管理學原理題庫(英文)

1、Chapter 1 Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to as

2、 doing things right.True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzbergs management roles, the informational role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less imp

3、ortant as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_ are organizational me

4、mbers who integrate and coordinate the work of others.a.Managers (easy)b.Team leadersc.Subordinatesd.Operativese.AgentsTypically, in organizations it is the _ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.a.tea

5、m leadersb.middle managersc.first-line managersd.top managers (easy)e.subordinates_ distinguishes a managerial position from a nonmanagerial one.a.Manipulating othersb.Concern for the lawc.Increasing efficiencyd.Coordinating and integrating others work (moderate)e.Defining market shareWhich of the f

6、ollowing is NOT an example of a decisional role according to Mintzberg?spokesperson (moderate)entrepreneurdisturbance handlerresource allocatornegotiatorWhich of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the o

7、rganizations work?human skillstechnical skills (easy)conceptual skillsempirical skillsUnderstanding building codes would be considered a _ skill for a building contractor.a.humanb.technical (easy)c.conceptuald.empiricale.functionalWhich of the following phrases is best associated with managerial con

8、ceptual skills?a.decision-making (easy)municating with customersc.motivating duct knowledgee.technical skillsAccording to the text, _ are not influenced by and do not interact with their environment.open systemsclosed systems (easy)flextime systemsreverse systemsforward systemsThe _

9、 view of a managers job implies that decisions and actions taken in one organizational area will impact other areas.a.systems (moderate)b.contingencyc.conceptuald.functionale.environmentalWhich of the following best describes the concept that management is needed in all types and sizes of organizati

10、ons, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country theyre located in?the partiality of managementthe segmentation of managementthe universality of management (moderate)the cultures of managementScenarios and QuestionsThe Busy Day

11、(Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several quest

12、ions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phils recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from hi

13、s high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just

14、another day in the glamorous life of a manager.Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?a.Herzbergb.Skinnerc.Mintzberg (easy)d.Fayole.MaslowWhen Don was meetin

15、g with Phil to discuss his performance concerns, he was operating in which management role?a.leader (difficult)b.figureheadc.monitord.disturbance handlere.spokesperson114.What role was Don performing when he gave the plant tour to the newspaper reporter?a.monitorb.figureheadc.disseminatord.spokesper

16、son (difficult)e.resource allocator115.When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?a.monitorb.disseminatorc.resource allocator (moderate)d.disturbance handlere.figureheadEssay QuestionsIn a short essay, disc

17、uss the difference between efficiency and effectiveness and include a specific example to support each concept.AnswerEfficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputsincluding resources such as people, money, and equipmentthey are

18、concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutti

19、ng inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as “doing things right”that is, not wasting resources. Effectiveness is often described as “doing the right things”that is, those work

20、 activities that will help the organization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the mea

21、ns of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions of management.AnswerPlanning involves the process of defining goals, establishing strategies for achieving those goals, and

22、 developing plans to integrate and coordinate activities.Organizing involves the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.Leading when managers motivate subordinates, influence indivi

23、duals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.Controlling to ensure that work is going as it should, managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting

24、 is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.AnswerTechnical skills include knowledge of an proficiency in a certain spec

25、ialized field, such as engineering, computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organizations work.Human skills involve the ability to work well with other people both indivi

26、dually and in a group. Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management.Conceptual skills these are the skill that managers must

27、 have to think and to conceptualize about abstract and complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most im

28、portant at the top management levels.(moderate)Chapter 2 Management Yesterday and TodayTrue/FalseAccording to Adam Smith, division of labor was an important concept.True (easy)In the Industrial Revolution, machine power began substituting for human power.True (easy) “Principles of Scientific Managem

29、ent” was written by Frederick Taylor.True (moderate)Frank Gilbreths best-known contribution to scientific management concerned selecting the best worker.False (moderate)Frederick Taylor is most associated with the principles of scientific management.True (easy)One could say that Fayol was interested

30、 in studying macro management issues, whereas Taylor was interested in studying micro management issues.True (moderate)Bureaucracy, as described by Weber, emphasizes rationality and interpersonal relationships.False (moderate)Decisions on determining a companys optimum inventory levels have been sig

31、nificantly influenced by economic order quantity modeling.True (moderate)Barnard, Follet, Musterberg, and Owen are all theorists are associated with the early organizational behavior approach.True (moderate)Multiple ChoiceAdam Smiths, The Wealth of Nations, put forth that the primary economic advant

32、age by societies would be gained from which of the following concepts?a.management planning and controlb.on-the-job trainingc.union representationd.fair employment legislatione.division of labor (difficult)Which of the following is not one of the four management approaches that grew out of the first

33、 half of this century?a.scientific managementb.general anizational behaviord.systems approach (easy)e.quantitativeAccording to the text, probably the best-known example of Taylors scientific management was the _ experiment.horse shoepig iron (moderate)blue collarfish tankWhich of

34、the following is NOT one of Taylors four principles of management?Develop a science for each element of an individuals work, which will replace the old rule-of-thumb method.Scientifically select and then train, teach, and develop the worker.Heartily cooperate with the workers so as to ensure that al

35、l work is done in accordance with the principles developed.Provide managers will less work than other employees so the managers can plan accordingly. (difficult)General administrative theory focuses ona.the entire organization. (easy)b.managers and administrators.c.the measurement of organizational

36、design relationships.d.primarily the accounting function.e.administrative issues affecting non-managerial employees.The fourteen principles of management are associated with whom?a.Weberb.Druckerc.Taylord.Gilbrethe.Fayol (moderate)Which of the following approaches to management has also been labeled

37、 operations research or management science?The qualitative approachThe quantitative approach (easy)The experimental approachThe theoretical approachWhich of the following would not be associated with the quantitative approach to management?rmation modelsb.critical-path schedulingc.systematic m

38、otivation of individuals (moderate)d.linear programminge.statisticsWithout question, the most important contribution to the developing field of organizational behavior came out of the _.Taylor Studies.Porter Studies.Parker Studies.Hawthorne Studies. (moderate)What scientist is most closely associate

39、d with the Hawthorne Studies?a.Adamsb.Mayo (easy)c.Lawlerd.Barnarde.FollettOne outcome of the Hawthorne studies could be described by which of the following statements?Social norms are the key determinants of individual work behavior. (moderate)Money is more important than the group on individual pr

40、oductivity.Behavior and employee sentiments are inversely related.Security is relatively unimportant.While groups are an important determinant of worker productivity, the individual him/herself is most important.Scenarios and QuestionsHISTORICAL BACKGROUND OF MANAGEMENTA Look Back (Scenario)Cindy Sc

41、hultz, tired from working with customers all day, decided to take a fifteen-minute nap to help clear her head before the 4:15 managers meeting. Her company had recently begun a re-engineering process as well as other changes requiring copious management input. As she leaned back in her chair, she wo

42、ndered if management science had always been this way and how it all began. As she napped, she dreamed that, along with Mr. Peebodi as her guide, she was traveling in the Management Way Back Machine that took her back through management history.106.One of the earliest sites Cindy visited was Adam Sm

43、iths home, author of The Wealth of Nations, which suggested that organizations and society would gain froma.time management.b.division of labor. (moderate)c.group work.d.quality management.e.time and motion studies.107.Cindy visited a bookstore where there was a book signing occurring. She looked do

44、wn and saw that the title of the book was Principles of Scientific Management and concluded that the author must bea.Adam Smith.b.Frank Gilbreth.c.Henry Gantt.d.Frederick Taylor. (easy)e.Henri Fayol.108.Cindy admired the works of Taylor and Gilbreth, two advocates ofa.scientific management. (moderat

45、e)anizational behavior.c.human resource management.d.motivation.e.leadership.109.Cindy spent some time visiting with _, a researcher she previously knew little about but who also contributed to management science by being among the first to use motion picture films to study hand-and-body motion

46、s and by devising a classification scheme known as a therblig.a.Henry Ganttb.Max Weberc.Chester Barnardd.Frank Gilbreth (moderate)e.Mary Parker FolletEssay QuestionsSCIENTIFIC MANAGEMENTIn a short essay, discuss Frederick Taylors work in scientific management. Next, list Taylors four principles of m

47、anagement.AnswerFrederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers inefficiencies. Employees used vastly different techniques to do the same job. The

48、y were inclined to “take it easy” on the job, and Taylor believed that worker output was only about one-third of what was possible. Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required

49、to do. Managers and workers were in continual conflict. Taylor set out to correct the situation by applying the scientific method to shop floor jobs. He spent more than two decades passionately pursuing the “one best way” for each job to be done.Taylors Four Principles of ManagementDevelop a science

50、 for each element of an individuals work, which will replace the old rule-of-thumb method.Scientifically select and then train, teach, and develop the worker.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been devel

51、oped.Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.(difficult)122.In a short essay, discuss the work in scientific management by Frank and Lillian Gilbreth.AnswerFrank Gilbreth is probably b

52、est known for his experiments in bricklaying. By carefully analyzing the bricklayers job, he reduced the number of motions in laying exterior brick from 18 to about 5, and on laying interior brick the motions were reduced from 18 to 2. Using the Gilbreths techniques, the bricklayer could be more pro

53、ductive and less fatigued at the end of the day. The Gilbreths were among the first researchers to use motion pictures to study hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be identified and eliminated. The Gilbreths also devised

54、a classification scheme to label 17 basic hand motions, which they called therbligs. This scheme allowed the Gilbreths a more precise way of analyzing a workers exact hand movements.(moderate)GENERAL ADMINISTRATIVE THEORISTS123.In a short essay, discuss the work of Henri Fayol as it relates to the g

55、eneral administrative approach to management. Next list and discuss seven of Fayols fourteen principles of management.AnswerFayol described the practice of management as something distinct from accounting, finance, production, distribution, and other typical business functions. He argued that manage

56、ment was an activity common to all human endeavors in business, government, and even in the home. He then proceeded to state 14 principles of managementfundamental rules of management that could be taught in schools and applied in all organizational situations.Fayols Fourteen Principles of Managemen

57、tDivision of work. specialization increases output by making employees more efficient.Authority managers must be able to give orders. Authority gives them this right. Along with authority, however, goes responsibility.Discipline employees must obey and respect the rules that govern the organization.

58、Unity of command every employee should receive orders from only one superior.Unity of direction the organization should have a single plan of action to guide managers and workers.Subordination of individual interests to the general interest the interests of any one employee or group of employees sho

59、uld not take precedence over the interests of the organization as a whole.Remuneration workers must be paid a fair wage for their services.Centralization this term refers to the degree to which subordinates are involved in decision making.Scalar chain the line of authority from top management to the

60、 lowest ranks in the scalar chain.Order people and materials should be in the right place at the right time.Equity managers should be kind and fair to their subordinates.Stability of tenure of personnel management should provide orderly personal planning and ensure that replacements are available to