管理組織復(fù)習(xí)資料VersionB

1、Version BI. Multiple Choice (30*2=60%)1.Which one of the following would not be considered a human skill in Katzs structure?a.decision municatingc.resolving conflictsd.working as part of a teame.listening to others2.According to Luthans research, successful managers spent more of their t

2、ime on _ than on any other activity.a.traditional managementb.human resource municatinge.hiring and firing3.Which of the following is a reason that the study of organizational behavior is useful?a.Human behavior does not vary a great deal between individuals and situations

3、.b.Human behavior is not random.c.Human behavior is not consistent.d.Human behavior is rarely predictable.e.Human behavior is often not sensible.4.In order to predict human behavior with any degree of accuracy, what sort of variables must be taken into account?a.globalb.generalc.dependentd.non-react

4、ivee.contingency5.What term is used to describe voluntary and involuntary permanent withdrawal from an organization?a.absenteeismb.turnoverc.downsizingd.truancye.social atrophy 6.Which of the following is not a biographical characteristic?a.political affiliationb.agec.sexd.tenuree.race7.Studies indi

5、cate that which of the following tends to decrease with increased tenure?a.job ductivityc.absenteeismd.raises and promotione.efficiency8.Any incompatibility between two or more attitudes or between behavior and attitudes results in _.anizational dissonanceb.cognitive dissonance

6、c.attitudinal clarificationd.values clarificatione.affective reactance9.The attitude-behavior relationship is likely to be much stronger if the attitude_.a.refers to something that the individual has direct personal experience withb.must be defended against the attitudes of society at large c.is per

7、ceived to be of little importanced.is related to organizational structuree.is not regularly discussed and examined10.What is the term used for the degree to which people like or dislike themselves?a.core self-evaluationb.authoritarianismc.locus of controld.Machiavellianisme.efficacy11. How would you

8、 describe an individual who is capable of presenting striking contradictions between who they are in public and who they are privately?a.low Machb.high Machc.low self-monitoringd.high self-monitoringe.narcissistic12.What is the difference between terminal and instrumental values, as proposed by Roke

9、ach?a.Terminal values are the goals that a person would like to achieve during his or her lifetime, while the instrumental values are the preferable modes of behavior in achieving these values.b.Instrumental values are the goals that a person would like to achieve during his or her lifetime, while t

10、erminal values are the preferable modes of behavior in achieving theses values.c.Terminal values are the highest values in a persons value system, while instrumental values are the ones that are most often used.d.Instrumental values are the values that are used in day to day life, terminal values ar

11、e those that come into play at times of great stress. e.Terminal values are the values shared by the group as a whole, instrumental values are the values that differ within a group and give rise to conflict.13.Shortcuts in judging others include all of the following except _.a.stereotypingb.halo eff

12、jectiond.self-serving biase.the Pygmalion effect14. What is the first step in the rational decision-making model?a.developing alternativesb.defining the problemc.identifying the decision criteriad.weighing the decision criteriae.collecting relevant data15.Jim is a student who cannot work at

13、writing a paper for more than 30 minutes, yet he can spend many hours writing comments on blogs. What accounts for the change in motivation in this case?a.his abilityb.the situationc.his personalityd.the congruencee.the structure of the task16.Maslows hierarchy of needs arranges those needs in which

14、 of the following orders?a.physiological, esteem, safety, social, and self-actualizationb.physiological, safety, social, esteem, and self-actualizationc.safety, physiological, esteem, social, and self-actualizationd.physiological, social, safety, esteem, and self-actualizatione. safety, physiologica

15、l, social, esteem, and self-actualization17.Which of the following is a behavior that would most likely be exhibited by a Theory X manager?a.She lets her employees choose their own goals.b.She trusts her employees to use discretion in most matters.c.She strictly controls the details of any project s

16、he is managing.d.She delegates authority extensively to junior managers.e.She honestly informs her employees of the likelihood that they will lose their jobs.18.Which of the following is a not a criticism of the two-factor theory?a.No overall measure of satisfaction is utilized.b.The research method

17、ology does not examine productivity.c.The theory is inconsistent with previous research.d.The system used by raters is too rigid and not open to interpretation.e.He assumed a strong relationship between satisfaction and productivity.19.The issue of whether or not intrinsic and extrinsic motivators a

18、re independent is considered in which theory?a.expectancyb.reinforcementc.equityd.cognitive evaluatione.two-factor20.What does MBO provide for the individual employee?a.specific personal performance objectivesb.precise job descriptionsc.explicit task objectives.d.clear direction and purposee.higher

19、salaries21.Helen is an office worker who processes health insurance forms. She has worked at her present job for three years. Initially she was criticized by her supervisor for sloppy work, but in the months after that improved considerably. Now she consistently processes her forms without errors an

20、d above quota. However she has found her supervisor has not responded to the extra effort she puts in, giving her no praise and no financial reward. Helen will most likely perceive that there is a problem in which of the following relationships?a.rewards-personal goalsb.performance-rewardc.effort-pe

21、rformanced.rewards-efforte. performance-achievement22.Which of the following is not one of the core job dimensions in the job characteristics model (JCM)?a.task significanceb.feedbackc.autonomyd.statuse.skill variety23.A trucking company routinely makes all of its office staff work for a week in the

22、 warehouse area: loading trucks, cleaning trucks, and doing other work which they are capable of. This program is an example of which of the following?a.job rotationb.job enlargementc.job enrichmentd.job sharinge.flextime24.Which of the following is an example of a piece-rate plan?a.time and a half

23、for overtimeb.$2 for each unit ductivity missione.none of the above25.Research on employee stock ownership programs indicates that they are clearly successful in doing which of the following?a.increasing employee satisfactionb.reducing salariesc.reducing stressd.increasing pro

24、ductivitye.increasing employee expectations26.The group type that is determined by the organization chart is the _ group.a.job b.work c.authority mand 27.Which is the stage of group development characterized by the development of close relationships and cohesiveness?a.bondingb.normingc.

25、performingd.initiatinge.forming28.If your group must take action, which size should be most effective?a.3b.7c.12d.24e.10029.Which type of team meets to discuss ways to improve quality, efficiency, and the work environment? a.self-managed b.virtual blem-solvingd.cross-functional mittee30.Wh

26、ich of the following is not one of the key components of effective teams?a.effective work designb.recognized company identityc.supportive contextual influencesd.well-managed team processese.appropriate team membershipIITrue or False(10*1=10%)1.Modern theorists have condensed Fayols five management f

27、unctions down to four: planning, organizing, commanding, and controlling.2.OB researchers cannot offer reasonably accurate explanations of human behavior since people act very differently in similar situations.3.Personal characteristics affecting perception include the time at which an object or eve

28、nt is seen.4.According to Herzberg, some factors lead to satisfaction, and if you remove these factors you create dissatisfaction.5.Changes in behavior attributed to reinforcement may also be explained in terms of goals, inequity, and expectancies.6.An employee in a gainsharing plan can receive ince

29、ntive awards even if the organization isnt profitable.7.High levels of conflict are always detrimental to group performance.8.The Hawthorne studies were initiated by Western Electric officials and later overseen by Harvard professor Elton Mayo.9.Group decisions generate higher quality decisions than

30、 individual decisions.10.The extensive use of teams creates the potential for an organization to generate greater outputs with no increase in inputs.III. Answering the following questions: (5*6=20%) 1.What is equity theory? Why has it been supplanted by organizational justice? (5%)2.What is attribut

31、ion theory? What are the three determinants of attribution? (5%)3.What are the Big Five personality traits? (5%)4.What is shaping, and how can it be used as a management tool? (5%)IV. Case Study: (10%)THE DANGERS OF GROUPTHINKSometimes, the desire to maintain group harmony overrides the importance o

32、f making sound decisions. When that occurs, team members are said to engage in “groupthink.” A civilian worker at a large Air Force base recalls the time that groupthink overcame her teams decision-making ability. She was a member of a process improvement team that an air force general formed to dev

33、elop a better way to handle the bases mail, which included important letters from high-ranking military individuals. The team was composed mostly of civilians, and it took almost a month to come up with a plan. The problem: The plan was not a process improvement. Recalls the civilian worker, “I was

34、horrified. What used to be 8 steps; now there were 19.” The team had devised a new system that resulted in each piece of mail being read by several middle managers before reaching its intended recipient. The teams new plan slowed the mail down considerably, with an average delay of two weeks. Even t

35、hough the team members all knew that the new system was worse than its predecessor, no one wanted to question the teams solidarity. The problems lasted for almost an entire year. It wasnt until the general who formed the team complained about the mail that the system was changed.During the dot-com b

36、oom of the late 1990s, Virginia Turezyn, managing director of Infinity Capital, states that she was a victim of groupthink. At first, Turezyn was skeptical about the stability of the boom. But after continually reading about startups turning into multimillion-dollar payoffs, she felt different. Ture

37、zyn decided to invest millions into several dot-coms, including I-drive, a company that provided electronic data storage. The problem was that I-drive was giving the storage away for free, and as a result the company was losing money. Turezyn recalls one board meeting at I-drive where she spoke up t

38、o no avail. “Were spending way too much money,” she screamed. The younger executives shook their heads and replied that if they charged for storage, they would lose their customers. Says Turezyn, “I started to think, Maybe Im just too old. Maybe I really dont get it. ” Unfortunately, Turezyn did get

39、 it. I-drive later filed for bankruptcy. Steve Blank, an entrepreneur, also fell victim to groupthink. Blank was a dot-com investor, and he participated on advisory boards of several Internet startups. During meetings for one such startup, a Web photo finisher, Blank tried to persuade his fellow boa

40、rd members to change the business model to be more traditional. Recalls Blank, “I went to those meetings and starting saying things like Maybe you should spend that $10 million you just raised on acquiring a customer base rather than building a brand. The CEO told me, Steve, you just dont get itall

41、the rules have changed. ” The team didnt take Blanks advice, and Blank says that he lost hundreds of thousands of dollars on the deal. According to Michael Useem, a professor at the University of Pennsylvanias Wharton College of Business, one of the main reasons that groupthink occurs is a lack of c

42、onflict. “A single devils advocate or whistle-blower faces a really uphill struggle,” he states. “But if you the naysayer have one ally that is enormously strengthening.” Questions1. What are some factors that lead to groupthink in the above cases? What can teams do to attempt to reduce groupthink f

43、rom occurring? (2%)2. How might differences in status among group members contribute to groupthink? For example, how might lower-status members react to a groups decision? Are lower-status members more or less likely to be dissenters? Why might higher-status group members be more effective dissenter

44、s? (3%)3. How do group norms contribute to groupthink? Could group norms guard against the occurrence of groupthink? As a manager, how would you try to cultivate norms that prevent groupthink? (3%)4. How might group characteristics such as size and cohesiveness affect groupthink? (2%) Answer SheetI.

45、 Black the right answer in! (30*2=60%)1A11D21C2C12A22D3B13D23A4E14B24B5B15B25A6A16B26E7C17C27B8B18D28B9A19D29A10C20A30BII、Write T or F in the black! (10*1=10%)1F6T2F7F3F8T4F9T5T10TIII. Answer: (4*5=20%)1.What is equity theory? Why has it been supplanted by organizational justice? (5%)Answer: The equ

46、ity theory says that employees compare their ratios of outcomes-to-inputs of relevant others and then respond to eliminate any inequities.(2%) .It has been somewhat supplanted because equity theory has focused on distributive justice which is the employees perceived fairness of the amount and alloca

47、tion of rewards among individuals. (2%) Organizational justice is broader and equity is now viewed from an overall perception of what is fair in the workplace. (1%)2.What is attribution theory? What are the three determinants of attribution? (5%)Answer: Attribution theory suggests that when we obser

48、ve an individuals behavior, we attempt to determine whether it was internally or externally caused. That determination depends largely on three factors: distinctiveness, consensus, and consistency. (3%) An implication for managers is that errors or biases distort attribution. For example, while maki

49、ng judgments about the behavior of other people, we tend to overestimate the influence of personal factors or internal factors and underestimate the influence of external factors. (2%)3.What are the Big Five personality traits? (5%)Answer: Extroversion Sociable, gregarious, and assertive (1%)Agreeab

50、leness Good-natured, cooperative and trusting(1%)Conscientiousness responsible, dependable and organized(1%)Emotional Stability calm, self-confident versus negative and depressed(1%)Openness to experience Curious, imaginative(1%)4.What is shaping, and how can it be used as a management tool? (5%)Ans

51、wer: - Shaping is a managerial tool that involves systematically reinforcing each successive step that moves an individual closer to the desired response. (1%)Managers can use all four methods of shaping behavior to teach employees to behave in ways that are most beneficial to the organization:Positive reinforcement - Providing a reward for a desired behavior (learning)Negative reinforcement - Removi