大學(xué)管理學(xué)原理試題匯編

1、KeyforHomeworkChapter1Arealleffectiveorganizationsalsoefficient?Discuss.Ifyouhadtochoosebetweenbeingeffectiveorbeingefficient,whichonewouldyousayismoreimportant?Why?Answer:definitionofefficiencyandeffectiveness;relationshipbetweenthem.Bothefficiencyandeffectivenessareimportant.Goodmanagershouldconsi

2、derbothandbalancethem.5. Isthereonebest“style”ofmanagement?Whyorwhynot?Answer:no.studentscanrefertheknowledgeandresponsibilityofmanagementlevels,themanagementprocessperformedatdifferentlevel,managerialrolesindifferentsizeofbusiness,ormanagementskillsrequiredatdifferentlevel.8.Usingcurrentbusinessper

3、iodicals,findfiveexamplesofmanagersyouwoulddescribeasmastermanagers.Writeapaperdescribingtheseindividualsasmanagersandwhyyouthinktheydeservethistitle.Answer:dependonstudents'readingafterclass.6. Chapter3Explainhowamanagermightdealwithmakingdecisionsunderconditionsofuncertainty.Answer:definitiono

4、funcertainty.Refertotheboundedrationalmodelandintuitiondecisionmaking.7. Whydoyouthinkorganizationshaveincreasedtheuseofgroupsformakingdecisions?Whenwouldyourecommendusinggroupstomakedecisions?Answer:featureofproblemmanagerfacedtoday;advantagesofgroupdecisionmaking.Knowledgeofprerequisiteofgroupdeci

5、sionmakingandcriteriausedfordefiningeffectiveness.8. Findtwoexampleseachofprocedures,rules,andpolicies.Bringyourexamplestoclassandbepreparedtosharethem.Answer:Studentresponseswillvary.2. Chapter4WhatisaSWOTanalysisandwhyisitimportanttomanagers?Answer:SWOTanalysisreferstoanalyzingtheorganization'

6、iniernalstrengthsandweaknessesaswellasexternalopportunitiesandthreatsinordertoidentifyanichethattheorganizationcanexploit.HavingcompletedtheSWOTanalysis,theorganizationreassessesitsmissionandobjectives.Thisprocessprovidesthefoundationforplanningandanaccurateassessmentoftheorganizationinordertooperat

7、eandsucceed.3. Organizationsthatfailtoplanareplanningtofail.Doyouagreeordisagreewiththisstatement?Explainyourposition.Answer:Considerthereasonsforplanningandcriticismsofformalplan.Therelationshipbetweenplanningandperformance.FindexamplesincurrentbusinessperiodicalsofeachofPorter'sgenericstrategi

8、es.Namethecompany,describethestrategybeingused,andexplainwhyit'anexampleofthatstrategy.Besuretociteyoursources.Answer:considerthePorter'ssuggestionofcompetitivestrategychoosing.Chapter54.Withtheavailabilityofinformationtechnologythatallowsemployeestoworkanywhere,anytime,isorganizingstillanim

9、portantmanagerialfunction?Whyorwhynot?Answer:definitionoforganizing;influenceoftechnologytostructure.Informationtechnologyhaschangedthewayworkisdoneandthestructureisarranged.Organizingmaybeevenmoreessentialinavirtualenvironmentmadepossiblebyinformationtechnology.6. Classroomshavecultures.Describeyou

10、rclasscultureusingExhibit5-13.Howdoesitaffectyourinstructor?Howdoesitaffectyou?Answer:Studentresponseswillvarybasedontheclass.Drawanorganizationchartofanorganizationwithwhichyou'refamiliar(whereyouwork,astudentorganizationtowhichyoubelong,yourcollegeoruniversity,etc.).Beverycarefulinshowingthede

11、partments(orgroups)andespeciallybecarefultogetthechainofcommandcorrect.Bepreparedtoshareyourchartwiththeclass.Answer:Studentanswerswilldependontheorganizationthattheychoose.2. Chapter8Contrastlower-orderandhigher-orderneedsinMaslow'sneedshierarchy.Answer:Withineveryhumanbeing,thereexistsahierarc

12、hyoffiveneeds.Lower-orderneedsarephysiologicalneedsandsafetyneeds.Higher-orderneedsaresocialneeds,esteemneeds,andself-actualizationneeds.4.Whataresomeofthepossibleconsequencesofemployeesperceivinganinequitybetweentheirinputsandoutcomesandthoseofothers?Answer:Onthebasisofequitytheory,whenemployeesper

13、ceiveaninequity,theymight(1)distorteithertheirownorothers'inputsoroutcomes,(2)behaveinsomewaytoinduceotherstochangetheirinputsoroutcomes,(3)behaveinsomewaytochangetheirowninputsoroutcomes,(4)chooseadifferentcomparisonreferent,and/or(5)quittheirjob.6. Couldmanagersuseanyofthemotivationtheoriesora

14、pproachestoencourageandsupportworkforcediversityefforts?Explain.Answer:workforcediversitymeanspeoplearedifferent.Hierarchyofneedstheoryproposeindividualshavedifferentneedsandmanagersmotivatethemtosatisfytheirneeds.TheoryXandYassumepeoplearedifferentinhumannatureandmanagerswilltakedifferentmeasuresto

15、motivatethemrespectively.Equitytheoryisheavilydependentonemployeeperceptionandmanagersneedtobesensitivetoit.Expectancytheorywouldalsomeetpeople'sexpectationsthroughcommunication.3. Chapter9Doyouthinkthatmostmanagersinreallifeuseacontingencyapproachtoincreasetheirleadershipeffectiveness?Discuss.A

16、nswer:Yes,chooseonetheoryandanalyze.7. Researchhoworganizationscandevelopeffectiveleadersandwriteashortreportexplainingyourfindings.Answer:Fromtheearlystagesofrecruitingtotraininganddevelopment,organizationsneedtoidentifyfutureleadersearlyintheirtalentpoolandthenstrategicallyintegratetheminthesucces

17、sionplan.Itisanimperativefororganizationstomaximizetheirhumancapitalandconsistentlydevelopleadersateverylevel.Companiesmustcultivateleadersforsuccessfulorganizations.8. Whenmightleadersbeirrelevant?Answer:textbookpage260,substitutesforleadership.Characteristicsofemployeessuchasexperience,training,&q

18、uot;professional”orientation,orneedforindependencecanneutralizetheeffectofleadership.Jobsthatareinherentlyunambiguousandroutineorthatareintrinsicallysatisfyingmayplacefewerdemandsontheleadershipvariable.Organizationalcharacteristicsasexplicitformalizedgoals,rigidrulesandprocedures,orcohesiveworkgrou

19、pscanactintheplaceofformalleadership.4. Chapter10Doyouagreeor“Ineffectivecommunicationisthefaultofthesender.disagreewiththisstatement?Discuss.Answer:refertotheprocessofcommunication.6.Whyareeffectiveinterpersonalskillssoimportanttoamanager"ssuccess?Answer:theimportanceofcommunicationtomanager&q

20、uot;erpersonalskillsincludeactivelistening,feedbackskills,delegatingskills,conflictmanagement,negotiationskills.7. Researchthecharacteristicsofagoodcommunicator.Writeupyourfindingsinabulletedlistreport.Besuretociteyoursources.Answer:Studentanswerswillvary,althoughclarity,activelistening,seekingfeedback,etc.areallessen