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管理学原理英文题库(含答案)

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管理学原理英文题库(含答案)Chapter1–IntroductiontoManagementandOrganizationsTrue/FalseQuestionsThefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.True(easy)Effectivenessreferstotherelationshipbetweeninputsandoutputs.False(moderate)Efficiencyisoft...

管理学原理英文题库(含答案)
Chapter1–IntroductiontoManagementandOrganizationsTrue/FalseQuestionsThefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.True(easy)Effectivenessreferstotherelationshipbetweeninputsandoutputs.False(moderate)Efficiencyisoftenreferredtoas"doingthingsright."True(moderate)Whenmanagersmeetorganizationalgoals,theyareefficientandeffective.False(difficult)AccordingtoMintzberg’smanagementroles,theinformationalroleinvolvesreceiving,collecting,anddisseminatinginformation.True(moderate)Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.True(moderate)Thesystemsperspectiveunderscoresandemphasizesthefactthatorganizationsaredifferent,facedifferentcircumstances,andthusmayrequiredifferentwaysofmanaging.False(moderate)MultipleChoice_____________areorganizationalmemberswhointegrateandcoordinatetheworkofothers.a.Managers(easy)b.Teamleadersc.Subordinatesd.Operativese.AgentsTypically,inorganizationsitisthe_____________whoareresponsibleformakingorganizationaldecisionsandsettingpoliciesandstrategiesthataffectallaspectsoftheorganization.a.teamleadersb.middlemanagersc.first-linemanagersd.topmanagers(easy)e.subordinates_____________distinguishesamanagerialpositionfromanonmanagerialone.a.Manipulatingothersb.Concernforthelawc.Increasingefficiencyd.Coordinatingandintegratingothers'work(moderate)e.DefiningmarketshareWhichofthefollowingisNOTanexampleofadecisionalroleaccordingtoMintzberg?a.spokesperson(moderate)b.entrepreneurc.disturbancehandlerd.resourceallocatore.negotiatorWhichofthefollowingskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization’swork?a.humanskillsb.technicalskills(easy)c.conceptualskillsd.empiricalskillsUnderstandingbuildingcodeswouldbeconsidereda_____________skillforabuildingcontractor.a.humanb.technical(easy)c.conceptuald.empiricale.functionalWhichofthefollowingphrasesisbestassociatedwithmanagerialconceptualskills?a.decision-making(easy)b.communicatingwithcustomersc.motivatingsubordinatesd.productknowledgee.technicalskillsAccordingtothetext,_____________arenotinfluencedbyanddonotinteractwiththeirenvironment.a.opensystemsb.closedsystems(easy)c.flextimesystemsd.reversesystemse.forwardsystemsThe_____________viewofamanager'sjobimpliesthatdecisionsandactionstakeninoneorganizationalareawillimpactotherareas.a.systems(moderate)b.contingencyc.conceptuald.functionale.environmentalWhichofthefollowingbestdescribestheconceptthatmanagementisneededinalltypesandsizesoforganizations,atallorganizationallevelsandinallorganizationalworkareas,andinallorganizations,nomatterwhatcountrythey’relocatedin?a.thepartialityofmanagementb.thesegmentationofmanagementc.theuniversalityofmanagement(moderate)d.theculturesofmanagementScenariosandQuestionsTheBusyDay(Scenario)DonEskew,plantmanageratControlSystems,Inc.,sighedashesippedhisfirstcupofcoffeeat5a.m.andreadhisagendafortheday.Heisgivingtwocompanytoursinthemorning;thefirsttoanewspaperreporterwhoiswritingastoryonthenewplantexpansionandhasseveralquestions,andthesecondtoagroupofControlSystems,Inc.,managersfromtheeastcoast.Hethenhasameetingwithunitmanager,PhilJohnson,todiscussPhil'srecentdropinperformance(ataskhealwayshates).Next,heisspendingacoupleofhoursreviewingthetradejournalshereceivesfromhishigh-techassociationandwritingupabriefsynopsisforhispresentationnextweektotheDivisionPresident.Finally,inlateafternoon,hewillbereviewingthenewequipmentmalfunctionanddecidingwhethertobringinextrapeopletogettheequipmentrunningassoonaspossible.Whew!Justanotherdayintheglamorouslifeofamanager.Together,allofthesebehaviorsperformedbyDonduringhisbusydaycorrespondtothemanagementrolesdiscoveredinthelate1960sbywhichofthefollowingmanagementscientists?a.Herzbergb.Skinnerc.Mintzberg(easy)d.Fayole.MaslowWhenDonwasmeetingwithPhiltodiscusshisperformanceconcerns,hewasoperatinginwhichmanagementrole?a.leader(difficult)b.figureheadc.monitord.disturbancehandlere.spokesperson114.WhatrolewasDonperformingwhenhegavetheplanttourtothenewspaperreporter?a.monitorb.figureheadc.disseminatord.spokesperson(difficult)e.resourceallocator115.WhenDonwasreviewingthenewequipmentmalfunction,whatmanagementrolewasheplayingwhendecidingwhethertobringinextrapeople?a.monitorb.disseminatorc.resourceallocator(moderate)d.disturbancehandlere.figureheadEssayQuestionsInashortessay,discussthedifferencebetweenefficiencyandeffectivenessandincludeaspecificexampletosupporteachconcept.Answera.Efficiencyreferstogettingthemostoutputfromtheleastamountofinputs.Becausemanagersdealwithscarceinputs—includingresourcessuchaspeople,money,andequipment—theyareconcernedwiththeefficientuseofresources.Forinstance,attheBeiersdorfInc.factoryinCincinnati,whereemployeesmakebodybracesandsupports,canes,walkers,crutches,andothermedicalassistanceproducts,efficientmanufacturingtechniqueswereimplementedbydoingthingssuchascuttinginventorylevels,decreasingtheamountoftimetomanufactureproducts,andloweringproductrejectrates.Fromthisperspective,efficiencyisoftenreferredtoas“doingthingsright”—thatis,notwastingresources.b.Effectivenessisoftendescribedas“doingtherightthings”—thatis,thoseworkactivitiesthatwillhelptheorganizationreachitsgoals.Forinstance,attheBiersdorffactory,goalsincludedopencommunicationbetweenmanagersandemployees,andcuttingcosts.Throughvariousworkprograms,thesegoalswerepursuedandachieved.Whereasefficiencyisconcernedwiththemeansofgettingthingsdone,effectivenessisconcernedwiththeends,orattainmentoforganizationalgoals.(moderate)Inashortessay,listandexplainthefourbasicfunctionsofmanagement.Answera.Planning–involvestheprocessofdefininggoals,establishingstrategiesforachievingthosegoals,anddevelopingplanstointegrateandcoordinateactivities.b.Organizing–involvestheprocessofdeterminingwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade.c.Leading–whenmanagersmotivatesubordinates,influenceindividualsorteamsastheywork,selectthemosteffectivecommunicationchannel,ordealinanywaywithemployeebehaviorissues,theyareleading.d.Controlling–toensurethatworkisgoingasitshould,managersmustmonitorandevaluateperformance.Theprocessofmonitoring,comparing,andcorrectingiswhatismeantbythecontrollingfunction.(moderate)Inashortessay,listanddiscussthethreeessentialskillsaccordingtoKatzthatmanagersneedtoperformthedutiesandactivitiesassociatedwithbeingamanager.Answera.Technicalskills–includeknowledgeofanproficiencyinacertainspecializedfield,suchasengineering,computers,accounting,ormanufacturing.Theseskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization’swork.b.Humanskills–involvetheabilitytoworkwellwithotherpeoplebothindividuallyandinagroup.Managerswithgoodhumanskillsareabletogetthebestoutoftheirpeople.Theyknowhowtocommunicate,motivate,lead,andinspireenthusiasmandtrust.Theseskillsareequallyimportantatalllevelsofmanagement.c.Conceptualskills–thesearetheskillthatmanagersmusthavetothinkandtoconceptualizeaboutabstractandcomplexsituations.Usingtheseskills,managersmustbeabletoseetheorganizationasawhole,understandtherelationshipsamongvarioussubunits,andvisualizehowtheorganizationfitsintoitsbroaderenvironment.Theseskillsaremostimportantatthetopmanagementlevels.(moderate)Chapter2–ManagementYesterdayandTodayTrue/FalseAccordingtoAdamSmith,divisionoflaborwasanimportantconcept.True(easy)IntheIndustrialRevolution,machinepowerbegansubstitutingforhumanpower.True(easy)“PrinciplesofScientificManagement”waswrittenbyFrederickTaylor.True(moderate)FrankGilbreth’sbest-knowncontributiontoscientificmanagementconcernedselectingthebestworker.False(moderate)FrederickTaylorismostassociatedwiththeprinciplesofscientificmanagement.True(easy)OnecouldsaythatFayolwasinterestedinstudyingmacromanagementissues,whereasTaylorwasinterestedinstudyingmicromanagementissues.True(moderate)Bureaucracy,asdescribedbyWeber,emphasizesrationalityandinterpersonalrelationships.False(moderate)Decisionsondeterminingacompany’soptimuminventorylevelshavebeensignificantlyinfluencedbyeconomicorderquantitymodeling.True(moderate)Barnard,Follet,Musterberg,andOwenarealltheoristsareassociatedwiththeearlyorganizationalbehaviorapproach.True(moderate)MultipleChoiceAdamSmith's,"TheWealthofNations,"putforththattheprimaryeconomicadvantagebysocietieswouldbegainedfromwhichofthefollowingconcepts?a.managementplanningandcontrolb.on-the-jobtrainingc.unionrepresentationd.fairemploymentlegislatione.divisionoflabor(difficult)Whichofthefollowingisnotoneofthefourmanagementapproachesthatgrewoutofthefirsthalfofthiscentury?a.scientificmanagementb.generaladministrativec.organizationalbehaviord.systemsapproach(easy)e.quantitativeAccordingtothetext,probablythebest-knownexampleofTaylor’sscientificmanagementwasthe______________experiment.a.horseshoeb.pigiron(moderate)c.bluecollard.fishtankWhichofthefollowingisNOToneofTaylor’sfourprinciplesofmanagement?a.Developascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.b.Scientificallyselectandthentrain,teach,anddeveloptheworker.c.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesdeveloped.d.Providemanagerswilllessworkthanotheremployeessothemanagerscanplanaccordingly.(difficult)Generaladministrativetheoryfocusesona.theentireorganization.(easy)b.managersandadministrators.c.themeasurementoforganizationaldesignrelationships.d.primarilytheaccountingfunction.e.administrativeissuesaffectingnon-managerialemployees.Thefourteenprinciplesofmanagementareassociatedwithwhom?a.Weberb.Druckerc.Taylord.Gilbrethe.Fayol(moderate)Whichofthefollowingapproachestomanagementhasalsobeenlabeledoperationsresearchormanagementscience?a.Thequalitativeapproachb.Thequantitativeapproach(easy)c.Theexperimentalapproachd.ThetheoreticalapproachWhichofthefollowingwouldnotbeassociatedwiththequantitativeapproachtomanagement?a.informationmodelsb.critical-pathschedulingc.systematicmotivationofindividuals(moderate)d.linearprogramminge.statisticsWithoutquestion,themostimportantcontributiontothedevelopingfieldoforganizationalbehaviorcameoutofthe_______________.a.TaylorStudies.b.PorterStudies.c.ParkerStudies.d.HawthorneStudies.(moderate)WhatscientistismostcloselyassociatedwiththeHawthorneStudies?a.Adamsb.Mayo(easy)c.Lawlerd.Barnarde.FollettOneoutcomeoftheHawthornestudiescouldbedescribedbywhichofthefollowingstatements?a.Socialnormsarethekeydeterminantsofindividualworkbehavior.(moderate)b.Moneyismoreimportantthanthegrouponindividualproductivity.c.Behaviorandemployeesentimentsareinverselyrelated.d.Securityisrelativelyunimportant.e.Whilegroupsareanimportantdeterminantofworkerproductivity,theindividualhim/herselfismostimportant.ScenariosandQuestionsHISTORICALBACKGROUNDOFMANAGEMENTALookBack(Scenario)CindySchultz,tiredfromworkingwithcustomersallday,decidedtotakeafifteen-minutenaptohelpclearherheadbeforethe4:15managers'meeting.Hercompanyhadrecentlybegunare-engineeringprocessaswellasotherchangesrequiringcopiousmanagementinput.Assheleanedbackinherchair,shewonderedifmanagementsciencehadalwaysbeenthiswayandhowitallbegan.Asshenapped,shedreamedthat,alongwith"Mr.Peebodi"asherguide,shewastravelinginthe"ManagementWayBackMachine"thattookherbackthroughmanagementhistory.106.OneoftheearliestsitesCindyvisitedwasAdamSmith'shome,authorofTheWealthofNations,whichsuggestedthatorganizationsandsocietywouldgainfroma.timemanagement.b.divisionoflabor.(moderate)c.groupwork.d.qualitymanagement.e.timeandmotionstudies.107.Cindyvisitedabookstorewheretherewasabooksigningoccurring.ShelookeddownandsawthatthetitleofthebookwasPrinciplesofScientificManagementandconcludedthattheauthormustbea.AdamSmith.b.FrankGilbreth.c.HenryGantt.d.FrederickTaylor.(easy)e.HenriFayol.108.CindyadmiredtheworksofTaylorandGilbreth,twoadvocatesofa.scientificmanagement.(moderate)b.organizationalbehavior.c.humanresourcemanagement.d.motivation.e.leadership.109.Cindyspentsometimevisitingwith__________,aresearchershepreviouslyknewlittleaboutbutwhoalsocontributedtomanagementsciencebybeingamongthefirsttousemotionpicturefilmstostudyhand-and-bodymotionsandbydevisingaclassificationschemeknownasa"therblig."a.HenryGanttb.MaxWeberc.ChesterBarnardd.FrankGilbreth(moderate)e.MaryParkerFolletEssayQuestionsSCIENTIFICMANAGEMENTInashortessay,discussFrederickTaylor’sworkinscientificmanagement.Next,listTaylor’sfourprinciplesofmanagement.AnswerFrederickTaylordidmostofhisworkattheMidvaleandBethlehemSteelCompaniesinPennsylvania.AsamechanicalengineerwithaQuakerandPuritanbackground,hewascontinuallyappalledbyworkers’inefficiencies.Employeesusedvastlydifferenttechniquestodothesamejob.Theywereinclinedto“takeiteasy”onthejob,andTaylorbelievedthatworkeroutputwasonlyaboutone-thirdofwhatwaspossible.Virtuallynoworkstandardsexisted.Workerswereplacedinjobswithlittleornoconcernformatchingtheirabilitiesandaptitudeswiththetaskstheywererequiredtodo.Managersandworkerswereincontinualconflict.Taylorsetouttocorrectthesituationbyapplyingthescientificmethodtoshopfloorjobs.Hespentmorethantwodecadespassionatelypursuingthe“onebestway”foreachjobtobedone.Taylor’sFourPrinciplesofManagementa.Developascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.b.Scientificallyselectandthentrain,teach,anddeveloptheworker.c.Heartilycooperatewiththeworkerssoastoensurethatalworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.d.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.Managementtakesoverallworkforwhichitisbetterfittedthantheworkers.(difficult)122.Inashortessay,discusstheworkinscientificmanagementbyFrankandLillianGilbreth.AnswerFrankGilbrethisprobablybestknownforhisexperimentsinbricklaying.Bycarefullyanalyzingthebricklayer’sjob,hereducedthenumberofmotionsinlayingexteriorbrickfrom18toabout5,andonlayinginteriorbrickthemotionswerereducedfrom18to2.UsingtheGilbreth’stechniques,thebricklayercouldbemoreproductiveandlessfatiguedattheendoftheday.TheGilbrethswereamongthefirstresearcherstousemotionpicturestostudyhand-and-bodymotionsandtheamountoftimespentdoingeachmotion.Wastedmotionsmissedbythenakedeyecouldbeidentifiedandeliminated.TheGilbrethsalsodevisedaclassificationschemetolabel17basichandmotions,whichtheycalledtherbligs.ThisschemeallowedtheGilbrethsamoreprecisewayofanalyzingaworker’sexacthandmovements.(moderate)GENERALADMINISTRATIVETHEORISTS123.Inashortessay,discusstheworkofHenriFayolasitrelatestothegeneraladministrativeapproachtomanagement.NextlistanddiscusssevenofFayol’sfourteenprinciplesofmanagement.AnswerFayoldescribedthepracticeofmanagementassomethingdistinctfromaccounting,finance,production,distribution,andothertypicalbusinessfunctions.Hearguedthatmanagementwasanactivitycommontoallhumanendeavorsinbusiness,government,andeveninthehome.Hethenproceededtostate14principlesofmanagement—fundamentalrulesofmanagementthatcouldbetaughtinschoolsandappliedinallorganizationalsituations.Fayol’sFourteenPrinciplesofManagementa.Divisionofwork.–specializationincreasesoutputbymakingemployeesmoreefficient.b.Authority–managersmustbeabletogiveorders.Authoritygivesthemthisright.Alongwithauthority,however,goesresponsibility.c.Discipline–employeesmustobeyandrespecttherulesthatgoverntheorganization.d.Unityofcommand–everyemployeeshouldreceiveordersfromonlyonesuperior.e.Unityofdirection–theorganizationshouldhaveasingleplanofactiontoguidemanagersandworkers.f.Subordinationofindividualintereststothegeneralinterest–theinterestsofanyoneemployeeorgroupofemployeesshouldnottakeprecedenceovertheinterestsoftheorganizationasawhole.g.Remuneration–workersmustbepaidafairwagefortheirservices.h.Centralization–thistermreferstothedegreetowhichsubordinatesareinvolvedindecisionmaking.i.Scalarchain–thelineofauthorityfromtopmanagementtothelowestranksinthescalarchain.j.Order–peopleandmaterialsshouldbeintherightplaceattherighttime.k.Equity–managersshouldbekindandfairtotheirsubordinates.l.Stabilityoftenureofpersonnel–managementshouldprovideorderlypersonalplanningandensurethatreplacementsareavailabletofillvacancies.m.Initiative–employeeswhoareallowedtooriginateandcarryoutplanswillexerthighlevelsofeffort.n.Espritdecorps–promotingteamspiritwillbuildharmonyandunitywithintheorganization.(difficult)124.Inashortessay,discussMaxWeber’scontributiontothegeneraladministrativeapproachtomanagement.AnswerMaxWeberwasaGermansociologistwhostudiedorganizationalactivity.Writingintheearly1900s,hedevelopedatheoryofauthoritystructuresandrelations.Weberdescribesanidealtypeoforganizationhecalledabureaucracy—aformororganizationcharacterizedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships.Weberrecognizedthatthis“idealbureaucracy”didn’texistinreality.Insteadheintendeditasabasisfortheorizingaboutworkandhowworkcouldbedoneinlargegroups.Histheorybecamethemodelstructuraldesignformanyortoday’slargeorganizations.(easy)TOWARDUNDERSTANDINGORGANIZATIONALBEHAVIOR125.Inashortessay,describetheHawthorneStudies.Next,discusstheroleofEltonMayointhesestudiesandsomeofthefindingsofhisresearch.AnswerWithoutquestion,themostimportantcontributiontothedevelopingOBfieldcameoutoftheHawthorneStudies,aseriesofstudiesconductedattheWesternElectricCompanyWorksinCicero,Illinois.ThesestudieswereinitiallydesignedbyWesternElectricindustrialengineersasascientificmanagementexperiment.Theywantedtoexaminetheeffectofvariousilluminationlevelsonworkerproductivity.Basedontheirresearch,itwasconcludedthatilluminationintensitywasnotdirectlyrelatedtogroupproductivity.In1927,theWesternElectricengineersaskedHarvardprofessorEltonMayoandhisassociatestojointhestudyasconsultants.Throughadditionalresearch,EltonMayoconcludedthatbehavioraffectedindividualbehavior,thatgroupstandardsestablishindividualworkeroutput,andthatmoneyislessafactorindeterminingoutputthanaregroupstandards,groupsentiments,andsecurity.Theseconclusionsledtoanewemphasisonthehumanbehaviorfactorinthefunctioningoforganizationsandtheattainmentoftheirgoals.(difficult)CURRENTTRENDSANDISSUES126.Inashortessay,defineentrepreneurshipanddiscussthethreeimportthemesthatstickoutinthisdefinitionofentrepreneurship.AnswerEntrepreneurshipistheprocesswherebyanindividualoragroupofindividualsusesorganizedeffortsandmeanstopursueopportunitiestocreatevalueandgrowbyfulfillingwantsandneedsthroughinnovationanduniqueness,nomatterwhatresourcesarecurrentlycontrolled.Itinvolvesthediscoveryofopportunitiesandtheresourcestoexploitthem.Threeimportantthemesstickoutinthisdefinitionofentrepreneurship.First,isthepursuitofopportunities.Entrepreneurshipisaboutpursuingenvironmentaltrendsandchangesthatnooneelsehasseenorpaidattentionto.Thesecondimportantthemeinentrepreneurshipisinnovation.Entrepreneurshipinvolveschanging,revolutionizing,transforming,andintroducingnewapproaches—thatis,newproductsorservicesofnewwaysofdoingbusiness.Thefinalimportantthemeinentrepreneurshipisgrowth.Entrepreneurspursuegrowth.Theyarenotcontenttostaysmallortostaythesameinsize.Entrepreneurswanttheirbusinessestogrowandworkveryhardtopursuegrowthastheycontinuallylookfortrendsandcontinuetoinnovatenewproductsandnewapproaches.(moderate)127.Inashortessay,definee-businessande-commerce.Nextdiscussthethreecategoriesofe-businessinvolvement.AnswerE-business(electronicbusiness)isacomprehensivetermdescribingthewayanorganizationdoesitsworkbyusingelectronicInternet-based)linkageswithitskeyconstituencies(employees,managers,customers,suppliers,andpartners)inordertoefficientlyandeffectivelyachieveitsgoals.It’smorethane-commerce,althoughe-businesscanincludee-commerce.E-commerce(electroniccommerce)isanyformofbusinessexchangeortransactioninwhichthepartiesinteractelectronically.Thefirstcategoryofe-businessinvolvementane-businessenh
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