题目内容
（请给出正确答案）
A key to successful Management by Objectives (MBO) is
A . insuring that employees have clearly defined objectives
B . involving employees in decision meetings
C . permitting employees to set their own objectives
D . allowing employees to perform. their own evaluations
E . A or C.
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更多“A key to successful Management…”相关的问题
What's the key to a successful student according to the passage？ ______.
A．Circumstances
B．Methods
C．Teachers
D．Motivation
The key ingredient to a successful quality management program are _____.
A . management's quality philosophy, operational quality assurance and operational quality control.
B . quality evaluation methods and functional quality integrators.
C . technical quality administration, the technical quality specifications, and the quality process review.
D . quality evaluation methods, quality progress reviews and the technical quality specifications.
E . All of the above.
successful implementation of the strategy, affecting all parts of the company’s activities.
(c) Explain the key issues affecting implementation and the changes necessary to achieve Universal’s ambitious
growth strategy. (15 marks)
A．can manage your time well
B．have long-term planning
C．are lucky enough to have new opportunities
D．can solve both company and family problems
阅读理解：阅读下面的短文，根据文章内容从A、B、C三个选项中选出一个最佳选项。
Successful events don't just happen - they're the result of {A. planB、B. planningB、C. planned}. The {A. biggeB、B. bigB、C. large} the event, the bigger the plan. Just because Christian events are usually run by volunteers doesn't mean you can get away with less planning. The more effort you put in beforehand, the more successful your event will be.Here are the key issues you need to think about when planning your event.
1.Choose an event people want to come to.You don't want people coming to your event just because they're supporting their church. You want them to come because they want to be there, because the event is so compelling they can't afford to {A. passB、B. forgetB、C. miss} it. {A. whatB、B. weatherB、C. Whether} it's a concert or teaching event, a visiting speaker or a drama production, make sure the content will {A. show toB、B. appeal toB、C. appear to} the people you expect to be there...............
Successful events don' t just happen - they' re the result of __1__ .The __2__ the event, the bigger the plan. Just because Christian events are usually run by volunteers doesn' t mean you can get away with less planning. The more effort you put in beforehand, the more successful your event will be. Here are the key issues you need to think about when planning your event.
Choose an event people want to come to. You don' t want people coming to your event just because they' re supporting their church. You want them to come because they want to be there, because the event is so compelling they can' t afford to __3__ it. __4__ it' s a concert or teaching event, a visiting speaker or a drama production, make sure the content will __5__ the people you expect to be there……
（1）__1__
A.plan
B.planning
C.planned
developing countries. Professor James West from North America argued that one of the key needs for developing
countries was to implement rigorous systems of corporate governance to underpin investor confidence in businesses
in those countries. If they did not, he warned, there would be no lasting economic growth as potential foreign inward
investors would be discouraged from investing.
In reply, Professor Amy Leroi, herself from a developing country, reported that many developing countries are
discussing these issues at governmental level. One issue, she said, was about whether to adopt a rules-based or a
principles-based approach. She pointed to evidence highlighting a reduced number of small and medium sized initial
public offerings in New York compared to significant growth in London. She suggested that this change could be
attributed to the costs of complying with Sarbanes-Oxley in the United States and that over-regulation would be the
last thing that a developing country would need. She concluded that a principles-based approach, such as in the
United Kingdom, was preferable for developing countries.
Professor Leroi drew attention to an important section of the Sarbanes-Oxley Act to illustrate her point. The key
requirement of that section was to externally report on – and have attested (verified) – internal controls. This was, she
argued, far too ambitious for small and medium companies that tended to dominate the economies of developing
countries.
Professor West countered by saying that whilst Sarbanes-Oxley may have had some problems, it remained the case
that it regulated corporate governance in the ‘largest and most successful economy in the world’. He said that rules
will sometimes be hard to follow but that is no reason to abandon them in favour of what he referred to as ‘softer’
approaches.
(a) There are arguments for both rules and principles-based approaches to corporate governance.
Required:
(i) Describe the essential features of a rules-based approach to corporate governance; (3 marks)
Business cards are less important in American culture than they are in Asian culture. But knowing the right way to handle business cards is a useful skill wherever you are.
Requesting someone's business card is a straightforward(直截了当的、坦率的)process. You need only say: "Do you have a business card？" or "May I have your business card？"
When you want to present your own card, you can say, "Here's my card. Feel free to call me if you have any other questions." Or, you might say, "Please send the information to this address. I look forward to hearing from you soon."
It's not polite to directly refuse a request from someone for your business card. Instead, you can say, "Sorry, but I'm afraid I'm all out at the moment." or "l forgot to bring them with me."
When you do receive a card, say "Thank you" and examine it briefly before putting it away.
1.In America,().
A.one does not use business cards
B.one uses business cards everywhere
C.one uses business cards but not as often as one does in Asia
D.one uses business cards much more often than one does in Asia
2.If you know how to handle business cards, you will（）.
A.be absolutely successful
B.get help from others
C.make everybody happy
D.find the knowledge helpful
3.To politely refuse a request for business cards, you may say the following except().
A.Sorry, but I can't satisfy you
B.Sorry, but I'm afraid I’m all out at the moment
C.I forgot to bring them with me
D.Sorry, but I don't have a business card
4.From the passage we can infer that().
A.business cards are the key to success
B.business cards should be beautifully designed
C.you should always carry your business cards
D.handling business cards skillfully is important
5.The word “examine” (Line 1, Para. 5) is closest in meaning to().
A.search for
B.test
C.look at
D.research
1.The best title for the passage is ()
A.Benefits on Both Sides
B.Art of Negotiation
C.Skills of Communication
D.How to Be a Good Negotiator
2.Negotiators’ good rapport can make it easy for negotiators()
A.to make them fully understood
B.to make necessary concession
C.to create a positive environment
D.to increase negotiators’ status
3.If we understand that the some real benefits of a deal may come much later()
A.we will take a long term view in the negotiation
B.we will pay more attention to the benefits on both sides
C.we will try much harder to improve the agreement
D.we will try to change the relationship with the other party
4.Many poor negotiators may not make any concession for themselves in that ()
A.they are afraid of losing face
B.they have no clear objectives
C.they are not flexible
D.they are not skillful
5.Good negotiators are usually very persuasive and eloquent in order to()
A.work out ways to resolve problems
B.make sure that everything is understood
C.have better communication with their partners
D.avoid the breakdown of the negotiation
business specialising in the design and manufacture of precision engineering products. Its customers are major
industrial customers in the aerospace, automotive and chemical industries, many of which are globally recognised
companies. Lawson prides itself on the long-term relationships it has built up with these high profile customers. The
strength of these relationships is built on Lawson’s worldwide reputation for engineering excellence, which has
tangible recognition in its gaining prestigious international awards for product and process innovation and quality
performance. Lawson Engineering is a company name well known in its chosen international markets. Its reputation
has been enhanced by the awarding of a significant number of worldwide patents for the highly innovative products
it has designed. This in turn reflects the commitment to recruiting highly skilled engineers, facilitating positive staff
development and investing in significant research and development.
Its products command premium prices and are key to the superior performance of its customers’ products. Lawson
Engineering has also established long-term relationships with its main suppliers, particularly those making the exotic
materials built into their advanced products. Such relationships are crucial in research and development projects,
some of which take a number of years to come to fruition. Joe Lawson epitomises the ‘can do’ philosophy of the
company, always willing to take on the complex engineering challenges presented by his demanding customers.
Lawson Engineering now faces problems caused by its own success. Its current location, premises and facilities are
inadequate to allow the continued growth of the company. Joe is faced with the need to fund a new, expensive,
purpose-built facility on a new industrial estate. Although successful against a number of performance criteria, Lawson
Engineering’s performance against traditional financial measures has been relatively modest and unlikely to impress
the financial backers Joe wants to provide the necessary long-term capital.
Joe has become aware of the increasing attention paid to the intangible resources of a firm in a business. He
understands that you, as a strategy consultant, can advise him on the best way to show that his business should be
judged on the complete range of assets it possesses.
Required:
(a) Using models where appropriate, provide Joe with a resource analysis showing why the company’s intangible
resources and related capabilities should be taken into account when assessing Lawson Engineering’s case
for financial support. (12 marks)
