[{"data":1,"prerenderedAt":48},["ShallowReactive",2],{"q-sw-111-1-social-work-management-007":3},{"subject":4,"subjectSlug":5,"subjectFullName":4,"question":6,"related":23},"社會工作管理","social-work-management",{"id":7,"webId":8,"year":9,"session":10,"subject":4,"legacy":11,"number":12,"stem":13,"options":14,"answer":19,"answerNote":20,"images":21,"lawTimestamp":9,"explanation":22,"freq":10},"sw-111-1-社會工作管理-007","sw-111-1-social-work-management-007",111,1,true,7,"依據領導的路徑目標理論，若是「機構內的正式職權關係分明、清楚時」，領導者較適合採取何種領導方式？",{"A":15,"B":16,"C":17,"D":18},"指導型領導（directive leader）","支持型領導（supportive leader）","參與型領導（participative leader）","成就取向型領導（achievement-oriented leader）","B",null,[],"本題考點是 House 路徑目標理論(path-goal theory)中領導型態與情境的配適。依該理論,領導者應補足部屬與環境所欠缺的部分;當機構內正式職權關係已分明清楚、任務結構明確時,若再採指導型反而多餘,此時改採支持型領導(supportive leader)關懷部屬、營造友善氛圍,最能提升滿意度與績效,故選 B。A 指導型較適合任務模糊、部屬需明確指示時;C 參與型適合部屬有能力並希望參與決策時;D 成就取向型適合強調挑戰性目標、部屬追求高成就時。辨識關鍵在於「職權清楚→毋須再指導→用支持型」。",[24,28,32,36,40,44],{"webId":25,"stem":26,"number":27,"year":9,"session":10},"sw-111-1-social-work-management-006","組織分化（organizational differentiation）可依組織內部決策權力集中狀況區分為集權化與分權化。下列有關集權化的敘述，何者錯誤？",6,{"webId":29,"stem":30,"number":31,"year":9,"session":10},"sw-111-1-social-work-management-008","機構主管做決策時是「依據知識與經驗而來」，係屬於下列何者決策模式？",8,{"webId":33,"stem":34,"number":35,"year":9,"session":10},"sw-111-1-social-work-management-005","組織團隊溝通時，所有成員都可以自由地向他人傳遞訊息，屬於下列何種組織溝通的路徑？",5,{"webId":37,"stem":38,"number":39,"year":9,"session":10},"sw-111-1-social-work-management-009","團體決策容易出現團體盲從（group thinking）現象，乃是因為團體決策何種缺點所致？",9,{"webId":41,"stem":42,"number":43,"year":9,"session":10},"sw-111-1-social-work-management-004","組織結構界定組織成員間的分工架構與合作關係，其中有關組織決策權之所在，係屬於下列何種構面？",4,{"webId":45,"stem":46,"number":47,"year":9,"session":10},"sw-111-1-social-work-management-010","充分授權以讓組織員工在面臨外在環境變遷時，能夠嘗試錯誤、改善問題、提升自我能力。此敘述符合下列何種管理思維？",10,1787299269494]