世新大學九十一學年度轉學考試試題

年級	系所別	考試科目
二	資訊管理學系	管理學

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1. Objectives are a. future states that an organization tries to achieve. b. long-term statements of purpose. c. short-term targets with measurable results. d. supported by goals. e. the same as goals.

2. Goals do NOT do which of the following? a. Facilitate planning b. Motivate and inspire employees c. Provide the steps needed to achieve an objective d. Aid in evaluation and control e. Provide guidance and direction

3. A disadvantage of interactive goal setting is that a. it takes too much power away from management. b. it is expensive. c. goals are often not attainable. d. it takes a great deal of time. e. workers may not support the goals chosen

4. A business-level strategy a. is developed to analyze the policies and practices of specific division of the industry b. is the set of alternatives that a diversified company has to change the deployment of its resources. c. is the set of strategic alternatives that an organization chooses from as it conducts business in a particular market or industry. d. is created by the management of a company as an alternative strategy to compensate for poor business performance. e. is developed by top management for use within all the industries the organization may encompass.

5. A diversified company involved in savings and loans, consumer credit ratings, and real estate development chooses to concentrate its resources to increase the real estate portion of its business. The company is formulating a. corporate-level strategy b. industry strategy. c. business-level strategy. d. generic strategy. e. none of these.

6. Synergy a. is one of the disadvantages of related diversification. b. is most common in unrelated diversification. c. means that each business entity remains separate from the others in a diversified company. d. is an advantage of related diversification over unrelated diversification. e. is not possible between products in different markets.

7. Organization structure is a. the hierarchy of an organization. b. the framework of positions, groups of positions, reporting relationships, and interaction patterns is an organization. c. the relationships between customers, suppliers, and buyers within an organization. d. the creation of jobs. e. the same as the chain of command.

8. In order to create a hierarchy, and organization must a. define a chain of command and determine a span of management. b. decide how tall the organization should be and how flat the organization should be. C. select its from of departmentalization and arrange its line and staff positions. D. reduce its administrative intensity and select its from of departmentalization. e. rework its mission statement and revise its strategic plan.

9. The three steps to delegation of authority are a. determining which tasks to delegate. Assigning responsibility for the tasks, and following up after they are completed. b. delegating the task. Following up on the completion of the task, and giving feedback. c. breaking down the job into tasks, dividing the responsibility, and giving feedback. d. assigning responsibility, granting the authority to accomplish the job, and creating accountability for completion of the task. e. assigning responsibility, creating accountability for completion of the task, and giving feedback.

10. Three situation determinants of organization design are a. the organizational environment, organization size and life cycle, and technology. b. organization size, life cycle, and technology. c. organization environment, socio cultural issues, and technology. d. the amount of worker participation, organizational environment, and organizational culture. e. flexibility, organizational culture, and technology.

11. A disadvantage of the matrix design is that a. the organization is easily influenced by changes in the business cycle. b. it is functional only in stable environments. c. an employee may have more than one supervisor. d. matrix organizations tend to be tall. e. the span of management is often too wide.

12. organizational culture is a. the pattern of action that develops within an organization over time in the absence of clear missions and goals. b. the set of values that defines for members what the organization stands for, how it operates, and what it expects . c. the framework of positions, groups of positions, reporting relationships, and interaction patterns that an organization adopts to carry out its strategies. d. the line of authority between top management, meddle management, and works that delegates decision making throughout the work force. e. the set of methods used to achieve coordination., enforce rules and procedures, and meet day-to-day expectations within the organization.

13.control is which of the following? a. The process that an organization uses to transform resources into products or services. b. financial resources of an organization d. The flexible, accurate, timely, and objective distribution of financial resources within an organization e. The allocation of power and authority within an organization, which results in the optimum use of the resources available.

14.If you are a member of a group that is not highly cohesive, which of the following is probably true of your group ? a. The group is large. B. There is domination by one or more members. C. All of these are probably true. D. There is competitiveness within the group. E. There is disagreement on goals.

15. All of the following are types of communication networks Except the a. wheel. b. Y. c. chain. d. circle. e. triangle.

16.After working in a fast-food restaurant for three years to pay for your college tuition, you vowed never to work in a restaurant again. But after graduation the only job offer you receive is a managerial job at a local restaurant. Your acceptance of this ob is referred to as a. a setback. b. cognitive dissonance. c. affective dissonance. d. intentional dissonance. c. behavior dissonance.

17. you work diligently and try daily to improve your job performance. Your co-worker does only enough work to get by. The two of you show a difference in a. acquired needs. b. ability. c. self-actualization. d. motivation .e. reinforcement.

18. ALL EXCEPT which of the following are types of political behavior found in organization? a. Inducement b. Persuasion c. Creating an obligation d. Influence e. Coercion.

19. To gain maturity, a group must go through stages of development. These stages include all of the following EXCEPT a. mutual acceptance. b. mutual dependence. c. communication and decision making. d. motivation and productivity. e. control and organization.

20. The first step in the control process is to a. measure performance b. implement a control system c. establish standards d. consider alternatives e. change standards.

21. Porter’s generic strategies and the Miles and Snow Typology classify a. corporate – level strategies. b. business-level strategies. c. differentiation strategies. d. strategic plans. e. organizational mission.

22. Strategy ____ focuses on what the strategy is; strategy _____ focuses on how the strategy will be achieved a. implementation, formulation b. formulation: processing c. formulation: implementation d. implementation: execution e. planning: execution

23. In SWOT analysis, the evaluation of strengths and weaknesses focuses on _____, and the evaluation of opportunities and threats focuses on ____. a. skills of the personnel in the organization; organizational strategies. b. the internal workings of the organization: the organization’s environment. c. management practices and strategies; the workplace environment. d. the competitive environment: the economic environment e. the organization: the industries the organization is involved in.

24.Decision-making authority is delegated to lower-and middle –management in ____ organizations. a. centralized b. administratively intensive c. decentralized d. diversified e. tall

25.Line positions _____; staff positions ___. a. are held by the workers; are held by the managers b. support the organization indirectly; support the organization directly c. are more numerous in tall organizations; are more numerous in flat organizations. d. support the organization directly; support the organization indirectly e .are held by individuals within the organization: include individuals outside the organization, such as customers

26. Organizations involved in high-technology fields are likely to have ____ designs than organizations in low-technology fields. a. broader b. less flexible c. more centralized d. flatter e. taller

27. Decision making is low in a bureaucracy because a. bureaucratic models are typically used in large organizations b. the organization design is rigid and centralized c. the span of management is too wide d. the chain of command is not always clear. e. any given employee may have to coordinate his or her work with more than one supervisor.

28. A(n) ___ is a set of procedures that an organization uses to gather data, create information, and disseminate that information to those who need it. a. processing system b. information system c. telecommunication systems d. network e. transaction process

29. coca-cola changed the formula of its soft drink because its market research focused on taste but not on people’s emotional attachment with Coke. The decision to change the formula was based on ____information a. inaccurate b. statistical c. incomplete d .irrelevant e. untimely

30. For processing customer bills an point –of –sale records. a(n) ____ would be most useful for the organization. a. Executive Information System (EIS) b. Decision Support System ( DSS) c. Transaction Processing System (TPS) d. management Information System (MIS) e. Production Planning and Control (PPC)

31. Managers who once relied on intuition and the advice of others to make decision s involving unique problems or situations can now use a(n) ___ system a. management information b. decision support c. telecommunication-processing d. executive information e. transaction-processing

32. If your supervisor is interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs, he displays ____ leader behavior a. employee-centered b. job-centered e. initiating- structure d. consideration e. appropriate

33. The ____ model argues that decision effectiveness is gauged by the quality of the decision and by employee acceptance of that decision a. Room-Yetton–Jago (VYJ) b.path_gola c. Least Preferred Coworker (LPC) d. life cycle e. vertical _dyad linkage

34. The ____ model suggests that as subordinates grow in maturity, a leader should move from high tot low task orientation a. maturation b. vertical –dyad linkage c Vroom-Yetton-Jago (VYJ) d. path-goal e. life cycle

35. If you are the only person in your department who can run a certain piece of equipment, you process ___ power. A. informational b. referent c. expert d. transformation e. legitimate

36. ____ occurs when a sent role’s messages and cues are clear but contradictory or mutually exclusive a. role ambiguity b. role overload c. interrole conflict d. intrarole conflict

37. A sales manager speaking to an advertising manager about cutbacks in their budgets is engaging in ___ communication a. vertical b. oral and vertical c. lateral d. lateral and oral e. informal

38. If two managers disagree about the effects of anew policy, they may be force to restudy and reanalyze their ideas and information. In this case, ____ may have a positive effect on the final decision a. stress b. disagreement c. conflict d. intergroup conflict e. hostility

39. A top manager receives two budget requests for $20,000 but has only $30,000 to distribute. If she can come up with another $10,000 and thus ___, she will be able to avoid difficulties. a. enhance the coordination of interdependence b. set supraordinate goals c. change established procedures d. compromise e. expand the resource base

40. _____ can be divided into four categories: task demands, physical demands, role demands, and interpersonal demands a. Stress b. Conflict c. Organization stressors d. Life stressors e. Stressors