管理学英文试卷

WTDstandardizationoffice【WTD5AB-WTDK08-WTD2C】管理学英文AUTUMNSESSIONEXAMINATIONMGT100ORGANISATIONS&MANAGEMENTINSTRUCTIONSTOCANDIDATESPartA(definitions):Answerall10questions(20marks)PartB(true/falsequestions):Answerall20questions(20marks)PartC(shortanswerquestions):Answerall5questions(30marks)PartD(essayquestions):Answerall2questions(20marks)PartE(translation):TranslatethegivenessayintoChinese(10marks)PartA-definitions(20MARKS)Brieflygivethedefinitionordescribeeachofthefollowingconcepts.Allareofequalvalue.ManagementTherbligsOrganizationalcultureMultinationalcorporationsGreeningofmanagementRationaldecisionmakingManagementbyobjectivesCorecompetenciesFormalizationControllingeffectivenesssustainabilitydivisionoflaborenvironmentaluncertaintystrongculturesmanagerialethicsescalationofcommitmentSWOTanalysischainofcommandjargonPartB-true/falsequestions(20MARKS)CircleT(true)orF(false)foreachofthefollowingstatements.Allareofequalvalue.Effectivenessreferstogettingthemostoutputfromtheleastamountofinputs.T/FSomeofourcurrentmanagementideasandpracticescanbedirectlytracedtothecontributionsofgeneraladministrativetheory.T/FTheviewthatmuchofanorganization’ssuccessorfailureisduetoexternalforcesoutsidemanagers’controlhasbeenlabeledtheomnipotentviewofmanagement.T/FMcGregor’sTheoryXarguesthatemployeesarelargelyself-motivated.T/FFranchisingisprimarilyusedbymanufacturingorganizationsthatmakeorsellanothercompany’sproducts.T/FThesocioeconomicviewistheviewthatmanagement’ssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsociety’swelfare.T/FIntuitivedecisionmakingismakingdecisionsonthebasisofexperience,feelings,andaccumulatedjudgment.T/FRulesofthumbcanbeusefultodecisionmakersbecausetheyhelpmakesenseofcomplex,uncertain,andambiguousinformation,butthatdoesn’tmeanthoserulesarereliable.T/FPlansarethedecisionsandactionsthatdeterminethelong-runperformanceofanorganization.T/FMostmanagerstodayseeworkspecializationasanimportantorganizingmechanismandasasourceofever-increasingproductivity.T/FAmechanisticorganizationisahighlyadaptiveandflexiblestructure.T/FCommunicationisthetransferandunderstandingofmeaning.T/FEvenemployeeswhoworkforthesameorganizationbutindifferentdepartmentsoftenhavedifferentjargon.T/FInERGtheory,growthneedsrefertothedesireanemployeehastoengageincreativityandenvironment.T/FOnemethodthatutilizesfeedbackfromsupervisors,employees,andco-workersis360-degreefeedback.T/FHerseyandBlanchardidentifiedfourdifferentlevelsofreadiness:telling,selling,participatinganddelegating.T/FOrganizationalcitizenshipbehaviorisanyintentionalemployeebehaviorthathasnegativeconsequencesfortheorganizationorindividualswithintheorganization.T/FSelf-monitoringisapersonalitytraitthatreferstoanindividual’sabilitytoadjusthisorherbehaviortoexternal,situationalfactors.T/FFormalgroupsareworkgroupsandoccurnaturallyintheworkplaceinresponsetotheneedforsocialcontact.T/FMotivationistheforceenergizingorgivingdirectiontobehavior.T/FKinesicbehaviorandproxemicsareessentialelementsofnon-verbalcommunication.T/FMonitoringenvironmentalfactorstoensurestrategicplansareimplementedassetispartofthestrategiccontrolprocess.T/FItisessentialtohaveclearperformancestandardsfororganizationstodeterminehowwelltheyareperforming.T/FIncreaseduseoftheInternethasraisedproblemsrelatingtosecurityandinappropriateuseofcompanytimeandresources.T/FLegitimatepowerandrewardpowerhelptoincreaseemployeecommitment.T/FLPCorientationhelpstoidentifywhichemployeeswillworkwelltogetherinateam.T/FPerformanceisafunctionofability,motivationandworkingconditions.T/FWhensettinggoalstomotivateemployeesthegoalsshouldbespecific,measurable,challenging,attainableandrelevant.T/FFunctionalstructuresincreasethepotentialfordevelopmentofspecializedtechnicalcompetenciesforastrategicadvantage.T/FVerticalandhorizontalco-ordinationisnecessarytomakeorganizationalstructureseffective.T/FTaskidentityandtasksignificancearecriticalpsychologicalstateswhichinfluenceanemployeesperformanceonthejob.T/FJobdesigncanbeusedtoenhancemotivationandjobsatisfaction.T/FTheprocessofcarryingoutstrategicplansandcontrollinghowtheyarecarriedoutisknownasstrategyformulation.T/FImitabilityisacriticalfactorinbuildinganorganization’scompetitiveadvantage.T/FCashcows,dogs,starsandquestionmarksarecategoriesintheBDCgrowthmatrix.T/FThetolerablemodelofdecisionmakingholdsthatmanagersseekalternativesonlyuntiltheyfindonewhichlookssatisfactory.T/FLocusofcontrolisapersonalityattributethatreflectsthedegreetowhichpeoplebelievetheycontroltheirownfate.T/FStakeholdersareonlythosepeoplewhoholdsharesinacompany.T/FTheinvisible–handviewofsocialresponsibilityholdsthatallactionsandbehaviorsareacceptablewhenmakingaprofit;aslongasnoonefindsout.T/FTherearetwotypesofexternalenvironment:mega-environmentandtaskenvironment.T/FPartC-ShortAnswerquestions(30MARKS)Brieflyanswerthefollowingfive(5)questions.Allareofequalvalue.Whatarethestrengthsandweaknessesofthefunctionaldepartmentalization?Whatdoearlyleadershiptheoriestellus?Explainthebarrierstoeffectiveinterpersonalcommunication.Describethemajortypesofcontrolsbytiming.Listtheeightactivitiesnecessaryforstaffingtheorganizationandsustaininghighemployeeperformance.Whatisanorganization?DescribethecommoncharacteristicsofallorganizationsDefinecontrolandcontrastthethreeapproachestodesigningcontrolsystems.Whyiseffectivecommunicationsuchanimportantskillformanagement?.Explainthedifferencebetweentraittheoriesandbehavioraltheoriesofleadership.Maslow’shierarchy-of-needstheoryidentifiedfivelevelsofneeds.Whatroledoesmoneyplayintheneedshierarchy?PartD-Essayquestions(20MARKS)Answerthefollowingtwo(2)questions.Allareofequalvalue.DescribeKatz’sthreemanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.Discussthecurrenttrendsandissuesfacingmanagers.Identifythebasicfunctionsofmanagementandexplainhowtheserelatedtoeachother.4．Explainhowtheglobaleconomycreatesbothopportunitiesandthreatsformanagersanddiscusswhyitisimportantformanagerstobesensitivetoglobaldifferences.PartETranslatethefollowingessayintoChinese(10MARKS)Socialresponsibilityandmanagerialethicsaretwoissuesthatmanagersareincreasinglybeingaskedtodealwithastheycarryouttheirmanagerialresponsibility.Wedefinesocialresponsibilityasanorganization’sintention,beyonditslegalandeconomicobligations,todotherightthingsandactinwaysthataregoodforsociety.Socialresponsivenessiswhenafirmengagesinsocialactionsinresponsetosomepopularsocialneed.Managersinasociallyresponsiveorganizationareguidedbysocialnormsandmakepracticaldecisionsaboutthesocietalactionsinwhichtheyengage.Asociallyresponsiveorganizationactsthewayitdoesbecauseofitsdesiretosatisfysomepopularsocialneed.Whyisstakeholderrelationshipmanagementimportant?Whyshouldmanagersevencareaboutmanagingstakeholderrelationships?Onereasonisthatitcanleadtootherorganizationaloutcomes,suchasimprovedpredictabilityofenvironmentalchanges,moresuccessfulinnovations,greaterdegreesoftrustamongstakeholders,andgreaterorganizationalflexibilitytoreducetheimpactofchange.Butdoesitaffectorganizationalperformance?Theansweris‘yes’!Managementresearcherswhohavelookedatthisissuearefindingthatmanagersofhigh-performingcompaniestendtoconsidertheinterestsofallmajorstakeholdergroupsastheymakedecisions.Anotherreasongivenformanagingexternalstakeholderrelationshipsisthatitisthe‘right’thingtodo.Whatdoesthismean?Itmeansthatanorganizationdependsontheseexternalgroupsassourcesofinputs(resources)andasoutletsforoutputs(goodsandservices),andmanagersshouldconsidertheirinterestsastheymakedecisionsandtakeactions.