上海师范大学标准试卷
2007 － 2008 学年 第一学期 考试日期 2008 年 月 日
糖的作用 科目 MANAGEMENT （A卷）
专业 本、专科 年级 班 姓名 学号
题号 | 一 | 二 | 脸红发烫是什么原因三 | 四 | 五 | 六 | 七 | 八 | 总分 |
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羊羊羊奶粉 | | | | | | | | | |
我承诺，遵守《上海师范大学考场规则》，诚信考试。 签名：___________
I．True/Fal Questions 20% (1x20)
1. Managerial decision making is assumed to be rational.
2. Managers tend to operate under assumptions of bounded rationality.
3. Rational analysis and intuitive decision making are complementary.
4. Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates.
5. Bad on the Boston Consulting Group (BCG) matrix, the business group that is characterized by having low growth but high market share is known as a cash cow.
6. Dogs, one of the four business groups in the corporate portfolio mix, are characterized by low growth and low market share.
7. Organizational design is the organization’s formal framework by which job tasks are divided, grouped, and coordinated.
8. Division of labor is the degree to which tasks in an organization are divided into
parate jobs.
9. Geographic departmentalization has greatly incread in importance becau of today’s competitive business environment.
10. Authority is the individual’s capacity to influence decisions.
11. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.
12. Standardization refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.
13. Matrix structure is an organizational structure that assigns specialists from different functional departments to work on one or more projects led by project managers.
14. Disturbances that interfere with the transmission, receipt, or feedback of a message are called sources.
15. According to the textbook, nonverbal communication is communication transmitted without words. 千次
16. According to the textbook, the average listener can comprehend more than 1200 words per minute.
17. The best managers are high in the need for power and high in the need for affiliation.
18. People will do better when they get feedback on how well they’re progressing toward their goals.
19. The key to reinforcement theory is that it ignores factors such as goals, expectations, and needs and focus solely on what happens to a person when he or she takes some action.
20. Reinforcement theorists believe that behavior is a function of its conquences.
松茸II. Multiple Choice 20% （职工社保查询1x20）
1. Decision making is (simplistically) typically described as which of the following?
a. deciding what is correct
b. putting preferences on paper
c. choosing among alternatives
d. processing information to completion
2. Which of the following is the final step in the decision-making process?
a. identifying the problem
b. evaluating the decision’s effectiveness
c. identifying decision criteria
d. lecting an alternative that can resolve the problem
上唇厚3. Managers can make rational decisions if _________________.
a. the problem is simple b. the goals are clear
c. the alternatives are limited d. all of the above
4. In “bounded rationality,” managers construct ______________ models that extract the esntial features from problems.
a. multiple b. binding c. interactive d. simplified
5. Managerial decisions are strongly influenced by ________________.
a. the organization’s culture b. internal politics
碟中谍4
c. power considerations d. all of the above
6. Step 4 of strategic analysis involves ___________.
a. lecting strategies that minimize or correct organizational weakness
b. developing and evaluating strategic alternatives
c. lecting strategies that exploit organizational strengths
d. all the above
7. ________________ are the organization’s major value-creating skills, capabilities, and resources that determine the organization’s competitive weapons.
a. Strengths b. Opportunities
c. Core competencies d. Weakness
8. Relative to the organization’s culture, a manager must be aware that ___________.
a. strong and weak cultures have different effects on the strategy
b. the content of a culture has a major effect on the strategies that can be pursued
c. unimportant factors can support escalation of commitment to strategies
