TRUE/FALSET1．Managementisoftenconsidereduniversalbecauseitusesorganizationalresourcestoaccomplishgoalsandattainhighperformanceinalltypesofprofitandnot-for-profitorganizations.T2．Leadershipinvolvestheuseofinfluencetomotivateemployeestoachievetheorganization’sgoals.F3．Organisingmeansdefininggoalsforfutureorganizationalperformanceanddecidingonthetasksandresourcesneededtoattainthem.F4.Efficiencyreferstothedegreetowhichtheorganizationachievesastatedobjective. F5.Themanager’sabilityto‘thinkstrategically’requireshightechnicalskillsandaproficiencyinspecifictaskswithinanorganization. F6.First-linemanagersarethemanagerswhohavetheresponsibilityformakingthesignificantstrategicpolicydecisions，oftenwithstaffmanagersassistingtheminthesedecisions.T1.Thelearningorganizationisanattitudeorphilosophy（哲学）aboutwhatanorganizationcanbecome.F2.Theessentialideainalearningorganizationisefficiency.F3.Asamanager，Loupreferstothinkintermsof‘controlover’ratherthan‘controlwith’others.Thisisinagreementwiththeideaofalearningorganization.T4.Empowermentmeansgivingemployeesthepower，freedom，knowledge，andskillstomakedecisionsandperformeffectively.F5.TheoryXandTheoryY，proposedbyDouglasMcGregor，providetwoopposing（相反）viewsofworkers：TheoryXrecognisesthatworkersenjoyachievementandresponsibility，whileTheoryYrecognises（承认）thatworkerswillavoidworkwheneverpossible.F1、Thestudyofmanagementtraditionallyhasfocusedonfactorsexternaltotheorganizations.T2、Thegeneralenvironmentandthetaskenvironmentarethetwolayersofanorganization’sexternalenvironment.F3、Customersandcompetitorsaretwoimportantsectorsoftheeconomicdimension（次元）ofafirm’sgeneralenvironment.F4.Otherorganizationsinthesameindustryortypeofbusinessthatprovidegoodsorservicestothesamesetofcustomersarereferredtoassuppliers.F5.Theinternalenvironmentwithinwhichmanagersworkincludescorporate（公司）culture，socioculturalaspectsandcustomers.T1、Foundbetweenthedomains（领域）oflawandfreechoice，ethics（道德
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）isthecodeofmoralprinciplesthatgovernsanyindividualorgroup.T2、Mostethicaldilemmas（困境）involveaconflictbetweentheneedsofthepartandthewhole.F3.Thefourapproachesthatguideethicaldecisionmakingareutilitarian（功力），individualism，moral-rightsandobjectivedualism（双重论）.F4.Freechoiceliesbetweenthedomainsofcodifiedlawandethics.F5.Mostofthelawsguidinghumanresourcemanagementarebasedontheindividualismapproach.F6.Cultureistheonlyaspectofanorganizationthatinfluencesethics.T7.Allstockholdersofanorganizationareitsstakeholders，butnotallstakeholdersareitsstockholders.F1、Ofthefourmanagementfunctions，organizingisthemostfundamental（主线），aseverythingpractical（实际）stems（血统）fromcarefulorganization. T2.Adesiredfuturestatethattheindividualororganizationattemptstorealizeisagoal. F3.Plansspecify（列举）futureends；goalsspecifytoday’smeans. F4.Theactofdeterminingtheorganization’sgoalsandthemeansforachievingthemiscalledgoalsetting.T5.Goalsandplansarevaluabletoanorganizationbecausetheyprovidelegitimacy（合法），rationale（基本原理）fordecisionsandanincreaseinmotivation（积极性）andcommitment（承诺）. T6.Anorganization’smissiondescribesitsreasonforexistence. T7.Missionstatementsoftenreveal（显示）thecompany’sphilosophyaswellaspurpose. T8.Strategicplansandgoalsarethosethatfocusonwheretheorganizationwantstobeinthefutureandpertain（属于）totheorganizationasawhole. F9.ReviewingprogressisthemostdifficultstepinanMBOprocess. T10.Long-termplanningincludesstrategicgoalsfortheoverallorganization.F1、Byfarthemostdifficultdecisionsituationisuncertainty.T2、Achoicemadefromavailablealternativesiscalledadecision。F3、Theclassicaldecisionmakingmodelassumesthatthedecision-makerisrational，andmakestheoptimaldecisioneachtime.F4、Decision-makingmustnotbedoneamidever-changingfactors，unclearinformationandconflictingpointsofview.F5、AccordingtotheVroom-JagoModel，leadersshouldbeconcernedwithdecisioncharacteristicslikeacommitmentrequirement，problemstructureandsubordinateconflict.T1.Organizationalstructurereferstotheframeworkinwhichtheorganizationdefinesthewaytasksaredivided，resourcesaredeployedanddepartmentsarecoordinated.T2.Authorityistherighttouseresources，makedecisionsandissueordersinanorganization.F3.Giventhechallengestomeetcustomerneedsandadapttotheenvironment，mostorganizationstodaydiscouragemanagerstodelegateauthoritytothelowerlevels.T4.Thenumberofemployeesreportingtoasupervisorishisorherspanofmanagement.T5.Anadvantageofverticalfunctionalstructureisitsquickresponsetoexternalchanges.T1、Thesetofactivitiesthatareundertakentoattract，developandmaintainaneffectiveworkforceisreferredtoashumanresourcemanagement.F2、Aninterviewisaone-waycommunicationchannelthatallowstheorganizationtoobtaininformationabouttheapplicant.T3、HRplanning，choosingrecruitingsources，andselectingthecandidatearethefirstthreestepsinvolvedinattractinganeffectiveworkforce.T4、Thevalueofanexitinterviewistoprovideanexcellentandinexpensivetoolforlearningaboutpocketsofdissatisfactionwithintheorganizationandhenceforreducingfutureturnover.MultipleChoiceC1.Thefigureheadroleinvolves：A.motivatingandcommunicatingwithstaffB.initiating（发起）changeC.handlingceremonial（正式）andsymbolicactivitiesD.developinginformationsourceswithintheorganizationE.stayingwellinformedaboutcurrentaffairs B2.Howanorganizationgoesaboutaccomplishingaplanisakeypartofthemanagementfunctionof：A.planningB.organizingC.leadingD.controllingE.motivatingE3.Whichofthefollowingisnotafunctionofmanagement?A.controlB.planC.organizeD.LeadE.performanceA4.Asocialentity（本质）thatisgoaldirectedanddeliberately（慎重地）structuredisreferredtoas：anorganizationB.managementC.employeesD.studentsE.tasks C5.Whichofthefollowingtypesofskillsistheunderstandingofandproficiencyintheperformanceofspecifictasks?A.humanskillB.leadershipskillC.technicalskillD.conceptual（概念上）skillE.socialskillE6.Theinformationalrole，accordingtoMintzberg，isa(n)____________role?A.entrepreneur（公司家）B.leaderC.figurehead（有名无实领袖）D.celebratoryE.monitorE1.__________forcesrefertothoseaspectsofaculturethatguideandinfluencerelationshipsamongpeople.A.LegalB.EconomicC.PoliticalD.PsychologicalE.Social E2.Variables（变量）suchasinterestrates，inflation（通货膨胀）andtradetariffs（关税）areallexamplesof_________forces.A.technologicalB.politicalC.socialD.socio-educationalE.noneoftheabove D3.Strategyhastraditionallybeenthesole（唯一）responsibilityof：A.middlemanagementB.projectmanagers（项目经理）C.companyaccountantsD.topmanagers C4.Duringtheearlytwentiethcentury，theprevailing（普通）managementperspective（观点），whichemphasisedrationality（合理性）andascientificapproach，wasthe_________perspective.A.scientificB.behaviouralC.classicalD.quantitativeE.Pareto C5.Thethreesubfields（子域）oftheclassicalperspectiveinclude：A. bureaucraticorganization，quantitativemanagement，andthehumanrelationsmovementB. quantitativemanagement，behaviouralscience，andadministrativemanagementC.administrativemanagement，bureaucraticorganization，andscientificmanagementD.scientificmanagement，quantitativemanagement，andadministrativemanagementE.noneoftheabove B6.Brucebelieveshisemployeesareresponsibleandabletoworkwithoutintensedirectionandsupervision（管理）.Heisa：A.TheoryXmanagerB.TheoryYmanagerC.TheoryZmanagerD.contingency（偶尔性）theorymanagerE.classicalmanagerB1.Whichoftheseisapartofanorganization’sinternalenvironment?A.itscustomersB.itssalespeopleC.itswagestructureD.itssuppliersE.itscompetitorE2.The__________environmentrepresents（体现）theouterlayeroftheenvironmentandaffectsorganizations__________.A.task；indirectlyB.general；directlyC.internal；directlyD.internal；indirectly（间接地）E.general；indirectly C3.WhichoftheseisNOTapartofanorganization’sgeneralenvironment?A.technologicalB.economicC.competitorsD.legal-politicalE.socio-cultural D4.Anorganization’staskenvironmentincludesallofthefollowingEXCEPT：A.competitorsB.customersC.labormarketsD.employersE.suppliersA5.Whichoftheseareincludedinanorganization’staskenvironment?A.suppliersB.accountingprocedures（手续）C.technologyD.governmentE.demographic（人口记录学）characteristics B6.Whichofthefollowingconsistsofdemographicfactors，suchaspopulationdensity?A.technologicalenvironmentB.socioculturalenvironmentC.legal-politicalenvironmentD.internalenvironmentE.economicenvironment B7.The__________representspeopleintheenvironmentwhocanbehiredtoworkfortheorganization.A.competitorsB.labourmarketC.suppliersD.customersE.government C8.Whichstatement（论述）belowiscorrect?A.Whenenvironmentisdynamic（活跃），uncertaintyislow.B.Whentheenvironmentisunstable（动态），uncertaintyislow.C.Adynamicenvironmenthasmoreuncertaintythanastableenvironment.D.Thestability（稳定性）oftheenvironmentdoesnotdeterminethestructureofthefirm.E.Noneoftheabove.A9.Researchhasfoundthata(n)__________structureworksbestwhenorganizationsexperienceuncertainty.A.flexible（灵活）B.mechanistic（机械）C.intuitive（直觉）D.inorganicE.rigid（死板）C1、Whichofthesereferstothecodeofmoralprinciplesandvaluesthatgovernbehaviorwithrespecttowhatisrightandwrong?A.socialresponsibilityB.freedomainC.ethicsD.codifiedlaw（编纂法典）E.discretionary（任意）responsibility E2.Around____percentofadultsreachthelevelthreestageofmoraldevelopment.A.30B.40C.50D.80E.20 A3.Ethicsdealswith_______valuesthatareapartofcorporatecultureandshapesdecisionsconcerningsocialresponsibilitywithrespecttothe_______environment.A.internal/externalB.external/externalC.internal/internalD.external/internalE.noneoftheabove B4.Theassumption（假设）that‘Ifit’snotillegal，itmustbeethical,’ignoreswhichofthefollowing?A.domainofcodifiedlawB.domainofethicsC.domainoffreechoiceD.discretionaryresponsibilityE.domainofsymbolism C5.Thegoldenrule‘dountoothersastheywoulddountoyou’is：A.anexampleoftheutilitarianapproachtoethicalbehaviourB.representativeofthemoral-justiceapproachtomoraldecisionmakingC.anexampleofthevaluesthatguidetheindividualismapproachtoethicalbehaviourD.anage-oldpieceofadvisenottobetakentooseriouslyE.anexampleofthejusticeapproachtoethicalbehaviour B6.Individualismismostcloselyrelatedto：A.socialresponsibilityB.freechoiceC.economicresponsibilityD.codifiedlawE.togetherness D7.Sexualharassment（性骚扰）isunethicalbecauseitviolates（违背）animportantpartofwhichapproachtoethicalbehavior?A.theutilitarianapproachB.theindividualismapproachC.thejusticeapproachD.themoral-rightsapproachE.thedefensive（防御）approach D8.Mostofthelawsguidinghumanresourcemanagementarebasedonthe：A.utilitarianapproachB.moral-rightsapproachC.individualismapproachD.justiceapproachE.collectivism（集体主义）approachC1.Adesiredfuturestatethatanorganizationattemptstorealise（明白）iscalleda(n)：planB.visionstatementC.goalD.missionstatementE.idea A2.__________specifyfutureendsand__________specifytoday’smeans.A.Goals，plansB.Plans，goalsC.Planning，organisingD.Ideas，behavioursE.Mission，visionC3.Whichoftheseistheactofdeterminingtheorganization’sgoalsandthemeansforachievingthem?A.organisingB.brainstormingC.planningD.developingamissionE.ablueprintB4.Theplanningprocessbeginswithwhichofthese?A.thedevelopmentofoperational（运作）goalsB.thedevelopmentofamissionstatementC.communicationofgoalstotherestoftheorganizationD.acompany-widemeetingE.brainstorming D5.The__________isthebasisforthestrategiclevelofgoalsandplanswhichinturn（空）shapesthe__________and__________level.A.goal，mission，tacticalB.operationalgoal，missionandtactical（方略）C.objective，operational，missionD.mission，tactical，operationalE.tacticalplan，operational，mission A6.__________areprimarilyconcernedwithtacticalgoals/plans.A.MiddlemanagementB.BoardofdirectorsC.ConsultantsD.SeniormanagementE.Lowermanagement D7.Whichoftheseareprimarilyresponsibleforstrategicgoals/plans?A.middlemanagementB.boardofdirectorsC.consultants（征询者）D.seniormanagementE.lowermanagement D8.Astatementthatidentifiesdistinguishingcharacteristicsofanorganizationisknownas：A.agoalsstatementB.avaluesstatementC.anincomestatementD.amissionstatementE.acompetitive-edgestatement C9.Theorganization’sreasonforexistenceisknownas：A.theorganization’svalueB.theorganization’svisionC.theorganization’smissionD.theorganization’sgoalE.theorganization’sservice C10.‘Weseektobecomethemajorcomputermaintenance（维修）businessinShanghai’isanexampleofastatementyouaremostlikelytofindintheorganization’s：A.tacticalgoalsB.operationalgoalsC.missionD.tacticalplansE.operationalplansB11.Goalsthatdefinetheoutcomesthatmajordivisions（部门）anddepartmentsmustachieveinorderfortheorganizationtoreachitsoverallgoalsarecalled：A.strategicgoalsB.tacticalgoalsC.operationalgoalsD.amissionE.aplanA12.Specificresultsexpectedfromindividualsarecalled：A.operationalgoalsB.tacticalgoalsC.strategicgoalsD.operationalplansE.missionstatementsD13.__________goalsleadtotheattainment（成就）of__________goals，whichinturnleadtotheattainmentof__________goals.A.Operational，strategic，tacticalB.Tactical，operational，strategicC.Strategic，tactical，operationalD.Operational，tactical，strategicE.Noneoftheabove A14.ThefirststepintheMBOprocessis：A.settinggoalsB.developingactionplansC.appraising（评价）overallperformanceD.reviewingprogressE.reliant（依赖）ontheobjectives，whichshouldbelaiddown（制定）firstA15.ThefinalstepintheMBOprocessisto：A.appraiseoverallperformanceB.developanactionplanC.reviewprogressD.setgoalsE.conductperiodiccheckups（周期审查） C16.Contingency（偶尔性）plansare：A.plansthataredevelopedtoachieveasetofgoalsthatareunlikelytoberepeatedinthefutureB.plansthatusedtoprovideguidancefortasksperformedrepeatedlywithintheorganizationC.plansthatdefinecompanyresponsestospecificsituations，suchasemergenciesorsetbacksD.mostimportantintheorganizationsE.noneoftheaboveA1.Achoicemadefromavailablealternativesisknownasa_________.A. decision B. plan C. plannedgoal D. tactic E.strategyC2.Thelowestpossibilityoffailureisassociatedwiththeconditionof:A. ambiguity B. uncertainty C.certainty D. RiskE. twooftheaboveC3.Theclassicalmodelofdecisionmakingisbasedon__________assumptions.A. philosophical B. irrational C. economic D. uncertainty E. industrialC4.Whichoftheseisthefirststepinthemanagerialdecisionmakingprocess?A. evaluationandfeedback B. developmentofalternatives C. recognitionofdecisionrequirement D. diagnosisandanalysisofcauses E. selectionofdesiredalternativesA5.Feedbackisimportantbecause:A.decisionmakingisacontinuousprocess B.itprovidesdecision-makerswithnewinformation C.ithelpsdetermineifanewdecisionneedstobemade D. alloftheabove E.BandConlyC1.Whichofthesereferstothedeploymentoforganizationalresourcestoachievestrategicgoals?A.planningB.controllingC.organisingD.leadingE.strategicmanagementC2.Strategydefines_______todowhileorganisingdefines_______todoit.A.how，whatB.how，whyC.what，howD.what，whyE.when，whatB3.Organizationstructureisdefinedas:A.thevisualrepresentationoftheorganizationB.theframeworkinwhichtheorganizationdefinedhowtasksaredivided，resourcesaredeployed，anddepartmentsarecoordinatedC.thedivisionoflabourD.theunbrokenlineofauthoritythatlinksallindividualsintheorganizationE.noneoftheaboveC4.__________istheformalandlegitimaterightofamanagertomakedecisions.A.DelegationB.ResponsibilityC.AuthorityD.LeadershipE.SpanofmanagementB5.Whichofthesemeansthateachemployeeisheldaccountabletoonlyonesupervisor?A.scalarprincipleB.unityofcommandC.workspecialisationD.divisionoflabourE.spanofmanagementC6．__________meansthatdecisionauthorityislocatednearthe__________oftheorganization.A.Centralization，bottomB.Decentralization，topC.Centralization，topD.Centralization，middleE.NoneoftheaboveD7.Whichofthefollowingisacontemporaryapproachtostructuraldesignindepartmentalization?A.functionalB.divisionalC.MatrixD.teamsE.geographic-basedE8.Advantagesofthematrixstructureinclude:A.Itincreasesemployeeparticipation.B.Itmakesefficientuseofhumanresources.C.Itworkswellinachangingenvironment.D.Itdevelopsbothgeneralandspecialistmanagementskills.E.Alloftheabove.A9.Anadvantageofthedivisionalstructureis:A.concernforcustomers’needsishighB.thereislittleduplicationofservicesacrossdivisionsC.thereisgoodcoordinationacrossdivisionsD.topmanagementretainstightcontroloftheorganizationE.thereisnocompetitionforcorporateresourcesD10.Disadvantagesofthenetworkapproachinclude:A.alackofhands-oncontrolB.thepossibilityoflosinganimportantpartoftheorganizationC.weakenedemployeeloyaltyD.alloftheaboveE.AandConlyE1. Whichofthefollowingisanexampleoforganizationalchange?A. theswitchtoanewproductionmethod B. thedecisiontoofferanewproductlineC. theintroductionsofanewpayforperformancesystem D. alloftheabove E. AandBonlyA2. Theadoptionofanewideaorbehaviourbyanorganizationisknownasorganizational: A.change B. DevelopmentC.structureD.intervention E.responsibilityB3. Environmentalforcesforchangeincludewhichofthese? A.organizationalplans B.globalcompetition C.companyproblems D.organizationalneeds E.employeesB4. Atwhichstageofthechangeprocessdomanagersevaluateproblemsandopportunities?A. monitorforcesforchangeB. needforchange C.initiatechange D.implementchange E.internalforcesA5. GeneralElectric，accordingtoyourtextbook，closeditsmicrowavefactoryinresponseto:A.internalforces B.environmentalforces C.alackofcashflowatGE D.demandsbyemployees E.demandsbylabourunionsD6. Search，creativity，andnew-ventureteamsareallassociatedwithwhichofthefollowingstepsofthechangeprocess? A. initiatingchange B.recognisingtheneedforchange C.implementingchange D.needforchange E.analyzingfeedback C7. AllofthefollowingarecharacteristicsofcreativeorganizationsEXCEPT: A. useofteams B. risktakingnormsC.centralisation D.alongtermhorizon E.loosecontrolsC8. WhichofthefollowingisNOTacharacteristicofacreativeindividual? A.conceptualtheory B.undisciplinedexploration C. persistenceandfocusedapproach D.authorisationanddependent E.alloftheabovearecharacteristicofacreativeindividualD9. Sarah-Maree，anewemployeeofyours，strikesyouascurious，open-minded，andreceptivetonewideas.YouhavedecidedtokeepyoureyeonSarah-Maree，forshemayverywellbe: A. anoutstandingperformer B. anindividualwithahighneedforachievement C.asatisfiedemployee D.acreativeindividual E.noneoftheabove A10. Creativeorganizations: A.arecharacterizedbyanunusuallyhighnumberofroutinejobsB. arelooselystructured C.havelittleambiguity D.havetoomanylayersofmanagement E.useacentralizeddecisionmakingapproachA11. __________is(are)importantrole(s)tobeplayedduringtheprocessoforganizationalchange.Theideachampion B. Thecritic C.Thesponsor D.InventorE.AlloftheaboveC12. Aunitseparatefromtherestoftheorganizationresponsibleforthedevelopmentofamajorinnovationisknownas: A. thenewproductgroup B. thematrixgroup C. thenew-ventureteam D. theverticalgroupE. thechangeteamC13. Thebiggestbarriertoorganizationalchangeisusually: A. disagreementaboutthebenefits B. uncertaintyaboutthefuture C. alackofunderstandingandtrust D. fearofpersonalloss E. toomuchtrust C14. Whatisforcefieldanalysis? A.theanalysisoftheforcesthatdrivecustomerstoacertainorganization B.theanalysisoftheforcesthatdrivetheorganizationofacompany C.theprocessofdeterminingwhichforcesdriveandwhichresistaproposedchange D.theprocessbywhichanorganizationforceschangestooccur E.noneoftheaboveC15. Whichapproachtochangeimplementationshouldbeusedwhenusershavepowertoresist?A. education B. participation C. coercionD. topmanagementsupport E. dominationD16. Whichofthefollowingusesformalbargainingtowinacceptanceandapprovalofadesiredchange? A. education B. participation C. coercion D. negotiation E. topmanagementsupport E17. __________symbolizestoallemployeesthatthechangeisimportantfortheorganization.A. Education B. Coercion C. Participation D. Negotiation E. TopmanagementsupportA18. Aflexible，decentralizedstructureencourageswhattypeofchanges? A. newproduct B. technological C. structural D. culture/people E. product/structureB19. __________approachmeansthatideasareinitiatedatlowerorganizationallevelsandchanneledupwardforapproval. A. Bottom-up B. Top-down C. horizontal-linkage D. Vertical-matrix E. NoneoftheaboveC20. Thetop-downprocessforchangedoesnotgenerallyworkforchangesintechnologybecause A. peopleneedtoteamupforthesechanges B. topmanagerslacktheexpertiseintechnologicalchanges C. employeedissatisfactionisaforceforchange D. technologicalchangesaredesignedtomaketheproduc
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