20 MCQ + 2 Essay [Susu: quiz 中标黄的是出过的原题]
20 MCQ + 2 Essay[Susu： quiz 中标黄的是出过的原题]
Session 1. Learning
会话 1.学习
Session 2. Group and Teams (MCQ)
第 2 节。组和团队 （MCQ）
the meaning and significance of groups and teams
团体和团队的含义和意义
Groups:
组：
(1) any number of people who interact with one another;
（1） 任意数量的相互互动的人;
(2) are psychologically aware of one another;
（2） 在心理上彼此有意识;
(3) perceive themselves to be a group
（3） 认为自己是一个群体
Teams: “occur when a number of people have a common goal and recognise that their personal success is dependent on success of others. They are all interdependent. In practice, this means than in most teams people will contribute individual skills many of them will be different. .. The full tensions and counter-balance of human behaviour will need to be demonstrated in the team”
团队：“当许多人有一个共同的目标，并认识到他们个人的成功取决于他人的成功时，就会出现 团队。它们都是相互依存的。在实践中，这意味着与大多数团队相比，人们会贡献个人技能，他们中的许多人会有所不同。.. 需要在团队中展示 人类行为的全面紧张和抗衡”
Teamwork is a fashionable term.
团队合作是一个时髦的术语。
• All teams are groups. All groups are not necessarily a team.
• 所有团队都是组。所有组不一定是一个团队。
factors which influence group cohesiveness and team performance
影响团队凝聚力和团队绩效的因素
Characteristics of cohesive groups:
凝聚力群体的特点：
• Belief in shared aims and objectives
• 相信共同的目标和目标
• Sense of commitment to the group
• 对团队的承诺感
• Acceptance of group values and norms
• 接受团体价值观和规范
• Feeling of mutual trust and dependency
• 相互信任和依赖的感觉
• Full participation by all members and decision-making by consensus
• 所有成员的充分参与和协商一致的决策
• Open expression of feelings and disagreements
• 公开表达感情和分歧
• Resolution of conflict by the members themselves
• 由成员自己解决冲突
• Lower level of staff turnover, absenteeism, accidents, errors, and complaints
• 员工流动率、缺勤率、事故、错误和投诉率较低
Characteristics associated with high-performance teams are:
与高绩效团队相关的特征是：
• Abilities and skills: Technical expertise and interpersonal skills- complementary skills
• 能力和技能：技术专长和人际交往能力 - 互补技能
• Commitment to specific, challenging, and clearly defined goals
• 致力于实现具体、具有挑战性和明确定义的目标
• Potency (team spirit)
• 效力（团队精神）
• Group-based as opposed to individual rewards
• 基于团体的奖励，而不是个人奖励
• Size
• 尺寸
• Familiarity (with the job, colleagues, and the work environment)
• 熟悉（对工作、同事和工作环境）
• Capacity to tap external sources
• 能够利用外部源
Model of group/team development (Tuckman, 1965) 题里出现过
团队/团队发展模型 （Tuckman， 1965）题里出现过
Stage 1 – forming. Initial formation of the group and bringing together individuals who identify tentatively the purpose, composition and terms of reference. Consideration is given to the hierarchical structure of the group, pattern of leadership, individual roles and responsibilities, and codes of conduct. There is likely to be considerable anxiety as members attempt to create an impression, to test each other and establish their personal identity within the group.
第 1 阶段 – 成型。小组的初始组建，并将初步确定目的、组成和职权范围的个人聚集在一起。考虑了小组的等级结构、领导模式、个人角色和职责以及行为准则。当成员试图制造印象、相互测试并在小组中建立个人身份时，可能会有相当大的焦虑。
Stage 2 – storming. As members of the group get to know each other better they will put forward their views more openly and forcefully. Disagreements will be expressed and challenges offered on the nature of the task and arrangements made in the earlier stage of development. This may lead to conflict and hostility. The storming stage is important because, if successful, there will be discussions on reforming arrangements for the working and operation of the group, and agreement on more meaningful structures and procedures.
第 2 阶段 – 暴风雨。随着小组成员相互了解的增进，他们将更公开、更有力地提出自己的观点。在开发的早期阶段，将就任务的性质和安排表达分歧并提出挑战。这可能会导致冲突和敌意。风暴阶段很重要，因为如果成功，将讨论改革小组工作和运营的安排，并就更有意义的结构和程序达成一致。
Stage 3 – norming. As conflict and hostility start to be controlled, members of the group will establish guidelines and standards and develop their own norms of acceptable behaviour. The norming stage is important in establishing the need for members to co-operate in order to plan, agree standards of performance and fulfil the purpose of the group.
第 3 阶段 – 规范。 随着冲突和敌意开始得到控制，小组成员将建立指导方针和标准，并制定自己的可接受行为规范。规范阶段对于确定成员合作以 规划、商定绩效标准和实现集团目标的需求非常重要。
Stage 4 – performing. When the group has progressed successfully through the three earlier stages of development it will have created structure and cohesiveness to work effectively as a team. At this stage the group can concentrate on the attainment of its purpose and performance of the common task is likely to be at its most effective.
第 4 阶段 – 表演。 当团队成功通过三个早期发展阶段时，它将创建结构和凝聚力，以便作为一个团队有效地工作。在这个阶段，小组可以专注于实现其目标，而共同任务的执行很可能是最有效的。
Stage 5 – adjourning. This refers to the adjourning or disbanding of the group because of, for example, completion of the task, members leaving the organisation or moving on to other tasks. Some members may feel a compelling sense of loss at the end of a major or lengthy group project and their return to independence is characterised by sadness and anxiety. Managers may need to prepare for future group tasks and engendering team effort.
第 5 阶段 – 休会。这是指由于完成任务、成员离开组织或继续执行其他任务等原因而休会或解散小组。一些成员在重大或漫长的小组项目结束时可能会感到强烈的失落感，他们回归独立的特点是 悲伤和焦虑。管理者可能需要为未来的小组任务做准备，并激发团队的努力。
Factors contributing to group cohesiveness and performance:
影响团队凝聚力和绩效的因素：
analyse individual roles and behaviours in team situations
分析团队情境中的个人角色和行为
Team Role Summary Descriptions @Meredith Belbin,2011
团队角色摘要描述 @Meredith Belbin，2011
Question 1
问题 1
According to Meredith Belbin, in the concept of team roles, which of the following is the main contribution of a plant team role? | |||||||||||||
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Question 2
问卷调查 2
10 out of 10 points
10 分（满分 10 分）
Which of the following statements is NOT correct according to Meredith Belbin’s team role model? | |||||||||||||
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Question 3
问卷调查 3
10 out of 10 points
10 分（满分 10 分）
Which of the following statements is correct according to Meredith Belbin? | |||||||||||||
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Question 4
问卷调查 4
10 out of 10 points
10 分（满分 10 分）
Which of the following is the focus of Belbin's test? | |||||||||||||
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Question 5
问卷调查 5
10 out of 10 points
10 分（满分 10 分）
According to Meredith Belbin, in the concept of team roles, which of the following is the main contribution of the completer-finisher? | |||||||||||||
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Question 6
问卷调查 6
10 out of 10 points
10 分（满分 10 分）
According to Meredith Belbin, which one of the following could be seen as an allowable weakness of a co-ordinator team role? | |||||||||||||
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Question 7
问卷调查 7
10 out of 10 points
10 分（满分 10 分）
According to Meredith Belbin, in the concept of team roles, which of the following is the main contribution of the implementer? | |||||||||||||
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Question 8
问卷调查 8
10 out of 10 points
10 分（满分 10 分）
Which one of the following is best related to what happens in the 'adjournment' stage of Tuckman's team development model? | |||||||||||||
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Question 9
问卷调查 9
10 out of 10 points
10 分（满分 10 分）
Which of the following is not an essential element of a team? | |||||||||||||
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Question 10
第 10 项质询
10 out of 10 points
10 分（满分 10 分）
According to Meredith Belbin, in the concept of team roles, which one of the following could be seen as an allowable weakness of a team-worker? | |||||||||||||
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Session 3. Work Motivation (MCQ + Essay)
第 3 节。工作动机 （MCQ + Essay）
Need/Content theories: focus on the specific factors in individuals or their environments that determine behaviour
需求/内容理论：关注个人或其环境中决定行为的特定因素
Maslow’s hierarchy of needs:
马斯洛需求层次理论：
Herzberg two factor theory OR dual factor theory
Herzberg 双因素理论 OR 双因素理论
Feel bad at work? Dissatisfaction -Hygiene factors
在工作中感觉不好？不满意 - 卫生因素
Hygiene factors:
卫生因素：
Good/Fair Pay
良好/公平的薪酬
Good/Fair work conditions Paid Holiday
良好/公平的工作条件 带薪假期
Paid Insurance
有偿保险
Job Security
工作保障
Safe Work Environment etc.
安全的工作环境等
Feel good at work? Job Satisfaction -Motivator factors
在工作中感觉良好？工作满意度 - 激励因素
Motivation Factors:
激励因素：
Challenging work
具有挑战性的工作
Recognition of one’s achievement Responsibility
对成就的认可 责任
Opportunity to do something meaningful Involvement in decision making
有机会做有意义的事情参与决策
Skills development etc.
技能发展等
High Hygiene + High Motivation: Good
高卫生 + 高积极性：好
High Hygiene + Low Motivation: The job is viewed as a pay check (cheque)a
高卫生 + 低积极性：这份工作被视为薪水支票（支票）a
Process theories of motivation: attempts to identify the relationship among the dynamic variables that make up motivation
动机的过程理论：试图识别构成动机的动态变量之间的关系
Expectancy theory
期望理论
• Originally proposed by Vroom
• 最初由 Vroom 提议
• Sometimes known as VIE theory (Valence, Instrumentality, Expectancy)
• 有时也称为 VIE 理论（效价、工具性、期望）
• Aims to explain how people choose which of several course of actions.
• 旨在解释人们如何从几种行动中选择哪一种。
Clear procedures for evaluation of individuals performance
评估个人绩效的明确程序
How is performance linked with effort?
绩效与努力如何关联？
Intervening variables affecting expectancy, instrumentality, and valence
影响期望、工具性和效价的干预变量
Valence is subjective.
效价是主观的。
Equity theory
公平理论
Remove or reduce tension and perceived inequality
消除或减少紧张和感知到的不平等
Change point of comparison
比较点的变化
Transparency
透明度
Job design- Hackman Model
Job design-Hackman 模型
•Skills variety: Do tasks vary, and are they challenging? Or are they monotonous and too easy?
•技能多样性：任务是否各不相同，它们是否具有挑战性？还是它们单调且太容易？
• Task identity: Do tasks have a defined beginning, middle and end? Without this, it’s hard to achieve the satisfaction of an attained goal.
• 任务标识：任务是否具有明确的开始、中间和结束？没有这个，就很难实现实现目标的满足感。
• Task significance: Does the employee feel that their role has meaning?
• 任务意义：员工是否觉得他们的角色有意义？
• Task autonomy: Can individuals have a say in how they carry out their
• 任务自主性：个人能否对他们如何执行
work?
工作？
• Job feedback: Are employees receiving feedback on their performance?
• 工作反馈：员工是否收到了有关其绩效的反馈？
Developing a passion for work
培养对工作的热情
• Meaningful work – people need to know that their work is worthwhile at both the individual and organisational levels
• 有意义的工作 – 人们需要知道他们的工作在个人和组织层面都是有价值的
• Collaboration – working in a culture and environment that is encouraging, collaborative and co-operative.
• 协作 – 在鼓励、协作和合作的文化和环境中工作。
• Fairness – people expect to be treated with respect, ethically, fairly and justly.
• 公平 – 人们期望得到尊重、道德、公平和公正的对待。
• Autonomy – to have influence and input over how tasks are performed, and
• 自主性 – 对任务的执行方式产生影响和投入，以及
freedom to make personal decisions about their work.
对他们的工作做出个人决定的自由。
• Recognition – the feeling they are making a positive contribution through praise and
• 认可 – 他们通过表扬做出积极贡献的感觉
appreciation or other recognition for their achievements.
对他们成就的赞赏或其他认可。
• Growth – opportunities to learn, grow and develop skills that lead to advancement
• 成长 – 学习、成长和发展技能的机会，从而促进进步
in a chosen career.
在选定的职业中。
• Connectedness with leaders and other colleagues – people need leaders they can
• 与领导者和其他同事的联系 – 人们需要他们有能力的领导者
trust and who share information and build rapport with them. solid relationships with colleagues
信任并与他们分享信息并建立融洽关系的人。与同事建立牢固的关系
Question 1
问题 1
Which of the following is a direct application of expectancy theory in the context of work organisations?
以下哪一项是期望理论在工作组织中的直接应用？
Selected Answer: d.
已选答案： d.
The theory explains why demotivating for employees overly high-performance criteria could be
该理论解释了为什么过度高绩效标准可能会让员工失去积极性
Answers:
答案：
a.
一个。
The theory explains why financial rewards only prevent job dissatisfaction in the long term
该理论解释了为什么经济奖励只能长期防止工作不满
b.
The theory explains why work benefits and work safety cannot motivate people who are concerned with their career advancement
该理论解释了为什么工作福利和工作安全无法激励关心自己职业发展的人
c.
The theory explains why financial rewards have limitations with regard to the long term motivation of employees
该理论解释了为什么经济奖励在员工的长期激励方面存在局限性
d.
The theory explains why overly high performance criteria could be demotivating for employees
该理论解释了为什么过高的绩效标准可能会使员工失去积极性
Question 2
问卷调查 2
Which of the following is NOT part of Maslow's hierarchy of needs argument?
以下哪项不是马斯洛需求层次论的一部分？
Selected Answer: c.
已选答案： c.
What motivates people to work harder concerns their intrinsic needs
激励人们更加努力地工作的因素是他们的内在需求
Answers:
答案：
a.
一个。
What motivates people depends on what they already have.
激励人们的因素取决于他们已经拥有的东西。
b.
What people want depends on what they already have.
人们想要什么取决于他们已经拥有什么。
c.
What motivates people to work harder concerns their intrinsic needs
激励人们更加努力地工作的因素是他们的内在需求
d.
When a lower level of needs is satisfied it does not act as a strong motivator
当较低层次的需求得到满足时，它不会成为强大的动力
Question 3
问卷调查 3
Theories of motivation that focus on the specific factors in individuals or their environments that determine behaviour are known as...?
专注于个人或其环境中决定行为的特定因素的动机理论 被称为......？
Selected Answer: a. Content Theories
选择答案： a. 内容理论
Answers:
答案：
a. Content Theories
a. 内容理论
b.Process Theories
b.过程理论
c.Concept Theories
c.概念理论
d.Progress Theories
d.进步理论
Question 4
问卷调查 4
What do process theories of motivation emphasise?
动机 的过程理论强调什么？
Selected Answer: c. How motivation is developed
已选答案： c.动机是如何培养的
Answers:
答案：
a. Nature of work motivation
a.工作动机的性质
b. What motivates individuals
b.个人的动机
c. How motivation is developed
c.动机是如何培养的
d. The external motivating factors
d.外部激励因素
Question 5
问卷调查 5
Which of the following can be seen as an intrinsic need?
以下哪一项可以被视为内在需求？
Selected Answer: c. Desire for achievement
已选答案： c.对成就的渴望
Answers:
答案：
a.Safety
a.安全性
b.Physiological needs
b.生理需求
c.Desire for achievement
c.追求成就
d.Desire for a good wage
d.渴望获得高薪
Question 6
问卷调查 6
Which of the following is NOT correct?
以下哪项是不正确的？
Selected Answer: b.
选择答案： b.
Dual factor theory discusses that satisfaction of intrinsic needs prevent job dissatisfaction
双因素理论讨论了满足内在需求可以防止工作不满意
Answers:
答案：
a.
一个。
Maslow's hierarchy of needs explain why people care less about their development when they are yet to worry about basic physiological needs
马斯洛的需求层次解释了为什么人们在尚未担心基本生理需求时却不那么关心自己的发展
b.
Dual factor theory discusses that satisfaction of intrinsic needs prevent job dissatisfaction
双因素理论讨论了满足内在需求可以防止工作不满意
c.
Dual factor theory explains why people may leave a company despite good job benefits
双因素理论解释了为什么人们可能会离开公司，尽管有良好的工作福利
d.
Dual factory theory explains why some people do not work to their highest ability although they receive a competitive wage
双元制工厂理论解释了为什么有些人尽管获得了有竞争力的工资，却没有发挥出他们最大的能力
Question 7
问卷调查 7
Which of the following organisational factors is a response to a need for a 'sense of belonging' in the context of Maslow's hierarchy of needs?
以下哪项组织因素是对马斯洛需求层次理论背景下对“归属感”需求的回应？
Selected Answer: c. Cohesive work group
已选答案： c. 有凝聚力的工作组
Answers:
答案：
a.Feedback from the job
a.工作反馈
b.Challenging job
b.具有挑战性的工作
c.Cohesive work group
c.有凝聚力的工作组
d.Advancement in the organisation
d.组织内部的进步
Question 8
问卷调查 8
Which type of motivation theory attempts to identify the relationship among the dynamic variables that make up motivation?
哪种类型的动机理论试图确定构成动机的动态变量之间的关系？
Selected Answer: d.Process Theories
精选答案：d.过程理论
Answers:
答案：
a. Hierarchy of needs
a.需求层次
b.Content Theories
b.内容理论
c.Achievement motivation
c.成就动机
d.Process Theories
d.过程理论
Question 9
问卷调查 9
Which of the following works as an extrinsic motivator in work organisations?
以下哪项在工作组织中起着外在激励的作用？
Selected Answer: d.Providing a sense of job security
已选答案：d.提供工作安全感
Answers:
答案：
a. Providing a sense of job control
a.提供工作掌控感
b. Providing a sense of positive recognition
b.提供积极的认可感
c. Providing a sense of challenge
c.提供挑战感
d. Providing a sense of job security
d.提供工作安全感
Question 10
第 10 项质询
Extrinsic motivation is related to… .
外在动机与......
Selected Answer: b. Rewards such as salary
选择答案： b.薪水等奖励
Answers:
答案：
a. Being treated in a caring way
a.受到关怀
b. Rewards such as salary
湾。薪水等奖励
c. Positive recognition
c.积极认可
d. Things such as sense of challenge
d.挑战感等的东西
Question 11
第11项质询
Which of the following organisational factors is a response to 'esteem needs' in the context of Maslow's hierarchy of needs?
在马斯洛需求层次理论的背景下，以下哪项组织因素是对“尊重需求”的回应？
Selected Answer: c. High-status job
已选答案： c.高状态作业
Answers:
答案：
a. Pleasant work conditions
a.舒适的工作条件
b. Opportunity for creativity
b.创造的机会
c. High-status job
c.高地位作业
d. Safe working conditions
d.安全的工作条件
Question 12
第 12 项质询
Which of the following is not seen as a content theory of motivation?
以下哪一项不被视为动机的内容理论？
Selected Answer: c. Expectancy theory of motivation
已选答案： c. 动机的期望理论
Answers:
答案：
a. McClelland's achievement motivation theory
a.麦克莱兰的成就动机理论
b. Maslow's hierarchy of needs
b.马斯洛需求层次理论
c. Expectancy theory of motivation
c.动机的期望理论
d. Herzberg's two-factor theory
d.Herzberg 的双因素理论
Question 13
质询 13
Which of the following statements is a direct application of dual factor theory?
以下哪项陈述是双因子理论的直接应用？
Selected Answer: b.
选择答案： b.
The theory explains why financial rewards have limitations in motivating employees in the long terms
该理论解释了为什么经济奖励在长期激励员工方面存在局限性
Answers:
答案：
a.
一个。
The theory explains why lack of trust in the promotion system could be demotivating for employees
该理论解释了为什么对晋升系统缺乏信任可能会使员工失去积极性
b.
The theory explains why financial rewards have limitations in motivating employees in the long terms
该理论解释了为什么经济奖励在长期激励员工方面存在局限性
c.
The theory explains why work benefits and work safety cannot motivate people who are concerned with their career advancement
该理论解释了为什么工作福利和工作安全无法激励关心自己职业发展的人
d.
The theory explains why overly high performance criteria could be demotivating for employees
该理论解释了为什么过高的绩效标准可能会使员工失去积极性
Question 14
问卷调查 14
According to Herzberg, which of the following may be regarded as motivator/growth factor?
根据 Herzberg 的说法，以下哪项可以被视为激励因素/增长因素？
Selected Answer: d. Recognition
已选答案： d.识别
Answers:
答案：
a. Company policy
a.公司政策
b. Working conditions
b.工作条件
c. Salary
c.薪资
d. Recognition
d.认可
Question 15
问卷调查 15
Which of the following can be seen as an extrinsic need?
以下哪一项可以被视为外在需求？
Selected Answer: d. Physiological needs
已选答案： d.生理需求
Answers:
答案：
a. Desire for affiliation
a.渴望加入
b. Desire for career advancement
b.渴望职业发展
c. Desire for achievement
c.追求成就
d. Physiological needs
d.生理需求
Question 16
第 16 项质询
Which of the following organisational factors is a response to a need for 'esteem' in the context of Maslow's hierarchy of needs?
在马斯洛需求层次理论的背景下，以下哪项组织因素是对“尊重”需求的回应？
Selected Answer: c. Job title
已选答案： c.职称
Answers:
答案：
a. Job safety
a.工作安全
b. Job benefits
b.工作福利
c. Job title
c.职称
d. Job security
d. 工作保障
Question 17
质询 17
Which of the following is NOT an example of frustration in achieving a goal within the subject of work motivation?
以下哪项不是在工作动机主题内实现目标时受挫的例子？
Selected Answer: a. Restructuring work performance criteria
选择答案： a.重组工作绩效标准
Answers:
答案：
a.
一个。
Restructuring work performance criteria
重组工作绩效标准
b.
Using abusive language to the line manager
对直线经理使用侮辱性语言
c.
Repeating behaviour although it does not achieve the goal
重复行为，尽管它没有达到目标
d.
Resigning from the work organisation
从工作组织中辞职
Question 18
质询 18
Which of the following statements is not correct in the context of dual factor theory of
以下哪项陈述在双因素理论的上下文中是不正确的
motivation?
赋予动机？
Selected Answer: d. Satisfaction of hygiene factors leads to job satisfaction
已选答案： d.满足卫生因素导致工作满意度
Answers:
答案：
a.
一个。
Satisfaction of hygiene factors prevents job dissatisfaction
满足卫生因素防止工作不满
b.
Motivation factors lead to job satisfaction
激励因素导致工作满意度
c.
Lack of hygiene factors leads to job dissatisfaction
缺乏卫生因素导致工作不满
d.
Satisfaction of hygiene factors leads to job satisfaction
满足卫生因素导致工作满意度
Question 19
问卷调查 19
Which of the following statements is not correct in the context of expectancy theory?
以下哪项陈述在期望理论的背景下是不正确的？
Selected Answer: d.
已选答案： d.
Expecting that the reward itself is attractive concerns the expectancy element
期望奖励本身具有吸引力涉及期望因素
Answers:
答案：
a.
一个。
The belief that achieving high performance leads to achieving the reward concerns instrumentality
实现高绩效会导致实现奖励的信念涉及工具性
b.
The belief that one is capable of performing the job well concerns the expectancy factor
相信一个人有能力很好地完成工作涉及期望因素
c.
The belief that first-level outcomes lead to second-level outcomes is part of the instrumentality element
相信第一级结果导致第二级结果是工具性元素的一部分
d.
Expecting that the reward itself is attractive concerns the expectancy element
期望奖励本身具有吸引力涉及期望因素
Question 20
问卷调查 20
Which of the following is NOT a process theory of motivation?
以下哪项不是动机的过程论？
Selected Answer: c. Dual Factor Theory
已选答案： c.双因素理论
Answers:
答案：
a.
一个。
Goal Setting Theory
目标设定理论
b.
Vroom's expectancy theory
Vroom 期望理论
c.
Dual Factor Theory
双因素理论
d.
Equity Theory
Question 21
问卷调查 21
Which of the following works as an intrinsic motivator in work organisations?
以下哪项是 工作组织中的内在激励因素？
Selected Answer: a. Positive recognition
选择答案： a.积极认可
Answers:
答案：
a.
一个。
Positive recognition
积极认可
b.
Fringe benefits
福利
c.
Job benefit
工作福利
d.
Salary
工资
Question 22
问卷调查 22
Which work motivation theory focuses on people’s feelings of how fairly they have been treated in comparison with the treatment received by others?
哪种工作激励理论关注的是人们的感受，即 与他人所接受的待遇相比，他们受到的待遇是多么公平？
Selected Answer: c. Equity
已选答案： c.公平
Answers:
答案：
a.
一个。
Expectancy
期望
b.
Herzberg's
赫茨伯格的
c. Equity
c. 权益
d.
McLelland's
麦克莱兰
Question 23
问卷调查 23
What is the highest level in Maslow's hierarchy of needs?
马斯洛需求层次的最高层次是什么？
Selected Answer: a. Self-actualisation
选择答案： a.自我实现
Answers:
答案：
a.
一个。
Self-actualisation
自我实现
b.
Self-awareness
自我意识
c.
Self-esteem
自尊
d.
Self-confidence
自信
Question 24
问卷调查 24
Which of the following is NOT correct, according to Maslow in the context of his hierarchy of needs model?
根据马斯洛在他的需求层次模型的背景下，以下哪项是不正确的？
Selected Answer: b. A need must be satisfied fully before a subsequent need arises
选择答案： b.在后续需求出现之前，必须完全满足需求
Answers:
答案：
a.
一个。
Once lower-level needs have been satisfied, satisfaction of these same needs does not provide motivation
一旦较低层次的需求得到满足，这些相同需求的满足就不会提供动力
b.
A need must be satisfied fully before a subsequent need arises
在后续需求出现之前，必须完全满足需求
c.
Self-actualisation needs are about realisation of one's full potential
自我实现需求是关于实现一个人的全部潜力
d.
Human needs are arranged in a hierarchy of importance
人类需求按重要性层次结构排列
Question 25
问卷调查 25
What is the anticipated satisfaction from an outcome called in expectancy theory?
预期理论中称为结果的预期满意度是多少？
Selected Answer: c. Valence
已选答案： c.原子价
Answers:
答案：
a.
一个。
Instrumentality
手段
b.
Expectancy
期望
c.
Valence
原子价
d.
Hygiene factors
卫生因素
Session 4. Organizational structure and growth (MCQ+Essay)
第 4 节。 组织结构和成长（MCQ+Essay）
The Greiner Model: (Evolusion/Revolusion)
格雷纳模型：（Evolusion/Revolusion）
Creativity
创造力
Creating products and markets, managerial activity takes second place. Communication is frequent and informal, hours are long and decisions depend on often one managers perceptions.
创造产品和市场，管理活动排在第二位。沟通频繁且非正式，工作时间很长，决策通常取决于一位经理的看法。
Crisis of Leadership comes with growth.
领导力危机伴随着增长。
Symptoms – employees not as dedicated as owners, owners resistant to managerial processes i.e. accounting, recruitment. Owners resist any suggestions of letting someone else hold their ‘baby’.
症状 – 员工不像所有者那样敬业，所有者抵制管理流程，即会计、招聘。业主拒绝任何让别人抱着他们的“婴儿”的建议。
Direction
方向
Functional organisational structure is introduced, as are accounting systems. Incentives, budgets and standards are adopted. Communicatiton becomes more formal as a hierarchy forms.
引入了功能性组织结构，会计系统也是如此。采用激励措施、预算和标准。 随着等级制度的形成，Communicatiton 变得更加正式。
Crisis of Autonomy comes with growth of distance between levels of employee
自主权危机伴随着员工层级之间距离的增加
Symptoms – Lower level managers and employees find innovation restricted by centralised hierarchy. Begin to take their own initiatives, perhaps leave through disenchantment.
症状 – 较低级别的经理和员工发现创新受到集中层次结构的限制。开始主动出击，或许通过幻灭离开。
Delegation
代表团
Greater responsibility given distributed managers. Profit centres and bonuses used to motivate employees. Top managers limit themselves to management-by-exception. M&A and JVs. Communication from the top is infrequent and usually one-way.
赋予分布式管理者更大的责任。利润中心和奖金用于激励员工。高层管理者将自己局限于例外管理。来自高层的沟通并不频繁，通常是单向的。
Crisis of Control comes with tension between top and peripheral managers
控制危机伴随着高层和外围经理之间的紧张关系
Symptoms – Disunity between business units and prioritising the local over what is good for the entire organisation, top managers once again attempt to centralise control of business units.
症状 – 业务部门之间的不团结以及将本地置于对整个组织有利的事情之上，高层管理人员再次试图集中对业务部门的控制。
Co-ordination
协调
Profit-sharing to get employees to identify with the whole organisation. Support functions are centralised. Decentralised businesses are reorganised around product markets. Staff created for organisation-wide programs of control and review. Return on capital expenditure become more important when allocating funds.
利润分享，让员工认同整个组织。支持功能是集中的。 分散的业务围绕产品市场进行重组。为组织范围的控制和审查计划创建员工。在分配资金时，资本支出的回报变得更加重要。
Red Tape Crisis comes with tension between headquarters and local business units
繁文缛节危机伴随着总部和当地业务部门之间的紧张关系
Symptoms – everyone blames ‘the system’.
症状 – 每个人都责怪“系统”。
Simple structure:
结构简单：
Advantages:
优势：
Fast responses to market opportunities & customer service requirements.
快速响应市场机会和客户服务要求。
Everything is under personal control of the owner
一切都在业主的个人控制之下
Life can be exciting, but short
人生可以令人兴奋，但短暂
Disadvantages:
弊：
As the organisation grows, becomes too cumbersome for one person to control alone.
随着组织的发展，一个人无法单独控制变得太麻烦了。
Duplication of roles, confusion of responsibilities and muddled decision making.
角色重复、职责混乱和决策混乱。
Control can be arbitrary in a crisis
在危机中，控制可以是任意的
Functional structure:
功能结构：
Advantages:
优势：
Reduces/simplifies control mechanisms.
减少/简化控制机制。
Clear definition of responsibilities.
明确定义责任。
Specialists at senior and middle management level
高级和中级管理人员的专家
Disadvantages:
弊：
Senior managers overburdened with routine, neglect strategic issues.
高级管理人员被日常工作压得喘不过气来，忽视了战略问题。
Difficult to cope with diversity.
难以应对多样性。
Co-ordination between functions is difficult.
功能之间的协调是困难的。
Minzbergs Taxonomy:
Minzbergs 分类法：
Question 1
问题 1
Which of the following is NOT part of the Mintzberg Taxonomy of Organisations?
以下哪项不是 Mintzberg Taxonomy of Organizations 的一部分？
Correct Answer: Theocracy
正确答案：神权统治
Answers:
答案：
a. Machine Bureaucracy
一个。 机器官僚主义
b. Adhocracy
b.灵活型
c. Theocracy
c. 神权
d. Entrepreneurial
d. 创业精神
Question 2
问卷调查 2
Which of the following is NOT an organisation?
以下哪项不是 组织？
Correct Answer: An audience
正确答案：观众
Answers:
答案：
a. An audience
一个。受众
b. A project
b.一个项目
c. A company
c. 公司
d.A family
d.A 系列
Question 3
问卷调查 3
The Grenier model is a theory of:
Grenier 模型是以下理论：
Correct Answer: Organisational evolution
正确答案：组织演变
Answers:
答案：
a.Span of control
a.控制范围
b. Organisational evolution
湾。 组织演变
c. Transaction costs
c. 交易成本
d. Division of labour
d. 分工
Question 4
问卷调查 4
Which of the following is NOT a feature of a simple organisational structure
以下哪项不是简单组织结构的特征
Correct Answer: Specialists at senior and middle management level
正确答案：高级和中级管理人员的专家
Answers:
答案：
a.
一个。
Fast responses to market opportunities & customer service requirements
快速响应市场机会和客户服务要求
b.
Organisational life can be exciting, but short
组织生活可能令人兴奋，但短暂
c.
Specialists at senior and middle management level
高级和中级管理人员的专家
d.
Everything is under personal control of the owner
一切都在业主的个人控制之下
Question 5
问卷调查 5
The division of labour is:
分工 为：
Correct Answer: The concentration of workers on a single task in a sequence of tasks
正确答案：工作人员集中在一系列任务中的单个任务上
Answers:
答案：
a.
一个。
The separation of workers into functions and departments
将工作人员划分为职能和部门
b.
The reduction of cost by removal of labour
通过减少劳动力来降低成本
c.
The concentration of workers on a single task in a sequence of tasks
工作人员集中在一系列任务中的单个任务上
d.
The provision of managers to control workers
提供经理来控制工人
Session 5. Leadership in work organizations (MCQ+Essay)
第 5 节。 工作组织中的领导力（MCQ + Essay）
Leadership is a force that creates a capacity among a group of people to do something that is different or better. … Leadership is an agency of change.
领导力是一种力量，它在一群人中创造一种能力，去做一些不同或更好的事情。…领导力是变革的机构。
A useful framework on leadership theories:
领导理论的有用框架：
The Trait School
特质学校
It effectively assumes that effective leaders have inherited characteristics which separate them from followers: leaders are born and not made!
它有效地假设有效的领导者具有将他们与追随者区分开来的遗传特征：领导者是天生的，而不是后天培养的！
Competencies of effective leaders
有效领导者的能力
• Drive and ambition
• 动力和雄心壮志
• The desire to lead and influence others
• 领导和影响他人的愿望
• Honesty and integrity
• 诚实正直
• Self confidence
• 自信
• Intelligence
•情报
• Technical knowledge
• 技术知识
The behavioural (style) approach
行为（风格）方法
It assumes that effective leaders can be made.
它假设可以培养出有效的领导者。
It assumes that leaders adopt styles or behaviours.
它假设领导者采用风格或行为。
Likert’s Four Styles of Leadership
李克特的四种领导风格
• Exploitative – authoritative
• 剥削 – 权威
• Benevolent - authoritative
• 仁爱 - 权威
• Consultative
•咨询
• Participative
•参与
l-Mouton leadership Grid
l-Mouton 领导网格
The Contingency School
应急学校
Fiedler’s model- Contingency theory of leadership effectiveness
Fiedler 模型 - 领导效能的权变理论
• 3 variables of task structure, leader-member relationship, and leader position power
• 任务结构、领导-成员关系和领导位置权力 3 个变量
• Favourable situation: good leader-member relationship, structured task, strong leader power.
• 有利条件：良好的领导-成员关系，任务结构化，领导力量强。
• Unfavourable situation: poor leader-member relationship, unstructured task, weak power position
•不利情况：领导-成员关系差、任务不结构化、权力地位薄弱
Transactional-transformational leadership
交易-转型型领导
Transactional Leadership
交易型领导
Based on authority
基于权威
Within bureaucratic structure
在官僚结构内
Based on an exchange relationship. The leader offers clarity and rewards, and in return subordinates contribute effort and skills.
基于 Exchange 关系。领导者提供明确性和奖励，作为回报，下属贡献努力和技能。
2 components of transactional leadership :
交易型领导的 2 个组成部分：
✓Contingent reward
✓或有奖励
✓Management by exception
✓例外管理
Transformational Leadership
变革型领导
• Higher level of needs and motivation
• 更高水平的需求和动力
• Ability to appeal to higher ideas and values of followers
• 能够吸引追随者更高的想法和价值观
• Creating a feeling of justice, loyalty and trust
• 创造一种正义、忠诚和信任的感觉
4 components of transformational leadership:
变革型领导力的 4 个组成部分：
✓Individualised consideration
✓个性化考虑
✓Intellectual stimulation
✓智力刺激
✓Inspirational motivation
✓鼓舞人心的动力
✓Idealised influence (charisma)
✓理想化的影响力（魅力）
Question 1
问题 1
As a project manager, you tend to have a low concern for people and a high concern for production. Based on the Blake-Mouton Leadership Grid, which one of the following best describes you? | |||||||||||||
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Question 2
问卷调查 2
Which of the following is a typical characteristic of exploitive leadership in Likert’s model of leadership? | |||||||||||||
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Question 3
问卷调查 3
Which of the following sentences is NOT correct? | |||||||||||||
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Question 4
问卷调查 4
Which of the following is not a typical component of transformational leadership? | |||||||||||||
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Question 5
问卷调查 5
Which of the following sentences is NOT correct? | |||||||||||||
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Question 6
问卷调查 6
Which of Likert's four styles of leadership is being described in the following paragraph? "Motivation is through rewards and some involvement in decision making and strategic planning. In this type of leadership style a high proportion of the team feel a commitment and responsibility to the team goals." | |||||||||||||
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Question 7
问卷调查 7
Which of the following is a characteristic of participative leadership in Likert’s model of leadership? | |||||||||||||
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Question 8
问卷调查 8
As a project manager, you tend to have a high concern for people and a high concern for production. Based on the Blake-Mouton Management Grid, which one of the following best describes your management style? | |||||||||||||
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Question 9
问卷调查 9
What is the main argument that the trait approach to leadership makes? | |||||||||||||
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Question 10
第 10 项质询
Which of the following sentences is NOT correct? | |||||||||||||
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Question 11
第11项质询
According to the Blake-Mouton Management Grid, what is the state that a team or organisation should be aiming to achieve? | |||||||||||||
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Question 12
第 12 项质询
You lead an infrastructure project. Sometimes you receive certain information from the subordinates but subordinates’ roles in decision making are very limited. You use appropriate rewards to motivate subordinates. What type of leader are you? | |||||||||||||
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Question 13
质询 13
Which of the following is classed as a contingency theory of leadership? | |||||||||||||
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Question 14
问卷调查 14
As a project manager, you tend to have a high concern for people and a very low concern for production. Based on the Blake-Mouton Management Grid, which one of the following best describes you? | |||||||||||||
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Question 15
问卷调查 15
Transformational leadership is based on: | |||||||||||||
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Question 16
第 16 项质询
Which of the following sentences differentiate between managing and leading correctly? | |||||||||||||
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Question 17
质询 17
Fiedler's model of leadership concentrates on the relationship between: | |||||||||||||
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Question 18
质询 18
The term responsible leadership has emerged as relating to an organisation's approach to ….. . | |||||||||||||
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Question 19
问卷调查 19
Which of the following is a component of transactional leadership? | |||||||||||||
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Question 20
问卷调查 20
Overall, which of the following relates more to management than to leadership? | |||||||||||||
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Session 6. Communication and conflict management (MCQ)
第 6 节。 沟通和冲突管理 （MCQ）
Shannon and Weaver's communication model
Shannon 和 Weaver 的通信模型
Name few factors which give rise to the formation of grapevines:
列举导致葡萄藤形成的几个因素：
• Lack of information through the formal communication channels
• 缺乏通过正式沟通渠道提供的信息
• A state of insecurity among employees
• 员工之间的不安全状态
• Conflict and tensions
• 冲突和紧张局势
• Distrust and dislike between people
• 人与人之间的不信任和厌恶
• Need to spread new information quickly
• 需要快速传播新信息
Conflict is defined as a process that materialises when an individual or group perceives that another individual or group is frustrating, or about to frustrate, the attempts of the former to attain a goal.
冲突被定义为 当个人或群体认为另一个个人或群体正在挫败或即将挫败前者实现目标的尝试时，冲突就会成为现实的过程。
Communication to manage a conflict, any benefits?
通过沟通来管理冲突，有什么好处吗？
• Pressures and frustrations are released
• 压力和挫折得到释放
• New perspectives and information can be gathered about the other side
• 可以收集有关另一方的新观点和信息
• New perspectives can be gained about our own views ; you might identify incorrect thinking, weak arguments or assumptions as a result
• 可以对我们自己的观点获得新的视角; 因此，您可能会发现不正确的思维、薄弱的论点或假设
• Better decision making and problem solving as a result of new perspectives
• 由于新的观点，更好的决策和问题解决能力
• Change can take place as a result of conflict
• 冲突可能会发生变化
• Differences can be appreciated
• 可以欣赏差异
Approaches to conflict: Thomas & Kilmann (1974)
冲突的方法：Thomas & Kilmann （1974）
Collaborating: -> win-win result
Collaborating： -> 双赢
• To find an alternative solution when both sets of concerns are too important to be compromised
• 当两组问题都太重要而不能妥协时，找到替代解决方案
• When your objective is to learn
• 当您的目标是学习时
• To merge insights from people with different perspectives
• 合并来自不同观点的人的见解
• To gain commitment by incorporating concerns into a consensus
• 通过将关注点纳入共识来获得承诺
• To work through feelings that have interfered with a relationship
• 克服干扰关系的感受
Competition: -> win-lose situation
竞争： -> 胜负局
• When quick, decisive action is required – in emergency situations for example
• 当需要快速、果断的行动时 - 例如在紧急情况下
• On important issues where unpopular actions need implementing – cost cutting, discipline
• 在需要实施不受欢迎的行动的重要问题上 – 削减成本、纪律
• On issues vital to company welfare when you know you’re right
• 在对公司福利至关重要的问题上，当您知道自己是对的
• Against people who take advantage of non-competitive behaviour
• 针对利用非竞争行为的人
Avoiding:
避免：
• When an issue is trivial, or more important issues are pressing
• 当一个问题微不足道，或者更重要的问题是紧迫的
• When you perceive no chance of satisfying your concerns
• 当您认为没有机会解决您的担忧时
• When potential disruption outweighs the benefits of resolution
• 当潜在的干扰超过解决的好处时
• To let people cool down and regain perspective
• 让人们冷静下来，重新获得视角
• When gathering information supersedes immediate decision
• 当收集信息取代即时决策时
• When others can resolve the conflict more effectively When issues seem tangential or symptomatic of other issues
• 当其他人可以更有效地解决冲突时 当问题看起来无关紧要或与其他问题无关时
Accommodating:
容纳：
• When you find you are wrong, to allow a better position to be heard, to learn and show your reasonableness
• 当你发现自己错了时，让更好的立场被听到，学习并展示你的合理性
• When issues are more important to others than yourself, to satisfy others and maintain cooperation
• 当问题对他人比自己更重要时，满足他人并保持合作
• To build social credits for later issues
• 为以后的问题建立社会信用
• To minimise losses when you are outmatched and losing
• 当您 处于劣势和亏损时，将损失降至最低
• When harmony and stability are especially important
• 当和谐与稳定特别重要时
• To allow subordinates to develop by learning from mistakes
• 让下属通过从错误中学习来发展
Compromising:
妥协：
• When goals are important, but not worth the effort or potential disruption of more assertive modes
• 当目标很重要，但不值得付出努力或不值得更自信的模式可能被破坏时
• When opponents with equal power are committed to mutually exclusive goals
• 当实力相等的对手致力于实现互斥的目标时
• To achieve temporary settlements to complex issues
• 实现复杂问题的临时解决
• To arrive at expedient solutions under time pressure
• 在时间压力下达成权宜之计
• as a backup when collaboration or competition is unsuccessful
• 在合作或竞争失败时作为备份
Question 1
问题 1
Which of the following usually gives rise to 'grapevine' network of commnucation in work organsiations?
以下哪项通常会在工作组织中产生“小道消息”交流网络？
Correct Answer: Lack of useful information within the fomal communications
正确答案：在通信中缺乏有用的信息
Question 2
问卷调查 2
Which of the following is not an element of Shannon and Weaver's communication model?
以下哪项不是 Shannon 和 Weaver 通信模型的元素？
Correct Answer: Confirmation
正确答案：确认
Question 3
问卷调查 3
Which of the conflict resolution techniques is said to lead to a win-lose situation?
据说哪种冲突解决技术会导致双赢局面？
Correct Answer: Competition
正确答案：竞争
Question 4
问卷调查 4
Which of the following is NOT generally considered to be a positive benefit of managed conflict?
以下哪一项通常不被认为是有管理的冲突的积极好处？
Correct Answer: It can help to demonstrate and enforce power relations within a team.
正确答案： 它可以帮助展示和加强团队内的权力关系。
Question 5
问卷调查 5
According to Thomas and Kilmann conflict management model, what strategy achieves a win-win result?
根据 Thomas 和 Kilmann 冲突管理模型，什么策略才能实现双赢？
Correct Answer: Collaborating
正确答案：合作
Session 7. Organization culture (MCQ)
Session 7. 组织文化 （MCQ）
• The link between Organisational culture and performance
• 组织文化与绩效 之间的联系
• If change is to be brought about successfully, it has to be culturally sensitive
• 如果要成功实现变革，就必须具有文化敏感性
• A pattern of basic assumptions, invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, is to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.
• 一个 特定群体在学习应对外部适应和内部整合问题时发明、发现或发展的基本假设模式，它已经运作得足够好，可以被认为是有效的，因此，应该教给新成员作为感知、思考和感受这些问题的正确方式。
Corporate Culture ppt有个视频讲的这个，我还没看
企业文化 ppt有个视频讲的这个，我还没看
Handy (1985) four types of culture:
Handy （1985） 四种类型的文化：
1. Power Culture (Club culture)
1. 权力文化（俱乐部文化）
2. Role Culture
2. 角色文化
3. Task Culture
3. 任务文化
4. Person Culture (Existentialist Culture)
4. 个人文化（Existentialist Culture）
Competing Values Framework, (Cameron and Quinn, 2005)
竞争价值框架，（Cameron 和 Quinn，2005 年）
Two dimensions:
两个维度：
Internal vs external focus
内部关注与外部关注
Stability vs Flexibility
稳定性与灵活性
Cross-cultural studies: Hofstede Cultural Dimensions
跨文化研究：霍夫斯泰德文化维度
Influences on the development of culture
对文化发展的影响
• History: The reason the organisation was originally formed, its age, its philosophy, key events in its history
• 历史：组织最初成立的原因、年龄、理念、历史上的关键事件
• Primary function and technology: the nature of the organisation’s business
• 主要职能和技术：组织业务的性质
• Strategy: e.g. to what extent attention is given to social responsibility? Long-term survival? Its attitude to risk?
• 战略：例如，对社会责任的关注程度如何？长期生存？它对风险的态度？
• Size: usually larger organisations have more formalised structures and cultures.
• 规模：通常较大的组织具有更正式的结构和文化。
• Location: whether an organisation is located in a quiet rural area of in middle of city centre?
• 位置：组织是否位于市中心的安静乡村地区？
• Executive Management and leadership: considerable influence of executive managers in organisational culture (e.g. Annita Roddick, founder of The Body Shop )
• 执行管理和领导：执行经理对组织文化的相当大的影响 （例如 The Body Shop 的创始人 Annita Roddick）
• The environment: it is in fact part of the definition of culture
• 环境：它实际上是文化定义的一部分
Organisational climate is a relatively enduring quality of the internal environment of an organisation that is experienced by its members, and influences their behaviour, and can be described in terms of the values of the organisation.
组织氛围是组织内部环境的一种相对持久的品质 ，其成员所经历的，并影响他们的行为，可以用组织的价值观来描述。
Healthy Organisational climate (Furnham, 2002)
健康的组织氛围 （Furnham， 2002）
• Integration of organisational goals and personal goals
• 组织目标和个人目标的整合
• Styles of leadership appropriate to particular work situations, openness in discussions
• 适合特定工作环境的领导风格，在讨论中保持开放性
• Mutual trust and consideration among different levels of the organisation
• 组织不同层级之间的相互信任和考虑
• Recognition of individual difference and attributes
• 识别个体差异和属性
• Challenging job
• 具有挑战性的工作
• Equitable systems of rewards, justice in treatment
• 公平的奖励制度，公正的待遇
Question 1
问题 1
Which of the following is known as the bedrock of behaviour in organisations?
以下哪一项被称为组织行为 的基石？
Selected Answer:
精选答案：
Organisational culture
组织文化
Answers: a.
答案： a.
Teams
团队
Organisational culture
组织文化
c.
Organisation vision
组织愿景
d.
Organisational values
组织价值观
Question 2
问卷调查 2
With regard to Harrison (1972) model of organisational culture, which of the following is not necessarily correct?
关于Harrison （1972） 的组织文化模型 ，以下哪项不一定正确？
Selected Answer: | 一个。 In organisations with support culture, employees' growth is supported by the senior managers. |
Answers: | 一个。 In organisations with support culture, employees' growth is supported by the senior managers |
b.
In organisations with power culture, people are treated as commodities
在具有权力文化的组织中，人们被视为商品
c.
Power culture usually happens in organisations with autocratic management
权力文化通常发生在专制管理的组织中
d.
In organisations with role culture, compliance with rules are important.
在具有角色文化的组织中，遵守规则很重要。
Question 3
问卷调查 3
Which of the following is not among four categories of organisational culture according to Cameron and Quinn framework?
根据 Cameron 和 Quinn 框架，以下哪项不属于组织文化的四类 ？
Selected Answer:
精选答案：
Power Culture
权力文化
Answers: a.
答案： a.
Market culture
市场文化
b. Clan culture
b.宗族文化
c.
Adhocracy culture
灵活型文化
Power Culture
权力文化
Question 4
问卷调查 4
Schein distinguishes three levels of culture. These are ....
沙因区分了三个层次的文化。这些是 ....
Selected Answer:
精选答案：
Artefacts, Values, and basic underlying assumptions
工件、值和基本基本假设
Answers: a.
答案： a.
Power, role, person, and task culture
权力、角色、人员和任务文化
b.
Important, intermediate, basic levels
重要、中级、基础级别
c.
People, management, and organisation
人员、管理和组织
Artefacts, Values, and basic underlying assumptions
工件、值和基本基本假设
Question 5
问卷调查 5
Which of the following best summarise the characteristic features of a healthy organisational climate?
以下哪项最能概括健康的组织氛围的特征？
Selected Answer: | Respect for individual differences, opportunities for personal development, acceptance of the psychological contract, a sense of identity with the organisation |
Answers: | a. |
Focusing on individual differences, opportunities for personal development, acceptance of the psychological contract, a sense of identity with small teams
关注个体差异、个人发展机会、接受心理契约、对小团队的认同感
b.
Respect for individual differences, emphasising personal development, emphasising the formal work contract, a sense of identity with the organisation
尊重个体差异，强调个人发展，强调正式的工作合同，对组织有认同感
Respect for individual differences, opportunities for personal development, acceptance of the psychological contract, a sense of identity with the organisation
尊重个体差异、个人发展机会、接受心理契约、对组织的认同感
d.
Focusing on individual differences, opportunities for personal development, acceptance of the psychological contract, a sense of identity with only small and cohesive teams
关注个体差异、个人发展机会、接受心理契约、只有小而有凝聚力的团队的认同感
Question 6
问卷调查 6
Which of the following correctly lists key influences that are likely to play an important role in the development of a corporate culture?
以下哪项正确列出了可能在企业文化发展中发挥重要作用的关键影响因素？
Selected Answer:
精选答案：
一个。
History, strategy, environment, primary function
历史、战略、环境、主要功能
Answers:
答案：
一个。
History, strategy, environment, primary function
历史、战略、环境、主要功能
b.
Motivation, production cost, production technology
动机、生产成本、生产技术
c.
Motivation, distance to primary market, environment
动机、与一级市场的距离、环境
d.
History, production cost, distance to primary marker, primary function
历史记录、生产成本、到主要标识的距离、主要功能
Question 7
问卷调查 7
Which of the following statements does not describe a clan culture as discussed in Competing Values Framework?
以下哪项陈述没有描述竞争价值框架中讨论的氏族文化？
Selected Answer: | 一个。 My organisation culture values smooth scheduling, predictability and centralisation |
Answers:
答案：
一个。
My organisation culture values smooth scheduling, predictability and centralisation.
我的组织文化重视顺畅的调度、可预测性和集中化。
b.
My organisation is a very personal place, people seem to share a lot of themselves.
我的组织是一个非常私人的地方，人们似乎有很多共同之处。
c.
Commitment to my organisation runs high.
对我的组织的承诺很高。
d.
The leadership in my organisation is usually facilitating, mentoring or nurturing.
我们组织中的领导层通常是促进、指导或培养。
Question 8
问卷调查 8
Which of the following statements mainly describes a market culture as discussed in Competing Values Framework?
以下哪项陈述主要描述了 Competing Values Framework 中讨论的市场文化？
Answers: | a. |
My organisation culture values employee commitment.
我的组织文化重视员工的承诺。
b.
My organisation is characterised by teamwork and employee participation.
我的组织 以团队合作和员工参与为特色。
c.
My organsiation culture values predictability, maintaining smooth-running projects and stability in relationships.
我的组织文化重视可预测性，保持项目顺利运行和人际关系的稳定性。
My organisation culture values result orientation, predictability and competitiveness.
我的组织文化重视结果导向、可预测性和竞争力。
Question 9
问卷调查 9
According to Hofstede, what does a high power-distance ratio usually mean?
根据 Hofstede 的说法，高功率距离比通常意味着什么？
Selected Answer:
精选答案：
一个。
There are inequalities in the organisation.
组织中存在不平等。
Answers: | 一个。 There are inequalities in the organisation. b. Authority is often questioned in the organisation c. There is a flat hierarchical structure. d. Power is distributed across the organisation. |
Question 10 Which of the following events in an organisation could influence the development of its culture? | |
Selected Answer:
精选答案：
All of the above
以上所有
Answers: a.
答案： a.
Merger
合并
b.
New top management
新的高层管理人员
c.
Reorganisation
All of the above
以上所有
Session 8. Employees wellbeing (MCQ + Essay)
Session8. 员工福祉 （MCQ + Essay）
• Work stress is different from work pressure. Pressure can be positive and a motivating factor. You can enjoy work pressure. The adverse reaction people have to excessive pressure could lead to work stress.
• 工作压力不同于工作压力。压力可以是积极的，也可以是一个激励因素。你可以享受工作压力。人们对过度压力的不良反应可能会导致工作压力。
• Costs of high levels of dysfunctional stress: absences of employees, medical costs, burnout, PTSD, etc.
• 高水平的功能失调压力的成本：员工缺勤、医疗费用、倦怠、创伤后应激障碍等。
Burnout (Zapf, 2002) Three elements:
倦怠 （Zapf， 2002） 三个要素：
• Emotional exhaustion
• 情绪疲惫
• (lackof) Depersonalisation
• （lackof） 人格解体
• Reduced personal accomplishment
• 个人成就感下降
Factors causing stress at work (stressors) (McKenna 2011):
导致工作压力的因素（压力源）（McKenna 2011）：
Role overload
角色重载
Repetitive work
重复性工作
Decision latitude and job
决策纬度和作业
control
控制
Undesirable work relationships
不良的工作关系
Career uncertainty (e.g. redundancy and unemployment)
职业不确定性（例如裁员和失业）
Role conflict
角色冲突
Emotion work occurs when “the expression of organizationally desired emotions is part of one’s job” (Zapf, 2002)
当“表达组织上期望的情绪是一个人工作的一部分”（Zapf，2002 年）时，就会发生情感工作
Resilience:
弹性：
The ability to be happy, successful, etc. Again after something difficult or bad has happened
快乐、成功等的能力。 在困难或糟糕的事情发生后再次
Psychological wellbeing (PWB)
心理健康 （PWB）
• Positive well-being is not simply the absence of ill-health.
• 积极的幸福感不仅仅是没有健康不良。
• Two broad domains: financial wellbeing and quality of life
• 两大领域：财务状况和生活质量
• Three elements of workplace wellbeing: psychological, physical, and social well-being.
• 工作场所幸福感的三个要素：心理、身体和社会幸福感。
• PWB: One’s ability to handle the stress of daily life and maintain a positive attitude and sense of purpose.
• 工作工人行动（PWB）：一个人处理日常生活压力并保持积极态度和目标感的能力。
• Use of psychometric scales in PWB (e.g. A shortened Stress Evaluation Tool, also called ASSET; Work-related Resilience Scale)
• 在 PWB 中使用心理测量量表（例如，缩短的压力评估工具，也称为 ASSET; 与工作相关的弹性量表）
Aspects of PWB
工作计划和预算的各个方面
• Self-Acceptance
• 自我接纳
• Positive relations with others
• 与他人建立积极关系
• Personal growth
• 个人成长
• Purpose in life
• 人生目标
• Environmental mastery
• 环境掌握
• Autonomy
•自治
Job Demand- Resource (JD-R) Model and wellbeing:
工作需求 - 资源 （JD-R） 模型和福利：
• Clarification of goals and objectives
• 明确目标
• Resource distribution
• 资源分配
• Human resource management
• 人力资源管理
• Non-monetary rewards
• 非货币奖励
• Development of interpersonal skills
• 发展人际交往能力
• Group activities
• 小组活动
• Organisational processes
• 组织流程
Question 1
问题 1
Which of the following sentences is correct about work stress? | |||||||||||||
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Question 2
问卷调查 2
Which of the following concepts can lead to work stress? | |||||||||||||
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Question 3
问卷调查 3
Which of the following concepts help with individual resilience? | |||||||||||||
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Question 4
问卷调查 4
Which of the following concepts is closely linked to emotion work? | |||||||||||||
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Question 5
问卷调查 5
Which of the following concepts can affect how people perceive their emotion work? | |||||||||||||
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Question 6
问卷调查 6
Which of the following concepts can affect how people perceive their emotion work? | |||||||||||||
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Question 7
问卷调查 7
Which of the following concepts is linked to burnout? | |||||||||||||
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Question 8
问卷调查 8
Which of the following problems is associated with excessive work stress? | |||||||||||||
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Question 9
问卷调查 9
Which of the following factors in job demands could lead to poor psychological wellbeing? | |||||||||||||
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Question 10
第 10 项质询
Which of the following statements is NOT correct? | |||||||||||||
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Session 9. Change management (MCQ)
第 9 节。 变更管理 （MCQ）
Change is
更改为
• Inevitable
•必然
• Inescapable
•不可避免
• Continual
•持续
Forces of change:
变革的力量：
• Uncertain economic conditions
• 经济状况不确定
• Market competition
• 市场竞争
• Government interventions
• 政府干预
• Institutional legislations (e.g.EU social legislations, UN
• 机构立法（e.g.EU 联合国社会立法
policies)
策略）
• Political interests
• 政治利益
• Scarcity of resources (human resources, natural resources,
• 资源稀缺（人力资源、自然资源、
etc.)
等）
• New technologies
• 新技术
Individual resistance to change:
个人对变革的抵制：
• Selective perception
• 选择性感知
• Habit
•习惯
• Inconvenience or loss of freedom
• 不便或失去自由
• Economic implications
• 经济影响
• Security in the past
• 过去的安全性
Resistance to change
抵制变革
Organisational culture to change:
改变组织文化：
Organisational culture
组织文化
Maintaining stability
保持稳定
Investment in resources
资源投资
Past contract or agreements
过去的合同或协议
Threats to power and influence
对权力和影响力的威胁
Lewin’s 3 stage model of change management:
Lewin 的变革管理的 3 阶段模型：
Unfreezing (unlock from existing behaviour) → Change →Refreeze
取消冻结（从现有行为中解锁）→更改→重新冻结
apm (2018) change management process:
APM （2018） 变更管理流程：
• Assessment: sponsorship? Buy-in? Involvement? Scope of change?
• 评估：赞助？买入？参与？更改范围？
• Preparation: clear sense of urgency? Expression of reasons? Stakeholder engagement? Success criteria?
• 准备：明确的紧迫感？理由的表达？利益相关者参与？成功标准？
• Plan: how? When? By who? How to address the impact of change? How to motivate people? What training and when?
• 计划：如何？什么时候？由谁提供？如何应对变更的影响？如何激励人们？什么培训以及何时进行？
• Implementation: Change curve
• 实施：更改曲线
• Sustain
•维持
Tactics to manage resistance Kotter and Schlesinger (1979):
管理抵抗的策略 Kotter 和 Schlesinger （1979） ：
• Education and Communication
• 教育与传播
• Participation and Involvement
• 参与和参与
• Facilitation and Support
• 促进和支持
• Negotiation and Agreement
• 谈判和协议
• Explicit and Implicit Coercion
• 显式和隐式强制
Power and politics in organisational changes (Arnold et al, 2022)
组织变革中的权力和政治 （Arnold 等人，2022 年）
• Ensure or develop the support of key power groups
• 确保或发展对关键权力集团的支持
• Use leader behaviour to generate support for the proposed change
• 使用领导者行为来生成对提议的更改的支持
• Use symbols and language to encourage and show support for the change
• 使用符号和语言来鼓励和表示对变革的支持
• Build in stability by using power to ensure that some things remain the same
• 通过使用电源来确保某些事情保持不变，从而构建稳定性
Question 1
问题 1
Which of the following is not a key reason behind resistance to organisational change in work organisations | |||||||||||||
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Question 2
问卷调查 2
Which of the following is correct? | |||||||||||||
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Question 3
问卷调查 3
According to apm change management process is: | |||||||||||||
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Question 4
问卷调查 4
Which of the following is Not correct in organisational change management? | |||||||||||||
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Question 5
问卷调查 5
Which of the following is NOT correct with regards to managing resistance against organisational change? | |||||||||||||
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Tutorial 1
教程 1
Case study 1:
案例 1：
Opening Case Study
打开案例研究
Shop-floor Reorganisation at Land Rover
Land Rover 的车间重组
Marin Burela, the new head of manufacturing at Land Rover, bounces gently up and down beside the refurbished assembly line at the carmaker's plant in Solihull, England. Looking at the floor, Mr. Burela points out the springy 'anti-fatigue matting' as one sign of the transformation of once dingy and cramped working conditions. 'We have made a hell of a difference here. They don't call this the Bat Cave anymore,' he says.
路虎新任制造主管马林·布雷拉 （Marin Burela） 在这家汽车制造商位于英国索利哈尔的工厂翻新的装配线旁轻轻地上下跳动。看着地板，Burela 先生指出，有弹性的“抗疲劳垫”是曾经肮脏和狭窄的工作条件转变的标志之一。“我们在这里做出了很大的改变。他们不再称这里为蝙蝠洞，“他说。
Mr. Burela is one of a corps of Ford executives dispatched to Land Rover following its Euros 2.9bn (Pounds 1.7bn) takeover this year. He is charged with turning round the loss-making brand, abandoned by Germany's BMW after the break-up of Rover Group. "We have got to unlock the value in our assets and get the creative juices flowing," he says. 'It's about instilling a sense of passion in Land Rover people."
Burela 先生 是在今年以 29 亿欧元（17 亿英镑）收购 Land Rover 后被派往 Land Rover 的高管团队之一。他被指控扭转这个亏损的品牌，该品牌在 Rover Group 解散后被德国宝马抛弃。“我们必须释放资产的价值，让创意源源不断，”他说。“这是为了向 Land Rover 人灌输一种激情。”
Ford executives privately admit they were shocked by some of what they found at Solihull. The production methods on the Defender line were antiquated. Other areas were poorly lit and untidy. Given the employees' dismay after BMW's sudden withdrawal this year, part of the task before Ford has been to hide its concerns and persuade the employees that they can make better cars. The trick for Land Rover's owners has been to win employees' backing for a restructuring that begins and ends with them. Ford is trying to persuade the workforce that it believes they are a top-quality asset that was either underused or neglected by the former owner.
福特高管私下承认，他们对在索利哈尔发现的一些东西感到震惊。Defender 生产线的生产方法过时了。其他区域光线不足且不整洁。鉴于员工对宝马今年突然退出感到沮丧，福特面临的部分任务是隐藏其担忧并说服员工他们可以制造更好的汽车。Land Rover 车主的诀窍是赢得员工的支持，让他们开始和结束重组。福特正试图说服员工，它认为他们是顶级资产，要么没有得到充分利用，要么被前所有者忽视。
To preach its message, senior managers have held a series of US-style 'town hall meetings' with 200-500 workers at a time. Workers have been urged to match the best standards of Ford's premier automotive group, which includes Jaguar, Volvo, Lincoln and Aston Martin. Executives, rarely seen on the shop floor in the past, have been instructed to walk the line. They take cars at random from the assembly line for testing; they hold impromptu meetings with groups of workers. Everyone is encouraged to be on first-name terms. 'We're looking for visual management,' says Bob Dover, the new chief executive installed at Land Rover by Ford. 'You cannot expect high standards and a sense of passion if the management is invisible or if the roof leaks and the place is a mess.
为了宣扬它的信息，高级管理人员举行了一系列美式的“市政厅会议”，一次有 200-500 名员工参加。他们敦促工人达到福特首屈一指的汽车集团的最佳标准，该集团包括捷豹、沃尔沃、林肯和阿斯顿马丁。过去很少在车间看到的高管们被指示走这条线。他们从装配线上随机取车进行测试;他们与工人团体举行临时会议。我们鼓励每个人都使用直呼其名。“我们正在寻找可视化管理，”福特路虎新任首席执行官鲍勃·多佛 （Bob Dover） 说。“如果管理层无形，或者屋顶漏水，这个地方一团糟，你就不能指望高标准和激情。
Mr. Dover, formerly chief executive of Aston Martin, wants to start by removing unused temporary buildings: "We probably have the biggest collection of Portakabins in the Midlands,' he says. "We could start a Portakabin Museum'. That effort and the investment in facilities will be coupled to what Mr. Dover calls a 'culture of openness'. "It sounds soft and stupid, but we have to start by concentrating on people.' That means changing the outlook and profile of Land Rover's staff. Mr. Dover points out that Land Rover sells cars to 140 countries. "We have to include people from different backgrounds and more women.' Part of that overhaul mirrors the transformation of Jaguar, another neglected British brand acquired by Ford.
阿斯顿·马丁（Aston Martin）前首席执行官多佛先生希望从拆除未使用的临时建筑开始：“我们可能拥有中部地区最大的Portakabins收藏，”他说。我们可以开办一个 Portakabin 博物馆'。这种努力和对设施的投资将与 Dover 先生所说的“开放文化”相结合。“这听起来很软弱和愚蠢，但我们必须从关注人开始。”这意味着改变 Land Rover 员工的前景和形象。Dover 先生指出，Land Rover 向 140 个国家/地区销售汽车。“我们必须包括来自不同背景的人和更多的女性。”这次改革的一部分反映了捷豹的转型，捷豹是福特收购的另一个被忽视的英国品牌。
Motivation theory. 具体问题我不记得了/Maple：我好像记得是从其中找出一些点然后套用motivation theory进行解释，就比如脏乱差的环境难以提高员工积极性这样，然后quote理论模型，我也忘了具体问题但这个好像就是解题思路。
动机理论。具体问题我不记得了/Maple：我好像记得是从其中找出一些点然后套用motivation theory进行解释，就比如脏乱差的环境难以提高员工积极性这样，然后quote理论模型，我也忘了具体问题但这个好像就是解题思路。
Case study 2:
案例研究 2：
Gender pay gap at the BBC
BBC 的 性别薪酬差距
Reference: BBC. (29 June 2018). Timeline: How the BBC gender pay story has unfolded. Retrieved 6 May 2019, from https://www.bbc.co.uk/news/entertainment-arts-42833551
参考资料：BBC。（2018 年 6 月 29 日）。时间线：BBC 性别薪酬的故事是如何展开的。2019 年 5 月 6 日从 https://www.bbc.co.uk/news/entertainment-arts-42833551 检索
In July 2017 the BBC released a list of its best-paid stars. Of the top ten highest earners, only Claudia Winkleman was female and her salary bracket (£450,000–£499,999) was substantially lower than the BBC’s highest earning man (Chris Evans; £2,200,000–£2,249,999). The publication sparked a chain of events which revealed that the average pay gap between men and women at the BBC was 9.3%, meaning that for every £10 the average man earns, the average woman earns £9.07. It also led Carrie Gracie, the BBC’s China editor, to resign due to pay inequality with male colleagues. Gracie stated she was dismayed to learn that two male international editors at the corporation earned ‘at least 50% more’ than their two female counterparts.
2017 年 7 月，BBC 发布了一份收入最高的明星名单。在收入最高的前十名中，只有克劳迪娅·温克尔曼是女性，她的工资等级（450,000 英镑至 499,999 英镑）远低于 BBC 收入最高的男性（克里斯·埃文斯;2,200,000 英镑至 2,249,999 英镑）。该出版物引发了一系列事件，揭示了 BBC 男女之间的平均薪酬差距为 9.3%，这意味着男性平均每赚 10 英镑，女性平均收入 9.07 英镑。这也导致 BBC 的中国编辑 Carrie Gracie 因与男性同事的薪酬不平等而辞职。格雷西表示，她得知该公司的两名男性国际编辑的收入比两名女性编辑“至少高出 50%”，她感到很沮丧。
The BBC is not alone in paying men more than women. In 2019, it was revealed that out of 10,443 British firms, 8,124 pay men more, while only 1,424 pay women more. How does a gender pay-gap affect the motivation of female employees? We seek to answer this question by recapping several of the motivation theories covered in this chapter.
BBC 并不是唯一一个向男性支付比女性更高的报酬的公司。2019 年，据透露，在 10,443 家英国公司中，有 8,124 家向男性支付更高的工资，而只有 1,424 家向女性支付更高的工资。性别薪酬差距如何影响女性员工的积极性？我们试图通过回顾本章中涵盖的几个动机理论来回答这个问题。
Equity theory: inequality attitude
Equity 理论：不平等态度
Expectancy theory: valence and the rewards are mismatch
期望理论：效价和奖励不匹配
Tutorial 2
教程 2
Company X is a small organisation, which is owned and managed by few passionate IT experts. The company has been dealing with a high level of turnover. To investigate the reasons behind this all ‘leave interviews’ in the last 2 years were re-analysed. The result of the analysis suggests that the former employees claimed that that they were stressed out because of their job. Also, former employees thought that their wellbeing was compromised because of the situation. As a result of the analysis, directors held a meeting, but they could not believe that this is the main reason behind the dissatisfaction, especially as the nature of their work is office-based without any physical strains. Directors decided to increase all staff income by 5 percent with a hope to overcome the problem. Also, they decided to approach a management consultancy firm for a research informed advice on the situation.
X 公司是一个小型组织，由少数充满激情的 IT 专家拥有和管理。该公司一直在应对高水平的人员流动。为了调查这背后的原因，重新分析了过去 2 年的所有 “休假面谈”。分析结果表明，前员工声称他们因为工作而感到压力很大。此外，前员工认为他们的健康状况因这种情况而受到损害。经过分析，董事们召开了一次会议，但他们无法相信这是不满的主要原因，尤其是因为他们的工作性质是在办公室进行，没有任何身体劳损。董事们决定将所有员工的收入增加 5%，以期克服这个问题。此外，他们决定与一家管理咨询公司联系，以获得有关情况的研究建议。
You are tasked with a consultancy report discussing the following points:
您的任务是一份咨询报告，讨论以下几点：
- Increasing salary may not be a sustainable solution.
- 增加薪资可能不是一个可持续的解决方案。
Single motivation
单一动机
- Importance of workforce wellbeing
- 员工福祉的重要性
Work stress
工作强度
- How to improve staff wellbeing at work
- 如何改善员工在工作中的幸福感
Job demand and resource model
岗位需求与资源模型
Improvements:
改进：
• Clarification of goals and objectives
• 明确目标
• Resource distribution
• 资源分配
• Human resource management
• 人力资源管理
• Non-monetary rewards
• 非货币奖励
• Development of interpersonal skills • Group activities
• 发展人际交往能力 • 团体活动
• Organisational processes
• 组织流程
Company Y is a small project-oriented firm. Company Y did not have any clear promotion procedure so far. You are tasked to advise company Y on how they should set up an effective promotion policy to make sure that employees are motivated to work harder.
Y 公司是一家以项目为导向的小型公司。到目前为止，Y 公司没有任何明确的晋升程序。您的任务是向 Y 公司提供建议，告诉他们应该如何制定有效的晋升政策，以确保员工有动力更加努力地工作。
Use change management to make sure the change is effective.
使用更改管理来确保更改有效。
Actions to secure effective change:
确保有效变革的行动：
Create a sense of urgency
营造紧迫感
Build a guiding team
建立指导团队
Create visions
创建愿景
Empowerment action
赋权行动
Produce short-term wins
产生短期胜利
Don’t let up
不要松懈
Make change stick
让零钱成为常态
2021-2022 pass paper [题号标红的是我没找到原题的，可重点看下-苏]
SECTION A
A 部分
There are twenty multiple-choice questions in this section. Please answer every
本节有 20 道多项选择题。请回答每一个
question in this section on the answer grid provided.
本节中提供的答案网格上的问题。
Each multi-choice question has 1 mark.
每个多项选择题有 1 分。
A1. Theories of motivation that focus on the specific factors in individuals or their environments that determine behaviour are known as...?
答 1.专注于个人或其环境中决定行为的特定因素的动机理论 被称为......？
a. Content Theories
a. 内容理论
b. Concept Theories
b. 概念理论
c. Progress Theories
c. 进步理论
d. Process Theories
d. 过程理论
Susu: A – session 3
Susu： A – 会话 3
A2. Which of the following is NOT an example of frustration in achieving a goal within the subject of work motivation?
答 2.以下哪项不是在工作动机主题内实现目标时受挫的例子？
a. Restructuring work performance criteria
一个。重组工作绩效标准
b. Resigning from the work organisation
b.从工作组织中辞职
c. Repeating behaviour despite it is not achieving the goal
c. 尽管 没有达到目标，但重复行为
d. Using abusive language to the line manager
d. 对直线经理使用辱骂性语言
Susu: A- session 3
Susu： A- 会话 3
A3. Which of the following organisational factors is a response to a need for a 'sense of belonging' in the context of Maslow's hierarchy of needs?
答 3.以下哪项组织因素是对马斯洛需求层次理论背景下对“归属感”需求的回应？
a. Cohesive work group
一个。有凝聚力的工作组
b. Challenging job
b.具有挑战性的工作
c. Advancement in the organisation
c. 组织内的进步
d. Feedback from the job
d. 来自工作的反馈
Susu: A – session 3
Susu： A – 会话 3
A4. What is the anticipated satisfaction from an outcome called in expectancy theory?
答 4.预期理论中称为结果的预期满意度是多少？
a. Instrumentality
一个。手段
b. Valence
b.原子价
c. Expectancy
c. 预期
d. Hygiene
d. 卫生
Susu: B – session 3
Susu： B – 会话 3
A5. Which of the following statements does not describe a clan culture as discussed in the Competing Values Framework?
答 5.以下哪项陈述没有描述竞争价值框架中讨论的氏族文化？
a. My organisation is a very personal place; people seem to share a lot of themselves.
一个。我的组织是一个非常私人的地方;人们似乎有很多共同之处。
b. The leadership in my organisation is usually facilitating, mentoring or nurturing.
湾。我们组织中的领导层通常是促进、指导或培养。
c. Commitment to my organisation runs high.
c. 对我的组织的承诺很高。
d. My organisation’s culture values smooth scheduling, predictability and centralisation.
d.我所在组织的文化重视顺畅的日程安排、可预测性和集中化。
Susu: D – session 7
Susu： D – 会话 7
A6. Which of the following is known as the bedrock of behaviour in organisations?
答 6.以下哪一项被称为组织行为的基石 ？
a. Organisational culture
一个。 组织文化
b. Teams
b.团队
c. Organisation vision
c. 组织愿景
d. Organisational values
d. 组织价值观
Susu: A- session 7
Susu： A- 会话 7
A7. Which of the following statements is correct according to Meredith Belbin?
答 7.根据 Meredith Belbin 的说法，以下哪项陈述是正确的？
a. Individuals cannot show more than one Team Role
一个。个人不能显示多个团队角色
b. People's preferable team roles do not change over time
b.人们首选的团队角色不会随着时间的推移而改变
c. An individual does not necessarily show all nine Team Role behaviours
c. 个人不一定表现出所有九种团队角色行为
d. Each person can have only one preferable team role
d. 每个人只能有一个更可取的团队角色
Susu: C- session 2 Q3
Susu： C- 会话 2 Q3
A8. Which of the following is NOT correct in the context of virtual teams?
答 8. 在虚拟团队的背景下，以下哪项是不正确的？
a. Degree of dispersion is about the extent to which a team is virtual
一个。分散程度是关于团队的虚拟程度
b. Social Exchange theory could be used in making sense of knowledge sharing in
b. 社会交换理论可用于理解
virtual teams
虚拟团队
c. Number of members in virtual teams is not limited
c. 虚拟团队的成员数量不受限制
d. Building trust could be more difficult in virtual teams than collocated team.
d. 在虚拟团队中建立信任可能比在同地协作中更难。
Susu: A – 没有原题A分散程度的衡量应该不是团队的虚拟程度，是地域文化之类的吧，有排除法，B，C，D应该都是对的，B- knowledge sharing in teams can be influenced by social exchange theory, specifically through factors such as truskt, dependence, and exchange characteristics.
Susu： A –没有原题A分散程度的衡量应该不是团队的虚拟程度，是地域文化之类的吧，有排除法，B，C，D应该都是对的，B-knowledg e 团队中的分享可以受到社会交换理论的影响，特别是通过 trus k t、依赖性和交换特征等因素。
A9. Which of the following is not an element of Shannon and Weaver's communication model?
答 9.以下哪项不是 Shannon 和 Weaver 通信模型的元素？
a. Noise
一个。噪声
b. Channel
b.渠道
c. Message
c. 消息
d. Confirmation
d. 确认
Susu: D – session 6
Susu：D – 第 6 节
A10. Which of the following usually gives rise to a 'grapevine' network of communication in work organisations?
答 10.以下哪项通常会在工作组织中产生“小道消息”通信网络？
a. Lack of useful information within formal communications
一个。在正式通信中缺乏有用的信息
b. Trust between employees and managers
b.员工与管理者之间的信任
c. Close relationships between managers and subordinates
c. 管理者和下属之间的密切关系
d. Flexible working hours
d. 灵活的工作时间
Susu: A-session 6
Susu： A-session 6
A11. According to Meredith Belbin, which one of the following could be seen as an allowable weakness of the ‘implementer’ team role?
答 11. 根据 Meredith Belbin 的说法，以下哪一项可以被视为“实施者”团队角色的允许弱点？
a. Inflexible
一个。死板
b. Ignores incidentals
b.忽略偶然因素
c. Lacks commitment
c. 缺乏承诺
d. Overly critical
d. 过于关键
Susu: A –
苏苏：A –
session
会期
A12. Which of the following is correct concerning non-verbal communication?
答 12.以下关于非语言交流的哪项是正确的？
a. Non-verbal communication covers all aspects of communication that are not
一个。非语言交流涵盖了
expressed orally
口服表达
b. Non-verbal communication covers all aspects of communication that are not
b.非语言交流涵盖了
expressed orally or in writing
口头或书面表达
c. Non-verbal communication coupled with verbal communication leads to confusion in organisations
c. 非语言沟通加上口头沟通会导致组织混乱
d. Non-verbal communication should be avoided in organisations because of the high level of confusion with which it is usually associated
d. 在组织中应避免非语言交流，因为它通常与高度混淆相关
SuSu: B – non-verbal communication = body language
SuSu： B – 非语言交流 = 肢体语言
A13. According to Meredith Belbin, which one of the following could be seen as an allowable weakness of the ‘shaper’ team role?
答 13. 根据 Meredith Belbin 的说法，以下哪一项可以被视为“塑造者”团队角色的允许弱点？
a. Prone to provocation
一个。容易受到挑衅
b. Overly critical
b.过于严重
c. Lacks drive
c. 缺乏驱动力
d. Slow to respond to new opportunities
d. 对新机会反应迟钝
Susu: A –
Susu： A –
A14. According to Hofstede, what does a high power-distance ratio usually mean?
答 14.根据 Hofstede 的说法，高功率距离比通常意味着什么？
a. There is a flat hierarchical structure
一个。有一个扁平的层次结构
b. There are inequalities in the organisation
b.组织中存在不平等
c. Power is distributed across the organisation
c. 权力分布在整个组织中
d. Authority is often questioned in the organisation
d. 权威在组织中经常受到质疑
Susu: B – session 7
Susu：B – 第 7 节
A15. Which of the following is not among four categories of organisational culture according to Cameron and Quinn framework?
答 15.根据 Cameron 和 Quinn 框架，以下哪项不属于组织文化的四类？
a. Power culture
一个。权力文化
b. Hierarchy culture
b.等级文化
c. Market culture
c. 市场文化
d. Clan culture
d. 宗族文化
Susu: A- session 7
Susu： A- 会话 7
A16. Which of the following is NOT correct?
答 16.以下哪项是不正确的？
a. Organisational behaviour is a multidisciplinary field that deals with people’s behaviour in organisational settings
一个。 组织行为学是一个多学科领域，涉及人们 在组织环境中的行为
b. Organisational behaviour is developed primarily by adopting theories from
湾。 组织行为学主要是通过采用以下理论来发展的
psychology, sociology and anthropology
心理学、社会学和人类学
c. The phrase ‘industrial psychology’ is used more often instead of organisational behaviour in the 21st century
c.在 21 世纪，“工业心理学”一词被更频繁地使用，而不是组织行为
d. Organisational behaviour is concerned with fitting people to the jobs as well as fitting jobs to the people
d. 组织行为学关注的是使人适合工作，以及使工作适合人
Susu: D – Organizational behavior (OB) is the study of how people interact within groups and its principles are used to make businesses operate more effectively.
Susu： D – 组织行为学 （OB） 是研究人们如何在群体内互动的学科，其原则用于使企业更有效地运作。
A17. Which of the following is classed as a contingency theory of leadership?
答 17.以下哪一项被归类为领导力的权变理论？
a. The leadership grid
一个。领导网格
b. Transformational leadership
b.变革型领导
c. Fiedler’s model
c. Fiedler 模型
d. Likert’s four styles of leadership
d. 李克特的四种领导风格
Susu: C – session 5 Q13
Susu： C – 会话 5 Q13
A18. Fiedler's model of leadership concentrates on the relationship between:
答 18.Fiedler 的领导模型侧重于以下两者之间的关系：
a. Leadership styles and trust
一个。领导风格和信任
b. Organisational performance and leadership styles
湾。 组织绩效和领导风格
c. Motivation and leadership styles
c. 激励和领导风格
d. Leadership styles and task structure
d. 领导风格和任务结构
Susu: B – session 5 Q17
Susu： B – 会话 5 Q17
A19. Which of the following is NOT known as a factor causing stress at work:
答 19.以下哪一项不被认为是导致工作压力的因素：
a. Role overload
一个。角色重载
b. Repetitive work
b.重复性工作
c. Role conflict
c. 角色冲突
d. Training
d. 培训
Susu: D - Factors causing stress at work (stressors) (McKenna 2011):
Susu： D - 导致工作压力的因素（压力源）（McKenna 2011）：
Role overload
角色重载
Repetitive work
重复性工作
Decision latitude and job
决策纬度和作业
control
控制
Undesirable work relationships
不良的工作关系
Career uncertainty (e.g. redundancy and unemployment)
职业不确定性（例如裁员和失业）
Role conflict
角色冲突
A20. Which of the following is NOT correct in the context of work motivation:
答 20.在工作动机的背景下，以下哪一项是不正确的：
a. Motivation is the deie to which an individual wants and chooses to engage in certain behaviour
一个。动机是个人想要并选择从事某些行为的行为
b. Salary and non-wage benefits are part of extrinsic motivation
b.工资和非工资福利是外在动机的一部分
c. Content theories of motivation are concerned with the human needs behind human behaviour
c. 动机的内容理论关注人类行为背后的人类需求
d. Maslow’s hierarchy of needs is a process theory of motivation
d. 马斯洛需求层次理论是一种动机过程论
Susu: D - Maslow’s hierarchy of needs 属于content theories
Susu： D - 马斯洛的需求层次理论属于内容理论
SECTION B
B 部分
Write your answers for both questions in the answer booklet provided.
在提供的答案手册中写下您对这两个问题的答案。
Question B1.
问题 B1.
A project-based organisation is suffering from low project performance. To solve the problem, the senior management team believes that the organisation needs to recruit project leaders who can bring about change and empower the organisation’s employees. To do so, the senior management team intends to use a personality trait questionnaire to evaluate the level of candidates’ leadership traits in the future round of project leader recruitment.
基于项目的组织遭受项目绩效不佳的困扰。为了解决这个问题，高级管理团队认为，组织需要招募能够带来变革并赋予组织员工权力的项目负责人 。为此，高级管理团队打算在未来一轮项目负责人招聘中使用性格特质问卷来评估候选人的领导特质水平。
I. Using theoretical constructs related to leadership, critically evaluate the recruitment strategy of the senior management team to use the leadership trait questionnaire to find the most suitable candidate.
I. 使用与领导力相关的理论结构，批判性地评估高级管理团队的招聘策略，以使用领导特质问卷找到最合适的候选人。
II. Discuss leadership-related theoretical constructs the project leader would need to know and apply to empower the organisation’s employees.
II. 讨论项目负责人需要了解并应用与领导力相关的理论结构，以增强组织员工的能力。
Question B2. Company X has been suffering from low employee motivation, high staff turnover, and a high level of absenteeism for the last ten years. A few years ago, the company’s CEO ordered an expensive office refurbishment to ensure that the workspaces are all well-lit, well- equipped, and ergonomically designed to instil a sense of passion in the employees. In addition, a couple of years ago, the employees’ wage scheme and staff benefits were reviewed to ensure that they were in line competitively with the market trend, with a view to harnessing the power of rewards to improve the employees’ performance. However, neither of these strategies had a significant impact on employees’ motivation.
问题 B2. 在过去的十年里，X 公司一直存在员工积极性低、员工流失率高和缺勤率高的问题。几年前，该公司的首席执行官下令对办公室进行昂贵的翻新，以确保工作空间光线充足、设备齐全且符合人体工程学设计，从而为员工灌输激情。此外，几年前，政府检讨了雇员的工资制度和员工福利，以确保它们与市场趋势接轨，以期利用奖励的力量来提高雇员的工作表现。然而，这些策略都没有对员工的积极性产生重大影响。
Applying two theories of motivation, critically reflect on company X’s strategies in enhancing employees’ motivation. Your reflection should include discussion of theoretical constructs relating to job design that the company’s management would need to know and employ to improve their employees’ level of motivation.
应用两种激励理论，批判性地反思 X 公司在提高员工积极性方面的策略。你的反思应该包括对与工作设计相关的理论结构的讨论，公司管理层需要了解和采用这些理论结构来提高员工的积极性水平。