2024年上海海洋大學(xué)管理學(xué)原理習(xí)題庫完全分類

TRUE/FALSE

T1.Managementisoftenconsidereduniversalbecauseitusesorganizational

resourcestoaccomplishgoalsandattainhighperformanceinalltypesofprofit

andnot-for-profitorganizations.

T2.Leadershipinvolvestheuseofinfluencetomotivateemployeestoachieve

theorganization/sgoals.

F3.Organisingmeansdefininggoalsforfutureorganizationalperformanceand

decidingonthetasksandresourcesneededtoattainthem.

F4.Efficiencyreferstothedegreetowhichtheorganizationachievesastated

objective.

F5.Themanager*sabilityto'thinkstrategically1requireshightechnicalskills

andaproficiencyinspecifictaskswithinanorganization.

F6.First-linemanagersarethemanagerswhohavetheresponsibilityformaking

thesignificantstrategicpolicydecisions,oftenwithstaffmanagersassistingthem

inthesedecisions.

T1.Thelearningorganizationisanattitudeorphilosophy（哲學(xué)）aboutwhatan

organizationcanbecome.

F2.Theessentialideainalearningorganizationisefficiency.

F3.Asamanager,Loupreferstothinkintermsof'controlover'ratherthan

'controlwith*others.Thisisinagreementwiththeideaofalearning

organization.

T4.Empowermentmeansgivingemployeesthepower,freedom,knowledge,and

skillstomakedecisionsandperformeffectively.

F5.TheoryXandTheoryY,proposedbyDouglasMcGregor,providetwo

opposing（相反）viewsofworkers:TheoryXrecognisesthatworkersenjoy

achievementandresponsibility,whileTheoryYrecognises（承認）thatworkerswill

avoidworkwheneverpossible.

F1、Thestudyofmanagementtraditionallyhasfocusedonfactorsexternaltothe

organizations.

T2、Thegeneralenvironmentandthetaskenvironmentarethetwolayersofan

organization*sexternalenvironment.

F3、Customersandcompetitorsaretwoimportantsectorsoftheeconomic

dimension（次元）ofafirm'sgeneralenvironment.

F4.Otherorganizationsinthesameindustryortypeofbusinessthatprovide

goodsorservicestothesamesetofcustomersarereferredtoassuppliers.

F5.Theinternalenvironmentwithinwhichmanagersworkincludescorporate

（企業(yè)B$J）culture,socioculturalaspectsandcustomers.

T1、Foundbetweenthedomains（領(lǐng)域）oflawandfreechoice,ethics（道德規(guī)范）

isthecodeofmoralprinciplesthatgovernsanyindividualorgroup.

T2、Mostethicaldilemmas（困境）involveaconflictbetweentheneedsofthepart

andthewhole.

F3.Thefourapproachesthatguideethicaldecisionmakingareutilitarian（功力的）\

individualism,moral-rightsandobjectivedualism（雙重論）.

F4.Freechoiceliesbetweenthedomainsofcodifiedgwandethics.

F5.Mostofthelawsguicinghumanresourcemanagementarebasedonthe

individualismapproach.

F6.Cultureistheonlyaspectofanorganizationthatinfluencesethics.

T7.Allstockholdersofanorganizationareitsstakeholders,butnotall

stakeholdersareitsstockholders.

F1、Ofthefourmanagementfunctions,organizingisthemostfundamental（主

線的），aseverythingpractical（實際的）stems（llll^）fromcarefulorganization.

T2.Adesiredfuturestatethattheindividualororganizationattemptstorealizeis

agoal.

F3.Plansspecify（歹U舉）futureends;goalsspecifytoday,smeans.

F4.Theactofdeterminingtheorganization/sgoalsandthemeansforachieving

themiscalledgoalsetting.

T5.Goalsandplansarevaluabletoanorganizationbecausetheyprovide

legitimacy（合法）,rationale（基本原理）fordecisionsandanincreaseinmotivation

（積極性）andcommitment（承諾）.

T6.Anorganization'srrissiondescribesitsreasonforexistence.

T7.Missionstatementso^tenreveal（顯示）thecompany*sphilosophyaswellas

purpose.

T8.Strategicplansandgoalsarethosethatfocusonwheretheorganization

wantstobeinthefutureandpertain（屬于）totheorganizationasawhole.

F9.ReviewingprogressisthemostdifficultstepinanMBOprocess.

T10.Long-termplanningincludesstrategicgoalsfortheoverallorganization.

F1、Byfarthemostdifficultdecisionsituationisuncertainty.

T2、Achoicemadefromavailablealternativesiscalledadecision,,

F3、Theclassicaldecisionmakingmodelassumesthatthedecision-makeris

rational,andmakestheoptimaldecisioneachtime.

F4、Decision-makingmustnotbedoneamidever-changingfactors,unclear

informationandconflictingpointsofview.

F5、AccordingtotheVroom-JagoModel,leadersshouldbeconcernedwith

decisioncharacteristicslikeacommitmentrequirement,problemstructureand

subordinateconflict.

T1.Organizationalstructurereferstotheframeworkinwhichtheorganization

definesthewaytasksaredivided,resourcesaredeployedanddepartmentsare

coordinated.

T2.Authorityistherighttouseresources,makedecisionsandissueordersinan

organization.

F3.Giventhechallengestomeetcustomerneedsandadapttotheenvironment,

mostorganizationstodaydiscouragemanagerstodelegateauthoritytothelower

levels.

T4.Thenumberofemployeesreportingtoasupervisorishisorherspanof

management.

T5.Anadvantageofverticalfunctionalstructureisitsquickresponsetoexternal

changes.

T1、Thesetofactivitiesthatareundertakentoattract,developandmaintainan

effectiveworkforceisreferredtoashumanresourcemanagement.

F2、Aninterviewisaone-waycommunicationchannelthatallowsthe

organizationtoobtaininformationabouttheapplicant.

T3、HRplanning,choosirgrecruitingsources,andselectingthecandidatearethe

firstthreestepsinvolvedinattractinganeffectiveworkforce.

T4、Thevalueofanexitinterviewistoprovideanexcellentandinexpensivetool

forlearningaboutpocketsofdissatisfactionwithintheorganizationandhencefor

reducingfutureturnover.

MultipleChoice

C1.Thefigureheadroleinvolves:

A.motivatingandcommunicatingwithstaff

B.initiating（發(fā)起）change

C.handlingceremonial（正式的）andsymbolicactivities

0.developinginformationsourceswithintheorganization

E.stayingwellinformedaboutcurrentaffairs

B2.Howanorganizationgoesaboutaccomplishingaplanisakeypartofthe

managementfunctionof:

A.planningB.organizingC.leadingD.controllingE.motivating

E3.Whichofthefollowingisnotafunctionofmanagement?

A.controlB.planC.organizeD.LeadE.performance

A4.Asocialentity（本質(zhì)）thatisgoaldirectedanddeliberately（謹慎地）structured

isreferredtoas:

A.anorganizationB.managementC.employeesD.studentsE.tasks

C5.Whichofthefollowingtypesofskillsistheunderstandingofandproficiency

intheperformanceofspecifictasks?

A.humanskillB」eadershipskillC.technicalskill

0.conceptual（概念上的））skillE.socialskill

E6.Theinformationalrole,accordingtoMintzberg,isa（n）role?

A.entrepreneur（企業(yè)家）B.leaderC.figurehead（有名無實的領(lǐng)袖）

0.celebratoryE.monitor

E1.forcesrefertothoseaspectsofaculturethatguideandinfluence

relationshipsamongpeople.

A.LegalB.EconomicC.PoliticalD.PsychologicalE.Social

E2.Variables（變量）suchasinterestrates,inflation（通貨膨脹）andtradetariffs

（關(guān)稅）areallexamplesofforces.

A.technologicalB.politicale.socialD.socio-educational

E.noneoftheabove

D3.Strategyhastraditionallybeenthesole（唯一時）responsibilityof:

A.middlemanagementB.projectmanagers（項目經(jīng)理）

C.companyaccountantsD.topmanagers

C4.Duringtheearlytwentiethcentury,theprevailing（一般的）management

perspective（觀點）,whichemphasisedrationality（合理性）andascientific

approach,wastheperspective.

A.scientificB.behaviouralC.classicalD.quantitativeE.Pareto

C5.Thethreesubfields（子域）oftheclassicalperspectiveinclude:

A.bureaucraticorganization,quantitativemanagement,andthehumanrelations

movement

B.quantitativemanagement,behaviouralscience,andadministrative

management

C.administrativemanagement,bureaucraticorganization,andscientific

management

0.scientificmanagementquantitativemanagement,andadministrative

management

E.noneoftheabove

B6.Brucebelieveshiserrployeesareresponsibleandabletoworkwithout

intensedirectionandsupervision（管理）.Heisa:

A.TheoryXmanagerB.TheoryYmanager

C.TheoryZmanagerD.contingency（偶爾性）theorymanager

E.classicalmanager

B1.Whichoftheseisapartofanorganization*sinternalenvironment?

A.itscustomersB.itssalespeopleC.itswagestructure

D.itssuppliersE.itscompetitor

E2.Theenvironmentrepresents（體現(xiàn)）theouterlayerofthe

environmentandaffectsorganizations.

A.task;indirectlyB.general;directly

C.internal;directlyD.internal;indirectly（間接地）

E.general;indirectly

C3.WhichoftheseisNOTapartofanorganization/sgeneralenvironment?

A.technologicalB.economicC.competitors

D.legal-politicalE.socio-cultural

D4.Anorganization*staskenvironmentincludesallofthefollowingEXCEPT:

A.competitorsB.customersC.labormarkets

0.employersE.suppliers

A5.Whichoftheseareincludedinanorganization*staskenvironment?

A.suppliersB.accountingprocedures（手續(xù)）

C.technologyD.governmentE.demographic（人口記錄學(xué)時）characteristics

B6.Whichofthefollowingconsistsofdemographicfactors,suchaspopulation

density?

A.technologicalenvironmentB.socioculturalenvironment

C.legal-politicalenvironmentD.internalenvironment

E.economicenvironment

B7.Therepresentspeopleintheenvironmentwhocanbehiredto

workfortheorganization.

A.competitorsB.labourmarketC.suppliers

D.customersE.government

C8.Whichstatement（論述）belowiscorrect?

A.Whenenvironmentisdynamic（；舌躍的）,uncertaintyislow.

B.Whentheenvironmentisunstable（動態(tài)的）,uncertaintyislow.

C.Adynamicenvironmenthasmoreuncertaintythanastableenvironment.

D.Thestability（穩(wěn)定性）oftheenvironmentdoesnotdeterminethestructureof

thefirm.

E.Noneoftheabove.

A9.Researchhasfoundthata（n）structureworksbestwhen

organizationsexperienceuncertainty.

A.flexible（靈活的））B.mechanistic（機械的））C.intuitive（直覺的J）

D.inorganicE.rigid（）

C1、Whichofthesereferstothecodeofmoralprinciplesandvaluesthatgovern

behaviorwithrespecttowhatisrightandwrong?

A.socialresponsibilityB.freedomain

C.ethicsD.codifiedlaw（編纂法典）E.discretionary（任意的）Responsibility

E2.Around____percentofadultsreachthelevelthreestageofmoral

development.

A.30B.40C.50D.80E.20

A3.Ethicsdealswithvaluesthatareapartofcorporatecultureandshapes

decisionsconcerningsocialresponsibilitywithrespecttotheenvironment.

A.internal/externalB.external/externalC.internal/internal

D.external/internalE.noneoftheabove

B4.Theassumption（假設(shè)）that*Ifit*snotillegal,itnustbeethical/ignores

whichofthefollowing?

A.domainofcodifiedlawB.domainofethics

C.domainoffreechoiceD.discretionaryresponsibility

E.domainofsymbolism

C5.Thegoldenrule'dountoothersastheywoulddountoyou*is:

A.anexampleoftheutilitarianapproachtoethicalbehaviour

B.representativeofthemoral-justiceapproachtomoraldecisionmaking

C.anexampleofthevaluesthatguidetheindividualismapproachtoethical

behaviour

D.anage-oldpieceofadvisenottobetakentooseriously

E.anexampleofthejusticeapproachtoethicalbehaviour

B6.Individualismismostcloselyrelatedto:

A.socialresponsibilityB.freechoice

C.economicresponsibilityD.codifiedlawE.togetherness

D7.Sexualharassment性騷擾）isunethicalbecauseitviolated違反）animportant

partofwhichapproachtoethicalbehavior?

A.theutilitarianapproachB.theindividualismapproach

C.thejusticeapproachD.themoral-rightsapproach

E.thedefensive（防御時）叩proach

D8.Mostofthelawsguidinghumanresourcemanagementarebasedonthe:

A.utilitarianapproachB.moral-rightsapproach

C.individualismapproachD.justiceapproach

E.collectivism（集體主義）approach

C1.Adesiredfuturestatethatanorganizationattemptstorealise（明白）iscalled

a（n）:

A.planB.visionstatementC.goal

B.D.missionstatementE.idea

A2.specifyfutureendsandspecifytoday*smeans.

A.Goals,plansB.Plans,goalsC.PIanning,organising

D.Ideas,behavioursE.Mission,vision

C3.Whichoftheseistheactofdeterminingtheorganization'sgoalsandthe

meansforachievingthem?

A.organisingB.brainstormingC.planning

0.developingamissionE.ablueprint

B4.Theplanningprocessbeginswithwhichofthese?

A.thedevelopmentofoperational（運作時）goals

B.thedevelopmentofarrissionstatement

C.communicationofgoalstotherestoftheorganization

D.acompany-widemeeting

E.brainstorming

D5.Theisthebasisforthestrategiclevelofgoalsandplanswhichin

turn（空時）shapestheandlevel.

A.goal,mission,tactical

B.operationalgoal,missionandtactical（方略的）

C.objective,operational,mission

D.mission,tactical,operational

E.tacticalplan,operational,mission

A6.areprimarilyconcernedwithtacticalgoals/plans.

A.MiddlemanagementB.Boardofdirectors

C.ConsultantsD.Seniormanagement

E.Lowermanagement

D7.Whichofthesearep-imarilyresponsibleforstrategicgoals/plans?

A.middlemanagementB.boardofdirectors

C.consultants（征詢者）D.seniormanagement

E.lowermanagement

D8.Astatementthatidentifiesdistinguishingcharacteristicsofanorganizationis

knownas:

A.agoalsstatementB.avaluesstatement

C.anincomestatementD.amissionstatement

E.acompetitive-edgestatement

C9.Theorganization'sreasonforexistenceisknownas:

A.theorganizationrsvalueB.theorganization,svision

C.theorganization'smissionD.theorganization,sgoal

E.theorganization/sservice

C10.'Weseektobecomethemajorcomputermaintenance（維修）businessin

Shanghairisanexampleofastatementyouaremostlikelytofindinthe

organization*s:

A.tacticalgoalsB.operationalgoals

C.missionD.tacticalplansE.operationalplans

B11.Goalsthatdefinetheoutcomesthatmajordivisions（部門）anddepartments

mustachieveinorderfortheorganizationtoreachitsoverallgoalsarecalled:

A.strategicgoalsB.tacticalgoalsC.operationalgoals

D.amissionE.aplan

A12.Specificresultsexpectedfromindividualsarecalled:

A.operationalgoalsB.tacticalgoals

C.strategicgoalsD.operationalplansE.missionstatements

D13.goalsleadtotheattainment（成就）ofgoals,whichin

turnleadtotheattainmentofgoals.

A.Operational,strategic,tacticalB.Tactical,operational,strategic

C.Strategic,tactical,operationalD.Operational,tactical,strategic

E.Noneoftheabove

A14,ThefirststepintheMBOprocessis:

A.settinggoalsB.developingactionplans

C.appraising（兩介）overallperformanceD.reviewingprogress

E.reliant（）ontheobjectives,whichshouldbelaiddown（制定）first

A15.ThefinalstepintheMBOprocessisto:

A.appraiseoverallperformanceB.developanactionplan

C.reviewprogressD.setgoals

E.conductperiodiccheckups（周期的審查）

C16.Contingency（偶爾性）plansare:

A.plansthataredevelopedtoachieveasetofgoalsthatareunlikelytobe

repeatedinthefuture

B.plansthatusedtoprovideguidancefortasksperformedrepeatedlywithinthe

organization

C.plansthatdefinecompanyresponsestospecificsituations,suchas

emergenciesorsetbacks

D.mostimportantintheorganizations

E.noneoftheabove

Al.Achoicemadefromavailablealternativesisknownasa.

A.decisionB.planC.plannedgoalD.tacticE.strategy

C2.Thelowestpossibilityoffailureisassociatedwiththeconditionof:

A.ambiguityB.uncertaintyC.certaintyD.RiskE.twooftheabove

C3.Theclassicalmodelofdecisionmakingisbasedonassumptions.

A.philosophicalB.irrationalC.economicD.uncertaintyE.industrial

C4.Whichoftheseisthefirststepinthemanagerialdecisionmakingprocess?

A.evaluationandfeedbackB.developmentofalternatives

C.recognitionofdecisionrequirementD.diagnosisandanalysisofcauses

E.selectionofdesiredaternatives

A5.Feedbackisimportantbecause:

A.decisionmakingisacontinuousprocess

B.itprovidesdecision-makerswithnewinformation

C.ithelpsdetermineifanewdecisionneedstobemade

D.alloftheabove

E.BandConly

C1.Whichofthesereferstothedeploymentoforganizationalresourcesto

achievestrategicgoals?

A.planningB.controllingC.organisingD.leading

E.strategicmanagement

C2.Strategydefinestodowhileorganisingdefinestodoit.

A.how,whatB.how,whyC.what,howD.what,why

E.when,what

B3.Organizationstructureisdefinedas:

A.thevisualrepresentationoftheorganization

B.theframeworkinwhichtheorganizationdefinedhowtasksaredivided,

resourcesaredeployed,anddepartmentsarecoordinated

C.thedivisionoflabour

D.theunbrokenlineofauthoritythatlinksallindividualsintheorganization

E.noneoftheabove

C4.istheformalandlegitimaterightofamanagertomakedecisions.

A.DelegationB.ResponsibilityC.AuthoriyD.Leadership

E.Spanofmanagement

B5.Whichofthesemeansthateachemployeeisheldsccountabletoonlyone

supervisor?

A.scalarprincipleB.unityofcommand

C.workspecialisationD.divisionoflabour

E.spanofmanagement

C6.meansthatdecisionauthorityislocatedneartheofthe

organization.

A.Centralization,bottomB.Decentralization,top

C.Centralization,topD.Centralization,middle

E.Noneoftheabove

D7.Whichofthefollowingisacontemporaryapproachtostructuraldesignin

departmentalization?

A.functionalB.divisionalC.MatrixD.teamsE.geographic-based

E8.Advantagesofthematrixstructureinclude:

A.Itincreasesemployeeparticipation.

B.Itmakesefficientuseofhumanresources.

C.Itworkswellinachangingenvironment.

D.Itdevelopsbothgeneralandspecialistmanagementskills.

E.Alloftheabove.

A9.Anadvantageofthedivisionalstructureis:

A.concernforcustomers1needsishigh

B.thereislittleduplicationofservicesacrossdivisions

C.thereisgoodcoordinationacrossdivisions

D.topmanagementretainstightcontroloftheorganization

E.thereisnocompetitionforcorporateresources

D10.Disadvantagesofthenetworkapproachinclude:

A.alackofhands-oncontrol

B.thepossibilityoflosinganimportantpartoftheorganization

C.weakenedemployeeloyalty

D.alloftheabove

E.AandConly

E1.Whichofthefollowingisanexampleoforganizationalchange?

A.theswitchtoanewproductionmethod

B.thedecisiontoofferanewproductline

C.theintroductionsofanewpayforperformancesystem

D.alloftheabove

E.AandBonly

A2.Theadoptionofanewideaorbehaviourbyanorganizationisknownas

organizational:

A.changeB.DevelopmentC.structureD.interventionE.responsibility

B3.Environmentalforcesforchangeincludewhichofthese?

A.organizationalplansB.globalcompetition

CpanyproblemsD.organizationalneeds

E.employees

B4.Atwhichstageofthechangeprocessdomanagersevaluateproblemsand

opportunities?

A.monitorforcesforchangeB.needforchange

C.initiatechangeD.implementchangeE.internalforces

A5.GeneralElectric,accordingtoyourtextbook,closeditsmicrowavefactoryin

responseto:

A.internalforcesB.environmentalforces

C.alackofcashflowatGED.demandsbyemployees

E.demandsbylabourunions

D6.Search,creativity,andnew-ventureteamsareallassociatedwithwhichofthe

followingstepsofthechangeprocess?

A.initiatingchangeB.recognisingtheneedforchange

C.implementingchangeD.needforchange

E.analyzingfeedback

C7.AllofthefollowingarecharacteristicsofcreativeorganizationsEXCEPT:

A.useofteamsB.risktakingnorms

C.centralisationD.alongtermhorizonE.loosecontrols

C8.WhichofthefollowirgisNOTacharacteristicofacreativeindividual?

A.conceptualtheoryB.undisciplinedexploration

C.persistenceandfocusedapproachD.authorisationanddependent

E.alloftheabovearecharacteristicofacreativeindividual

D9.Sarah-Maree,anewemployeeofyours,strikesyouascurious,open-minded,

andreceptivetonewideas.YouhavedecidedtokeepyoureyeonSarah-Maree,for

shemayverywellbe:

A.anoutstandingperformer

B.anindividualwithahighneedforachievement

C.asatisfiedemployee

D.acreativeindividual

E.noneoftheabove

A10.Creativeorganizations:

A.arecharacterizedbyanunusuallyhighnumberofroutinejobs

B.arelooselystructuredC.havelittleambiguity

D.havetoomanylayersofmanagement

E.useacentralizeddecisionmakingapproach

A11.is(are)importantrole(s)tobeplayedduringtheprocessof

organizationalchange.

A.TheideachampionB.ThecriticC.Thesponsor

B.D.InventorE.Alloftheabove

C12.Aunitseparatefromtherestoftheorganizationresponsibleforthe

developmentofamajorinnovationisknownas:

A.thenewproductgroupB.thematrixgroup

C.thenew-ventureteamD.theverticalgroup

E.thechangeteam

C13.Thebiggestbarriertoorganizationalchangeisusually:

A.disagreementaboutthebenefitsB.uncertaintyaboutthefuture

C.alackofunderstandingandtrustD.fearofpersonalloss

E.toomuchtrust

C14.Whatisforcefieldanalysis?

A.theanalysisoftheforcesthatdrivecustomerstoacertainorganization

B.theanalysisoftheforcesthatdrivetheorganizationofacompany

C.theprocessofdeterminingwhichforcesdriveandwhichresistaproposed

change

D.theprocessbywhichanorganizationforceschangestooccur

E.noneoftheabove

C15.Whichapproachtochangeimplementationshouldbeusedwhenusers

havepowertoresist?

A.educationB.participationC.coercion

D.topmanagementsupportE.domination

D16.Whichofthefollowingusesformalbargainingtowinacceptanceand

approvalofadesiredchange?

A.educationB.participationC.coercion

D.negotiationE.topmanagementsupport

E17.symbolizestoallemployeesthatthechangeisimportantforthe

organization.

A.EducationB.CoercionC.Participation

D.NegotiationE.Topmanagementsupport

A18.Aflexible,decentralizedstructureencourageswhattypeofchanges?

A.newproductB.technological

C.structuralD.culture/peopleE.product/structure

B19.approachmeansthatideasareinitiatedatlowerorganizational

levelsandchanneledupwardforapproval.

A.Bottom-upB.Top-down

C.horizontal-linkageD.Vertical-matrixE.Noneoftheabove

C20.Thetop-downprocessforchangedoesnotgenerallyworkforchangesin

technologybecause

A.peopleneedtoteamupforthesechanges

B.topmanagerslacktheexpertiseintechnologicalchanges

C.employeedissatisfactionisaforceforchange

D.technologicalchangesaredesignedtomaketheproductmoreefficient

E.noneoftheabove

C21.Whichofthefollowingstatementsisnottrueaboutsuccessfuldevelopment

ofanewproduct?

A.Themarketingdepartmenthasagoodunderstandingofwhatthecustomer

wants.

B.Thetechnologicaldevelopmentoftheproductmustbecompletedbeforeother

departmentscancommencework.

C.Membersfromkeydepartmentscooperateinthedevelopmentofthe

product.

D.Thehorizontallinkagemodelisfrequentlyfollowed.

E.Alloftheabovearetrue.

B22.Almostanychangenhowtheorganizationismanagedfallsunderthe

categoryofchange.

A.productB.culture/people

C.technologicalD.structuralE.noneoftheabove

C23.Whichofthesechangesmayinvolvehierarchy,goals,andprocedures?

A.newproductB.technological

C.structuralD.culture/peopleE.customer

D24.Organizationaldevelopmentcanhelpmanagersaddressproblemssuchas

merger/acquisitions,conflictmanagement,and.

A.culturalchangesB.forcefieldanalysis

C.organizationalproductivityD.organizationaldecline/revitalization

E.noneoftheabove

E25.Organizationaldevelopmentspecialistsidentifythreedistinctstepsfor

achievingbehavioralandattitudinalchanges.Theseare:

A.freezing,changing,andintervention

B.unfreezing,changeagent,andfreezing

C.unfreezing,intervention,andrefreezing

D.intervention,refreezing,andchangeagent

E.noneoftheabove

B1.Theabilitytoinfluencepeopletowardtheattainmentoforganizationalgoals

isknownas:

A.motivationB.leadershipC.persuasion

D.commitmentE.organizationalcitizenship

B.2.Whichofthefollowingisanessentialpartofanydefinitionofleadership?

A.influenceB.PeopleC.goalsD.alloftheaboveE.AandBonly

C3.Accordingtoyourtext,