- Do you know where I can repair my motorcar? -_____________________.

2023-05-23 18:00:35
 A.It's cheap to repair a motorcar
 B.Around the street corner
 C.You drive too fast to damage it
cloze Subject
cloze Subject
cloze Subject
cloze Subject
cloze Subject
Nokia executives attempted to explain its fall from the top of the smartphone pyramid with three factors: 1) that Nokia was technically inferior to Apple, 2) that the company was complacent and 3) that its leaders didn't see the disruptive iPhone coming. It has also been argued that it was none of the above. Nokia lost the smartphone battle because of divergent shared fears among the company's middle and top managers which led to company-wide inertia that left it powerless to respond to Apple's game. Based on the findings of an in-depth investigation and 76 interviews with top and middle managers, engineers, and external experts, the researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth. The fear that froze the company came from two places. First, the company's top managers had a terrifying reputation. Some members of Nokia's board and top management were described as “extremely temperamental” and they regularly shouted at people “at the top of their lungs”. It was very difficult to tell them things they didn't want to hear. Secondly, top managers were afraid of the external environment and not meeting their quarterly targets, which also impacted how they treated middle managers. Top managers thus made middle managers afraid of disappointing them. Middle managers were told that they were not ambitious enough to meet top managers’ goals. Fearing the reactions of top managers, middle managers remained silent or provided optimistic, filtered information. Thus, middle managers directly lied to top management. Worse, a culture of status inside Nokia made everyone want to hold onto vested power for fear of resources being allocated elsewhere if they delivered bad news or showed that they were not bold or ambitious enough to undertake challenging assignments. Beyond verbal pressure, top managers also applied pressure for faster performance in personnel selection. This led middle managers to over promise and under deliver. One middle manager told us that “you can get resources by promising something earlier or promising a lot. It's sales work.” While modest fear might be healthy for motivation, abusing it can be like overusing a drug, which risks generating harmful side effects. To reduce this risk, leaders should coordinate with the varied emotions of the staff. Nokia's top managers should have encouraged safe dialogue, internal coordination, and feedback to understand the true emotion in the organization.1. Nokia lost the smartphone battle because its technology is not as good as that of Apple. (1) 2. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them. (2) 3. Nokia's top managers were too moody to hear anything unpleasant. (3) 4. Middle managers in Nokia delivered results more than they promised earlier. (4) 5. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth. (5)
cloze Subject
cloze Subject
cloze Subject
cloze Subject
cloze Subject
It's important for a CEO to be passionate and enthusiastic, but there's a line of professionalism that must always be maintained. According to a report from the technology website Venture Beat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn't have the passion to use the products they work for. According to the website, part of the leaked letter reads: “It's been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn't even remember their PayPal passwords. That's unacceptable to me, and the rest of my team, everyone at PayPal should use our products where available. That's the only way we can make them better, and better.” “In closing, if you are one of the folks who refused to install the PayPal app or if you can't remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.” While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, when faced with a situation where staff isn't embracing what they make, you need to investigate the root of the problem -- not threaten. When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it. Sending out a one-sided note about the problem is not leading, it's retreating. Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it? Marcus should have focused on three questions: • Why are you not using the app? • What is it that we can do to ensure you use our app? • What do you need from me?1. A CEO only needs to be passionate and enthusiastic. (1) 2. It is not professional that PayPal CEO blames his employees for not using PayPal or forgetting PayPal passwords. (2) 3. “A one-sided note” refers to the root of PayPal's problem. (3) 4. When faced with internal problems, good executives find the root of a problem in their executive team first. (4) 5. Good executives need to give feedback immediately when they are listening to the staff. (5)
政策影响是指目标群体和受益者所获得的货物、服务或其他各种资源。(    )
练习1(多选):韦唐博士从政府干预的实质结果入手,按照“组织者”的不同将评估模式分为( )。
学习理论最典型的理论类型是美国社会心理学家坎贝尔的( )。
练习1(单选):政策方案制定在整个政策过程中居于( )地位。
到目前为止,对政策议程确立过程描述得最全面的是约翰·W.金登的(     )
(     )是指政府通过一系列行政管理过程(通常由特别指定的管制机构来执行),要求或者禁止个人和机构的大部分私人活动与行为的一个过程(或一种活动)。
首选的政策工具是(      )
练习1(单选):荷兰经济学家( )是最早试图对政策工具加以分类的学者。
公共政策一旦形成和实施,依然不会对环境产生反作用,从而导致环境的改善和重塑。(     )
练习2(判断):政策主体、政策客体和政策环境三者之间存在着密切的相互依赖和相互作用的关系。( )
美国公共政策学家西奥多·罗威根据受“问题”影响人数的多少及其关系将社会问题分为(    )
练习1(单选):由专业人员组成的跨学科、跨领域的综合性政策研究组织被称为( )。
练习1(单选):在西方,与立法权、行政权和司法权并列的“第四种权力”是指( )
公共政策的核心要素是(    )
公共政策的本质是(     )的集中反映。

微信扫码关注 无忧题库 公众号