羅賓斯《管理學(xué)》第九版題庫(kù)

1、精選優(yōu)質(zhì)文檔-傾情為你奉上Chapter 3 Organizational Culture In the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.False (easy)The current dominant assumption in management theory suggests managers are omnipotent.True (moderate)An organizational

2、culture refers to a system of shared meaning.True (moderate)Organizational culture is a perception, not reality.True (moderate)Strong cultures have more influence on employees than weak ones.True (moderate)An organization's founder has little influence on its culture.False (moderate)The link bet

3、ween values and managerial behavior is fairly straightforward.True (moderate)Multiple-Choice QuestionsWhat view suggests that managers are directly responsible for an organization's success or failure?a.Symbolic view of managementb.Autocratic view of managementc.Omnipotent view of management (mo

4、derate)d.Linear view of managemente.Quality view of managementOrganizational culture is similar to an individual's _.a.skillsb.personality (easy)c.motivationd.abilitye.knowledgeWhich of the following phrases is associated with the definition of organizational culture?a.Individual responseb.Share

5、d meaning (easy)c.Diversity of thoughtd.Explicit directionse.Internal growthThe organizational _ is (are) a system of shared meaning held by members that distinguish(es) the organization from other organizations.a.culture (easy)b.valuesc.ritualsd.structuree.hierarchyWhich of the following is not imp

6、lied by your text's definition of culture?a.Culture is a perception.b.Individuals tend to describe an organization's culture in dissimilar terms. (difficult)c.There is a shared aspect of culture.d.Organizational culture is a descriptive term.e.Research suggests seven dimensions to an organiz

7、ation's culture.Most organizations have _ cultures.a.very weakb.weak to moderatec.moderated.moderate to strong (moderate)e.strong to very strongWhat is the original source of an organization's culture?a.The organization's industryb.The organization's sizec.The organization's aged

8、.The organization's geographic locatione.The organization's founder (moderate)_ are repetitive sequences of activities that express and reinforce key values of the organization.a.Rituals (easy)b.Storiesc.Symbolsd.Languagee.HabitsOrganizational _ typically contain a narrative of significant e

9、vents or people.a.stories (moderate)anizational chartd.material symbolse.languageThe link between organizational values and managerial behavior is _.a.uncertainb.fairly straightforward (moderate)c.loose and difficult to seed.unimportante.hiddenScenarios and QuestionsCorporate Takeover

10、(Scenario)Todd works for SeaLan Tech, an environmental consulting firm that has just been purchased by Zerex, Inc., a biomedical research organization. Based on his early encounters with the new upper management from Zerex, he feels that SeaLan is a "lower-key, friendlier" organization. He

11、 is concerned that the new company will eliminate this companys old culture, and he does not like the prospects.106.If you were talking with Todd and asked him what the term culture meant, he would reply that, basically, it is a.the formal rules of an organization.b.the nationality of the workers in

12、 the company.c.a system of shared meaning. (easy)d.a system that reflects diversity and respect for differences.e.the nonverbal behaviors in an organization.107.Todd is concerned with the degree to which managers focus on results or outcomes rather than techniques and processes used to achieve those

13、 outcomes. He is concerned with _.a.stabilityb.aggressivenessc.team orientationd.outcome orientation (moderate)e.people orientation108.Todd notices that management is very concerned with the effects of outcomes on people within the organization. This is referred to as _.a.stabilityb.aggressivenessc.

14、team orientationd.outcome orientatione.people orientation (moderate)109.Todd is assessing the organization's _, the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.a.stability (moderate)b.aggressivenessc.team orientationd.outcome orientatione.

15、people orientation110.Todd has been learning the seven dimensions of organizational culture. Which of the following is not one of those seven dimensions?a.Stabilityb.Aggressivenessc.Team orientationd.Outcome orientatione.Member orientation (moderate)Changing Organizational Culture (Scenario)Mary has

16、 been asked by the company president to change the organizational culture to reflect the company's new organizational goals. As executive vice president, she certainly understands the goals, but is really not sure she understands what to do about the culture.111.Mary asked employees if they knew

17、 what constituted "good employee behavior." She found that very few understood and most had a variety of ideas. This is one indicationa.that her company has a strong culture.b.that her company has a weak culture. (moderate)c.that her company has no culture.d.that her company must have high

18、 turnover.e.that her company must not be productive.112.Mary also found out that in order to build a strong new culture, she should do all but which of the following?a.Utilize their recruitment efforts.b.Develop socialization practices to build culture.c.Encourage a high turnover rate.d.Have managem

19、ent make explicit what is valued in the organization. (difficult)e.Encourage employee commitment to organizational values.113.Mary was surprised to find that most organizational culture strengths area.weak.b.weak to moderate.c.moderate to strong. (moderate)d.strong.e.very strong.e.variedEssay Questi

20、ons123.In a short essay, identify and define the seven dimensions that make up an organizations culture.Answera. Innovation and risk takingdegree to which employees are encouraged to be innovative and take risksb. Attention to detaildegree to which employees are expected to exhibit precision analysi

21、s and attention to detailc. Outcome orientationdegree to which managers focus on results or outcomes rather than on how these outcomes are achievedd. People orientationdegree to which management decisions take into account the effects on people in the organizatione. Team orientationdegree to which w

22、ork is organized around teams rather than individualsf. Aggressivenessdegree to which employees are aggressive and competitive rather than cooperativeg. Stabilitydegree to which organizational decisions and actions emphasize maintaining the status quo(difficult)125.In a short essay, list and discuss

23、 the four most significant ways in which culture is transmitted to employees. Include specific examples of each to support your answer.Answera. Storiesorganizational stories typically contain a narrative of significant events or people including such things as the organizations founders, rule breaki

24、ng, and reactions to past mistakes. For instance, managers at Nike feel that stories told about the companys past help shape the future. Whenever possible, corporate “storytellers” (senior executives) explain the companys heritage and tell stories that celebrate people getting things done. These sto

25、ries provide prime examples that people can learn from.b. Ritualscorporate rituals are repetitive sequences of activities that express and reinforce the values of the organization, what goals are most important, which people are important, and which are expendable. One of the best-known corporate ri

26、tuals is Mary Kay Cosmetics annual meeting for its sales representatives. At the meeting, salespeople are rewarded for their success in achieving sales goals with an array of flashy gifts including gold and diamond pins, furs, and pink Cadillacs. This “show” acts as a motivator by publicly acknowled

27、ging outstanding sales performance.c. Material symbolsthe layout of an organizations facilities, dress attire, the types of automobiles top executives are provided, and the availability of corporate aircraft are examples of material symbols. Others include the size of offices, the elegance of furnishings, executive “perks,” the existence of employee lounges or on-site dining facilities, and reserved parking spaces for certain employees. These material s