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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