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[主观题]

Managers often want to spend as little as possible on research, and researchers resist cutting corners on conducting research.

提问人：网友tmwlnjtu 发布时间：2022-01-07

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更多“Managers often want to spend a…”相关的问题

第1题

&8226;Read this text taken from an article on theories of management,&8226;Choose the best

&8226;Read this text taken from an article on theories of management,

&8226;Choose the best sentence from the opposite page to fill each of the gaps.

&8226;For each gap 9-14, mark one letter (A-H) on your Answer Sheet.

&8226;Do not use any letter more than once.

&8226;There is an example at the beginning (O).

Don't follow that theory - think for yourself!

In the 1990s, according to US author Eileen Shapiro, managers have abandoned the right to manage. She argues that managers in the USA have lost confidence. (0) H

She describes a corporate culture which is extremely defensive and which has as its motto 'Managers should always follow the latest short-lived management theory, no matter how irrelevant it may be'. (9) In turn, these have been followed blindly by managers who have given up their central responsibility - taking decisions about their own business in their own particular circumstances.

"I really believe a manager's job is to manage", she says. But increasingly, she feels, they do everything but that. (10) That's because this, the identification of problems and opportunities, is the scariest part of management. Managers try to avoid the anxiety it brings by simply applying the latest theory to any problem. (11) Managers should, she believes, confront these head-on.

It is not that Ms Shapiro does not believe in cutting out unnecessary management layers and opening up organisations. Her criticism is that theories are often presented unthinkingly as solutions and are applied by managers who do not really understand what they are saying.

"Theories are often regarded as if they are some sort of miraculous cure for any type of problem", she says. "However, many projects have failed because theories have been applied which were not appropriate to the situation." (12) The blame for this inappropriate application of theories lies, she claims, mainly at the door of consultancy firms. It is difficult for big firms of consultants to specialise sufficiently. They cannot hope to offer exactly the service that a company requires at a price which the client is able to afford. (13) This is worse than having no help at all.

One of the most serious potential consequences of following theories without considering whether they are appropriate or not is a loss of staff morale and motivation. Obviously, this is something to be avoided. (14) However, Ms Shapiro believes that, unfortunately, unless managers begin again to take responsibility for their own actions that is exactly what will happen.

A. They therefore end up developing generalised solutions which are offered to clients regardless of an organisation's specific problems.

B. There are many firms of consultants offering help to companies.

C. No manager in their right mind would want to work with an angry, cynical or alienated workforce.

D. Just because a course of action has succeeded in one context, it does not mean it will be right in other circumstances.

E. From 'mission statements' to 're-engineering' she shows how one theory has replaced another in quick succession.

F. But in doing so, they often fail to address the real issues.

G. They fail to tackle the central management task, which is diagnosis.

H. They therefore no longer have the courage or the ability to take responsibility for their decisions.

(9)

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第2题

Just about 40% of employees and managers in a North American survey said they know how

they can increase their base pay or cash bonuses. The results suggest employers lose much of the value of the pay raises and bonuses they distribute by not communicating effectively. “Many employees and managers simply don’t understand why they get paid what they do,” points out Rob Heneman, professor of management and human resources, Ohio State University, Columbus. “Businesses can’t get a good return of their compensation investment if people don’t understand how their pay is determined.”

The survey of more than 6,000managers and employees in 26 organizations in the U.S. and Canada showed that employees and managers felt their employers did a good job explaining their performance objectives and the way their performance is measured. They were unclear, though, about how performance was related to pay. Surprisingly, employees reported they knew more about stock options at their companies and how they are determined than how base pay is. However, the results showed that base pay knowledge plays a larger role in overall pay satisfaction than do other forms of compensation, such as bonuses. Employees who had higher levels of pay knowledge showed greater overall pay satisfaction, which, in turn, was linked to higher levels of retention(聘用), commitment to the company, and even trust in management. In other words, Heneman emphasizes, ensuring that employees understand their pay is good for a company’s bottom line.

He feels that corporate culture is often a major problem in dealing with the lack of pay knowledge among workers. In many companies, it is considered taboo—or even explicitly forbidden—to discuss matters dealing with salary. In lieu of (代替) disclosing actual pay amounts of employees to others within the company, management can provide more information about pay practices and policies, such as the process used to determine salary, and the average of raises in a particular year. Workers want more than generalities; they want to know how pay policies apply to their particular situation, Heneman points out. That often means managers need to sit down with their employees one-on-one.

21. What does the North American Survey mainly suggest？

A. If the employers make their pay policy known better, the company would get more in return.

B. If the employers make their pay policy known better, they would get pay raises and bonuses.

C. If the employees know more about the pay policy of the company, they would get more.

D. If the employees know more about the pay policy of the company, they would become one in the management.

22. The employers of many companies failed to ______.

A. explain what their performance objectives were

B. explain the way performance was measured

C. explain the way performance was related to pay

D. explain how performance was related to promotion

23. Which of the following is the most important factor in overall pay satisfaction？

A. Stock options.

B. Bonuses.

C. Corporate culture.

D. Base pay.

24. The employees who understand and are satisfied with their pay would ______.

A. be willing to remain in the bottom line

B. be willing to be loyal and dedicated to the company

C. be ensured that their pay is justified

D. be ensured that their employers are worthwhile

25. What can employers do to help their employees know better how pay is determined？

A. They can shatter the taboo by encouraging discussion about salary matters among the employees.

B. They can disclose pay amounts of employees to others within the company.

C. They can talk with individual employee about how pay policies apply to his particular situation.

D. They can tell all employees the total of raises in a particular year.

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第3题

？Read the article below about training across cultures.？For each question 31—40, write one

？Read the article below about training across cultures.

？For each question 31—40, write one word in CAPITAL LETTERS on your Answer Sheet.

TRAINING ACROSS CULTURES

Cultural differences are an important factor when it comes to how and what managers should learn and from whom. Different cultural responses TO management education are particularly revealing.

Training (31) makes extensive use of case studies, business games, and management exercises such as role-plays, favors learning by doing rather than learning by lecture and reading. It indicated a preference (32) experiential or active learning rather than cognitive or reflective learning. It also reflects an inductive rather than deductive approach； cases or exercises are used to arrive at general principles or theories (the Anglo-Saxon approach) rather than starting with a theory or framework, (33) is then applied to a given situation (the approach in many countries in Europe). As a result, European managers may not always see the point of (34) of these exercises, and some complain (35) seminars conducted by US trainers are not sufficiently serious or theoretical. US managers, on the other hand, want training to be more concrete, practical and fun.

With each culture favoring different training and development practices, it may be difficult to integrate (36) into a coherent or consistent policy within an international organization. However, standardizing training methods may be important if the company needs to communicate specialized knowledge quickly (37) different units, (38) if the special quality of the company training programmers is regarded as a major source of attracting new recruits. On the (39) hand, multinational companies may. have a lot to gain from cross-fertilizing different approaches, and providing opportunities (40) training and development that appeal to people with different abilities, learning styles, educational backgrounds, and, of course, cultures. In fact, working with groups of managers from different countries often requires a mixed pedagogical approach, as well as the use of trainers or different nationalities.

(31)

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第4题

An office is the "brain" of a business.In an office, figures, lists and information are co

An office is the "brain" of a business. In an office, figures, lists and information are compiled which tell the managers or heads of the business what is happening in their shops or factories. These figures guide the managers【51】telling them what has happened and what is happening.

Information comes into an office in all sorts of【52】but the main items of information come

in regularly. It is part of the job of the clerks to collect and classify that information and to put it into a form. that is easily interpreted and understood. Offices collect information, then they【53】it.

This work of collection is common in an office from the sorting of mail every morning to the accountant's work in finding【54】the final figure for year's profit.【55】always requires the arrangement of the same kind of information, often into lists or columns. For this work, correctness, accuracy and speed, as in all office work, are essential.

There is no value,【56】, in collecting the figures【57】mean nothing.【58】are guides which should help us【59】decisions. The interpretation of information and of tables should tell us where success or【60】lies, where profit can be had and where【61】occur. On this kind of information and from the known figures, a choice is【62】and a series of such choices may make a policy.

A firm which has three factories may find,【63】. instance, from its figures, that one factory is losing money and a choice may lie between either a change of manager, a cut in production, an increase in production【64】closure of the factory. Whichever one of these decisions is taken becomes the policy. It is clear【65】a decision leading to a policy can only be as good【66】 the information【67】which it is based.

Consequently there is a constant search【68】more and more exact information. Managers will want to have all the necessary facts【69】they can make the best decision and it is normal for【70】to seek for more and more information.

(51)

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第5题

Employees often find interaction and communication with and attention from senior and

executive managers motivational.()

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第6题

Profit center managers are often evaluated by comparing actual profit to targeted or budgeted profit

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第7题

【判断题】Managers want a very large cash balance possible atall times.

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