(a) the Central University of Finance and Economics in 2003 graduate entrance examination concept questions (2 points for each question, *** 10)
Management, forecasting, planning, control and organizational structure
1, the main function of management ().
Plan a, b, c, organize and lead.
2. Managers who hold senior management positions in the organization should have strong (D) control.
A, extensive analytical skills and interpersonal skills C, professional skills, three-dimensional presentation skills
3. In the development of management theory, the theory of establishing "ideal" of administrative organization is called "father of organization" () theory.
Number one, Adam. Taylor, Fa Yueer? , Smith B, D, the largest. weber
4. The basic nature of planning is ().
A, dominant B, universal C, forward-looking D, creativity
Overall goals and strategies through their own efforts to achieve the level and state, such a strategy is ().
Risk strategy B, the key of strategy, and the development strategy of differentiation strategy D.
No.6, anonymous feedback, statistical prediction method ().
One,
7 brainstorming b expert meeting method, Delphi method d, weighted average method and target management are active management that emphasizes ().
A, work center, people-oriented C, cost center D and profit center B.
8. There are different options, which may occur in two or more natural states, and the probability decision of each natural state cannot be determined. This is ().
A. Non-programmed decision B. Risk decision C. Breakthrough decision D. Uncertainty decision.
9. The effectiveness of the decision depends on the objective quality of the decision itself. ()/& gt； The decision to implement the decision is provided.
10 Two or more organizational structures can be broken down into three parts: C's decision-making in the macroeconomic environment of B, and the difficulty of decision-making D option solves this problem. Among them, () refers to the degree of tissue differentiation.
A complex b specification c centralized d mechanization
1 1, the dynamic adaptive target organization that pursues innovation is called ().
A, mechanical organization B, organic organization C, non-profit organization D- profit organization.
12, Chandler believes that in the change of enterprise strategy and organizational structure.
A, the relationship between the two changes, and B, the change of organizational structure, the change between these two types is irrelevant D, the organizational structure of the company's strategic changes.
13, a group of C members, whose strategic changes in the company are very attractive, are called ().
A, B, C Cohesion of Power Interests D, Authority
14, the demand hierarchy is based on Maslow's demand hierarchy theory, ().
A, physiological needs B, safety needs, respect needs E, self-realization needs
In June, 5438+05, Adams' theory of fairness, also known as ().
A, expectation theory B, strengthening theoretical value: C, two-factor theory E, social comparison theory
Management based on 16 "carrots and sticks" ().
A, economic man hypothesis B, C, social man hypothesis self-realization, human nature hypothesis three-dimensional complex hypothesis
In 2007, Central University of Finance and Economics Graduate Entrance Examination/> A concept explanation (3 points for each small question, *** 15 points)
1。 Hawthorne experiment two. Social responsibility. Learning organization. Leader 5. Stimulating factor
Multiple choice questions (test paper 1 point, 25 points)
1。 The following people, who are engaged in management work, account for the highest proportion of all workload ().
A. Teacher B. Director of Teaching and Research Section C. Supervisor D. Main
2。 Known as the "father of scientific management" ().
A. Taylor, B. France, C. Simon, D. Smith.
3。 Max \ u38886X Main Submission Management ().
A. ideal administrative organization theory B. interpersonal relationship theory C. XY theory D. management grid
4。 American psychologist Maslow's famous ().
A. interpersonal relationship B. two-factor theory C. organization theory D. hierarchy of needs theory
5。 Obviously, there is no universally applicable management theory of best management practices ().
A. classical organization theory B. scientific management theory C. contingency theory D. interpersonal relationship theory
6。 This plan is based on the first market survey.
A. Objective B. Programming C. Evaluation opportunities D. Resource allocation
7。 In risk decision, the most commonly used method is ().
A. decision tree method B. marginal contribution method C. amount principal and interest analysis D. minimum regret value method
8。 The following options do not belong to the shortcomings of collective decision-making ().
A.b. The pressure of consumption, the discussion in Group C did not decide D. Make more commitments.
9。 A winery merged with a bottle factory, which belongs to ().
A. Backward integration strategy B. Forward integration strategy C. Horizontal integration strategy D. Horizontal integration strategy
10。 If the employees are well-trained, independent and experienced, ().
A. the span should be reduced. B. the span should be increased. C. the management level should be improved. D. the management department should be increased.
1 1。 An organization is called (under normal circumstances, the number of people an administrator can directly command).
A. Command B. Management ability C. Management level D. Span
12。 Only applicable to the organizational structure of small-scale operating institutions, or for on-site operation management ().
A. Linear system B. Function system C. Matrix system D. Division system
13。 Advantages of organizational structure system () function.
A. Management modernization B. Management specialization C. Unified command D. Unified leadership
14。 The internal direct cause of purchase behavior ().
A. People's needs B. External stimulus C. Motivation D. Personal motivation
15 group. The organism is out of balance due to the lack of physiological or psychological factors in the surrounding environment.
()。
A. Motivation B. Need C. Behavior D. Reward
16。 Expectation theory holds that the biggest incentive a person can have is ().
A.b. Expectation, expectation is also high, and inefficiency is the lowest-C. Wang, high titer D. Expectation, low efficacy.
17。 According to McLelland's acquisition demand theory, if a person wants to influence or control others without being controlled by others,
This shows that he is a ().
A. Achievement B. Strong social interaction C. Strong demand for power D. Strong motivation Strong demand, need
18。 The best incentive of respect leading ().
A.s raise, B raise, C threat of dismissal, D challenging job.
19。
The roles and abilities that style subordinates are willing to undertake are based on leadership theory, leadership () and contingency model.
A. Work-Low Relationship B. Work-High Relationship C. Low Work-Relationship D. Low Work-Low Relationship
20。 According to Black Mutton's management grid theory, the ideal management style is ().
A.( 1, 1)-type B (9,1)-type C (1,9)-type D.
2 1。 In the leadership style of decision-making power, every member of the organization is positioned according to Lei Wen's theory.
A. authoritarian leadership style B. democratic leadership style C. laissez-faire leadership style D. team leadership style
22。 The control basis is ().
A. Objectives and plans B. Organization C. Coordination and leadership D. Leadership and command
23。 Organization is often the whole process of uncontrollable work or activity, and it is the control that must be followed ().
A. Principle B. Principle of timeliness C. Principle of flexibility D. Principle of economy
24。 Company's pre-job training for new employees belongs to ().
A. Process control B. Preventive control C. Corrective control D. Real-time control
25。 Enterprises should keep the cost leading strategy or implement the product differentiation strategy in one or several small parts, and strive to
Small market segments occupy a larger market share. This strategy is called ().
A. cost leadership strategy B. differentiation strategy C. concentration strategy D. development strategy
True or false (paper 2, ***30 points)
1。 The natural attribute of management determines the special function of production relations and the performance of maintaining production relations.
2。 The concept of low management level and more need for skills.
3。 The response time can be controlled by the managers themselves.
4。 Organizational culture is relatively stable.
5。 "Society" is also called the hypothesis of Y theory.
6。 Internal selection is conducive to alleviating internal contradictions in the organization.
7。 Programming decisions are usually the main responsibility of middle and lower managers.
8。 The organizational structure of each functional department and the function of the system cannot give orders.
9。 Strategic management is a program of action aimed at the threats and influences of the external environment.
10。 The control cost is greater than the control benefit. There is no point in controlling activities.
1 1。 The post rotation system is beneficial to the cultivation of professional management talents.
12。 In the process of management, as long as there are deviations in work performance and standards, they must be corrected.
13。 The business environment of today's enterprise organizations can be described as "calm".
14。 An effective incentive mechanism must first admit individual differences.
15。 Cross-cultural management is the inevitable trend of enterprise management in the future.
4. Short answer questions (papers are due at 8: 00 and 40: 00)
1。 What is the basic content of scientific management theory? 2。 How to understand the definition of decision? What are the factors that affect group cohesion?
4。 Briefly describe the content and significance of expectation theory. 5。 What is the guiding ideology of process reengineering?
V. Essay questions (15 marks)
China's enterprise reform, talking about organizational change, resistance and removing resistance in the actual power.
Six, case analysis (case10; In the case of 15, ***25)
Case (2 points in the test paper, *** 10)
Grace graduated from the National University of Singapore with a master's degree in business administration, and her father Li Yanhong. Robin has a big department store. After several years of development, the company has changed from a small shop to a quite extensive and profitable department store, and the whole family participates in various activities. Robin is personally responsible for the daily management of the company. His managers often hold lengthy meetings. He walks around the store at least once a week, observes employees at all levels and keeps in touch with them. What he is most concerned about is that although he feels that all the managers and employees are listening to him carefully during the meeting, communication and encouragement, their subsequent behavior makes him doubt whether they really understand his meaning. Many of his policies and guidelines have not yet been realized. After reading some collected information feedback and communication, he found that some managers also admitted that he didn't know the company's goals, but they thought that if some information was communicated properly, they would do better. Most employees and managers lack imagination and motivation. He is also worried about the mobility of employees to the company, and some employees still compete with competitors for any position.
When her daughter walked into his office and started working as a special assistant, Robin said, "Grace, my two problems are communication and motivation. I know your major in business administration, and I've heard you talk about the importance of communication. I think you have learned some knowledge, which is helpful to improve communication. "However, after Grace started working, she found that some middle managers often avoided her and were unwilling to communicate with her actively. Even some middle managers don't take her seriously, thinking that she is just relying on her father's relationship with the company. Grace thinks we should try to break the deadlock. So she called Chris, a guidance professor and human resource management expert, for advice.
Answer the following questions:
1。 Robin X's personnel communicate with management personnel in the following ways:
A. Meeting B. Document C. Nonverbal communication D. Telephone
2。 Robin is most concerned with communication and motivation. However, he found that the manager didn't understand what he meant.
There are many reasons for this situation. The following is an analysis of the nonconforming information:
A. the meeting is too long and frequent
B. information exchange is prone to distortion/>; C. the manager doesn't know the company's goals.
D. Robin's generalization ability is beyond the manager's comprehension.
3。 Robin is worried about the mobility of employees. From the perspective of human resource management, the following statement is correct:
A. Individual employees may not be a bad thing, but the damage to the organization is better than this.
B. Employee turnover is understandable and should not be taken seriously as a management problem.
Third-rate employees have exposed problems in human resource management, which should be highly valued.
D. As long as wages and employee mobility are improved, the problem will be completely solved.
. The root cause is the lukewarm attitude of managers, Grace:
A. demeanor is a management ability that an MBA graduate does not have.
B.Grace is a female manager, so cold.
C. One of Robin's daughters, Grace, holds a senior position in the company, so she boycotted the company.
Middle managers don't have the ability to cooperate with others.
5。 Robin \ u26446X should first take measures against what happened to Grace:
A. hold a meeting and severely criticize their manager.
B. the elegance of higher position arrangement contributes to her reputation.
Increase the remuneration of managers and arouse their enthusiasm.
D. Recognizing that this incident is not accidental, hire experts to diagnose the management of the enterprise.
Case 2 (15)
Former President Akio Morita's Sony Corporation of Japan, which is made in Japan;
Japan's management has reached an unprecedented height. However, whether in Japan or the United States, there are no secrets behind the success of enterprises. Promoting success is neither a theory nor a strategic plan, let alone a government policy. The foundation of Japanese management is regarded as a secret. In Japan, one of the most important functions of managers and employees of enterprises is to establish healthy interpersonal relationships. In other words, it is to form a family-like atmosphere within the enterprise, so that employees can feel the same fate and management. enter
Japan's electric power company is to let all employees have a common sense of destiny. At this point, it is very different from American enterprises. American enterprises are divided into three groups, shareholders, managers and workers. If you think about it carefully, you will find that the concept of "people-oriented" should be self-evident, but it is rarely applied to practice. Although we firmly believe that Japanese companies have proved this.
Ideas bring them success. However, it may not be that simple for foreign companies to introduce Japanese management. This is because anyone is bound by traditional culture and dare not try to change it. "People-oriented" is undoubtedly correct, but at some point it will be accompanied by great risks.
However, from a long-term perspective, no matter how good and successful, the top managers finally analyzed that the fate of the enterprise is in the hands of employees. So I attend the welcoming ceremony for new employees almost every year and have a direct dialogue with them. This habit has lasted for 40 years. For example, at the 1986 award ceremony, I said, "First of all, I hope our company can understand the differences between universities, and you must pay the tuition fees of the schools. However, starting from today, the company hopes that you can pay the burden of the supervisor and the old employees. Second, in college, as long as you do well in the exam, you can get good grades. " If you have a conscience, you won't get 100, and you may even get thousands of points: 50 points. In addition, if there is a serious mistake, if it is not zero, but a negative result, it will be liberated, and this negative result is simply a bottomless pit. Entering Sony is not a safe place, but it is always dangerous. "
Here, I began to think about the confusion of new employees about what the business world should be like. I went to the website and said, "We dragged you into different companies from conscription, and the enterprise is not the army. Everyone chooses Sony according to their own wishes. Responsibility is generally spent in the 20 years or even 3 years after one of our own people enters the company, and life is only once. The next two to three years should be the peak of life and career. I just hope that everyone will retire. Unfortunately, this is a tragedy. I emphasize the responsibility of our company again. I want to say that working in Sony for two to three months is not a kind of happiness. Although all our job fairs are held in Sony, it is very important for us as operators or managers to take this into account. It is impossible to give happiness to others, because happiness depends on your own pursuit. "
Information about the situation answers the following questions:
1。 In Japan and the United States, employees know how to understand the difference. (2)
2。 The characteristics of human resources are manifested in the combination. ( 10)
3。 Talk about your understanding of "people-oriented". (3 points)