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5 All managers need to understand the importance of motivation in the workplace.
Required:
(a) Explain the ‘content theory’ of motivation. (5 marks)
答案
更多“5 All managers need to understand the importance of motivation in the workplace.Required:（”相关的问题
第1题
第2题
They have a broad and flexible toolkit of techniques, resolving complex,interdependent activities into tasks and sub-tasks that are documented, monitored and controlled. They adapt their approach to the context and constraints of each project, knowing that no "one size" can fit all the variety of projects. And they are always improving their own and their teams' skills through lessons-learned reviews at project
completion. Project managers are found in every kind of organization -- as employees, managers, contractors and independent consultants. With experience, they may become program managers (responsible for multiple related projects) or portfolio managers (responsiblefor selection, prioritization and alignment of projects and programs with an organization' s strategy) . And they are in increasing demand worldwide. For decades, as the pace of economic and technological change has quickened, organizations have been directing more and more
of their energy into projects rather than routine operations.
(1) .Which of the following is NOT enjoyed by projectmanagers？
A、Challenges.
B、Responsibility
C、Status quo
(2) .Which of the following is NOT concerned by project managers？
A、Theoverall situation
B、The non-crucial details
C、The crucial details
(3) .Which of the following is a TRUE statement about projectmanagers？
A、They do not need to keep contact with all of a project’ sstakeholders
B、They use one model to solve problems in various projects
C、Theyimprove their skills after completion of each project
(4) .Which of the following is NOT mentioned as a career possibility for experienced project manager？
A、Becoming general manager of anorganization
B、Running several projects at the same time
C、Allocating projects to other project managers
(5) .Which of the following can be an alternative title for thepassage？
A、Requirements of project managers
B、Future development of projectmanagers
C、Career development of project managers
第3题
As is known to all, the organization and management of wages and salaries are very complicated. Generally speaking, the Account Department is responsible for calculations of pay, while the Personnel Department is interested in discussions with the employees about pay.
If a firm wants to adopt a new wage and salary structure, it is essential that the firm should decide on a method of job evaluation and ways of measuring the performance of its employees. In order to be successful, that new pay structure will need agreement between Trade Unions and employers.
In job evaluation, all of the requirements of each job are defined in a detailed job description. Each of those requirements is given a value, generally in "points", which are added together to give a total value for the job. For middle and higher management, a special method is used to evaluate managers on their knowledge of the job, their responsibility, and their ability to solve problems. Because of the difficulty in measuring management work, however, job grades for managers are often decided without reference to an evaluation system based on points.
In attempting to design a pay system, the Personnel Department should compare the value of each job with those in the job market. It should also consider economic factors such as the cost of living and the labor supply.
It is necessary that payment for a job should vary with any distinctions in the way that job is performed. Where it is simple to measure the work done, as in the work done with the hands, monetary encouragement schemes are often chosen, for indirect workers, where measurement is difficult, methods of additional payments are employed.
If a company wants its new pay structure to be successful, it is necessary to______.
A．give the workers extra pay to encourage them
B．share the same opinion between the Trade Union and the employers
C．consult some problems associated with pay
D．adopt a special way to evaluate the performance of its employees
第4题
Task 1
Directions: After reading the following passage, you will find 5 questions or unfinished statements, numbered 36to 40. For each question or statement there are 4 choices marked A), B), C)and D).
You should make the correct choice and mark the corresponding letter on the Answer Sheet with a single line through the center. The challenge of writing a powerful cove letter(附信) can lead job candidates to search endlessly for advice, but be careful. While you likely will find some valuable advice, you may come across a few tips that could mislead you.
“You need a lengthy cover letter. ” This probably is one of the “bad cover letter tips. ” Think about it :hiring managers have piles of resumes and cover letters to review. If yours is longer than the rest, it might not get read at all. Aim to get all of your points across in three brief paragraphs: a clear introduction that lets employer know which job you are applying for and why you are interested in the position; a paragraph that includes a few specific examples of how to have excelled(擅长) in past roles that are relevant to the open position; and a concluding paragraph that tells employers how you will benefit their company and requests a future meeting.
“Your cover letter is less important than your resume. ” Some hiring managers shove(随手扔) cover letters to the side, but most do not. Because you never know what type of hiring manager you are dealing with, it is best to submit a nice cover letter. While some employers place less emphasis on cover letters, others decide who to interview based on them. Remember that the point of a cover letter is to tell employers something that makes them want to meet you.
36.Why should job candidates be careful when searching for advice to write a cover letter？
A.Some tips are not practical.
B.Some tips could be misleading.
C.It is impossible to get useful tips.
D.It is difficult to find valuable tips.
38.According to the passage, the introductory paragraph of a cover letter should include .
A.your request for a job interview
B.the position you are interested in
C.some examples of your achievements
D.your education background and degree
39.Which of the following should be included in the concluding paragraph of a cover letter？
A.Your expected salary.
B.Your hobbies and interests.
C.Your request for a meeting.
D.Your professional background.
37.Why shouldn’t you write a lengthy cover letter？
A.Hiring managers may not read it at all.
B.Well-written cover letters may be read first.
C.It is difficult to write a good long cover letter.
D.You are unable to express your points clearly.
40.According to the writer, the purpose of a cover letter is to .
A.urge the employer to read your resume
B.please your potential employer
C.get the employer to meet you
D.show off your achievements
请帮忙给出每个问题的正确答案和分析，谢谢！
第5题
A.upper management
B.middle managers
C.systems managers
D.first-line managers
E.all managers
第6题
cants do not set about their task in the right way. They do not study the job requirements 27()enough and dispatch applications to all and sundry (所有的人) in the hope that one will bear fruit (奏效). The personnel manager of a textile’s manufacturer for example 28()for designers. He was willing to consider young people 29()working experience provided they had good ideas. The replies contained many remarks like this,"At school I was good at art", "I like drawing things" and even "I write very interesting stories". Only one applicant was sensible enough to30() samples of her designs. She got the job.
Personnel managers emphasize the need for a good letter of application. They do not look for the finest writing paper or perfect typing, but it is 31() to expect legible writing on a clean sheet of paper, not a piece torn roughly from an exercise book.
As soon as the applicant is lucky enough to receive an invitation to attend all interviews, he 32()acknowledge the letter and say he will attend. But the manager does not end there. The wise applicant will fill in the interval making himself familiar with Some activities of the company he hopes to33()applicants have not the faintest idea 34() the company does and this puts them 35() a great disadvantage when they come to answer the questions that will be put to them in the interview.
A、enclose
B、that
C、reasonable
D、failure
E、to
F、acknowledge
G、what
H、deeply
I、advertised
J、with
K、without
L、should
M、which
N、join
O、at
第7题
阅读理解：阅读下面的短文，根据文章内容进行判断，正确写“T”错误写“F”。
Cross training is training an employee to do a different part of the organization's work. Training worker A to do the task that worker B does and training B to do A’s task is cross training. Cross training is good for managers because it provides more flexibility in managing the workforce to get the job done. On the other hand, cross training has some benefits for the employees as well. It lets them learn new skills, makes them more valuable, keeps them stimulated and reduces worker boredom.
Cross training can be used in almost any position in almost any industry.I cross trained some of my design engineers to go on field installation trips and get first hand knowledge of how their designs worked, or didn’t work, in the field. Cashiers can be trained to stock shelves and stockers trained to cashier. This allows you to quickly open additional registers if the customer queue gets too long.
As you prepare cross training plans, you need to consider both the company benefits and the employee benefits. Carefullyselect the employees to be cross trained. Some people like to learn new things. Some are more comfortable sticking to what they know. Don’t decide which employees are ready for a change based on their age or performance.
1. Cross training is training an employee to do a different job in a different company. {T、F}
2. Cross training is beneficial not only for managers but also for employees.{T、F}
3. Cross training can apply to almost any position and almost any industry.{T、F}
4. Not all employees are suitable to be cross trained.{T、F}
5. You can decide which employees to be cross trained according to their age.{T、F}
第8题
In the future there is no such thing as being an American manager. Even someone who spends an entire management career in Kansas City is in international management. He or she will compete with foreign firms, buy from foreign firms, sell to foreign films, or acquire financing from foreign banks.
The globalization of the world's capital markets that has occurred in the past 10 years will be replicated right across the economy in the next decade. An international perspective has become central to management. Without it managers are operating in ignorance and cannot understand what is happening to them and their firms.
Partly because of globalization and partly because of demography, the work forces of the next century are going to be very different from those of the last century. Most firms will be employing more foreign nationals. More likely than not, you and your boss will not be of the same nationality. Demography and changing social mores mean that white males will become a smaller fraction of the work force as women and minorities grow in importance. All of these factors will require changes in the traditional methods of managing the work force.
In addition, the need to produce goods and services at quality levels previously thought impossible to obtain in mass production and the spreading use of participatory management techniques will require a work force with much higher levels of education and skills. Production workers must be able to do statistical quality control; production workers must be able to do just in-time inventories. Managers are increasingly shifting from a "don't think, do what you are told" to a "think, I am not going to tell you what to do" style. of management.
This shift is occurring not because today's managers are more enlightened than yesterday's managers but because the evidence is rapidly mounting that the second style. of management is more productive than the first style. of management. But this means that problems of training and motivating the work force both become more central and require different modes of behavior.
In the world of tomorrow managers cannot be technologically illiterate regardless of their functional tasks within the firm. They don't have to be scientists or engineers inventing new technologies, but they have to be managers who understand when to bet and when not to bet on new technologies. If they don' t understand what is going on and technology effectively becomes a black box, they will fail to make the changes that those who do understand what is going on inside the black box make. They will be losers, not winners.
Today's CEOs are those who solved the central problems facing their companies 20 years ago. Tomorrow's CEOs will be those who solve central problems facing their companies today. Sloan hopes to produce a generation of managers who will be solving today's and tomorrow's problems and because they are successful in doing so they will become tomorrow's captains of business.
The author suggests that a manager should hold a (an) ______ view on management.
A．economical
B．geographical
C．international
D．financial
第9题
5 International Financial Reporting Standards (IFRSs) are primarily designed for use by publicly listed companies and
in many countries the majority of companies using IFRSs are listed companies. In other countries IFRSs are used as
national Generally Accepted Accounting Practices (GAAP) for all companies including unlisted entities. It has been
argued that the same IFRSs should be used by all entities or alternatively a different body of standards should apply
to small and medium entities (SMEs).
Required:
(a) Discuss whether there is a need to develop a set of IFRSs specifically for SMEs. (7 marks)
第10题
Since 1970 the authority has had its own internal Information Technology (IT) department. However, there has been increasing criticism of the cost and performance of this department. The CEO has commented that ‘we seem to expand the department to cope with special demands (such as the millennium bug) but the department never seems to shrink back to its original size when the need has passed’. Some employees are lost through natural wastage, but there have never been any redundancies in IT and the labour laws of the nation, and strong trade unions within the authority, make it diffi cult to make staff redundant.
In the last few years there has been an on-going dispute between managers in the IT department and managers in the fi nance function. The dispute started due to claims about the falsifi cation of expenses but has since escalated into a personal battle between the director of IT and the fi nance director. The CEO has had to intervene personally in this dispute and has spent many hours trying to reconcile the two sides. However, issues still remain and there is still tension between the managers of the two departments.
A recent internal human resources (HR) survey of the IT department found that, despite acknowledging that they received above average pay, employees were not very satisfi ed. The main complaints were about poor management, the ingratitude of user departments, (‘we are always being told that we are overheads, and are not core to the business of the authority’) and the absence of promotion opportunities within the department. The ingratitude of users is despite the IT department running a relatively fl exible approach to fulfi lling users’ needs. There is no cross-charging for IT services provided and changes to user requirements are accommodated right up to the release of the software. The director of IT is also critical of the staffi ng constraints imposed on him. He has recently tried to recruit specialists in web services and ‘cloud computing’ without any success. He also says that ‘there are probably other technologies that I have not even heard of that we should be exploring and exploiting’.
The CEO has been approached by a large established IT service company, ProTech, to form. a new company ProTech-Public that combines the public sector IT expertise of the authority with the commercial and IT knowledge of ProTech. The joint company will be a private limited company, owned 51% by ProTech and 49% by the city authority. All existing employees in the IT department and the IT technology of the city authority will be transferred to ProTech who will then enter into a 10 year outsourcing arrangement with the city authority. The CEO is very keen on the idea and he sees many other authorities following this route.
The only exception to this transfer of resources concerns the business analysts who are currently in the IT department. They will be retained by the authority and located in a new business analysis department reporting directly to the CEO.
The CEO has suggested that the business analysts have the brief to ‘deliver solutions that demonstrably offer benefi ts to the authority and to the people of the city, using information technology where appropriate’. They need to be ‘outward looking and not constrained by current processes and technology’. They will also be responsible for liaising between users and the newly outsourced IT company and, for the fi rst time, defi ning business cases with users.
In principle, the creation of the new company and the outsourcing deal has been agreed. One of the conditions of the contract, inserted by the fi nance director, is that the new company achieves CMMI level 5 within three years. The current IT department has been recently assessed as CMMI level 2. ProTech has recently been assessed at CMMI level 3.
Required:
(a) Evaluate the potential benefi ts to the city authority and its IT employees, of outsourcing IT to ProTech-Public. (12 marks)
(b) The role of the business analyst is currently being re-designed.
Analyse what new or enhanced competencies the business analysts will require to undertake their proposed new role in the city authority. (7 marks)
(c) Explain the principles of CMMI and the advantages to ProTech-Public of achieving CMMI level 5. (6 marks)
