华南农业大学期末考试试卷（A卷）2008学年第一学期考试科目：管理学基础考试类型：（闭卷）考试时间：120 分钟学号姓名年级专业[Pay attention: please write your answers in the answer sheet][注意：请把答案填写在答题纸上]I．True/False(1 point per statement, total 10 points)1．The four processes of management are completely independent and should be treated as separate activities. 2．Scientific management theorists believed there was "one best way" for a job to be done.3．Development of alternatives is the step between identification of decision criteria and allocation of weights to criteria.4．Individuals who prefer the team role of explorer-promoter are patient and usually have the control skills to ensure that the ideas are followed through in detail.5．If an individual is low in the authority hierarchy, he/she is also not close to the power core.6．Mintzberg found that managers—regardless of the type of organization or the level in the organization—perform similar roles.7．The norming stage of team development is one of intragroup conflict.8．In order to fulfill the grand strategy, managers will seek to position their units so that they can gain a relative advantage over their competition.9．According to Herzberg, working conditions and salary are examples of hygiene factors.10．The method of monitoring, comparing and correcting is what we called controlling process.II．Choose the only one correct answer for each question (2 point per question, total 40 points)1. Which of the following is not one of the six elements of structure?a) work specializationb) chain of commandc) span of controld) technology2. If a college cuts the cost by using mostly part-time teachers and at the same time fails to adequately educate its students, it can be said to be doing the wrong things well. In other words, the college is_____:a) efficient and effectiveb) efficient but not effectivec) effective but not efficientd) neither efficient nor effective3. _____ is the term used to describe the hypotheses of the scientific management theorists and the general administrative theorists.a)Contingency approachb)Human resourcesc)Human relationsd)Classical approach4. Michael Porter proposed that management must select a(n) _____ ,which will give its unit a distinct advantage by capitalizing on the strengths of the organization and the industry it is in.a)growth opportunityb)competitive strategyc)organizational chartd)vision5. An office supply firm that has three departments based upon retail, wholesale, and governmental customers is using which of the following types of departmentalization?a) functionalb) productc) customerd) geographic6. Mary Parker Follet was a social philosopher who taught that organizations should be based on _____ rather than _____.a)individualism; group ethicb)ethics; profitsc)efficiency; profitsd)group ethic; individualism7. Which of the following is not a result of work that has become too specialized?a)fatigueb)low productivityc)poor qualityd)lower turnover8. Creative College is opening a satellite（卫星）campus to accommodate working adults. Creative College is pursuing a(n) _____ strategy.a)acquisitionb)retrenchmentc)growthd)combination9. The management theory jungle was developed by_____.a)Maslowb)Herzbergc)Ouchid)Koontz10. Jim has the ability to "dock"(扣去) paychecks of employees who arrive at work past 9:05 AM. What kind of power does Jim possess?a)coercive powerb)legitimate powerc)expert powerd)referent power11. Linda has spent the day trying to determine what the role of their company. Goals were then developed based on their vision of the company's mission. Linda spent her day on the _____ process.a) planningb) organizingc) leadingd) controlling12. Which of the following is a hidden aspect of organizational behavior?a)strategiesb)technologyc)group normsd)formal authority13. Deborah's work team does its own hiring and scheduling and is even responsible for evaluating each other's performance. Deborah is part of a _____ team.a)self-managedb)virtualc)problem-solvingd)cross-functional14. Harry's Company apparently has overgrown its market. It can no longer compete successfully due to its size and formalization. Thus it is reducing its size in order to once again become competitive. This is known as which of the following strategies?a)growthb)stabilityc)retrenchmentd)combination15. Who developed Theory X and Theory Y?a)McGregorb)Maslowc)McClellandd)Herzberg16. Jill has been teaching for 18 years. Each day she arrives at work smiling and ready to teach another room full of students. She loves her job. This describes which of the following?a)job satisfactionb)job involvementc)organizational developmentd)organizational commitment17. When we describe people in terms such as quiet, introvert, aggressive or loyal, we are addressing _____.a)attitudesb)behaviorsc)needs and wantsd)personality traits18. A structure that is high in specialization, formalization, and centralization is a(n) _____.a)strategic organizationb)mechanistic organizationc)organic organizationd)matrix organization19. The managers who work most closely with the operatives are known as_____.a)top managementb)middle managementc)first-line managersd)operative managers20. Maslow's hierarchy of needs proposes that an individual begins by satisfying _____ needs.a)self-actualizationb)esteemc)physiologicald)safetyⅢNotion explanation. (4 points each notion, total 20 points)1.MBO2.Hawthorne effect3.Boundaryless organization4.Social loafing5.BenchmarkingIV Medium-length answer. (10 points each question, total 20 points)1.What are differences between functional and divisional structures? Give an example for these two types ofbureaucratic structure.2.What are Mintzberg’s managerial roles? Cite examples of activities managers you know would do whenperforming these roles.V Reading comprehension. (Choose the only one correct answer for each question. 2 point per question, total 10 points)Nike is the number one sports brand in the World. The market for sports shoes and garments(服装) is very competitive. Phil Knight (Founder and CEO) is often quoted as saying that ‘Business is war without b ullets.’The war is especially intense(激烈) in today’s economic declination. Over the past years, Nike has gained its success partly from the competency at research and development, as is evidenced by its evolving and innovative product range. However, the income of the business is still heavily dependent upon its share of the footwear market. Nike has no factories. It does not tie up cash in buildings and manufacturing workers. They then manufacture wherever they can produce high quality product at the lowest possible price. Interestingly, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion(时尚) brand. Nike actively sponsors(赞助) activities such as the World Cup (soccer) and The Olympics to gain reputation in emerging markets such as China.1. Nike heavily depends upon the footwear market to make profit would be classified as which of the following?a) weaknessb) strengthc) threatd) opportunity2. The fact that the market for sports shoes and garments is very competitive would be which of the following?a) weaknessb) strengthc) threatd) opportunity3. Nike continues to bring evolving and innovative product range would be classified as which of the following?a) weaknessb) strengthc) threatd) opportunity4. Nike is a fashion brand among youngsters would be classified as which of the following?a) weaknessb) strengthc) threatd) opportunity5. The economic declination is a_____ factor for Nike.a) positiveb) neutralc) negatived) normal华南农业大学期末考试答题纸（A卷）2008学年第一学期考试科目：管理学基础考试类型：（闭卷）考试时间：120 分钟学号姓名年级专业II．Choose the only one correct answer for each question (2 points each question, total 40 points). Notion explanation. (4 points each notion, total 20 points)6.MBOManagement by objectives (2 points)Four elements: jointly determined objectives; explicit time period; specific objectives; periodically review (0.5 each)7.Hawthorne effectSocial norms or standards are the key determinants of individual behavior in a group. (4 points)8.Boundaryless organizationAn organization that is not defined or limited by boundaries or categories imposed by traditional structures; attempt to eliminate vertical, horizontal, and inter-organizational barriers. (4 points)9.Social loafingThe tendency of an individual in a group to decrease his or her effort because responsibility and individual achievement cannot be measured. (4 points)10.BenchmarkingSearching for best practices among competitors and noncompetitors. (4 points)IV Medium-length answer. (10 points each question, total 20 points)3.What are differences between functional and divisional structures? Give an example for these two types ofbureaucratic structure.Functional structure refers to an organization in which similar and related occupational specialties are grouped together. (1 point)The strength lies in the advantages that accrue from work specialization. Results in economies of scale, minimizes duplication, satisfy employees etc. (2 points)but people tend to lose sight of the best interests of the organization as a whole; no one function is totally responsible for the results. (2 points)A company divides its department into accounting, hr, producing, marketing employed the functional structure. (2 point)Divisional structure is made up of self-contained units. (1 point)It focuses on results, frees the headquarters staff from being concerned with operating details; but the major disadvantage lies in the duplication of activities and resources. (2 points)Companies like GE and PepsiCo have the divisional structure. (1 point)4.What are Mintzberg’s managerial roles? Cite examples of activities managers you know would do whenperforming these roles.Interpersonal—roles consist of being the figurehead for the organization, assuming the leadership role, and acting as a liaison for the organization. Examples (3 points)Informational—roles consist of being a monitor of current information which is then dispersed to employees needing that information; also involves being the spokesperson for the organization. Examples (3 points) Decisional—roles consist of being an entrepreneur for the organization, handling disturbances, allocating resources, and negotiating. Examples (4 points)V Reading comprehension. (Choose the only one correct answer for each question. 2 point per question,1. FTFFT FTTTTddcdc dbbcbH．FTTTF FTFTTAcbabcd3. FTFTF TFFFTccbcc dcbdc aadbc dacacdba5.TTFFF TFFTTDABDC CACAD C1.What is the difference between line authority and staff authority?Line authority entitles a manager to direct the work of an employee. Staff authority functions to support, assist, advise, and generally reduce some of the informational burdens of those with line authority.pare and contrast authority and power.●Authority comes from the position, not the person.●Power is the ability of an individual to influence decisions, which may not be reflected in their levelof authority. French and Raven suggested five bases of power: reward, coercive, legitimate, referent, and expert.●Authority is a two dimensional concept while the power is a three-dimensional one. One shouldmove up in the hierarchy to gain higher authority, but in order to be more powerful, managers could move up or move inward to have closer relationship with those people representing the power core.3.set an example to clarify each of five types of departmentalization that are available. Departmentalization types examples (departments in certain organization)Functional marketing, HR, R&D, financing etc.Product food, clothes, home appliances, etc.Customer personal clients, government, VIP etc.Geographic Great China, North America, EUProcess validation, registration, payment, etc.4.What is a matrix structure? What is its primary strength? What are its major disadvantages?●Matrix structure—an organization in which specialists from functional departments are assigned towork on one or more projects led by a project manager.●Primary strength—can facilitate coordination of a multiple set of complex and interdependentprojects, while still retaining the economies that result from keeping functional specialists groupedtogether.●Major disadvantages—creates confusion and has a propensity to sponsor power struggles.pare functional and divisional structure.Both are bureaucratic design of organizations.●Functional structure groups similar or related occupational specialties together. While divisionalstructure is self-contained, composed of autonomous units or divisions, with managers having fully responsibility for a product or service.●Advantages of functional structure accrue from work specialization. 1. putting like specialtiestogether results in economies of scale, minimizes duplication of personnel and equipment; 2. itmakes employees comfortable and satisfied since they have same interests.Chief advantage of divisional structure is that it focuses on results, also it frees the headquarters staff from operating details so that they can focus on long-term strategic planning.●Weaknesses of functional structure: organizational interests might be lost in pursuit of functionalgoals; no one function is totally responsible for results; members become insulated and have littleunderstanding about peers in other functions.The major disadvantage of divisional structure is the duplication of activities and resources.。