide favors
and information. Examples include acknowledging mail; doing external board work; performing other activities that involve outsiders.
Informational Roles
d.Monitor –seeks and receives wide variety of internal and external information to develop thorough understanding of organization and environment. Examples include reading periodicals and reports; maintaining personal contacts.
e.Disseminator – transmits information received from outsiders or from subordinates to members of the organization. Examples include holding informational meetings; making phone calls to relay information.
f.Spokesperson – transmits information received from outsiders or from subordinates to members of the organization. Examples include holding board meetings; giving information to the media.
Decisional Roles
g.Entrepreneur –searches organization and its environment for opportunities and initiates ―improvement projects‖ to bring about changes. Examples include organizing strategy and review sessions to develop new programs.
h.Disturbance handler – responsible for corrective action when organization faces important, unexpected disturbances. Examples include organizing strategy and review sessions that involve disturbances and crises.
i.Resource allocator – responsible for the allocation of organizational resources of all kinds making or approving all significant organizational decisions. Examples include scheduling, requesting authorization; performing any activity that involves budgeting and the programming of subordinates’ work.
j.Negotiator –responsible for representing the organization at major negotiations. Examples include participating in union contract negotiations.
The interpersonal roles are roles that involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. The informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Finally, the decisional roles revolve around making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator.
(difficult)
125. In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.
Answer
a.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,
computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work.
b.Human skills –involve the ability to work well with other people both individually and in a group.
Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management.
c.Conceptual skills –these are the skill that managers must have to think and to conceptualize about
abstract and complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.
(moderate)
126. In a short essay, discuss the contingency approach to management. Next list and discuss four popular contingency variables that have been studied by management researchers.
Answer
The contingency perspective of management underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing. A contingency approach to describing what managers do is intuitively logical because organizations and even units within the same organization are diverse—in size, objectives, and work being done. The primary value of the contingency approach to describing what managers do is that it stresses that there are no simplistic or universal rules for managers to follow in doing their jobs.
Popular Contingency Variables
https://www.doczj.com/doc/766152502.html,anization size – the number of people in an organization is a major influence on what managers do.
As size increases, so do the problems of coordination. For instance, the type of organization structure appropriate for an organization of 50,000 employees is likely to be inefficient for an organization of 50 employees.
b.Routineness of task technology –to achieve its purpose, an organization uses technology; that is, it
engages in the process of transforming inputs into outputs. Routine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or nonroutine technologies.
c.Environmental uncertainty – the degree of uncertainty caused by political, technological, sociocultural,
and economic change influences the management process. What works best in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment.
d.Individual differences – individuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations. These and other individual differences are particularly important when managers select motivation techniques, leadership styles, and job designs.
(difficult)
127. In a short essay, define system and explain the difference between open and closed systems. Next, discuss the relevance of the systems approach in describing the duties of a manager.
Answer
A system is a set of interrelated and interdependent parts arranged in a manner that produces a unified
whole. It’s a concept taken from the physical sciences and applied to organizations. The two ba sic types of systems are closed and open. Closed systems are not influenced by and do not interact with their environment. In contrast, open systems dynamically interact with their environment. The systems approach to describing the duties of a manager is quite relevant, particularly since a manager’s job entails working with and through other people by coordinating various work activities so that the system meets is goals. Although the systems perspective doesn’t provide specific descriptions of what m anagers do, it does provide a more general and broader picture than other perspectives do. Moreover, viewing the manager’s job as linking the organization to its environment makes the organization appear more sensitive and responsive to its key constituencies such as customers, suppliers, government agencies, and the community.
(moderate)
WHAT IS AN ORGANIZATION?
128. In a short essay, define an organization and discuss the three common characteristics that all organizations share.
Answer
An organization is a deliberate arrangement of people to accomplish some specific purpose. And, all organizations share three common characteristics. First, each organization has a distinct purpose. This purpose is typically expressed in terms of a goal or a set of goals that the organization hopes to accomplish.
Second, each organization is composed of people. One person working alone is not an organization, and it takes people to perform and work that’s necessary for the organization to achieve its goals. Third, all organizations develop some deliberate structure so that their members can do their work. That structure may be open and flexible with no clear and precise delineation of job duties or strict adherence to any explicit job arrangements. Or the structure may be more traditional, with clearly defined rules, regulations, and job descriptions and some members identified as ―bosses‖ who have authority over other members. In summary, the term organization refers to an entity that has a distinct purpose, includes people or members, and has some type of deliberate structure.
(moderate)
WHY STUDY MANAGEMENT?
129. In a short essay, discuss the universality of management.
Answer
Management is needed in all types and sizes or organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located in. This is known as the universality of management. Managers in all these settings will plan, organize, lead, and control. However, this is not to say that management is done the same way in all these scenarios.
(easy)
管理学罗宾斯(第11版)第1章知识
●管理者为什么很重要? 1.在这个复杂、混乱和不确定的时代，组织比以往更需要他们的管理技能和能 力。 2.管理技能和能力对工作任务的顺利完成至关重要 . 3.员工-管理者关系的质量是员工生产率和忠诚度的最重要变量。 ●谁是管理者? 管理者是通过协调和监管其他人的工作活动以实现组织目标的人员。 ●管理者的划分 基层管理者：最底层的管理人员，他们管理着非管理雇员所从事的工作。（主管、区域经理、部门经理、办公室主任） 中层管理者：对基层管理者进行管理的人员。（地区经理、项目主管、工厂厂长、事业部主任） 高层管理者：负责为整个组织制定决策、计划和目标并进而影响整个组织的管理人员。（执行副总裁、总裁、执行董事、首席运营官、首席执行官） ●管理者在哪里工作? 组织：是对人员的一种精心安排，以实现某个特定目的。(这个目的是个体无法单独实现的。） 组织的共同特征：①有一个明确的目的（目标）②是由人员组成的③有一种精心设计的结构 ●管理者做什么? 管理指的是协调和监管他人的工作活动，从而使其有效率、有效果地完成工作。 ●效率和效果 效率是指以尽可能少的投入获得尽可能多的产出。通常指“正确地做事”，即不浪费资源。 效果是指所从事的工作活动有助于组织达到其目标。通常指“做正确的事”。 ●管理职能
计划：设定目标，确定实现这些目标的战略，并且制定计划以整合和协调各种活动。 组织：安排各项工作，以实现组织目标。 领导：同他人合作并通过他人去实现目标。 控制：对员工的工作进行监控、比较和纠正。 ●管理角色 管理角色指的是管理者按照人们的预期在实践中展示的具体行为或表现。 明茨伯格的10种管理角色可以被组合成人际关系、信息传递和决策制定。 1.人际关系角色：挂名首脑，领导者，联络者 2.信息传递角色：监听者，传播者，发言人 3.决策制定角色：企业家，混乱驾驭者，资源配置者，谈判者 ●管理者需要的技能 1.技术技能：某个特定领域的知识和专业技术。 2.人际技能：与他人和睦相处、密切配合的能力。 3.概念技能：对组织面临的抽象、复杂情况进行思考和概念化的能力。 作为管理者，这三种能力都应当具备，但是不同层次的管理者可能会有所侧重，层次越高，从事的具体业务就越少，因此技术技能的要求就会低一些，但是概念技能的要求会增加，而人际技能的要求对各个层级的管理者大致相同。 ●顾客的重要性 顾客: 组织之所以存在的理由。 管理客户关系是所有管理者和员工的职责。 始终提供高质量客服对组织的生存和成功至关重要。 ●创新的重要性 创新意味着以不同的方式做事情，探索新的疆域并承担风险。 管理者应当鼓励员工们敏锐察觉和善于抓住创新的机会。 ●可持续性的重要性
习题集 第一章思想 一、判断题 1、管理学反映了管理过程的客观规律性，具有显著的科学性。但是，管理过程中的诸多不确定因素使管理本身无法完全量化，故而只是一种不精确的科学。（T） 2、管理主要的目的是使资源成本最小化，因此管理最主要的是追求效率。（F ） 3、效率与效果之间的差别可表述为：效果是使组织资源的利用成本达到最小化，而效率则是使组织活动实现预定的目标。（F） 4、不同行业中及不同的组织内部专业特点差别显著，很难说管理活动有什麽共性。（F） 5、新的管理理论层出不穷，对实际工作中的新问题做出了较好的解释，因此可以说，泰勒的科学管理理论等古典管理理论已经彻底过时，除了尚存历史意义外，对管理实践早已丧失了指导作用。（F ） 6、主张通过与管理者职能相联系的办法把有关管理知识汇集起来，力图把用于管理实践的概念、原则、理论和方法糅合在一起以形成管理学科的学派是管理过程学派。（T） 7、与韦伯的行政组织理论相匹配的组织是以制度为中心运转的
等级化、专业化的金字塔性的组织。（T ） 8、管理科学是把科学的原理、方法和工具应用于管理的各种活动，制定用于管理决策的数学和统计模型，并把这些模型通过计算机应用于管理减低不确定性，最大限度地提高了管理活动的程序性，代表着管理理论的发展趋势，因此优于其它的管理理论。（F ） 9.马克斯·韦伯的行政组织是有机式组织。（F ） 10.企业内部环境包括竞争对手、顾客、供应者、政府机构、利益集团。（F ） 二、选择题 1、将管理要素按目标的要求结合成一个整体，体现了管理的（B ）职能。 A. 计划 B. 组织 C. 领导 D. 控制 2、粗略划分，管理有（ABCD ）职能。 A. 计划 B. 组织 C. 领导 D. 控制 3、下列（C ）性质不属于管理的特性。 A. 综合性 B. 应用性 C. 精确性 D. 艺术性
第一章管理与管理学 一、选择题 1.管理这种社会现象存在的两个必要条件：一是两个人以上的集体活动；二是_________。 A．有管理者B．组织成一定机构 C．有各种资源D．有一致认可的目标 2.管理人员通过一系列基本管理职能来实现组织目标，不属于管理职能范畴的是。 A.组织 B.控制 C.领导 D.经营 3.明茨伯格认为管理者扮演着十种角色，这十种角色可被归入三大类： A.人际角色 B.信息角色 C.决策角色 D.管理角色 4.管理的控制职能主要由哪一类管理人员执行。 A.高层管理人员 B.中层管理人员 C.基层第一线管理人员 D.以上均是 5、管理者在作为组织的官方代表对外联络时，他扮演的角色是以下哪一方面 的。 A.信息情报方面 B.决策方面 C.人际关系方面 D.业务经营方面 6.对基层业务管理人员而言，其管理技能侧重于。 A.技术技能 B.财务技能 C.谈判技能 D.营销技能 7.某位管理人员把大部分时间都花费在直接监督下属人员工作上，他一定不会 是。 A.工长 B.总经理 C.领班 D.车间主任 8.管理的二重性是指。 A.艺术性与科学性 B.基础性与边缘性 C.自然属性与社会属性 D.普遍性与重要性 9.中层管理人员的主要工作是。 A.战略管理 B.现场管理 C.组织协调 D.开拓创新 10.在特定工作领域内运用技术、工具、方法等的能力称为。 A.人际关系技能 B.技术技能 C.形成概念的技能 D.上述均不是 11.管理的主体是 __________。 A．管理者B．组织 C．人 D．管理机构 12.美国管理学家彼德?德鲁克认为，管理者的第—个责任是 _________。 A．管理管理者B．管理一个组织 C．管理工作和工人D．从事管理活动 13.管理是一种__________。 A．经济现象B．自然现象 C．社会文化现象D．科学现象
第一章管理与管理学 第一节人类的管理活动 1.人类活动的特点 自古到今，人类的经济、政治、军事、宗教及其他一切社会活动都具有以下三个特点：【从管理角度来看，人类活动的最大特点就是由人类群居社会化决定的组织性。（家庭、公社—民族、国家/社区、会社—全球化、地球村）】 2.管理的必要性（1）、欲望无限、资源有限(协调资源分配) （2）、社会组织化和专业化的不断加强 （3）、科技转化为生产力(有效利用资源日本例子) （4）、凝结全体成员力量的需要 （5）、现代信息技术的发展（推动与强化） 【在西方人眼里，管理被认为是工业化的催化剂和经济发展的原动力，可以与土地、劳动和资本并列为四大经济资源，或者与人力、物力、财力和信息一起构成经济组织的五大生产要素，管理与科技、人才一起，被比喻为“两个轮子一根轴”的关系。】 3.管理定义 管理是指组织的活动或过程：通过信息获取、决策、计划、组织、领导、控制和创新等职能的发挥来分配、协调包括人力资源在内的一切可以调用的资源，以实现单独的个人无法实现的目标。（管理者在特定的环境和条件下，为了有效地实现组织目标、个人发展和社会责任，运用各种管理职能进行协调各种资源的过程。） 4. 管理概念中的几个要点 （1）管理的载体是组织。 （2）管理的本质是分配、协调各种资源的活动或过程。 （3）管理的对象是可调用的一切资源（人员、原材料、资本、土地、厂房、设备、顾客息（4）管理的职能是计划、组织、领导、控制和创新。 （5）管理的目的是为了实现既定的目标，而该目标仅凭单个人的力量是无法实现的。 （6）管理者是指组织中从事各种管理活动的所有人员。 （7）管理的活力在于管理者的创新能力，而这种能力常常由管理机制和社会制度所制约。 （8）管理的前提是特定的环境或条件，有组织外部和组织内部两个方
Chapter 1 – Introduction to Management and Organizations True/False Questions A MANAGER’S DILEMMA 1.Today’s managers are just as likely to be women as they are men T 2.Management affects employee morale but not a company’s financial performance F 1. According to the company profile in “A Manager’s Dilemma,” Steven Siegal’s position is best described as a middle manager. False (moderate) 2. The skill most important to Steven Siegal in the boxed profile “A Manager’s Dilemma” is technical skills. False (moderate) WHO ARE MANAGERS? 3. In order to be considered a manager, an individual must integrate and coordinate the work of others. True (moderate) 4. Supervisors and foremen may both be considered first-line managers. True (moderate) WHAT IS MANAGEMENT? 5. The four contemporary functions of management are planning, organizing, leading, and controlling. True (easy) 6. Effectiveness refers to the relationship between inputs and outputs. False (moderate) 7. Whereas effectiveness is concerned with the means of getting things done, efficiency is concerned with the ends, or attainment of organizational goals. False (difficult) 8. According to the text, the goal of efficiency is to minimize resource costs. True (moderate) 9. Efficiency is often referred to as "doing things right." True (moderate) WHAT DO MANAGERS DO? 10. When managers meet organizational goals, they are efficient and effective. False (difficult) 11. Determining who reports to whom is part of the controlling management function. False (easy) 12. Directing and motivating are part of the controlling function. False (moderate) 13. Fayol's management functions and Mintzberg's management roles are basically the same.
管理学练习题及答案（周三多） 第一章管理与管理学 一、名词解释 1、管理 2、管理职能 3、?科学管理? 4、霍桑试验 5、系统管理理论 6、权变管理理论 7、?管理科学? 二、单项选择 1、下列哪位管理学者提出?管理就是决策?的主张（） A、赫伯特·A西蒙 B、彼得·F·德鲁克 C、弗雷德·E·费德勒 D、弗里蒙特·E·卡斯特 2、管理的核心是（） A、处理组织内部资源的稀缺问题 B、处理与组织外部的关系 C、处理各种人际关系 D、处理组织内部与组织外部的一致性关系 3、管理具有与生产关系、与社会制度相联系的一面，这里是 指（） A、管理的自然属性 B、管理的社会属性 C、管理的科学性 D、管理的艺术性 4、管理者必须因地制宜地将管理知识与具体管理活动相结合，这里强调的是（ A、管理的科学性 B、管理的艺术性 C、管理学的历史性 D、管理学的实用性 5、?X—Y?理论的代表人物是（） A、麦格雷戈 B、赫兹伯格 C、梅奥 D、马斯洛 6、社会合作系统学派的代表人物是（） A、法约尔 B、西蒙 C、巴纳德 D、卢桑斯 7、系统与权变理论把人看作是（） A、经济人 B、社会人 C、自我实现人 D、复杂人 8、决策理论学派的代表人物是（） A．巴纳德B．西蒙C．卡斯特D．卢桑斯 三、多项选择 1、管理的二重性是指（） A、管理的自然属性 B、管理的社会属性 C、管理的科学性 D、管理的艺术性 2、下列关于管理过程的描述，正确的有（） A、管理过程和管理职能是统一的 B、管理过程和管理职能是分离的 C、管理过程是动态中的管理 D、管理过程中静态中的管理 E、管理过程也是信息变换的过程 ）
第一章 管理学概论 一、单项选择题 1、计划与决策、组织、领导、控制是（ A 、管理的功能 B C 、管理的特性 D 2、 管理者在组织中必须行使一些具有礼仪性质的职责，他这时扮演的角色是（ A ）。 A 、人际角色 B 、信息角色 C 、决策角色 D 、企业家角色 3、 公司经理正在同要终止合作的供应商进行谈判，经理这时所扮演的角色是（ B ）。 A 、企业家角色 B 、混乱处理者角色 C 、资源分配者角色 D 、谈判者色 4、公司老总在员工大会上宣布本公司一季度销售额突破一亿，望全体员工再接再厉，再创 佳绩。此时公司老总扮演的角色是（ B ）。 8、泰勒科学管理所要解决的中心问题是（ C ）。 9、泰勒的科学管理理论以（ B ）为前提。 10、 （ B ）被公认为是第一位概括和阐述一般管理理论的管理学家。 A 、泰勒 B 、法约尔 C 、韦伯 D 、赫伯特?西蒙 11、 （ C ）提出了“理想的行政组织体系”理论。 A 、泰勒 B 、法约尔 C 、韦伯 D 、赫伯特 ? 西蒙 B ）。 、管理的职能 、管理的基本手段 A 、监督者 、传播者 C 、发言人 、联络者 5、技术技能对于 C ）管理者最为重要。 A 、高层 、中层 苴冃 、基层 、所有层次 6、概念技能对于 A ）管理者最为重要。 A 、高层 、中层 、基层 、所有层次 7、被后人尊称为 科学管理之父”的管理学家是（ ）。 A 、法约尔 B 、韦伯 、泰勒 、巴纳德 A 、资源配置 B C 、提高劳动效率 D 、资源利用 、追求利润最大化 A 、受雇人 B 、经济人 C 、社会人 D 、自我实现人
第一章管理与管理学 第一节管理概述 一、管理的概念（识记） 管理就是组织为了更有效地实现组织目标而对各种资源进行计划、组织、领导、控制的一系列协调活动的过程。 二、管理的特征（识记） 1、管理是一种文化现象和社会现象，不同于作业活动； 2、管理工作既具有科学性又具有艺术性； 3、管理的核心是以人为本。 三、管理的职能（识记） 管理的基本职能包括计划、组织、领导和控制。 四、管理的产生及必要性（领会） 1、管理的产生 （1）管理产生于欲望无限性和资源有限性之间矛盾的协调； （2）管理是人类群体活动的产物。 2、管理的必要性 （1）从整个社会的发展来看，管理是社会进步与发展的物质力量； （2）管理是任何组织生存发展的重要条件； （3）管理活动具有普遍性。 五、管理有效性的衡量（领会） 管理的有效性是由效率和效果来衡量的。所谓效率是指投入与产出的比值。而效果是指目标达成度，涉及活动的结果。 六、联系实际说明管理的必要性（应用）
第二节管理者 一、管理者的概念与分类（识记） 1、管理者的概念 管理者是指在组织中行驶管理职能、通过协调他人的活动以实现组织目标的人。 2、管理者的分类 （1）按照管理者所处层次的不同可以分为高层管理者、中层管理者和基层管理者； （2）按管理者所从事管理工作的领域及专业不同，可以分为综合管理者和专业管理者。 二、管理者的角色（识记） 亨利·明茨伯格研究发现，管理者扮演者十种不同的角色，这十种角色可以进一步组合成三大类： 1、人际关系方面的角色 管理者在处理与人的关系时便扮演这种角色，具有包括：挂名首脑角色、领导者角色和联络者角色。 2、信息传递方面的角色 信息传递方面的角色具有又包括：监听者角色、传播者角色和发言人角色。 3、决策制定方面的角色 决策制定方面的角色具体包括：企业家角色、混乱驾驭者角色、资源分配者角色和谈判者角色。 三、管理者的技能（识记） 管理者要具备技术技能、人际技能和概念技能三种技能。 四、不同层次管理者应重点掌握的技能（领会） 一般来说，高层管理者更强调概念技能，中层管理者人际技能较重要，而基层管理者技术技能更突出。
8th edition Steven P . Robbins Mary Coulter y PowerPoint Presentation by Charlie Cook Copyright ? 2005 Prentice Hall, Inc. All rights reserved.
L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. o Historical Background of Management Historical Background of Management ?Explain why studying management history is important. ?Describe some early evidences of management practice. Describe some early evidences of management practice ?Discuss why division of labor and the Industrial Revolution are important to the study of management. ?List six management approaches. ?Scientific Management ?Define scientific management. ?Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth Taylor and Frank and Lillian Gilbreth. ?Explain how today’s managers use scientific management. Copyright ? 2005 Prentice Hall, Inc. All rights reserved. 2–2
注：只是提示，答案不唯一。 1.管理者如何不同于非管理者？ 管理者是指通过协调和监管其他人的活动以达到组织目标的人。这个含义包括以下几层含义：①管理者的工作不是取得个人成就，而是帮助他人完成工作任务；②管理者的工作可能意味着协调一个部门的工作，可能意味着监管某个员工，还可能是协调一个团队的活动；③管理者可能承担与协调和监管他人工作无关的其他工作任务。 非管理者是指只从事事务性工作，不从事协调和监管他人的活动的人，他们服从管理者的领导。 2.你的课程的授课教师是管理者吗?请分别用管理职能、管理角色、技能观点以及系统观点和权变观点讨论这个问题。 是管理者。 （1）从管理者职能方面讲：①计划。教师对每堂课的授课内容，所要达到的目标都有一个具体的安排。②组织。教师要组织课堂教学，还要保证整个学期这门课程的顺利进行，包括安排学习委员、班长等协助其教学工作的展开。③领导。表现在教师指导和激励所有的学生用心学习，个别时候还会找学生谈话，对学习好的同学进行表彰。④控制。教师通过学生的反馈调整授课形式，并且制定一系列的课堂纪律保证教学的顺利进行，以达到预期的授课目标。 （2）从管理角色方面讲：①人际角色：老师在教室中就可以算是领导者，他直接为学生以及这节课上的好坏所负责，所以扮演领导者角色；同是老师和学生之间必须有联系、，才可以达到教学的目的，所以也是联络角色。②信息角色：首先教师起一种监督的角色，他能通过监督学生和外界环境来获取更多的信息，以及能发现如何以最好的方式去教学，把自己的知识在课堂上传授给学生，在传授的过程中老师就要口述很多知识，这样老师就同时起着传播着的角色和发言人的角色。③决策角色：老师在课堂上会提出很多与学生关注的问题，让学生来回答，同时他会引导学生们向正确的方向走进，把同学们的一些不正确的思想加以纠正，并且推断出比较完美的答案，来让同学们理解。 （3）从管理者技能方面讲：某门课的老师肯定对其领域的知识比较了解，而且知道用何种方法去教学是最有效的；老师在授课过程中在不断的和同学们交流、沟通，体现了老师与学生打交道与沟通的能力；在授课过程中可能会出现新的概念，老师会及时的处理，让同学们了解及吸收。 （4）从系统管理理论方面讲：老师有时把一个班的同学分成几个小的区域，可能在某个区域他们的吸收理解能力比较强一点，就可以让他们相互帮助，以这个区域去带动别的区域，让学生在比较中理解吸收新知识。 （5）从权变管理理论方面讲：权变就是权益应变，老师会根据学生每节课的表现，选择一种合理的方式去教学，在变化中让同学们接受知识，根据学生不同的心里环境变化，去理解他们，使传授知识有很好的效果。 所以说课堂授课教师是管理者。 3. “管理者的最基本职责是关注员工为实现预期结果而实施的工作行为。”你如何理解这句话？你是否同意这句话？为什么？ 我不同意这个观点，但该观点具有一定的合理性。 ①关注员工为实现预期结果而实施的工作行为即是关注效益。效益是管理的永恒主题。管理是一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。效率是指以尽可能少的投入获得尽可能多的产出，通常指“正确地做事”，即不浪费资源。但是仅仅有效率是不够的，管理当局还应该关注效果，也就是完成活动以便达到组织的目标。效果通常是指“做正确的事”，即所从事的工作活动有助于组织达到其目标。关注
《管理学原理》试题及答案第一章 一、单项选择题 1．一般来说，组织的外部要素是（） A．可以控制的 B．无法控制的 C．部分可控的 D．不可以控制的 2．作为学习研究管理学的总的方法论指导的是（） A．系统方法 B．理论联系实际的方法 C．唯物辩证法 D．比较分析法 3．管理是生产过程固有的属性，是指（） A．管理的目的性 B．管理的必要性 C．管理的科学性 D．管理的民主性 4．决定学习、研究管理必要性的是（） A．管理的自然性 B．管理的社会性 C．管理的重要性 D．管理的历史性 5．管理学应属于（） A．社会科学 B．边缘科学 C．经济学 D．自然科学 6．管理是一种艺术，这是强调管理的（） A．复杂性 B．有效性 C．实践性 D．精确性 7．管理的核心是（） A．决策 B．处理好人际关系 C．组织 D．控制
二、多项选择题 1．组织内部要素包括（） A．目标 B．信息 C．机构 D．人 E．物 2．（）是系统的特征 A．整体性 B．复杂性 C．模糊性 D．控制性 E．目的性 3．管理者在管理过程中承担的职能是（）A．计划 B．组织 C．人员配备 D．指导和领导 E．控制 4．管理学的特点有（） A．一般性 B．边缘性 C．历史性 D．多样性 E．实践性 5．组织外部环境包括的要素有（） A．行业 B．原材料供应 C．产品市场 D．政治状况 E．社会文化 6．管理这种社会现象存在的必要条件是（）A．两个人以上的集体活动 B．有机构 C．有一致认可的目标 D．有管理者 E．有各种资源 7．管理的二重性是指管理的（）
A．科学性 B．自然属性 C．艺术性 D．社会属性 E．实践性 8．德鲁克认为管理者在组织中应承担（）责任 A．管理一个组织 B．管理管理者 C．管理工作和人 D．决策 E．计划 三、填空题 1．管理的载体是_______． 2．管理的______是管理者。 3．管理作为一种艺术，强调运用管理的______性，要求管理者具备一定的______．4．管理学的研究对象是______和______． 四、名词解释 1．管理2．管理学3．系统 五、简答题 1．简述管理的基本特征。 2．简述系统的观点。 六、论述题 1．联系实际试论述掌握管理二重性的意义。 2．联系实际说明为什么要学习、研究管理学 参考答案 一、单项选择题 1．D2．C3．B4．A5．B6．C7．B 二、多项选择题 1．ABCDE2．ADE3．ABCDE4．ABCE5．ABCDE6．ACD7．BD 8．ABC 三、填空题 1．组织2．主体3．实践性，素质4．管理活动，管理过程 四、名词解释 1．管理：管理是一个过程，是让别人与自己一同去实现既定目标，是一切有组织的集体活动所不可缺少的要素。 2．管理学：是一门系统地研究管理过程的普遍规律、基本原理和一般方法的科学。 3．系统：是指有相互作用和相互依赖的若干组成部分结合而成的，具有特定功能的有机整体，系统本身又是他所从属的更大系统的组成部分。
《管理学》练习 管理活动与管理理论 一．单项选择题 1.管理者在作为组织的官方代表对外联络时，他扮演的角色是以下哪一方面（ C ） A.信息情报方面 B.决策方面 C.人际关系方面 D.业务经营方面 2.某管理者把大部分时间都花费在直接监督下属人员工作上，他一定不会是（ B ） A.工长 B.总经理 C.领班 D.车间主任 3.法约尔提出的组织中同级间的横向沟通被称为（ C ） A.等级原则 B.协商原则 C.跳板原则 D.秩序原则 4.科学管理理论是古典管理理论之一，科学管理的中心问题是（ A ）。 A．提高劳动生产率 B．提高工人的劳动积极性C．制定科学的作业方法 5.管理不能脱离组织而存在，同样，组织中必定存在管理。所以（ A ） A.管理的载体是组织 B.管理的对象是组织 C.管理的职能是组织 D.管理的目标是组织 6.人际技能是指“成功地与别人打交道并与别人沟通的能力”。包括对下属的领导能力和处理不同小组之间的关系的能力。因此，该项管理者的技能对于（ D ） A.高层管理最为重要 B.中层管理最为重要 C.基层管理不重要 D.所有管理层次的重要性大体相同 7.科学管理理论的主要特点之一是（ C ） A.实行以人为中心的管理 B.实行系统管理 C.把管理对象看作是封闭系统，集中研究企业内部的组织管理问题 D.把管理对象看作是开放系统，主要研究企业与环境的适应问题 8.管理职能是很多管理学家们研究的重要问题，最先提出管理职能的是（ B ） A.泰罗的著作《科学管理原理》 B.法约尔的著作《工业管理与一般管理》 C.梅奥的著作《工业文明中人的问题》 D.韦伯的著作《社会组织与经济组织》 9．着重考察有关环境的变数与相应的管理观念和技术之间的关系，以使采用的管理观念和技术有效地达到目标的管理理论是（ C ） A.数量管理理论 B.系统管理理论 C.权变管理理论 D.质量管理理论 10.管理的对象是（ C ） A.组织本身 B.组织的活动和过程 C.组织一切可以调动的资源 D.组织的目标 11.管理职能各有自己独特的表现形式，决策职能主要通过（ A ）表现出来。 A.方案的产生和选择 B.计划的制订
第一章管理与管理者 TRUE/FALSE 1. 管理自从有了人类集体活动以来就开始了。ANS: T 2. 管理就是对一个组织所拥有的物质资源和人力资源进行计划、组织、领导和控制，实现组织目标。ANS: F 3. 管理的基本活动对任何组织都有着普遍性，但盈利性组织比非盈利性组织更需要加强管理。ANS: F 4. 高层管理人员花在计划决策上的时间相对更多一些。ANS: T 5. 中级管理人员往往处理现场、指导操作等技术性工作较多。ANS: F 6. 组织中向外界发布信息的角色称为组织发言人。ANS: T 7. 计划工作之后自然就需要组织工作来发挥作用。ANS: T 8. 管理的有效性在于充分利用各种资源，以最少的消耗有效地实现组织目标。ANS: T 9. 基层第一线管理人员对操作者的活动进行日常监督管理。ANS: T 10. 部门经理属于高层管理人员。ANS: F 11. 管理人员的沟通联络活动属于决策方面角色的职能。ANS: F 12. 技术技能是指沟通、领导、激励下属的能力。ANS: F 13. 技术技能对管理人员非常重要，因为它能使管理人员通过分析确定问题的所在，得出解决的办法。ANS: F 14. 领导工作涉及为各项职务配备合适人选，并通过激励调动组织成员的积极性。ANS: F 15. 为达到共同目标而一起工作的群体是组织。ANS: T 16. 对人力、财力、物力、信息资源进行计划、组织、领导、控制活动的主体为管理人员。ANS: T 17. 负责组织成员的挑选、培训、使用、解雇等工作的管理人员是人事管理人员。ANS: T 18. 对基层第一线管理人员最重要的管理技能是技术技能。ANS: T
管理学知识要点 第一篇绪论 第一章管理与组织导论 1、管理者的定义和分类 2、管理的定义 3、管理的4大职能 4、明茨伯格的管理角色理论（3个方面） 5、卡茨的3种管理技能 6、权变理论（权变变量） 7、组织的定义 第二章管理的昨天和今天 1、管理的历史背景 2、泰罗的科学管理（4条原则） 3、亨利·法约尔的14条管理原则 4、马克思韦伯的官僚制组织 5、组织行为的4个早期倡导者（各自的理论简述） 6、霍桑实验（梅奥的结论） 7、当今管理面临的9个趋势（质量管理、学习型组织是重点） 第二篇定义管理者的领地 第三章组织文化与环境：约束力量
1、组织文化的定义 2、组织文化的7个评价维度 3、文化如何影响管理决策 4、具体环境和一般环境的构成 5、利益相关者的定义 6、利益相关者与管理者关系重要的原因 7、如何管理与利益相关者关系（4个步骤） 第四章全球环境中的管理 1、3种不同的全球观念 2、多国公司与跨国公司 3、组织走向全球化的3个阶段 4、民族文化的4个维度 第五章社会责任与管理道德 1、社会责任的定义 2、共享价值观的4个作用 3、组织走向绿色的4个方式 4、调节管理道德的4个因素 5、改善道德行为的方法 第三篇计划 第六章制定决策：管理者工作的本质
1、决策制定过程的8个基本步骤（识别决策问题→确认决策标准→为决策标准分配权重→开发备选方案→分析备选方案→选择备选方案→实施备选方案→评估决策结果） 2、决策具有普遍性（分布在管理的4种职能中） 3、问题和决策的类型（结构良好问题和程序化决策，结构不良问题和非程序化决策） 4、4种决策风格（命令型，分析型，概念型，行为型） 第七章计划的基础 1、计划的定义(182) 2、良好目标的特征（189） 3、目标设立的步骤（190） 4、计划工作的权变因素（191） 第八章战略管理 1、战略管理的定义 2、战略管理过程的8个步骤 3、组织战略的3种类型 4、公司大战略 5、竞争优势和5种竞争力量 6、3种竞争战略 第九章：计划工作的工具和技术 1、评估环境的3种技术（环境扫描，预测和标杆） 2、分配资源的4种技术（预算，排程，盈亏平衡分析和线性规划）
1. 管理自从有了人类集体活动以来就开始了。ANS: T 2. 管理就是对一个组织所拥有的物质资源和人力资源进行计划、组织、领导和控制，实现组织目标。ANS: F 3. 管理的基本活动对任何组织都有着普遍性，但盈利性组织比非盈利性组织更需要加强管理。ANS: F 4. 高层管理人员花在计划决策上的时间相对更多一些。ANS: T 5. 中级管理人员往往处理现场、指导操作等技术性工作较多。ANS: F 6. 组织中向外界发布信息的角色称为组织发言人。ANS: T 7. 计划工作之后自然就需要组织工作来发挥作用。ANS: T 8. 管理的有效性在于充分利用各种资源，以最少的消耗有效地实现组织目标。ANS:T 9. 基层第一线管理人员对操作者的活动进行日常监督管理。ANS: T 10. 部门经理属于高层管理人员。ANS: F 11. 管理人员的沟通联络活动属于决策方面角色的职能。ANS: F 12. 技术技能是指沟通、领导、激励下属的能力。ANS: F 13. 技术技能对管理人员非常重要，因为它能使管理人员通过分析确定问题的所在，得出解决的办法。ANS: F 14. 领导工作涉及为各项职务配备合适人选，并通过激励调动组织成员的积极性。ANS: F 15. 为达到共同目标而一起工作的群体是组织。ANS: T 16. 对人力、财力、物力、信息资源进行计划、组织、领导、控制活动的主体为管理人员。ANS: T 17. 负责组织成员的挑选、培训、使用、解雇等工作的管理人员是人事管理人员。ANS:T 18. 对基层第一线管理人员最重要的管理技能是技术技能。ANS: T 19. 制定战略目标是基层管理人员的工作。ANS: F 20. 管理的四项基本活动是计划、人事、经营、控制。ANS: F 21. 管理概念在不同国家间具有可转移性。ANS: F 22. 管理的首要职能是控制。ANS: F 23. 管理者是指挥别人活动的人。 ANS: T 24. 操作者不仅直接从事某项工作或任务，而且具有监督其他人工作的职责。ANS:F 1. 高层管理者的主要工作是（A） a. 决策 c. 协调 b. 控制 d. 领导 2. 管理的首要职能是（A） a. 计划 c. 领导 b. 组织 d. 控制 3. 首次提出计划、组织、指挥、协调、控制是管理的五大要素是（B ） a. 泰勒 c. 梅奥 b. 法约尔 d. 弗隆 4. 管理过程学派的创始人法约尔提出（D）五项管理职能，他们构成了一个完整的过程。
罗宾斯管理学
管理学 第一篇管理导论 第一章管理与组织导论 1.管理者：通过协调和监管其他人的活动以达到组织目标的人 2.基层管理者：最底层的管理人员，管理着非管理雇员所从事的工作，即生产产品或者向顾客提供服务，通常被称为主管，区域经理，部门经理或办公室主任。 3.中层管理者：包括所有处于基层和高层之间的各个管理层次的管理者，管理基层管理者，可能具有地区经理，项目主管，工厂厂长或者事业部主任的头衔。 4.高层管理者：负责为整个组织作出决策，制定计划和目标，从而影响整个组织，典型头衔通常是执行副总裁，总裁，执行董事，首席运行官，首席执行官。 5.组织：是对人员的精心安排，以实现某个特定目的。 6.组织的特征：明确的目标，精细的结构，人员。 7.管理：指的是协调和监管他人的工作活动，从而使他们有效率，有效果地完成工作。 8.效率：是指以尽可能少的投入获得尽可能多的产出，通常指“正确地做事”。 9.效果：通常是指“做正确的事”，即所从事工作活动有助于组织达到其目标。 10.管理职能：计划，组织，领导，控制。 计划——定义目标，确定战略，制定计划以协调活动 组织——决定需要做什么，怎么做，谁去做 控制——监控活动以确保它们按计划完成 11.明茨伯格的管理角色：人际关系角色，信息传递角色，决策制定角色。 人际关系角色——涉及人与人的关系以及其他礼仪性的和象征性的职责，包括挂名首脑（代表人），领导者和联络者。 信息传递角色——涉及收集，接受和传播信息，包括监听者，传播者和发言人 决策制定角色——需要作出决策或选择，包括企业家，混乱驾驭者，资源分配者和谈判者。 12.罗伯特.卡茨的管理技能：技术技能，人际技能，概念技能。 技术技能——是指熟练完成特定工作所需的特定领域的知识和技术，对于基层管理者更为重要。 人际技能——包括自己单独或在团队中与其他人和睦相处的能力，对于中层管理者更为重要。 概念技能——是管理者用来对抽象，复杂的情况进行思考和概念化的技能，对于高层管理者更为重要。 13.管理的普遍性：在所有组织环境中，管理者都必须计划，组织，领导，和控制。 附加模块一管理史 1.1911年弗雷德里克.温斯特.泰勒（科学管理之父）出版《科学管理原理》描述了科学管理理论：使用科学的方法来确定一种完成工作的“最佳方法”。
Chapter One: Managers and Management Multiple Choice Questions 1. When we classify managers according by their level in the organization they are described as _______. a. functional, staff and line managers b. top managers, middle managers and supervisors c. high level and lower level managers d. general managers and administrative managers 2. Conceptual skills relate to a manager’s ability to a. take a strategic view of how the parts of the organization function. b. solve detailed problems in groups. c. correctly evaluate organizational problems. d. understand and interact effectively with others in the organization. 3. The ability to build networks and power bases that increase one’s power in the organization is referred to as _____. a. influence skill b. political skill c. controlling d. strategic skill 4. A manager is someone who a. actually performs the service or produces the product. b. works anonymously behind the scenes. c. sets the goals of the organization. d. supervises the work of others. 5. Which of the following skills is most important for top managers (CEO’s)? a. Interpersonal b. Technical c. Functional d. Conceptual 6. A manager who has a reputation for being open and honest and understands how to motivate employees and customers is said to have good ________ skills. a. sales b. political c. Interpersonal d. technical 7. Annie’s Pies produces cakes and pies that come in 207 different flavors that are shipped across the USA. Each week, 3 or 4 new flavors are added. Annie’s produces high quality cakes and pies using the best ingredients, it wastes little, and few employees work overtime because the business operates a. effectively. b. reliably. c. efficiently. d. flexibly. 8. Doing a job in a way that achieves results without wasting any resources is referred to as being ______. a. effective. b. efficient
第一章 1.答：组织是对完成特定使命的人们的系统性安排。管理者是指挥别人活动的人,对一个组织来说，管理者起着十分重要的作用。他 们处于操作者之上，分为基层管理者、中层管理者和高层管理者。缺少任何一个层次的管理者，组织都不能有效的运作,也就不能成功。 2.答:效果是指组织目标的达成度，效率则是指组织投入与产出的关系，有效率的组织一定会使组织成本最小化。效率涉及活动的方 式,效果涉及活动的结果,他们相互联系。高效率与高效果相关联，低水平的管理通常是无效率和无效果或通过牺牲效率达到效果的。 一般来说,有效果的组织不一定是有效率的。某些组织可以不顾效率而直接达到效果。因此，管理不仅要注重效果,而且要尽可能的注重效率。 3.答:(1）计划包括规定组织的目标，制定整体战略以实现这些目标。以及将目标逐层展开以便协调和将各种活动一体化。（2）组织 包括决定组织要完成的任务是什么,谁去完成这些任务。这些任务怎样分类,谁向谁报告，以及各种决策应在哪一级上制定(3)领导包括激励下层,指导他们的活动，选择最有效的沟通渠道，解决组织成员间的冲突等。(4)控制包括监视组织的行动以确保按计划进行，纠正各种偏差使组织回到正确的轨道上来。 4.答：明茨伯格的10种角色实质上与四种管理职能是一致的,他提出的许多角色基本上可以归入一个或几个职能中，如资源分配角色 是计划的一部分,企业家角色也是属于计划职能。所有人际关系角色是属于领导职能。监听者角色属于控制职能,传播者属于组织职能，发言人领导职能,混乱驾驭者属于控制职能，谈判者则属于领导职能。 5.答:４种活动分别为：（１)传统管理：决策、计划和控制(2)沟通:交流例行信息和处理文书工作(3）人力资源管理:激励、惩戒、调节 冲突、人员配备和培训(4)网络联系:社交活动、政治活动和外界交往。平均的管理者强调的是传统管理,成功的管理者强调的是网络联系而有效的管理者强调的是沟通。 6.答：随着管理者在组织中的晋升,他们从事管理职能的程度在不断改变，他们将从事更多的计划工作和更少的直接监督职能。基层 管理者从事管理活动的比例从大到小分别为领导、组织、计划和控制。而中层管理者为领导、组织、计划和控制。高层领导者则为组织、计划、领导和控制。 7.答：大城市市长和公司总裁的工作具有共同性,都要作决策、设立目标、建立有效的组织结构,雇佣和激励员工，从法律上保障组织 的生存,以及获得内部的政治支持以实现计划。他们都要履行计划、组织、领导和控制职能。都要研究如何扮演决策制订者的角色。 当然也有区别,大城市市长衡量绩效的指标不是利润,它没有特别明确的指标，而公司总裁衡量绩效的指标是利润。 8.答:见2002年简答题４答案。 9.答:是根据高级经理所受的教育和经验，组织经营的业务类型,组织所在地区报酬的相对水平,以及作为一个管理者的有效程度。 第二章 1.答:（1)提高每个工人的劳动技巧和熟练程度。（2）节约用于变换工作浪费的时间。(３）有利于机器的发明和应用。（４）最终有利 于提高劳动生产率 2.答：产业革命使机械力迅速取代人力,并且使在工厂中制造商品更加经济。但在这种工厂中需要管理技能,管理者需要预测需求，指 挥生产活动,协调各种活动,为产品寻找市场，于是计划、组织、领导、控制就成为必不可少的了,也就增加了对规范的管理理论的需求。 3.答:科学管理是指应用科学方法确定从事某项工作的最佳方法,而不是工人过去的经验，它所需要做的一切都是为了提高劳动生产 率。当今的管理实践中提高组织的劳动生产率是一种必不可少的使命,因此也可以说科学管理为当今的管理实践指明了方向。 4.答:泰勒关心的是车间层的管理,采用的是科学方法;而法约尔关注的所有管理者的活动,并且是把他的个人经验上升为理论。泰勒是 一个科学家,而法约尔是一个管理者,是一个实践者。当然,法约尔与泰勒的管理原理也有相通之处,都强调工作分工，都强调个人利益服从整体利益、秩序、公平、首创精神和团结精神。 5.答:霍桑研究认为，行为与情绪是密切相关的；群体对个人行为有巨大影响；群体工作标准规定了单个工人的产量；在决定产量方 面，金钱因素比群体标准、群体情绪和安全感的作用要小。它对管理实践的贡献是导致在组织上如何发挥功能和获取目标方面对人的因素的重视，同时导致家长式管理的增多，改变了那种认为人与机器没有差别的观点。 6.答:过程方法包含和综合了当今的各种管理理论。它是指管理履行计划组织领导控制职能的过程。这些职能被看作是一个连续的循 环过程。因此过程方法更具综合性。 7.答:权变方法是指识别和响应情境变量变化的方法。它认为组织的管理应根据其所处的内外部环境的变化而变化。在实践中,管理者 应用权变方法就可以根据内外部环境而从事计划、组织、领导和控制职能;使组织的管理能跟上变化了的环境,而不至于使管理落伍。