管理学知识总结.docxVIP

Chapter 1 Managers and Management √1. A systematic arrangement of people brought together to accomplish some specific purpose is an organization. ⅹ2. The primary distinction between operatives and managers is that operatives have employees who report directly to them. √3. An organization can be efficient and yet not effective. ⅹ4. The four processes of management are completely independent and should be treated as separate activities. √5. The leading component of management includes directing and coordinating people. √6. Mintzberg found that managers—regardless of the type of organization or the level in the organization—perform similar roles. √7. Top managers spend a larger percentage of their time on organizing than first-level managers and middle managers. √8. Profit acts as an unambiguous measure of the effectiveness of a business organization. √9. While there may be differences in degree and emphasis of functions, the same management functions apply to owners of small businesses as to the CEO of major corporations. √10. Political skills are related to the ability to enhance one's position, build a power base, and establish the right connections. Chapter 2 Managing in Today's World √1. One of the biggest problems in managing organizations today is that they try to hold onto the past. √2. In the agrarian wave of civilization, individuals were typically their own bosses and were responsible for performing a variety of tasks. √3. The information wave transformed society from a manufacturing focus to one of service. √4. Licensing and franchising occur in Stage III of globalization. ×5. If U.S. managers view practices of other cultures as superior to U.S. practices, they have an ethnocentric view. ×6. Traditional approaches to studying international business have sought to advance specific principles for each culture. ×7. The work of Hofstede on national culture indicated that national culture does not have a major impact on employees' work-related values a