题目内容
（请给出正确答案）
A、Rate sensitive assets
B、Rate sensitive liabilities
C、Coupon bonds
D、Consol bonds
E、Derivatives
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更多“Managers can achieve the resul…”相关的问题
A.knowing the strengths and weakness
B.creating an awareness of the problems and obstacles faced by the property and helps managers to think ahead to make better use of the property resources
C.forming the base of information of marketing and advertising decision
D.explaining the goals to members who will participate in the marketing activities and how to achieve it
How to Build Team Spirit and Get Best Sales Performance
A．It is a well-known fact that an organisation can achieve a greater success if a few peo-ple get united and work towards a goal together. An ordinary team can perform. betterprovided they are motivated. There are many instances， where a team approach has succeeded better compared to an organisation which is riddled with politics and manag-ers who only think about themselves. In fact this is a basic problem among Indians asthey always tend to develop "Frog Syndrome". The frog syndrome does not allow othercolleagues to go up in the ladder， which leads the organisation to become an ordinaryorganisation. Today the biggest problem in India many companies are facing is how todevelop team spirit among people. This is a very crucial point for the organisation tomake difference in today"s highly competitive environment. How can we develop suchthings today？ Of course， there are many ways which are given below.
Develop Team Not Individual Only
B．The role of manager is to ensure that the people become cohesive （有凝聚力的） andfeel proud to be the member of the team. It is quite possible provided the manager him-self is a team leader. He has to set the right target， create enthusiasm among the people，develop a positive attitude among the people and motivate them at the right time. Ifdone， it is nothing succeeds like success.
Right Team Spirit
C．Right team spirit brings within the organisation a vibrant feeling to an insider as well asoutsider. There is always willingness to walk an extra mile among people to achieve theset objective. This leads to more congenial （令人愉快的） atmosphere within the organi-sation. How many companies have succeeded in doing the same？ Does it bring smile toan ordinary person working in the organisation？ If yes， that organisation really can sur-vive for a longer time.
SMILE Within the Organisation
D．A happy employee always tends to achieve better. Many companies tend to take careof external customers but tend to forget the internal customers. Hence， companiesshould do retrospective analysis on satisfaction level of the internal employees. Buthow many companies bother to do that？ A real smile can help the organisation toachieve better sales.
SMILE = Sell More In Less Effort
E. How many people can bring a smile on the face of a person？ Therefore， there are feworganisations which excel. However， this is possible provided the manager becomes
a mentor.Manager Should Be a Mentor to the People
F. People always look towards a manager as mentor who can correct， guide and give con-structive criticism. Manager should go where the colleagues working under him requirehim to go. He should help his colleagues during the need of the hour. Can a managerdevelop himself to be a mentor so that people can rely on his advice？ A manager， if re-develop himself as a mentor， can definitely bring the team spirit among the people. Buthow many managers can be a mentor？ Many times a manager himself is a grumbler （爱发牢骚的人） and creates a polluted environment within the organisation as his person-ality may not be fit to do a particular job. Therefore， a manager should analyse his ownpersonality along with his colleagues" and ensure that his personality along with hiscolleagues" personality be suited to do the particular job. Application of sales grid （网）approaches will definitely help him to understand his own personality as well as his col-leagues". This analysis can help to take corrective action and will create a greater senseof responsibility and motivation among the people. We must motivate ourselves to mo-tivate others.
G. This is possible provided a manager make the job more challenging. In fact during therecent survey conducted by the author in India， the No.1 motivator factor is job enrich-ment. How many managers try to create innovations in their job fimctions of their col- leagues and associates？ How many managers remove the fear of instability？ How manymanagers ask themselves what new things they or their teams have done？ If this is doneregularly， the demotivation does not arise. Ordinary people can perform. extraordinarythings provided they bring the motivation and team spirit among the people. This is quite possible and a manager has a role to play. He should be proactive （主动的） inbuilding team spirit and take action.
Recognise Team Destroyers and Take Corrective Measures
H. There are certain people who because of the past experience can destroy the team spirit. Therefore， it is suggested that managers should identify "this grumbler" at right time and take corrective measures immediately. The cancerous cell should not be allowed to develop or proliferate （扩散）. Proper counselling can help the manager to correct the situation. He should not develop a dual personality. For example， in the office the tap is leaking， however， he does not bother as he feels that it is the job of administration but when he goes home he makes sure that the leakage of the tap is corrected. The dichoto- my （分裂） behaviour of the person cannot help him to develop team spirit. The manager should develop fatherhood of a spastic （痉挛的） child who is very caring， understand- ing his child. He has to therefore correct him， mend him with hope that the future will be bright.
Educate the Colleague Doing the Work in a Positive Manner
I. Managers must educate a colleague while working. The recent study among the field force revealed that the field representatives like to have a leader who is good at product knowledge and selling skills. During the visit of a leader if he ensures that he gives one or two new points to his colleagues， then the interaction between the two becomes more fruitful. Fox example， if a zonal manager visits his team he may take up the product training in the conference or during the field work followed by a written test of the same subject. This concept was tried by the author in one of his client"s companies wherein he noticed that the representative never used to respect his senior because of his lack of knowledge on the product. This process of inculcating （教授） the habit of interactions between the two brought a better team spirit and respect for each other. This activity re- suited into higher productivity of the area.
One influence the analysis about a manager‘s personality and his colleagues may have on them is that they will be more responsible and motivated.
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Professor Kumar Bhatt, founder and head of Warwick Manufacturing Group (WMG), and Rob Meakin, a personnel director at Marconi, have developed a partnership to train engineers and managers to become e-literate. The New Knowledge Partnership will include a team of 40 Marconi managers in what Professor Bhatt calls electronic engineering management or E2. A wide range of engineering and non-engineering companies has expressed interest in these exciting programs.
Professor Bhatt believes that e-commerce is changing the business environment to a huge extent. Many chief executives do not understand the power of the new technologies and, in some cases, are actually resisting change. He says, "as long as enough industry leaders realize its potential benefits, e-business will make possible a second productivity revolution in Britain. This could take the economy close to eliminating the still substantial competitiveness gap with its main rivals. Over the last five years in the US there has been a 30% improvement in manufacturing sector productivity because of information technology. In Britain we can achieve more than that and successful e-business will be worth billions to the UK economy. " Already Britain makes more use of computer-aided design and manufacture (CAD/CAM) and management information technology systems than other European countries, and has a government. that actively promotes e-business.
But, observes Professor Bhatt, Britain has never used technology as a growth driver. "The thing about electronic engineering management is that you can keep your legacy systems; you just need to link those systems with an information engine. At the touch of a button it will allow project managers to see the status of a project, identify problems precisely and make virtually immediate decisions based on information that will be much more complete than in the past. "
The E2 program is the result of an alliance by the Warwick Manufacturing Group with America's leading e-commerce study center, Carnegie Mellon. The latter will be responsible for training many of the Marconi managers in America, where the group has half its business. In Britain, Professor Bhatt has linked up with Sun Microsystems, Oracle and Parametric Technology, to set up a multi-million pound E2 design and manufacturing center at the university which will be used for training and research.
Professor Bhatt believes that e-commerce is changing business to such an extent that WMG is likely to be renamed Warwick Electronic Manufacturing Group. But, he warns "The move to globalize because of e-commerce is racing ahead. Although the net allows British industry to overtake their European peers, it also offers Asian countries to leapfrog (跃过) the West. For the first time it is not the privilege of the western world because this technology is universal. "
Professor Bhatt and Rob Meakin have developed a method to ______ .
A．teach electronic engineering management
B．train employees to be acquainted with e-commerce
C．train employees to be engineers and managers
D．teach employees about developing a partnership
Now you can achieve a Professional Certificate in Management in under a year with the Open Business School, part of the Open University.（英译中）
What does the writer say about the communication options available to senior managers？
A．Sending memos to staff is one of the most efficient methods.
B．It is important to find the time to discuss certain matters with staff.
C．They should increase the range of options that they use.
D．Getting junior managers to talk to staff can create different problems.
Most companies expect IT (Information Technology) managers to head an IT staff of computer technicians. But IT managers can also specialize in other areas. Some managers may also be responsible for keeping their company’s Internet safety. They protect both their company and their online customers from thieves.
Other managers focus more on the business rather than the technical part of computing. They become project managers, helping companies reach as many online customers as possible.
Some companies also look for IT managers who can act as trainers. These trainers help a company’s computer technicians keep up-to-date on computer skills.
Most companies require their IT managers to have both a bachelor’s degree and some experience in the computer field. Often, companies hire IT managers out of their existing staff of computer technicians.
Since IT managers are extremely important to companies’ success, it’s no surprise that they receive such high salaries – around US $56,000 a year to start with. And, in such a fast-changing field,
managers’ salaries usually increase after only a couple of years.
The world will be watching to see just how quickly e-commerce replaces the old ways of doing business. And as computers change the way the world does business, IT managers will be in the middle of it all. Few companies can survive without them.
Besides being the leader of computer technicians, IT managers are also expected to be ________.
(A) experienced product designers
(B) skilled online technicians
(C) doctorate holders
(D) online safety specialists
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 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.
？Read the article below about corporate culture on the opposite page.
？For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
The term corporate culture refers to an organization's value system. Managerial philosophies, workplace practices, and organizational network are included in the concept of corporate culture. Tyson Food's corporate culture is reflected in the fact that everyone—even CEO Don Tyson wears clothes of a yellowish brown color on the job.
The leaders who developed the company and the corporate culture typically shape the corporate culture.One generation of employees passes on a corporate culture to newer employees. Sometimes this is part of formal training. New managers who attend McDonald's Hamburger University may learn skills in management,but they also pick up the basics of the organization's corporate culture. Employees can absorb corporate culture through informal contacts as well, by talking with other workers and through their experiences on the job.
Corporate culture has a major impact on the success of an organization. In organizations with strong cultures,everyone knows and supports the organizations' objectives. In those with weak cultures, no clear sense of purpose exists. In fact, the authors of the classic book In Search of Excellence concluded the presence of a strong corporate culture was the single common thread among many diverse but highly successful companies such as General Electric and McDonald's.
As you can imagine, changing a company's corporate culture can be very difficult. But some managers try to do just that when they feel the current culture is weak, or when the organization's objectives change and the old culture no longer fits. Sometimes the competitive situation of a company changes.For instance, electric utilities, which once had their profits guaranteed by public regulation, now face more competition than ever. Firms that were comfortable competing against other American companies now find themselves fighting competitors from overseas, too.
Management expert Peter Duckers feels that, rather than trying to change culture, managers should focus on changing employees and corporate practices, as follows.
？Define what results are needed. Specify in measurable terms what the organization or department,or office) needs to achieve.
？Determine where these results are already being achieved within the current organization. Analyze the departments that are already effective and find out what they are doing differently from the rest.
？Determine what top management can do to encourage these good results. Duckers suggests that executives openly ask what they can do to help, and then do it.
？Change the reward system—or develop a new one—to recognize these effective practices. When employees realize that the organization really does reward the new approach, they will adopt it much more quickly. Whether one wants to change an organization culture or not, it is important to choose managers and employees whose personal styles fit the organization's goals.
According to the passage, corporate culture
A．means the cultural atmosphere in a company.
B．is established by top leaders and can't be changed.
C．involves the core values of a company.
D．has little influence on the performance of a company.
