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