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  • 閱讀理解A
    題干:TheroleofthemanagerasmerelyanoverseerofworkersisanartifactoftheIndustrialAgeparadigm,nolongerappropriatetotheKnowledgeAge.Increasingly,middlemanagers’ headsareonthechoppingblocksofbudget-tighteningcorporations,andthosewhofailtotransformthemselvesinto“player/coaches”willbecomeobsolete,suggestsThomasH.Davenport,directoroftheAccentureInstituteforStrategicChange.“Thereisstillanimportantrole,albeitadifferentone,formanagementinthefuture,”DavenportwritesinTheFutureofLeadership.“Thesinglemostimportantfactordrivingthechangeinwhatmanagemententailsistheriseandprevalenceofknowledgework.”Undertheoldmodelofmanagement,managerswereviewedasaseparatepartoftheorganizationworkforce,amerelinkbetweentheexecutiveswhomakethedecisionsandthelaborerswhocarryoutthework.Butinthenewmodel,managersbothmakedecisionsanddoworkthemselves.Inadvancedeconomies,knowledgeworkersnowmakeupmorethan50%ofworkers—ormore,dependingonhowyoudefine“knowledgeworkers”,Davenportreports,“IknowofaCEOofalargepizzachainwhoarguesthateveryworkerintheorganizationisaknowledgeworker,andunlesstheyalluseknowledgetomanagecosts,servecustomerswell,andmaintainhighqualitystandards,theorganizationwillnotsucceed.However,ifpizzamakersareknowledgeworkers,whoisn’t?”Davenportdefines“knowledgeworkers”asthosewhocreateknowledge,suchasproductdevelopmentengineers,orwhoseuseofknowledgeisadominantaspectoftheirwork,suchasfinancialauditors.Oneaspectofworkthathaschangedisthatusersandcreatorsofknowledgearemorelikelytobethesamepeople.“Workershavetraditionallybeenviewedasusersofideas,notcreatorsofthem,andiftheydocreateideastheyhavegenerallybeensmallones,”saysDavenport.“Myview,however,isthattheorganizationsthatwillbemoresuccessfulinthefuturewillbethoseinwhichit’severyone’sjobtobecreatingandusingideasthatarebothbigandsmall.”DavenportidentifieseightkeytrendscreatingtheKnowledgeManageroftheFuture:Fromoverseeingworktodoingit,too.Inmanycases,suchasinlaw,consulting,andaccountingfirms.Fromorganizinghierarchiestoorganizingcommunities.Fromimposingworkdesignsandmethodstounderstandingthem.Fromhiringandfiringworkerstorecruitingandretainingthem.Frombuildingmanualskillstobuildingknowledgeskills.Fromevaluatingvisiblejobperformancetoassessinginvisibleknowledgeachievements.Fromignoringculturetobuildingaknowledge-friendlyculture.Fromsupportingthebureaucracytofendingoff.“Althougheachoftheseattributesoffuturemanagementmayrepresentonlyanevolutionarychangefromhowmanagersworkedinthelatetwentiethcentury,inaggregatetheycompriseamanagerialrevolution.”Davenportconcludes.
    題目: In Davenport’s opinion, a successful organization in the future will be().
  • A 、An organization in which the dominant supporters are the managers
  • B 、An organization in which the workers are the creators of small ideas as well as users of the knowledge
  • C 、A unity that everyone has equal rights to speak no matter he is executive or common worker
  • D 、An organization in which every member is responsible to create and use ideas

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參考答案

【正確答案:D】

從第3段可以看出未來最成功的企業(yè)將是這樣的:出主意并執(zhí)行它,無論大的還是小的,是每個(gè)人的職責(zé)。

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