(完整word版)管理學(xué)第9版練習(xí)題英文版附答案1

1、Chapter 1 Introduction to Management and OrganizationsTRUE/FALSE QUESTIONSA MANAGER S DILEMMA1. Today s managers are just as likely to be women as they are.men2. Management affects employee morale but not a company s financial.performanceWHO ARE MANAGERS?3. In order to be considered a manager, an in

2、dividual must coordinate the work of others.4. Supervisors and foremen may both be considered first-line managers.WHAT IS MANAGEMENT?5. Effectiveness refers to the relationship between inputs and outputs.6. Effectiveness is concerned with the means of getting things done, while efficiency is concern

3、ed with the attainment of organizational goals.7. A goal of efficiency is to minimize resource costs.8. Efficiency is often referred to as“ doing things right. ”9. Managers who are effective at meeting organizational goals always act efficiently.WHAT DO MANAGERS DO?10. The four contemporary function

4、s of management are planning, organizing, leading, and controlling.11. Determining who reports to whom is part of the controlling function of management.12. Directing and motivating are part of the controlling function of management.13. Fayol s management functioanrse basically equivalent toMintzber

5、g s management roles.14. The roles of figurehead, leader, and liaison are all interpersonal roles.15. Disturbance handler is one of Mintzberg s interpersonal roles.16. Mintzberg isnformational management role involves receiving, collecting, and disseminating information.functio n bsepclanusneinigt i

6、nvolves the17. Mintzberg s resource allocation role is similar to Fayol coordination of employee s a.ctivities18. Resource allocation and disturbance handling are both considered decisional roles.19. A finance manager who reads the Wall Street Journal on a regular basis would be performing the figur

7、ehead role.20. Katz found that managers needed three essential skills: technical, human, and informational.21. Technical skills become less important as a manager moves into higher levels of management.22. Conceptual skills become less important as a manager moves into top management.23. Interperson

8、al skills involve a managers ability to think aabbbosutrtact situations.24. Coaching and budgeting are skills closely related to the management function of leading.25. Budgeting is a skill that is related to both planning and controlling.26. In today wsorld, organizational managers at all levels and

9、 in all areas need to encourage their employees to be on the look-out for new ideas and new approaches.27. Only first-line managers and employees need to be concerned with being customer-responsive.28. Innovation is only important in high-tech firms.WHAT IS AN ORGANIZATION?29. A distinct purpose is

10、important in defining an organization.30. A nontaxable organization, such as the United Way, cannot be considered an organization.MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer thamt ost completelyanswers the question.A MANAGER S DILEMMA31. Which of the following statements reg

11、arding managers in today s world is accurate?a. Their age range is limited to between 30 and 65.b. They are found only in large corporations.c. They can be found exclusively in for-profit organizations.d. The single most important variable in employee productivity and loyalty is the quality of the r

12、elationship between employees and their direct supervisors.32. According to data collected by Catalyst, a nonprofit research group, percent of corporateofficers in Fortune 500 companies are women.a. 55.3b. 15.7c. 39.7d. 21.9WHO ARE MANAGERS?33. Someone who works with and through other people by coor

13、dinating their work activities in order to accomplish organizational goals is .a. an assembly line workerb. a laborerc. a managerd. a salesperson34. In the past, nonmanagerial employees were viewed as employees who .a. reported to top executivesb. reported to middle managersc. supervised othersd. ha

14、d no others reporting to them35. Which of the following types of managers is responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization?a. first-line managersb. top managersc. production managersd. research managers36. All levels of ma

15、nagementbetween the supervisory level and the top level of the organization are termed .a. middle managersb. first-line managersc. supervisorsd. foremen37. Which of the following levels of managementis associatedwith positions such as executive vice president, chief operating officer, chief executiv

16、e officer, and chairman of the board?a. team leadersb. middle managersc. first-line managersd. top managers38. Agency heador plant manager is most likely associated with which of the following?a. team leadersb. middle managersc. first-line managersd. top managers39. The lowest level of management is

17、 .a. a nonmanagerial employeeb. a department of research managerc. a vice presidentd. a first-line manager40. Supervisor is another name for which of the following?a. team leaderb. middle managerc. first-line managerd. top manager41. Managers with titles such as regional manager, project leader, or

18、plant manager area. first-line managersb. top managersc. production managersd. middle managers42. Which of the following best reflects the management structure of a traditional organization? a. pyramid b. circlec. hub with spokesd. infinite line43. Division manager is associated with which of the fo

19、llowing levels of management?a. team leadersb. middle managersc. first-line managersd. top managersWHAT IS MANAGEMENT?44. is the process of getting activities completed efficiently and effectively with andthrough other people.a. Leadingb. Managementc. Supervisiond. Controlling45. The distinction bet

20、ween a managerial position and a nonmanagerial position is .a. planning the work of othersb. coordinating the work of othersc. controlling the work of othersd. organizing the work of others46. Which of the following is an example of an efficient manufacturing technique?a. cutting inventory levelsb.

21、increasing the amount of time to manufacture productsc. increasing product reject ratesd. decreasing product output47. Wasting resources is considered to be an example of managerial .a. efficiencyb. effectivenessc. inefficiencyd. ineffectiveness48. An automobile manufacturer that increased the total

22、 number of cars produced at the same cost, but with many defects, would be .a. efficient and effectiveb. increasing efficiencyc. increasing effectivenessd. concerned with inputs49. Effectiveness is synonymous with .a. cost minimizationb. resource controlc. goal attainmentd. efficiency50. Efficiency

23、refers to .a. the relationship between inputs and outputsb. the additive relationship between costs and benefitsc. the exponential nature of costs and outputsd. increasing outputs regardless of cost51. In successful organizations, .a. low efficiency and high effectiveness go hand in handb. high effi

24、ciency and low effectiveness go hand in handc. high efficiency and high effectiveness go hand in handd. high efficiency and high equity go hand in hand52. Whereas is concerned with the means of getting things done, isconcerned with the ends, or attainment of organizational goals.a. effectiveness; ef

25、ficiencyb. efficiency; effectivenessc. effectiveness; goal attainmentd. goal attainment; efficiencyWHAT DO MANAGERS DO?MANAGEMENT FUNCTIONS53. How many management functions were originally proposed in the early part of the twentieth century? a. three b. four c. five d. nine54. was a French industria

26、list who first identified the basic management functions.a. Weberb. Taylorc. Herzbergd. Fayol55. Today, the basic management functions are considered to be .a. planning, coordinating, staffing, and directingb. planning, organizing, leading, and directingc. commanding, organizing, leading, and staffi

27、ngd. planning, organizing, leading, and controlling56. Which of the following management functions from the mid-1950s is no longer included in the basic functions of management? a. commanding b. staffing c. leading d. controlling57. Writing an organizational strategic plan is an example of the manag

28、ement function.a. leading b. coordinating c. planning d. organizing58. Organizing includes .a. defining organizational goalsb. hiring organizational membersc. motivating organizational membersd. determining who does what tasks59. A manager resolving conflict among organizational members is performin

29、g what function?a. controllingb. commandingc. directingd. leading60. The process of monitoring, comparing, and correcting is called.a. controllingb. coordinatingc. leadingd. organizingMANAGEMENT ROLES61. developed a categorization scheme for defining what managersdo, consisting of 10 different but h

30、ighly interrelated roles.a. Henri Fayolb. Henry Fordc. Henry Mintzbergd. Henry Morris62. According to Mintzberg ' s management roles, the roles are those that involve peopleand other duties that are ceremonial and symbolic in nature.a. informationalb. interpersonalc. technicald. decisional63. Th

31、e roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more importantatthe levels of the organization.a. lowerb. middlec. higherd. supervisory64. Which of the following is not an example of a decisional role according to Mintzberg?a. spokespersonb. entrepreneurc. disturbance

32、handlerd. resource allocator65. A human resource manager attending a local Society for Human Resource Management meeting would be functioning in which role?a. informationalb. leaderc. liaisond. disseminator66. A finance manager who reads theWall Street Journal on a regular basis would be performing

33、which role?a. figureheadb. monitorc. disseminatord. interpersonal67. The role is more important for lower-level managers than it is for either middle- ortop-level managers.a. b. c. d.leader entrepreneur spokesperson disseminator68. The emphasis that managers give to various roles seems to be based o

34、n theira. organizational levelb. tenure with the organizationc. experience in their fieldd. personality69. Which of the following is not an example of an interpersonal role according to Mintzberg? a. figureheadb. leaderc. liaisond. spokesperson70. According to Mintzberg ' m anagement roles, the

35、roles involve receiving, collecting, and disseminating information.a. interpersonalb. informationalc. technicald. decisional71. All of the following are examples of informational roles according to Mintzberg excepta. liaisonb. monitorc. disseminatord. spokesperson72. Which of the following is not an

36、 example of a decisional role according to Mintzberg? a. spokespersonb. entrepreneurc. disturbance handler d. resource allocator73. All of the following are managerial roles that are more important at the higher levels of the organization except . a. leader b. disseminator c. figurehead d. negotiato

37、r74. Which of the fol lowing represents the most useful way of describing the manager' s job?a. roles b. functions c. skillsd. organizational level75. Many of Mintzberg ' roles align with the basic functions of management. For example, the role is a part of planning.a. figureheadb. leader c.

38、 liaison d. resource allocation76. All three of Mintzberginterpersonal roles are part of the function.a. organizing b. planning c. leading d. controllingMANAGEMENT SKILLS77. Which of the following identified the three essential managerial skills? a. Katzb. Lewisbergc. Rainesd. Chambers78. The three

39、essential managerial skills includea. technical, human, and empiricalb. human, empirical, and conceptualc. technical, interpersonal, and controllingd. technical, human, and conceptualskill for a building contractor.79. Understanding building codes would be considered aa. humanb. technicalc. conceptu

40、ald. empirical80. Which of the following is true concerning technical and managerial skills?a. Human skills and technical skills remain equally important as managers move to higher levels.b. Technical-skill needs remain necessary and human skills decrease as managers move to higher levels.c. Human s

41、kills remain necessary and technical-skill needs decrease as managers move tohigher levels.d. Both human-skill and technical-skill needs decrease as managers move to higher levels.81. Managers with good are able to get the best out of their people.a. human skillsb. conceptual skillsc. technical skil

42、lsd. visual skills82. Technical skills include .a. leadership and efficiency in a certain specialized fieldb. knowledge of and proficiency in a certain specialized fieldc. familiarity with and interest in a general field of endeavord. skill and interest in a general field of endeavor83. The ability

43、to work well with other people, both individually and in a group, requiresa. technical skillsb. assessment skillsc. planning skillsd. human skills84. Which of the following types of skills are described with terms such as abstract situations and visualization?a. interpersonalb. humanc. technicald. c

44、onceptual85. Which one of the following phrases is best associated with managerial conceptual skills?a. decision makingb. communicating with customersc. using information to solve business problemsd. product knowledge86. Which of the following skills are more important at lower levels of management,

45、 as these managers are dealing directly with employees doing the organization s work?a. humanb. technicalc. conceptuald. empirical87. Budgeting is associated with the management functions of planning and .a. directingb. organizingc. leadingd. controlling88. Mentoring is primarily associated with the

46、 management function of .a. planningb. organizingc. leadingd. controllingWHAT IS AN ORGANIZATION?89. An organization is .a. the physical location where people workb. a collection of individuals working for the same companyc. a deliberate arrangement of people to accomplish some specific purposed. a

47、group of individuals focused on profit making for their shareholders90. One of the common characteristics of all organizations is , which is typicallyexpressed in terms ofthe organization gosals.a. its peopleb. its goalsc. its systematic structured. its purpose91. One of the common characteristics o

48、f all organizationsis , which clarifies memberswork relationships.a. its peopleb. its goalsc. its deliberate structured. its purpose92. A deliberate arrangement of people to accomplish some specific purpose is .a. a structure.b. a process.c. an organization.d. an assembly operation93. A difference b

49、etween traditional organizations and new organizations is that the new organizations tend to be more .a. stableb. command orientedc. rule orientedd. dynamicWHY STUDY MANAGEMENT?94. Which of the following best describes the concept that management is needed in all types and sizes of organizations, no

50、 matter the country in which they re located?a. the partiality of managementb. the segmentation of managementc. the universality of managementd. the cultures of management95. Universality of management means that a. all managers in all organizations perform the four management functionsb. all manage

51、rs in all organizations can perform their job the same wayc. all organizations can hire any manager to perform the management jobsd. any manager can work in any organization and perform any management job96. As members of the general public, we have a vested interest in improving the way organizatio

52、ns are managed because .a. we stand to benefit personally from an individual organization s profitsb. we interact with organizations every single day of our livesc. if organizations don t i,mwperowvoen t have a place to work in the futured. organizations supply inputs to other organizations97. Organ

53、izations that are well managed .a. choose the best suppliers for their productsb. compete on an international basis because they have the best productsc. always have the lowest-cost productsd. develop a loyal customer base, grow, and prosper98. According to management expert Peter Drucker, managemen

54、t is about .a. profitsb. peoplec. planningd. participation99. Which of the following types of managerial positions is most likely to involve clerical duties?a. shift supervisorb. regional department headc. project managerd. chief executive officer100. A manager' s success is typically.a. depende

55、nt on how hard the manager worksb. how closely the manager supervises the employeesc. based on how skilled the manager is at the technical elements of the jobd. dependent on others ' work performance101. A primary responsibility of managers is creating a work environment thata. is safe and well

56、litb. is clean and organizedc. allows employees to do their work to the best of their abilityd. provides excellent customer service102. Managers often.a. are prevented from making business decisionsb. change their career paths during their work livesc. have opportunities to think creatively and use

57、their imaginationsd. must depend on their employees for guidance in dealing with superiors103. Which of the following represents a challenge of management?a. enjoy relatively easy workb. work with a variety of peoplec. have little influence on organizational outcomesd. have to deal with a variety of personalities104. Each of the following represents a challenge of managemenLexcept.a. must