[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"$fx28713vcYXV2jhAHrivrLboeQuCVMfEhFjI8DOEQXLQ":3},{"answer":4,"createTime":5,"id":6,"options":7,"origin":12,"question":19,"related":20,"source":30,"type":31},[],"2024-12-23 22:07:08",173456365,[8,9,10,11],"营销人员太多,产生了鱼龙混杂的情况","总经理投入的管理时间不够,致使营销人员产生了看法","总经理的管理幅度太宽,以致无法对营销队伍进行有效管理","营销队伍的管理层次太多,致使总经理无法与营销人员有效沟通",{"count":13,"courseId":14,"courseImg":15,"courseName":16,"workId":17,"workName":18},18,"b97eda0a41835edc1b523cc56d66e180","https:\u002F\u002Ftihai-oss-cloud.itihey.com\u002Fimg\u002Fb7a3a4524ab881f9629064b540b447fe.JPG","管理学","work_39479773","管理学第六章习题集","某公司随着经营范围的扩大,其由总经理直辖的营销队伍人员也从3人增加到100人,最近,公司发现营销队伍似乎有点松散,对公司的一些做法也有异议,但又找不到确切的原因,从管理的角度看,你认为这种情况的重大原因最大可能在于_______",[21,32,41,50,59,68,77,86,89,98],{"answer":22,"createTime":5,"id":23,"options":24,"question":29,"source":30,"type":31},[],173456358,[25,26,27,28],"扁平化","柔性化","边界化","虚拟化","知识经济、全球化给现代组织管理提供了新的机遇,也带来了新的挑战.企业在不断对组织结构进行动态调整,下列不属于组织结构演进趋势的是_______","v1",0,{"answer":33,"createTime":5,"id":34,"options":35,"question":40,"source":30,"type":31},[],173456359,[36,37,38,39],"加强纵向沟通","增加管理幅度","增强成员的自我管理能力","加强横向沟通","随着环境不确定性的增加,组织需要增加柔性以应对环境的变化.增强组织结构的柔性通常有两种方式:一是充分发挥非正式组织的作用;二是_______",{"answer":42,"createTime":5,"id":43,"options":44,"question":49,"source":30,"type":31},[],173456360,[45,46,47,48],"职能","产品","地区","矩阵结构","一家产品单一的跨国公司在世界许多地区拥有客户和分支机构,该公司的组织机构应考虑按什么因素来划分部门?_______",{"answer":51,"createTime":5,"id":52,"options":53,"question":58,"source":30,"type":31},[],173456361,[54,55,56,57],"分权不充分","组织稳定性差","对项目经理要求高","协调难度大","矩阵制组织的主要缺点是_______",{"answer":60,"createTime":5,"id":61,"options":62,"question":67,"source":30,"type":31},[],173456362,[63,64,65,66],"该公司在组织设计上采取了职能结构","该公司在组织运作中出现了越权指挥的问题","该公司的组织层次设计过多","该公司组织运行中有意或无意地违背了统一指挥的原则","某企业的员工在工作中经常接到来自上边的两个有时甚至是相互冲突的命令,以下哪种说法指出了导致这种现象的本质原因______",{"answer":69,"createTime":5,"id":70,"options":71,"question":76,"source":30,"type":31},[],173456363,[72,73,74,75],"直接管理的下属数量","所管理的部门数量","所管理的全部下属数量","B和C","企业中管理干部的管理制度,是指他______",{"answer":78,"createTime":5,"id":79,"options":80,"question":85,"source":30,"type":31},[],173456364,[81,82,83,84],"组织成员的决策参与力度","政策的统一性","成员的自我管理能力","组织的可控性","下列不属于影响组织分权程度的因素是________",{"answer":87,"createTime":5,"id":6,"options":88,"question":19,"source":30,"type":31},[],[8,9,10,11],{"answer":90,"createTime":5,"id":91,"options":92,"question":97,"source":30,"type":31},[],173456366,[93,94,95,96],"主管所处的管理层次较高","计划制定得详尽周到","主管的综合能力、理解能力、表达能力较弱","下属的工作地点在地理上比较分散","下列因素种有助于管理幅度扩大的因素是",{"answer":99,"createTime":5,"id":100,"options":101,"question":106,"source":30,"type":31},[],173456367,[102,103,104,105],"直线制","直线职能制","矩阵制","事业部","某一车间主任抱怨自己的工作不能顺利进行,总是受到各方面的牵制,据此可以推测该企业的组织结构是——"]