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1、Chapter 1 Introduction to Management and OrganizationsEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera. Efficiency refers to getting the most output from the least amount of inputs. Because man
2、agers deal with scarce inputsincluding resources such as people, money, and equipmentthey are 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 assistan
3、ce products, efficient manufacturing techniques were implemented by doing things such as cutting 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 wast
4、ing resources. b. Effectiveness is often described as “doing the right things”that is, those work 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 w
5、ork programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means 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.Answera. Pla
6、nning involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.b. 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
7、 whom, and where decisions are to be made.c. Leading when managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.d. Controlling to ensure that work is going as it
8、 should, managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting 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
9、 associated with being a manager.Answera. Technical skills include knowledge of an proficiency in a certain specialized 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 em
10、ployees doing the organizations work.b. Human skills involve the ability to work well with other people both individually 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. Thes
11、e skills are equally important at all levels of management.c. Conceptual skills these are the skill that managers must 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
12、among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.(moderate)Chapter 2 Management Yesterday and TodayEssay QuestionsSCIENTIFIC MANAGEMENTIn a short essay, discuss Frederick Taylors work in scienti
13、fic management. Next, list Taylors four principles of management.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 u
14、sed vastly different techniques to do the same job. They 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 abi
15、lities and aptitudes with the tasks they were required 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
16、.Taylors Four Principles of Managementa. Develop a science for each element of an individuals work, which will replace the old rule-of-thumb method.b. Scientifically select and then train, teach, and develop the worker.c. Heartily cooperate with the workers so as to ensure that al work is done in ac
17、cordance with the principles of the science that has been developed.d. 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 managemen
18、t by Frank and Lillian Gilbreth.AnswerFrank Gilbreth is probably best 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
19、. Using the Gilbreths techniques, the bricklayer could be more productive 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 e
20、ye could be identified and eliminated. The Gilbreths also devised 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 s
21、hort essay, discuss the work of Henri Fayol as it relates to the general 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, distrib
22、ution, and other typical business functions. He argued that management 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
23、 organizational situations.Fayols Fourteen Principles of Managementa. Division of work. specialization increases output by making employees more efficient.b. Authority managers must be able to give orders. Authority gives them this right. Along with authority, however, goes responsibility.c. Discipl
24、ine employees must obey and respect the rules that govern the organization.d. Unity of command every employee should receive orders from only one superior.e. Unity of direction the organization should have a single plan of action to guide managers and workers.f. Subordination of individual interests
25、 to the general interest the interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.g. Remuneration workers must be paid a fair wage for their services.h. Centralization this term refers to the degree to which subordinates are
26、 involved in decision making.i. Scalar chain the line of authority from top management to the lowest ranks in the scalar chain.j. Order people and materials should be in the right place at the right time.k. Equity managers should be kind and fair to their subordinates.l. Stability of tenure of perso
27、nnel management should provide orderly personal planning and ensure that replacements are available to fill vacancies.m. Initiative employees who are allowed to originate and carry out plans will exert high levels of effort.n. Esprit de corps promoting team spirit will build harmony and unity within
28、 the organization.(difficult)124.In a short essay, discuss Max Webers contribution to the general administrative approach to management.AnswerMax Weber was a German sociologist who studied organizational activity. Writing in the early 1900s, he developed a theory of authority structures and relation
29、s. Weber describes an ideal type of organization he called a bureaucracya form or organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships. Weber recognized that this “ideal bureaucracy” didnt exist in reality. Instead
30、 he intended it as a basis for theorizing about work and how work could be done in large groups. His theory became the model structural design for many or todays large organizations. (easy)TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR125.In a short essay, describe the Hawthorne Studies. Next, discuss
31、 the role of Elton Mayo in these studies and some of the findings of his research.AnswerWithout question, the most important contribution to the developing OB field came out of the Hawthorne Studies, a series of studies conducted at the Western Electric Company Works in Cicero, Illinois. These studi
32、es were initially designed by Western Electric industrial engineers as a scientific management experiment. They wanted to examine the effect of various illumination levels on worker productivity. Based on their research, it was concluded that illumination intensity was not directly related to group
33、productivity. In 1927, the Western Electric engineers asked Harvard professor Elton Mayo and his associates to join the study as consultants. Through additional research, Elton Mayo concluded that behavior affected individual behavior, that group standards establish individual worker output, and tha
34、t money is less a factor in determining output than are group standards, group sentiments, and security. These conclusions led to a new emphasis on the human behavior factor in the functioning of organizations and the attainment of their goals.(difficult)CURRENT TRENDS AND ISSUES126.In a short essay
35、, define entrepreneurship and discuss the three import themes that stick out in this definition of entrepreneurship.AnswerEntrepreneurship is the process whereby an individual or a group of individuals uses organized efforts and means to pursue opportunities to create value and grow by fulfilling wa
36、nts and needs through innovation and uniqueness, no matter what resources are currently controlled. It involves the discovery of opportunities and the resources to exploit them. Three important themes stick out in this definition of entrepreneurship. First, is the pursuit of opportunities. Entrepren
37、eurship is about pursuing environmental trends and changes that no one else has seen or paid attention to. The second important theme in entrepreneurship is innovation. Entrepreneurship involves changing, revolutionizing, transforming, and introducing new approachesthat is, new products or services
38、of new ways of doing business. The final important theme in entrepreneurship is growth. Entrepreneurs pursue growth. They are not content to stay small or to stay the same in size. Entrepreneurs want their businesses to grow and work very hard to pursue growth as they continually look for trends and
39、 continue to innovate new products and new approaches.(moderate)127.In a short essay, define e-business and e-commerce. Next discuss the three categories of e-business involvement.AnswerE-business (electronic business) is a comprehensive term describing the way an organization does its work by using
40、 electronic Internet-based) linkages with its key constituencies (employees, managers, customers, suppliers, and partners) in order to efficiently and effectively achieve its goals. Its more than e-commerce, although e-business can include e-commerce. E-commerce (electronic commerce) is any form of
41、business exchange or transaction in which the parties interact electronically. The first category of e-business involvement an e-business enhanced organization, a traditional organization that sets up e-business capabilities, usually e-commerce, while maintaining its traditional structure. Many Fort
42、une 500 type organizations are evolving into e-businesses using this approach. They use the Internet to enhance (not to replace) their traditional ways of doing business. Another category of e-business involvement is an e-business enabled organization. In this type of e-business, an organization use
43、s the Internet to perform its traditional business functions better, but not to sell anything. In other words, the Internet enables organizational members to do their work more efficiently and effectively. There are numerous organizations using electronic linkages to communicate with employees, cust
44、omers, or suppliers and to support them with information. The last category of e-business involvement is when an organization becomes a total e-business. Their whole existence is made possible by and revolves around the Internet. (moderate)128.In a short essay, discuss the need for innovation and fl
45、exibility as it relates to the survival of todays organizations.AnswerInnovation has been called the most precious capability that any organization in todays economy must have and nurture. Without a constant flow of new ideas, an organization is doomed to obsolescence of even worse, failure. In a su
46、rvey about what makes an organization valuable, innovation showed up at the top of the list. There is absolutely no doubt that innovation is crucial. Another demand facing todays organizations and managers is the need for flexibility. In a context where customers needs may change overnight, where ne
47、w competitors come and go at breathtaking speed, and where employees and their skills are shifted as needed from project to project, one can see how flexibility might be valuable. (easy)129.In a short essay, discuss the concept of total quality management and the six characteristics that describe th
48、is important concept.AnswerA quality revolution swept through both the business and public sectors during the 1980s and 1990s. The generic term used to describe this revolution was total quality management, or TQM for short. It was inspired by a small group of quality experts, the most famous being W. Edwards Deming and Joseph M. Juran. TQM is a philosophy of management driven by continual improvement and responding to customer needs and expectations. The objective is to create an organization committ