[梅西] 152.100 Final Short Answer答案+0701 Mini Essay [复制链接]

lukeren

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发表于 2007-10-28 00:29:52 |只看该作者 |倒序浏览 微信分享

下面是我0701读152100的时候自己准备的final preparation，找了历年的卷子，自己准备了20题，记得当时15题中了8题，还有当时的mini essay，放上来，希望能帮到大家。

个人觉得mini essay把定义写上去后，剩下的一定要用自己的理解去写，然后再用自己的理解加上个example，这样比较能拿高分，如果只是背书上的，反而没那么好。

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152.100 Final Exam Preparation

Short Answer Question:

1. List the new leadership approaches.

Transactional Leaders

Charismatic Leaders

Transformational Leaders

2. List the three needs proposed by Clayton Alderfer. (ERG theory)

Existence needs
Relatedness needs
Growth needs

3. List the six factors, as cited in the text that can cause people to engage in conflict.

Scarce resources
Jurisdictional ambiguities
Communication breakdown
Personality clashes
Power and status differences
Goal differences

4. List the steps of the new planning paradigm.

Start with a strong mission
Set stretch goals

Create an environment that encourages learning

Design new roles for planning staff

Make continuous improvement a way of life

Planning still starts and stops at the top

5. List the five approaches to departmentalization.

Vertical functional approach
Divisional approach
Horizontal matrix approach
Team-based approach
Network approach

6. List two ways an organisation can influence the environment.

Advertising and public relations

Political activity and trade associations

7. List two reasons why organisation should be socially responsible.

Economic
Legal
Ethical
Discretionary

8. List four criteria for effective goal setting.

Specific and measurable
Challenging but realise
Defined time period
Linked to rewards

9. List two advantages and two disadvantages of participative decision-making.

AD:
Broader perspective for problem definition and analysis.

More knowledge, fact and alternatives can be evaluated.

DD:
Compromise decisions may satisfy no one.

No clear focus for decision responsibility.

11. List two contingency factors that effect organisation structure.

Strategic goals

The environment

12. List four steps in attracting an effective workforce.

HR planning
Choose recruiting sources
Select the candidate
Welcome new employee.

13. List two behavioural approaches to leadership and two contingency approaches to leadership.

BA:
Ohio state studies

The leadership grid

CA:
Fiedler’s contingency theory

Path-goal theory

14. List the four types of reinforcement that can be used to modify behaviour.

Positive reinforcement
Avoidance learning
Punishment
Extinction

15. List four causes of conflict in relation to teams.

Scarce resources
Personality clashes
Power and status differences
Goal differences

16. List five visible artefacts of an organisation’s culture.

Symbols
Stories
Heroes
Slogans
Ceremonies

17. List the six characteristics of entrepreneurs.

Internal locus of control
High energy level
Need to achieve
Tolerance for ambiguity
Awareness for passing time
Self-confidence

18. What are the two types of personal power?

Expert power
Referent power

19. What are the two types of position power?

Legitimate power
Reward power

20. List the five types of upward communication and downward communication, three types of horizontal communication.

Upward:
Problems and exceptions

Suggestions for improvement

Performance reports

Grievances and disputes

Financial and accounting information

Downward:
Implementation of goals and strategies

Job instructions and rationale

Procedures and practices

Performance feedback

Indoctrination

Horizontal:
Intradepartmental problem solving

Interdepartmental coordination

Change initiatives and improvements

Mini Essays:

1. Briefly describe systems theory, including synergy and negative entropy.

System theory is an extension of the humanistic perspective that describes organisation as open systems that are characterised by entropy, synergy and subsystem interdependence. There are five components in the basic system theory of organisation: inputs, a transformation process, outputs, feedback and the environment.

Inputs are the material, human, and financial or information resources used to product goods or services. The transformation process is management’s use of production technology to change the inputs into output. Outputs include the organisation’s products and services. Feedback is knowledge of the result that influences the selection of inputs during the next cycle of process. The environment surrounding the organisation includes the social, political and economic forces.

Open systems must interact with the environment to survive; closed systems need not. In the classical and management science perspectives, organisations were frequently thought of as closed system. In the management science perspective, closed system assumptions – the absence of external disturbances – are sometimes used to simplify problems for quantitative analysis. In reality, however, all organisations are open systems, and the cost of ignoring the environment may be failure.

Entropy is a universal property of system and refers to their tendency to run down and die. If a system does not receive fresh input and energy from its environment, it will eventually cease to exist. In contrast, negative entropy is the ability of open system to bring in new energy, in the form of inputs and feedback from the environment, in order to delay or arrest entropy. For example, one reason why the car brand Edsel ran into troubles was that Ford relied on market research conducted in the early 1950s and ignored the newer signs indicating that consumers were turning to more fuel efficient foreign cars.

Another major characteristic of open system is synergy, the ability of the whole to equal more than the sum of its parts. This means that an organisation ought to be able to achieve its goals more effectively and efficiently than would be possible if the parts operated separately. For example, at Ford, the organisation’s parts were not operating in synchronization when the top management committee ignored market research and chose the ill fated “Edsel” tag which is best known as one of the most spectacular failures in the history of the United States automobile industry.

2. Define what is meant by the term “fundamental attribution error” (FAE). Using examples, discuss the three factors the underpin FAEs.

The fundamental attribution error (FAE) define that the tendency to overestimate the impact of internal factors and underestimate the impact of external factors on other people’s behaviour. Perceiver tends to give other people too much blame for their failures and too much credit for their success. For example, when someone has been promoted to CEO, people generally consider the characteristics of the person that allowed him or her to achieve the promotion. In reality, however, the selection of that person may have been heavily influenced by external factors, such as business conditions creating a need for someone with a strong financial or marketing background at that particular time. There are three factors that influence whether an attribution will be external or internal: Distinctiveness, Consensus, Consistency.

Distinctiveness means the extent to which a person being perceived achieves the same results on task that are much different. In this case, the perceiver is comparing the same person’s performance of different tasks. When a perceiver observes someone succeed at widely differing tasks, the perceiver in more likely to attribute the success to internal causes – the person’s ability or effort. With success at only one type of activity, the perceiver is more likely to credit task difficulty. For example, in the case of your successful project, your boss is more likely to give you the credit if you perform well at other, unrelated activities.

Consensus describes the extent to which others, including the perceiver, engage in the same behaviour or experience the same outcome. In other words, it compares different people performing the same kind of task. For example, if you are being assessed on your performance on a project, your boss will likely take into account how well other people have performed similar assignment. If your boss views these other situations are equally challenging and sees that most people have succeeded as well as you did, he or she will more likely attribute your success to something about the project.

Consistency is degree to which the person being observed behaves the same way or obtains the same outcome at different time. It compares the performance of the same person at similar task at different time. In situations with high consistency, the perceiver is more likely to attribute an outcome to internal factors. Low consistency usually results in external attributions to task difficultly or luck. For example, in the case of impressing your boss, he or she is more likely to attribute your success to you if he or she often sees you working hard or succeeding.

3. Identify and define the reinforcement tools available to a manager. Using examples, indicate how each type might be used to remove tardiness from the workplace.

Reinforcement is defined as anything that causes a certain behaviour to be repeated or inhibited. The four reinforcement tools are positive reinforcement, avoidance learning, punishment and extinction. Each type of reinforcement is a consequence of either a pleasant or unpleasant event being applied or withdrawn following a person’s behaviour.

Positive reinforcement is the administration of a pleasant and rewarding consequence following desired behaviour. The rewarding consequence, such as praise, a raise, or time off, is said to be a positive rein forcer if it leads to repetition of the desired behaviour.
A good example of positive reinforcement is immediate praise for an employee who arrives on time or does a little extra in his or her work.

Avoidance learning is the removal of an unpleasant consequence following desired behaviour. Avoidance learning is sometime called negative reinforcement. Employees learn to do the right thing by avoiding unpleasant situations. In other words, the desired behaviour is reinforced in a negative way because the individual must engage in the behaviour in order to get rid of an unpleasant condition. For example, an engineer may work hard to finish a project on time in order to stop the chief engineer’s nagging or yelling.

Punishment is the imposition of unpleasant outcomes on an employee. Punishment typically occurs following undesirable behaviour. Punishment, when applied, is sending the message to not do something. Some people believe that punishment is the opposite of reward and is just as effective in changing behaviour. For example, punishing a worker who deliberately and overtly slows down the flow of work may be an economically necessary way of altering behaviour. However, the point is that punishment and its use depend on the situation and on the manager’s style of altering behaviour.

Extinction is the withdrawal of a positive reward, meaning that behaviour is no longer reinforced and hence is less likely to occur in the future. If a perpetually tardy employee fails to receive praise and pay raises, he or she will begin to realise that the behaviour is not producing desired outcomes. The behaviour will gradually disappear if it is not continually reinforced. For example, a member of a work team may have gotten into the habit of telling jokes at team meetings because people laughed at them. If the team began to feel that the jokes were not a desirable part of their activities and made an effort not to laugh, over time the team member’s joke telling is likely to diminish.

[ 本帖最后由 lukeren 于 2007-10-28 01:36 编辑 ]