2022年管理學(xué)第十版C3練習(xí)及答案

精選文檔精選文檔..精選文檔.Inthesymbolicviewofmanagement,managersareseenasdirectlyresponsibleforanorganization’ssuccessorfailure.(False)Intheomnipotentviewofmanagement,muchofanorganization’ssuccessorfailureisduetoforcesoutsidemanagement’scontrol.(False)Anorganizationalculturereferstoasystemofsharedmeaning.(True)Organizationalculturesinfluencehowemployeesbehaveinanorganization.(True)Strongcultureshavemoreinfluenceonemployeesthandoweakcultures.(True)Anorganization’sfounderhaslittleinfluenceonitsculture.(False)Ritualsarerepetitivesequencesofactivitiesthatexpressandreinforcethekeyvaluesofanorganization.(True)Organizationalstoriestypicallycontainanarrativeregardingsignificanteventsorpeople.(True)Toincreasecustomerresponsiveness,organizationsshouldhireemployeeswhoareoutgoingandfriendly.(True)Toencourageacustomer-responsiveculture,organizationsshouldformalizeandenforcestrictcustomerservicepolicies.(False)Thegeneralenvironmentreferstoenvironmentalfactorsoperatinginsideanorganization.(False)Thepartoftheenvironmentdirectlyrelatedtoachievementofanorganization’sgoalsisthespecificenvironment.(True)Industryconditionsareanexampleofanorganization’sgeneralenvironment.(False)Economicconditionsarepartoftheorganization’sspecificenvironment.(False)Whichofthefollowingrepresentthetwoviewsofmanagerialimpactonthesuccessorfailureoftheorganization?omnipotentandsymbolicomnipotentandreflectivesymbolicandinteractivereflectiveandinteractive(a)The__________viewofmanagementisconsistentwiththestereotypicalpictureofthetake-chargebusinessexecutivewhocanovercomeanyobstacleincarryingouttheorganization’sobjectives.omnipotentsymbolicfunctionalsystems(a)Whichofthefollowingmostaccuratelyreflectsthesymbolicviewofmanagement?Managersaredirectlyresponsibleforanorganization’ssuccessorfailure.Managershavelittleornoresponsibilityforanorganization’ssuccessorfailure.Externalforcesaredirectlyresponsibleforanorganization’ssuccessorfailure.Employeesaredirectlyresponsibleforanorganization’ssuccessorfailure.(c)Internalconstraintsthatrestrictamanager’sdecisionoptions_______________.existwithineveryorganizationdonotexist,asallmanagershavedecision-makingdiscretionexistonlytotheextentthatuppermanagementimposesthemexistonlytotheextentthatfollowerswon’tdoastheyaretold(a)Inreality,managersaremostaccuratelyviewedas_________.dominantoveranorganization’senvironmentneitherhelplessnorallpowerfulpowerlesstoinfluenceanorganization’sperformanceultimatelyresponsiblefororganizationaloutcomes(b)Allorganizationalculturesconsistofeachofthefollowingexcept_________.sharedvaluesprinciplesinnovationtraditions(c)Strongcultures_____________.arefoundinorganizationswithhighemployeeturnoverhaveaminimalinfluenceonemployeedecisionmakingcanbefoundinallorganizationsthatexisthaveagreaterinfluenceonemployeesthandoweakcultures(d)Whichofthefollowingisnotconsideredtobeadimensionoforganizationalculture?attentiontodetailpeopleorientationpurchasingpoliciesaggressiveness(c)Whichofthefollowingdimensionsoforganizationalcultureisdefinedasthedegreetowhichanorganization’sactionsanddecisionsemphasizemaintainingthestatusquo?stabilityoutcomeorientationteamorientationinnovationandrisktaking(a)SonyCorporation’sfocusonproductinnovationisanexampleofwhichofthefollowingdimensionsoforganizationalculture?attentiontodetailpeopleorientationoutcomeorientationaggressiveness(c)Corporate___________arerepetitivesequencesofactivitiesthatexpressandreinforcethevaluesofanorganization.languagesritualssymbolsceremonies(b)Whichofthefollowingrepresentsthemostsignificantwaysthroughwhichcorporateculturesaretransmittedtoemployees?rituals,myths,competitions,andlanguagesymbols,rituals,language,andbusinesssystemsstories,rituals,symbols,andlanguagelanguage,stories,rituals,andrewards(c)WhenemployeesatMicrosoftusetermssuchasworkjudo,eatingyourowndogfood,andflatfood,theyareusingorganizational__________.languagesritualssymbolsceremonies(a)Theoriginalsourceofanorganization’scultureusually________________.issharedamongthefirstworkershiredintotheorganizationisformulatedbytheboardofdirectorswhentheorganizationisformedidentifieswhattheorganizationissuccessfuldoingreflectsthevisionormissionoftheorganization’sfounder(d)Anorganization’scultureaffectsmanagersby______________.providingthemwithadditionaldecision-makingpowerrestrictingthemfromdiscipliningcertainemployeesencouragingthemtobendorevenbreakcompanyrulesestablishingwhatisappropriateandexpectedbehavior(d)Externalenvironmentrefersto_________________.forcesoutsidetheorganizationthatlimittheorganization’sperformancefactorsandforcesoutsidetheorganizationthataffecttheorganization’sperformanceforcesandinstitutionsinsidetheorganizationthataffecttheorganization’sperformanceforcesinsidetheorganizationthatincreasetheorganization’sperformance(b)Anorganization’sspecificenvironment________________.isuniqueandchangeswithconditionsisthesameregardlessoftheorganization’sageisdeterminedbythetoplevelofmanagementmustbequantifiedtoestablishitsexistence(a)Themainforcesthatmakeupanorganization’sspecificenvironmentare__________.suppliers,legislators,customers,andemployeescustomers,suppliers,competitors,andpressuregroupsemployees,competitors,pressuregroups,andregulatorssuppliers,employees,competitors,andlegislators(b)Eachofthefollowingisconsideredanorganizationalsupplierexceptprovidersof__________________.financialinputslaborinputsmaterialspoliticalpressure(d)Thegeneralenvironmentfactorofeconomicconditionsconsistsofallofthefollowingexcept_______________.legislationrecentlypassedbyCongressinterestrateschangesindisposableincomestockmarketfluctuations(a)Typically,thegeneralorganizationalenvironmentincludeswhichofthefollowing?politicalconditionsbusinessplansstakeholderssuppliers(a)Interestrates,inflationrates,andstockmarketfluctuationsareallexamplesofwhatfactorinanorganization’sgeneralenvironment?economicpoliticalsocialtechnological(a)Automationrepresentsanexampleofa(n)__________generalenvironmentalfactor.technologicaldemographicpolitical/legaleconomic(a)Whichofthefollowingarethetwodimensionsofenvironmentaluncertainty?degreeofchangeanddegreeofcomplexitydegreeofchangeanddegreeofvolumedegreeofcomplexityanddegreeofimpactdegreeofimpactanddegreeoftiming(a)__________areanyconstituenciesinanorganization’sexternalenvironmentthatareaffectedbytheorganization’sdecisionsandactions.StockholdersPressuregroupsSuppliersStakeholders(d)Ifthecomponentsofanorganization’senvironmentchangefrequently,theorganizationisoperatingina__________environment.disruptivediversedynamicdifficult(c)ChangingOrganizationalCulture(Scenario)Maryhasbeenaskedbythecompanypresidenttochangetheorganizationalculturetoreflectthecompany’sneworganizationalgoals.Asexecutivevicepresident,shecertainlyunderstandsthegoals,butisreallynotsurethatsheunderstandswhattodoabouttheculture.Maryaskedemployeesiftheyknewwhatconstituted“goodemployeebehavior.〞Shefoundthatveryfewunderstood,andmosthadavarietyofideas.Thisisoneindicationthathercompany_______________.hasastrongculturehasaweakculturehasnoculturemusthavehighturnover(b)Maryalsofoundoutthatinordertobuildastrongnewculture,sheshoulddoallbutwhichofthefollowing?hireemployeeswhofitinwiththecompany’sculturedevelopsocializationpracticestobuildcultureencourageahighturnoverrateamongemployeeshavemanagementmakeorganizationalvaluesclearCTheElection(Scenario)Atthepresenttime,yourorganizationisfacedwithmanychanges.OneoftheseistheelectionofanewpresidentandCongress.Anotherconcernsnewrequestsfromcustomersforchangestothelookofyourproductdesign.Athirdinvolveschanges