管理学练习题

Chapter 1 一、判断对错 1) Managers play an important role in dealing with various challenges being faced by organizations today. 2) In traditionally structured organizations managers can be classified as first-line managers, middle managers, or top managers. 3) Efficiency is described as "doing things right." 4) Directing and motivating are part of the controlling function of management. 5) Innovation is confined to high-tech and other technologically sophisticated organizations. 单项选择 1) Which of the following statements regarding managers in today's world is accurate? A) Their age range is limited to between 30 and 65 years. 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 relationship between employees and their direct supervisors. 2) Supervisor is another name for which of the following? A) team leader B) middle manager C) first-line manager D) top manager 3) ________ involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them. A) Commanding B) Managing C) Planning D) Organizing 阅读并选择唯一正确的答案 The Customer Meeting (Scenario) Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns. 1) Kelly is a ________. A) top manager B) nonmanagerial employee C) middle manager D) first-line manager Answer: D 2) Ben and Dan are ________. A) top managers B) middle managers C) supervisors D) first-line managers 3) McKenna is a ________. A) top manager B) supervisor C) middle manager D) first-line manager 4) Kelly, Ben, Dan, and McKenna are part of an organization that has a ________. A) traditional committee structure B) traditional pyramid structure C) modern matrix structure D) modern jury structure 问答题: 1) Describe and provide examples of first-line, middle, and top managers. 2) List and explain the four basic functions of management. Chapter 2 判断题: 1) In the symbolic view of management, managers are seen as directly responsible for an organization's success or failure. 2) A dynamic environment is characterized by the absence of new competitors, few technological breakthroughs by current competitors, and little activity by pressure groups to influence the organization. 3) Strong cultures have more influence on employees than do weak cultures. 4) In order to develop an innovative organizational culture, managers must minimize ambiguity and uncertainty and discourage risk-taking. 5) A valid criticism of workplace spirituality is that secular institutions, especially businesses, have no right to impose spiritual values on employees, if spirituality means bringing religion into the workplace. 单项选择 1) The current dominant assumption in management theory suggests that ________. A) an organization's success or failure is due to external forces outside managers' control B) managers' roles are increasingly becoming peripheral and staff manage their own areas of expertise C) managers are directly responsible for an organization's success or failure D) managers cannot significantly affect an organization's performance because they are constrained by the abilities of their employees 2) The soccer league in England is notorious for the number of team managers fired over the course of a single season, which stands at no fewer than eight managers on average, owing to poor team form and consequently, poor results. It is evident from this information that the league endorses a(n) ________ view of management. A) symbolic B) omnipotent C) laissez-faire D) democratic 3) According to the symbolic view, managers have a(n) ________ effect on substantive organizational outcomes. A) limited B) extensive C) influential D) significant 4) Which of the following are the two dimensions of environmental uncertainty? A) degree of change and degree of complexity B) degree of change and degree of volume C) degree of complexity and degree of impact D) degree of impact and degree of timing 5) ________ is a process that helps new employees learn the organization's way of doing things. A) Externalization B) Socialization C) Deculturation D) Transculturation 6) Wendell interviews many middle-level managers and discovers that they share a different view of management. These individuals believe that external factors constrain managers' influence over outcomes. The mid-level managers have a(n) ________ view of management. A) traditional B) omnipotent C) standard D) symbolic 阅读并选择,单选 Operating Within the Environment (Scenario) The environment places constraints on the behavior of managers. Suppose you are the manager of a real estate office trying to maximize profits. You attempt to understand the forces within your organization's environment. 1) If the mortgage interest rates increase, this would be an example of changing ________ in your external environment. A) economic conditions B) political conditions C) sociocultural conditions D) demographic conditions 2) The area in which your office operates has been relatively stable in terms of land prices and demand. However, you have noticed that demand for housing in the area usually spikes in summer. Which of the following best describes your business environment? A) stable and simple B) dynamic and simple C) stable and complex D) dynamic and complex 3) Imagine that the town to which your office caters sees a sudden spurt in popularity. There has been a lot of construction activity in the area and a number of properties are being developed. The number of customers has increased, and so have your competitors. In this situation, what should you do to reduce environmental uncertainty? A) Restrucutre your organizational hierarchy to improve efficiency B) Acquire or merge with one or more of your competitors C) Maintain the status quo by keeping your business processes constant D) Communicate the situation clearly to all your stakeholders 问答题: 1) Define environmental uncertainty. Briefly discuss the dimensions of environmental uncertainty. 2) List the factors that influence the strength of an organization's culture and discuss the impact of a strong organizational culture on employees. Chapter 5 判断题: 1) According to the classical view of social responsibility, management's only social responsibility is to maximize profits. 2) The term "values" refers to the principles and beliefs that define what is right and wrong behavior. 单选选择 1) Social obligation is the obligation of a business to meet its ________. A) social and technological responsibilities B) economic and social responsibilities C) technological and economic responsibilities D) economic and legal responsibilities 2) The aspect that differentiates social responsibility from other similar concepts is that it adds a(n) ________. A) ethical imperative B) legal imperative C) political imperative D) technical imperative 3) According to the ________ argument on social responsibility, businesses should be socially responsible because responsible actions are the right thing to do. A) public expectation B) ethical obligation C) public image D) long-run profit 4) There are four approaches that organizations can take in order to go green. Which of the following is NOT a part of those approaches? A) legal approach B) market approach C) stakeholder approach D) operations approach 5) One way to evaluate a company's green actions is to use the ________ list of the most sustainable corporations in the world. A) Global 100 B) Global 90 C) Global 80 D) Global 70 阅读并单选 Two Opposing Views of Social Responsibility (Scenario) The board of directors of Acme Generating Corporation is meeting to consider the construction of a new electricity generation facility somewhere along the Muspetan River basin. The city of Muspetan has a high Air Pollution Index and the increasing amount of garbage is adding to the city's woes. Director Appleton would like the facility to be a coal-burning plant located in a remote area because the cost involved is moderate. Director Witworth wants a nuclear plant because this will not add to the city's already serious pollution problem, while taking care of its electricity requirements. Director Jossleman wants a plant that uses combustible fuels collected from the city's garbage. He wants the plant to be located near the downtown government area so that the steam could be used for heating the government buildings after it has passed through the generating turbines. 1) Director Witworth is following which of the social responsibility views? A) market view B) activist view C) classical view D) socioeconomic view 2) Director Appleton is following which of the social responsibility views? A) legal view B) stakeholder view C) classical view D) socioeconomic view 3) Director Jossleman is being mostly ________. A) socially guarded B) socially focused C) socially obligated D) socially responsive 问答题: 1) Explain the four approaches that organizations can take with respect to environmental issues and going green. Chapter 6 判断题 1) The "calm waters" metaphor of change is consistent with Lewin's concept of unfreezing, changing, and refreezing. 2) People may resist change based on habit. 3) A leadership change can facilitate cultural change. 单选: 1) Labor strikes are an example of which of the following internal change factors? A) workforce composition B) equipment C) employee attitudes D) strategy 2) Lewin's theory is consistent with the ________ theory of organizational change. A) white-water rapids B) muckwater C) mudwater D) calm waters 3) Organizational change is any alteration of ________. A) people, structure, or technology B) structure, management, or goals C) technology, goals, or management D) rules, procedures, or management 4) Which of the following is a physical symptom of stress? A) changes in metabolism B) changes in productivity C) job-related dissatisfaction D) job turnover 5) Which of the following is a characteristic of a change-capable organization? A) separates the present and the future B) makes controlling a way of life C) discourages mavericks D) shelters breakthroughs 阅读并单选 New Ideas (Scenario) Although New Ideas, Inc., has been in business for 30 years, the company and its employees seemingly have been in a constant state of change. Louis Snyder has been President of New Ideas, Inc. for the last 15 years. During these 15 years, he has had to change the strategic focus of the company three times. The employees have started becoming vocal about the decrease in their bonus checks and their desire for increased profits. It seems as though his competition is always introducing new products into the market and his company's niche products have to be constantly changed in order to keep up with the competition. Moreover, the government has been active in passing new legislation to increase the control of the product packaging and product contents. The technology used to manufacture the products has also been continually changed to make the process more efficient. 1) The technology change in the manufacturing process of New Ideas, Inc.'s products to make the process more efficient is the result of a competitor lowering its price. Therefore, it was a(n) ________. A) external force of change B) internal force of change C) marketplace force of change D) economic force of change 2) Mr. Snyder has had to change the strategic focus of the company three times. The change in strategic focus of the New Ideas, Inc., is a(n) ________. A) external force of change B) internal force of change C) marketplace force of change D) economic force of change 3) When the employees express their concern about their bonus checks, which of the following types of forces of change is constraining Mr. Snyder? A) external force of change B) labor market force of change C) internal force of change D) social force of change 4) New Ideas, Inc., focuses on new ideas, uses technology that changes frequently, and has strong competition in the market. This situation describes what metaphor of change? A) a calm water metaphor B) a black-water rapid metaphor C) a rapid water metaphor D) a white-water rapids metaphor 问答题: 1) Define Organizational Development (OD). List and explain the five most popular OD techniques. 2) What are the conditions that facilitate cultural change? Chapter 7 判断: 1) The decision-making process begins by identifying decision criteria. 2) A decision criterion defines what is important or relevant to resolving a problem. 3) A policy is an explicit statement that tells a manager what can or cannot be done. 4) The sunk costs error occurs when decision makers forget that current choices cannot correct the past. 单选: 1) A(n) ________ is the existence of a discrepancy between an existing and a desired state of affairs. A) hazard B) risk C) uncertainty D) problem 2) To determine the ________, a manager must determine what is relevant or important to resolving a problem. A) bounded rationality of a decision B) escalation of commitment C) weight of the decision criteria D) decision criteria 3) Creativity is most essential in which of the following steps of the decision-making process? A) analyzing alternatives B) allocating weights to the decision criteria C) developing alternatives D) identifying decision criteria 4) The final step in the decision-making process is to ________. A) determine the criteria for the next decision B) analyze the process of allocating weights to the decision criteria C) evaluate the outcome of the decision D) implement the chosen alternative 5) When managers make decisions that are rational but limited by their ability to process the information, they are following the concept of ________. A) cognitive decision making B) bounded rationality C) escalation of commitment D) intuitive decision making 阅读并单选: Decision Making Biases and Errors (Scenario) Newcastle United, a soccer club, was relegated from the top flight two seasons ago. Following relegation, the club's board sacked the manager and hired a new manager to replace him. The club won back promotion to the league and enjoyed a good season. Andy Carroll, the star player for Newcastle, was the top scorer in the league for that season. However, the club, needing to strengthen the team by buying new players, sold Andy Carroll to Liverpool soccer club to buy three average players. The club is presently experiencing a dip in form and is in danger of being relegated again. 1) Which of the following statements, if true, would indicate the presence of self-serving bias on the part of the manager? A) The manager assumes moral responsibility for the club's disappointing performance and offers to resign from his position. B) The manager buys Andy Carroll back from Liverpool at a much higher price to revive the team's fortunes. C) The manager blames the board for selling the top scorer and replacing him with below-par players. D) The manager threatens to quit if the board refuses to buy back Andy Carroll from Liverpool immediately. 2) Which of the following statements, if true, best reflects sunk cost error on the part of the board? A) The board buys, a now out-of-form, Andy Carroll back from Liverpool at a much higher price in the hopes of reversing the team's form. B) The board admits that it underestimated Andy Carroll's real market value while selling him to Liverpool. C) The board blames the manager for buying three under-par players instead of one good replacement for Andy Carroll. D) The board backs the manager–who is confident that the team will be back in form–to improve the team's performance with its current players. 问答题: 1) Discuss the three types of programmed decisions that a manager depends on to resolve structured problems. Chapter 8 判断: 1) Planning is concerned with how objectives are to be accomplished, not what is to be accomplished. 2) Absence of planning does not inhibit the ability of departments and individuals to work together or organizations to move. 3) Most businesses have only the single goal of making profits. 4) Directional plans are clearly defined and leave no room for interpretation. 5) The commitment concept says that plans should extend far enough to meet those commitments made when the plans were developed. 单选: 1) Which of the following is one of the reasons why managers should plan? A) When work activities are coordinated around plans, inefficiencies become obvious. B) Uncertainty can be eliminated and the organization can be insulated from change with planning. C) Planning eliminates the need to set goals. D) Planning eliminates the need to measure work effort. 2) The effect of planning on managers is that it forces them to ________. A) grow resistant to change B) anticipate and respond to change C) eliminate uncertainty D) work at cross purposes 3) Which aspect of planning refers to documents that outline how results are to be achieved? A) goals B) plans C) objectives D) performance 4) Most company's goals can be classified as either ________ or ________. A) strategic; financial B) operational; tactical C) social; economic D) strategic; operational 5) ________ plans apply to the entire organization and establish the organization's overall goals. A) Departmental B) Strategic C) Operational D) Specific 阅读并单选 Gator Corp. (Scenario) Gator Corp. has recently been accused of corporate espionage by a competitor, Alli Inc. Gator Corporation's CEO responded to this allegation by stating that the firm's actions were merely part of its competitor intelligence efforts. Alli Inc.'s CEO, however, believes otherwise. 1) Which of the following statements, if true, would most strengthen Gator Corp.'s argument? A) One of the directors of Gator Corp. also serves on the board of Alli Inc. B) Several ex-employees of Gator Corp. have recently moved to Alli Inc. C) Gator Corp. has often used reverse engineering to understand its competitors' offerings. D) Alli Inc.'s sales have recently dipped, while Gator Corp. has witnessed a substantial increase in sales. 2) Which of the following statements, if true, would most weaken Gator Corp.'s argument? A) Gator Corp. has been found guilty of violating intellectual property laws in the past. B) Gator Corp. has access to information belonging to Alli Inc., which is outside the public domain. C) Media reports suggest that Gator Corp. is in the process of developing a product comparable to Alli Inc.'s most popular offering. D) Alli Inc., has made similar allegations against other competitors in the past. 问答题: 1) White Forest Financials is a small investment firm, operating in an extremely volatile environment. One of the company's two owners, David White, is of the opinion that it would be futile for the company to engage in formal planning as the business environment is constantly shifting. However, the co-owner, Marsha Forest, believes that planning is essential for the company's success. Who would you support? Why? Page Ref: 205, 213 2) In a short essay, list and discuss six characteristics of well-designed goals. Chapter 9 1) The first step in the strategic management process is analyzing the external environment. 2) Exceptional or unique organizational resources are known as core capabilities. 3) A stability strategy is an organizational strategy in which an organization maintains the status quo. 单选: 1) A ________ describes the rationale of how a company is going to make money. A) functional strategy B) business model C) SWOT analysis D) core competency 2) When an organization is analyzing its labor supply, it is studying its ________. A) organizational culture B) internal environment C) external environment D) organizational mission 3) ________ are positive trends in the external environment. A) Strengths B) Threats C) Weaknesses D) Opportunities 4) ________ takes place when a company combines with other companies in different, but associated, industries. A) Stabilized diversification B) Horizontal integration C) Vertical integration D) Related diversification 阅读并单选: SWOT Analysis (Scenario) As a process of self-examination during her senior year of college, Casey decides to develop a SWOT analysis of her prospects relative to getting a job. 1) Casey realizes that she has a personal characteristic that suggests she is not comfortable interacting with strangers. She interprets this as a(n) ________ if she is to get a job as a salesperson. B) strength C) weakness D) opportunity 2) Casey majored in marketing and really enjoyed studying market research as a subject. Through research on the Internet and in the university library, she discovers that this industry appears to have significant positive external trends. She interprets this as a(n) ________. A) weakness B) threat C) strength D) opportunity 问答题: 1) List and discuss the three levels of strategy that a large organization must develop. 2) List and discuss the different types of corporate strategies. Chapter 10 判断: 1) Organizational structure is defined as the formal arrangement of jobs within an organization. 2) Managers today continue to see work specialization as important because it helps employees be more efficient. 3) A simple structure is characterized by low spans of controls and high formalization. 单选: 1) Organizational design is a process that involves decisions about ________. A) work specialization and cost-leadership B) chain of command and span of control C) centralization and differentiation D) departmentalization and diversification 2) In case of functional departmentalization, jobs are grouped according to ________. A) tasks B) territories C) product lines D) customer flow 问答: 1) Define organizing and list its purpose. 判断: 1) Employee empowerment is crucial in organizations with team structures because no line of managerial authority flows from top to bottom in such organizations. 2) The virtual organization is often called a modular organization by manufacturing firms. 单选: 1) Employee empowerment is a crucial aspect of which type of organizational design? A) bureaucratic structures B) simple structures C) functional structures D) team structures 2) All work in project structures is performed by ________. A) teams B) functions C) outside specialists D) informal groups 3) In order to succeed in today's world, organizations need to ________. A) be more flexible in how works get done B) pace themselves when it comes to innovation C) strictly follow the top-down decision making approach D) adopt narrowly-defined functional arrangements 阅读并单选 CUB Industries (Scenario) CUB Industries has always followed a strict 9-to-5 work arrangement. However, due to the increasing diversity that they are witnessing in their workforce, they are considering exploring flexible work arrangements. These arrangements include flextime, telecommuting, and compressed work weeks among others. 1) Which of the following, if true, would weaken the decision to offer employees the option of flextime? A) The company caters to a niche market with high-quality requirements for end-products. B) The company's workforce is quite young and several of the employees are pursuing their higher education on a part-time basis. C) The company's annual employee survey showed that most employees are capable of working independently without supervision. D) The work performed by the employees involves dealing with real-time information and live customer interaction. 2) Which of the following, if true, would strengthen the organization's decision to support telecommuting? A) The organization's structure comprises of a network of virtual teams that need to be in constant contact with customers. B) The organization's workforce consists predominantly of young, unmarried employees. C) Research suggests that employee productivity increases when work arrangements facilitate greater personal interaction. D) The organization decided to switch to telecommuting as it's previous flextime work arrangement proved to be counter productive. 3) Which of the following, if true, would support the organizations decision to offer employees a compressed work week arrangement? A) The organization plans to overcome its recent conflict with state labor laws that have risen due to increased employee fatigue and workplace mishaps. B) Compressed work week arrangements have consistently yielded greater profit margins for its competitors. C) The organization intends to promote greater work-life balance by providing employees with longer blocks of personal time and less commuting time. D) The company's annual employee survey suggested that most employees are highly motivated and productive while working independently. 问答: 1) List some of the benefits and drawbacks of collaborative work. Chapter 12 判断: 1) High-performance work practices are those that lead to both high individual and high organizational performance. 2) Recruitment is defined as the process of screening job applicants to determine who is best qualified for the job. 3) A new employee goes through two types of orientation: work unit orientation and procedural orientation. 单选: 1) Which of the following is an example of a high-performance work practice? A) closed communication B) centralized decision making C) skill-based compensation D) self-managed teams 2) Which of the following laws prohibits discrimination on the basis of physical or mental disabilities? A) V ocational Rehabilitation Act B) Civil Rights Act, Title VII C) Equal Pay Act D) Occupational Safety and Health Act 3) Which of the following Acts requires continued health coverage following termination of an employee? A) Consolidated Omnibus Budget Reconciliation Act B) Occupational Safety and Health Act C) Health Insurance Portability and Accountability Act D) Family and Medical Leave Act 4) The two most common forms of representative participation are ________. A) board representatives and cross-functional teams B) task forces and labor unions C) work councils and board representatives D) work councils and cross-functional teams 阅读并单选: A Sign of the Times (Scenario) After considering the option for a long time, Jane's company has finally decided that it must "right-size," and this meant coming up with a plan for reducing the current size of the workforce at her manufacturing plant. The job was left to her, and as much as she hated doing this part of her job, it was necessary for the survival of the company and not just an effort to inflate their stock price. Jane also appreciated her company's attempt to try do what it takes to enhance profitability. 1) In her next meeting with the senior management, Jane suggests that they should ignore the openings created by voluntary resignations and not hire any more people now. This would avoid much of the pain associated with workforce reduction in the future. This implies that Jane favors ________. A) transfers B) attrition C) layoffs D) reduced workweeks 2) Jane checks with the different departments and tries to get an idea of employee productivity at different levels. In consultation with the various managers, she makes a list of the relatively less productive employees who have not been up to the mark despite training and mentoring. They decide to terminate their employment contracts for the time being. She meets with each and every one of them to clarify the position and explain that this may not be a permanent situation, while encouraging them to look for positions elsewhere. How is Jane trying to reduce the size of the workforce here? A) firing B) layoffs C) reduced workweeks D) early retirements 3) Another option that Jane feels can be considered is to ask some employees to share jobs or perform their jobs on a part-time basis. If the company does this, it would be ________. A) firing employees. B) encouraging layoffs C) reducing the workweeks D) encouraging early retirements 问答: 1) Explain why human resource management (HRM) is important to organizational success. Chapter 13 判断: 1) Formal groups are work groups that are defined by the organization's structure and have designated work assignments and specific tasks directed at accomplishing organizational goals. 2) One negative aspect about group norms is that being part of a group can increase an individual's antisocial actions. 3) A problem-solving team brings together experts in various specialties to work together on various organizational tasks. 4) Social loafing is consistent with collectivist cultures. 单选: 5) Which of the following refers to independent formal groups whose members, in addition to their regular jobs, take on traditional managerial responsibilities, such as hiring, planning and scheduling, and evaluating performance? A) command groups B) task groups C) self-managed teams D) cross-functional teams 6) Which of the following is considered to be the last stage of group development for permanent work groups? A) performing B) norming C) storming D) adjourning 7) A work group ________. A) encourages open-ended discussions and active problem-solving meetings B) works intensely on a specific goal using their positive synergy C) measures performance directly by assessing collective work outputs D) has no need or opportunity to engage in collective work that requires joint effort 8) Which of the following countries is most likely to assign status based on accomplishments rather than on titles and family history? A) China B) Australia C) Brazil D) India 阅读并单选: A New Group (Scenario) David had been away from his old company, Control Tech, for a while. He remembered that when he worked there 10 years ago, the company was very traditional and conservative. The lines of authority and responsibility were established and clear. It now felt ironic that he was managing the consulting team that was going to help the organization become more group-oriented. In addition to the traditional hierarchy, with a manager and subordinates, he saw a need to introduce teams comprised of individuals from various work areas to help solve operational problems. He also felt that, for certain projects, there could be groups that function essentially independently, even taking on traditional management responsibilities such as hiring, planning, and scheduling. Plus, he also saw real potential for special, temporary projects to be handled by groups that would disband once the task was completed. 9) A group of permanent employees who work towards providing solutions to clients on a regular basis reports directly to David. This group can be called a ________ . A) self-managed team B) task group C) command group D) cross-functional team 10) The temporary groups David talked about, created to achieve a special task and then disband, are known as ________. A) self-managed teams B) task groups C) command groups D) cross-functional teams 11) For a new project, David forms a team comprising of individuals from various functional departments. After a few days David observes conflicts within the group over who will control the group and what the group needs to be doing. This team is now in the ________ stage of group development. A) storming B) forming C) performing D) norming 问答: 1) Identify the advantages and disadvantages of group decision making. 2) Discuss the major issues associated with group structure in global teams. Chapter 14 判断: 1) Organizational behavior is concerned only with group interactions. 2) Low levels of perceived organizational support lead to lower turnover. 3) If a manager thinks that all attractive employees are also productive employees, the manager is committing an error based on a halo effect. 单选: 4) Which of the following is associated with the study of individuals? A) norms B) roles C) team building D) perception 5) ________ is defined as the failure to report to work. A) Turnover B) Tardiness C) Absenteeism D) Negligence 6) In the statement, "The highway is very busy at 5 P.M., and is scary to drive on, so I'll wait until 7 P.M. to go home," the word "scary" represents which component of an attitude? B) behavioral C) practical D) affective 7) The degree to which an employee identifies with his or her job or actively participates in it refers to the employee's ________. A) job involvement B) organizational commitment C) global commitment D) job satisfaction 8) Underestimating the influence of external factors and overestimating the influence of internal factors when making judgments about others is known as the ________. A) fundamental attribution error B) self-serving bias C) assumption of similarity D) halo effect 阅读并单选: Just Your Type Employees (Scenario) Doug has recently been promoted and is now the manager of a team of researchers. All of his subordinates are well educated and have been with the company for a minimum of three years. In an attempt to learn more about the employees and to better assign them to jobs that they will enjoy, he has administered the Myers-Briggs Type Indicator (MBTI). 9) Doug noted that Sandy is very good at precise work. He does not tire of repetitive work as easily as some of the others. However, when faced with a new problem that requires an innovative solution, his performance is not satisfactory. Sandy's personality is likely to be classified as a(n) ________ type. A) sensing B) feeling C) introvert D) intuitive 10) Doug realizes that Alan's temperament is not well-suited to being a researcher. He tends to dislike doing the same thing twice and has no patience to sort out information step-by-step. As a result, he often jumps to conclusions. Alan is most likely a(n) ________ type of personality. A) sensing B) feeling C) introversion 11) George, one of Doug's researchers, gets along well with most people in the team. He is good at his job but needs to be reassured once in a while. Another trait Doug notices is that George is always trying to keep everyone happy. George can be described as a(n) ________ personality. A) sensing B) feeling C) introverted D) intuitive 12) Doug himself is purposeful and an excellent planner. One thing that his team admires him for is his ability to sift through a whole lot of information to extract precisely what is needed for a job at hand. He is also a quick decision maker. Which of the following personality types does Doug fit into? A) sensing B) perceptive C) extraverted D) judging 13) James is a very hardworking person and has just been promoted to the managerial ranks. His managerial style is to be flexible and understanding and not boss over his employees too much. He believes that people who are hardworking will always make sure that the work gets done on time. Even when he is out of office, he supposes that his subordinates are working diligently because he works diligently most of the time. James's perceptions of his employees are based on ________. A) stereotyping B) selectivity C) halo effect D) assumed similarity 问答题: 1) Describe the Big Five Model. List and discuss the five personality traits that are based on the Big Five Model of personality.