管理學(xué)第十版C3練習(xí)及答案

1、1. In the symbolic view of management, managers are seen as directly responsible for an organization' s success or failure.(False)2. In the omnipotent view of management,much of an organization 'susccessorfailure is due to forces outside managementl. ' s contro(False)3. An organizational

2、 culture refers to a system of shared meaning.(True)4. Organizational cultures influence how employees behave in an organization.(True)5. Strong cultures have more influence on employees than do weak cultures.(True)6. An organization ' s founder has little influence on its culture.(False)7. Ritu

3、als are repetitive sequences of activities that express and reinforce the key valuesof an organization.(True)8. Organizational stories typically contain a narrative regarding significant events or people.(True)9. To increase customer responsiveness, organizations should hire employees who are outgoi

4、ng and friendly.(True)10. To encouragea customer-responsiveculture, organizations should formalize and enforce strict customer service policies.(False)11. The general environment refers to environmental factors operating inside an organization.(False)12. The part of the environment directly related

5、to achievement of an organization goals is the specific environment.(True)13. Industry conditions are an example of an organization' s general environment.(False)14. Economic conditions are part of the organization ' s specific environment. (False)15. Which of the following represent the two

6、 views of managerial impact on the success or failure of the organization?a. omnipotent and symbolicb. omnipotent and reflectivec. symbolic and interactived. reflective and interactive(a)16. The view of managementis consistent with the stereotypicalpicture of the take-charge business executive who c

7、an overcome any obstacle in carrying out the organization' s objectives.a. omnipotentb. symbolicc. functionald. systems(a)17. Which of the following most accurately reflects the symbolic view ofmanagement?a. Managers are directly responsible for an organization.s success or failure(c)b. Managers

8、 have little or no responsibility for an organizationc. External forces are directly responsible for an organizationd. Employees are directly responsible for an organization18. Internal constraints that restrict a managers success or fs success or fai.s success or failures decision options a. exist

9、within every organizationb. do not exist, as all managers have decision-making discretionc. exist only to the extent that upper management imposes themd. exist only to the extenthat followers won ' t do as they are told(a)19. In reality, managers are most accurately viewed as.a. dominant over an

10、 organization' s environmentb. neither helpless nor all powerfulc. powerless to in flue nee an orga ni zati on' s performa need. ultimately responsible for organizational outcomes(b)20. All orga ni zati onal cultures con sist of each of the following excepta. shared valuesb. principlesc. inn

11、ovationd. traditions(c)21. Strong cultures.a. are found in orga ni zatio ns with high employee tur no verb. have a mini mal in flue nee on employee decisi on mak ingc. can be found in all organizations that existd. have a greater in flue nee on employees tha n do weak cultures(d)22. Which of the fol

12、lowing is _not eonsidered to be a dimension of organizational culture?a. attention to detailb. people orientationc. purchasing policiesd. aggressiveness(c)23. Which of the following dimensions of organizational culture is defined as the degreeto which an organization' s actions and decisions emp

13、hasize maintaining the statusquo?a. stabilityb. outcome orientationc. team orientationd. innovation and risk taking(a)24. Sony Corporation ' focus on product innovation is an exampleof which of the follow ing dime nsions of orga ni zati onal culture?a. attention to detailb. people orientationc.

14、outcome orientationd. aggressiveness(c)25. Corporate are repetitive sequencesof activities that expressand reinforce the values of an organization.a. languagesb. ritualsc. symbolsd. ceremonies(b)26. Which of the following represents the most significant ways through which corporate cultures are tran

15、smitted to employees?a. rituals, myths, competitions, and languageb. symbols, rituals, language, and business systemsc. stories, rituals, symbols, and languaged. language, stories, rituals, and rewards(c)27. When employees at Microsoft use terms such awsork judo, eating your own dog food, andflat fo

16、od, they are using organizational .a. languagesb. ritualsc. symbolsd. ceremonies(a)28. The original source of an organization ' sculture usuallya. is shared among the first workers hired into the organizationb. is formulated by the board of directors when the organization is formedc. identifies

17、what the organization is successful doingd. reflects the vision or mission of the organization' s founder(d)29. An organization ' s culatuffrects managers by .a. providing them with additional decision-making powerb. restricting them from disciplining certain employeesc. encouraging them to

18、bend or even break company rulesd. establishing what is appropriate and expected behavior(d)30. External environment refers to .a. forces outside the organization that limtithe organization' s performanceb. factors and forces outside the organization that affect the organization ' s performa

19、ncec. forces and in stituti ons in side the orga ni zati on that affect the orga ni zatio n' sperforma need. forces in side the orga ni zati on that in creathe orga ni zatio n' s performa nee(b)31. An organization' s specific environment.a. is unique and changes with conditionsb. is the

20、same regardless of the organizatiois age'c. is determined by the top level of managementd. must be quantified to establish its existenee(a)32. The main forces that make up an organization' s specific environment area. suppliers, legislators, customers, and employeesb. customers, suppliers, c

21、ompetitors, and pressure groupsc. employees, competitors, pressure groups, and regulatorsd. suppliers, employees, competitors, and legislators(b)33. Each of the following is considered an organizational supplier exceptproviders of.a. finan cial in putsb.labor in putsc.materialsd.political pressure(d

22、)34. The general environment factor of economic conditions consists of all of the followi ng except.a. legislation recently passed by Congressb. interest ratesc. cha nges in disposable in comed. stock market fluctuations(a)35. Typically, the general organizational environment includes which of the f

23、ollowing?a. political conditionsb. bus in ess pla nsc. stakeholdersd. suppliers (a)36. Interest rates, inflation rates, and stock market fluctuations are all examples of whatfactor in an orga ni zati on s gen eral en vir onment?a. economicb. politicalc. sociald. technological(a)37. Automation repres

24、ents an example of a(n) generalenvironmental factor.a. technologicalb. demographicc. political/legald. economic(a)38. Which of the following are the two dimensions of environmental uncertainty?a. degree of change and degree of complexityb. degree of change and degree of volumec. degree of complexity

25、 and degree of impactd. degree of impact and degree of timing(a)39. are any constituencies in an organization 'esxternalenvironment that are affected by the organization' s decisions and actions.a. Stockholdersb. Pressure groupsc. Suppliersd. Stakeholders(d)40. If the components of an organi

26、zation' s environment change frequentlyorga ni zati on is operat ing in aen vir onment.a. disruptiveb. diversec. dynamicd. difficult(c)Changing Organizational Culture (Scenario)Mary has bee n asked by the compa ny preside nt to cha nge the orga ni zati onal culture toreflect the compa ny ' s

27、new orga ni zatio nal goals. As executive vice preside nt, shecerta inly un dersta ndsthe goals,but is really not sure that she un dersta nds whatto do about the culture.41. Mary asked employees if they knew what constituted“ good employee behavior.She found that very few understood, and most had a

28、variety of ideas.This is onein dicati on that her compa ny.a. has a strong cultureb. has a weak culturec. has no cultured. must have high tur no ver(b)42. Mary also found out that in order to build a strong new culture, she should do all but which of the follow ing?a. hire employees who fit in with

29、the company' s cultureb. develop socialization practices to build culturec. encourage a high turnover rate among employeesd. have management make organizational values clearCThe Electi on (See nario)At the present time, your organization is faced with many changes. One of these is the electi on of a new preside nt and Con gress. Ano ther concerns new requests from customers for cha nges to the look of your product desig n. A third invo Ives cha nges n the ages and educati