Which of the following statements about organizational design and organizational
structure is true?
According to Woodward, the span of management for first-level managers
decreases when moving from unit production to mass production, and increases
when moving from mass production to process production.
Specifying “who reports to whom for what” within the organization is called
“division of work.”
Wide spans of control create tall hierarchies of management levels.
Burns and Stalker proposed that a mechanistic (organic) system fits a stable
(turbulent) environment.
“Decentralization” occurs when a university organizes its professors into groups
such as Chemistry, Engineering, Sociology, etc.
Which of the following statements about power, authority and delegation is not true
Expert power does not automatically accompany the job title of “manager.”
According to Chester Barnard, the range of acceptable conditions which a
subordinate has for accepting orders is called “the zone of indifference.”
Line authority is based primarily on referent power.
Staff authority relies primarily on expert power.
As an organization grows in size and complexity, decentralization tends to increase.
Job design is an important topic in management. Find out which of the following
statements is incorrect.
Job enrichment occurs when vertical work activities are combined into a single job
to allow more autonomy.
Job enlargement increases the depth of a job.
Job description is about a job or work, while job specification is about workers.
“Empowerment” sometimes need a motivational job design to make routine jobs
more rewarding.
None of the above.
According to the expectancy model of motivation, a salesperson who expects a bonus if
he performs above his sales quota is dealing with
valence
avoidance learning
performance-outcome expectancy
effort-performance expectancy
negative reinforcement
Which of the following is not correct about leadership theories?
Leaders who have an exceptional impact on their organizations are called
transformational leaders.
In Fiedler’s theory, leader-member relations, task structure and position power are 3
situational factors.
Fiedler found that low-LPC leaders were most effective in situations in which the
leader enjoys moderate power and influence.
The path-goal approach is based on the expectancy model of motivation.
In Vroom-Yetton-Jago model, AI and AII represent authoritarian approaches.
With the traditional control process, what determines if measuring actual performance
against standards can be accomplished by personally observing subordinates?
The number of subordinates is limited.
Impersonal control techniques are added.
The number of supervisors is increased.
There are significant deviations.
不同的組織策略需要適當的組織結構來加以執行,以下配對何者正確?
當組織訂定成本領導策略時,組織結構以有機式組織較為適合
當組織追求的是差異化策略時,組織結構以有機式組織較為適合
當組織重視的是創新研發時,組織結構以機械式組織較為適合
以上皆非
賦權(empowerment)現象的產生,代表著低階員工的自我裁量權變大。請問此現象
的產生和哪一個管理學派理論的興起最有關係?
科學管理學派
行政管理學派
組織行為學派
管理科學學派
下列關於KPI 與平衡計分卡的比較,何者有誤?
兩者皆可將企業的策略目標分解為可運作的遠景目標的工具
兩者皆僅採用量化的指標
兩者的員工皆可清楚的瞭瞭組織的願景、策略為何
KPI 僅考慮到流程的構面;而平衡計分卡則包含了財務、顧客、內部流程及學
習與成長等四個構面。
下列對於群體(group)與團隊(team)的差異的比較,何者為非?
群體著重個人責任;團隊兼顧個人與彼此間的相互責任
群體目標與組織目標相同;團隊具有本身獨特的目標
群體著重個人的工作成果;團隊著重集體的工作成果
群體以直接方式衡量其績效;團隊以間接的方式衡量其績效
全球暖化所引發的環保節能減碳要求,加上民眾對企業社會責任(CSR)的殷切
期待,使得企業管理思想受到明顯衝擊。請以控制(controlling)的觀點出發,
說明上述因素對控制理論與實務的影響。
研究指出,兩岸上市公司治理結構最大差異,在於大陸以國有企業為主,台
灣企業則多由創業家族主導。根據定義,公司治理的目的在於追求股東投資
價值的極大化,由此一標準來看,台灣與中國大陸所分別代表的治理結構,
可能的優、缺點為何?針對相關缺點,請建議可能機制加以克服。
隨著知識經濟的發展,創新(innovation)逐漸成為企業保持競爭力的重要手
段。創新並不是標新立異或刻意與眾不同,而是一種有目的、有系統,或是
能增加價值的一種問題解決方式。實務上有許多創新模式可以產生經濟價
值,成為企業競爭力的基礎,請列舉可能的創新模式,並說明其內容。
企業進行多角化(diversification)在歐美行之有年,是指企業進入一個與原先經
營領域不同的產品市場,國內企業如統一、台塑、奇美,發展過程中也積極
進行多角化,集團橫跨多種產業。請問多角化是否真能對企業表現產生正面
效果?有何要素需要加以考量?(10%)相對於多角化,專業化經營(focus)對企
業表現而言,又有何優缺點?(10%)
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