上海海洋大學管理學原理題庫(已分類整理好-附答案-完全版)

1、TRUE/FALSET 1 . Management is often considered universal because it uses organizational resources to accomplish goals and attain high performance in all types of profit and not-for-profit organizations.T 2 . Leadership in volves the use of in flue nce to motivate employees to achievethe orga ni zati

2、 on' s goals.F 3 . Organising means defining goals for future organizational performance anddecidi ng on the tasks and resources n eeded to atta in them.F 4. Efficie ncy refers to the degree to which the orga ni zati on achieves a statedobjective.F 5. The manager ' s ability to think strateg

3、ically' requires high technical skillsand a proficiency in specific tasks within an organization.F 6. First-l ine man agers are the man agers who have the resp on sibility for makingthe sig ni fica nt strategic policy decisi ons, often with staff man agers assist ing themin these decisi ons.T 1.

4、 The lear ning orga ni zatio n is an attitude or philosophy（哲學） about what anorga ni zatio n can become.F 2. The essential idea in a learning organization is efficiency.F 3. As a manager, Lou prefers to think in terms of control over 'rather than control with' others. This is in agreement wi

5、th the idea of a learningorga ni zatio n.T 4. Empowerme nt means givi ng employees the power, freedom, kno wledge, andskills to make decisi ons and perform effectively.F 5. Theory X and Theory Y, proposed by Douglas McGregor, provide twooppos ing （相反的） views of workers: Theory X recog ni ses that wo

6、rkers enjoyachievement and responsibility, while Theory Y recognises（承認）that workers willavoid work whe never possible.F 1、The study of man ageme nt traditi on ally has focused on factors exter nal to theorga ni zatio ns.T 2、The general environment and the task environment are the two layers of anor

7、ganization' s external environment.F 3、Customers and competitors are two important sectors of the economicdimension（次元） of a firm ' s general environment.F 4. Other orga ni zati ons in the same in dustry or type of bus in ess that providegoods or services to the same set of customers are ref

8、erred to as suppliers.F 5. The in ternal en vir onment within which man agers work in cludes corporate（公司的） culture, sociocultural aspects and customers.T 1、Found between the domains（領域）of law and free choice, ethics（道德規(guī)范）is the code of moral prin ciples that gover ns any in dividual or group.T 2、Mo

9、st ethical dilemmas （困境）involve a conflict between the needs of the part and the whole.F 3. The four approaches that guide ethical decision making are utilitarian（功力的），in dividualism, moral-rights and objective dualism（雙重論）F 4. Free choice lies betwee n the doma ins of codified law and ethics.F 5. M

10、ost of the laws guidi ng huma n resource man ageme nt are based on thein dividualism approach.F 6. Culture is the only aspect of an orga ni zati on that in flue nces ethics.T 7. All stockholders of an orga ni zati on are its stakeholders, but not all stakeholders are its stockholders.F 1、Of the four

11、 man ageme nt functions, orga nizing is the most fun dame ntal（根本的），as everything practical （實際的）stems （血統(tǒng)）from careful organization.T 2. A desired future state that the in dividual or orga ni zati on attempts to realize isa goal.F 3. Plans specify（歹U舉）future ends; goals specify today' s means.F

12、 4. The act of determ ining the orga nizati on' s goals and the means for achievi ngthem is called goal sett ing.T 5. Goals and pla ns are valuable to an orga ni zati on because they provide legitimacy （合法），ratio nale （基本原理）for decisi ons and an in crease in motivati on （積極性）and commitme nt（承諾）.

13、T 6. An orga ni zati on' s missi on describes its reas on for existe nee.T 7. Missi on stateme nts ofte n reveal（顯示）the compa ny' s philosophy as well aspurpose.T 8. Strategic pla ns and goals are those that focus on where the orga ni zati on wants to be in the future and perta in（屬于）to the

14、orga ni zati on as a whole.F 9. Review ing progress is the most difficult step in an MBO process.T 10. Lon g-term pla nning in cludes strategic goals for the overall orga ni zati on.F 1、By far the most difficult decision situation is uncertainty.T 2、A choice made from available alter natives is call

15、ed a decisi on。F 3、The classical decision making model assumes that the decision-maker israti on al, and makes the optimal decisi on each time.F 4、Decision-making must not be done amid ever-changing factors, unclearin formati on and con flict ing points of view.F 5、 According to the Vroom-Jago Model

16、, leaders should be concerned with decisi on characteristics like a commitme nt requireme nt, problem structure and subord in ate con flict.T 1. Orga ni zatio nal structure refers to the framework in which the orga ni zati on defi nes the way tasks are divided, resources are deployed and departme nt

17、s are coord inated.T 2. Authority is the right to use resources, make decisions and issue orders in an orga ni zati on.F 3. Give n the challe nges to meet customer n eeds and adapt to the en vir onment, most orga ni zatio ns today discourage man agers to delegate authority to the lower levels.T 4. T

18、he nu mber of employees report ing to a supervisor is his or her spa n of man ageme nt.T 5. An adva ntage of vertical functional structure is its quick resp onse to exter nal cha nges.T 1、The set of activities that are undertaken to attract, develop and maintain an effective work force is referred t

19、o as huma n resource man ageme nt.F 2、 An in terview is a on e-way com muni cati on cha nnel that allows the orga ni zati on to obta in in formati on about the applica nt.T 3、HR pla nning, choos ing recruit ing sources, and select ing the can didate are the first three steps in volved in attract ing

20、 an effective work force.T 4、The value of an exit in terview is to provide an excelle nt and in expe nsive tool for lear ning about pockets of dissatisfacti on with in the orga ni zati on and hence for reduci ng future turnover.Multiple ChoiceC 1. The figurehead role in volves:A. motivat ing and com

21、 muni cat ing with staffB. in itiat ing（發(fā)起）cha ngeC. han dli ng cerem on ial（正式的） and symbolic activitiesD. developing information sources within the organizationE. stay ing well in formed about curre nt affairsB 2. How an orga ni zati on goes about accomplish ing a pla n is a key part of theman age

22、me nt function of:E. motivat ingE.performa nee（慎重地）structuredA. pla nningB. orga nizing C. lead ingD. con trolli ngE 3. Which of the followi ng is not a fun ctio n of man ageme nt?A. con trolB. pla nC. orga nizeD. LeadA 4. A social entity（本質(zhì)）that is goal directed and deliberatelyis referred to as:A.

23、 an organizationB.management C.employees D.students E.tasksC 5. Which of the follow ing types of skills is the un dersta nding of and proficie ncyin the performa nee of specific tasks?A. huma n skillB.leadership skillC.tech nical skillD.co nceptual（概念上的）skillE.social skillE 6. The in formatio nal ro

24、le, accord ing to Min tzberg, is a（n）role?A. e ntrepre neur（企業(yè)家）B.leaderC.figurehead （有名無實的領袖）D.celebratoryE.m on itorE 1.forces refer to those aspects of a culture that guide and in flue neerelati on ships among people.A. LegalB.Ec ono micC.Political D.PsychologicalE.SocialE 2. Variables （變量） such

25、as in terest rates, in flati on（通貨膨脹） and trade tariffs（關稅）are all examples offorces.A. tech no logicalB.politicalC.socialD.socio-educati onalE.none of the aboveD 3. Strategy has traditi on ally bee n the sole（唯一的）A. m iddle managementB. project managersresp on sibility of:（項目經(jīng)理）C. compa ny acco unt

26、antsD. top managers（普通的）man ageme nt （合理性） and a scientificC 4. During the early twen tieth cen tury, the prevail ing perspective （觀點）,which emphasised rati on alityapproach, was theperspective.A. scie ntificB. behaviouralC. classicalD. qua ntitativeC 5. The three subfields（子域） of the classical pers

27、pective in clude:E. ParetoA. bureaucratic orga ni zati on, qua ntitative man ageme nt, and the huma n relati onsmoveme ntB. qua ntitative man ageme nt, behavioural scie nee, and adm ini strative man ageme ntC. admi nistrative man ageme nt, bureaucratic orga ni zatio n, and scie ntific man ageme ntD.

28、 scientific management, quantitative management, and administrative man ageme ntE. none of the aboveB 6. Bruce believes his employees are resp on sible and able to work without（管理）.He is a:intense direct ion and supervisi onA. Theory X man agerC. Theory Z man agerB. Theory Y man ager（偶然性）theory man

29、agerD. con ti ngencyE. classical man ager1. Which of these is a part of an orga ni zati on' s in ternal environment?A. its customersB.its salespeopleC.its wage structureD. its suppliersE. its competitor2. Theen vir onment represe nts（表現(xiàn)）the outer layer of theen viro nment and affects orga ni zat

30、i onsA. task; in directlyB. gen eral; directlyC. intern al; directlyD. i nternal; in directly（間接地）E.ge neral; in directlyC 3. Which of these is NOT a part of an orga ni zati on' s gen eral en viro nment?A. tech no logicalB. economicC. competitorsD.l egal-politicalE. socio-culturalD 4. An or gani

31、zation' s task environment in cludes all of the followi ng EXCEPT:A. competitorsB. customersC. labor marketsD.employersE. suppliersA 5. Which of these are in cluded in an orga ni zati on' s task environment?B. acco unting proceduresC. tech no logyD. gover nmentE. demographic（人口統(tǒng)計學的）character

32、isticsA. suppliers（手續(xù)）B 6. Which of the follow ing con sists of demographic factors, such as populati onden sity?A. tech no logical en vir onmentB. sociocultural environmentC. legal-political environmentD. internal environmentE. economic environmentB 7. Therepresents people in the environment who ca

33、n be hired towork for the orga ni zati on.A. competitorsB. labour marketC. suppliersD. customersC 8. Which stateme ntA. Whe n environmen t is dyn amicB. Whe n the environment is un stableE.gover nment（敘述）below is correct?（活躍的），un certa inty is low.（動態(tài)的），un certa inty is low.C. A dyn amic en viro nme

34、nt has more un certa inty tha n a stable environment.D. The stability（穩(wěn)定性）of the environment does not determ ine the structure ofthe firm.E. None of the above.A 9. Research has found that a（n）structure works best whe norganizations experienee uncertainty.A. flexible（靈活的）B. meehanistic（機械的） C. intuit

35、ive（直覺的）D. inorganicE. rigid（死板的）C 1、Which of these refers to the code of moral principles and values that govern behavior with respect to what is right and wrong?A. social resp on sibilityB. free doma inC. ethics D. codified law （編纂法典） E. discretionary （任意的）responsibilityE 2. Aroundper cent of adul

36、ts reach the level three stage of moraldevelopme nt.A. 30B. 40 C. 50 D. 80 E. 20A 3. Ethics deals withvalues that are a part of corporate culture and shapesenvironment.decisions concerning social responsibility with respect to theA. i nternal/externalB. exter nal/exter nalC. i nternal/in ternalD. ex

37、ternal/in ternalE. none of the aboveB 4. The assumpti on（假設）thatIf it ' s not illegal, it must be ethical,ignwhich of the follow ing?A.doma in of codified lawB.domai n of ethicsC.doma in of free choiceD.discreti onary resp on sibilityE.doma in of symbolism5. The golde n rul edo unto others as th

38、ey would do unto youis:A.B.C.an example of the utilitarian approach to ethical behaviour represe ntative of the moral-justice approach to moral decisi on making an example of the values that guide the in dividualism approach to ethical behaviourD. an age-old piece of advise not to be taken too serio

39、uslyE. an example of the justice approach to ethical behaviourB 6. Individualism is most closely related to:A. social responsibilityB. free choiceC. economic responsibilityD. codified lawE.togethernessD 7. Sexual harassment（性騷擾）is unethical because it violates（違反）an importantpart of which approach t

40、o ethical behavior?A. the utilitaria n approachB. the in dividualism approachC. the justice approachD. the moral-rights approachE. the defen sive（防御的） approachD 8. Most of the laws guid ing huma n resource man ageme nt are based on the:A. utilitarian approachC. in dividualism approachB. moral-rights

41、 approachD. justice approachE. collectivism（集體主義）approachC 1. A desired future state that an orga ni zati on attempts to realise（明白）is calleda（n）:A. pla nB. vision statementC. goalB. D. missi on stateme ntE. ideaA 2.specify future ends andspecify today's meansA.Goals, pla nsB. Pla ns, goalsC.Pla

42、 nning, orga nisingD. Ideas, behavioursE. Missi on, visi onC 3. Which of thes e is the act of determ ining the orga ni zatio n' s goals and themeans for achievi ng them?A. orga nisingB.bra in storm ingC.pla nningD. develop ing a missi onE.a bluepri ntB 4. The pla nning process begi ns with which

43、 of these?A. the developme nt of operati onal（運作的）goalsB. the development of a mission statementC. com muni cati on of goals to the rest of the orga ni zati onD. a compa ny-wide meeti ngE. brain storm ingD 5. Theis the basis for the strategic level of goals and pla ns which inturn （空的） shapes theand

44、level.A. goal, mission, tacticalB. operational goal, mission and tactical（策略的）C. objective, operati on al, missi onD. missi on, tactical, operati onalE. tactical pla n, operati on al, missi onA 6.are primarily concerned with tactical goals/pla ns.A. M iddle managementB. Board of directorsC. Con sult

45、a ntsD.Se nior man ageme ntE. Lower man ageme ntD 7. Which of these are primarily resp on sible for strategic goals/pla ns?A. m iddle managementB.board of directorsC. con sulta nts（咨詢者）D.se nior man ageme ntE. lower man ageme ntD 8. A stateme nt that ide ntifies dist in guish ing characteristics of

46、an orga ni zati on isknown as:A. a goals stateme ntB. a values stateme ntC. an in come stateme ntD.a missi on stateme ntE. a competitive-edge stateme ntC 9. The orga ni zati onA. the organizationC. the organizationE. the organization' s reason for existe nee is known as:s value B. the organizati

47、on' s visions missi on D.the orga ni zati on' s goals serviceWe seek to become the major computer maintenanceShan ghai ' is an example of a stateme nt you are most lik's:10.ely to find in theorga ni zati onbusi ne維修n）A. tactical goalsB. operati onal goalsC. missionD.tactical pla nsB

48、11. Goals that defi ne the outcomes that major divisi onsE.operatio nal pla ns（部門）and departmentsmust achieve in order for the orga ni zati on to reach its overall goals are called:A.strategic goalsB. tactical goalsC. operati onal goalsE. a planD. a missi onA 12. Specific results expected from in di

49、viduals are called:A. operati onal goalsB. tactical goalsC. strategic goalsD 13.goals lead to the atta inmentD.operati onal pla ns（成就）ofE.missi on stateme ntsgoals, which inturn lead to the atta inment ofgoals.A. O perati on al, strategic, tacticalB. Tactical, operati on al, strategicC. Strategic, t

50、actical, operati onalD. Operati on al, tactical, strategicE. None of the aboveA 14. The first step in the MBO process is:A. sett ing goalsB. develop ing action pla nsC. apprais ing（評價）overall performa neeD. review ing progressE. relia nt （依賴） on the objectives, which should be laid dow n（制定） firstA

51、15. The final step in the MBO process is to:A.appraise overall performa neeB.develop an action pla nC.review progressD.set goalsE.conduct periodic checkups （周期的審查）C 16. Con ti nge ncy（偶然性）pla ns are:A. pla ns that are developed to achieve a set of goals that are un likely to be repeated in the futur

52、eB. pla ns that used to provide guida nee for tasks performed repeatedly with in the orga ni zati onC. plans that define company responses to specific situations, such asemerge ncies or setbacksD. most importa nt in the orga ni zati onsE. none of the aboveA 1.A choice made from available alter nativ

53、es is known as a.A. decisi on B. pla n C. pla nned goalD. tacticE.strategyC 2.The lowest possibility of failure is associated with the condition of:A. ambiguity B. un certa intyC.certai nty D. Risk E. two of the aboveC 3.The classical model of decisi on making is based onassumpti ons.A. philosophica

54、l B. irratio nalC. econo mic D. un certa inty E. in dustrialC 4.Which of these is the first step in the man agerial decisi on making process?A. evaluati on and feedbackB. developme nt of alter nativesC. recog niti on of decisi on requireme ntD. diag no sis and an alysis of causesE. selectio n of des

55、ired alter nativesA 5.Feedback is importa nt because:A. decisi on making is a continu ous processB .it provides decisio n-makers with new in formatio nC. it helps determ ine if a new decisi on n eeds to be madeD. all of the aboveE. B and C onlyC 1. Which of these refers to the deployme nt of orga ni

56、 zatio nal resources to achieve strategic goals?A. pla nningB. con troll ingC. orga nisingD. leadi ngE. strategic man ageme ntC 2. Strategy defi nesto do while orga nising defi nesto do it.A. how, whatB. how, whyC. what, howD. what, whyE. whe n, whatB 3. Orga ni zati on structure is defi ned as:A. the visual represe ntati on of the orga ni zati onB. the framework in which the organization defined how tasks are divided, resources are deployed, and departme nts are coord in atedC. the divisi on of labourD. the un