2013管理學(xué)原理(雙語(yǔ))各章課后作業(yè)題答題要點(diǎn)

1、精選文檔 6 2013 Fun dame ntals of Man ageme nt Refere ntial an swers for assig nments both planning, man agerial Chap ter1: Man agers and Man ageme nt Q4 Is your course instructor a manager? Discuss in terms of orga nizin g, lead ing, and con trolli ng. Also discuss using Min tzberg roles app roach. An

2、swer - A college in structor is both an in dividual con tributor and a man ager. Planning (defines class goals, establishes plans for achieving goals, and develops less on plan s), orga nizin g(executi on and class p artic ip ati on), leadi ng(motivat ing stude nts, direct the activities of others,

3、select the most effective com muni cati on cha nn el, resolve con flicts) , con trolli ng(grad in g). Min tzberg man agerial roles: Interpersonal roles: the roles of leader and liais on. In formatio nal roles: mon itor and dissem in ator. Decisi onal roles: disturba nee han dler and resource allocat

4、or. Q7 Why are man agers imp orta nt to orga ni zati ons? Answer - Managers are individuals in an organization who direct and oversee the activities of others. Man agers p erform man agerial activities that en sure to achieve orga ni zati onal goals effectively and efficie ntly. Pro vid ing details

5、about man ageme nt levels. (PI ease refer to p age 5-6) Q9 An article by Gary Hamel in the February 2009 issue of Harvard Bus in ess Review addresses how man ageme nt must be reinven ted to be more releva nt to today world? Get a copy of that article. Choose one of the 25 grand challe nges iden tifi

6、ed. Discuss what it is and what it means for the way that orga ni zati ons are man aged. Answer - The 25 grand challenges include: ensure management serves a higher purp ose, reduce fear and in crease trust, reinvent the means of con trol, redefi ne the work of leadersh ip, expand and expl oit diver

7、sity, etc. Choose one of them and discuss. Chapter3: Foun dati ons of Decisi on Making Q1 Why is decisi on making ofte n described as the esse nee of a man ager job? An swer -Decisi on making is a p rocess of res ponding to a p roblem by search ing for and selecting a solution or course of action th

8、at will create value for organisational stakeholders. Everyth ing that a man ager does in term of planning, orga nizin g, leadi ng and con trolli ng invo Ives decisi on making. Man agers in orga ni zati ons also are called decisi on makers. Q3 “ Because managers have software tools to use, they shou

9、ld be able to m ake more rati onal decisi ons. Do you agree or disagree with this stateme nt? Why? Answer -Disagree. Decision making is a complex process which needs information, skills, experiences and creativity. Software tools will allow managers easily gather in formatio n and an alyze it, but i

10、t is doubtful software tools can make man agers more rati on al, as software tools do not make decisi ons. Rati onal decisi on maki ng means maki ng logical and con siste nt choices to maximize value. Rational decision making must satisfy several assumptions. However, the reality is full of uncertai

11、nty and risk. Managers decision making still will not be p erfectly rati onal by using software tools. Q4 Is there a differenee between wrong decisions and bad decisions? Why do good managers sometimes make wrong decisions? Bad decisions? How might man agers improve their decisi on maki ng skills? A

12、nswer -Wrong decisions can not help to achieve organizational goals, bad decisions do hel p to achieve goals but may not maximize value or solve p roblems in a large expen se. In additi on to un certa inty and risk, time p ressure, incomp lete in formati on in today s environmenid limited capacity m

13、ake managers often use intuition to make decisi ons, so good man agers sometimes also make wrong or bad decisi ons. Man agers can imp rove decisi on mak ing skills by focus on what is more imp orta nt, logic and con siste ncy, gatheri ng releva nt in formati on, ble nding subjective and objective th

14、inking with an alysis and remai ning flexible, etc. Chapter4: Foun dati ons of Planning Q2 Describe in detail the six-ste p strategic man ageme nt p rocess. Answer - The six-step strategic management process invoIves: Identify the organizationcusent mission, goals, and strategies; External analysis

15、(identify opportunities and threats); Internal analysis (identify strengths and weaknesses); Formulate strategies, i mp leme nt strategies and evaluate results. (PI ease refer to p age 87-89 ) Q5 Un der what circumsta nces do you believe MBO would be the most useful? Discuss. Answer -MBO is a proces

16、s of setting mutually agreed-upon goals and using those goals to evaluate empioyee performanee. MBO makes objectives operational by cascadi ng them dow n through the orga ni zatio n. Un der circumsta nces where empio yee commitme nt is imp orta nt, where con crete goals help a company directs its ef

17、forts, when there is a need coordination and com muni cati on in a company, etc. Q9 Do a personal SWOT analysis. Assess your personal strengths and weak nesses (skills, tale nts, abilities). What are you good at? What are you not so good at? What do you enjoy doing? Not enjoy doing? Then, identify c

18、areer opportun ities and threats by researchi ng job prosp ects in the in dustry you re in terested in. Look at trends and p rojecti ons. You might want to check out the in formatio n the Bureau of Labor Statistics pro vides on job prosp ects. Once you have all this information, write a specific car

19、eer action plan. Outline five-year career goals and what you n eed to do to achieve those goals. Answer -SWOT analysis is an analysis of an organization strengths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can expl oit. The an swer will vary

20、based on stude nts. (PI ease refer to p age 88-89) Chapter5: Orga ni zati onal Structure and Culture Q2 Can an organizati on structure be changed quickly? Why or why not? Should it be cha nged quickly? Why or why not? Answer -Yes, an organization s structure can be changed quickly. Howevspeed of cha

21、nging an organization s structure depends on its size. A smzatioigaain cha nge its structure more rap idly tha n a large orga ni zatio n. But a large orga ni zati on can change its structure and does in response to the changing environment and strategy. Whether an organization structure should be ch

22、anged quickly or not depe nds on the orga ni zati on s strategy, the en vir onment and the form of tech no logy it uses. Q5 Researchers are now say ing that efforts to sim plify work tasks actually gave n egative results for both companies and their empio yees. Do you agree? Why or why not? Answer -

23、Facing today s competitive environment, managers need to consider how to allocate limited resources and group activities to achieve orga ni zatio nal goals. Make the right person do the right task. Sim plify work tasks can have po sitive results for companies and empio yees. For exa mp le, work sp e

24、cializati on makes efficie nt use of the diversity of skills that empio yees hold. Q8 P ick two companies that you in teract with freque ntly (as an empio yee or as a customer) and assess their culture accord ing to the culture dime nsions show n in exhibit5-13. Answer - The answer will vary based o

25、n the companies students choose. Culture dime nsions in clude: atte nti on to detail, outcome orie ntati on, people orie ntati on, team orie ntatio n, aggressive ness, stability, inno vati on and risk tak ing. Chap ter8 : Motivating and Rewarding Empio yees Q1 Most of us have to work for a liv ing,

26、and a job is a cen tral part of our lives. So why do man agers have to worry so much about empio yee motivati on issues? Answer -Motivation refer s to the process by which a person s efforts are energized, directed, and susta ined toward atta ining a goal. Eve n though most of us have to work and th

27、erefore need a job, managersstill have to worry about empioyee motivation issues. Empio yees are not always willi ng to put effort to do their job well. Empio yee can work for different rewards: money, recognition, achievement, affiliation, power and so on. Motivati on can lead to higher p roductivi

28、ty, i mprove empio yee satisfact ion, reduce the high cost of empioyee turnover and maintaining the competitive edge. Motivati on p lays a critical role in achiev ing orga ni zati onal goals. Q3 What role would money play in (a)the hierarchy of needs theory, (b)two-factor theory, (c)equity theory, (

29、d)expectancy theory, and (e)motivating empio yees with a high aAch? An swer -(a) Money might be a security n eed, pro vid ing shelter, food, and cloth ing, or it could be a self-esteem n eed in giving the in dividual a sense of self-worth. (b) Money is a hygie ne factor. (c) Money becomes a measure

30、of fair ness Is my raise, salary approp riate to my p ositi on? (d) Money is releva nt only to the degree the in dividual p erceives that the mon etary reward is approp riate for the amount of effort put forth. (e) Money could be see n as a way to measure success. Q6 Many job desig n exp erts who ha

31、ve studied the cha nging n ature of work say that people do their best work when they are motivated by a sense of purpose rather tha n by the pu rsuit of mon ey. Do you agree? Explain your po siti on? What are the imp licatio ns for man agers? Answer - The answer will vary. Empioyees come to organiz

32、ations with different n eeds, skills, abilities and in terests. Empio yees n eed to coop erate with others in today s diverysiand competitive environment. People do not work only for money, such as pro fessi onal and tech ni cal empio yees, whose chief reward is the work itself. Empio yee can work f

33、or other rewards: recog niti on, achieveme nt, affiliati on or po wer. Man agers should focus more on the sense of purpose and look at differe nt types of rewards that hel p motivate empio yees. Chapter9: Leadership and Trust s contingpean? Be Q2 What would a man ager n eed to know to use Fiedler sp

34、 ecific. Answer - The Fiedler contingency model proposed effective group performanee depends on the pr(per match between the leader s style of interaction and the degree to which the situati on gives con trol and in flue nee to the leader. He isolated three situati onal criteria leader-member relati

35、 ons, task structure, and p ositi on po wthat can be manipu lated to create the proper match with the behavioral orie ntatio n of the leader. Fiedler argued that leadershi p style is inn ate to a p erson you can cha nge your style. It is necessary to match the leader with the situation based on thre

36、e situati onal criteria. (PI ease refer to p age 247-249) s personal characteristics or Q5 Do you think trust evolves out of an in dividual out of sp ecific situati ons? Explain. Answer -Both, trust is in a person given certain circumstances. Some individuals are always trusted regardless of circums

37、ta nces; others can be trusted to res pond in p redictable ways in differe nt circumsta nces. Q6 Do followers make a differe nee in whether a leader is effective? Discuss. An swer - Yes, the ability to in flue nee others outside of one own authority and to p erform bey ond exp ectati ons are esse nt

38、ial to high p erform ing orga ni zati ons and are characteristic of leaders. Leaders have followers. Followers make significant contribution to leaders effectiveness. Successful leadership is contingent on the follower fevel of read in ess. Readi ness refers to the exte nt that people have the abili

39、ty and the willi ngn ess to acco mp lish a sp ecific task. Regardless of what the leader does, effective ness depends on the acti ons of his or her followers. ChapterlO: Communi cati on and In terpers onal Skills Q1 Which type of com muni cati on do you thi nk is most effective in a work setti ng? W

40、hy? An swer -Each com muni cati on method has its own ben efits and drawbacks. No one method is appropriate in all circumstances. Justify your choice based on the adva ntages of com muni cati on type that you choose. (PI ease refer to p age 270-272) Q3 Which do you thi nk is more imp orta nt for a m

41、an ager: sp eak ing accurately or liste ning actively? Why? Answer - The answer will vary. Students may think listening actively is more important. Actively listening refers to listening for full meaning without making premature judgme nts or interp retati ons, dema nds total concen tratio n. Correc

42、t in formati on can not be retur ned to empio yees if man agers have not liste ned actively and correctly heard the in formatio n request. Stude nts also can make argume nt that it is more imp orta nt for the man ager to sp eak accurately to beg in with. Q5 Is in formatio n tech no logy hel ping man

43、 agers be more efficie nt and effective? Explain your an swer. An swer- Yes, i nformatio n tech no logy is hel ping man agers to be more efficie nt and effective. It can improve a manager s ability to manager empioyees performanee. can allow empio yees to have more compi eted in formati on to make d

44、ecisi on s. It has pro vided empio yees more opportun ities to collaborate and share in formati on. Cha pterll: Foundations of Control Q3 How are planning and con trol lin ked? Is the con trolfun ctio n lin ked to the orga nizing and leadi ng functions of man ageme nt? Explain? s go Answer -The control process assumesthat standards of performanee already exist. They are created in the planning function. Objectives are the sta