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【導(dǎo)讀】Chapter1Management. leading.a.figurehead. b.leader. c.liaison. d.spokesperson. a.decisionmaking. d.productknowledge. andvisualization?a.interpersonal. b.human. c.technical. d.conceptual. a.astructure.b.aprocess.c.ananization.Answer. 1(7).(False;difficult;p.8). 2(10).(False;difficult;p.8). 3(17).(True;difficult;p.11). 4(24).(False;difficult;p.13). 6(68).(d;difficult;). 7(78).(b;difficult;p.12). 8(81).(c;moderate;13). 9(80).(d;moderate;p.12). 10(86).(c;difficult;p.16)
【正文】 ing SCENARIO QUESTIONS For each of the following choose the answer that most pletely answers the question. Paul Abdul Oil Corporation (PAOC) began as a relatively small, oil pany. However, through the years it has grown to bee an international corporation. 11.. The original entrepreneurial venture consisted only of Mr. Abdul and a few employees. It was an informal anization, and everyone reported to Mr. Abdul. This is best described as a ________ structure. a. simple b. functional c. divisional d. matrix 12. A sharp rise in oil prices helped PAOC’s business expand. Abdul concluded that it was impractical and inefficient for all decisions to continue flowing through his office. He granted his key subordinates the authority and responsibility to manage others within their areas of specialty. This anizational structure is best described as a ____________ anizational structure. a. simple b. functional c. divisional d. matrix 13. Paul Abdul decided to purchase an oil drilling supply pany, located in a new country. The purchase of this pany was classified as a related diversification, but distance and the new product line suggested that this newly purchased anization continue to be operated as a separate pany. In beginning a new phase in the history of Paul Abdul Oil Corporation, a _________ structure should be implemented to allow the pany to continue to grow. a. simple b. functional c. divisional d. matrix 14. As PAOC continues to grow, a highly trained group of managers and analysts has developed at corporate headquarters. This group is highly adaptive in its structure. Members of this group do not have standardized jobs, but are empowered to handle diverse job activities and problems. This group of employees is said to have a(n) ___________ structure. a. simple b. divisional c. functional d. anic 15. To deal with the workload in an effective manner, PAOC’s executive management group assigns specialists from the different functional departments to work on one or more work groups that are led by project managers. This popular contemporary design is called a ___________ structure. a. matrix b. divisional c. functional d. anic 16. Mr. Abdul realizes that his pany is taking on a life of its own and he wants to allow people from all levels to work together in teams. This view grows to include employees working actively with external agencies. This anizational design does not have a predefined structure and is referred to as a (n) _________. a. learning anization b. threatened anization c. functional structure d. boundaryless anization 17. Twenty years after founding PAOC, Abdul decides he is approaching retirement. He wants PAOC to develop the capacity to adapt itself and change because each member will take an active role in identifying and resolving workrelated issues. Abdul wants the firm to bee a ______________. a. learning anization b. threatened anization c. functional structure d. boundaryless anization 18. Several years after the retirement of Mr. Abdul, management at PAOC decided to sell off its oil exploration and drilling supply holdings, and instead focus on the more profitable distribution end of the business. In conjunction with this decision, management decided to outsource most of its noncore functions, such as accounting, payroll, and human resources. These moves are consistent with what type of contemporary anizational design? a. a virtual anization b. a work anization c. a modular anization d. a matrix anization
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