管理創(chuàng)新考試小抄

1、管理創(chuàng)新專(zhuān)題復(fù)習(xí)題一、名詞解釋1. 建設(shè)性沖突 ：是指在目標(biāo)一致的基礎(chǔ)上，由于看法、方法不一致而產(chǎn)生的沖突，它的發(fā)生和結(jié)果，對(duì)組織有積極意義。這種沖突是對(duì)事不對(duì)人，沒(méi)有惡意，不傷感情，一般通過(guò)分析討論、民主集中就可解決。p82-832. 企業(yè)戰(zhàn)略：就是企業(yè)在對(duì)外部環(huán)境、內(nèi)部能力認(rèn)識(shí)的基礎(chǔ)上，對(duì)實(shí)現(xiàn)未來(lái)目標(biāo)所做的長(zhǎng)期規(guī)劃。p1383. 企業(yè)文化：是指在一定的社會(huì)大文化環(huán)境影響下，經(jīng)過(guò)企業(yè)領(lǐng)導(dǎo)者的倡導(dǎo)和全體員工的認(rèn)同與實(shí)踐所形成的整體價(jià)值觀念、信仰追求、道德規(guī)范、行為準(zhǔn)則、經(jīng)營(yíng)特色、管理風(fēng)格以及傳統(tǒng)和習(xí)慣的總和。p1194. 企業(yè)再造：是對(duì)企業(yè)業(yè)務(wù)流程進(jìn)行根本的再思考和徹底的再設(shè)計(jì)，簡(jiǎn)單地說(shuō)就是以

2、流程為中心，重新設(shè)計(jì)企業(yè)的經(jīng)營(yíng)、管理運(yùn)作方式。p41二、單項(xiàng)選擇題1. 在建設(shè)性沖突中，組織充滿活力，對(duì)環(huán)境變化反應(yīng)快，組織績(jī)效較高。此時(shí)( a ) a沖突水平適當(dāng) b. 沖突非常多 c. 沖突太激烈 d. 沒(méi)有或很少?zèng)_突2根據(jù)對(duì)“管理”定義的分析得出，管理的對(duì)象是 ( a )a. 組織活動(dòng)和組織資源 b. 組織目標(biāo) c. 組織資源 d. 組織活動(dòng)3繼農(nóng)業(yè)經(jīng)濟(jì)、工業(yè)經(jīng)濟(jì)之后的一種新的經(jīng)濟(jì)形態(tài)是 （ b ） a創(chuàng)新經(jīng)濟(jì) b.知識(shí)經(jīng)濟(jì) c.技術(shù)經(jīng)濟(jì) d.網(wǎng)絡(luò)經(jīng)濟(jì) 4企業(yè)組織結(jié)構(gòu)的核心內(nèi)容是( c )。a. 分工合作關(guān)系 b.實(shí)現(xiàn)企業(yè)目標(biāo) c. 權(quán)責(zé)利關(guān)系 d.一項(xiàng)管理職能5. 6西格瑪系統(tǒng)推行的特

3、定模式為dmaic，其中m指 （ d ） a改進(jìn) b.控制 c. 定義 d. 測(cè)量6羅賓斯認(rèn)為沖突來(lái)源于 ( d ) a. 個(gè)體行為 b.溝通因素 c.結(jié)構(gòu)因素 d.abc均正確7 .貝瑞和帕蘇拉曼歸納了三種顧客價(jià)值的方法：包括 ( d ) a.一級(jí)關(guān)系營(yíng)銷(xiāo) b. 二級(jí)關(guān)系營(yíng)銷(xiāo)c.三級(jí)關(guān)系營(yíng)銷(xiāo) d. abc均正確8. 人際關(guān)系理論對(duì)人性的基本假設(shè)，認(rèn)為人是 （ b ）a. 社會(huì)人 b.經(jīng)濟(jì)人 c. 復(fù)雜人 d.單純?nèi)?. 組織網(wǎng)絡(luò)化的極端形式是 （ a ） a虛擬化 b.扁平化 c.柔性化 d.分立化10. pdca循環(huán)圖的特點(diǎn)中不包括 （ b ） a周而復(fù)始 b.上情下達(dá) c.階梯式上升 d

4、.大環(huán)帶小環(huán)11. 現(xiàn)代企業(yè)發(fā)展的趨勢(shì)不包括以下那一項(xiàng)。 ( d) a.管理理念人本化 b.管理方法的柔性化c.管理運(yùn)作過(guò)程的虛擬化 d.管理技術(shù)的先進(jìn)化12. 羅賓斯認(rèn)為沖突來(lái)源于 ( d ) a. 個(gè)體行為 b.溝通因素 c.結(jié)構(gòu)因素 d.abc均正確三、判斷題（正確的在括號(hào)內(nèi)畫(huà)“”，錯(cuò)誤的畫(huà)“×”。按題號(hào)寫(xiě)在答題紙上。每小題2分，共20分）1.泰羅科學(xué)管理的中心問(wèn)題就是改善勞資關(guān)系。 × 2.效率與效果之間的差別可表述為：效果是使組織資源的利用成本達(dá)到最小化，而效率則是使組織活動(dòng)實(shí)現(xiàn)預(yù)定的目標(biāo)。 × 3.組織變革的阻力是消極的，應(yīng)予以杜絕。 × 4

5、.當(dāng)外部環(huán)境處于劇烈變化狀態(tài)時(shí)，企業(yè)可以通過(guò)建立一些臨時(shí)性的部門(mén)、通暢的信息傳遞、分權(quán)程度的提高，發(fā)揮員工的潛力，減少外部環(huán)境對(duì)企業(yè)造成的不利影響。 5.扁平型組織結(jié)構(gòu)有利于領(lǐng)導(dǎo)控制，但會(huì)影響下屬的工作積極性。 × 6.表彰和獎(jiǎng)勵(lì)能起到激勵(lì)的作用，批評(píng)和懲罰不能起到激勵(lì)的作用。 ×7.全面質(zhì)量管理強(qiáng)調(diào)的是全員參與和全過(guò)程的質(zhì)量管理。 8.現(xiàn)代沖突理論認(rèn)為，管理者應(yīng)盡可能防止和消除沖突。 ×9.管理幅度與管理層次成正比關(guān)系。 × 10電影院的觀眾是擁有特定的共同目標(biāo)的群體，所以，他們是一個(gè)組織。×四、簡(jiǎn)答題1.簡(jiǎn)述人本管理的有效方式。答：人本管理

6、的有效方式有p121、人本的工作環(huán)境。人本的工作環(huán)境要求組織從人出發(fā)，為工作者創(chuàng)造良好的工作環(huán)境。良好的工作環(huán)境包括物理環(huán)境、心理環(huán)境、文化環(huán)境。2工作設(shè)計(jì)中的人本思想。工作設(shè)計(jì)方法的演變、工作設(shè)計(jì)中的人本原則。3人本化的激勵(lì)方式，包括報(bào)酬激勵(lì)、目標(biāo)激勵(lì)、心里激勵(lì)、成就激勵(lì)和文化激勵(lì)。p12-172.簡(jiǎn)述扁平化組織的特點(diǎn)。p25答：所謂組織扁平化，就是通過(guò)破除公司自上而下的垂直高聳的結(jié)構(gòu)，減少管理層次，增加管理幅度，裁減冗員來(lái)建立一種緊湊的橫向組織，達(dá)到使組織變得靈活，敏捷，富有柔性、創(chuàng)造性的目的。它強(qiáng)調(diào)系統(tǒng)、管理層次的簡(jiǎn)化、管理幅度的增加與分權(quán)。1、扁平化組織與傳統(tǒng)的科層制組織有許多不同之處

7、。科層制組織模式是建立在以專(zhuān)業(yè)分工，經(jīng)濟(jì)規(guī)模的假設(shè)為基礎(chǔ)之上的，各功能部門(mén)之間界限分明。這樣建立起來(lái)的組織必然難以適應(yīng)環(huán)境的快速變化。而扁平化組織，需要員工打破原有的部門(mén)界限，繞過(guò)原來(lái)的中間管理層次，直接面對(duì)顧客和向公司總體目標(biāo)負(fù)責(zé)，從而以群體和協(xié)作的優(yōu)勢(shì)贏得市場(chǎng)主導(dǎo)地位的組織。扁平化組織的特點(diǎn)是：1.以工作流程為中心而不是部門(mén)職能來(lái)構(gòu)建組織結(jié)構(gòu)。公司的結(jié)構(gòu)是圍繞有明確目標(biāo)的幾項(xiàng)"核心流程"建立起來(lái)的，而不再是圍繞職能部門(mén)；職能部門(mén)的職責(zé)也隨之逐漸淡化。2.縱向管理層次簡(jiǎn)化,削減中層管理者。組織扁平化要求企業(yè)的管理幅度增大，簡(jiǎn)化繁瑣的管理層次，取消一些中層管理者的崗位，使企

8、業(yè)指揮鏈條最短。3.企業(yè)資源和權(quán)力下放于基層，顧客需求驅(qū)動(dòng)?；鶎拥膯T工與顧客直接接觸，使他們擁有部分決策權(quán)能夠避免顧客反饋信息向上級(jí)傳達(dá)過(guò)程中的失真與滯后，大大改善服務(wù)質(zhì)量，快速地響應(yīng)市場(chǎng)的變化，真正做到"顧客滿意"。4.現(xiàn)代網(wǎng)絡(luò)通訊手段。企業(yè)內(nèi)部與企業(yè)之間通過(guò)使用e-mail、辦公自動(dòng)化系統(tǒng)、管理信息系統(tǒng)等網(wǎng)絡(luò)信息化工具進(jìn)行溝通，大大增加管理幅度與效率。5.實(shí)行目標(biāo)管理。在下放決策權(quán)給員工的同時(shí)實(shí)行目標(biāo)管理，以團(tuán)隊(duì)作為基本的工作單位，員工自主作出自己工作中的決策，并為之負(fù)責(zé)；這樣就把每一個(gè)員工都變成了企業(yè)的主人。3.簡(jiǎn)述零缺陷控制體系的基本要點(diǎn)。答：p1064.企業(yè)文化理

9、論的含義和內(nèi)容體系是什么。答：p119、p1215.闡述企業(yè)組織在沖突管理時(shí)應(yīng)注意的原則。答：p87五、案例分析(共20分)1.學(xué)習(xí)型組織是由誰(shuí)提出來(lái)的? 美國(guó)麻省理工學(xué)院斯隆管理學(xué)院的彼得·圣吉教授2.建立學(xué)習(xí)型組織所進(jìn)行的五項(xiàng)修煉技能是什么? 1美國(guó)麻省理工學(xué)院斯隆管理學(xué)院的彼得·圣吉教授p44    2五項(xiàng)修煉技能，即p44   (1)系統(tǒng)思考。為了看見(jiàn)事物的整體。    (2) 自我超越。既指組織要超越自我，組織中的個(gè)人也要超越自我。 &

10、#160;      (3)改變心智模式。不同的人，對(duì)同一事物的看法不同，原因是他們的心智模式不同。    (4)建立共同愿景。愿景是指對(duì)未來(lái)的愿望。景象和意象    (5)團(tuán)隊(duì)學(xué)習(xí)團(tuán)隊(duì)學(xué)習(xí)是發(fā)展員工與團(tuán)體的合作關(guān)系，使每個(gè)人的力量能通過(guò)集體得以實(shí)現(xiàn)。    3 領(lǐng)導(dǎo)者應(yīng)如何科學(xué)的用人?領(lǐng)導(dǎo)者科學(xué)用人的藝術(shù)表現(xiàn)在： (1)知人善任的藝術(shù)。用人用其德才，不受名望、年齡、資歷、關(guān)系親疏所干擾。 (2)量才適用的藝術(shù)。幫助員工找到自

11、己最佳的工作位置。(3)用人不疑的藝術(shù)。對(duì)委以重任的員工，應(yīng)當(dāng)放手使用，合理授權(quán)，使他們能夠?qū)λ袚?dān)的任務(wù)全權(quán)負(fù)責(zé)。pdca循環(huán)在p106ag an employment tribunal clai emloyment tribunals sort out disagreements between employers and employees. you may need to make a claim to an employment tribunal if: you don't agree with the disciplinary action your employer ha

12、s taken against you your employer dismisses you and you think that you have been dismissed unfairly. for more informu, take advice from one of the organisations listed under fur ther help. employment tribunals are less formal than some other courts, but it is still a legal process and you will

13、need to give evidence under an oath or affirmation. most people find making a claim to an employment tribunal challenging. if you are thinking about making a claim to an employment tribunal, you should get help straight away from one of the organisations listed under further help. ation about d

14、ismissal and unfair dismissal, see dismissal. you can make a claim to an employment tribunal, even if you haven't appealed against the disciplinary action your employer has taken against you. however, if you win your case, the tribunal may reduce any compensation awarded to you as

15、 a result of your failure to appeal. remember that in most cases you must make an application to an employment tribunal within three months of the date when the event you are complaining about happened. if your application is received after this time limit, the tribunal will not usually accept i. if

16、 you are worried about how the time limits apply to you if you are being represented by a solicitor at the tribunal, they may ask you to sign an agreement where you pay their fee out of your compensation if you win the case. this is known as a damages-based agreement. in england and wales, your

17、 solicitor can't charge you more than 35% of your compensation if you win the case. you are clear about the terms of the agreement. it might be best to get advice from an experienced adviser, for example, at a citizens advice bureau.  to find your nearest cab, including those that give

18、 advice by e-mail, click on nearest cab. for more information about making a claim to an employment tribunal, see employment tribunals. the (lack of) air up there watch m cay man islands-based webb, the head of fifa's anti-racism taskforce, is in london for the football association'

19、;s 150th anniversary celebrations and will attend city's premier league match at chelsea on sunday. "i am going to be at the match tomorrow and i have asked to meet ya ya toure," he told bbc sport. "for me it's about how he felt and i would like to speak to him first to find o

20、ut what his experience was." uefa has opened disciplinary proceedings against cska for the "racist behaviour of their fans" during city's 2-1 win. michel platini, president of european football's governing body, has also ordered an immediate investigation into t

21、he referee's actions. cska said they were "surprised and disappointed" by toure's complaint. in a statement the russian side added: "we found no racist insults from fans of cska." age has reached the end of the beginning of a word. may be guilty in his seems to passing a

22、lot of different life became the appearance of the same day; may be back in the past, to oneself the paranoid weird belief disillusionment, these days, my mind has been very messy, in my mind constantly. always feel oneself should go to do something, or write something. twenty years of life trajecto

23、ry deeply shallow, suddenly feel something, do it.一字開(kāi)頭的年齡已經(jīng)到了尾聲?；蛟S是愧疚于自己似乎把轉(zhuǎn)瞬即逝的很多個(gè)不同的日子過(guò)成了同一天的樣子；或許是追溯過(guò)去，對(duì)自己那些近乎偏執(zhí)的怪異信念的醒悟，這些天以來(lái)，思緒一直很凌亂，在腦海中不斷糾纏?？傆X(jué)得自己似乎應(yīng)該去做點(diǎn)什么，或者寫(xiě)點(diǎn)什么。二十年的人生軌跡深深淺淺，突然就感覺(jué)到有些事情，非做不可了。the end of our life, and can meet many things really do?而窮盡我們的一生，又能遇到多少事情是真正地非做不可？ during my childhoo

24、d, think lucky money and new clothes are necessary for new year, but as the advance of the age, will be more and more found that those things are optional; junior high school, thought to have a crush on just means that the real growth, but over the past three years later, his writing of alumni in pe

25、ace, suddenly found that isn't really grow up, it seems is not so important; then in high school, think don't want to give vent to out your inner voice can be in the high school children of the feelings in a period, but was eventually infarction when graduation party in the throat, later aga

26、in stood on the pitch he has sweat profusely, looked at his thrown a basketball hoops, suddenly found himself has already can't remember his appearance. baumgartner the disappointing news: mission aborted. r plays an important role in this mission. starting at the ground, conditions have to be v

27、ery calm - winds less than 2 mph, with no precipitation or humidity and limited cloud cover. the balloon, with capsule attached, will move through the lower level of the atmosphere (the troposphere) where our day-to-day weather lives. it will climb higher than the tip of mount everest (5.5 miles/8.8

28、5 kilometers), drifting even higher than the cruising altitude of commercial airliners (5.6 miles/9.17 kilometers) and into the stratosphere. as he crosses the boundary layer (called the tropopause),e can expect a lot of turbulence. we often close ourselves off when traumatic events happen in our li

29、ves; instead of letting the world soften us, we let it drive us deeper into ourselves. we try to deflect the hurt and pain by pretending it doesnt exist, but although we can try this all we want, in the end, we cant hide from ourselves. we need to learn to open our hearts to the potentials of life and let the world soften us.生活發(fā)生不幸時(shí)，我們常常會(huì)關(guān)上心門(mén)；世界不僅沒(méi)能慰藉我們，反倒使我們更加消沉。我們假裝一切仿佛都不曾發(fā)生，以此試圖忘卻傷痛，可就算隱藏得再好，最終也還是騙不了自己。既然如此，何不嘗試打開(kāi)心門(mén)，擁抱生活中的各種