单选题Theory Z suggests that employees are more satisfied when ______

单选题Which of the following statement is not true about the risk?

单选题Employee Selection Techniques That Are Too Good to Be True Selecting future employees is one of the most important and difficult processes for (21) human resource managers are responsible. The time-honored approach of interviewing, investigating an applicant's experience and education, and talking with references, although time-consuming, may still be the best method. (22) interviewing today is a minefield of legal do's and don'ts. You may ask an applicant about (23) convictions but not about arrests. You may ask about medical background but not about race and (24) And, (25) if you hire a person who then hurts a customer, you can be sued for not having known about his or her prior arrest record. Faced with such difficulties, many companies buy quick-and-easy solutions to the selection (26) Many of these solutions are, in fact, too good to be true. Take the 1980s, for example, Polygraph—lie detector-tests seemed at that time to be the wave of the future. Companies began relying on machines and polygraph experts to screen applicants. Disturbed by this trend and by the (27) of many of the best results, Congress severely restricted polygraph use. In the 1990s, equally questionable selection techniques are being offered as the human re source manager's best friend. Some companies borrow a technique from country fairs and try to (28) applicants on the basis of their (29) Others turn to "honesty tests" which claim to be able to uncover applicants who would be problem employees. Some pencil-and-paper tests do provide (30) managers with useful information, but many tests now being marked simply do not live up to their claims.

单选题What does this article mainly concern?

单选题The Need of Business Golf Etiquette Building and maintaining solid business relationships is the key to success, but how can you (21) ... escape the tense office environment and spend dedicated time getting to know a custom er, client or boss on a personal level? Business Golf, once the domain of the executive elite is now (22) ... for anyone wishing to create and strengthen business relationships in a relaxed atmosphere. In fact, according to a 2002 COMPAS Leader Poll, "business leaders use golf as an important tool in doing business and say that it is extremely (23) ... ; for each dollar they spend on golf they earn over $1500 in business revenue as a result. (24) only restaurants surpass the golf course as an effective place to conduct business outside of the office. " The strong demand for golf has resulted in several new (25) ... being opened every year thereby reducing membership costs. Corporate and charity tournaments also represent a tremendous networking opportunity where organizational hierarchy may be temporarily eliminated and a common (26) ... created for building (27) ... An important benefit of golf is that it provides a unique window into the personality, values and conduct of others. This could prove to be very useful in future business dealings as one's behavior on the course is a (28) ... of their business character and ethics. For example, a golfing partner who cheats on every (29) ... might be someone to be careful with when making deals. It must be realized, however that this window is made of two way glass. Take advantage of this opportunity to project a positive image of yourself by (30) ... proper Business Golf Etiquette.

单选题A program to expand jobs assigned to employees is called ______

单选题 How important is job satisfaction? At its most basic, a job is just a collection of tasks and duties. An employee's enjoyment of his or her job will thus (21) depend upon whether or not he or she is happy with the particular mix of tasks and duties (22) to that position. Naturally, each and every member of staff is different - some employees want to do easy, (23) tasks without any responsibilities at all, whilst others prefer challenging, varied ones and are pleased to accept any additional responsibilities offered to them. Of course, with a job there are more (24) in play than this: work conditions, pay, working relations and future prospects are (25) too. Nevertheless, tasks and duties are the central feature, and should therefore be considered as a separate (26) in themselves. So, how important is an employee's enjoyment of his or her individual (27) of tasks and duties? Most business owners and managers would (28) that it is very significant indeed. If a member of staff considers his or her tasks and duties to be too easy or unchallenging or, in contrast, too diverse or irksome, then he or she will feel dissatisfied, and all the inevitable knock-on effects will (29) themselves - absences, lateness, reduced work-rate and performance, conflict, low morale, or even resignations. Thus it is important that staff are well suited to their employment, that jobs are improved as far as possible and redesigned as and when necessary - all to (30) that your employees enjoy what they do.

单选题A The learning organization is one where the organization is developing the core competencies that will give it competitive advantage in the marketplace. These core competencies are of two kinds: technical competencies which provide the key to the organization''s market position; and management competencies which are vital to its performance as an integrated organization. B The key aspects of individual management development, such as recruitment, training, career development, job rotation, special assignments, meaningful work, relevant reward systems, need to be embedded in organizational systems, structures, values and policies and consistently applied in practice. In a learning organization, management development is not an on again, off again activity. C An organization full of change effective managers only, or of operational managers only, is likely to be headed towards bankruptcy. A balance is needed between operational and reshaping competencies. Part of that balance needs to be found within individuals, part of it in the respective strengths of individuals, and parts within the embedded processes and resources of the organization. This has important implications for the placing of managers in jobs and also for moving them when their key skills are no longer so relevant and the managerial needs of their positions change. It also has implications for the composition of top teams. Unless the top team includes some powerful members who are committed to long-term performance, the organization is unlikely in the longer term to build those reshaping competencies that will ensure its own renewal that is, to become a learning organization. D Forward-looking organizations are increasingly identifying potential change leaders early in their careers, giving them responsibilities for smaller change projects and the opportunity to work closely with effective change practitioners so that they can develop the range of reshaping competencies that the firms increasingly need. Some firms are also taking some of their most effective managers off-line and giving them project responsibilities that encourage them to augment their existing high levels of operational competencies with reshaping competencies. Ensuring that many managers at critical stages of their careers have the experience of managing transitions is vital to developing a managerial mindset that balances the relative importance of maintaining effective ongoing operations with transforming them. It is this mindset that supports the need for current performance with the openness to change that underlies a learning organization. E In some cases, reshaping competencies may detract from immediate business results. Reshaping competencies requires considerable investment of resources, effort and time sometimes for little or no immediate benefit. Their expected benefits are often difficult to quantify or measure and the results only show up over time. Furthermore, continual investment is needed to maintain them. The benefits of creating learning organizations do not come free. They also do not come unmanaged. To be effective in meeting the organization''s purposes, organizational learning needs to be a managed process and organizational learning a key responsibility of top management. The creation and use of reshaping competencies, both personal and corporate, is the key characteristic of the learning organization. 0. Operational and reshaping competencies are both needed within one manager. (C)

单选题According to the four leadership competencies, which of the following is not the skill of a leader?

单选题· For questions 23 -30, mark one letter A, B or C for the correct answer.

单选题· Read the text below about leadership.· Choose the correct word to fill each gap from A, B, C or D on the opposite page.· For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet. {{B}} Leadership{{/B}} Leadership is the heart of the managerial process, because it involves initiating action. Other terms identifying the same idea are directing, executing, supervising, ordering, and guiding. Whatever term is used, the idea is to {{U}}(21) {{/U}} into effect the decisions, plans, and programs that have previously been worked {{U}}(22) {{/U}} for achieving the goals of the group. Leadership concerns the overall {{U}}(23) {{/U}} in which a manager influences the actions of subordinates. First, it includes the {{U}}(24) {{/U}} of orders that are clear, comprehensive, and within the capabilities of subordinates to accomplish. Second, it implies a continual training activity in which subordinates are given instructions to enable them to {{U}}(25) {{/U}} the particular assignment in the existing situation. Third, it necessarily involves the motivation of workers to try to {{U}}(26) {{/U}} the expectations of the manager. Fourth, it consists of maintaining discipline and rewarding those who {{U}}(27) {{/U}} properly. In short, leading is the final action of a manager in getting others to act after all preparations have been made.The manager's style of direction depends upon his or her own personal traits and the situation in {{U}}(28) {{/U}} In leadership, more than any other function, the manager must determine an approach alone, after surveying the {{U}}(29) {{/U}} that are available. In any event, each manager will {{U}}(30) {{/U}} well to act as an individual, and not to try to act as others act or to proceed according to the textbook.

单选题Packaging and labeling are both very important to a product, as most physical products have to be packaged and labeled. Both are thought to be an element of product strategy and many marketers even have called pachaing a fifth P. The main concern in designing packages for products, especially for new (21) is true (22) industrial goods and appliances whose sales are made from display models. From the (23) of marketing, packaging is of vital importance in sales promotion. Sales are (24) by packages that are visible, informative, emotionally appealing, and workable. Good packaging helps sell because (25) with high visibility are easier to find when they are displayed on store shelves. Design with good and useful information may help (26) customers and make them more (27) to decide to buy the goods. The (28) factor in packaging refers to the image that consumers form after viewing a product. (29) in packaging means that the container not only protects the product but is also easy to open and re-close, is readily stored, and has utility for secondary uses once the product is used up. For example, in China, some goods are packaged in a special container-a real cup, which can be used as a cup after the goods within are used up. The label may be a simple tag attached to the product or an elaborate designed (30) that is part of the package. The label normally carries information about the brand name, manufacturer's name and address, price, specifications, and so on.

单选题Even if the company cannot guarantee continuing employment, it can improve employees" sense of job security by ______

单选题A All too often, many firms proceed into an alliance relationship without sufficiently planning and/or negotiating the key parameters of the relationship. Defining the legal framework of the alliance is only the beginning of the kind of comprehensive planning that is needed to ensure a workable relationship. Successful alliance planning goes beyond the partners'' initial agreement on the choice of alliance vehicle (e.g. cross-licensing, technology development pact, joint venture, equity sharing). B Successful alliance planning not only includes the usual details of plant location, cost sharing, market share gains and other economic criteria, but also the approaches that facilitate creating new knowledge and other technological synergies. Senior management needs to communicate the alliance''s shared goals with all key middle managers and technical staff to discuss ways to develop a win-win relationship. Senior management also needs to convey the message that close cooperation could unintentionally expose and leak the firm''s core competencies in ways that could ultimately damage the firm''s long-term competitiveness. These same managers and technical staff need to know at the planning stage which technologies, competencies or proprietary processes should be protected from excessive demands from the partner. C Managers often herald the consummation of an alliance agreement as the final outcome of intensive negotiations between the partners. For many types of strategic alliances (e.g. technology development pacts, joint ventures, consortia), however, the legal negotiations represent only the beginning of a long series of ongoing, continuous negotiations that actually take place once alliance operations commence. The finer details of the alliance''s framework entail continuous negotiations with the partner. Even after both parties agree to the broad (and immediate) goals and objectives of the relationship, smooth accommodation of managers and practices from different partners is directly related to how well managers can negotiate the uncertainties and the complexities of day-to-day activities that cannot be pre-specified in a legal document. D Smooth implementation to facilitate learning requires all levels of management to work on developing "alliance protocols" that enable careful knowledge creation and sharing among the partners. In their simplest form, alliance protocols represent the communication channels by which the alliance''s managers and technical staffs share technologies, skills and managerial acumen. Jointly developing and agreeing to these protocols early on is important to maintaining a balanced relationship, whereby neither partner feels that their contributions or opportunities to learn from the other are neglected or undervalued. Protocols are instrumental in setting up the mental "parameters" that limit what partners can ask from one another in terms of what constitute proprietary vs. non-proprietary technologies or processes. Protocols provide an "invisible fence" that defines the boundaries between cooperation and competition. E Strategic alliances can help firms transform their core businesses and activities by helping management secure access to new technologies, insights and skills that other firms may possess. Alliances enable firms to jointly develop new products and processes, the costs of which are often beyond the financial and human resources of any firm. Strategic alliances can also help firms divest themselves of non-core business units or activities that are costly to retain. In non-core businesses, alliances can help reduce the cost of industry exit and corporate restructuring. 0. It is rewarding for firms to form the alliance relationship with others. (E)

单选题Task One—Training courses ·For questions 13-17, match the extracts with the training courses attended, listed A-H. ·For each extract, choose the training course attended. ·Write one letter (A-H) next to the number of the extract. A telephoning skills B presentation skills C time-management skills D team-leadership skills E assertiveness skills F negotiation skills G meeting skills H writing skills

单选题If a firm maintains a stock control database, which of the following is most likely to occur when suppliers cannot deliver goods on time?