ＴRUE/FALSEＴ1．Maｎａgemeｎｔｉsoｆtenconｓideｒｅdｕniｖeｒsaｌｂecauｓeｉｔusesoｒｇaｎizatｉonaｌｒeｓｏuｒceｓtoacｃompliｓhgoａlｓａｎdａｔtａinｈigｈperformanｃeｉｎaｌltypeｓｏfprofｉtaｎdnoｔ-fｏr-ｐrofiｔorgaｎiｚationｓ．Ｔ２．Leadershipinvolｖeｓtheuｓeｏfiｎfluencetｏmoｔｉｖatｅe(cuò)mplｏyｅe(cuò)stｏaｃｈievethｅorgａnｉzatｉon’sgoaｌs.F３.Organｉｓingｍｅansdeｆｉniｎｇgoａlｓforfutureｏrganizatioｎalperfｏrmancｅandｄecｉdｉngonthｅtaｓksandrｅｓourｃeｓｎeededtoattaintｈem.F４.Ｅfｆicｉencyrｅｆｅrsｔotheｄegｒeetｏwｈicｈtheorganizａt(yī)ioｎachiｅｖeｓａｓtａt(yī)edobｊective.

Ｆ５.Theｍanager’sabｉlityｔo‘thｉｎkstrａt(yī)egically’reqｕirｅshightecｈniｃalskilｌsandapｒoｆｉcｉeｎcyinspecｉfictａｓkｓwithinaｎｏrganizatioｎ.

Ｆ6.Firsｔ-linemａｎaｇersarethemａｎaｇersｗhｏｈavｅｔheｒeｓpoｎsｉｂilityfoｒmakiｎgtheｓignifiｃaｎtstｒaｔegｉcpolｉcyｄecｉsｉoｎｓ,ofteｎwithstaｆfmanａgｅrｓassisｔingthemｉnｔheｓedeciｓiｏｎs.T１.Tｈelearｎｉｎgorganizａt(yī)ioｎisanattitudeorphilosophy（哲學(xué)）abouｔwｈatanoｒｇaｎｉｚａt(yī)iｏnｃaｎbecｏme.F２.Theesｓeｎｔiaｌideaiｎalｅarningorgａnizatioｎisefｆiciency.F3．Asamａｎａger,Loupreｆerstotｈinｋｉnｔerｍsof‘ｃontrolover’rａｔｈeｒthaｎ‘contｒolｗith’othｅrs.Thiｓisinagreementwｉｔhtｈeideaoｆａlearniｎgorganization．T４．Ｅmpowｅrｍeｎtmeａnsgｉvingemｐｌoｙeesthｅpｏwer,fｒeｅｄom,ｋnowlｅdｇｅ,ａndsｋillsｔoｍａkedecisiｏnsaｎｄｐerformeffｅctiveｌｙ.F5.TheoryＸanｄThｅoｒyY，pｒoposｅdｂｙＤoｕｇlaｓMcGrｅgor,pｒｏvidｅｔｗoｏppｏsｉng（相反的）vｉewsofｗｏrkers:TheorｙXrecｏｇnisestｈatworｋerｓenjoｙacｈｉeｖｅmeｎtanｄresponsibｉlity,whileTheorｙYｒecogｎｉｓeｓ（認(rèn)可)thatwｏrｋeｒsｗillａｖｏiｄworkwheneverpossibｌe.F1、Tｈeｓtudｙofmａnageｍenｔtraｄitｉonallyhasｆｏcusedｏnfactorsexｔeｒnalｔotheorgａnizａt(yī)ｉｏns.Ｔ2、Theｇenｅralｅｎvｉronmentａｎdtｈetasｋeｎvｉronmeｎtaretｈetwolayersｏfanｏrganｉzation’sｅxtｅrnａlenviroｎment.Ｆ3、Cｕsｔomersaｎdcompetｉtoｒsaｒeｔwoｉｍpｏrtantsｅcｔoｒsｏｆthｅｅconomｉcdｉmｅｎsｉｏｎ(次元）ofafirm’sgeneralenvｉｒonｍｅnt.F４.Otheｒorganｉzationｓinthesameinｄｕstｒyｏrtypeofbusｉnessｔhａt(yī)pｒｏｖｉdｅgｏｏdsorsｅrvicestoｔhesamesetｏfcuｓtomeｒｓarerefeｒredtoassuppｌiers．F5．Theinteｒnａlｅｎvironmenｔwitｈinｗhｉchmaｎagersｗoｒｋinclｕdescoｒporate（公司的)culｔure,soｃioculｔuｒalaspectsandcuｓtoｍｅrs.T1、Foundbｅtwｅｅnｔhedomaiｎｓ（領(lǐng)域)ofｌaｗａnｄfreechｏice，ｅｔhiｃs（道德規(guī)范）ｉｓthecoｄｅofmoralpｒiｎcipleｓthａt(yī)gｏvernｓanyiｎdividｕalorgｒｏup.T2、Mostｅthicaｌdileｍｍas(困境）involveacｏｎflicｔｂｅｔweeｎｔheneｅdsｏfｔheｐaｒｔandthewｈole.F3.Thefourａpproaｃheｓtｈatguｉdeeｔhicａldecisioｎmaｋingaｒｅｕtｉliｔariａn（功力的)，ｉｎdivｉdualiｓｍ,mｏral－rightsandobjectiveduaｌiｓｍ（雙重論).Ｆ4.Fｒｅe(cuò)cｈoiceｌｉesbetweenｔhedｏｍaiｎsｏfcodifiｅdｌａwandethicｓ.Ｆ５.Mｏstofthelawｓｇuiｄinghumanrｅsoｕrcemanａｇemｅntarebasedｏnｔheindividualisｍａpｐroach.F6．Cultureisthｅonlｙasｐecｔofanorｇaｎiｚatｉｏnthatinfluｅncesｅtｈics.T7．Allｓtockhoｌdersofaｎorganizaｔioｎareｉtsｓｔaｋeholdｅｒs，ｂutnoｔaｌlsｔａkehｏldersarｅiｔsstockhoｌdeｒs．Ｆ1、Oftｈｅfourmanagemｅｎtfｕｎcｔioｎs,ｏrgaｎｉzingiｓｔheｍoｓtｆundamｅntal（主線的),aｓeｖeｒytｈiｎｇprａcｔical(實(shí)際的)stｅms(血統(tǒng)）fｒomcaｒｅfｕlorgａnｉzａt(yī)iｏn.

T２.Adｅsiredfｕtuｒestaｔethａｔthｅindividｕaloroｒgａniｚaｔｉonａt(yī)temｐtstorｅalｉzｅisagｏａｌ.

Ｆ3．Planssｐｅcify(列舉)fｕtureendｓ；gｏalｓｓpｅcifｙtodａy’sｍeans．

F4.Ｔheａctｏfdetermｉnｉngtｈｅorｇanization’ｓgoaｌｓandtｈｅmｅａｎsfoｒａｃhievｉngthemisｃallｅdgoalｓetting.T5.Goaｌsａｎdplansarｅvaluabletoaｎoｒganiｚaｔｉｏnbｅcａusetｈeｙprovｉdelｅgiｔimａcy(合法）,ｒatioｎale(基本原理)fｏrdｅcisiｏnsanｄａniｎcreasｅinｍｏtiｖaｔion（積極性)aｎｄcommitｍｅnt(承諾）.

T6.Anorgaｎization’smｉsｓｉondescrｉｂeｓitsreａsｏnforｅxistｅnce．

Ｔ7．Mｉssionstａt(yī)emeｎｔsoｆｔenreveａl（顯示）thecompａｎy’ｓpｈiｌosopｈyａsweｌlaspuｒpose.

T８.Ｓｔraｔｅgiｃplansandｇoalsarｅｔhoｓeｔhａt(yī)foｃuｓonwｈerｅｔheorgaｎizａt(yī)ionwａntstobeintheｆutureandpeｒtain（屬于)tｏtheｏrｇanｉzatiｏnasａｗｈoｌｅ.

F9.ＲevｉewｉngｐｒogressiｓthｅmostdifｆiｃultstｅpinａnMBOprocess.

Ｔ10.Long-teｒmｐｌanningｉｎcluｄessｔrａt(yī)egｉcｇoalsｆortｈｅovｅraｌlorganization.F1、Byｆarthｅmostdiffｉcｕｌtdecｉｓｉonsｉtuationisuncerｔainｔy.T２、Achｏiｃｅmaｄeｆrｏmavailablｅａlternativesiscaｌleｄadeciｓion。F３、Tｈeｃlasｓｉcａldｅcisionmakinｇｍodｅlaｓsｕｍeｓthattｈｅdｅciｓion-makerisrational,anｄmakｅstheoptimaldecisｉoneachtime.F4、Deciｓiｏn-makingｍｕstｎｏtbeｄoneaｍidevｅr-chanｇingfactoｒs，ｕncleａriｎfｏrmaｔionandcoｎfｌiｃｔingｐoiｎtｓｏｆｖｉeｗ.F５、AcｃordingtｏｔheＶｒoom-ＪagoMoｄel,leadｅrsshouldｂecoｎceｒｎeｄwithdecｉsioncharacteristiｃslikｅacomｍitmenｔｒeｑuｉremｅnt，probleｍｓtｒuctureandsuｂordｉnａt(yī)eｃｏnflicｔ.T１．Orgaｎizａt(yī)ionａｌstructurｅrefeｒｓtothｅfｒaｍeworｋinwｈiｃhtheorｇanizationdｅｆinesthewａytasksaｒediviｄeｄ,resｏurcesaredeｐloｙedaｎｄｄepaｒtmentsarecｏordｉnａt(yī)ed.T２.Auｔhoｒitｙistｈerigｈｔtoｕseｒｅsoｕｒｃeｓ,mａkedecisioｎsａndｉssueorderｓiｎanoｒganｉzatiｏn．Ｆ3.Gｉveｎthechalｌengｅｓtomｅe(cuò)ｔcuｓtoｍerneedｓａndａｄapttothｅｅnvirｏnmeｎｔ，mosｔｏｒｇaniｚａt(yī)ionsｔoｄａｙｄｉscouragｅmanageｒsｔｏdelegatｅａuｔhoritytoｔheｌowｅrleｖelｓ.Ｔ4.Tｈeｎｕmbeｒofempｌｏyeesreportinｇtｏaｓupｅrvisｏrisｈｉsorherspanofmaｎagｅment．T5.Anadvaｎtageofvertｉcaｌｆｕnctionaｌstｒucｔureiｓitsqｕickresponｓｅtoexterｎalchａnges.Ｔ1、Ｔhesetofacｔｉvｉtｉeｓtｈaｔａreundeｒtａkentoattraｃt,dｅvelopaｎｄmaintainaneｆfecｔiveworkfｏｒceiｓrｅferredtoａｓｈumanresourcemanａgeｍent.Ｆ2、Aｎiｎｔerviｅwiｓaｏne-waycｏmmｕnicationchanneltｈatallowsthｅorganizatiｏntooｂｔaiｎｉnforｍatiｏnabouttｈeaｐplicａnｔ．Ｔ3、HＲplanｎiｎg,choosingreｃruiｔｉngsoｕrces,ａnｄsｅlectingtｈeｃandｉdateaｒｅthefiｒstｔhreestepsｉｎｖolvedｉnattractinｇａneffectiｖｅworkfoｒce.Ｔ4、Ｔhｅvaluｅofanexｉtiｎｔｅrviewiｓtoｐrovｉｄｅaneｘcellentａndiｎeｘpeｎｓivｅtoolfｏrｌeａrniｎgaｂoｕtpocketsoｆdｉssatisｆactiｏnwｉthｉnthｅｏrgａnｉzａt(yī)ｉonandｈencefoｒｒeducｉnｇｆuｔuｒeturnover.MultiplｅChoｉceＣ1.Tｈefｉgureｈeadroleinvolveｓ:A.mｏtｉvatingａndcｏｍmuｎｉcａｔingｗithstａff B.initiａｔinｇ（發(fā)起)chａnge C.ｈａnｄｌiｎgceremonial（正式的)andsyｍbｏlｉcactivities Ｄ．ｄevｅloｐiｎｇinfｏrｍationsｏuｒcｅswithinｔhｅoｒganizatｉon Ｅ.stａyingwｅllinformeｄaboｕtｃuｒrentaｆfａirs

Ｂ２.Ｈｏwanｏrganizａt(yī)ｉonｇoesabouｔaｃｃｏmplishｉngaplａniｓakeyｐaｒｔofthemanａgemｅnｔｆunctiｏｎoｆ:A.ｐlanning B. ｏrgａｎｉzing C.leading Ｄ.cｏntrolliｎg Ｅ.motivatiｎgE３.Whichoｆthefolｌowｉngisnoｔafunｃtionｏｆmanagemｅnt?Ａ.?ｃoｎtrｏl B.plaｎ C.oｒｇanizｅ D. ＬeadE.performanceＡ4.Ａｓocｉａｌentity(本質(zhì))ｔｈaｔisｇｏalｄｉrectｅdaｎddelibｅraｔeｌy（慎重地)structuredisreｆerredｔoas:ａnorganizationＢ.manａｇemｅｎtＣ.ｅmployeesＤ.studentｓE.tasks

Ｃ5．Whicｈofthｅfoｌlowingtｙpｅsofskiｌｌsiｓｔｈeｕndersｔａndinｇofandpｒoficiｅncyinｔhepｅｒfoｒmａncｅofsｐeｃｉfictaskｓ?A.hｕmａnskillB．leadeｒsｈipskｉlｌ?C．tecｈniｃaｌskillD.ｃonceptual(概念上的）skiｌl E.socｉａlｓkillE6.Ｔheinfｏrｍatioｎａlrｏｌe，acｃｏrdingｔoMintzbeｒg,isa(n）＿_(dá)___＿_(dá)__＿_(dá)_role?Ａ.ｅｎｔreｐｒｅneuｒ（公司家)B.lｅａder C.fｉｇureheａd(有名無實(shí)的領(lǐng)袖）Ｄ.cｅlｅbｒatｏrｙ?E.mｏnitoｒE1．____＿＿＿_(dá)＿_(dá)forcesrefertothoｓeaｓpｅctsoｆａculturethatｇuiｄｅaｎdinfｌuencｅrｅlationshｉｐsamｏngpｅopｌe.A．Ｌｅｇaｌ B.Ｅconｏmic?Ｃ.PoｌｉticaｌD.Psychologicａｌ?Ｅ.Social

E２.Ｖａriａｂleｓ(變量)sucｈaｓiｎtｅｒestratｅs，inflatioｎ(通貨膨脹）ａndtraｄetariffs（關(guān)稅）ａｒeallｅｘaｍｐｌesoｆ____＿＿_(dá)__foｒces.Ａ．teｃhnoloｇical?B．polｉｔicalC.sｏｃiaｌD.ｓｏｃｉo-educaｔionaｌE．noneoｆｔｈeａboｖｅ

Ｄ3.Ｓtrategｙhaｓｔraditionalｌybeenthesoｌｅ(唯一的）reｓponsibｉｌitｙoｆ:Ａ. mｉｄdleｍanagement?B.?prｏjeｃtmaｎaｇers?（項(xiàng)目經(jīng)理）C．?companｙaccountants D.?toｐmanaｇｅｒs

C4.Duringtｈeearlｙtwentiethcentuｒy,ｔhｅprevａiling（普通的)ｍaｎaｇｅmentpｅrspecｔiｖｅ(觀點(diǎn)）,whichemｐhasisｅdｒatｉonａlity（合理性)andascｉentificappｒoacｈ，ｗasｔｈe_____＿_(dá)__pｅrｓpectｉvｅ.A.?sｃｉｅｎtific B．beｈaviourａｌ C.ｃlassiｃａl D.quanｔiｔative?E． Ｐareto

C5.Thethreesuｂfiｅlｄs(子域)oftheｃlassicalperspectiveｉnclｕde:A.

ｂuｒeａucratｉcｏｒｇａnizaｔioｎ,quaｎｔitativemａｎagｅment,aｎdｔhｅｈumanrelationsｍoveｍeｎtB.

quaｎtitativemanａgemｅnt,bｅhaｖiouralｓcｉence，ａndadｍiｎｉsｔｒativeｍanaｇeｍentC.ａｄministraｔiｖeｍａｎagｅmｅnt,ｂｕreauｃraticorｇａnｉzａt(yī)iｏn,andscieｎtificmａnagemｅnｔ?Ｄ.scientifｉcｍaｎaｇemｅnt,quａｎtitativemaｎagｅｍent,anｄaｄministrａt(yī)ｉvemanａｇeｍent?E.noｎeｏftｈeabｏve

B6．Brucｅbelievｅshｉｓempｌｏyeｅsareresｐｏｎｓｉbｌeａnｄabletowｏrｋｗithoｕtｉnｔeｎseｄiｒectioｎandsupervisiｏn(管理）.Heisａ：A. ＴheｏryXmanager?B.TheｏryYｍanager Ｃ．?TheoryZmanager?D．contingenｃy(偶爾性）theｏrymaｎａger E.?claｓsicalmaｎagerB1.Whichofｔhesｅisaｐaｒtofanoｒganiｚatｉｏｎ’sinｔerｎalenvｉroｎｍent?A. ｉtscustomers?B.ｉｔｓsａlespｅｏpｌe C.itｓwａgｅstruｃｔｕｒe?D．itssuppliers?E.iｔscompetitorＥ2.The__＿＿_(dá)＿_(dá)__＿enｖiroｎmｅnｔrepresents（表現(xiàn)）ｔｈeｏutｅrlayｅrｏｆtheｅnvironmｅntanｄaffecｔｓorgaｎizations_＿_(dá)＿_(dá)_＿_(dá)__.A． ｔaｓk;ｉndirecｔly B. geneｒal;dirｅctly?C．?iｎternａｌ;diｒecｔｌｙ?D．internal;iｎdiｒｅctly(間接地)E.gｅneraｌ;ｉndiｒectlｙ

C3．ＷhichofthｅseisNOTapartofanorgａniｚａｔion’sgｅneralｅnviroｎｍent？A. ｔechnologiｃaｌ B.?ecoｎomic?C.ｃompeｔitｏrs?Ｄ.lｅgal－ｐolｉtical E. ｓｏｃｉo－culｔural

D４．Anorｇaniｚatiｏn’stasｋｅnvironmｅnｔｉncludeｓallofthｅfollowingＥＸCEPT:A. ｃompetitors?B. ｃｕstomｅｒs?C.labormarketｓ D．ｅmｐloyers E. sｕpplｉersA5.Whichoftheｓｅａreｉncluｄedinanorganizａt(yī)iｏｎ’stａｓkeｎviroｎment?Ａ.?ｓuｐplｉerｓ?Ｂ.?accouｎtinｇｐrocedures (手續(xù)）Ｃ. tｅｃhnology D. ｇoveｒnｍent E. demograｐhｉｃ（人口記錄學(xué)的）ｃhａracteristics

B６.Whichofthefolｌｏwingcｏnsistsofdｅmｏgrapｈicfacｔors,sｕchａspｏｐulatioｎｄenｓiｔy?Ａ. technoｌogicalｅｎｖiroｎｍent B. sｏciｏculturalenvｉｒonｍｅnｔ C.?legaｌ-pｏｌiｔicaleｎvironmeｎt?D.?ｉntｅrnalenviroｎmｅｎt Ｅ. economicenvｉronment

Ｂ7．Ｔｈe_＿_(dá)_______represeｎtspeoｐleinｔｈeenviｒonmentｗｈｏｃａｎbehirｅdｔoworkforthｅorgａniｚａｔioｎ.A.cｏmpｅtitors B.lａbourmａrｋetC.suppｌiers?D.ｃuｓｔomerｓE.goveｒnment

C8．Whｉchｓtatemeｎt（敘述)beｌoｗｉscｏｒｒect？A．?Whｅnenvironmeｎtisｄyｎamic（活躍的),uncertainｔyiｓlow.?B.?Whｅntheeｎvｉrｏｎmentisunsｔａble(動(dòng)態(tài)的）,uｎcertaiｎtyislow. C. Adynａmicenｖｉronmenthaｓmoreuｎｃertａintｙtｈａnaｓｔableenｖironmeｎt. D.Thｅstａｂｉｌity(穩(wěn)定性)oftｈeenviroｎｍenｔdoesnotdeteｒｍｉnetｈesｔｒｕctuｒeofｔｈｅfirm．E.Noneｏftheabove.A9.Resｅarchhasｆoundｔhaｔa(n）_＿_(dá)＿_(dá)＿_(dá)＿_(dá)_struｃtureworksbeｓtｗheｎorgａｎiｚaｔionｓeｘｐerienｃeunｃertainｔｙ.A. ｆlｅxiblｅ (靈活的）B.mｅcｈａnistic（機(jī)械的）Ｃ.intuitivｅ(直覺的）D. ｉｎorganic E. riｇid（死板的)C1、Ｗhｉchｏｆtｈesereferstothecｏdeｏfmoraｌpriｎciplesanｄｖaｌuestｈatgovernbｅhaｖiorwiｔhreｓｐecttowｈaｔisrｉghtandwｒoｎg?Ａ.?ｓocialresｐｏｎsｉｂilityＢ．?frｅe(cuò)domain?C． ethｉcs?D．?ｃodifiedlaw （編纂法典)E． dｉscrｅtiｏnary(任意的）responsibｉlitｙ

Ｅ2.Aｒound＿_(dá)_＿pｅｒｃentoｆadｕlｔsｒeacｈtｈelevelthreesｔageofｍｏraldevｅlopment．A.3０ Ｂ.40?C.50?D．80?E.2０

A３．Eｔhicsｄeａｌswitｈ____＿＿_(dá)ｖalｕeｓｔhａｔａrｅapartoｆcorpｏratecuｌｔureaｎｄshapｅsdecisiｏnsconｃernｉnｇｓocialrespoｎｓibｉlitywｉtｈreｓｐecttｏthe_____＿_(dá)enviｒonmｅｎｔ.A.internaｌ/extｅｒnal?B.ｅｘｔerｎal／exteｒｎａl?C.inｔeｒnal/iｎｔｅrｎａl D．ｅｘternal/iｎternａlＥ.ｎonｅofｔｈｅａbove

B4.Tｈeassuｍption(假設(shè)）ｔhaｔ‘Ifit’snoｔiｌlegal，itｍｕstbｅe(cuò)ｔhicaｌ，’igｎorｅｓwｈｉｃhofｔhｅｆollｏｗiｎg?A.?domａiｎofcｏdｉｆiedlaw B. domａｉnofethｉcs?C.?domainｏfｆreechｏicｅ?D. ｄiscｒeｔionａｒyｒesponsｉbilｉｔy E．?domaｉｎofsymｂｏlism

C5.Thegｏｌｄｅnruｌe‘ｄｏuntｏotｈersasｔhｅyｗｏｕlddｏuntｏｙｏu’is:A. ａnexａmplｅoftｈeutiliｔarianapproａchtｏｅｔhiｃalbehａvioｕr B. representatｉｖeofｔhemoral－jｕsticeapｐｒoacｈtｏmoraldｅcisionｍakｉnｇ?C. anexａmpleoｆthevａlueｓthatｇuidetｈeindｉvidｕalismaｐｐrｏachtoeｔhicａlbehaｖioｕｒ?D．?anage-ｏlｄｐieｃeofaｄviｓｅnoｔtｏbeｔakｅnｔoosｅriously?E． anexampleｏfthejuｓtｉceａｐprｏachｔoｅthicalbehaviouｒ

B6.Iｎdividuaｌiｓｍiｓmoｓtｃｌosｅlyrelatedto:A. ｓocialresponsibｉlitｙB.freechoiｃe C． economicresｐonsibｉliｔy Ｄ.ｃoｄiｆiedｌaw?E.?togｅthｅｒness

D７．Sexualhａｒasｓment(性騷擾)ｉsｕnetｈicalbｅcauseiｔviolates（違反)animｐortantpartofwhichａpproａchtoethicalbehａvior?A.?tｈeutilｉtaｒiａnａppｒoach B.ｔｈeindivｉduaｌisｍapproaｃh?C． thejusticeaｐproach?D.themoral-rightsapproach Ｅ.?thedefｅｎsiｖe（防御的)apｐroach

D8.Mosｔofthelａwsguidiｎghumanresourｃemanａgeｍｅｎtａrebａsｅdｏntｈｅ:A.uｔｉｌiｔaｒianaｐｐroach Ｂ.moraｌ－rightsapproach Ｃ.inｄivｉdualiｓmapproachD．jｕｓticｅａpproach E.ｃollecｔiｖｉsm（集體主義)approacｈC１.Adｅsiredｆuturｅstatｅthａｔanorgａｎizatioｎatｔemptsｔｏｒeaｌｉsｅ(明白)ｉｓcａllｅda（n):pｌan?Ｂ.ｖisionstａt(yī)emeｎt?Ｃ．?ｇoａｌ D.mｉｓｓionｓtａt(yī)emeｎｔ E．ｉdea

Ａ2.＿_(dá)＿_(dá)____＿＿sｐecifyfｕtureendsand___＿_(dá)__＿_(dá)＿sｐecｉfytoｄay’smeaｎs.Ａ.Goals,pｌansB.Pｌanｓ,goａls C.Pｌanｎing,organｉｓｉng?D.Iｄeａs,behａviouｒｓ E.Missｉon,visｉｏnC3.Wｈicｈｏｆtheｓｅiｓthｅａctoｆdeｔerｍｉningｔheorganizａｔion’sgoalsandtｈｅmｅaｎsforachieｖingthem？A. oｒgａｎising B.brainstorｍiｎgＣ．planｎingD．devｅｌoｐiｎgamissiｏｎE.ａｂluｅｐriｎtB４．Thｅplanninｇｐroｃeｓsbｅgｉnswiｔhｗhｉｃhｏftheｓe?A． ｔhedeｖｅｌopmentofoｐeｒational(運(yùn)作的）goaｌｓ B. theｄeｖelｏｐｍｅntofamissionｓｔａt(yī)ement?C. comｍunicationofgoalstoｔhｅreｓtoｆtｈeoｒｇaniｚatｉoｎ?D.acoｍpａnｙ-ｗidemeｅｔｉng E.?bｒａinｓtｏｒmｉnｇ

D５.The__________isthｅｂasisｆoｒthｅsｔraｔegiｃlevｅlofgoalsａｎdplansｗｈｉchintuｒｎ(空的）shaｐestｈe_____＿_(dá)＿_(dá)＿ａnd__________lｅｖeｌ．Ａ.?ｇoal,misｓion,tacticaｌ B. operationalgoal，missｉoｎandtａｃtｉcａl (策略的)C. objｅｃtiｖｅ,operaｔｉonal，missiｏn D.mission，tactiｃal,operａt(yī)ioｎal?E．?tactiｃaｌplaｎ,oｐerａt(yī)ｉonaｌ，missｉｏｎ

Ａ6.______＿＿_(dá)＿aｒeprimarilｙconcｅrnｅdwitｈtactｉｃalgoals/plａns.A. Ｍiddｌemａｎagemenｔ?B. Boarｄoｆdirｅctoｒs?C.?Conｓｕlｔａnts?D.Ｓeniormaｎagemｅnｔ E.?Lｏｗermａnaｇement

Ｄ7．Whiｃｈｏfｔheｓeaｒeprimaｒilyｒｅsｐｏnsｉblefｏrstrateｇicgoals/ｐlａns？A. mｉddleｍaｎagemeｎt?Ｂ.bｏardｏfdiｒeｃｔorｓ C. ｃonｓuｌtants(征詢者）Ｄ.seniｏｒmanageｍent?E.lowermanaｇemｅnt

D８.Ａstatementthatidｅnｔifieｓdiｓtiｎguisｈｉｎgchaｒａcteｒisticsofanorganiｚａt(yī)ioｎｉsknowｎaｓ:A. agｏalｓｓｔaｔemeｎt B. avalｕesstａt(yī)eｍenｔ?C.?aｎincomesｔａt(yī)eｍent D．ａmissioｎstａｔement E. acompｅｔｉtｉve-edｇeｓtaｔｅmｅnt

C9.Theｏｒganiｚation’srｅasonｆｏｒexiｓtenｃｅisｋnoｗnas:Ａ.?theorganizaｔion’sｖａlue?B. ｔhｅｏrｇanｉzａｔiｏｎ’svｉｓｉon?C.?thｅorgａnization’sｍissｉon?Ｄ．theｏrganiｚaｔｉon’sgｏａl?E. thｅorganｉzaｔion’sservｉce

Ｃ10．‘Weｓｅe(cuò)ktoｂｅcomethemajoｒcompｕtermａｉｎｔenａｎcｅ（維修）businessinShanghai’isanｅxampleｏｆａstａｔeｍentｙoｕaremoｓｔlｉkｅlytofiｎdｉntｈeorｇanizatioｎ’s:A.?ｔａｃｔｉcaｌgoals?B．?operatｉonａｌgoａlｓ?C. ｍｉssion?D.tacｔicalpｌａns?E.?ｏpｅrａt(yī)iｏnaｌplａｎsB11．Goaｌsｔhａt(yī)definetｈeouｔcomesｔhatmaｊｏrｄiviｓions(部門)ａnｄdeｐartmentsｍustacｈieveinｏrderfｏrthｅｏrgａniｚａt(yī)iontｏreachｉtsoveｒalｌgｏalｓarecａlled：A．strａt(yī)egicgｏalsB.tａcｔｉcalgｏａlｓC.operａt(yī)iｏnalgoａlsD．a(chǎn)ｍissｉon?E.ａplanA1２．Speｃificresｕltsexpectedfromiｎdiviｄｕalｓａrecalled:A. operaｔｉｏｎａlgoals?Ｂ. ｔａｃtiｃalｇｏａls?C. strategiｃgoals?D.opeｒationalplaｎｓ E. miｓsionstａt(yī)emｅntsD13．__________goaｌｓleaｄtｏtheａｔtａinmeｎt（成就)of___＿＿_(dá)____ｇoａｌs,ｗhichinｔurｎleadtｏthｅattａinｍenｔof＿＿_(dá)＿＿_(dá)＿_(dá)__gｏals.Ａ.?Operａt(yī)ionaｌ,stｒateｇｉｃ,tacticaｌ B.?Tactiｃal,operational,strａｔegｉｃ?Ｃ.?Stratｅgｉc,taｃtiｃaｌ,opeｒatiｏnal?D.Operａt(yī)ｉonａl,ｔactｉcal,strａｔegic?E． Noｎeoftheaｂove

A１4.ThefｉrｓtstepinｔheMBOproceｓsiｓ:A. sｅttｉnggoaｌs B．deｖｅｌopingactionplans Ｃ．?apｐrａｉsｉng（評(píng)價(jià)）overaｌlpeｒforｍancｅ D.ｒeｖiｅwｉnｇproｇｒｅss E．?reliaｎt(依賴）ｏｎtheobjeｃｔives，whiｃｈｓhoｕｌdbeｌaidｄoｗn（制定)firｓｔA１5.TheｆinalsｔepintheＭBOprocessisｔｏ：A.ａpprａｉｓeoveｒａlｌperfoｒｍaｎｃe B.dｅvｅlｏpanａctionplaｎ?C.rｅviewprogrｅｓsD.ｓｅｔgｏａｌs Ｅ.condｕｃtperiodiｃcｈeckｕps(周期的審查）

C１6.Cｏｎtinｇencｙ（偶爾性）plaｎsaｒｅ:Ａ. pｌaｎsthａt(yī)aredeveｌopeｄtoachievｅａseｔofgoalsｔｈａt(yī)aｒｅuｎlikelyｔｏbeｒepeatedｉｎthefuｔure?Ｂ.?plaｎｓtｈatuseｄｔｏproｖiｄegｕidａncefoｒtasksperfoｒmedrepeatedlywitｈinｔhｅorganizaｔioｎ?C.?pｌanstｈatｄｅfinecｏmpanｙｒeｓpｏnsesｔｏspecifiｃsituａt(yī)ionｓ,suchasemeｒgencｉeｓｏｒｓｅtbacks D.mosｔiｍportantｉntheｏrｇaｎizaｔiｏnｓ Ｅ.noneofｔｈeａboveＡ1.Acｈoｉｃｅmadefroｍavａｉlaｂlealterｎativesisｋｎownasa＿＿_(dá)＿_(dá)___＿.A．

decisｉｏn

B.

pｌａｎ

C.

ｐｌaｎneｄｇoaｌ

D.

tacｔic

E．straｔegyC２.Theｌoｗeｓtｐｏｓｓiｂｉlityoffaiｌurｅisａｓsｏcｉatｅdwiththｅcｏndｉｔiｏnof:A.

amｂｉguity

B.

uncｅrtaｉnty

Ｃ.ceｒtaｉnty

Ｄ.

RiskＥ.

twooftheaboveC3.Theclassicａlｍodeloｆdｅcisiｏnｍaｋｉngｉsbasedon____＿＿＿_(dá)__assumptiｏｎs．Ａ.

pｈiloｓophical

B.

ｉｒrａt(yī)ional

C.

eｃｏnomic

D．

ｕｎｃerｔaiｎty

E.

ｉnduｓtriａlC４.Ｗhichoftｈeseisthefiｒststｅpｉｎthｅmａnａgｅrｉaldeciｓｉｏｎmakiｎｇprocess?Ａ.

evalｕaｔionａndfeeｄbacｋ

B．

dｅveloｐmｅｎtofalterｎaｔives

Ｃ.

recｏgｎitｉoｎｏfｄecｉsionrｅｑuirement

D.

ｄiａgnｏsｉｓandanalyｓｉsofcausｅｓ

Ｅ．

selｅctionofdｅsｉredalternatiｖeｓA５.Ｆeｅｄbaｃkｉsｉmportａｎtbecause:A.dｅcisioｎｍaｋinｇiｓacontinｕoｕsprｏceｓs

B.iｔpｒoviｄesdecisiｏｎ－mａkeｒswithneｗiｎfoｒmatｉｏn

C．ithelpsdeterｍｉneifaｎewｄeｃisiｏnnｅe(cuò)dsｔobemａde

D.

alloftheaｂove

E.BandＣｏnlｙC1．Whｉｃｈｏfthesｅrｅfｅrstothｅdｅploymentｏforganizationalrｅsｏurceｓtｏachievestrategｉcgoals?Ａ．planｎinｇB.controlliｎgC.orgａniｓingＤ．leadiｎgＥ.ｓtrategｉcｍanageｍｅntC2.Sｔrａt(yī)ｅgydefines____＿_(dá)_ｔodｏｗhｉleorgａniｓinｇdｅfｉnｅｓ__＿＿_(dá)__ｔodoit.A．hｏw，whatB．hｏw,ｗhｙＣ.ｗhaｔ,howD．what,whyE.ｗhen,whatB3．Ｏrｇanｉｚａｔｉonｓｔructｕreisdefinｅdａｓ:A．ｔhｅvisualｒepreseｎｔationofｔｈｅoｒgaｎｉzａｔiｏｎB.thｅｆraｍewoｒkinwhiｃｈtheorganiｚａt(yī)ｉondｅfinedhowｔasksarediｖided,ｒeｓｏurcesａrｅdeployｅｄ，andｄepａrtmentsareｃoｏｒdinatedC．thｅｄivｉsionoｆlａbｏurD.theunbroｋｅｎｌｉneofauthｏｒｉtythatlinksaｌｌindｉviｄuａlsintheorganizatiｏnE.noｎeofthｅaboveＣ4.＿_(dá)_＿＿_(dá)_＿_(dá)＿istheformａlandlegｉtiｍａt(yī)erighｔofamａnagerｔomaｋedｅｃiｓioｎs.A.DelegatｉonB．ＲｅspoｎsibilｉtyＣ.AuthｏrityＤ.LeaｄersｈipE.ＳpanofmaｎagｅｍentＢ5．Ｗhicｈoftｈesｅmeaｎsｔhatｅachempｌoyeｅisheldaccｏunｔabletooｎlyonｅｓupervisｏｒ?A.scａlａｒprincipｌeB.uｎiｔyｏfｃｏmmandC.workspecialisaｔionD.divisionｏｆlabourE.ｓｐaｎofmanageｍｅntＣ6．_＿＿_(dá)_＿_(dá)＿_(dá)_mｅaｎsthatｄeｃisionauｔｈoritｙislocatednｅarthe____＿_(dá)__＿＿oftheorｇanｉzatiｏn．A．Ｃentraｌization,ｂoｔtomＢ．Dｅcｅntralｉｚａt(yī)ion,ｔopC.Centralizａｔｉoｎ,ｔopD．Ceｎｔｒalization,midｄｌｅＥ．NoneofｔｈeabovｅD７.Ｗhiｃhｏｆthefollowiｎgisacoｎｔemporarｙａｐｐｒoachtostructuraldesiｇnindeｐartmeｎｔａliｚatｉｏn?A．fuｎctiｏnaｌB．ｄivisｉoｎalC.Mａt(yī)ｒｉｘD.teaｍｓＥ.geographic-bａsedE8.Advantagesoｆｔｈemaｔrｉxstrｕctureｉnclude：A.Itincreaｓeｓｅmployeeｐarticipａt(yī)ion．Ｂ.Ｉtmakｅsefｆｉｃiｅｎｔuseｏfｈumanrｅsources.C.Itｗoｒkswellｉnａｃhａngingenvｉronmｅnｔ.D.Itdevelopsbothｇeneｒalａndspｅｃialistmａnagementｓkills.E.Alloftｈeａｂoｖｅ.A9.Anａdvantaｇｅofthedivisｉonalsｔｒuctｕreｉs:A.ｃonceｒnforｃｕstｏｍｅｒｓ’needsisｈiｇhＢ.therｅiｓlittｌedｕｐlｉcaｔiｏnofｓeｒｖｉceｓａcrossdiｖisｉoｎsC．thereiｓgｏｏdcoordｉnatｉｏnａcｒoｓsdivisionsD．toｐmａｎａｇementretainstighｔcontrｏloｆｔheorgａｎizatｉonＥ.tｈereｉsnoｃompｅtｉｔiｏnforｃｏrｐoraｔeresourceｓD10．Ｄiｓadvaｎtａgesofthｅnetwｏｒkappｒｏａchincluｄe：A.ａlackofhands-oncｏntrｏlB.thepｏsｓibiｌityｏfｌosiｎganimpｏｒtａntpaｒtoftｈeorgａnizationC.wｅakeneｄeｍployｅe(cuò)ｌoyａltyD.allｏftheabovｅE.ＡandCoｎlyＥ1.

Ｗhiｃhoｆthefoｌlowinｇｉｓanexaｍpleoforgaｎiｚationａlchange？Ａ.

ｔhesｗitｃhtoaneｗprｏductioｎmｅtｈoｄ

Ｂ．

thedｅｃisiｏｎｔooffeｒanewproducｔlineＣ.

ｔhｅiｎtｒoductioｎsｏfａnｅwpayforpｅrｆｏrｍａncesyｓtｅm

D.

allｏftｈｅabovｅ

E.

AandＢonlyA2.

Ｔheａdopｔionofanewideａoｒbehaviouｒbｙaｎorgaｎiｚａt(yī)ioｎｉsｋnoｗnaｓorｇanizａt(yī)ｉonaｌ：

Ａ.chaｎｇｅ

Ｂ.

DeveｌoｐmeｎｔＣ.ｓｔructurｅD.intｅrveｎｔiｏｎ

Ｅ.rｅｓponｓiｂiｌityＢ3.

Enｖironmenｔalfｏrcｅsforchａnｇｅincludewhichｏfthese?

A．organiｚatｉonａlplans

B．gｌoｂａlcｏmpetition

Ｃ．companyproｂleｍs

D.orgａｎizaｔionａlneeｄs

Ｅ.employeeｓＢ４.

Ａtwhichstageoftheｃhａngｅpｒocesｓdｏmanａｇeｒsevaluateproｂｌemｓandopｐｏrtunｉties?Ａ.

ｍonitoｒfｏrcｅｓｆoｒchangeB.

needfoｒcｈaｎgｅ

Ｃ.initiａt(yī)ecｈange

D.imｐleｍｅntchangｅ

Ｅ.internalfｏrceｓA5.

GeneralElectric,accoｒdingtｏｙｏurtｅxtbook,closedｉtsmｉcrowavefaｃｔoryinreｓponseto:Ａ.intｅrnaｌfｏrces

B.ｅｎvironmｅntaｌfｏrcｅs

C．a(chǎn)lackｏｆcashflｏwatGＥ

D.ｄemandsｂyemｐｌoyeｅs

Ｅ.ｄemanｄsbylabouruｎionｓＤ６.

Ｓｅarcｈ,cｒeatｉvity,andnｅw-ventｕｒetｅamsareallassociateｄwithwhichｏｆthefollowingsｔepsoｆthechangeproｃeｓｓ?

A.

ｉniｔiatingchaｎｇe

B.recogｎisiｎgｔｈeneｅｄforｃｈａnｇe

C.implemenｔingcｈanｇe

D.neeｄｆｏｒchaｎｇe

E.anａlyzingｆｅe(cuò)dbａcｋ

C7.

Ａｌｌofthｅfolloｗiｎｇarｅchａｒacteristicsofcrｅａt(yī)iveorganｉｚationsEXCEPT：

Ａ.

ｕseofteams

B.

rｉskｔakｉngnormsC.centralisａｔｉon

D.ａlongteｒmhorｉzon

E.loosｅcontｒolsC8.

WｈｉchofthefolｌowingisNOＴacｈａracteｒｉstｉcofａcreativeindｉvｉdual?

A.ｃonｃeptuａｌtheｏｒy

B.undisciｐｌinedexplorａt(yī)ion

C.

perｓiｓtencｅaｎdfｏcusｅdapｐroach

D．a(chǎn)uｔｈorisaｔionaｎddependent

E．a(chǎn)lloftｈeａboveａrecharactｅｒiｓticｏfacreａt(yī)ivｅindiｖiduａlD9.

Saｒaｈ－Mａree,ａnewｅmployeeofyoｕrs,strikｅsyｏuasｃuriｏｕs，ｏｐｅn-mｉｎded，andreceptivｅｔoｎewideaｓ．YouhaveｄｅcｉdedtoｋeepyoureyeonSarah-Maree，forsｈemａyvｅｒywellbｅ:

A.

anｏutstａndinｇpeｒfｏrmer

Ｂ.

anindiｖidｕalwitｈaｈighneedfoｒachieｖement

C.asａt(yī)ｉsfiｅdempｌoyｅe(cuò)

Ｄ.ａcreativeindiviｄuａl

Ｅ.nonｅofthｅabove

A10.

Ｃｒeativｅorgａniｚatioｎs：

A.aｒｅｃｈaｒaｃteriｚedbｙaｎuｎusuａllyhighnumｂerｏfｒｏutineｊobsB．

aｒelooseｌyｓtrｕctured

C.haｖeliｔtleａｍbiguity

D.havｅtooｍanylayerｓofmanagement

E.usｅacentralizeddｅcisionmakinｇapprｏachA１1．

__＿_(dá)＿_(dá)____is(arｅ)impｏｒtantrole（s)tｏbepｌａyｅddｕrｉｎgｔhｅprocessofｏｒganizａt(yī)ionalcｈange.Ｔheiｄeacｈａmpiｏｎ

B．

Tｈｅｃｒiｔic

C.Theｓｐonｓor

D.InveｎtｏｒE.ＡｌlｏfthｅａboveC1２.

Ａuｎitｓeｐarａt(yī)ｅfrｏmtherｅstoftheｏrganｉｚatｉoｎｒesｐonsｉｂleｆorthedeｖelｏpｍentｏfamaｊoriｎｎｏvaｔioniｓｋnoｗnas：

A.

thenewproductｇrｏup

B．

thematrixgroup

C.

tｈeｎew-venｔuｒeteam

D．

ｔheｖertiｃalgｒouｐE．

tｈeｃhaｎｇeteａmC13.

Tｈeｂiggeｓtbarrｉｅrｔoorgａniｚatiｏnalchanｇeiｓusualｌy:

A.

ｄisａgreｅmenｔａbｏutthｅbeｎｅfits

B.

unceｒtaｉntyaboutthefutuｒe

C．

aｌacｋoｆunｄｅrｓtanｄｉngａnｄtrust

Ｄ.

fｅarｏfpｅrsoｎalloss

E.

tooｍuｃhtrusｔ

Ｃ14.

Ｗhａt(yī)iｓfoｒｃefieｌdaｎalyｓｉｓ?

A．thｅａnalyｓisoｆtｈｅfoｒｃestｈatdrivｅcｕsｔomersｔoacertainｏｒgａnization

B.tｈeanaｌysisofthｅfoｒcesthatｄrivethｅｏrgａniｚaｔｉonofaｃｏmpａny

C.theprｏceｓsofdeｔeｒmｉnｉｎgwhichforcesdｒiｖeａndwｈichreｓｉsｔapropｏsedｃhaｎge

Ｄ．tｈeprocesｓｂyｗhicｈaｎoｒｇanｉｚａt(yī)iｏnforcesｃhangestooｃcur

E.nonｅofｔhｅaboveC15.

Whｉcｈａppｒoaｃhtocｈangeimｐlementａt(yī)ionｓhouldｂeｕsedwhenuｓershａvepowerｔorｅsｉｓｔ?A.

eｄuｃatｉｏn

B.

ｐaｒticipation

C.

coercｉｏnD.

toｐｍaｎagemenｔsupport

E．

dominatｉｏnD16.

Whichoｆtｈｅｆollowｉｎguｓeｓformａlbargaｉninｇtowinaｃcepｔaｎｃeaｎdapproｖalofａdesiredcｈaｎge?

A.

ｅdｕｃａt(yī)iｏｎ

B.

pａrtiｃｉｐatｉon

C．

ｃｏｅｒciｏn

D.

negｏtiatｉｏn

E．

topｍaｎａｇemｅｎtｓupport

E17．

＿_(dá)_＿＿_(dá)____ｓymbolizestoaｌleｍployｅe(cuò)stｈaｔtｈｅｃhanｇeisｉmpｏrｔａntforthｅorganiｚation.Ａ.

Eｄucａt(yī)ion

Ｂ.

Ｃoercioｎ

C.

Parｔiｃｉpatiｏn

D.

Negotiaｔion

E．

ＴｏpmanagemenｔsｕｐportA１8．

Afｌｅxible,dｅcentraｌizedｓtruｃtuｒeeｎcoｕrageswhａt(yī)typｅofcｈanｇes？

A.

ｎewproｄuct

B.

ｔechnologiｃaｌ

C.

stｒｕcｔurａl

D.

ｃｕlｔure／ｐeｏplｅ

Ｅ.

producｔ/struｃtureB1９．

__________appｒｏachmeansthatｉdeａsareinitiaｔedａt(yī)lowerｏrganｉzaｔioｎaｌlｅvelsandchａnｎｅleｄuｐwardｆｏrapproval.

A．

Boｔtoｍ-ｕｐ

B.

Tｏp－doｗn

Ｃ．

horｉzｏntａl-linkage

D.

Veｒｔical－maｔｒix

E.

NoneofｔheabｏveC２0.

Ｔhｅtｏp－downprocｅssforchａnｇedoｅsnotｇeｎeraｌlｙwｏrkfｏｒchａngｅｓinｔechnoloｇybecaｕse

A.

peｏｐleneedtoteａmupfortheｓecｈａnges

B.

toｐmanａgerslaｃｋｔhｅe(cuò)ｘpeｒtiseintechnologicａｌchaｎges

C.

employeｅdiｓsatiｓｆactioｎisaforcｅfｏｒｃhange

D.

technologｉｃaｌｃhａｎｇesaredｅｓｉgnedtoｍakeｔheｐrｏdｕctｍoreefficiｅnｔ

E.

nｏnｅofｔhｅabovｅＣ21.

Whichｏｆｔhefoｌlowinｇstaｔemeｎtsiｓnottrueaｂoｕtsuｃcessfuldeveｌopｍenｔｏｆanewｐｒoducｔ?

A．

Themarkeｔingｄeｐarｔmeｎthasagoodundｅrstandｉngoｆwhａt(yī)tｈecustｏmerwaｎtｓ.

B.

Thetechnologｉｃalｄevｅloｐmeｎtoｆtheproducｔｍustbｅcompletedbeforeotｈｅｒdepartｍenｔscaｎcoｍmenceｗork.

C.

Ｍｅmｂersfｒｏｍkeyｄepａrtmentscｏopｅraｔeinｔｈedevelopmenｔoｆtheproduct．

D．

Tｈｅｈｏrｉｚontalｌiｎｋageｍodelisfrequｅntlyfoｌlowed.

E．

Alloftheaｂoveａrｅtruｅ.B22.

Ａlmoｓtaｎychangｅiｎhｏｗtheorgaｎizationiｓmanagedfalｌsｕndｅrthｅcategｏrｙｏｆ__＿_(dá)__＿_(dá)__ｃhangｅ.

Ａ．

ｐroduct

Ｂ.

ｃulture/ｐｅｏple

C．

technoｌoｇicaｌ

D．

ｓtrｕctural

E.

nonｅofｔheaboveC２３．

Ｗhichｏftheseｃhaｎgeｓmａyｉｎvｏlｖeｈierarｃｈy,gｏals,anｄprocedures?A.

nｅwprodｕct

B.

tecｈnologｉｃal

C．

ｓtｒucturａｌ

Ｄ.

culture／peopｌe

E.

customer

D24.

Organizａｔｉonaｌdevｅloｐmentcａnhelｐｍａｎａgerｓａｄdｒｅｓsｐrobleｍssｕcｈaｓmerｇｅｒ/aｃｑｕｉｓitionｓ,conｆlｉctmanａgeｍent,ａnd_＿_(dá)___＿＿_(dá)＿.

A.

ｃulturaｌchanges

B.

forcefieldａnaｌysis

C．

orｇaｎizatｉonaｌproductiｖity

D.

orｇanizatｉonaldecｌine/ｒevitaｌiｚationE.

nｏｎｅofthｅaｂoｖeＥ25．

Oｒｇａｎizatiｏnaｌdevelopmentspecｉalistｓideｎtiｆythreeｄｉｓtincｔstepｓfｏｒachieｖingｂehaｖiorａlａndaｔｔituｄinaｌchanges.Theseａre:

A.

ｆｒeezｉnｇ，ｃhangｉng,aｎｄintervention

Ｂ.

unfrｅｅzing，chanｇｅaｇent,andｆrｅe(cuò)ｚｉnｇ

C.

unfrｅe(cuò)zinｇ,inteｒventiｏｎ,ａndrｅfrｅe(cuò)ｚingD.

inteｒventiｏn,ｒefｒeezｉng,ａndcｈangｅａgenｔ

Ｅ.

noneofｔheaboveB1．Tｈeａbilitytoinflueｎｃepｅｏｐｌetowardthｅａt(yī)tainmentoｆｏｒgａnizationalgoａlsisｋnｏwnas:moｔｉvatioｎB.leadersｈｉpC．persuasionＤ.commitmｅntE.orgａｎiｚatioｎaｌciｔizenshｉp2.Ｗｈicｈoftｈｅfoｌｌowingisaｎｅsｓｅnｔｉａlparｔofanｙdefinitionoflｅadership?Ａ.inｆｌｕｅncｅB.ＰｅopleC．goalｓＤ.alloｆtheabｏveE．