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1、MULTIPLE CHOICE.Choo s e the one alte r native that be s t com p 1 e te s the statement or answ e r s th e question. ( 2 % * 33= 6 6%)Whcn w e cla s sify mana g cr s a c cord i ng to thci r 1 e v el in t he organ iza t ion the y arc desc r i b e d as.A ) top man a g e rs, m i d dl e m a n a g e rs a
2、nd su p ervisors B)fun c t i o n al, s t aff a n d line manag e r sC)general mana g er s and a d m i nis t ra t ive man ager sD) h i gh leve 1 and 1 ow er Ie v e 1 ma n a gers2)Acco r ding to Mintz b e rg, wh i ch manag e men t ca t e g o ry i n c lude s t h e role s o f figurehead, leader, an d li
3、a ison?A) planning B) i n fo r mationa 1 Oinlerpers o nalD)d ecisio n a 13)A large c hcmica 1 c o mpany n ot onl y dispos e s ofa1 1 to x i c w a s te properlya s ou t li ned by law, but i t als o spends $1 mil 1 io n dol 1 a rseach y ear on r e se a rcht odel e r minebetter p r oces s es for al 1 b
4、usinesses to u s e in d i sp os ing o f tox i c was t es.This com p any isex h ibiting whi c h o f t he following?A)mora 1 o b lig a tio n B) so c i al o b I ig a tion C) s o c ial r e s po n sivene s s D) s o cial r espons i bilit yApp 1 i c a t i o n of H o fsteder s Cultural Dime n s ion sKe v i
5、n kn e w t h at i t was li k el y h i s co rporalionwasgoi n g toaskhim to g o abroa dandmanage the new c h e mic a 1 fact o ry theyw e reb uil di ng. Hewas ex c ited abou tthep r osp e c ts b ut also a ppr e hensive. He had never trave 1 ed befo r e and, as fa r as h e was con c erned, t he r e was
6、 only o ne way to d o anyt h in g -the A meric a n way. He d ec i ded some r esear ch was in o rde rto at least getan ideaabout o t he r c ou n tri e s . I n hisre ading,he 1 earne d t hat s ome c ultur es p lac e a high prio r i tyo n a loos e social fram e wo r k , whe r e t h e y f e el prima r i
7、 1 y respon s ible for t hems e Ive s and44)The r e ali s ti c job p re v i ew can c o st the time a n d eff o r t of se 1 e c t i on beca u se i t g i ve s candid a t es a c h a n ce to deci d e if th e job is r i ght fort hemre g ar dies s of th e ir ski 1 1 s or q ua 1 i ficat ions.4 5) An or g a
8、 n izationa 1 cult u re t h at f o s ters in n o v ation a cce p t s ambigu it yand hasalow t oleranc e f o r ris k .46) P eople w ho h a ve h ighe r e mo t i o nal i ntellige nee are better a bletosue ce edin c o pi n g with c n v ir o n m e nt a 1 deman d s and p r essur e s.47)When S tage II (st
9、o rming) of team develo p men t i s comple t e , the r e w i1 1be relat iv e1 y c lea r 1 e adershi p withi n the t earn.48)Moti v at i o n i s a pers o n al tr a it; some p e ople ar e moti v ated, and s o me peopl e are n ot motivate d .4 9 )Ma n agers a r c pc o p 1c wh o arc ab 1 e to i n f 1 uc
10、 n cc others and who p o s s cs s managcri a 1 au thor i t y .5 0 )An I ntra net is an o r ganizatio n al communic a ti o n ne t work t h at u s es In t ernet t ech n o 1 ogy, and all o ws author i zed use r s i n s i de the org a n ization to c o mm u n ic a t e with ccrt a i n ou t sidcr s such as
11、 c u $ tome r s or vc n do r s.51 )Personal ob s e r vation a s a form of co n t r o 1 meas u rement req uires 1 i t t le l i me.52 2 ) F irs t -line sup e rvisors are respons i ble f o r di r ecti n g the d ay-to-day a c tivi t ies of operati v e emp 1 oyees.53 ) Today, b lue-c o 1 1 a r industri a
12、 1 w o r k e r s account for over 40% of the Uni t ed Stat e s wor k for c e.54 ) A p roject i s an e xample of a s i ngl e -u s e plan.55 ) Nomina 1 group tech n ique all o w s i n divi d uals to op e rat e i n dependently.56 6 )Authority i s o n e o f the f i ve types of po w e r desc r i b ed by
13、Fre n c h and Rav e n.5 7 ) A p e rfo r mance m a n ag e ment s y stem i s a pr o cess o f estab 1 i shi n g performance s tan d a r ds and e valu a tin g per fbrma n ce in o r der t o a rri v e a t object i v e h u man r e s o urcc dec i sions a nd t o provid e d o c u mentati o n to support anyper
14、son ncl act i ons.58)The p r e v a i li n g model fbr hand 1 i ng cha n ge in n w h i te w a t e r s * i s b e st illu s trate d in K u r t L e wins t h r ee- s t e p desc r ip t ion of the ch a nge pro cess.59)Managers who are high ris k t a k e rs make more rapid deci s ion s , but r e quire m o r
15、e in f orma t io n .6 0) Team s are d eve 1 op e d i n or g anizations t o i n c r eas e mana gements respon s ib i lity over task p e r f ormance.6 1 ) A c c ordin g to Mas low s n e ed t h eo r y, lo wer-level n e e ds include the need fb r self- d cvcl o pm e n t an d p e r s o n al growt h .62)T
16、ransa c t i onal 1 e adership, a sc o mpa red withtrans for mati ona 11 eadership,i smo re s t ro n g ly co r r e la t ed wit hlower t urnov e rrates,hi gher p r odu ct ivity,andhig herem p loyee s a t i s fa c tion.6 3 ) A p e rs o ns cu 1 tur a I back g rou n d in f ki e n c eshis orher abi1 ityto
17、receiv e amess age.64)In o r d e r lo b e eff e c (ive, c o n(r o 1 sys t ems shouldb e s t a b le andun c han ging.65)Phi 1 osophy can help usu n d e rst a nd th e con c ep t s o f co nf 1 ic t andp ower.66) The w o rk of Hofste deo n n a (ional cult ure indi c a t e d tha t n a tio n alcul t u r e
18、does n ot ha v e a major impact onemploye e s work-r e 1 at e d valu e sa nd attitude s .67)MBO uses g o a 1 s to c o nt r ol emp 1 o y e es.Keys1) A2)C 3)D 4) C 5 ) B 6) D7)D8)B9)B 1 0)D11) C 1 2 )A 1 3)D 1 4)C 15) DI6)D 1 7 ) B 1 8 ) A 1 9 )D 2 0 ) B 21 )D 22)C 2 3 )C 2 4)D25) B 26 ) A 27) D 28)D
19、2 9 )A 30) A3 1 )D 32)D33) D34)FALS E 35) TRUE 36)FALSE 37)FALSE 3 8 )TRUE39) TRUE40)FALSE 41)FALSE 42)TRUE43)TRUE44)TRUE 45) FALSE46)TRUE 4 7)TRUE48) FALSE4 9) FA L SE 50) FALSE 51)FALS E 5 2)TR U E 53)FALSE 54)TRUE 5 5)TRUE5 6)FALSE 5 7) TRUE 58)FALSE5 9)F ALSE 60) FALSE 6I)FALSE 6 2)FALSE63) TRUE
20、64) FALSE 65) FALSE 6 6)FALSE67) FALSEt h e ir imm e dial e f amily. He a 1 s o 1 e amed tha t in s o me so c i eti e s, em p loyees s how a great deal o f r e spect for those i n a u t hori t y, an d titles and ran k carry much w e ig h t. S om ecount r ies h ave little jobm o bil i t y andpractic
21、e lif e t i me employ men t. H eal s o1e arnedthatsome countr i e s are c ha r act e riz e d by a s sertiv e nes s a ndmateria1 i s m.Nowhe wondcrcd ift here was any fr amcwork to help o r ganiz e his thoughts.4)A c uIture th al prac t i ces lifetime e m p1 o yment w o uld be dem o nstra t in gwh ic
22、hdimension o f n ational cultur e ?A)in d ivi d ualism ver s us c ollecti v ism B )q u antity versusqua 1 i t y of lifeC) unc e r tainty a v oidanceD)power d i s t ance5)T h e o f RJ Na b is c o i s to mee t t h e needs of con sumers th r ou g hinnova t ive ma r ket i ng and m a nu f actu r in g o f
23、 healt h f u L good- t a stin g products that c o n tri b u tc t o a hca 1 th y lifestyle and consumer we 11-be i ng a r o u nd th e wo r1 d , yi e Id i ng a b o v e av er a g er e t u rns over lime an d fb r ou r sharehold e r sA) t a c t i cal p 1 anB)m i ssionC )env i r o nmen t a 1 plan D) strat
24、e g ic pla n6) K rispy Kr e m e has a di s t r i b u t i on networkthat allows fres h d ough n ut s t o b e tra ns ported to c onvcnicnc est o res, andsup e rm a rk e ts. Kri s py Kr e me o u tlcts beforedawn so t h al c o ns u mers ca nen jo y them.This is a unique source o f compe t i live adv ant
25、 agefo r K r ispy Kreme kno w n as a(n).A) s trat e gi c opportunit y B) orga n iza t iona 1 st r eng t h C) o r g aniz a tional c a pa b i li t y D) c o re c ompete n c y7)A var i a t ion of the elect r onic mccti n g tha t 1 inks togeth e r medi a f rom di f f e ren t I o cations i sA)c-comm e rcc
26、. B) the De 1 phi tech n i q uc. C)c- con f crc n cc. D) vidc o c o nfcrcncc.8 ) i s use d when m a nage r s make every d ecisi o n, f rom l h e akernali v es, b ased on a phil o soph y th a t you do mak e the best decisi o n, n o ma t te r how long it takes.A) Sub- o p limi z i ng B) Optimi z in g
27、C)Salisf i cing D) Escal a lion o f commitment) Whi c h of t h e following has not co n tributed t o the boundaryle s s org a nizat i o n?A) changes in t e c h n olo g yB )s t a ti c environmentsD)in c reas e s in telecommu nC)comp 1 ex an d d ynami c e n v i r o n ments icationIO)Wha( ca n a c o mp
28、 a n y d o to pro lecl i t se 1 f f rom sex u al h a ras s m e nt claims?A) D o c u ment each act oroc cur rence.B )E d uc a t e a II e m ployees on t his i s su e .C )H a ve mec h a n i s ms avai 1 able to moni tor e mploy e es. D)a 1 1 o f th e ab o v e 1 1 )are barrie r s thatk e ep u s fromdoing
29、 wh a t we desire.A)S tres sor s B)Demand s C )Constr ai n t s D) Restr a ints1 2 )is the study ofa c t io ns o f peoples p e c ifically peopl e at work.A)Org a n izational behavior B)Human re s o u rce managemen tC )Organ i zati o nal t ra i ning D)Org a nizat i on a 1 dev e lo p m e n tApplic a li
30、on o f Team R o lesSa r a h has just ret u rncdfrom as emi n a rd e al i ng wi t h the r e s e a r ch o fMar g eri s o nand McCann where t he ro1 es ofwork teammembers was di sc u s s ed. S heisent husias ti c as she s ets d own t o s elect mcmb e r s for the new team she i s dev elopin g . H o p ef
31、u 1 1 y Sara h canavoid somep rob 1 ems o f p as tteam s by select in gi n d i vidua Is t o fil 1 th e r o les ne e d ed by the work t e am. Jim comest o mind immedi ate 1y. H e isone of the m o st i mag i na t ivep eo P 1 e Sarah knows. He c ont i nu ous 1 yc omes up w ithnew and nove 1 i de a s; h
32、owever,h e i s very indepen dent andlike s toworkat his ownpace. R uby, on th e o t her h and, ha s an ext r eme co n cem f or f o How i ng poli c i e s an d r ules. She i s excellent at exam i n i n g det ails an d making s ure all t he facts and figures w i 11 work. Putt i ngtho s e two t ogether
33、on a team, tho ug h,m a ypo se someinte r person a 1 pro b 1 ems sinceth ey are so d i f ferent. T h en (her eis Sh a ne.He alw ays h a s s uch st r o n g convict i ons ab o ut how things sho u Id be do n e. Howe v er, he will p r otect t h e g r oup f r om out sider s and go t o b a 11 le for them.
34、 He w i 1 1 help pro vide t e am stabil i ty.13) S h a ne is w e il suited t o the t e am role ofA) r epo r t e r -advi s o r. B) asse s s o r -develop e r. C)controller-i n s pector. D) uphol d e r -main t a i ne r .I4)Acc o rd i ng to Masi ow, a per s on wh o is looki n gf oraffe ction,be1ongingne
35、ss,a ccep t ance, and frie n ds h i p is at w h ich n e ed Ie v e 1 ?A) e s t e em B ) phy s io 1 og i c a 1 C) so c ia 1 D)saf e tyFiedler7 s LPC q ues t io n na i re pu r p orts (o me a sure l he1 eader/sbeha v io ralorient a t i o n as either or .A ) ini t i a tin g co n sid e r ation; i n itiati
36、n g str u cture B)emp 1 oyee- o rie n ted; p r oducti o n-orien tedC) d ele g a ting： par ticip a tingD)ta s k- o ri e n ted； r e 1 ati o ns h ip -o r iented15) A(n) s y s tcm dig i tizcs asp okc n message, tr a nsmits i t over t h c n e twor k and s t or e s(he me s sa g e on a disk f or t he rec e
37、 ive r t o ret r i e ve I a ter.A)fac s imile B) e 1 e c t r on i c d at a in t e rchan g e C)instant messag i n g D) v o i ce-m a i 1A p plical i o n o fTy p es of ControlSam has n o t bee n recei v in g the in f o r mati o n that h e nee d s from his c u r ren t control s y stem. B y the t i me Sa
38、m r eceives t he informal i on, t h e activ i t y has occu r red and there is noth i ng that can be d o ne. Dir e ct s u p en- i si o n is u s e d e xt e n s i v ely on th e f 1 oor n o v, so some activities have b e en c h ange d bef ore they bee ame c o stly mi stake s .B ut Sam would li k e t o d
39、 o b e t t e r. H e wou 1 d1 i ke to f i xthin g s bef oretheybre a kand a n ti c i pa t e mo r e o f t heprob 1 emst ha t o c c ur .1 7 )S u pervision is I h e best - kno wn f o rm ofA)ma n a g e men t c o ntr o 1 . B) cone urrent c o ntrol. C) f ced b ack control. D) f e e d f orwar d co n trol.1
40、8 ) A ma n a ger w h o ha s a r e p u t a t i on for bei n g o p e n and honest a n d unders tan ds how t o m o ti v ate emplo y ees and cu s tomers is said to h a ve good ski 1 1A) inte r person al B) technica 1 C ) sales D) poli t ical19) The fact that i n t he Unite d S t a te s e mploye e s are
41、general! y not in fe a r or a we of their ma n agers is an e xample of which o f the foil o win g dimens i ons of nat i on a 1 c u 1 turc?A ) indiv i d ualism v er s u s col 1 e ct i v ism B) s pac e a c c e p(a n ceC )uncer t ainty av o i d anceD )power d i s t a n ceAppli c a t i on of SWOT A n al
42、 y s i sTer r y had been told to r eex a m i ne t h e strat e gi c n i c he t heir company held in the cosme t i c in d ustr y . T op man a gem ent did not want the c o mpany cau g ht u n aware o f any ch a n gcs o c c u r r i n g . Terr y beganr e viewinga 1 i st offa c t ors in hi s m i nd. There
43、had b een some n e gal i v e public i ( ylate 1 y due(o c o smetict e slin g on ani ma 1 s. Th e an i m aIs were well tr e a ted, b ut the ywere us e dto t e st n ew pr o d u cts.P ositively, s ales indust ry-wide was up 10%. Women wer ebuyingmorecosme tics in ge neral, w h i ch was n othi n g but g
44、ood fo r the compan y . Anot her posit i ve fa c t o r was th e ir p e r s onneL They h a d good p eo p le working in th e company, panic u larly in r es e a r ch an d deve 1 opment. T h e o n ly other nega t ive T e r ry could f i nd was that t he a d v e r t ising camp a i gn that wa s beg u n I a
45、 st y e a r h a d not sho wn t he r es u I t s they had hoped for. Someth i n g n e ed e d to b e don e in t hat de p a rtm e n(. T err y b e gan to c o mpile his report.2 0) The qua 1 i t y of t he comp a nys person n el would be cl a s s i fied a s wh i ch o f th e follow i ng?A)opportun i ty B) s
46、trength C) threat D) weaknes sA p plica t i o n o f Dec i si o n M a ki n g： A C ont i n g ency ApproachIt se e ms that a 1 1 Dav e acc o mp 1 i s h es is making decision s . Ever y dm e h e turns aroun d , someone want s him t o decide o n on e more t hing. Just today the secreta r y cam e in a n d
47、 a sked if sh e coul d r eorder pa p e r for the fax machin e . Someh o w that seeme d like a de c ision he really did n ot ne e d t o deal wit h . If he c oul d avoid t h ose t y pes o f d ecisions, t hen whe n the for ema n c a me in wi t h t h e new s o f a maj o r p iec e of e q uipment that n e
48、eds repair, i n wh i ch t h er e p air bill wil 1 be a Imost a smuc hasa newma ch i ne,Davecouldfocu s moret i me an dat t enti o n on t he morecomplicat ed iss u es.2 1 )Da v e relies onr ule s o fthumb o r p a st e x peri e n ce t om a kedec isions.Bas e don t h is te n de n c y , he willmo s 11 i
49、 k e I yA ) s ele c t the firs tsolu t i onth a t works. B) conduc t extensi ve to findthebest alte rnat i v e s o lutio n .C)see ka c r eat i v e solu tion.D) non e of th e a b o ve2)Th e processof i n vol v esma k ing d e c i s io n s abo u t h ow sp e ci a 1 i zedjobs sho u Idb e a 1 located, th erule s to guideem p loye e s be h avi o r s, a n d a t wh a t lev e 1 dccisio n s arc t