管理学第9版-练习题-附答案-3.doc

Chapter 3 Organizational Culture and Environment: The Constraints
TRUE/FALSE QUESTIONS
THE MANAGER： OMNIPOTENT OR SYMBOLIC?
1. In the symbolic view of management, managers are seen as directly responsible for an organization’s success or failure.
2. The current dominant assumption in management theory suggests that managers are omnipotent。
3. The view of managers as omnipotent is consistent with the stereotypical picture of the take—charge business executive who can overcome any obstacle in carrying out the organization's objectives.
4. The symbolic view of management impact is useful in explaining the high turnover among college and professional sports coaches， who can be considered the “managers” of their teams。
5. In the omnipotent view of management, much of an organization’s success or failure is due to forces outside management’s control.
6. In the symbolic view of management， it is unreasonable to expect managers to have a significant effect on the organization’s performance.
7. In the omnipotent view of management， a manager's role is to create meaning out of randomness, confusion, and ambiguity.
THE ORGANIZATION’S CULTURE
8. An organizational culture refers to a system of shared meaning。
9. Organizational cultures influence how employees behave in an organization.
10. Organizational culture is a perception， not reality.
11. Presently， there is no method for analyzing or assessing organizational culture.
12. Strong cultures have more influence on employees than do weak cultures。
13. An increasing body of evidence suggests that strong cultures are associated with high organizational performance.
14. Compensation structures are considered to be a primary dimension of organizational culture.
15. Most organizations have very weak cultures.
16. An organization's founder has little influence on its culture.
17. Rituals are repetitive sequences of activities that express and reinforce the key values of an organization.
18. Organizational stories typically contain a narrative regarding significant events or people.
19. Employee stock options are one example of a material symbol that might represent organizational culture。
20. The link between values and managerial behavior is fairly straightforward。
CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS
21. A strong ethical culture is likely to have a powerful positive influence on employee behavior.
22. Low risk tolerance generally leads to high ethical standards within an organization.
23. Companies that allow their employees freedom tend to encourage innovative cultures。
24. To encourage a customer—responsive culture, organizations should formalize and enforce strict customer service policies。
25. Customer service employees tend to provide better customer service when they are very clear about their employee roles。
26. To increase customer responsiveness, organizations should hire employees who are outgoing and friendly。
THE ENVIRONMENT
27. The part of the environment directly related to achievement of an organization’s goals is the specific environment。
28. The general environment refers to environmental factors operating inside an organization.
29. Environmental uncertainty can be divided into two dimensions： degree of trust and degree of integration.
30. Because certainty is a threat to an organization’s effectiveness， managers try to minimize it。
31. The term suppliers includes providers of financial and labor inputs.
32. Industry conditions are an example of an organization's general environment。
33. Economic conditions are part of the organization’s specific environment。
MULTIPLE—CHOICE QUESTIONS
For each of the following choose the answer that most completely answers the question.
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
34. Which of the following represent the two views of managerial impact on the success or failure of the organization？
a. omnipotent and symbolic
b. omnipotent and reflective
c. symbolic and interactive
d. reflective and interactive
35. The omnipotent view of management states that ________________。
a. the top manager is the only person in charge
b. managers are directly responsible for an organization's success or failure
c. that there is only one boss in the organization， and she or he is responsible for delegating orders
d. managers have little or no responsibility for an organization’s success or failure
36. The __________ view of management is consistent with the stereotypical picture of the take—charge business executive who can overcome any obstacle in carrying out the organization’s objectives。
a. omnipotent
b. symbolic
c. functional
d. systems
37. Which of the following most accurately reflects the symbolic view of management？
a. Managers are directly responsible for an organization’s success or failure。
b. Managers have little or no responsibility for an organization’s success or failure.
c. External forces are directly responsible for an organization’s success or failure.
d. Employees are directly responsible for an organization’s success or failure.
38. Internal constraints that restrict a manager's decision options _______________.
a. exist within every organization
b. do not exist， as all managers have decision-making discretion
c. exist only to the extent that upper management imposes them
d. exist only to the extent that followers won't do as they are told
39. The current dominant assumption in management theory suggests _______________.
a. a balanced view of managers as symbolic and omnipotent
b. an emphasis on the view that managers are symbolic
c. an emphasis on the view that managers are omnipotent
d. that both the symbolic and omnipotent views are obsolete
40. According to the symbolic view， managers have a(n） _____________ effect on substantive organizational outcomes。
a. neutral
b. controlling
c. limited
d. unlimited
41. Managers may be able to expand their areas of discretion by _______________.
a. telling their employees what to do
b. changing and influencing their organization’s culture and environment
c. electing new government officials at the federal and state level
d. changing employers and working for a different boss
42. The symbolic view of management is based upon the belief that managers symbolize _________。
a. control and influence
b. ambiguity and confusion
c. stakeholders' interests
d. decisions of top management
43. In reality， managers are most accurately viewed as _________.
a. dominant over an organization's environment
b. neither helpless nor all powerful
c. powerless to influence an organization’s performance
d. ultimately responsible for organizational outcomes
THE ORGANIZATION’S CULTURE
44. The culture of an organization is analogous to the _____________ of an individual。
a. skills
b. personality
c. motivation
d. ability
45. All organizational cultures consist of each of the following except _________。
a. shared values
b. principles
c. innovation
d. traditions
46. Organizational culture is concerned with how members perceive the organization, not whether they __________.
a. like the organization
b. like their peers
c. like their bosses
d. like their customers
47. Strong cultures _____________。
a. are found in organizations with high employee turnover
b. have a minimal influence on employee decision making
c. can be found in all organizations that exist
d. have a greater influence on employees than do weak cultures
48. Employees in organizations with strong cultures _______________。
a. are more committed to their organizations
b. are more likely to leave their organizations
c. are more willing to perform illegal activities
d. are more likely to follow directives from peers
49. Which of the following phrases is associated with the definition of organizational culture?
a. individual response
b. shared meaning
c. diversity of thought
d. explicit directions
50. Which of the following is not considered to be a dimension of organizational culture？
a. attention to detail
b. people orientation
c. purchasing policies
d. aggressiveness
51. Which of the following dimensions of organizational culture is defined as the degree to which an organization’s actions and decisions emphasize maintaining the status quo？
a. stability
b. outcome orientation
c. team orientation
d. innovation and risk taking
52. A company whose managers focus on results, rather than how results are achieved, most likely possesses a high degree of which of the following?
a. outcome orientation
b. people orientation
c. team orientation
d. aggressiveness
53. Sony Corporation’s focus on product innovation is an example of which of the following dimensions of organizational culture?
a. attention to detail
b. people orientation
c. outcome orientation
d. aggressiveness
54. Which of the following most accurately reflects the difference between strong cultures and weak cultures?
a. Strong cultures tend to encourage employee innovation, while weak cultures do not.
b. Weak cultures are found in most organizations， whereas strong cultures are relatively rare。
c. Strong cultures have less of an influence on employee behavior than do weak cultures.
d. Company values are more deeply held and widely shared in strong cultures than in weak cultures。
55. Corporate ___________ are repetitive sequences of activities that express and reinforce the values of an organization。
a. languages
b. rituals
c. symbols
d. ceremonies
56. Which of the following represents the most significant ways through which corporate cultures are transmitted to employees?
a. rituals, myths, competitions， and language
b. symbols, rituals， language， and business systems
c. stories， rituals， symbols， and language
d. language， stories， rituals， and rewards
57. When employees at Microsoft use terms such as work judo, eating your own dog food, and flat food， they are using organizational __________。
a. languages
b. rituals
c. symbols
d. ceremonies
58. Most organizations have ____________ cultures。
a. very weak
b. weak to moderate
c. moderate
d. moderate to strong
59. The original source of an organization’s culture usually ________________。
a. is shared among the first workers hired into the organization
b. is formulated by the board of directors when the organization is formed
c. identifies what the organization is successful doing
d. reflects the vision or mission of the organization’s founder
60. Organizational _____________ typically contain narratives about significant events or people in the organization。
a. stories
b. rituals
c. charts
d. material symbols
61. All of the following are mentioned in the textbook as examples of material symbols except ____________.
a. employee dress attire
b. size of employee offices
c. availability of stock options
d. reserved parking spaces for certain employees
62. The link between organizational values and managerial behavior is _____________。
a. usually uncertain
b. fairly straightforward
c. often highly complex
d. relatively dynamic
63. In learning an organization’s specific language， members are displaying their _________________.
a. willingness to communicate with the organization’s stockholders
b. confidence that they will soon be promoted to greater responsibility
c. willingness to help preserve the culture of the organization
d. consent to share material symbols with the other members of the organization
64. An organization’s culture affects managers by ______________。
a. providing them with additional decision-making power
b. restricting them from disciplining certain employees
c. encouraging them to bend or even break company rules
d. establishing what is appropriate and expected behavior
CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS
65. Which of the following is most likely to have a highly ethical organizational culture？
a. a highly aggressive, competitive business
b. a company with high risk tolerance
c. a business that focuses strictly on outcomes
d. a business with outgoing and friendly employees
66. To encourage ethical cultures, managers should _________________.
a. enforce strict discipline policies
b. encourage employees to compete
c. act in their own self-interest
d. serve as visible role models
67. A company that primarily values a strong sense of purpose through meaningful work has a(n） _________________ organizational culture。
a. spiritual
b. customer—responsive
c. ethical
d. innovative
68. Conscientious employees with good listening skills are highly valuable for building a(n) _________________ organizational culture。
a. ethical
b. innovative
c. customer—responsive
d. spiritual
69. An innovative organizational culture is characterized by all of the following characteristics except _________________.
a. freedom
b. conformity
c. debates
d. risk taking
70. Workplace spirituality has become important in the contemporary workplace because it helps to _________________.
a. reduce unemployment rates
b. boost company profits
c. restore a sense of community
d. bring religion into business
71. Which of the following is most characteristic of an organization with a strong spiritual culture?
a. Employees are encouraged to express themselves.
b. Such companies experience high employee turnover。
c. Employees are rewarded for innovation and risk taking.
d. Employees are required to join organized religions。
72. Which of the following best characterizes the relationship between spirituality and business profitability？
a. Evidence shows that spirituality and business profitability are incompatible。
b. Limited evidence suggests that spirituality may be compatible with profitability。
c. Research shows that workplace spirituality constrains employee performance.
d. High productivity has been extensively documented in spiritual workplaces.
THE ENVIRONMENT
73. External environment refers to _________________。
a. forces outside the organization that limit the organization’s performance
b. factors and forces outside the organization that affect the organization’s performance
c. forces and institutions inside the organization that affect the organization’s performance
d. forces inside the organization that increase the organization’s performance
74. According to the textbook, the _______________ environment includes those constituencies that have a direct and immediate impact on managers’ decisions and actions and are directly relevant to the achievement of the organization's goals.
a. general
b. specific
c. secondary
d. forward
75. An organization's specific environment ________________。
a. is unique and changes with conditions
b. is the same regardless of the organization's age
c. is determined by the top level of management
d. must be quantified to establish its existence
76. The main forces that make up an organization’s specific environment are __________