鲶鱼的做法-

2021年1月20日发(作者：王树芳)
1. In a short essay, distinguish between managers and leaders.
(
第九版本第
1
章
)
Answer
Managers are appointed to their position. Their ability to influence employees is based on the
formal authority that is inherent in that position. In contrast, leaders may be appointed but can
also emerge from within a work group and are able to influence others for reasons beyond
formal authority. A leader goes beyond just being a manager. A leader is defined as someone
who can influence others and has managerial authority.


2
.
In a short essay, list and briefly describe three
common communication networks,
or
patterns
of
communication,
that
emerge
in
organizations.

Is
any
one
network
preferable
to
others?

If
so,

why.
If
not,
what
factors
influence
which network is best for a particular situation. (
第九版本第
11
章
291
页
)


Answer
a.
b.

Chain Network
—
communication flows
according
to the formal chain
of command,
both downward and upward. If accuracy is important, the chain network works well.
Wheel Network
—
communication flows between a clearly identifiable and strong
leader and others in a work group or team. The leader serves as a hub through
which communication passes. If having a strong, identifiable leader is important to
the
organization
or
work
unit,
the
wheel
network
is
the
best
communication
network.

Accuracy is also very high with the wheel network.
All-Channel Network
—
communication flows freely among all members of a work team. If high
member satisfaction is a concern, the all channel network is preferable.
2、
简单列出并描述三种常见在组织中的沟通网络，或者沟通 模式。在任何一个网络中更
可取的是其他人？如果是这样,为什么。如果不是,什么因素影响网络的适合 特定的情况？

答
：
a
：
在
链
式
网
络
中
，
沟
通
信
息
是
按
照
正
式
的
指
挥
连
流
动
的
，
可
以
是
上
行
的
，
也
可
以
是
下
行
的
，
如
果
精
度
是
非
常
重
要
的
,
连
锁
网
络
工
作
得
很
好
。

b
：
轮
式
网
络
是
在
明
确
认
定
的
强
有
力
的
领
导
者
与
工
作
小
组
或
团
队
其
他
成
员
之
间
的
沟
通
，
该
领
导
者
成
为
所
有
沟
通
信
息
通
过
的
中
心
。
如
果
你
认
为
有
一
个
强
有
力
的
公
认
的
领
导
人
很
重
要
，
那
么
轮
式
网
络
会
更
好
，
在
轮
式
网
络
中
准
确
性
也
很
高
。

c
：全通道式网络中，沟通的信息会在工作团队所有成员中自由地流动，如果你关注成员满意度，
,
则全通道式最好。


a short essay, differentiate between the symbolic view and the omnipotent view of
management. Include specific examples of each view to support your answer.(
管理万能或者象征
第九版第三章
P55)
一
个< br>组
织
者
的
管
理
者
的
素
质< br>，
决
定
了
这
一
组
织
本
身< br>的
素
质
。
管
理
万
能
论
将< br>管
理
者
视
为
组
织
的
中
流< br>砥
柱
，
认
为
他
们
能
够
克< br>服
任
何
障
碍
去
实
现
组
织< br>的
目
标
。
管
理
象
征
论
认< br>为
，
管
理
者
影
响
结
果
的< br>能
力
受
外
部
因
素
的
制
约< br>和
约
束
。
管
理
象
征
论
建< br>立
在
“
管
理
者
象
征
着
控< br>制
和
影
响
”
这
个
观
点
的< br>基
础
之
上
。



Answer
a.
The view of managers as omnipotent is consistent with the stereotypical picture of the
take-charge
business
executive who can
overcome
any
obstacle
in
carrying
out
the
orga
nization’s objectives. This omnipotent view isn’t limited to business organizations.
It can also be used to help explain the high turnover among college and professional
sports coaches, who can be considered the “managers” of their teams. Coaches who
lose more games than they win are seen as ineffective. They are fired and replaced by
new
coaches
who,
it
is
hoped,
will
correct
the
inadequate
performance.
In
the
omnipotent
view,
when
organizations
perform
poorly,
someone
has
to
be
held
accountable
regardless
of
the
reasons
why,
and
in
our
society,
that
“someone”
is
managers. Of course, when things go well, someone needs to be praised. So managers
also get the credit
—
even if they had little to do with achieving positive outcomes.
The symbolic view says that
a manager’s ability to affect outcomes is influenced and
constrained
by






external
factors.
In
this
view,
it
is
unreasonable
to
expect
managers
to
significantly
affect
an
organization’s
performance.
Instead,
an
organization’s
results
are
influenced
by

factors
outside
the control
of
management.
These
factors
include
the
economy,
market
changes,
governmental
policies,
competitors’
actions, conditions
in
the
particular
industry,
control
over
proprietary
technology,
and
decisions
made
by
the
previous
manager.
For
example,
when
Winn-Dixie Stores decided to close 10 percent of its stores and cut 11,000 jobs in April
2000, competitors like Kroger found its business volume and revenues increasing. The
symbolic view would suggest that the positive performance wa
sn’t due to anything that
the managers did, but instead was due to forces beyond their control.
b.

4. In a short essay, list and discuss the eight steps in the decision-making process.(
第六章决策
过程
152
页开始
)

Answer
a.
Step 1: Identifying a problem
—
the decision-making process begins with the existence
of
a
problem
or
a
discrepancy
between
an
existing
and
a
desired
state
of
affairs.
However, a discrepancy without pressure to take action becomes a problem that can be
postponed.
b.
Step
2:
Identify
decision
criteria
—
once
the
manager
has
identified
a
problem
that
needs
attention,
the
decision
criteria
important
to
resolving
the
problem
must
be
identified. That is, managers must determine what’s relevant in making a decision.

Step 3: Allocating weights to the criteria
—
at this step, the decision maker must weigh
the items in order to give them the correct priority in the decision. A simple approach is
to give the most important criterion a weight of 10 and then assign weights to the rest
against that standard.
d.
Step 4: Developing alternatives
—
the fourth step requires the decision maker to list the
viable alternatives that could resolve the problem.
No attempt is made in this step to
evaluate the alternative, only to list them.
e.
Step
5:
Analyzing
alternatives
—
once
the
alternatives
have
been
identified,
the
decision maker must critically analyze each one.
From
this
comparison,
strengths and weaknesses of each alternative become evident.
the
c.
f.
Step 6: Selecting an alternative
—
the sixth step is the important act of choosing the best
alternative
from
among
those
considered.

All
the
pertinent
criteria
in
the
decision
have now been determined,
and
weighted, and the alternatives have been identified
and analyzed.


Step
7:
Implementing
the
alternative
—
implementation
involves
conveying
the
decision to those affected by it and getting their commitment to it.

If the people who
must
carry
out
a
decision
participate
in
the
process,
they’re
more
likely
to
enthusiastically support the outcome than if they are just told what to do.
Step 8: Evaluating dec
ision effectiveness
—
the last step in the decision-making process
involves appraising the outcome of the decision to see if the problem has been resolved.
Did the alternative chosen and implemented accomplish the desired result? If not, the
manager may consider returning to a previous step or may even consider starting the
g.
h.
whole decision process over.
5. In a short essay, list and discuss the four reasons for planning.(
计划的目的性第七章
P179)

Answer
a.
Planning
establishes
coordinated
effort.
It
gives
direction
to
managers
and
non
managers alike. When employees know where the organization or work unit is going
and
what
they
must contribute
to
reach
goals,
they can
coordinate
their
activities,
cooperate with each other, and do what it takes to accomplish those goals. Without
planning, departments and individuals might be working at cross-purposes, preventing
the organization from moving efficiently toward its goals.
b.
Planning reduces uncertainty by forcing managers to look ahead, anticipate
change,
consider the impact of change, and develop appropriate responses. It also clarifies the
consequences
of
actions
managers
might
take
in
response
to change.
Even
though
planning
can’t
eliminate
change,
managers
plan
in
order
to
anticipate
changes
and

develop the most effective response to them.
Planning
reduces
overlapping
and
wasteful
activities.
When
work
activities
are
coordinated around established plans, wasted time and resources and redundancy can
be minimized. Furthermore, when means and ends are made clear through planning,
inefficiencies become obvious and can be corrected or eliminated.

d.
Planning establishes goals or standards that are used in controlling. If managers are
unsure of what they are trying to accomplish, they will be unable to determine whether
or not the goal has actually been achieved. In planning, goals and plans are developed.
Then,
through
controlling,
actual
performance
is
compared
against
the
goals,
significant deviations are identified, and necessary corrective action is taken. Without
planning, there would be no way to control.

6.
List and discuss the five competitive forces, according to Porter, that determine industry
attractiveness and profitability.

In discussing these forces be sure to identify specific
factors that determine the strength of that force. (
波特五力第九章
213
页
)

Answer
a.
Threat of new entrants
—
factors such as economies of scale, brand loyalty, and capital
requirements,
determine
how
easy
or
difficult
it
is for
new competitors
to
enter
an
industry.
c.

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