無年度 - ROBBINS英選2#95198

1. Which of the following represents the two views of managerial impact on the success or failure of the organization? (A) symbolic and interactive (B) omnipotent and symbolic (C) omnipotent and reflective (D) reflective and interactive

2. The omnipotent view of management states that ________. (A) managers' roles are peripheral and staff manage their own areas of the business (B) managers should allow employees to take part in decision making (C) managers have little or no responsibility for an organization's success or failure (D) managers are directly responsible for an organization's success or failure

3. Elmo Research & Development has been going through a rough patch lately. Turnover has been high and employee morale is at an all-time low. Though employees and competitors hold management responsible for the decline, the CEO does not let the managers go or change the management style. Which of the following could explain this attitude? (A) As the organization has an autocratic management style, the employees are responsible for organizational policies. (B) The organization has a participative management style and decisions are guided by consensus. (C) The CEO holds the omnipotent view of management, which believes that external factors have a significant effect on performance outcomes. (D) The CEO holds the view that managers have only limited role in organization success or failure.

4. The soccer league in England is notorious for the number of team managers fired over the course of a single season, which stands at no fewer than eight managers on average, owing to poor team form and consequently, poor results. It is evident from this information that the league endorses a(n) ________ view of management. (A) laissez-faire (B) symbolic (C) democratic (D) omnipotent

5. The symbolic view of management is based upon the belief that managers symbolize ________. (A) the fluctuating fortunes of the organization as they alternate between profits and losses (B) every aspect of an organization's performance, from the top level to the operational level (C) the take-charge executive who overcomes any obstacle to see that the organization achieves its goals (D) control and influence in developing plans and making decisions

6. Which of the following factors is a demographic component of an organization's external environment? (A) geographic location (B) political stability (C) lifestyles and behavior (D) stock market fluctuations

7. The ________ component of an organization's external environment is concerned with trends in population characteristics such as age, race, gender, education level, geographic location, income, and family composition. (A) demographic (B) political (C) economic (D) sociocultural

8. Which of the following factors is a sociocultural component of an organization's external environment? (A) behavior patterns (B) family composition (C) political stability (D) education level

9. The grassroots slogan of the Occupy movement, "We are the 99%", refers to ________. (A) fear of chronic fiscal imbalances in government sectors (B) social discontent over the slow recovery of global economies (C) societal acceptance of U.S. values and ways of doing things (D) the sensitivities surrounding severe income disparities, particularly in the United States

10. ________ is/are called the iGeneration, because they've grown up with technology that customizes everything to the individual. (A) The Silent Generation (B) Post-Millenials (C) Gen Y-ers (D) Baby Boomers

11. Which of the following is a characteristic of a dynamic environment? (A) the presence of new competitors in the market (B) few technological breakthroughs by current competitors (C) little activity by pressure groups to influence the organization (D) high level of predictability of changes in environmental conditions

12. Which of the following are the two dimensions of environmental uncertainty? (A) degree of change and degree of complexity (B) degree of change and degree of volume (C) degree of impact and degree of timing (D) degree of complexity and degree of impact

13. Which of the following is NOT true about the environmental complexity of an organization? (A) Environmental complexity increases as the number of competitors increases. (B) It is measured in terms of the knowledge an organization needs about its environment. (C) It depends on the knowledge an organization has about the components of its environment. (D) Complexity decreases as the number of regulatory agencies increases.

14. Which of the following statements is true of dynamic and complex environments? (A) A high need for sophisticated knowledge of components exists in such environments. (B) They are characterized by a high degree of predictability of change. (C) There are usually few components in such environments. (D) The components in such environments are somewhat similar, but are continually changing.

15. In which of the following environments do managers in an organization have the greatest influence on organizational outcomes? (A) stable and complex environments (B) stable and simple environments (C) dynamic and simple environments (D) dynamic and complex environments

16. Which of the following environments is characterized by the highest level of environmental uncertainty? (A) a stable and simple environment (B) a stable and complex environment (C) a dynamic and complex environment (D) a dynamic and simple environment

17. The term ________ is used to collectively refer to any constituencies in an organization's environment that are affected by its decisions and actions. (A) stakeholders (B) unions (C) competitors (D) shareholders

18. ________ has been described as the shared values, principles, traditions, and ways of doing things that influence the way organization members act. (A) Business configuration (B) Industrial psychology (C) Organization culture (D) Corporate hierarchy

19. Which of the following statements highlights the shared aspect of culture? (A) Even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization's culture in similar terms. (B) Organizational culture is not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization. (C) The original source of the culture of an organization reflects the vision of the organizaton's founders. (D) Organizational culture is concerned with how members perceive the culture and describe it, not with whether they like it.

20. Which of the following most accurately reflects the difference between strong cultures and weak cultures? (A) Company values are more deeply held and widely shared in strong cultures than in weak cultures. (B) Strong cultures tend to encourage employees to try new approaches to changing conditions, while weak cultures do not. (C) Strong cultures have less of an influence on employee behavior than do weak cultures. (D) In strong cultures, organizational values are held by top management, while in weak cultures, values are diffused throughout the organization.

21. Which of the following dimensions of organizational culture refers to the degree to which organizational decisions and actions emphasize maintaining the status quo? (A) stability (B) attention to detail (C) people orientation (D) innovation and risk taking

22. Google has often been cited as a model for employee satisfaction. Google takes extensive care to ensure employees have the best available conditions to perform, ranging from free snack bars, free massages, innovation rooms, spas-on-site, and many more such measures. Which dimension of organizational culture is Google said to emphasize through such measures? (A) stability (B) attention to detail (C) aggressiveness (D) people orientation

23. A company whose managers focus on results, rather than how results are achieved, most likely possesses a high degree of ________. (A) aggressiveness (B) team orientation (C) outcome orientation (D) people orientation

24. Which of the following is a characteristic of an organization with a strong culture? (A) the core set of organizational values is zealously guarded by the management (B) emphasis is laid on the future of the organization, rather than acquainting employees with company history or past heroes (C) management strives to delink shared values from behaviors as much as possible (D) culture conveys consistent messages about what is important to the organization

25. Which of the following is a disadvantage of having a strong organizational culture? (A) inability to respond to changing conditions (B) low loyalty towards the organization (C) decreased organizational performance (D) high employee turnover

26. The original source of an organization's culture usually reflects ________. (A) the vision or mission of the organization's founder (B) the composition of its productive workforce (C) the degree of success that the organization has achieved (D) the present conditions in which the organization functions

27. ________ is a process that helps new employees learn the organization's way of doing things. (A) Externalization (B) Transculturation (C) Socialization (D) Deculturation

28. Organizational ________ typically contain narratives about significant events or people in the organization. (A) language (B) material artifacts (C) stories (D) rituals

29. The term ________ refers to repetitive sequences of activities that express and reinforce the important values and goals of the organization. (A) corporate rituals (B) organizational culture (C) employee mentoring (D) business ethics

30. Which of the following is an example of a corporate ritual? (A) Company executives using company-specific jargon or slogans intended to inspire other employees to perform better. (B) Employees swapping stories about the company's history and past heroes who have made significant contributions to the company. (C) The assortment of material artifacts that characterize an organization, including the layout of its facilities, how its employees dress, and the types of automobiles provided to top executives. (D) Companies hosting annual parties to commemorate employee contributions and reward outstanding performance.

31. In an organization whose culture conveys a basic distrust of employees, managers are more likely to use a(n) ________ leadership style. (A) laissez-faire (B) participatory (C) authoritarian (D) democratic

32. An organization's culture supports the belief that profits can be increased by cost cutting and that the company's best interests are served by achieving slow but steady increases in quarterly earnings. What is the nature of the programs that the organization's managers are likely to follow? (A) expansionary (B) risky (C) innovative (D) short-term

33. According to Swedish researcher Goran Ekvall, which of the following is a characteristic found in an innovative culture? (A) resolution of employee issues based on personal interest (B) a serious outlook toward work (C) intolerance toward uncertainty or ambiguity (D) freedom for employees to express opinions

34. An innovative organizational culture is characterized by all of the following, EXCEPT ________. (A) freedom (B) risk taking (C) conformity (D) debates

35. Which of the following guidelines should managers follow while building a customerresponsive culture? (A) giving service-contact employees continual training on product knowledge, listening, and other behavioral skills (B) designing jobs with rigid rules and procedure that employees should stick to in order to satisfy customers (C) precisely defining employees' normal job requirements and ensuring they perform those actions alone (D) preserving the discretion to make day-to-day decisions on job-related activities at the top level of management

36. Workplace spirituality has become important in the contemporary workplace because it ________. (A) increases organizational efficiency (B) brings religion into business (C) gives employees a sense of purpose (D) boosts company profits

37. A company that aims to develop a strong sense of purpose through meaningful work has a(n) ________ organizational culture. (A) profit-oriented (B) authoritarian (C) outcome-oriented (D) spiritual

38. Which dimension of the organizational culture is workplace spirituality most closely related to? (A) innovation and risk taking (B) outcome-orientation (C) people-orientation (D) attention to detail

39. Which of the following is a characteristic found in spiritual organizations? (A) tolerance towards mistakes and openness with customers and employees (B) emphasis on controlling emotions and feelings (C) focus on team development, rather than individual development (D) profit-oriented outlook towards all organizational activities

40. Which of the following is most likely to have a highly spiritual organizational culture? (A) a business that focuses strictly on outcomes (B) a business that emphasizes centralized control (C) a highly aggressive, competitive business (D) a company with high tolerance of employee expression

41. Which of the following is a criticism of spiritual organizational cultures? (A) inhibition of employees' expressions and emotions (B) lack of openness with stakeholders such as customers and suppliers (C) incompatibility between profits and spirituality (D) absence of employee empowerment

無年度 - ROBBINS英選2#95198

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