上海海洋大學(xué)管理學(xué)原理題庫(已分類整理好-附答案-完全T1．Managementisoftenconsidereduniversalbecauseitusesorganizationalresourcestoaccomplishgoalsandattainhighperformanceinalltypesofprofitandnot-for-profitorganizations.T2．Leadershipinvolvestheuseofinfluencetomotivateemployeestoachievetheorganization’sgoals.F3．Organisingmeansdefininggoalsforfutureorganizationalperformanceanddecidingonthetasksandresourcesneededtoattainthem.F4.Efficiencyreferstothedegreetowhichtheorganizationachievesastatedobjective.F5.Themanager’sabilityto‘thinkstrategically’requireshightechnicalskillsandaproficiencyinspecifictaskswithinanorganization.F6.First-linemanagersarethemanagerswhohavetheresponsibilityformakingthesignificantstrategicpolicydecisions,oftenwithstaffmanagersassistingtheminthesedecisions.T1.Thelearningorganizationisanattitudeorphilosophy(哲學(xué))aboutwhatanorganizationcanbecome.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(承認(rèn))thatworkerswillavoidworkwheneverpossible.F1、Thestudyofmanagementtraditionallyhasfocusedonfactorsexternaltotheorganizations.T2、Thegeneralenvironmentandthetaskenvironmentarethetwolayersofanorganization’sexternalenvironment.F3、Customersandcompetitorsaretwoimportantsectorsoftheeconomicdimension(次元)ofafirm’sgeneralenvironment.F4.Otherorganizationsinthesameindustryortypeofbusinessthatprovidegoodsorservicestothesamesetofcustomersarereferredtoassuppliers.F5.Theinternalenvironmentwithinwhichmanagersworkincludescorporate(公司的)culture,socioculturalaspectsandcustomers.T1、Foundbetweenthedomains(領(lǐng)域)oflawandfreechoice,ethics(道德規(guī)范)isthecodeofmoralprinciplesthatgovernsanyindividualorgroup.T2、Mostethicaldilemmas(困境)involveaconflictbetweentheneedsofthepartandthewhole.F3.Thefourapproachesthatguideethicaldecisionmakingareutilitarian (功力的),individualism,moral-rightsandobjectivedualism(雙重論).F4.Freechoiceliesbetweenthedomainsofcodifiedlawandethics.F5.Mostofthelawsguidinghumanresourcemanagementarebasedontheindividualismapproach.F6.Cultureistheonlyaspectofanorganizationthatinfluencesethics.T7.Allstockholdersofanorganizationareitsstakeholders,butnotallstakeholdersareitsstockholders.F1、Ofthefourmanagementfunctions,organizingisthemostfundamental(根本的),aseverythingpractical(實(shí)際的)stems(血統(tǒng))fromcarefulorganization.T2.Adesiredfuturestatethattheindividualororganizationattemptstorealizeisagoal.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.Missionstatementsoftenreveal(顯示)thecompany’sphilosophyaswellaspurpose.T8.Strategicplansandgoalsarethosethatfocusonwheretheorganizationwantstobeinthefutureandpertain(屬于)totheorganizationasawhole.F9.ReviewingprogressisthemostdifficultstepinanMBOprocess.T10.Long-termplanningincludesstrategicgoalsfortheoverallorganization.F1、Byfarthemostdifficultdecisionsituationisuncertainty.T2、Achoicemadefromavailablealternativesiscalledadecision。F3、Theclassicaldecisionmakingmodelassumesthatthedecision-makerisrational,andmakestheoptimaldecisioneachtime.F4、Decision-makingmustnotbedoneamidever-changingfactors,unclearinformationandconflictingpointsofview.F5、AccordingtotheVroom-JagoModel,leadersshouldbeconcernedwithdecisioncharacteristicslikeacommitmentrequirement,problemstructureandsubordinateconflict.T1.Organizationalstructurereferstotheframeworkinwhichtheorganizationdefinesthewaytasksaredivided,resourcesaredeployedanddepartmentsarecoordinated.T2.Authorityistherighttouseresources,makedecisionsandissueordersinanorganization.F3.Giventhechallengestomeetcustomerneedsandadapttotheenvironment,mostorganizationstodaydiscouragemanagerstodelegateauthoritytothelowerlevels.T4.Thenumberofemployeesreportingtoasupervisorishisorherspanofmanagement.T5.Anadvantageofverticalfunctionalstructureisitsquickresponsetoexternalchanges.T1、Thesetofactivitiesthatareundertakentoattract,developandmaintainaneffectiveworkforceisreferredtoashumanresourcemanagement.F2、Aninterviewisaone-waycommunicationchannelthatallowstheorganizationtoobtaininformationabouttheapplicant.T3、HRplanning,choosingrecruitingsources,andselectingthecandidatearethefirstthreestepsinvolvedinattractinganeffectiveworkforce.T4、Thevalueofanexitinterviewistoprovideanexcellentandinexpensivetoolforlearningaboutpocketsofdissatisfactionwithintheorganizationandhenceforreducingfutureturnover.C1.Thefigureheadroleinvolves:A.motivatingandcommunicatingwithstaffB.initiating(發(fā)起)change.handlingceremonial(正式的)andsymbolicactivitiesD.developinginformationsourceswithintheorganizationE.stayingwellinformedaboutcurrentaffairsB2.Howanorganizationgoesaboutaccomplishingaplanisakeypartofthemanagementfunctionof:A.planningB.organizingC.leadingD.controllingE.motivatingE3.Whichofthefollowingisnotafunctionofmanagement?A.controlB.planC.organizeD.LeadE.performanceA4.Asocialentity(本質(zhì))thatisgoaldirectedanddeliberately(慎重地)structuredisreferredtoas:A.anorganizationB.managementC.employeesD.studentsE.tasksC5.Whichofthefollowingtypesofskillsistheunderstandingofandproficiencyintheperformanceofspecifictasks?A.humanskillB.leadershipskillC.technicalskillD.conceptual(概念上的)skillE.socialskillE6.Theinformationalrole,accordingtoMintzberg,isa(n)____________role?A.entrepreneur(企業(yè)家)B.leaderC.figurehead(有名無實(shí)的領(lǐng)袖)D.celebratoryE.monitorE1.__________forcesrefertothoseaspectsofaculturethatguideandinfluencerelationshipsamongpeople.A.LegalB.EconomicC.PoliticalD.PsychologicalE.SocialE2.Variables(變量)suchasinterestrates,inflation(通貨膨脹)andtradetariffs (關(guān)稅)areallexamplesof_________forces.A.technologicalB.politicalC.socialD.socio-educationalE.noneoftheaboveD3.Strategyhastraditionallybeenthesole(唯一的)responsibilityof:A.middlemanagementB.projectmanagers(項(xiàng)目經(jīng)理)C.companyaccountantsD.topmanagersC4.Duringtheearlytwentiethcentury,theprevailing(普通的)managementperspective(觀點(diǎn)),whichemphasisedrationality(合理性)andascientificapproach,wasthe_________perspective.A.scientificB.behaviouralC.classicalD.quantitativeE.ParetoC5.Thethreesubfields(子域)oftheclassicalperspectiveinclude:A.bureaucraticorganization,quantitativemanagement,andthehumanrelationsmovementB.quantitativemanagement,behaviouralscience,andadministrativemanagementC.administrativemanagement,bureaucraticorganization,andscientificmanagementD.scientificmanagement,quantitativemanagement,andadministrativemanagementE.noneoftheaboveB6.Brucebelieveshisemployeesareresponsibleandabletoworkwithoutintensedirectionandsupervision(管理).Heisa:A.TheoryXmanagerB.TheoryYmanagerC.TheoryZmanagerD.contingency(偶然性)theorymanagerE.classicalmanagerB1.Whichoftheseisapartofanorganization’sinternalenvironment?A.itscustomersB.itssalespeopleC.itswagestructureD.itssuppliersE.itscompetitorE2.The__________environmentrepresents(表現(xiàn))theouterlayeroftheenvironmentandaffectsorganizations__________.A.task;indirectlygeneral;directlyC.internal;directlyinternal;indirectly(間接地)B.E.general;indirectlyC3.WhichoftheseisNOTapartofanorganization’sgeneralenvironment?A.technologicalB.economicC.competitorsD.legal-politicalE.socio-culturalD4.Anorganization’staskenvironmentincludesallofthefollowingEXCEPT:A.competitorsB.customersC.labormarketsD.employersE.suppliersA5.Whichoftheseareincludedinanorganization’staskenvironment?A.suppliersB.accountingprocedures (手續(xù))C.technologyD.governmentE.demographic(人口統(tǒng)計(jì)學(xué)的)characteristicsB6.Whichofthefollowingconsistsofdemographicfactors,suchaspopulationdensity?A.technologicalenvironmentB.socioculturalenvironmentC.legal-politicalenvironmentD.internalenvironmentE.economicenvironmentB7.The__________representspeopleintheenvironmentwhocanbehiredtoworkfortheorganization.A.competitorsB.labourmarketC.suppliersD.customersE.governmentC8.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)__________structureworksbestwhenorganizationsexperienceuncertainty.A.flexible(靈活的)B.mechanistic (機(jī)械的)C.intuitive(直覺的)D.inorganicE.rigid(死板的)C1、Whichofthesereferstothecodeofmoralprinciplesandvaluesthatgovernbehaviorwithrespecttowhatisrightandwrong?A.socialresponsibilityB.freedomainC.ethicsD.codifiedlaw(編纂法典)E.discretionary(任意的)responsibilityE2.Around____percentofadultsreachthelevelthreestageofmoraldevelopment.A.30B.40C.50D.80E.20A3.Ethicsdealswith_______valuesthatareapartofcorporatecultureandshapesdecisionsconcerningsocialresponsibilitywithrespecttothe_______environment.A.internal/externalB.external/externalC.internal/internalD.external/internalE.noneoftheaboveB4.Theassumption(假設(shè))that‘Ifit’snotillegal,itmustbeethical,’ignoreswhichofthefollowing?A.domainofcodifiedlawB.domainofethicsC.domainoffreechoiceD.discretionaryresponsibilityE.domainofsymbolismC5.Thegoldenrule‘dountoothersastheywoulddountoyou’is:A.anexampleoftheutilitarianapproachtoethicalbehaviourB.representativeofthemoral-justiceapproachtomoraldecisionmakingC.anexampleofthevaluesthatguidetheindividualismapproachtoethicalbehaviourD.anage-oldpieceofadvisenottobetakentooseriouslyE.anexampleofthejusticeapproachtoethicalbehaviourB6.Individualismismostcloselyrelatedto:A.socialresponsibilityB.freechoiceC.economicresponsibilityD.codifiedlawE.togethernessD7.Sexualharassment(性騷擾)isunethicalbecauseitviolates(違反)animportantpartofwhichapproachtoethicalbehavior?A.theutilitarianapproachB.theindividualismapproachC.thejusticeapproachD.themoral-rightsapproachE.thedefensive(防御的)approachD8.Mostofthelawsguidinghumanresourcemanagementarebasedonthe:A.utilitarianapproachB.moral-rightsapproachC.individualismapproachD.justiceapproachE.collectivism(集體主義)approachC1.Adesiredfuturestatethatanorganizationattemptstorealise(明白)iscalleda(n):A.planB.visionstatementC.goalB.D.missionstatementE.ideaA2.__________specifyfutureendsand__________specifytoday’smeans.A.Goals,plansB.Plans,goalsC.Planning,organisingD.Ideas,behavioursE.Mission,visionC3.Whichoftheseistheactofdeterminingtheorganization’sgoalsandthemeansforachievingthem?A.organisingB.brainstormingC.planningD.developingamissionE.ablueprintB4.Theplanningprocessbeginswithwhichofthese?A.thedevelopmentofoperational(運(yùn)作的)goalsB.thedevelopmentofamissionstatementC.communicationofgoalstotherestoftheorganizationD.acompany-widemeetingE.brainstormingD5.The__________isthebasisforthestrategiclevelofgoalsandplanswhichinturn(空的)shapesthe__________and__________level.A.goal,mission,tacticalB.operationalgoal,missionandtactical (策略的)C.objective,operational,missionD.mission,tactical,operationalE.tacticalplan,operational,missionA6.__________areprimarilyconcernedwithtacticalgoals/plans.A.MiddlemanagementdirectorsC.ConsultantsB.BoardofD.SeniormanagementE.LowermanagementD7.Whichoftheseareprimarilyresponsibleforstrategicgoals/plans?A.middlemanagementB.boardofdirectorsC.consultants(咨詢者)D.seniormanagementE.lowermanagementD8.Astatementthatidentifiesdistinguishingcharacteristicsofanorganizationisknownas:A.agoalsstatementB.avaluesstatementC.anincomestatementD.amissionstatementE.acompetitive-edgestatementC9.Theorganization’sreasonforexistenceisknownas:A.theorganization’svalueB.theorganization’svisionC.theorganization’smissionD.theorganization’sgoalE.theorganization’sserviceC10.‘Weseektobecomethemajorcomputermaintenance(維修)businessinShanghai’isanexampleofastatementyouaremostlikelytofindintheorganization’s:A.tacticalgoalsB.operationalgoalsC.missionD.tacticalplansE.operationalplansB11.Goalsthatdefinetheoutcomes thatmajordivisions(部門)and departmentsmustachieveinorderfor theorganizationtoreachitsoverall goalsarecalled:A.strategicgoalsB.tacticalgoalsC.operationalgoalsD.amissionE.aplanA12.Specificresultsexpectedfrom individualsarecalled:A.operationalgoalsB.tacticalgoalsC.strategicgoalsD.operationalplansE.missionstatementsD13.__________goalsleadtotheattainment(成就)of__________goals,whichinturnleadtotheattainmentof__________goals.A.Operational,strategic,tacticalB.Tactical,operational,strategicC.Strategic,tactical,operationalD.Operational,tactical,strategicE.NoneoftheaboveA14.ThefirststepintheMBOprocessis:A.settinggoalsB.developingactionplansC.appraising(評(píng)價(jià))overallperformanceD.reviewingprogressE.reliant(依賴)ontheobjectives,whichshouldbelaiddown(制定)firstA15.ThefinalstepintheMBOprocessisto:A.appraiseoverallperformanceB.developanactionplanC.reviewprogressD.setgoalsE.conductperiodiccheckups(周期的審查)C16.Contingency(偶然性)plansare:A.plansthataredevelopedtoachieveasetofgoalsthatareunlikelytoberepeatedinthefutureB.plansthatusedtoprovideguidancefortasksperformedrepeatedlywithintheorganizationC.plansthatdefinecompanyresponsestospecificsituations,suchasemergenciesorsetbacksD.mostimportantintheorganizationsE.noneoftheaboveA1.Achoicemadefromavailablealternativesisknownasa_________.A.decisionB.planC.plannedgoalD.tacticE.strategyC2.Thelowestpossibilityoffailureisassociatedwiththeconditionof:A.ambiguityB.uncertaintyC.certaintyD.RiskE.twooftheaboveC3.Theclassicalmodelofdecisionmakingisbasedon__________assumptions.A.philosophicalB.irrationalC.economicD.uncertaintyE.industrialC4.Whichoftheseisthefirststepinthemanagerialdecisionmakingprocess?A.evaluationandfeedbackB.developmentofalternativesC.recognitionofdecisionrequirementD.diagnosisandanalysisofcausesE.selectionofdesiredalternativesA5.Feedbackisimportantbecause:A.decisionmakingisacontinuousprocessB.itprovidesdecision-makerswithnewinformationC.ithelpsdetermineifanewdecisionneedstobemadeD.alloftheaboveE.BandConlyC1.Whichofthesereferstothedeploymentoforganizationalresourcestoachievestrategicgoals?A.planningB.controllingC.organisingD.leadingE.strategicmanagementC2.Strategydefines_______todowhileorganisingdefines_______todoit.A.how,whatwhat,howB.how,whyD.what,whyC.E.when,whatB3.Organizationstructureisdefinedas:A.thevisualrepresentationoftheorganizationB.theframeworkinwhichtheorganizationdefinedhowtasksaredivided,resourcesaredeployed,anddepartmentsarecoordinatedC.thedivisionoflabourD.theunbrokenlineofauthoritythatlinksallindividualsintheorganizationE.noneoftheaboveC4.__________istheformalandlegitimaterightofamanagertomakedecisions.A.DelegationB.ResponsibilityC.AuthorityD.LeadershipE.SpanofmanagementB5.Whichofthesemeansthateachemployeeisheldaccountabletoonlyonesupervisor?A.scalarprincipleB.unityofcommandC.workspecialisationD.divisionoflabourE.spanofmanagementC6．__________meansthatdecisionauthorityislocatednearthe__________oftheorganization.A.Centralization,bottomB.Decentralization,topC.Centralization,topD.Centralization,middleE.NoneoftheaboveD7.Whichofthefollowingisacontemporaryapproachtostructuraldesignindepartmentalization?A.functionalB.divisionalC.MatrixD.teamsE.geographic-basedE8.Advantagesofthematrixstructureinclude:A.Itincreasesemployeeparticipation.B.Itmakesefficientuseofhumanresources.C.Itworkswellinachangingenvironment.D.Itdevelopsbothgeneralandspecialistmanagementskills.E.Alloftheabove.A9.Anadvantageofthedivisionalstructureis:A.concernforcustomers’needsishighB.thereislittleduplicationofservicesacrossdivisionsC.thereisgoodcoordinationacrossdivisionsD.topmanagementretainstightcontroloftheorganizationE.thereisnocompetitionforcorporateresourcesD10.Disadvantagesofthenetworkapproachinclude:A.alackofhands-oncontrolB.thepossibilityoflosinganimportantBpartoftheorganizationC.weakenedemployeeC.alloftheaboveE.AandConlyE1.Whichofthefollowingisanexampleoforganizationalchange?A.theswitchtoanewproductionmethodB.thedecisiontoofferanewproductlineC.theintroductionsofanewpayforperformancesystemD.alloftheaboveE.AandBonlyA2.Theadoptionofanewideaorbehaviourbyanorganizationisknownasorganizational:A.changeB.DevelopmentC.structureD.interventionE.responsibilityB3.Environmentalforcesforchangeincludewhichofthese?A.organizationalplansB.globalcompetitionC.companyproblemsD.organizationalneedsE.employeesB4.Atwhichstageofthechangeprocessdomanagersevaluateproblemsandopportunities?A.monitorforcesforchangeB.needforchangeC.initiatechangeD.implementchangeE.internalforcesA5.GeneralElectric,accordingtoyourtextbook,closeditsmicrowavefactoryinresponseto:A.internalforcesB.environmentalforcesC.alackofcashflowatGED.demandsbyemployeesE.demandsbylabourunionsD6.Search,creativity,andnew-ventureteamsareallassociatedwithwhichofthefollowingstepsofthechangeprocess?A.initiatingchangeB.recognisingtheneedforchangeC.implementingchangeD.needforchangeE.analyzingfeedbackC7.AllofthefollowingarecharacteristicsofcreativeorganizationsEXCEPT:A.useofteamsB.risktakingnormsC.centralisationD.alongtermhorizonE.loosecontrolsC8.WhichofthefollowingisNOTacharacteristicofacreativeindividual?A.conceptualtheoryB.undisciplinedexplorationC.persistenceandfocusedapproachD.authorisationanddependentE.alloftheabovearecharacteristicofacreativeindividualD9.Sarah-Maree,anewemployeeofyours,strikesyouascurious,open-minded,andreceptivetonewideas.YouhavedecidedtokeepyoureyeonSarah-Maree,forshemayverywellbe:A.anoutstandingperformerB.anindividualwithahighneedforachievementC.asatisfiedemployeeD.acreativeindividualE.noneoftheaboveA10.Creativeorganizations:A.arecharacterizedbyanunusuallyhighnumberofroutinejobsB.arelooselystructuredC.havelittleambiguityD.havetoomanylayersofmanagementE.useacentralizeddecisionmakingapproachA11.__________is(are)importantrole(s)tobeplayedduringtheprocessoforganizationalchange.A.TheideachampionB.ThecriticC.ThesponsorB.D.InventorE.AlloftheaboveC12.Aunitseparatefromtherestoftheorganizationresponsibleforthedevelopmentofamajorinnovationisknownas:A.thenewproductgroupB.thematrixgroupC.thenew-ventureteamD.theverticalgroupE.thechangeteamC13.Thebiggestbarriertoorganizationalchangeisusually:A.disagreementaboutthebenefitsB.uncertaintyaboutthefutureC.alackofunderstandingandtrustD.fearofpersonallossE.toomuchtrustC14.Whatisforcefieldanalysis?A.theanalysisoftheforcesthatdrivecustomerstoacertainorganizationB.theanalysisoftheforcesthatdrivetheorganizationofacompanyC.theprocessofdeterminingwhichforcesdriveandwhichresistaproposedchangeD.theprocessbywhichanorganizationforceschangestooccurE.noneoftheaboveC15.Whichapproachtochangeimplementationshouldbeusedwhenusershavepowertoresist?A.educationB.participationC.coercionD.topmanagementsupportE.dominationD16.Whichofthefollowingusesformalbargainingtowinacceptanceandapprovalofadesiredchange?A.educationB.participationC.coercionD.negotiationE.topmanagementsupportE17.__________symbolizestoallemployeesthatthechangeisimportantfortheorganization.A.EducationB.CoercionC.ParticipationD.NegotiationE.TopmanagementsupportA18.Aflexible,decentralizedstructureencourageswhattypeofchanges?A.newproductB.technologicalC.structuralD.culture/peopleE.product/structureB19.__________approachmeansthatideasareinitiatedatlowerorganizationallevelsandchanneledupwardforapproval.A.Bottom-upB.Top-downC.horizontal-linkageD.Vertical-matrixE.NoneoftheaboveC20.Thetop-downprocessforchangedoesnotgenerallyworkforchangesintechnologybecauseA.peopleneedtoteamupforthesechangesB.topmanagerslacktheexpertiseintechnologicalchangesC.employeedissatisfactionisaforceforchangeD.technologicalchangesaredesignedtomaketheproductmoreefficientE.noneoftheaboveC21.Whichofthefollowingstatementsisnottrueaboutsuccessfuldevelopmentofanewproduct?A.Themarketingdepartmenthasagoodunderstandingofwhatthecustomerwants.B.Thetechnologicaldevelopmentoftheproductmustbecompletedbeforeotherdepartmentscancommencework.C.Membersfromkeydepartmentscooperateinthedevelopmentoftheproduct.D.Thehorizontallinkagemodelisfrequentlyfollowed.E.Alloftheabovearetrue.B22.Almostanychangeinhowtheorganizationismanagedfallsunderthecategoryof__________change.A.productB.culture/peopleC.technologicalD.structuralE.noneoftheaboveC23.Whichofthesechangesmayinvolvehierarchy,goals,andprocedures?A.newproductB.technologicalC.structuralD.culture/peopleE.customerD24.Organizationaldevelopmentcanhelpmanagersaddressproblemssuchasmerger/acquisitions,conflictmanagement,and__________.A.culturalchangesB.forcefieldanalysisC.organizationalproductivityD.organizationaldecline/revitalizationE.noneoftheaboveE25.Organizationaldevelopmentspecialistsidentifythreedistinctstepsforachievingbehavioralandattitudinalchanges.Theseare:A.freezing,changing,andinterventionB.unfreezing,changeagent,andfreezingC.unfreezing,intervention,andrefreezingD.intervention,refreezing,andchangeagentE.noneoftheaboveB1.Theabilitytoinfluencepeopletowardtheattainmentoforganizationalgoalsisknownas:A.motivationB.leadershipC.persuasionD.commitment