《管理学原理》题库英文版.docx
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《管理学原理》题库英文版.docx
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管理学原理题库英文版管理学原理题库英文版Chapter1IntroductiontoManagementandOrganizationsTrue/FalseQuestionsThefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.True(easy)Effectivenessreferstotherelationshipbetweeninputsandoutputs.False(moderate)Efficiencyisoftenreferredtoasdoingthingsright.True(moderate)Whenmanagersmeetorganizationalgoals,theyareefficientandeffective.False(difficult)AccordingtoMintzbergsmanagementroles,theinformationalroleinvolvesreceiving,collecting,anddisseminatinginformation.True(moderate)Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.True(moderate)Thesystemsperspectiveunderscoresandemphasizesthefactthatorganizationsaredifferent,facedifferentcircumstances,andthusmayrequiredifferentwaysofmanaging.False(moderate)MultipleChoice_areorganizationalmemberswhointegrateandcoordinatetheworkofothers.a.Managers(easy)b.Teamleadersc.Subordinatesd.Operativese.AgentsTypically,inorganizationsitisthe_whoareresponsibleformakingorganizationaldecisionsandsettingpoliciesandstrategiesthataffectallaspectsoftheorganization.a.teamleadersb.middlemanagersc.first-linemanagersd.topmanagers(easy)e.subordinates_distinguishesamanagerialpositionfromanonmanagerialone.a.Manipulatingothersb.Concernforthelawc.Increasingefficiencyd.Coordinatingandintegratingotherswork(moderate)e.DefiningmarketshareWhichofthefollowingisNOTanexampleofadecisionalroleaccordingtoMintzberg?
a.spokesperson(moderate)b.entrepreneurc.disturbancehandlerd.resourceallocatore.negotiatorWhichofthefollowingskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganizationswork?
a.humanskillsb.technicalskills(easy)c.conceptualskillsd.empiricalskillsUnderstandingbuildingcodeswouldbeconsidereda_skillforabuildingcontractor.a.humanb.technical(easy)c.conceptuald.empiricale.functionalWhichofthefollowingphrasesisbestassociatedwithmanagerialconceptualskills?
a.decision-making(easy)municatingwithcustomersc.motivatingsubordinatesd.productknowledgee.technicalskillsAccordingtothetext,_arenotinfluencedbyanddonotinteractwiththeirenvironment.a.opensystemsb.closedsystems(easy)c.flextimesystemsd.reversesystemse.forwardsystemsThe_viewofamanagersjobimpliesthatdecisionsandactionstakeninoneorganizationalareawillimpactotherareas.a.systems(moderate)b.contingencyc.conceptuald.functionale.environmentalWhichofthefollowingbestdescribestheconceptthatmanagementisneededinalltypesandsizesoforganizations,atallorganizationallevelsandinallorganizationalworkareas,andinallorganizations,nomatterwhatcountrytheyrelocatedin?
a.thepartialityofmanagementb.thesegmentationofmanagementc.theuniversalityofmanagement(moderate)d.theculturesofmanagementScenariosandQuestionsTheBusyDay(Scenario)DonEskew,plantmanageratControlSystems,Inc.,sighedashesippedhisfirstcupofcoffeeat5a.m.andreadhisagendafortheday.Heisgivingtwocompanytoursinthemorning;thefirsttoanewspaperreporterwhoiswritingastoryonthenewplantexpansionandhasseveralquestions,andthesecondtoagroupofControlSystems,Inc.,managersfromtheeastcoast.Hethenhasameetingwithunitmanager,PhilJohnson,todiscussPhilsrecentdropinperformance(ataskhealwayshates).Next,heisspendingacoupleofhoursreviewingthetradejournalshereceivesfromhishigh-techassociationandwritingupabriefsynopsisforhispresentationnextweektotheDivisionPresident.Finally,inlateafternoon,hewillbereviewingthenewequipmentmalfunctionanddecidingwhethertobringinextrapeopletogettheequipmentrunningassoonaspossible.Whew!
Justanotherdayintheglamorouslifeofamanager.Together,allofthesebehaviorsperformedbyDonduringhisbusydaycorrespondtothemanagementrolesdiscoveredinthelate1960sbywhichofthefollowingmanagementscientists?
a.Herzbergb.Skinnerc.Mintzberg(easy)d.Fayole.MaslowWhenDonwasmeetingwithPhiltodiscusshisperformanceconcerns,hewasoperatinginwhichmanagementrole?
a.leader(difficult)b.figureheadc.monitord.disturbancehandlere.spokesperson114.WhatrolewasDonperformingwhenhegavetheplanttourtothenewspaperreporter?
a.monitorb.figureheadc.disseminatord.spokesperson(difficult)e.resourceallocator115.WhenDonwasreviewingthenewequipmentmalfunction,whatmanagementrolewasheplayingwhendecidingwhethertobringinextrapeople?
a.monitorb.disseminatorc.resourceallocator(moderate)d.disturbancehandlere.figureheadEssayQuestionsInashortessay,discussthedifferencebetweenefficiencyandeffectivenessandincludeaspecificexampletosupporteachconcept.Answera.Efficiencyreferstoge
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