大學(xué)管理學(xué)原理試題

KeyforHomeworkChapter12。Arealleffectiveorganizationsalsoefficient?Discuss.IfyouhadtochoosebetweenbeingeffectiveorbeingwhichonewouldyousayismoreimportantWhy？Answer:definitionofefficiencyandrelationshipbetweenthem.Bothefficiencyandeffectivenessareimportant。Goodmanagershouldconsiderbothandbalancethem.5。Isthereonebest“style"ofmanagementWhyorwhynot？Answer: no。students can refer the knowledge and responsibility ofmanagementlevels，themanagementprocessperformedatdifferentlevel,managerialrolesindifferentsizeofbusiness,ormanagementskillsrequiredatdifferentlevel。8。Usingcurrentbusinessperiodicals,findfiveexamplesofmanagersyouwoulddescribeasmasterWriteapaperdescribingtheseindividualsasmanagersandwhyyouthinktheydeservethistitle.Answerdependonstudents’readingafterclass。Chapter3Explainhowamanagermightdealwithmakingdecisionsunderconditionsofuncertainty。Answer：definitionofuncertainty。Refertotheboundedrationalmodelandintuitiondecisionmaking。Whydoyouthinkorganizationshaveincreasedtheuseofgroupsformakingdecisions？Whenwouldyourecommendusinggroupstomakedecisions?Answer：featureofproblemmanagerfacedtoday；advantagesofgroupdecisionmaking.Knowledgeofprerequisiteofgroupdecisionmakingandcriteriausedfordefiningeffectiveness。8。Findtwoexampleseachofprocedures,rules,andpolicies.Bringyourexamplestoclassandbepreparedtosharethem.Answer：Studentresponseswillvary.Chapter4WhatisaSWOTanalysisandwhyisitimportanttomanagers？Answer:SWOTanalysisreferstoanalyzingtheorganization’sinternalstrengthsandweaknessesaswellasexternalopportunitiesandthreatsinordertoidentifyanichethattheorganizationcanexploit。HavingcompletedtheSWOTanalysis,theorganizationreassessesitsmissionandobjectives。Thisprocessprovidesthefoundationforplanningandanaccurateassessmentoftheorganizationinordertooperateandsucceed.Organizationsthatfailtoplanareplanningtofail.Doyouagreeordisagreewiththisstatement？Explainyourposition.Answer:Considerthereasonsforplanningandcriticismsofformalplan.Therelationshipbetweenplanningandperformance。6。FindexamplesincurrentbusinessperiodicalsofeachofPorter’sgenericstrategies。Namethecompany,describethestrategybeingused,andexplainwhyit’sanexampleofthatstrategy。Besuretociteyoursources.Answer：considerthePorter'ssuggestionofcompetitivestrategychoosing。Chapter54。Withtheavailabilityofinformationtechnologythatallowsemployeestoworkanywhere,anytime，isorganizingstillanimportantmanagerialfunction?Whyorwhynot？Answer：definitionoforganizing；influenceoftechnologytostructure.Informationtechnologyhaschangedthewayworkisdoneandthestructureisarranged.Organizingmaybeevenmoreessentialinavirtualenvironmentmadepossiblebyinformationtechnology。Classroomshavecultures.DescribeyourclasscultureusingExhibit5—13.Howdoesitaffectyourinstructor？Howdoesitaffectyou？Answer：Studentresponseswillvarybasedontheclass.7。Drawanorganizationchartofanorganizationwithwhichyou’refamiliar（whereyouastudentorganizationtowhichyoubelong,yourcollegeoruniversity,etc）.Beverycarefulinshowingthedepartments（orgroups）andespeciallybecarefultogetthechainofcommandcorrectBepreparedtoshareyourchartwiththeclass。Answer：Studentanswerswilldependontheorganizationthattheychoose.Chapter82。Contrastlower-orderandhigher—orderneedsinMaslow’sneedshierarchy。AnswerWithineveryhumanbeing,thereexistsahierarchyoffiveneeds。Lower—orderneedsarephysiologicalneedsandsafetyneedsHigher—orderneedsaresocialneeds，esteemneeds，andself-actualizationneeds.4。What are some of the possible consequences of perceivinganinequitybetweentheirinputsandoutcomesandthoseofothers?Answer:Onthebasisofequitytheory,whenemployeesperceiveaninequity，theymight(1)distorteithertheirownorothers’inputsoroutcomes,（2）behaveinsomewaytoinduceotherstochangetheirinputsoroutcomes,behaveinsomewaytochangetheirowninputsoroutcomes,(4 ）chooseadifferentcomparisonreferent，and/or（5)quittheirjob.Couldmanagersuseanyofthemotivationtheoriesorapproachestoencourageandsupportworkforcediversityefforts？Explain.Answer:workforcediversitymeanspeoplearedifferent。Hierarchyofneedstheoryproposeindividualshavedifferentneedsandmanagersmotivatethemtosatisfytheirneeds。TheoryXandYassumepeoplearedifferentinhumannature and managers will take different measures to motivate themrespectively。Equitytheoryisheavilydependentonemployeeperceptionandmanagersneedtobesensitivetoit。Expectancytheorywouldalsomeetpeople'sexpectationsthroughcommunication.Chapter93。Doyouthinkthatmostmanagersinreallifeuseacontingencyapproachtoincreasetheirleadershipeffectiveness?Discuss。Answer：Yes,chooseonetheoryandanalyze.7.Researchhoworganizationscandevelopeffectiveleadersandwriteashortreportexplainingyourfindings。Answer：Fromtheearlystagesofrecruitingtotraininganddevelopment,organizationsneedtoidentifyfutureleadersearlyintheirtalentpoolandthenstrategicallyintegratetheminthesuccessionplan。Itisanimperativefororganizationstomaximizetheirhumancapitalandconsistentlydevelopleadersateverylevel.Companiesmustcultivateleadersforsuccessfulorganizations.8Whenmightleadersbeirrelevant？AnswertextbookpagesubstitutesforCharacteristicsofemployeessuchastraining,“professional”orientationorneedforindependencecanneutralizetheeffectofleadership。Jobsthatareinherentlyunambiguousandroutineorthatareintrinsicallysatisfyingmayplacefewerdemandsontheleadershipvariable。Organizationalcharacteristicsasexplicitformalizedgoals，rigidrulesandprocedures,orcohesiveworkgroupscanactintheplaceofformalleadership.Chapter104“IneffectivecommunicationisthefaultoftheDoyouagreeordisagreewiththisstatementDiscuss。Answerrefertotheprocessofcommunication。6。Whyareeffectiveinterpersonalskillssoimportanttoamanager’ssuccess?Answer:theimportanceofcommunicationtomanager’erpersonalskillsincludeactivelistening,feedbackskills,delegatingskills,conflictmanagement,negotiationskills。8ResearchthecharacteristicsofagoodcommunicatorWriteupyourfindingsinabulletedlistreportBesuretociteyoursources.Answer：Studentanswerswillvary，althoughclarity,activelistening,seekingfeedback,etc。areallessentialelements。Chap