課程名稱︰管理學
課程性質︰資管系大二必修
課程教師︰許瑋元
開課學院：管理學院
開課系所︰資管系
考試日期（年月日）︰2010/11/9
考試時限（分鐘）：180 mins
是否需發放獎勵金：是
（如未明確表示，則不予發放）
試題 :
A. Multiple Choice (2 mark each)
1.
The company, Unilever, sells different products using a different marketing
approach in Great Britain than it uses marketing these products in the United
States. This is an example of:
A: Vertical integration
B: A focused low-cost strategy
C: A global strategy
D: Amultidomestic strategy
E: Unrelated diversification
2.
One of the main implications of the Hawthorne Studies was that:
A: Illumination affects workers' productivity
B: Illumination effects workers' satisfaction
C: Workers' feelings and thoughts can affect performance
D. A group will perform at a level lowe than its memebers working individually
E. Management is unnecessary
3.
A group of managers analyzes both the internal strengths and weakness of their
organization as well as the opportunities and threats of the external
environment. What type of analysis is this?
A: Mission analysis
B: SWOT analysis
C: Functional analysis
D: Diversification
E. Related Diversification
4.
Managers in biotechnology know that new drugs have 10% chance of passing
advanced clinical trials. This is an example of:
A: Risk
B: Uncertainty
C: Bounded rationality
D: Incomplete information
E: Satisficing
5.
An organization purchases one of its suppliers in order to obtain access to the
raw materials that is needs for its production. It also decides to sell its
products through its own retail outlets. The former is known as ____ while the
latter is known as ____.
A: Forward vertical integration; backward vertical integration
B: Backward vertical integration; forward vertical integration
C: Forward vertical integration; forward vertical integration
D: Backward vertical integration; backward vertical integration
E: None of the above
6.
When an organization's accounting department sends out a bill to a new customer
, what type of decision does this represent?
A: Programmed
B: Nonprogrammed
C: Intuition
D: Groupthink
E: Bounded rationality
7.
An organization's customers put pressure on the organization to reduce prices
on its products. This is an example of the organization's:
A: General environment
B: Task environment
C: Political environment
D: Legal environment
E: Sociocultural environment
8.
If organizations that are competing in an industy are ____ and have economics
of scale, then their costs are ____ than the costs of potential entrants to
this industry.
A: Small; higher
B: Small; lower
C: Large; higher
D: Large; lower
E: None of the above
9.
Typically, organizations in the U.S. emphasize the importance of the ____,
while organizations in Japan emphasize the importance of the ____.
A: group; individual
B: group; group
C: individual; individual
D: individual; group
E: None of the above
10.
The purchasing manager for Ford Motor Co. decides to call three suppliers of
automobile window to ask for bids on an order for winshields for a new Ford car
, instead of calling fifty possible window suppliers for such a bid. What type
of decision does this represent for the purchasing manager?
A: Nonprogrammed
B: Illusion of control
C: Certainty
D: Programmed
E: Satisficing
11.
The tendency of a person to feel bad motions and to be critical of herself and
others is called:
A: Disagreeableness
B: Conscientiousness
C: Negative affectivity
D: Negative valence
E: An internal locus of control
12.
Ford Motor Co. assigns female engineers to an automobile design team to make
sure that the needs of potential female customers are met in the design of the
car. This is an example of:
A: Bias
B: Stereotyping
C: Managing diversity
D: The ombudsman effect
E: Quid pro quo
13.
In the classical model of decision-making, the most appopriate decision given
the likely future consequences to the organization is known as the ____.
A: Intuitive
B: Creative
C: Heuristic
D: Obvious
E: Optimum
14.
The process by which experiences members of the organization provide guidance
and advice to newer members is called:
A: Quid pro quo
B: Networking
C: Mentoring
D: Performance appraisal
E: Career planning
15.
Which of approachs to social responsibility is the least socially responsible?
A: Accommodative
B: Proactive
C: Defensive
D: Obstructionist
E: Obligatory
16.
A manager who chooses the wrong goals for the organization and makes poor use
of the organization's resources in pursuing these goals is said to have:
A: low effectiveness/low efficiency
B: low effectiveness/high efficiency
C: high effectiveness/low efficiency
D: high effectiveness/high efficiency
E: None of above
17.
In what order do managers typically perform the managerial functions?
A: organizing, planning, controlling, leading
B: organizing, leading, planning, controlling
C: planning, organizing, leading, controlling
D: planning, organizing, controlling, leading
E: leading, organizing, planning, controlling
18.
Unethical behavior:
A: Increases a company's efficiency
B: Increases a company's effectiveness
C: Reduces a company's performance
D: Increases the national standard of living
E: Increases well-being and prosperity
19.
Managers who believe that they are largely responsible for their own fate are
said to be high in:
A: External locus of control
B: Conscientiousness
C: Negative affectivity
D: Internal locus of control
E: Openness to experience
20.
A manager assumes a number of things about a subordinate that are inaccurate
just because that subordinate is an Asian female and "All Asian women are like
that." This manager is exhibiting:
A: The glass ceiling
B: Quid pro quo harassment
C: Stereotyping
D: The similar-to-me effect
E. None of the above
21.
____ values explain what a manager is trying to achieve, and ____ values
explain how she is acting.
A: Terminal; instrumental
B: Terminal; attitudinal
C: Instrumental; terminal
D: Instrumental; citizenship
E: Instrumental; attitudinal
22.
Attraction-selection-attrition processes are most evident in:
A: Large firms
B: Small firms
C: Manufacturing firms
D: Financial firms
E: Not-for-profit organizations
23.
Managers who accept Theory Y:
A: Create a work setting that encourages commitment
B: Give little autonomy to workers
C: Focus on developing rules and procedures
D: Rely on rewards and punishments
E: None of the above
24.
The theory that describe the impact of external forces on the organization is
called:
A: Scientific management
B: Management science
C: Administrative management
D: Organization-environment theory
E: The human relations movement
25.
The degree to which people in a society accept the idea that inequalities in
the well being of its citizens are due to differences in people's intellectual
capabilities is known as:
A: Referent power
B: Absolute power
C: Free-market power
D: Power distance
E: Mixed power
B.Short Question (10 mark each)
1.
Managers can use a variety of techniwues in group decision-making situations
to counteract situations in which the group is suffering from groupthink or
cognitive biases. Two such techniques have been shown to be especially useful
in such situations. Discuss these two techniques and explain how they would be
used in a group decision-making situation of your choosing.
2.
Apply Porter's Five Forces Model to analyze the personal computer(PC) industry
3.
Describe at least one demographic force that is affecting many organizations
today. What are the implications of this change for managers in organizations?
4.
Describe or give examples of actions a firms that adopts the "proactive"
approach to social responsibility would do.
5.
Explain "contingency theory".
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