管理系统学第9版 练习题 附问题详解 3.docx
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管理系统学第9版 练习题 附问题详解 3.docx
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管理系统学第9版练习题附问题详解3
Chapter3OrganizationalCultureandEnvironment:
TheConstraints
True/FalseQuestions
THEMANAGER:
OMNIPOTENTORSYMBOLIC?
1.Inthesymbolicviewofmanagement,managersareseenasdirectlyresponsibleforanorganization’ssuccessorfailure.
2.
3.Thecurrentdominantassumptioninmanagementtheorysuggeststhatmanagersareomnipotent.
4.
5.Theviewofmanagersasomnipotentisconsistentwiththestereotypicalpictureofthetake-chargebusinessexecutivewhocanovercomeanyobstacleincarryingouttheorganization’sobjectives.
6.
7.Thesymbolicviewofmanagementimpactisusefulinexplainingthehighturnoveramongcollegeandprofessionalsportscoaches,whocanbeconsideredthe“managers”oftheirteams.
8.
9.Intheomnipotentviewofmanagement,muchofanorganization’ssuccessorfailureisduetoforcesoutsidemanagement’scontrol.
10.
11.Inthesymbolicviewofmanagement,itisunreasonabletoexpectmanagerstohaveasignificanteffectontheorganization’sperformance.
12.
13.Intheomnipotentviewofmanagement,amanager’sroleistocreatemeaningoutofrandomness,confusion,andambiguity.
14.
THEORGANIZATION’SCULTURE
15.Anorganizationalculturereferstoasystemofsharedmeaning.
16.
17.Organizationalculturesinfluencehowemployeesbehaveinanorganization.
18.
19.Organizationalcultureisaperception,notreality.
20.
21.Presently,thereisnomethodforanalyzingorassessingorganizationalculture.
22.
23.Strongcultureshavemoreinfluenceonemployeesthandoweakcultures.
24.
25.Anincreasingbodyofevidencesuggeststhatstrongculturesareassociatedwithhighorganizationalperformance.
26.
27.Compensationstructuresareconsideredtobeaprimarydimensionoforganizationalculture.
28.
29.Mostorganizationshaveveryweakcultures.
30.
31.Anorganization’sfounderhaslittleinfluenceonitsculture.
32.
33.Ritualsarerepetitivesequencesofactivitiesthatexpressandreinforcethekeyvaluesofanorganization.
34.
35.Organizationalstoriestypicallycontainanarrativeregardingsignificanteventsorpeople.
36.
37.Employeestockoptionsareoneexampleofamaterialsymbolthatmightrepresentorganizationalculture.
38.
39.Thelinkbetweenvaluesandmanagerialbehaviorisfairlystraightforward.
40.
CURRENTORGANIZATIONALCULTUREISSUESFACINGMANAGERS
41.Astrongethicalcultureislikelytohaveapowerfulpositiveinfluenceonemployeebehavior.
42.
43.Lowrisktolerancegenerallyleadstohighethicalstandardswithinanorganization.
44.
45.Companiesthatallowtheiremployeesfreedomtendtoencourageinnovativecultures.
46.
47.Toencourageacustomer-responsiveculture,organizationsshouldformalizeandenforcestrictcustomerpolicies.
48.
49.Customeremployeestendtoprovidebettercustomerwhentheyareveryclearabouttheiremployeeroles.
50.
51.Toincreasecustomerresponsiveness,organizationsshouldhireemployeeswhoareoutgoingandfriendly.
52.
THEENVIRONMENT
53.Thepartoftheenvironmentdirectlyrelatedtoachievementofanorganization’sgoalsisthespecificenvironment.
54.
55.Thegeneralenvironmentreferstoenvironmentalfactorsoperatinginsideanorganization.
56.
57.Environmentaluncertaintycanbedividedintotwodimensions:
degreeoftrustanddegreeofintegration.
58.
59.Becausecertaintyisathreattoanorganization’seffectiveness,managerstrytominimizeit.
60.
61.Thetermsuppliersincludesprovidersoffinancialandlaborinputs.
62.
63.Industryconditionsareanexampleofanorganization’sgeneralenvironment.
64.
65.Economicconditionsarepartoftheorganization’sspecificenvironment.
66.
Multiple-ChoiceQuestions
Foreachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion.
THEMANAGER:
OMNIPOTENTORSYMBOLIC?
67.Whichofthefollowingrepresentthetwoviewsofmanagerialimpactonthesuccessorfailureoftheorganization?
68.
a.omnipotentandsymbolic
b.
c.omnipotentandreflective
d.
e.symbolicandinteractive
f.
g.reflectiveandinteractive
h.
69.Theomnipotentviewofmanagementstatesthat________________.
70.
a.thetopmanageristheonlypersonincharge
b.
c.managersaredirectlyresponsibleforanorganization’ssuccessorfailure
d.
e.thatthereisonlyonebossintheorganization,andsheorheisresponsiblefordelegatingorders
f.
g.managershavelittleornoresponsibilityforanorganization’ssuccessorfailure
h.
71.The__________viewofmanagementisconsistentwiththestereotypicalpictureofthetake-chargebusinessexecutivewhocanovercomeanyobstacleincarryingouttheorganization’sobjectives.
72.
a.omnipotent
b.
c.symbolic
d.
e.functional
f.
g.systems
h.
73.Whichofthefollowingmostaccuratelyreflectsthesymbolicviewofmanagement?
74.
a.Managersaredirectlyresponsibleforanorganization’ssuccessorfailure.
b.
c.Managershavelittleornoresponsibilityforanorganization’ssuccessorfailure.
d.
e.Externalforcesaredirectlyresponsibleforanorganization’ssuccessorfailure.
f.
g.Employeesaredirectlyresponsibleforanorganization’ssuccessorfailure.
h.
75.Internalconstraintsthatrestrictamanager’sdecisionoptions_______________.
76.
a.existwithineveryorganization
b.
c.donotexist,asallmanagershavedecision-makingdiscretion
d.
e.existonlytotheextentthatuppermanagementimposesthem
f.
g.existonlytotheextentthatfollowerswon’tdoastheyaretold
h.
77.Thecurrentdominantassumptioninmanagementtheorysuggests_______________.
78.
a.abalancedviewofmanagersassymbolicandomnipotent
b.
c.anemphasisontheviewthatmanagersaresymbolic
d.
e.anemphasisontheviewthatmanagersareomnipotent
f.
g.thatboththesymbolicandomnipotentviewsareobsolete
h.
79.Accordingtothesymbolicview,managershavea(n)_____________effectonsubstantiveorganizationaloutcomes.
80.
a.neutral
b.
c.controlling
d.
e.limited
f.
g.unlimited
h.
81.Managersmaybeabletoexpandtheirareasofdiscretionby_______________.
82.
a.tellingtheiremployeeswhattodo
b.
c.changingandinfluencingtheirorganization’scultureandenvironment
d.
e.electingnewgovernmentofficialsatthefederalandstatelevel
f.
g.changingemployersandworkingforadifferentboss
h.
83.Thesymbolicviewofmanagementisbaseduponthebeliefthatmanagerssymbolize_________.
84.
a.controlandinfluence
b.
c.ambiguityandconfusion
d.
e.stakeholders’interests
f.
g.decisionsoftopmanagement
h.
85.Inreality,managersaremostaccuratelyviewedas_________.
86.
a.dominantoveranorganization’senvironment
b.
c.neitherhelplessnorallpowerful
d.
e.powerlesstoinfluenceanorganization’sperformance
f.
g.ultimatelyresponsiblefororganizationaloutcomes
h.
THEORGANIZATION’SCULTURE
87.Thecultureofanorganizationisanalogoustothe_____________ofanindividual.
88.
a.skills
b.
c.personality
d.
e.motivation
f.
g.ability
h.
89.Allorganizationalculturesconsistofeachofthefollowingexcept_________.
90.
a.sharedvalues
b.
c.principles
d.
e.innovation
f.
g.traditions
h.
91.Organizationalcultureisconcernedwithhowmembersperceivetheorganization,notwhetherthey__________.
92.
a.liketheorganization
b.
c.liketheirpeers
d.
e.liketheirbosses
f.
g.liketheircustomers
h.
93.Strongcultures_____________.
94.
a.arefoundinorganizationswithhighemployeeturnover
b.
c.haveaminimalinfluenceonemployeedecisionmaking
d.
e.canbefoundinallorganizationsthatexist
f.
g.haveagreaterinfluenceonemployeesthandoweakcultures
h.
95.Employeesinorganizationswithstrongcultures_______________.
96.
a.aremorecommittedtotheirorganizations
b.
c.aremorelikelytoleavetheirorganizations
d.
e.aremorewillingtoperformillegalactivities
f.
g.aremorelikelytofollowdirectivesfrompeers
h.
97.Whichofthefollowingphrasesisassociatedwiththedefinitionoforganizationalculture?
98.
a.individualresponse
b.
c.sharedmeaning
d.
e.diversityofthought
f.
g.explicitdirections
h.
99.Whichofthefollowingisnotconsideredtobeadimensionoforganizationalculture?
100.
a.attentiontodetail
b.
c.peopleorientation
d.
e.purchasingpolicies
f.
g.aggressiveness
h.
101.Whichofthefollowingdimensionsoforganizationalcultureisdefinedasthedegreetowhichanorganization’sactionsanddecisionsemphasizemaintainingthestatusquo?
102.
a.stability
b.
c.outcomeorientation
d.
e.teamorientation
f.
g.innovationandrisktaking
h.
103.Acompanywhosemanagersfocusonresults,ratherthanhowresultsareachieved,mostlikelypossessesahighdegreeofwhichofthefollowing?
104.
a.outcomeorientation
b.
c.peopleorientation
d.
e.teamorientation
f.
g.aggressiveness
h.
105.SonyCorporation’sfocusonproductinnovationisanexampleofwhichofthefollowingdimensionsoforganizationalculture?
106.
a.attentiontodetail
b.
c.peopleorientation
d.
e.outcomeorientation
f.
g.aggressiveness
h.
107.Whichofthefollowingmostaccuratelyreflectsthedifferencebetweenstrongculturesandweakcultures?
108.
a.Strongculturestendtoencourageemployeeinnovation,whileweakculturesdonot.
b.
c.Weakculturesar
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