1、1The four contemporary functions of management are planning, organizing, leading, and controlling. True (easy) 2Effectiveness refers to the relationship between inputs and outputs.False (moderate) 3Efficiency is often referred to as “doing things right.“True (moderate) 4When managers meet organizati
2、onal goals, they are efficient and effective.False (difficult) 5According to Mintzbergs management roles, the informational role involves receiving, collecting, and disseminating information.True 6Technical skills become less important as a manager moves into higher levels of management.True (modera
3、te) 7The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate) 1_a.Managers _ are organizational members who integrate and coordinate the work of others. 2Typically, in
4、organizations it is the _d.top managers _ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization. 3_d.Coordinating and integrating others work _ distinguishes a managerial position from a nonmanagerial one. 4Which of th
5、e following is NOT an example of a decisional role according to Mintzberg?a.spokesperson 5Which of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organizations work?b.technical skills 6Understanding building co
6、des would be considered a _b.technical _ skill for a building contractor. 7Which of the following phrases is best associated with managerial conceptual skills? a.decision-making 8 According to the text, b.closed systems _ are not influenced by and do not interact with their environment. 9The _a.syst
7、ems _ view of a managers job implies that decisions and actions taken in one organizational area will impact other areas. 10Which of the following best describes the concept that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work
8、 areas, and in all organizations, no matter what country theyre located in?c.the universality of management Essay Questions 1In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept. Answer： a.Efficiency refers to getting th
9、e most output from the least amount of inputs. Because managers deal with scarce inputsincluding resources such as people, money, and equipmentthey are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supp
10、orts, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is
11、often referred to as doing things rightthat is, not wasting resources. b.Effectiveness is often described as doing the right thingsthat is, those work activities that will help the organization reach its goals. For instance, at the Biersdorf factory, goals included open communication between manager
12、s and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. 2In a short essay, list and explain the fo
13、ur basic functions of management. Answer： a.Planning involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. b.Organizing involves the process of determining what tasks are to be done, who is to do them,
14、how the tasks are to be grouped, who reports to whom, and where decisions are to be made. c.Leading when managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading. d
15、.Controlling to ensure that work is going as it should, managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting is what is meant by the controlling function. 3In a short essay, list and discuss the three essential skills according to Katz that managers ne
16、ed to per form the duties and activities associated with being a manager. Answer： a.Technical skills include knowledge of an proficiency in a certain specialized field, such as engineering, computers, accounting, or manufacturing. These skills are more important at lower levels of managementsince th
17、ese managers are dealing directly with employees doing the organizations work. b.Human skills involve the ability to work well with other people both individually and in a group. Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lea
18、d, and inspire enthusiasm and trust. These skills are equally important at all levels of management. c.Conceptual skills these are the skill that managers must have to think and to conceptualize about abstract and complex situations. Using these skills, managers must be able to see the organization
19、as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at top management levels. Chapter 5 Social Responsibility and Managerial Ethics 5.The classical view of organizational social respons
20、ibility is that managements only social responsibility is to maximize profits.True 7.In the socioeconomic view of organizational social responsibility, maximizing profits is a companys second priority. True 9.Socially responsible businesses tend to have less secure long-run profits.False 12.The diff
21、erence between an organizations social obligation and social responsiveness is the legal aspect.False 14.Values-based management is an approach to managing in which managers establish, promote, and practice an organizations shared values.True 15.Though the outcomes are not perfectly measured, the ma
22、jority of research studies show a positive relationship between corporate social involvement and economic performance.True 20.The market approach to going green is when organizations respond to multiple demands of stakeholders. False 21.The activist approach to going green is when an organization lo
23、oks for ways to respect and preserve the earth and its natural resources.True 25.Ethics refers to the rules and principles that define right and wrong conduct.True 26.In the rights view of ethics, decision-makers seek to impose and enforce rules fairly and impartially.False 27.The integrative social
24、 contracts theory proposes that decisions should be made on the basis of empirical and normative factors.True 28.Studies have shown that most business people continue to hold utilitarian attitudes toward ethical behavior. True 29.In the preconventional stage of moral development, individuals make a
25、clear effort to define moral principles apart from the authority of the groups to which they belong or society in general.False Multiple Choice 35.Which of the following is associated with the classical view of social responsibility? c.stockholder financial return (moderate) 37.The socioeconomic vie
26、w of corporate responsibility suggests that _d.corporations are responsible to the state and its citizens._. 39._b.Social responsibility _ is defined as a business firms obligation, beyond that required by law and economics, to pursue long-term goals that are good for society. 54.Which of the follow
27、ing terms refers to when a firm meets its economic and legal responsibilities? b.social obligation 57.When a firm advertises that it only uses recycled paper products, it is _c.being socially responsive. _. 59.One should be cautious in the interpretation, but a summary of more than a dozen studies a
28、nalyzing the relationship between organizational social responsibility and economic performance provides what conclusion? There is a positive relationship between corporate social involvement and economic performance. Corporate social involvement tends to devalue stock price in the long run. 65.Whic
29、h of the following is true regarding shared corporate values?It is not easy to establish shared corporate values 72.The a.legal _ approach to environmental issues is when an organization obeys rules and regulations but exhibits little environmental sensitivity. 74.The _b.market _ approach to environ
30、mental issues is when organizations respond to environmental preferences of their customers. 75.Which of the following approaches toward environmental issues exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibility?activist approach 81.Which of the
31、 following is a basic definition of ethics?c.rules or principles that define right and wrong conduct 84.Which of the following encourages efficiency and productivity and is consistent with the goal of profit maximization?utilitarian view 85.The rights view of ethics is based on which of the followin
32、g?c.respect and protection of individual liberties and freedoms 86.The theory of justice view of ethics is based on which of the following?d.the imposition and enforcement of fair and impartial rules 87.The integrative social contracts theory of ethics is based on which of the following? d.the exist
33、ing ethical norms in industries and corporations 92.A personality measure of a persons convictions is _ego strength _. 93._Locus of control _ is a personality attribute that measures the degree to which people believe they control their own fate. 97.Which of the following is true concerning the impa
34、ct of organizational culture on ethical behavior?A strong culture will support high ethical standards 104.A survey of various codes of ethics found that their content tended to fall into all of the following categories EXCEPT: consider profit maximization to be the primary focus of the company Essay
35、 Questions WHAT IS SOCIAL RESPONSIBILITY? 122.In short essay, discuss social responsibility and compare and contrast social obligation and social responsiveness. Answer.:a.Social responsibility adds an ethical imperative to do those things that make society better and not to do those that could make
36、 it worse. A social responsible organization goes beyond what it must do by law or chooses to do only because it makes economic sense to do what it can to help improve society because thats the right, or ethical, thing to do. Social responsibility requires business to determine what is right or wron
37、g and to make ethical decisions and engage in ethical business activities. A social responsible organization does what is right because it feels it has a responsibility to act that way. b.Social obligation is the obligation of a business to meet its economic and legal responsibilities. The organizat
38、ion does the minimum required by law. Following an approach of social obligation, a firm pursues social goals only to the extent that they contribute to its economic goals. This approach is based on the classical view of social responsibility; that is, the business feels its only social duty is to i
39、ts stockholders. In contrast to social obligation, however, both social responsibility and social responsiveness go beyond merely meeting basic economic and legal standards. c.Social responsiveness refers to the capacity of a firm to adapt to changing societal conditions. The idea of social responsi
40、veness stresses that managers make practical decisions about the societal actions in which they engage. A socially responsive organization acts the way it does because of its desire to satisfy some popular social need. Social responsiveness is guided by social norms. The value of social norms is tha
41、t they can provide managers with a meaningful guide for decision making. 125.In a short essay, explain the four approaches that organizations can take with respect to environmental issues. Answer:The first approach simply is doing what is required legally: the legal approach. Under this approach, or
42、ganizations exhibit littleenvironmental sensitivity. They obey laws, rules, and regulations willingly and without legal challenge, and they may even try to use the law to their own advantage, but thats the extent of their being green. This approach is a good illustration of social obligation: These
43、organizations simply are following their legal obligations of pollution prevention and environmental protection. As an organization becomes more aware of and sensitive to environmental issues, it may adopt the market approach. In this approach, organizations respond to the environmental preferences
44、of their customers. Whatever customers demand in terms of environmentally friendly products will be what the organization provides. Under the next approach, the stakeholder approach, the organization chooses to respond to multiple demands made by stakeholders. Under the stakeholder approach, the gre
45、en organization will work to meet the environmental demands of groups such as employees, suppliers, or the community. Both the market approach and the stakeholder approach are good illustrations of social responsiveness. Finally, if an organization pursues an activist approach, it looks for ways to
46、respect and preserve the earth and its natural resources. The activist approach exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibility. 126.In a short essay, describe the four-stage model of an organizations expanding social responsibility. Answe
47、r:A Stage 1 manager will promote stockholders interests by seeking to minimize costs and maximize profits. Although all laws and regulations will be followed, Stage manag ers do not feel obligated to satisfy other societal needs. This is consistent with Friedmans classical view of social responsibil
48、ity. At Stage 2, managers will accept their responsibility to employees and focus on human resource concerns. Because theyll want to recruit, keep, and motivate good employees, Stage 2 managers will improve working conditions, expand employee rights, increase job security, and the like. At Stage 3,
49、managers expand their responsibilities to other stakeholders in the specific environmentthat is, customers and suppliers. Social responsibility goals of Stage 3 managers include fair prices, high-quality products and services, safe products, good supplier relations, and similar actions. Their philosophy is that they can meet their responsibilities to stoc
