题目内容
（请给出正确答案）
Many managers do not seem to be in favor of on-the-job smoking mainly because it ____.
A reduces productivity of the company to a certain degree
B does harm to the health of never-smokers of the company
C affects the relationship between smokers and non-smokers
D makes the break-rooms more crowded and more polluted
安装简答题APP，拍照搜题省时又省心！
更多“Many managers do not seem to b…”相关的问题
Many managers do not seem to be in favor of on-the-job smoking mainly because it
A．reduces productivity of the company to a certain degree
B．does harm to the health of never-smokers of the company
C．affects the relationship between smokers and non-smokers
D．makes the break-rooms more crowded arid more polluted
In the third paragraph, Dr Bandy suggests that
A.A many employees do not enjoy working in team
B.B some managers are not very effective team leader
C.C some teams are created unnecessaril
D.D few teams are well organise
A、Because their teams are not as excellent as they think.
B、Because many of them doubt the fact that the sum of a team is greater than its parts.
C、Because they don’t consider other team members as equals.
D、Because they haven’t played their part from a position of strength.
A、A) Because their teams are not as excellent as they think.
B、B) Because many of them doubt the fact that the sum of a team is greater than its parts.
C、C) Because they don’t consider other team members as equals.
D、D) Because they haven’t played their part from a position of strength.
Female Managers' Interactive Leadership
When women do become managers, do they bring a different style. and different skills to the job？ Are they better, or worse, managers than men？ Are women more highly motivated(工作积极,有动力)and _____(1) than mate managers？
Some research _____(2) the idea that women bring different attitudes and skills to management jobs, such as greater cooperativeness(合作精神), an emphasis on affiliation (联系) and attachment(忠诚), and a_____(3) to bring emotional factors to bear in making workplace decisions．These differences are _____(4) to carry advantages for companies, _____(5) they expand(扩展)the range of techniques that can be used to_____ (6)the company manage its workforce _____(7).
A study commissioned by the International Women's Forum _____ (8) a management
style. used by some women, managers (and also by some men) that _____(9) from the
command-and-control style_____ (10) used by mate managers．Using this “interactive leadership”approach,“women_____(11) participation, share power and information,_____(12) other people's self-worth, and get others excited about their work．All these things reflect their belief that allowing_____ (13) to contribute(贡献)and to feel_____ (14) and important is a win-win_____ (15) - good for the employees and the organization．” The study's director predicted that “interactive leadership may emerge as the management style of choice for many organizations．”
第 51 题
A．confronted
B．commanded
C．confined
D．committed
Many were enjoyable to read (1) ............
A.but
B.or
C.even
I've seen this isolation phenomenon in many companies. The symptoms are quite apparent: Managers spend a great deal of time talking to themselves and studying operating numbers. They spend precious little time with customers or with employees, trying to understand the system of the business. And when they do spend time with them, they often do not probe deeply into needs, concerns, and opportunities. This phenomenon, often referred to as being" internally focused," can be tremendously insidious.
Although the need for understanding and spending time with customers has been well documented, I find few managers spending time in the field. The benefits of doing so are clear. A visit with your counterparts at customers' distribution centers, for example, not only builds relationships that can prove useful when problems arise, but also uncovers numerous opportunities to enhance your performance and deepen your company's linkage with those customers.
There are many ways to connect with and understand employee perspectives. Some companies have found formal sessions in which senior managers solicit ideas from employees to be very useful. These can be run either as focus groups or as structured discussions.
Managers also should exploit every opportunity to gather organizational knowledge from employees. Some successful managers collect employees' opinions by what often is referred to as" managing by walking around" or the" 10-minute cup of coffee. "They may, for example, go to employees' offices and solicit, their opinions. Or at lunch or when they take a cup of coffee, they" mix with the troops" and solicit their input.
Rather than talk about the latest game, you can solicit employees' ideas by asking questions like: What are you working on？ How's it going？ What's good about our organization？ What could be better？ How could we better serve our customers or improve our processes？ What do you think we Should be doing differently？
You'll be surprised at how valuable a" 10-minute cup of coffee" together with a brief conversation with an employee can be. It will make you a more effective manager.
What is the common problem in management？
A．Infrequent contact with customers and employees.
B．Managers spend little time on study.
C．Managers do not know their employees well.
D．Managers lack of experience.
The Science of Persuasion
If leadership consists of getting things done through others, then persuasion is one of the leader's essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic (有魅力的) and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied.
The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, ask peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it's worth the time to uncover real similarities and offer genuine praise.
Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It's sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and clearly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to(服从) experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it's self-evident. Finally, people want more of a commodity when it's scarce; it follows, then, that exclusive information is more persuasive than widely available data.
Experiments have confirmed the assumption of many executives.
A．Right
B．Wrong
C．Not mentioned
Read the article below about the changing role of human resources departments.
Choose the best sentence from the opposite page to fill each of the gaps.
Do not use any letter more than once.
The best person for the job
Employees can make a business succeed or fail, so the people who choose them have a vital role to play
Employees are a company's new ideas, its public face and its main asset. Hiring the right people is therefore a significant factor in a company's success. If the human resources department makes mistakes with hiring, keeping and dismissing staff, a business can disappear overnight. Many companies now realise that recruiting the best recruiters is the key to success.
Sarah Choi, Head of HR at Enco plc, believes that thinking commercially is a key quality in HR. 'Every decision an HR manager makes needs to be relevant to advancing the business. (8) That's no longer the case. HR managers have to think more strategically these days. They continually need to think about the impact of their decisions on the bottom line. (9) For example, a chief executive will expect the HR department to advise on everything from the headcount to whether to proceed with an acquisition.'
Why do people go into HR in the first place？ Choi has a ready answer. 'I think most people in the profession are attracted by a long-term goal. (10) Nothing happens in the company which isn't affected by or doesn't impact on its employees, so the HR department is a crucial part of any business.'
Not all operational managers agree. An informal survey of attitudes to HR departments that was carried out last year by a leading business journal received comments such as 'What do they actually contribute？' (11) As Choi points out, salaries have never been higher and, in addition, HR managers often receive substantial annual bonuses.
Despite the financial rewards, HR managers often feel undervalued, and this is a major reason for many leaving their jobs. (12) However, a lack of training and development is a more significant factor. These days, good professional development opportunities are considered an essential part of an attractive package,' Choi explains.
A. But rising levels of remuneration demonstrate that the profession's growing importance is widely recognised.
B. At one time, a professional qualification was required in order to progress to the top of HR.
C. Other departments and senior executives used to see HR managers as having a purely administrative role.
D. Since it's one of the few areas where you can see the whole operation, it can lead to an influential role on the board.
E. Being seen as someone who just ticks off other people's leave and sick days does not help build a sense of loyalty.
F. They therefore need to be competent in many aspects of a company's operations.
G. On the other hand, recruiting the wrong staff can lead to disaster.
(8)
The Science of Persuasion
If leadership consists of getting things done through others, then persuasion is one of the leader's essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic (有魅力的)and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied.
The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, ask peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it's worth the rune to uncover real similarities and offer genuine praise. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It's sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and clearly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to (服从) experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it's self-evident. Finally, people want more of a commodity when it's scarce; it follows, then, that exclusive information is more persuasive than widely available data.
Experiments have confirmed the assumption of many executives.
A．Right
B．Wrong
C．Not mentioned
为了保护您的账号安全，请在“简答题”公众号进行验证，点击“官网服务”-“账号验证”后输入验证码“”完成验证，验证成功后方可继续查看答案！
微信搜一搜
简答题
微信搜一搜
简答题
如搜索结果不匹配，请 
