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[主观题]

3 Organisations need to recruit new employees. An important step in the process is the sel

ection interview.

Required:

(a) Explain the purpose of the selection interview. (4 marks)

提问人：网友siasren 发布时间：2022-01-06

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更多“3 Organisations need to recrui…”相关的问题

第1题

Some commentators argue that: ‘With continuing pressure to control costs and maintain effi

ciency, the time has come for all public sector organisations to embrace zero-based budgeting. There is no longer a place for incremental budgeting in any organisation, particularly public sector ones, where zero-based budgeting is far more suitable anyway.’

Required:

(a) Discuss the particular difficulties encountered when budgeting in public sector organisations compared with budgeting in private sector organisations, drawing comparisons between the two types of organisations. (5 marks)

(b) Explain the terms ‘incremental budgeting’ and ‘zero-based budgeting’. (4 marks)

(d) Discuss the view that ‘there is no longer a place for incremental budgeting in any organisation, particularly public sector ones,’ highlighting any drawbacks of zero-based budgeting that need to be considered. (8 marks)

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第2题

The word "practice" （paragraph 3) refers to ______.A．animal sellers at the marketB．animal

The word "practice" (paragraph 3) refers to ______.

A．animal sellers at the market

B．animal conditions at the market

C．work by animal welfare organisations

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第3题

6 Communication is important for all organisations and requires an understanding of commun

ication flows and channels.

Required:

(a) Briefly explain the main purposes of the three main formal communication channels in an organisation:

(i) Downwards; (3 marks)

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第4题

4 All organisations require trained employees. However, training can take many forms, some

of which are internal to the organisation.

Required:

Explain what is meant by the terms:

(a) Computer based training. (3 marks)

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第5题

5 A management accounting focus for performance management in an organisation may incorpor

ate the following:

(1) the determination and quantification of objectives and strategies

(2) the measurement of the results of the strategies implemented and of the achievement of the results through a

number of determinants

(3) the application of business change techniques, in the improvement of those determinants.

Required:

(a) Discuss the meaning and inter-relationship of the terms (shown in bold type) in the above statement. Your

answer should incorporate examples that may be used to illustrate each term in BOTH profit-seeking

organisations and not-for-profit organisations in order to highlight any differences between the two types of

organisation. (14 marks)

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第6题

If one of your research staff announced that he had worked out a way to propel a vehicle o

n a cushion of air, would you tell him to concentrate on something practical, or suggest taking it further？ If a member of your development team asked if she could come in late because she had her best ideas at 3 am would you insist that she is in the office at 9 am like everyone else？

Current business wisdom is that companies need creative, innovative people to beat competitors. The reality is that companies have always needed new ideas to survive and progress, but in the past they weren't particularly good at encouraging the people who produced them.

Original thinkers don't always fit easily into the framework of an organisation. However, the advice from managing director, John Serrano is "Get rid of the dull people and encourage the unusual ones". Essentially, he believes that companies need to learn how to manage their original thinkers in order to ensure that the business profits from their contribution. He also says, "Original thinkers often find it difficult to drive change within the organisation, so they resign, feeling angry and disappointed. It is essential to avoid this."

"You can't recognise original thinkers by the way they look", says Ian Freeman. An apparently ordinary exterior can conceal a very creative thinker. "His consultancy, IBT Personnel, has devised a structured way to identify original thinkers. We define employees as champions, free-wheelers, bystanders and weak links, and most original thinkers come into the category of free-wheelers. They may miss deadlines if they become involved in something more interesting. They are passionate and highly motivated but have little or no understanding of business directions and systems."

Headhunter George Solomon also thinks original thinkers have their disadvantages. "They may have a bad influence within an organisation, especially given the current management trend for working in teams. The original thinkers themselves may be unaware of any problem, but having them around can be disruptive to colleagues, who have to be allowed to point out when they are being driven crazy by the original thinkers behaviour." Yet, in his opinion, the "dream team" in any creative organisation consists of a balanced mixture of original thinkers and more practical, realistic people.

So, having identified your original thinkers, how do you handle them？ One well-known computer games company has a very inventive approach. "We encourage our games designers by creating an informal working environment", says director Lorna Marsh. "A company cannot punish risk-takers if it wants to encourage creativity. Management has to provide support, coaching and advice-and take the risk that new ideas may not work. Our people have flexible working hours and often make no clear distinction between their jobs and their home lives."

Original thinkers may fit into the culture of 21st century organisations, but more traditional organisations may have to change their approach. Business psychologist Jean Row believes that the first step is to check that original thinkers are worth the effort. "Are the benefits they bring worth the confusion they cause？ If so, give them what they want, allow plenty of space, but set clear limits. Give them extremely demanding targets. If they fail to meet them, then the game is up. But if they succeed, your organisation stands only to gain."

It is important for a company to encourage original thinkers because______.

A．this allows it to promote innovative products

B．this enables it to stay ahead of its rivals

C．they are very flexible about their working hours

D．their talents are ideally suited to the market

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第7题

The Principles of SellingThe principles of selling are useful for all people, whether they

The Principles of Selling

The principles of selling are useful for all people, whether they work in business, in not-for-profit organisations, or at home. Influencing people is an important aspect of all interpersonal relationships. Thus, hermits may be the only people in our society who do not need to (19) the principles of selling.

Four-year-old children soon (20) the most effective way to sell their parents on a trip to the circus. As college students, they use more (21) techniques to convince their parents that they need a car at school. As young graduates, they are confronted with more important sales, job-selling themselves to an employer. To do this effectively, they will (22) the same essential steps used in marketing a sale. They (23) potential employers. They analyse the needs of the potential employer and the (24) points in their background. Then they develop a presentation to demonstrate how their capabilities are (25) with the employer's needs. During the interviews, they answer questions and provide additional information. This is selling at a personal level.

An increasing number of people are studying selling (26) they do not plan on selling as a (27) They recognise that almost everyone in business uses certain principles of selling in everyday work. (28) executives are eager to sell themselves to associates, superiors, and (29) .The accountant uses selling to present a research budget for (30) .The industrial relations or personnel executive uses sales techniques to handle negotiations with a union.

People in non-business situations also practice the art of selling. (31) encourage people to come at services. Political candidates ask (32) votes. People who are skilled at influencing the (33) of others are usually the leaders in our society.

(19)

A．adopt

B．apply

C．employ

D．neglect

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第8题

However attractive the figures may look on paper, in the long run the success or failure o

f a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.

According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles.

This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies' skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.

But even in mergers that do go ahead, there can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company's approach would have worked for the other.

The answer is not to adopt one company's approach, or even to try to incorporate every aspect of both organisations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies with differing management styles are the ones that need to work hardest at creating a new culture.

Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.

According to the text, mergers can encounter problems when______.

A．contracts are signed too quickly

B．experts cannot predict accurate figures

C．conflicting attitudes cannot be resolved

D．staff are opposed to the terms of the deal

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第9题

Part Two Questions 1-10 （2 points for each 20 poin...

Part Two Questions 1-10 （2 points for each 20 points totally） Questions 1 – 10 1.() 2. () 3. () 4. () 5. () 6.（） Directions: There are two passages in this section.For each question (1-10), mark one letter (A, B, C or D) on your Answer Sheet. You should decide on the best choice. Passage One CREATIVITY IN THE WORKPLACE (questions 1-6 ，12 points totally) Yet while senior managers may regret the lack of creativity, they must take much of the blame for creating the situation. Until recently, successive generations of management ignored innovative ideas from employees. Indeed, new ways of thinking were often regarded as an unwanted distraction, and original thinkers received little support. Despite the fact that many organisations are now taking steps to reorient the business culture to promote creativity, it is not surprising, given this background, that a creative environment Is hard to establish. Another related issue is raised by Katrina Murray, a partner in a management consultancy: 'While many senior managers still complain about the lack of support lor creativity in their organisations, they also fall to appreciate the contribution that they themselves can make. In some companies, there is a perception that only managers at board level can influence the company culture.' Murray feels that such organisations are unlikely to change. For her, 'creative organisations are made up of individuals who believe they can dictate their own future. Companies need to be able to spot these Individuals and gently encourage them to lead the way.' It Is also necessary for senior managers to reexamine their role. According to Alex Sadowski, an American professor of management science, promoting creativity means re-evaluating most of what we know about management. It means organisations must be prepared to invest In ideas without being sure of the return on that investment.Katrina Murray agrees with this view. 'Businesses are expert at the measured approach, which involves analysis and risk avoidance. But there is another approach, which involves intuition and not always looking at the bottom line. What Is hard is establishing a working environment in which both these approaches can function simultaneously. Nevertheless, there are some pleasing Indicators of progress in this area. Many of the senior managers Interviewed in the survey say their organisations have adopted a number of strategies to encourage individuals to channel their creativity. Among these are giving open and honest feedback, allowing employees the freedom to measure their performance against more flexible goals, and higher toleration levels of failure. Senior managers also recognize that the way an organisation is led and managed is critical to building a creative environment and that they themselves have an important role to play. But there are some experts who believe an even more fundamental change is needed. Tom Robertson, a professor of creative education, believes that the lack of creativity In companies is a problem that originated in schools and universities. The solution, he says, lies in more enlightened educational policies. 'There are already signs on this, but creativity is still concentrated in certain sectors, such as pharmaceuticals, advertising and the media. These sectors have always valued creativity, but the real challenge will be to shift some of these sectors practices into more traditional manufacturing and service companies. （）1.Many senior managers feel that organisations have difficulties innovating because of A. a poor level of skills among employees B. an emphasis on rapid achievement C. an increased risk associated with change D. an insistence on a standard company philosophy （）2.According to the writer, many organisations today are A.finding it easier to introduce a creative approach B.having problems understanding innovation as a concept C.actively developing the conditions for a creative approach D.resisting innovative staff suggestions （）3.In the third paragraph, Katrina Murray expresses the view that 　　A. top management must dictate the pace of change 　　B. some employees lack a commitment to change. 　　C. most organisations are incapable of bringing about effective change 　　D. some senior managers underestimate the role they can play in achieving change. （）4.Alex Sadowski and Katrina Murray agree that to be truly innovative, organisations must 　　A. invest in the right managers B. place less emphasis on financial considerations C. have a double focus to their policies D. not to change employer （）5.According to the survey, which of the following strategies has been introduced to encourage creativity？ A.a greater acceptance of error B.financial rewards for higher levels of creativity C.the introduction of specific performance targets D. the promotion of creative individuals to senior posts （）6.Tom Robertson believes that, in the future, it will be difficult to achieve A.an educational system that encourages creativity B.a combination of practices that promote creativity C.the spread of creativity to a range of businesses D.a greater respect for creativity in pharmaceutical companies

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第10题

？Read the article below about market research. ？Choose the correct word to fill each gap f

？Read the article below about market research.

？Choose the correct word to fill each gap from A, B, C or D.

？For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet.

Market Research

Market research has become increasingly important in recent years. In some organisations, in fact, managers will not initiate any activity without market research to back them up.

The first thing about market research is that it is not an (21) to management decision-making. No form. of market research, no matter how deep, complicated and detailed, can ever be seen as a substitute for creative decision-making by professional managers (22) its very best, all it can do is (23) some doubt and clarify the nature of the problem. It may even be seen as a tool which can help improve the (24) of decisions but it is not in itself a decision-making mechanism.

Market research, in (25) with a number of other approaches in marketing, suffers from the frequent complaint that it is not really accurate. Market research results can never be completely accurate because they (26) with a dynamic, ever-changing marketplace. It is essential that this is understood by everyone with an interest in the results. There is, therefore, an ongoing need for creativity and imagination, when (27) market research results and when making any (28) to apply them in the marketplace.

Finally, it should always be remembered that market research is not an end in itself but simply a (29) by which some degree of risk can be removed from marketplace activity. If no activity (30) from the research, then the entire research has been completely pointless.

(21)

A．option

B．alternative

C．end

D．opening

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