罗宾斯管理学第六章练习题

Chapter 6 – Decision-Making: The Essence of the Manager’s Job

True/False Questions

A MANAGER’S DILEMMA

1. According to the company profile in “A Manager’s Dilemma,” Harley Davidson was mentioned as a major

competitor to Connondale Corporation.

False (easy)

2. The type of decision facing Mario Galasso in the featured box, “A Manager’s Dilemma,” can be described

as a nonprogrammed decision.

True (moderate)

THE DECISION-MAKING PROCESS

3. A discrepancy between an existing and a desired state of affairs is an opportunity.

False (moderate)

4. The first step in the decision-making process is identifying a problem.

True (easy)

5. The final step in the decision-making process is implementing the chosen alternative.

False (moderate)

6. It is possible at the end of the decision-making process that you may be required to start the decision

process over again.

True (easy)

7. The price of a particular computer brand is a possible decision criterion.

True (moderate)

8. A decision criterion defines what is relevant in a decision.

True (moderate)

9. The step in the decision-making process that involves choosing a best alternative is termed implementation.

False (moderate)

THE MANAGER AS DECISION MAKER

10. Decision-making is synonymous with managing.

True (easy)

11. Managerial decision-making is assumed to be rational.

True (moderate)

12. One assumption of rationality is that we cannot know all of the alternatives.

False (difficult)

13. Accepting solutions that are "good enough" is termed satisfying.

False (easy)

14. Managers tend to operate under assumptions of bounded rationality.

True (moderate)

15. Managers regularly use their intuition in decision-making.

True (easy)

16. Rational analysis and intuitive decision-making are complementary.

True (moderate)

17. A policy is an explicit statement that tells a manager what he or she ought or ought not to do.

False (moderate)

18. Programmed decisions tend to be repetitive and routine.

True (easy)

19. Rules and policies are basically the same.

False (moderate)

20. Nonprogrammed decisions are unique and nonrecurring.

True (moderate)

21. Most managerial decisions in the real world are fully nonprogrammed.

False (easy)

22. Organizational efficiency is facilitated by the use of programmed decision-making.

True (moderate)

23. The ideal situation for making decisions is low risk.

False (moderate)

24. Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates.

False (difficult)

25. An optimistic manager will follow a maximin approach.

False (moderate)

26. People who have a low tolerance for ambiguity and are rational in their way of thinking are said to have a

directive style.

True (moderate)

27. Decision makers with an analytic style have a much smaller tolerance for ambiguity than do directive types.

False (moderate)

28. Individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives.

True (moderate)

29. Behavioral-style decision makers work well with others.

True (easy)

MANAGING WORKFORCE DIVERSITY

30. According to the boxed feature, “Managing Workforce Diversity,” diverse employees tend to make

decisions faster than a homogeneous group of employees.

False (moderate)

Multiple Choice

A MANAGER’S DILEMMA

31. According to the company profile in ” A Manager’s Dilemma”, which of the following best describes the

type of decision Mark Galasso is faced with in the introduction of his company’s new dirt bike?

a.programmed decision

b.nonprogrammed (moderate)

c.universal

d.unethical

e.orthodox

32. All of the following are mentioned as major competitors of Connondale Corporation according to the

company profile in “A Manager’s Dilemma” EXCEPT:

a.Yamaha

b.Suzuki

c.Harley Davidson (easy)

d.Kawasaki

e.Honda

THE DECISION-MAKING PROCESS

33. Decision-making is (simplistically) typically described as which of the following?

a. deciding what is correct

b. putting preference on paper

c. choosing among alternatives (moderate)

d. processing information to completion

e. the end result of data collection

34. A series of eight steps that begins with identifying a problem and decision criteria and allocating weights to

those criteria; moves to developing, analyzing, and selecting an alternative that can resolve the problem;

implements the alternative; and concludes with evaluating the decision's effectiveness is the ______________.

a. decision-making process. (easy)

b. managerial process.

c. maximin style.

d. bounded rationality approach.

e. legalistic opportunism process.

35. The first step in the decision-making process is which of the following?

a. developing decision criteria

b. allocating weights to the criteria

c. analyzing alternatives

d. identifying a problem (moderate)

e. implementing the decision's effectiveness

36. "A discrepancy between an existing and a desired state of affairs" describes which of the steps in the

decision-making process?

a. criteria weight allocation

b. analysis of alternatives

c. problem identification (difficult)

d. decision effectiveness evaluation

e. decision criteria identification

37. Which of the following statements is true concerning problem identification?

a. Problems are generally obvious.

b. A symptom and a problem are basically the same.

c. Well trained managers generally agree on what is considered a problem.

d. The problem must be such that it exerts some type of pressure for the manager to act. (moderate)

e. To be considered a problem, managers must be aware of the discrepancy but not have the resources

necessary to take action.

38. Which of the following must be present in order to initiate the decision-making process?

a. plenty of time

b. pressure to act (moderate)

c. a lack of authority

d. a lack of resources

e. environmental certainty

39. Managers aren't likely to characterize something as a problem if they perceive ______________.

a. they don't have authority to act. (difficult)

b. pressure to act.

c. a discrepancy.

d. they have sufficient resources.

e. they have budgetary authority.

40. If a manager was purchasing a computer system, issues such as price and model are examples of which part

of the decision-making process?

a. problem identification

b. criteria weight allocation

c. identifying decision criteria (difficult)

d. evaluating decision effectiveness

e. implementing the alternative

41. Which of the following is the step in the decision-making process that follows identifying a problem and

decision criteria?

a. allocating w eights to the criteria (moderate)

b. analyzing the alternatives

c. selecting the best alternative

d. implementing the alternative

e. evaluating the decision's effectiveness

42. In allocating weights to the decision criteria, which of the following is helpful to remember?

a. All weights must be the same.

b. The total of the weights should sum to 1.0.

c. Every factor criterion considered, regardless of its importance, must receive some weighting.

d.Assign the most important criterion a score, and then assign weights against that standard.

(difficult)

e. The most important and least important criteria should receive the inverse weighting standard.

43. In step six of the decision-making process, each alternative is evaluated by appraising it against the

______________.

a. subjective goals of the decision maker.

b. criteria. (moderate)

c. assessed values.

d. implementation strategy.

e. discrepancy status.

44. Selecting an alternative in the decision-making process is accomplished by ______________.

a. choosing the alternative with the highest score. (easy)

b. choosing the one you like best.

c. selecting the alternative that has the lowest price.

d. selecting the alternative that is the most reliabl

e.

e. choosing the alternative you think your boss would prefer.

45. ______________ includes conveying a decision to those affected and getting their commitment to it.

a. Selecting an alternative

b. Evaluation of decision effectiveness

c. Implementation of the alternatives (moderate)

d. Analyzing alternatives

e. Developing alternatives

46. Which of the following is important in effectively implementing the chosen alternative in the decision-

making process?

a. getting upper management support

b. double checking your analysis for potential errors

c. allowing those impacted by the outcome to participate in the process (moderate)

d. ignoring criticism concerning your chosen alternative

e. implementing your chosen alternative quickly

47. Which of the following is the final step in the decision-making process?

a. identifying the problem

b. evaluating the decision's effectiveness (easy)

c. identifying decision criteria

d. selecting an alternative that can resolve the problem

e. allocating weights to alternatives.

48. Which of the following is important to remember in evaluating the effectiveness of the decision-making

process?

a. Ignore criticism concerning the decision-making.

b. You may have to start the whole decision process over. (difficult)

c. Restart the decision-making process if the decision is less than 50% effective.

d. 90% of problems with decision-making occur in the implementation step.

e. Keep track of problems with the chosen alternative, but only change those issues that upper

management demand.

THE PERVASIVENESS OF DECISION MAKING

49. Decision-making is synonymous with ______________.

a. managing. (easy)

b. leading.

c. controlling.

d. planning.

e. organizing.

50. Which of the following is not a "planning" decision?

a. What are the organization's long-term objectives?

b. What strategies will best achieve those objectives?

c. How many subordinates should I have report directly to me? (moderate)

d. What should the organization's short-term objectives be?

e. How difficult should individual goals be?

51. Which of the following is not an "organizing" decision?

a. What are the organization's long-term objectives? (moderate)

b. How many employees should I have report directly to me?

c. How should jobs be designed?

d. How much centralization should there be in the organization?

e. When should the organization implement a different structure?

52. Which of the following is not a "leading" decision?

a. How do I handle employees who appear to be low in motivation?

b. What is the most effective leadership style in a given situation?

c. How will a specific change affect worker productivity?

d. When is the right time to stimulate conflict?

e. How should jobs be designed? (moderate)

53. Which of the following is not a "controlling" decision?

a. What activities in the organization need to be controlled?

b. How should those activities be controlled?

c. When is a performance deviation significant?

d. When is the right time to stimulate conflict? (moderate)

e. What type of management information system should the organization have?

THE MANAGER AS DECISION MAKER

54. Managers are assumed to be ______________; they make consistent, value-maximizing choices within

specified constraints.

a. rational (easy)

b. leaders

c. organized

d. satisficers

e. programmed

55. Rational managerial decision-making assumes that decisions are made in the best ______________

interests of the organization.

a. economic (moderate)

b. payoff

c. statistical

d. revenue

e. budgetary

56. Which of the following is true about managerial rational decision-making?

a. Most decisions managers face allow for rational decision-making.

b. Managers can make rational decisions if provided the right set of assumptions. (difficult)

c. Rational decision-making is always possible if the goals are clear and straightforwar

d.

d. Time pressure forces managers into rational decision-making.

e. Rational decision-making is generally possible when the decision involves "things" but not people.

57. Which of the following is not a valid assumption about rationality?

a. The problem is clear and unambiguous.

b. A single well-defined goal is to be achieved.

c. Preferences are clear.

d. Pref erences are constantly changing. (difficult)

e. No time or cost constraints exist.

58. In "bounded rationality," managers construct ______________ models that extract the essential features

from problems.

a. multiple

b. binding

c. interactive

d. simplified (difficult)

e. past

59. According to the text, because managers can’t possibly analyze all information on all alt ernatives, managers

______________, rather than ______________.

a.maximize; satisfice

b.maximize; minimize

c.satisfice; minimize

d.satisfice; maximize (moderate)

60. The type of decision-making in which the solution is considered "good enough" is known as which of the

following?

a. intuition

b. rational

c. maximizing

d. satisficing (moderate)

e. "gut feeling"

61. When a decision-maker chooses an alternative under perfect rationality, she chooses a ______________

decision, while under bounded rationality she chooses a ______________ decision.

a. minimizing; satisfying

b. satisficing; maximizing

c. maximizing; satisficing (difficult)

d. maximizing; minimizing

e. minimizing; maximizing

62. An increased commitment to a previous decision despite evidence that it may have been wrong is referred

to as _____________.

a.economies of commitment

b.escalation of commitment (moderate)

c.dimensional commitment

d.expansion of commitment

63. An unconscious process of making decisions on the basis of experience and accumulated judgment is

______________ decision-making.

a. rational

b. intuitive (easy)

c. bounded

d. satisficing

e. programmed

64. According to the text, all of the following are aspects of intuition EXCEPT:

a.experienced-based decisions

b.affect-initiated decisions

c.cognitive-based decisions

d.values or ethics-based decisions

e.programmed decisions (easy)

65. According to the text, _____________ are straightforward, familiar, and easily defined problems.

a.poorly-structured problems

b.well-structured problems (moderate)

c.unique problems

d.non-programmed problems

e.programmed problems

66. Well-structured problems align well with which type of decision-making?

a. programmed (moderate)

b. satisficing

c. intuition

d. "gut feeling"

e. "garbage can" approach

67. The most efficient way to handle well-structured problems is through ______________ decision-making.

a. linear

b. unique

c. focused

d. hit-and-miss

e. programmed (moderate)

68. ______________ decision-making is relatively simple and tends to rely heavily on previous solutions.

a. Nonprogrammed

b. Linear

c. Satisficing

d. Integrative

e. Programmed (moderate)

69. Programmed decision-making tends to rely on which of the following?

a. the problem solver's ability to think on his/her feet

b. the development of a clear set of alternative solutions

c. previous solutions (easy)

d. identification of the actual problem

e. accurate weighting of the decision criteria

70. A ______________ is a series of interrelated sequential steps that a manager can use for responding to a

structured problem.

a. procedure (easy)

b. rule

c. policy

d. system

e. solution

71. A ______________ is an explicit statement that tells a manager what he or she ought or ought not to do.

a. procedure

b. policy

c. rule (moderate)

d. solution

e. system

72. A ______________ provides guidelines to channel a manager's thinking in a specific direction.

a. system

b. rule

c. solution

d. policy (moderate)

e. procedure

73. Which of the following factors contrasts the difference between a policy and a rule?

a. a policy establishes parameters (difficult)

b. a rule establishes parameters

c. a policy is more explicit

d. a rule is more ambiguous

e. a policy leaves little to interpretation

74. According to the text, a ______________ typically contains an ambiguous term that leaves interpretation up

to the decision maker.

a. system

b. rule

c. solution

d. policy (moderate)

e. procedure

75. A business school's statement that it "strives for productive relationships with local organizations," is an

example of a ______________.

a. rule.

b. policy. (moderate)

c. procedure.

d. commitment.

e. contract.

76. Which of the following is a characteristic of poorly-structured problems?

a. They are typical.

b. They tend to be rehashed problems from the organization.

c. Information is straightforwar

d.

d. They tend to have incomplete or ambiguous information. (difficult)

e. They are fast breaking in nature.

77. When problems are ______________, managers must rely on ______________ in order to develop unique

solutions.

a.well-structured; nonprogrammed decision making

b.well-structured; pure intuition

c.poorly-structured; nonprogrammed decision making (moderate)

d.poorly-structured; programmed decision making

78. Which of the following terms is associated with nonprogrammed decisions?

a. unique (moderate)

b. recurring

c. routine

d. repetitive

e. well-defined

79. Lower-level managers typically confront what type of decision-making?

a. unique

b. nonroutine

c. programmed (moderate)

d. nonprogrammed

e. nonrepetitive

80. What type of decision-making facilitates organizational efficiency?

a. nonprogrammed

b. unique

c. nonrepetitive

d. nonroutine

e. programmed (difficult)

81. Which of the following is an accurate statement concerning the impact of programmed decisions on

organizations?

a. They maximize the need for managers to exercise discretion.

b. They decrease the need for high-cost managerial talent. (moderate)

c. They increase the amount of judgment needed by managers.

d. They decrease organizational efficiency.

e. They are associated with Creative Operating Procedures.

82. ______________ is a situation in which a manager can make accurate decisions because the outcome of

every alternative is known.

a. Certainty (easy)

b. Risk

c. Uncertainty

d. Maximax

e. Maximin

83. If an individual knows the price of three similar cars at different dealerships, he/she is operating under what

type of decision-making condition?

a. risk

b. uncertainty

c. certainty (easy)

d. factual

e. unprogrammed

84. ______________ is those conditions in which the decision maker is able to estimate the likelihood of

certain outcomes.

a. Certainty

b. Risk (easy)

c. Uncertainty

d. Maximax

e. Maximin

85. A retail clothing store manager who estimates how much to order for the current spring season based on last

spring's outcomes is operating under what kind of decision-making condition?

a. seasonal

b. risk (difficult)

c. uncertainty

d. certainty

e. cyclical

86. ______________ is a situation in which a decision maker has neither certainty nor reasonable probability

estimates available.

a. Certainty

b. Risk

c. Uncertainty (easy)

d. Maximax

e. Maximin

87. A person at a horse racetrack who bets all of his/her money on the odds-based longshot to "win" (rather

than "place" or "show") is making what kind of choice?

a. maximax (moderate)

b. maximin

c. minimax

d. minimin

88. Which of the following best describes “maximizing the minimum possible payoff?”

a. maximax

b. maximin (moderate)

c. minimax

d. minimin

89. An individual making a "maximin" type of choice has what type of psychological orientation concerning

uncertain decision-making?

a. optimist

b. realist

c. pessimist (moderate)

d. satisficer

e. extremist

90. Which of the following would best describe the psychological orientation of an individual making a

“maximax” type of choice?

a. optimist (moderate)

b. realist

c. pessimist

d. satisficer

e. extremist

91. According to the text, a manager who desires to minimize his or her maximim “regret” will opt for a

______________ choice.

a. maximax

b. maximin

c. minimax (moderate)

d. minimin

92. All of the following are mentioned in the text as decision-making styles EXCEPT:

a.directive

b.egotistical (moderate)

c.analytic

d.conceptual

e.behavioral

93. Which of the following decision-making styles have low tolerance for ambiguity and are rational in their

way of thinking?

a.directive (moderate)

b.egotistical

c.analytic

d.conceptual

e.behavioral

94. A manager who "by tomorrow wants to know the most logical answer to the problem that will increase

profits for this month" has which of the following decision-making styles?

a. analytic

b. directive (difficult)

c. conceptual

d. behavioral

e. empirical

95. The decision-making style that makes fast decisions and focuses on the short terms is referred to as the

______________ style.

a.directive (moderate)

b.egotistical

c.analytic

d.conceptual

e.behavioral

96. According to the text, which of the following decision-making styles often result in making decisions with

minimal information and assessing few alternatives?

a.directive (moderate)

b.egotistical

c.analytic

d.conceptual

e.behavioral

97. A(n) ____________-type decision maker has much greater tolerance for ambiguity than do directive types.

a. conceptual

b. behavioral

c. empirical

d. analytic (moderate)

e. spatial

98. According to the text, ______________ are best characterized as careful decision makers with the ability to

adapt or cope with unique situations.

a. conceptual

b. behavioral

c. empirical

d. analytic (moderate)

e. spatial

99. Which of the following is the decision-making style that would most likely look at as many alternatives as

possible and focus on the long run?

a. analytical

b. directive

c. conceptual (moderate)

d. behavioral

e. spatial

100. Which of the following decision-making styles focus on the long run and are very good at finding creative solutions to problems?

a. analytical

b. directive

c. conceptual (moderate)

d. behavioral

e. spatial

101. A manager who would decide what computer system to purchase for the department by holding a meeting and receiving feedback from his/her subordinates matches with which type of decision-making style?

a. analytical

b. behavioral (difficult)

c. conceptual

d. directive

e. empirical

102. According to the text, ______________ style decision makers are concerned about the achievements of subordinates and are receptive to suggestions from others.

a. analytical

b. behavioral (difficult)

c. conceptual

d. directive

e. empirical

103. _____________ style decision makers often use meetings to communicate, although they try to avoid conflict.

a. Analytical

b. Behavioral (difficult)

c. Conceptual

d. Directive

e. Empirical

MANAGING WORKFORCE DIVERSITY

104. Which of the following is NOT mentioned in the featured box “Managing Workforce Diversity” as a valuable reason manager’s should use diverse employees in the decision making process?

a.Diverse employees can provide fresh perspectives on issues.

b.Diverse employees can offer differing interpretations on how a problem is defined.

c.Diverse employees tend to make decisions faster than a homogeneous group of employees.

(difficult)

d.Diverse employees usually are more creative in generating alternatives.

e.Diverse employees usually are more flexible in resolving issues.

105. All of the following are mentioned in the featured box “Managing Workforce Diversity” as drawbacks to using diversity in decision making EXCEPT:

a. a lack of a common perspective among team members.

https://www.wendangku.net/doc/3c12319015.html,nguage barrier among team members.

c.seeking out diverse opinions can make the decision-making process overly simple. (difficult)

d.difficulty to reach a single agreement or to agree on specific actions.

Scenarios

THE DECISION-MAKING PROCESS

Decisions, Decisions (Scenario)

Sondra needed help. Her insurance company's rapid growth was necessitating making some changes, but what changes? Should they add to the existing system? Buy a new system? She was given the responsibility of analyzing the company's information system and deciding what the company should do that would give them plenty of room. She was confused and needed help in making the correct decision.

106. According to the decision-making process, the first step Sondra should take would be to ______________.

a. analyze alternative solutions.

b. identify decision criteria.

c. evaluate her decision's effectiveness.

d. implement the chosen alternativ

e.

e. identify the problem. (moderate)

107. According to the decision-making process, the second step Sondra should take would be to ______________.

a. analyze alternative solutions.

b. identify decision criteria. (moderate)

c. evaluate her decision's effectiveness.

d. allocate weights to the criteria.

e. identify the problem.

108. The very last step Sondra should take, according to the decision-making process, would be to ______________.

a. analyze alternative solutions.

b. select alternatives.

c. implement the alternative.

d. identify the problem.

e. evaluate the decision's effectiveness. (easy)

109. When Sondra is conveying her decision to those affected and getting their commitment to it, she is performing which step in the decision-making process?

a. analyzing alternative solutions

b. selecting alternatives

c. implementing the alternative (moderate)

d. identifying the problem

e. evaluating the decision's effectiveness

110. Allocating weights to the criteria is the step in the decision-making process that occurs between identifying the decision criteria and ______________.

a. developing the alternatives. (difficult)

b. selecting alternatives.

c. implementing the alternative.

d. identifying the problem.

e. evaluating the decision's effectiveness.

THE MANAGER AS DECISION MAKER

Is the Picture Clear? (Scenario)

Sharon was the regional manager of a large cable television company. Daily, she faced many problems and

decisions such as how to price each market, who to hire, what kind of technology she should purchase and how

she should handle increasing customer complaints. She needed some help sorting these issues out.

111. You could tell Sharon that issues, which are straightforward, where the problem is familiar and easily

defined, such as how to handle late payment by customers or customers wanting to receive refunds, are known as ______________ problems.

a. routine

b. standard

c. well-structured (moderate)

d. conventional

e. complex

112. Unfortunately, Sharon also faces issues that have information that is ambiguous or incomplete, such as

what kind of technology to purchase. These are known as ______________ problems.

a. poorly-structured (moderate)

b. variable

c. random

d. hit-and-miss

e. vague

113. When a customer calls up and wants a refund for a partial month's usage of cable, the fact that such

situations are routine and most likely have a standard response, would make the response a

______________ decision.

a. standard

b. routine

c. policy

d. fundamental

e. programmed (moderate)

114. Sometimes Sharon follows a ______________,a series of interrelated sequential steps for responding to a

structured problem.

a. rule

b. policy

c. procedure (moderate)

d. suggestion

e. order

115. Sometimes Sharon instructs her local managers to follow ______________ when confronted with problem situations. These establish parameters for the manager making the decision rather than specifically stating what should or should not be done.

a. rules

b. procedures

c. policies (moderate)

d. orders

e. suggestions

Decision-Making Conditions (Scenario)

Sandy Jo is the manager for TrucksRUs, a medium-sized hauling service located in the Southeast. She is responsible for scheduling trucks, initiating new routes, and staffing both existing and new routes. She is currently struggling with existing information about the profitability of existing and future truck routes.

116. Bubba, Sandy Jo's best driver tells her that he believes that he can estimate that there is a 75% probability that they can get the business of Pork Brothers Inc. if they initiate a truck route through rural North Carolina. Bubba is operating under a condition of ______________.

a. certainty.

b. risk. (difficult)

c. uncertainty.

d. maximax.

e. maximin.

117. Sandy Jo can make accurate decisions if she is willing to pay $5,000 for research about the profitability of various truck routes. If she pays for the research, she believes that she is operating under a condition of ______________.

a. certainty. (difficult)

b. risk.

c. uncertainty.

d. maximax.

e. maximin.

118. Sandy Jo knows that she is operating in an uncertain environment. She is basically an optimist, and we would, therefore, expect her to follow a ______________ strategy.

a. certainty

b. risk

c. uncertainty

d. maximax (moderate)

e. maximin

119. Sandy Jo knows that she is operating in an uncertain environment. She is basically a pessimist, and we would, therefore, expect her to follow a ______________ strategy.

a. certainty

b. risk

c. minimax

d. maximax

e. maximin (moderate)

120. Sandy Jo wishes to minimize her regret and will probably opt for a ______________ strategy.

a. certainty.

b. risk.

c. minimax (moderate)

d. maximax.

e. maximin.

Essay Questions

THE DECISION-MAKING PROCESS

121. In a short essay, list and discuss the eight steps in the decision-making process.

Answer

a.Step 1: Identifying a problem – the decision-making process begins with the existence of a problem or

a discrepancy between an existing and a desired state of affairs. However, a discrepancy without

pressure to take action becomes a problem that can be postponed.

b.Step 2: Identify decision criteria – once the manager has identified a problem that needs attention, the

decision criteria important to resolving the problem must be identified. That is, managers must determine wh at’s relevant in making a decision.

c.Step 3: Allocating weights to the criteria: at this step, the decision maker must weigh the items in

order to give them the correct priority in the decision. A simple approach is to give the most important criterion a weight of 10 and then assign weights to the rest against that standard.

d.Step 4: Developing alternatives –the fourth step requires the decision maker to list the viable

alternatives that could resolve the problem. No attempt is made in this step to evaluate the alternative, only to list them.

e.Step 5: Analyzing alternatives –once the alternatives have been identified, the decision maker must

critically analyze each one. From this comparison, the strengths and weaknesses of each alternative become evident.

f.Step 6: Selecting an alternative – the sixth step is the important act of choosing the best alternative from

among those considered. All the pertinent criteria in the decision have now been determined, weighted, and the alternatives have been identified and analyzed.

g.Step 7: Implementing the alternative –implementation involves conveying the decision to those

affected by it and getting their commitment to it. If the people who must carry out a decision participate in the process, they’re more like ly to enthusiastically support the outcome than if they are just told what to do.

h.Step 8: Evaluating decision effectiveness –the last step in the decision-making process involves

appraising the outcome of the decision to see if the problem has been resolved. Did the alternative chose and implemented accomplish the desired result? If not, the manager may consider returning to a previous step or may even consider starting the whole decision process over.

(difficult)

THE PERVASIVENESS OF DECISION MAKING

122. In a short essay, list three related questions that can apply to decisions for each of the following management functions: planning, organizing, leading, and control. (Each of the management functions should each have at least three questions listed.)

Answer

Planning

a.What are the organization’s long-term objectives?

b.What strategies will best achieve those objectives?

c.What should the organization’s short-term objectives be?

d.How difficult should individual goals be?

Organizing

a.How many employees should I have reporting directly to me?

b.How much centralization should there be in the organization?

c.How should jobs be designed?

d.When should the organization implement a different structure?

Leading

a.How do I handle employees who appear to be low in motivation?

b.What is the most effective leadership style in a given situation?

c.How will a specific change affect worker productivity?

d.When is the right time to stimulate conflict?

Controlling

a.What activities in the organization need to be controlled?

b.How should those activities be controlled?

c.When is a performance deviation significant?

d.What type of management information systems should the organization have?

(difficult)

THE MANAGER AS DECISION MAKER

123. In a short essay, discuss the assumptions of rationa lity and the validity of those assumptions.

Answer

A decision maker who was perfectly rational would be fully objective and logical. He or she would

carefully define a problem and would have a clear and specific goal. Moreover, making decisions using rationality would consistently lead toward selecting the alternative that maximizes the likelihood of achieving that goal. The assumptions of rationality apply to any decision. Rational managerial decision making assumes that decisions are made in the best economic interests of the organization. That is, the decision maker is assumed to be maximizing the organization’s interests, not his or her own interests.

Managerial decision making can follow rational assumptions if the following conditions are met: The manager is faced with a simple problem in which the goals are clear and the alternatives limited, in which the time pressures are minimal and the cost of seeking out and evaluating alternatives is low, for which the organizational culture supports innovation and risk taking, and in which outcomes are relatively concrete and measurable. However, most decisions that managers face in the real world don’t meet all those tests.

(moderate)

124. In a short essay, discuss bounded rationality and satisficing.

Answer

Despite the limits to perfect rationality, managers are expected to follow a rational process when making decisions. However, certain aspects of the decision making process are not realistic as managers make decisions. Instead, managers tend to operate under assumptions of bounded rationality, that is, they behave rationally within the parameters of a simplified decision making process that is limited by an individual’s ability to process information. Managers satisfice, rather than maximize because they can’t possibly analyze all information on all alternatives. That is, they accept solutions that are “good enough.” They are being rational within the limits of their information processing ability.

(easy)

125. In a short essay, list and discuss five different aspects of intuition.

Answer

a.experienced-based decisions – managers make decisions based on their past experiences

b.affect-initiated decisions – managers make decisions based on feelings and emotions

c.cognitive-based decisions – managers make decisions based on skill, knowledge, and training

d.subconscious mental processing – managers use data from the subconscious mind to help them make

decisions.

e.values or ethics-based decisions – managers make decisions based on ethical values or culture

(moderate)

126. In a short essay, discuss the difference between well-structured and poorly structured problems. Include specific examples of each type of problem to support your answer. Next discuss the type of decisions that would be used to address each of these problems.

Answer

a.Well-structured problems - the goal of the decision marker is clear, the problem is familiar, and

information about the problem is easily defined and complete. Examples of these types of problems might include a cust omer’s wanting to return a purchase to a retail store, a supplier’s being late with an important delivery, a news team’s responding to an unexpected and fast-breaking event, or a college’s handling of a student wanting to drop a class. Such situations are called well-structured problems since they are straightforward, familiar, and easily defined problems. In handling these problem situations, the manager uses a programmed decision. Decisions are programmed to the extent that they are repetitive and routine and to the extent that a definite approach has been worked out for handling them.

Because the problem is well structured, the manager doesn’t have to go to the trouble and expense of going through an involved decision progress. Programmed decision making is relatively simple and tends to rely heavily on previous solutions.

b.Poorly-structured problems –these problems are new or unusual and for which information is

ambiguous or incomplete. For example, the selection of an architect to design a new corporate manufacturing facility in Bangkok is an example of a poorly-structured problem. When problems are poorly-structured, managers must rely on nonproprammed decision making in order to develop unique solutions. Nonprogrammed decisions are unique and nonrecurring. When a manager confronts a poorly-structured problem, or one that is unique, there is no cut-and-dried solution. It requires a custom-made response through nonprogrammed decision making.

(difficult)

127. In a short essay, discuss the differences between a procedure, a rule, and a policy. Include specific examples of each to support your answer.

Answer

a. A procedure is a series of interrelated sequential steps that a manager can use for responding to a

structured problem. The only real difficulty is in identifying the problem. Once the problem is clear, so is the procedure. For instance, a purchasing manager receives a request from the sales department for 15 Palm Pilots for use by the company’s customer service representatives. The purc hasing manager knows that there is a definite procedure for handling this decision. The decision-making process in this case is merely executing a simple series of sequential steps.

b. A rule is an explicit statement that tells a manager what he or she can or cannot do. Managers

frequently use rules when they confront a well-structured problem because they are simple to follow and ensure consistency. For example, rules about lateness and absenteeism permit supervisors to make disciplinary decisions rapidly and with a relatively high degree of fairness.

c. A policy provides guidelines to channel a manager’s thinking in a specific direction. In contrast to a

rule, a policy establishes parameters for the decision maker rather than specifically stating what should or should not be done. Policies typically contain an ambiguous term that leaves interpretation up to the decision maker. For instance, each of the following is a policy statement: “The customer always comes first and should always be satisfied,” “We promote from within, whenever possible,” and “employee wages shall be competitive within community standards.”

(moderate)

128. In a short essay, list and discuss the three conditions that managers may face as they make decisions.

Include specific examples of each condition to support your answer.

Answer

a.Certainty – the ideal situation for making decisions is one of certainty; that is, a situation in which a

manager can make accurate decisions because the outcome of every alternative is known. For example, when North Dakota’s state treasurer is deciding in which bank to deposit excess state funds, he knows exactly how much interest is being offered by each bank and will be earned on the funds. He is certain about the outcomes of each alternative. As migh t be expected, this condition isn’t characteristic of most managerial decision situations. It’s more idealistic than realistic.

b.Risk – a far more common situation is one of risk, those conditions in which the decision maker is able

to estimate the likelihood of certain alternatives or outcomes. The ability to assign probabilities to outcomes may be the result of personal experiences or secondary information. Under the conditions of risk, managers have historical data that allow them to assign probabilities to different alternatives.

c.Uncertainty –occurs when certainty about the outcomes or reasonable probability estimates are unable

to be made about a decision. Under conditions of uncertainty, the choice of alternative is influenced by the limited amount of information available to the decision maker.

(easy)

129. In a short essay, discuss the psychological orientation (optimistic, pessimist, etc.) of the decision maker as it relates to decision making under conditions of uncertainty (minimax, maximin, and maximax).

Answer

Based on the psychological orientation of the decision maker, the optimistic manager will follow a maximax choice (maximizing the maximum possible payoff), while the pessimist will follow a maximin choice (maximizing the minimum possible payoff). The manager who desires to minimize his or her maximum “regret” will opt for a minimax choice.

(moderate)

(完整版)罗宾斯《管理学》第11版知识点总结

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管理学罗宾斯(第11版)第13章知识

●群体 群体：为了实现某个（些）具体目标而组合到一起的两个或更多相互依赖、彼此互动的个体 ·正式群体：由所在组织的结构所确定的、具有明确分工和任务的工作群体 ·非正式群体：为了满足成员们社会需求而自主组成的群体 ●群体发展的阶段 形成阶段：群体发展的第一个阶段，人们因为某种工作安排而加入群体，并定义该群体的目标、结构和领导 震荡阶段：群体发展的第二个阶段，其特征为群体内部的冲突 规范阶段：群体发展的第三个阶段，其特征为成员们的密切关系和凝聚力 执行阶段：群体发展的第四个阶段，是群体充分行使职能和完成工作任务的阶段解体阶段：对于临时群体来说，这是群体发展的最后一个阶段，成员们主要关注于善后事宜而不是工作任务 ●群体的结构 角色：人们对在一个社会单元中占据某个特定位置的个体所期望的行为模式 规范：群体的成员们共同接受和认可的标准或期望 群体思维：群体对个体成员施加巨大的压力，以使其与其他成员的观点保持一致地位：一个群体内的威望等级、位置或职衔 社会惰化：个体在群体中工作不如单独工作时那么努力的倾向 群体凝聚力：群体成员被该群体吸引及共享群体目标的程度

冲突管理 冲突：由某种干扰或对立状况所导致的不协调或差异 传统冲突观：认为所有冲突都是负面的、必须避免的 人际关系冲突观：认为冲突时所有群体中的一种自然而然、不可避免的结果相互作用冲突观：认为有些冲突对群体有效开展工作是绝对必要的 良性冲突：能够支持群体工作目标和改进群体绩效的冲突 恶性冲突：妨碍群体实现其目标的冲突 任务冲突：关于工作内容和目标的冲突 关系冲突：关于人际关系的冲突 程序冲突：关于如何完成工作的冲突

管理学罗宾斯(第11版)第16章知识

●什么是动机？ 动机：一种过程，它体现了个体为实现目标而付出努力的强度、方向和坚持性 ●早期的动机理论 马斯洛的需求层次理论 ·需求层次理论：马斯洛的这个理论认为人的需求——生理需求、安全需求、社会需求、尊重需求和自我实现需求——构成了一种层级结构 1·生理需求：一个人对食物、水、住所、性以及其他生理需求的需求 2·安全需求:生理需求得到保证的前提下，保护自身免受生理和情感伤害的需求3·社会需求：一个人在爱情、归属、接纳以及友谊方面的需求 4·尊重需求：一个人对内部尊重因素（例如自尊、自主和成就感）和外部尊重因素（例如地位、认可和关注）的需求 5·自我实现需求：一个人对自我发展、自我价值实现和自我理想实现的需求 麦格雷戈的X理论和Y理论 ·X理论：该假设认为员工没有雄心大志，不喜欢工作，只要有可能就会逃避责任，为了保证工作效果需对他们严格监管；个体受到马斯洛需求层次中的低层次需求的主导·Y理论：该假设认为员工是有创造力的，喜欢工作，主动承担责任，能够自我激励和自我指导 赫茨伯格的双因素理论 ·双因素理论（激励-保健理论）：该理论认为内在因素与工作满意度相关，而外在因素与工作满意度不相关 ·保健因素：能够消除工作不满意但无法产生激励的因素 ·激励因素：能够增强工作满意和工作动机的因素 高级需要

麦克莱兰的三种需求理论 ·三种需求理论：该动机理论认为主要有3种后天的（而非先天的）需求推动人们从事工作，而这3种需求是成就需求、权力需求和归属需求。 ·成就需求：个体想要达到标准、追求卓越、获得成功的愿望 他们喜欢具有适度挑战性的工作；尽量避免他们认为过于容易或者困难的工作任务·权力需求：个体想要使他人按照自己的指示以某种特定方式行事的期望 ·归属需求：个体对友好、亲密的人际关系的渴望 ●当代的动机理论 目标设置理论：该理论认为具体的工作目标会提高工作绩效，困难的目标一旦被员工接受，将会比容易的目标产生更高的工作绩效 自我效能：个体认为自己能够完成某项任务的信念 强化理论：该理论认为行为是其结果的函数；大都通过奖励然后强化某种行为 强化物：紧跟在某种行为之后立即出现、并且能够使该行为未来被重复的可能性提高的某种结果 ●设计具有激励作用的工作 工作设计：用来将各种工作任务组合成完整的工作的方法 工作范围：一份工作所要求从事的任务数量以及这些任务重复的频率 工作扩大化：横向扩展工作范围 工作丰富化：通过增加计划和评估责任而使工作纵向扩展 工作深度：员工对自己工作的控制程度 工作特征模型：管理者在设计具有激励作用的工作时所采用的一种有效框架，它确定了5种核心工作维度、它们的相互关系以及它们对员工生产率、动机和满意度的影响●5种核心工作维度 技能多样性：一项工作需要从事多种活动从而使员工能够利用不同技能和才干的程度 任务完整性：一项工作需要完成一件完整的、可辨识的工作任务的程度 任务重要性：一项工作对他人生活和工作的实际影响程度 工作自主性：一项工作在安排工作内容、确定工作程序方面实际上给员工多大的自由度、独立权和决定权 工作反馈：员工在完成任务的过程中可以获得关于自己工作绩效的直接而明确的信息的程度

管理学罗宾斯(第11版)第11章知识

当代的组织设计 团队结构：整个组织由工作小组或工作团队构成并完成工作任务的一种组织结构。 矩阵结构：一种组织结构，指的是把来自不同职能领域的专业人员分派去从事各种工作项目。 项目结构：一种组织结构，指的是员工持续不断地从事各种项目，并没有所属的正式部门。 无边界组织：不被各种预先设定的横向、纵向或外部边界所定义或限制的一种组织。 虚拟组织：由作为核心的少量全职员工以及工作项目需要时被临时雇用的外部专业人员构成的组织。 网络组织：利用自己的员工来从事某些工作活动并且利用外部供应商网络来提供其他必需的产品部件或工作流程的组织。 学习型组织：已经培养出持续学习、适应和改变的能力的组织。

●内部协作 跨职能团队：由来自不同职能领域的专业人员组成的工作团队 特别行动组（或者是特别委员会）：为解决某个具体的、影响许多部门的短期问题而组建的临时委员会或工作团队 实践社区：共同关注某个事项或一系列问题，或者对某个主题怀有激情，而且通过持续不断的互动和交流来深化自己该该领域的知识和专业技能的一群人员。 ●外部协作 开放式创新：把研究工作向组织之外的其他人员和组织开放，以获得各种新的创意，并且允许创新可以轻而易举地朝其他方向转移。 战略合作伙伴关系：两个或多个组织之间的协作关系，通过把彼此的资源和能力结合起来以实现某个商业目的。 ●灵活的工作安排 远程办公：一种允许员工在家办公并通过电脑与公司办公场所相连的工作安排 压缩工作周：员工在一个工作周中每天工作更长时间但只工作较少的天数 弹性工作时间：一种要求员工每周必须完成固定数量的工时但可以在特定的限制范围内自由改变具体工作时间的工作排班体系 工作分享：由两个或者更多人分担一份全职工作 ●灵活就业的员工队伍 灵活就业工人：其工作岗位取决于雇主需要的临时工、自由职业者或合同工

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管理学罗宾斯(第11版)第1章思考题

注：只是提示，答案不唯一。 1.管理者如何不同于非管理者？ 管理者是指通过协调和监管其他人的活动以达到组织目标的人。这个含义包括以下几层含义：①管理者的工作不是取得个人成就，而是帮助他人完成工作任务；②管理者的工作可能意味着协调一个部门的工作，可能意味着监管某个员工，还可能是协调一个团队的活动；③管理者可能承担与协调和监管他人工作无关的其他工作任务。 非管理者是指只从事事务性工作，不从事协调和监管他人的活动的人，他们服从管理者的领导。 2.你的课程的授课教师是管理者吗?请分别用管理职能、管理角色、技能观点以及系统观点和权变观点讨论这个问题。 是管理者。 （1）从管理者职能方面讲：①计划。教师对每堂课的授课内容，所要达到的目标都有一个具体的安排。②组织。教师要组织课堂教学，还要保证整个学期这门课程的顺利进行，包括安排学习委员、班长等协助其教学工作的展开。③领导。表现在教师指导和激励所有的学生用心学习，个别时候还会找学生谈话，对学习好的同学进行表彰。④控制。教师通过学生的反馈调整授课形式，并且制定一系列的课堂纪律保证教学的顺利进行，以达到预期的授课目标。 （2）从管理角色方面讲：①人际角色：老师在教室中就可以算是领导者，他直接为学生以及这节课上的好坏所负责，所以扮演领导者角色；同是老师和学生之间必须有联系、，才可以达到教学的目的，所以也是联络角色。②信息角色：首先教师起一种监督的角色，他能通过监督学生和外界环境来获取更多的信息，以及能发现如何以最好的方式去教学，把自己的知识在课堂上传授给学生，在传授的过程中老师就要口述很多知识，这样老师就同时起着传播着的角色和发言人的角色。③决策角色：老师在课堂上会提出很多与学生关注的问题，让学生来回答，同时他会引导学生们向正确的方向走进，把同学们的一些不正确的思想加以纠正，并且推断出比较完美的答案，来让同学们理解。 （3）从管理者技能方面讲：某门课的老师肯定对其领域的知识比较了解，而且知道用何种方法去教学是最有效的；老师在授课过程中在不断的和同学们交流、沟通，体现了老师与学生打交道与沟通的能力；在授课过程中可能会出现新的概念，老师会及时的处理，让同学们了解及吸收。 （4）从系统管理理论方面讲：老师有时把一个班的同学分成几个小的区域，可能在某个区域他们的吸收理解能力比较强一点，就可以让他们相互帮助，以这个区域去带动别的区域，让学生在比较中理解吸收新知识。 （5）从权变管理理论方面讲：权变就是权益应变，老师会根据学生每节课的表现，选择一种合理的方式去教学，在变化中让同学们接受知识，根据学生不同的心里环境变化，去理解他们，使传授知识有很好的效果。 所以说课堂授课教师是管理者。 3. “管理者的最基本职责是关注员工为实现预期结果而实施的工作行为。”你如何理解这句话？你是否同意这句话？为什么？ 我不同意这个观点，但该观点具有一定的合理性。 ①关注员工为实现预期结果而实施的工作行为即是关注效益。效益是管理的永恒主题。管理是一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。效率是指以尽可能少的投入获得尽可能多的产出，通常指“正确地做事”，即不浪费资源。但是仅仅有效率是不够的，管理当局还应该关注效果，也就是完成活动以便达到组织的目标。效果通常是指“做正确的事”，即所从事的工作活动有助于组织达到其目标。关注

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(完整版)管理学罗宾斯(第11版)第14章知识

●组织行为学 行为：人们的活动 组织行为学：研究人们在工作中的活动 ●组织行为学的目标 组织行为学的目标是解释、预测和影响行为。 在解释、预测和影响行为时，我们尤其关注六种重要行为： ·员工生产率：效率和效果的一种绩效测量工具。 ·缺勤：没有在工作岗位上工作。 ·离职：自愿或非自愿地永远退出某个组织。 ·组织公民行为：一种并不属于员工正式工作要求但可以促进组织有效运行的自愿行为。 ·工作满意度：员工对自己工作所持的总体态度。 ·工作场所不当行为：员工实施的可能会对组织或组织成员产生产生伤害的故意行为。 ●态度和工作绩效 态度：对物体、人物或事件的评价性陈述。 ·态度由三种成分构成：认知成分、感情成分、行为成分。 认识成分：个体所持有的信念、观点、知识或信息。 情感成分：态度中的情绪或感受部分。 行为成分：个体以某种特定方式对某人或某事采取行动的意向。 ●工作投入和组织承诺 工作投入：员工认同自己的工作、积极参与工作以及重视工作绩效的程度。 组织承诺：员工认同所在组织及其目标并愿意留在该组织中的程度。 组织支持感：员工对组织多么重视他们的贡献并关心他们切身利益的总体看法。 ●员工敬业度 员工敬业度：员工关心和热情对待自己的工作，并且对工作感到满意的程度。 敬业度高的员工对自己的工作满怀激情，而且工作具有非常密切的联系。 ●认知失调理论 认知失调：态度之间或者态度与行为之间的不协调或不一致。 该理论指出，我们为减少失调而付出的努力程度取决于三件事情：

（1）造成这次失调的那些因素的重要性 （2）个体认为自己对这些因素的影响程度 （3）这次失调所包含的奖赏 ●态度调查 态度调查：向员工提出一系列陈述或问题来了解员工如何看待自己的工作、工作群体、上司或组织。 ●人格 人格：个体情感模式、思维模式和行为模式的独特组合。这些模式会影响该个体如何应对各种情况以及其他人互动。 两种最著名的方法： (1)迈尔斯—布瑞格斯类型指标 ·外向型(E)vs内向型(I) ·领悟型(S)vs直觉型(F) ·思维型(T)vs情感型(F) ·判断型(J)vs感知型(P) (2)五大人格模型 ①外倾性：个体喜爱交际、健谈、果断以及善于和他人相处的程度。 ②随和性：个体性情随和、乐于合作和值得信任的程度。 ③尽责性：个体值得信赖、承担责任、言行一致和以成就为导向的程度。 ④情绪稳定性：个体平静、热情、有安全感（积极的）或者紧张、焦虑、沮丧和缺乏安全感（消极的）的程度。 ⑤开放性：个体聪明、兴趣广泛、富有想象力和好奇心以及具有艺术敏感性的程度。 ●其他有关人格的见解 控制点：内控型—这些人认为自己掌控自己的命运；外控型—这些人认为自己的生活是由外部因素控制的 马基雅维利主义：在马基雅维利主义维度上得分高的个体注重实效，于他人保持情感距离，而且认为结果可以证明手段的正当性。 自尊：人们喜爱或不喜爱自己的程度各有不同。 自我监控：根据外部情境因素调整自己行为的能力。 冒险：在承担会规避风险方面，人们有着不同的倾向性，而这种差异会影响到管理者花多长时间来制定一项决策以及在做出选择之前需要获得多少信息。 ●其他一些人格特质 主动型人格：他们能够发现机会、表现出主动性以及采取行动，直到发生有意义的变化。 心理弹性：个体克服挑战并将之转化为机遇的能力。 ●情绪和情绪智力 情绪：是对某人或某事的强烈感受。

罗宾斯管理学知识要点完整版

管理学知识要点第一篇绪论 第一章管理与组织导论 1、管理者的定义和分类 2、管理的定义 3、管理的4大职能 4、明茨伯格的管理角色理论（3个方面） 5、卡茨的3种管理技能 6、权变理论（权变变量） 7、组织的定义 第二章管理的昨天和今天 1、管理的历史背景 2、泰罗的科学管理（4条原则） 3、亨利·法约尔的14条管理原则 4、马克思韦伯的官僚制组织 5、组织行为的4个早期倡导者（各自的理论简述） 6、霍桑实验（梅奥的结论） 7、当今管理面临的9个趋势（质量管理、学习型组织是重点） 第二篇定义管理者的领地 第三章组织文化与环境：约束力量 1、组织文化的定义 2、组织文化的7个评价维度

3、文化如何影响管理决策 4、具体环境和一般环境的构成 5、利益相关者的定义 6、利益相关者与管理者关系重要的原因 7、如何管理与利益相关者关系（4个步骤）第四章全球环境中的管理 1、3种不同的全球观念 2、多国公司与跨国公司 3、组织走向全球化的3个阶段 4、民族文化的4个维度 第五章社会责任与管理道德 1、社会责任的定义 2、共享价值观的4个作用 3、组织走向绿色的4个方式 4、调节管理道德的4个因素 5、改善道德行为的方法 第三篇计划 第六章制定决策：管理者工作的本质

1、决策制定过程的8个基本步骤（识别决策问题→确认决策标准→为决策标准分配权重→开发备选方案→分析备选方案→选择备选方案→实施备选方案→评估决策结果） 2、决策具有普遍性（分布在管理的4种职能中） 3、问题和决策的类型（结构良好问题和程序化决策，结构不良问题和非程序化决策） 4、4种决策风格（命令型，分析型，概念型，行为型） 第七章计划的基础 1、计划的定义(182) 2、良好目标的特征（189） 3、目标设立的步骤（190） 4、计划工作的权变因素（191） 第八章战略管理 1、战略管理的定义 2、战略管理过程的8个步骤 3、组织战略的3种类型 4、公司大战略 5、竞争优势和5种竞争力量

罗宾斯《管理学》(第11版)【章节题库18-19章】【圣才出品】

第6篇控制 第18章控制导论 一、选择题 1．某公司形成了很强的价值观和行为规范，并有一套完整的仪式来调节和引导员工的行为。从控制的角度来看，这属于（）。（浙大2008年研） A．反馈控制 B．市场控制 C．小集团控制 D．官僚控制 【答案】C 【解析】小集团控制是指员工的行为靠共同的价值观、规范、传统、仪式、信念及其他组织文化方面来调节的控制。A项，反馈控制是在行动结束后进行的控制；B项，市场控制是一种强调使用外在市场机制，如价格竞争和相对市场份额，在系统中建立使用标准来达到控制的方法；D项，官僚控制强调组织的权威，依靠管理规章、制度、过程及政策。 2．如果组织的产品或服务非常明确，市场竞争十分激烈，（）将会是有效的控制系统。 A．同族控制 B．层级控制 C．产品控制

D．市场控制 【答案】D 【解析】三种控制系统的特征：①市场控制是一种强调使用外在市场机制，如价格竞争和相对市场份额，在系统中建立使用标准来达到控制的方法。在这种情况下，公司的部门常常调整为利润中心，评价的标准是各自对公司利润贡献的百分比。②官僚控制，它强调组织的权威，依靠管理规章、制度、过程及政策。③小集团控制，员工的行为靠共同的价值观、规范、传统、仪式、信念及其他组织文化方面的东西来调节。 3．Z公司在将制造环节外包给某地一家企业时，为了防止潜在的质量问题，在生产线还没有建成之前就开始培训对方的工艺技术人员和质量检验人员。从控制的角度来看，这属于（）。（浙大2007年研） A．反馈控制 B．现场控制 C．前馈控制 D．同期控制 【答案】C 4．关于组织控制，下列哪种说法是正确的？（） A．有效的控制系统有利于员工的授权 B．制定组织结构对于控制活动非常关键 C．人力资源管理属于控制职能 D．组织的战略是在控制阶段制定的

管理学罗宾斯(第11版)第12章知识

●人力资源管理为什么重要？ 是竞争优势的一个重要来源 ·以人为本的人力资源管理能够为公司股东带来卓越的回报 是一项重要的战略工具 ·把公司员工当作合作伙伴，通过他们来使公司在竞争中获得成功 能够改进组织绩效 ·高绩效工作实践能够导致员工个体及整个公司的高绩效 高绩效工作实践：能够使个体绩效和组织绩效都达到高水平的工作实践 ●对人力资源管理过程产生影响的外部因素 工会：代表员工利益并通过集体谈判来设法保护员工利益的组织 平权行动：组织用来改善受保护群体的状况和地位的方案 工作委员会：由被任命的或者选举产生的员工组成的团队，管理层在制定与人事有关的决策时必须征询该团队的意见 董事会代表：成为公司董事会成员并代表公司员工利益的员工 ●识别和甄选合格员工 人力资源规划：管理者用来保证他们能够使正确数量和类型的合格人员在正确时间处于正确岗位的一个过程 工作分析：一种评估，用来定义某个工作岗位及在该岗位上必须从事的行为。 工作说明书：用来描述某个工作岗位的一份书面陈述 工作规范：一份书面陈述，用来阐述任职者为成功开展工作而必须具备的最低任职资格 ●招聘和解聘 招聘：发现、识别和吸引合格的求职者 解聘：减少本组织员工的数量

什么是甄选？ 甄选：对求职者进行筛选以确保录用最佳人选 真实工作预览：对工作岗位的一种预览，提供关于本公司和该工作岗位的正面和负面信息 上岗培训：向新员工介绍本组织以及他（她）所从事的工作岗位

员工绩效管理 绩效管理系统：建立绩效标准来评估员工绩效 基于技能的薪酬：一种薪酬体系，根据员工表现出的工作技能和能力来确定薪酬浮动薪酬：一种薪酬体系，员工个体的薪酬取决于其绩效水平

管理学罗宾斯(第11版)第5章知识

●从义务到响应到责任 社会义务：一家公司有义务履行特定的经济和法律责任，除此之外则撒手不管。 社会响应：公司为应对某种普遍的社会需要而从事的社会活动。 社会责任：一家组织在其法律和经济义务之外愿意去做正确的事情并以有益于社会的方式行事的意向。 ●古典观点 管理层的唯一社会责任就是根据公司股东的最佳利益来经营公司，追求利润最大化（实现财务回报）。 把本公司的各种资源用于追求“社会利益”，会增加本公司的经营成本，进而减少公司股东的利润并提高消费者承担的价格。 ●社会经济学观点 管理者的社会责任不只是盈利，还包括保护和改善整个社会的福利 公司不是只向其股东负责的独立实体 公司对社会也承担道德责任，应积极参与社会、法律和政治事项 “做正确的事情” ●组织是否应该承担社会责任

●绿色管理和可持续性 社会屏障筛选：运用社会和环境标准来制定投资决策。 绿色管理：管理者考虑本组织对自然环境的影响。 ●组织如何走向绿色 法律（或浅绿）方式：公司仅仅去做法律法规要求的事情，以免卷入法律诉讼。 市场方式：公司对顾客的环境偏好作出响应，为他们提供环境友好型产品。 利益相关群体方式：公司设法满足多个利益相关群体（例如公司员工、供应商以及所在社区）的环境要求。 活动家（深绿）方式：公司寻求各种方法来尊重和保护环境，积极承担社会责任。 ●管理者和有道德的行为 道德：对正确行为和错误行为予以界定的原则、价值观和信念。 价值观：对是非对错的基本信念。 ●性格变量 自我强度：一种性格属性，用以衡量一个人所持信念的力量。 控制点：一种性格属性，用以衡量人们相信自己能够控制自我命运的程度。 ●道德发展阶段 ·测量个体的道德判断独立于外界影响的程度 ·个体道德发展的层次：前习俗层次习俗层次原则层次 ·道德发展阶段与以下因素共同发挥影响： 个人特征、组织结构变量、组织文化、事项的严重程度.. ●组织结构变量 能够指导和影响其员工是否有道德地行事的组织特征和机制 其中包括： -绩效评估体系 -薪酬分配体系 -管理者（有道德）的行为 ●组织文化 基于价值观的管理：一种管理方式，管理者通过建立和坚持本组织共享的价值观来进行管理。 为何要建立本组织共享的价值观 -指导管理决策 -塑造员工行为 -影响营销努力的方向 -打造团队精神 对本组织共享的价值观的概括：组织的价值观体现在员工们的决策和行为之中。 ●事项的严重程度 以下6个特征决定了事项的严重程度或某个道德事项对个体的重要性： -伤害的严重性； -对错误的共识； -伤害的概率；

(完整版)管理学罗宾斯11版中英文对照详解

第一部分 ?Efficiency效率P8 –“Doing things right” –Getting the most output for the least inputs ?Effectiveness效果 –“Doing the right things” –Attaining organizational goals The Manager: P44 Omnipotent or Symbolic? ?Omnipotent View of Management管理万能论 - the view that managers are directly responsible for an organization’s success or failure.认为经理直接负责组织的成功或失败 ?Symbolic view of Management管理象征论- the view that much of an organization’s success or failure is due to external forces outside managers’ control.认为一个组织的成功或失败大部分是由管理者控制之外的外部力量所造成的观点 ?What’s Your Global Perspective?全球观（全球视角）P71

?Parochialism狭隘主义- viewing the world solely through your own perspectives, leading to an inability to recognize differences between people. ?Ethnocentric Attitude民族中心论- the parochialistic belief that the best work approaches and practices are those of the home country.本国取向 ?Polycentric Attitude多国论- the view that the managers in the host country know the best work approaches and practices for running their business.东道国取向 ?Geocentric Attitude全球中心论–a world-oriented view that focuses on using the best approaches and people from around the globe.全球取向 ?Multinational Corporation (MNC)跨国公司- a broad term that refers to any and all types of international companies that maintain operations in multiple countries. 任一或所有类型的在多国维持经营的国际性公司。 ?The Decision Making Process决策制定过程P179 ?Identifying a problem识别决策问题 ?Identifying decision criteria 确认决策标准 ?Allocating weights to the criteria为决策标准分配权重

管理学罗宾斯(第11版)第3章知识

管理学第三章 全球观 狭隘主义： 仅仅用自己的眼睛和视角来看待这个世界，从而无法意识到人与人之间的差异 民族中心论： 狭隘地认为自己母国拥有世界上最佳的工作方法和实践。 多国中心论： 认为东道国的管理者知道如何以最佳的工作方法和实践来经营其业务全球中心论： 一种全球取向的观点，强调使用来自全世界的最佳方法和人员贸易联盟 欧盟： 由27个欧洲国家组成一个统一的经济和贸易联合体 欧元： 欧洲单一货币 东南亚国家联盟（东盟）： 由10个东南亚国家组成的一个贸易联盟 北美自由贸易协定： 墨西哥、加拿大和美国政府签署的一项旨在消除贸易壁垒的协定。 全球贸易机制 世界贸易组织：

一个由153个成员国组成的负责处理国家间贸易规则的全球组织。 国际货币基金组织： 一个由185个国家组成的组织，旨在促进国际货币合作，并且为成员国提供建议、贷款和技术援助。 世界银行集团： 一个由5家紧密相连的机构组成的集团，主要为全世界的发展中国家提供金融和技术援助。 经济发展与合作组织： 一个旨在帮助其30个成员国实现可持续经济增长和就业的国际经济组织。 不同类型的国际组织 跨国公司： 一个广泛的术语，指的是在多个国家开展业务的任何类型的国际公司。 （经营跨越国际） 多国化公司： 指的是把管理权和其他决策权下放给东道国的跨国公司。 全球公司： 指的是把管理权和其他决策权都集中在母国的跨国公司。 无国界公司： 消除了人为地理界线的跨国公司。 组织如何迈向全球？ 全球采购：

从全世界最廉价的地方采购原材料或劳动力。目标： 利用更低的成本已变得更有竞争力。 出口： 在国内制造产品并且把它们销往国外。 进口： 采购国外制造的产品并且在国内销售。 许可证经营： 一家组织授权另一家组织采用自己的技术或产品说明书来制造或销售自己的产品。 特许经营： 一家组织授权另一家组织采用自己的品牌和运营方式。 战略联盟： 一家组织与外国公司建立的一种伙伴关系，使双方在开发新产品或建设生产设施时可以共享资源和知识。 合资企业： 一种特定类型的战略联盟，各合作方为了某个商业目的而共同组建一个自主经营的、独立的组织。 外国子公司： 通过建立自主经营的、独立的生产机构或办事处而在某个海外国家直接投资。 经济环境 从事全球经营的管理者在其他国家做生意时，必须熟悉该国的经济事项。

管理学罗宾斯(第11版)第1章知识

●管理者为什么很重要? 1.在这个复杂、混乱和不确定的时代，组织比以往更需要他们的管理技能和能力。 2.管理技能和能力对工作任务的顺利完成至关重要. 3.员工-管理者关系的质量是员工生产率和忠诚度的最重要变量。 ●谁是管理者? 管理者是通过协调和监管其他人的工作活动以实现组织目标的人员。 ●管理者的划分 基层管理者：最底层的管理人员，他们管理着非管理雇员所从事的工作。（主管、区域经理、部门经理、办公室主任） 中层管理者：对基层管理者进行管理的人员。（地区经理、项目主管、工厂厂长、事业部主任） 高层管理者：负责为整个组织制定决策、计划和目标并进而影响整个组织的管理人员。（执行副总裁、总裁、执行董事、首席运营官、首席执行官） ●管理者在哪里工作? 组织：是对人员的一种精心安排，以实现某个特定目的。(这个目的是个体无法单独实现的。） 组织的共同特征：①有一个明确的目的（目标）②是由人员组成的③有一种精心设计的结构 ●管理者做什么? 管理指的是协调和监管他人的工作活动，从而使其有效率、有效果地完成工作。●效率和效果 效率是指以尽可能少的投入获得尽可能多的产出。通常指“正确地做事”，即不浪费资源。 效果是指所从事的工作活动有助于组织达到其目标。通常指“做正确的事”。 ●管理职能 计划：设定目标，确定实现这些目标的战略，并且制定计划以整合和协调各种活

动。 组织：安排各项工作，以实现组织目标。 领导：同他人合作并通过他人去实现目标。 控制：对员工的工作进行监控、比较和纠正。 ●管理角色 管理角色指的是管理者按照人们的预期在实践中展示的具体行为或表现。 明茨伯格的10种管理角色可以被组合成人际关系、信息传递和决策制定。 1.人际关系角色：挂名首脑，领导者，联络者 2.信息传递角色：监听者，传播者，发言人 3.决策制定角色：企业家，混乱驾驭者，资源配置者，谈判者 ●管理者需要的技能 1.技术技能：某个特定领域的知识和专业技术。 2.人际技能：与他人和睦相处、密切配合的能力。 3.概念技能：对组织面临的抽象、复杂情况进行思考和概念化的能力。 作为管理者，这三种能力都应当具备，但是不同层次的管理者可能会有所侧重，层次越高，从事的具体业务就越少，因此技术技能的要求就会低一些，但是概念技能的要求会增加，而人际技能的要求对各个层级的管理者大致相同。 ●顾客的重要性 顾客: 组织之所以存在的理由。 管理客户关系是所有管理者和员工的职责。 始终提供高质量客服对组织的生存和成功至关重要。 ●创新的重要性 创新意味着以不同的方式做事情，探索新的疆域并承担风险。 管理者应当鼓励员工们敏锐察觉和善于抓住创新的机会。 ●可持续性的重要性 可持续性是一家公司通过将经济的、环境的和社会的机遇整合到公司战略以实现公