国开电大本科《管理英语4》机考第四大题阅读判断题题库-j9国际官网

开电大本科《管理英语》机考题库4第四大夏回禳理解判断夏说明:资料整理于年月，适用于年月底月初期末机考考试20232202323aoivision andexecution:two sidesof asuccessful strategyastrategicplan is not the end goal of the strategic planning process-it is the framework for successfullyimplementinga strategy.until astrategic plan is putinto effectjthas noreal value.there areseveral keysto successful implementation.first,people directlyinvolved inexecuting the strategy must beincluded in the planning process.strategic planningis nolonger atop-down directive.without the input and feedbackof the people responsiblefor executingon the strategy,a seeminglysolid strategy is likely to fall apart whenimplementationis attempted.the nextkey to successful implementationis clearlycommunicating thestrategy to the wholecompany.thecommunication shouldensure thateveryone in the companyunderstands andaccepts thestrategy asthe bestpathforward,and notsimply theleaderships latestidea.without clearcommunication,employees lacka sense ofownership andclarity ofpurpose.when a strategy is not understoodor embraced,it usuallyresults inmisunderstandingand unevencommitments toimplementation.another key to thesuccessful executionof astrategic plan is theclear andstraightforward descriptionof theplan anditsoperations.even themost brilliantstrategy facesfailure ifit cannotbe explainedclearly andconcisely..［答案］

1.the finalgoal of the strategic planning process is astrategic planf.［答案］

2.a strategic planisvaluable ifit isexecuted t［答案］

3.there arefour keysto successfulimplementation.f

4.a goodstrategy is likely to fall apartif withoutthe input and feedbackof the people responsiblefor executingon.［答案］thestrategyt.［答案］

5.leaderships idea determines allfcoi createa positiveworkplace culturein competitive marketsjeadersare under increased pressure to maintain a positive work culture.a positive workculture cultivatesgreater employeesatisfaction;greater employeesatisfaction contributesto higherperformance;higher performanceimpacts improved client outcomesimproved client outcomes contributeto serviceexcellence.positive work cultures arebuilt overtime and need constantattention.such cultures are dependenton leadershipvision and values.an effectiveleader setsthe tonefor the team,encourages a positive workplace culture andis able to bring aboutcultural change.workplace cultureis madeup of the sharedattitudes,beliefs,behaviors,values andexpectations that influence the waypeople workin theworkplace.lt istheway we do things around here.some culturalaspects areunderstood byall andare obvioussuch asturning upfor wokon time,while othersmay beunwritten rules that are not so obvious for example how personal issues are resolved with work colleagues.form teams to solve real work issues and to improve real work processes.provide trainingin systematicmethods sothe team expendsits energyon theproject,not ontrying to workout howto worktogether as a team to approachtheproblem.hold departmentmeetings toreview projectsand progress,to obtainbroad input,and tocoordinate sharedworkprocesses.if thereis frictionbetween team members,examine thework processesthey mutuallyown-the problemisnot usuallytheir personalities;instead,it isoften thefact that theteam members haventagreed onhow theywilldeliver aproduct orservice,or thesteps requiredto getsomething done.•build funand sharedoccasions into the organization^agenda-hold potlucklunches,take theteam to a sportingevent,sponsor dinnersat alocal restaurant,go hikingor goto anamusement park.hold amonthly companymeeting,sponsor sportsteams andencourage cheeringteam fans.•use icebreakersand teamworkexercises atmeetings-these helpteammembersget toknow each other,share detailsabouteach others lives,and have a laughtogether.•celebrate teamsuccesses publicly.there aremany waysyou coulddo this,for instanceby buyingeveryone thesamet-shirt orhat,putting teammember namesin adraw forcompany merchandiseand giftcertificates.the onlythinglimiting youis yourimagination.if you do thetypes ofteamwork buildinglisted above,youll beamazed at the progressyou willmake increating ateamwork culture#culture that enables individuals to contribute more than they ever thought possible-together..［答案］

26.team buildingevent istraditionally related to playing games atresort t

27.the authorclaims thatplaying gamestogether is as importantas formingteams to solve real work issues and to」答案］improve real work processesfor team building f28/6retreaf,in thefirst paragraphmeans withdrawalof troopsafter adefeat.［答案］f.［答案］

29.ice breakingmotivates teammembers tocompete witheach otherf.［答案］

30.a goodteamwork cultureenables individualsto makemore effortstogether tmany factors thatinfluence whether a workplace has a positive outlook are within the control of people who work ina workplace.there arealso factorsout of their control,such asslumps inglobal pricesor achange indemand andsupply.the companycan,however,control how they respondto thesefactors.those companiesthat docreate positive workplace environmentsdevelop areputation in their communityas beinggoodto work for and have a competitive edge.not onlyare thesecompanies more able toattract andretainpeople,they tendto bemore stableas theyproactively dealwith issuesand adaptto change.teams workbest whenthey areclear aboutwhat isexpected of them.they aremore able to dealwith difficult issuesif theyfeel the values of the organizationare supportiveof them.for aworkplace cultureto bepositive,the directionand actionsof the business must be consistentwith the core valuesof thepeoplein theworkplace.the peoplemust trusteach otherand be able toopenly expressand exchangeideas.working throughthese stepswill helpwith developinga positivebusiness culture..［答案］

1.a positive workculturewill giveworkers moresatisfaction t.［答案］

2.positive cultureshave a lot todo withleadership visionand valuest

3.the directionand actionsfor thebusiness mustdiffer from the corevalues of the employeesin orderfor a.［答案］workplace cultureto bepositive f.［答案］

4.in competitivemarkets,leaders areunder moreand morepressure tokeep apositiveworkculture t.［答案］

5.positive workculture can be builtin ashort periodof timefhoi habitsof highlyeffective communicatorsitsno secretthat goodleaders arealso goodcommunicators.indeed,communication andleadership are inextricablytied.how canyou galvanizejnspireor guide others if you dont communicate in a clear,credible andauthentic wayhereare5essential communicationpractices of effective leaders

1.mind thesay-do gap.trust isthe bedrockof effectiveleadership-your behavioris yoursingle greatestmode ofcommunication,and itmustbecongruent withwhat yousay.if youractions dontalign with your words,you arestoringup troublefor thefuture.

2.make thecomplex simple.effective leadersdistill complexthoughts andstrategies intosimple,memorableterms thatcolleagues andcustomers cangrasp andact upon.the most important thingis toclarify what you want tosayjookout fortechnical jargonand avoidbusiness speak,which addcomplexity.say whatyou meanin asfew wordsaspossible.

3.find your own voice.use languagethats distinctlyyour own;let yourvalues comethrough inyourcommunication.correct useof languageand grammarare important,of course,but dontbecome overlyfixated oneloquencefor eloquencessake;concentrate on being distinct and realpeople want reahpeople respect real,peoplefollow real.

4.be visible.visibility is about lettingyour keystakeholders geta feelfor whoyou areand whatyou careabout.don^hide behinda computerand onlyinteract withpeople electronically-see themface toface andvoice tovoice,and interact with themin areal,substantial way.in todaysenvironment,where peopleare oftenburned out,itsimportant foremployees tohave apersonal connectionwith youand thework youbelieve in.show thepeople thatworkfor youthat youreengaged andthat youcare aboutthem and their work.

5.listen withyour eyesas wellas yourears.effective communicationis atwo-way process,and goodleadersknow howto askgood questions,and thenlisten withboth theireyes and their ears.because you are in a positionofauthority,others maybereluctant toexpress theirreal opinionsto youdirectly.you wontalways getdirect feedback,soyou need to alsobe ableto readbetween thelines andlook for the non-verbal cues..［答案］

26.communication andleadership dontalways gohand inhand f.［答案］27,the say-do gaphappens whenpeople misunderstand their leadersintention f.［答案］

28.using technical jargon makesa leaderconvincing f.［答案］

29.communicating sincerelyis alwaysthe bestt.［答案］

30.observation is as importantas communicationwhen you want toknow whatpeople reallythink t101in competitivemarkets,leaders areunderincreasedpressure tomaintain apositiveworkculture.apositive workculture cultivatesgreater employeesatisfaction;greater employeesatisfaction contributesto higherperformance;higher performanceimpacts improvedclientoutcomes;improvedclientoutcomes contributeto serviceexcellence.positive workculturesarebuilt overtimeandneedconstant attendon.such culturesare dependenton leadershipvisionand values.an effectiveleader setsthe tonefor theteam,encourages apositiveworkplace culture andisable tobringaboutculturalchange.workplace cultureis madeup of the sharedattitudes,beliefs,behaviors,values andexpectations thatinfluence thewaypeople workin theworkplace.lt isthewaywedothingsaroundhere”.some culturalaspects areunderstood byall andare obvioussuch asturning upfor wokon time,while othersmaybet6unwrittenrules^thatare notsoobviousfor examplehowpersonalissuesareresolvedwithworkcolleagues.manyfactorsthatinfluencewhetheraworkplacehas apositiveoutlookarewithinthecontrolofpeoplewhoworkinaworkplace.there arealso factorsout of their control,such asslumps inglobal pricesor achange indemand andsupply.the companycan,however,control how they respondto thesefactors.those companiesthat docreate positiveworkplace environmentsdevelop areputation in their communityasbeinggood towork fbr9and have acompetitiveedge.not onlyare thesecompanies moreabletoattract andretainpeople,they tendto bemore stableas theyproactively dealwith issuesand adaptto change.teams workbest whenthey areclear aboutwhat isexpected of them.they aremoreableto dealwith difficult issuesif theyfeel thevalues of the organizationare supportiveofthem.for aworkplacecultureto bepositive,the directionand actionsofthebusiness mustbe consistentwith thecore valuesofthepeopleintheworkplace.the peoplemust trusteach otherand beabletoopenly expressand exchangeideas.working throughthese stepswill helpwith developingapositivebusiness culture..［答案］

26.a positiveworkculturewill giveworkers moresatisfaction t•［答案］

27.positive cultureshave alot todo withleadership visionand valuest

28.the directionand actionsfor thebusiness mustdiffer from thecorevalues ofthe employeesin orderfor a.［答案］workplacecultureto bepositive f.［答案］

29.incompetitivemarkets,leaders areunder moreand morepressuretokeep apositiveworkculture t.［答案］

30.positive workculture can be builtin ashort periodof timef102the rightway to motivate employeesit’s importantfor a ceo to be passionate and enthusiastic,but theresa lineof professionalismthat mustalwaysbe maintained.according toa reportfrom thetechnology websiteventure beat,paypal ceodavid marcuswrote acritical lettertohis employeesblaming themfor notusing paypalproducts andencouraging them to leaveif they didnt havethepassion to use theproducts theyworkfor.according to the website,part ofthe leakedletter reads:its beenbrought tomy attentionthat whentesting payingwith mobileat cafe17last week,some ofyou refused toinstall thepaypal app,and othersdidnt evenremember theirpaypal passwords.thafs unacceptableto me,and therestof myteam,everyone atpaypal shoulduse ourproducts whereavailable.thats theonly waywe canmake thembetter,and better.in closing,if youare oneofthefolks whorefused toinstall thepaypal appor if you cantremember yourpaypalpassword,do yourselfa favor,go andfind somethingthat willconnect withyour heartand mindelsewhere.while notobvious atfirst,the letterreveals a problem ofmorale andculture atpaypalas anexecutive,you certainlywantyour employees to useand promoteyour products.however,when facedwith asituation wherestaff isntembracingwhat theymake,you need to investigatethe root ofthe problem-not threaten.when facedwith internalproblems,good executivesstart byasking why.they reachout totheir executive team firstand then tothe entirestaff tofind the root of a problemand howto fixit.sending outa one-sided noteabout theproblemis notleading,ifs retreating.leadership startsby listening.good executivesneed to get outamong the staff andask questionsand listen withoutjudgment orreaction.the fact that companyemployees arenot embracingand usingits productsis afailure ofleadershipthat marcusneeds toaddress byself-reflection.at theend ofthe day,if his employees haveto beforced touse the app,how canhe expectconsumers towant towillingly payto useit marcusshould havefocused onthreequestions:why areyou notusing the appwhat isit thatwe cando toensure youuse ourappwhat do you needfrom me.［答案］l.a ceoonly needs to bepassionate andenthusiastic f修案］

1.1t is not professional that paypal ceo blameshis employeesnot to use paypalor forgetpaypal passwords.t•［答案］

3.a one-sided noterefers tothe root of paypalsproblem f.［答

4.when facedwith internalproblems,good executivesfind the root ofa problemin their executive teamfirst案］t.［答案］

5.good executivesneed togive feedbackimmediately whenthey arelistening tothe stafff103ifsiio secretthat goodleaders arealso goodcommunicators.indeed,communication andleadership areinextricablytied.how canyou galvanize,inspire orguideothersifyou dontcommunicateinaclear,credible andauthentic wayhereare5essential communicationpractices ofeffective leadersl.mind thesay-do gap.trust isthe bedrockofeffectiveleadership-your behavioris yoursingle greatestmode ofcommunication,and itmustbecongruent withwhatyousay.if youractions dontalign withyour words,you arestoringup troublefor thefuture.

2.make thecomplex simple.effective leadersdistill complexthoughts andstrategies intosimple,memorableterms thatcolleagues andcustomers cangrasp andact upon.the mostimportant thingis toclarify whatyouwant tosayjookout fortechnicaljargonand avoidbusiness speak,which addcomplexity.say whatyou meanin asfew wordsaspossible.

3.find yourown voice.use languagethats distinctlyyourown;let yourvalues comethrough inyourcommunication.correct useof languageand grammarare important,of course,but dontbecome overlyfixated oneloquencefor eloquencessake concentrateonbeingdistinctandreal.peoplewantreahpeoplerespectreal,peoplefollow real.

4.be visible.visibility is about lettingyour keystakeholders geta feelfor whoyouareand whatyou careabout.don^hide behinda computerand onlyinteractwithpeople electronically-see themface toface andvoice tovoice,and interactwith theminareal,substantial way.in todaysenvironment,where peopleare oftenburned out,itsimportant foremployees tohaveapersonal connectionwithyouandthework youbelieve in.show thepeople thatworkfor youthat youreengaged andthat youcare aboutthem andtheir work.

5.listen withyour eyesas wellas yourears.effective communicationisatwo-way process,and goodleadersknow howto askgood questions,andthenlistenwithboth theireyes andtheir ears.because youareina positionofauthority,others maybereluctant toexpress theirreal opinionsto youdirectly.you wontalways getdirect feedback,soyou need to alsobeableto readbetween thelines andlook for the non-verbal cues..［答案］

26.communication andleadership dontalways gohand inhand f.［答案］

27.the say-do gaphappens whenpeople misunderstandtheir leadersintention f.［答案］

28.using technicaljargon makesa leaderconvincing f.［答案］

29.communicating sincerelyis alwaysthe bestt.［答案］

3.observation isas importantas communicationwhen youwant toknow whatpeople reallythink tn01nokia executivesattemptedto explainits fallfromthetop ofthe smartphone pyramidwith threefactors:lthatnokia wastechnically inferior to apple;2thatthe company wascomplacent and;3that itsleadersdidnt seethe disruptiveiphone coming.it hasalso beenargued thatit wasnone ofthe above.nokia lostthe smartphone battlebecause ofdivergent sharedfearsamong the companys middleand top managers whichled tocompany-wide inertiathat leftit powerlesstorespond toapples game.based on the findingsof anin-depth investigationand76interviews withtop andmiddle managers,engineers andexternalexperts,the researchersdiscovered a culture offear dueto temperamentalleaders andthat frightenedmiddlemanagers werescared oftelling thetruth.the fearthat frozethe companycame fromtwo places.first,thecompanystop managers had aterrifying reputation.some membersof nokiasboard and top managementwere describedas extremelytemperamental”and theyregularlyshouted atpeopleat thetop oftheir lungs”.it wasvery difficultto tell them thingstheydidntwant tohear.secondly,top managers were afraid oftheexternal environmentand notmeeting theirquarterly targets,whichalso impactedhow theytreated middle managers.top managersthus mademiddle managersafraidofdisappointing them.middle managers were toldthat they were notambitiousenough to meet top managers9goals.fearing thereactions oftopmanagers,middle managersremained silentor providedoptimistic,filteredinformation.thus,middlemanagersdirectly liedto topmanagement.worse,acultureof statusinside nokiamade everyonewanttohold ontovested powerfor fearof resourcesbeingallocated elsewhereif theydelivered badnews orshowed that theywerenot boldor ambitiousenough toundertakechallenging assignments.beyond verbalpressure,topmanagersalso appliedpressure forfaster performancein personnelselection.this ledmiddlemanagers toover promiseand underdeliver.one middlemanager toldus thatyou canget resourcesbypromising somethingearlier,or promisingalot.its saleswork.”while modestfear mightbe healthyfor motivation,abusing itcan belike overusinga drug,which risksgeneratingharmful sideeffects.to reducethis risk,leaders shouldcoordinate with the variedemotions ofthe staff.nokia^topmanagers should have encouragedsafe dialogue,internal coordination and feedbackto understandthe trueemotion intheorganization..［答案］

26.nokia lostthe smartphone battlebecause itstechnology isnot asgood asthat ofapple f.［答案］

27.nokias middlemanagers werefrank totellthetruth,but thetop onesdidnt listento themf.［答案］

28.nokias topmanagersweretoo moodyto hearanything goodbut harsht.［答案］

29.middle managersin nokiadelivered resultsmore thanthey promisedearlier f

30.nokias topmanagers shouldhave hadbetter conversationtechniques toencourage internalcoordinationand」答案］truth tp01performancemanagement aimsto acknowledgeemployee achievements,support theirpersonal andprofessionaldevelopment,and motivateand empowerthemtoperform theirwork effectively.performancemanagement helpsemployeestodevelop theirunderstanding,knowledge andskills sothattheycan contributeto theachievementoftheenterprisers goalsand gainpersonal andjob satisfaction.lt isa vitalpart ofany qualityhumanresource system.every enterprisewants andshould expecthigh performancefrom eachemployee.the elementsof acompetency-based performance management systemwill,if implementedwell,enable high performance whichwilldefine enterpriseand personalsuccess.using performancemanagement processes,an enterprisecanbebetter placedtomeet competitive challenges.this isdone by:•identifying thecritical positions•determining themostimportantcompetencies forthose positions•providing the education,training andfeedback required by employees•holding eachperson accountablefbr theirresultsthe keytotheperformancemanagementprocessisperformance appraisar.perfbrmance appraisalis simplyanevaluation ofhow wellan employeeperforms his or herjob comparedtoaset ofpredetermined standards.ltisasystematic processof feedbackonanemployees workperformance,and agreementto futuretraining plansjobgoalsand jobaspirations.to beeffective^performance appraisalneeds tohaveaset ofagreed criteriathat willbe thebasis offeedback aswellas ofsetting futuregoals.units ofcompetency providea veryeffective toolfor settingbenchmarks orcriteria forworkperformance.the performancecriteria withinunits ofcompetency canbe usedas measuresto assessagainst inaperformance appraisalor review..［答案］

1.performance management isa very importantpart ofany qualityhuman resourcesystem t.［答案］

2.the aimof performancemanagementisto punishthe unqualifiedemployees f

3.an enterprisecanbebetter placedto meetcompetitivechallengesby providingtheeducation,training andfeedback.［答案］requiredbyemployees,forexamplet.［答案］

4.every enterprisecan expecthighperformancefrom eachemployee f［答案］

5.performance managementis alsocalled performanceappraisal.ftoi tipsfor teambuildingwhen youthink ofteam building,do youimmediately pictureyour groupoff ata resortplaying gamesor hangingfromropestraditionally,many organizationsapproach team building inthis waybut,then,they wonderwhy thatwonderfulsense ofteamwork thathas beendisplayed atthe retreator theseminar failsto impactlong-term beliefsandactions backat work.im notaverse toretreats,planning sessions,seminars andteam buildingactivities-in facti leadthem-but theyhave toformpart ofa muchlarger teamworkeffort.you willnot buildteamwork byretreating^asagroup fora coupleof dayseachyear,instead you need tothink ofteam buildingas somethingyoudoevery singleday.form teamstosolverealworkissuesandto improverealwork processes.provide trainingin systematicmethods sotheteam expendsits energyon theproject,not ontrying toworkout howtoworktogether asa teamto approachtheproblem.hold departmentmeetings toreview projectsand progress,to obtainbroad input,andtocoordinate sharedworkprocesses.if thereis frictionbetween teammembers,examine theworkprocessesthey mutuallyown-theproblemisnot usuallytheir personalities;instead,it isoften thefactthattheteammembers haventagreed onhowtheywilldeliver aproduct orservice,orthesteps requiredtogetsomething done.•build fiinand sharedoccasions intothe organizationsagenda-hold potlucklunches,take theteamtoa sportingevent,sponsor dinnersat alocal restaurant,go hikingor goto anamusement park.hold amonthly companymeeting,sponsor sportsteams andencourage cheeringteam fans.•use icebreakersand teamworkexercises atmeetings-these helpteammembersget toknow each other,share detailsabouteachother9slives,andhavea laughtogether.•celebrate teamsuccesses publicly.there aremany waysyou coulddo this,for instanceby buyingeveryone thesamet-shirt orhat,putting teammember namesinadraw forcompany merchandiseand giftcertificates.the onlythinglimiting youis yourimagination.if youdo thetypes ofteamwork buildinglisted above,youll beamazed atthe progressyou willmake increating ateamwork cultures culturethatenables individualstocontributemorethantheyeverthoughtpossible-together..［答案］

26.team buildingevent istraditionally relatedto playing games atresort t

27.the authorclaims thatplayinggamestogether isas importantas formingteamstosolverealworkissuesandto.［答案］improverealworkprocessesfor teambuilding f.［答案］

28.“retreat”inthefirst paragraphmeans withdrawalof troopsafter adefbat f.［答案］

29.ice breakingmotivates teammembers tocompete witheachotherf.［答案］

30.a goodteamworkcultureenablesindividualsto makemore effortstogether tt02the rightwaytomotivateemployeesits importantforaceoto bepassionate andenthusiastic,but theresa lineof professionalismthat mustalways bemaintained.according toa reportfromthetechnology websiteventure beat,paypalceodavid marcuswrote acritical lettertohis employeesblaming themfor notusing paypalproducts andencouraging themto leaveif theydidnt havethepassion tousetheproducts theyworkfor.according tothe website,part ofthe leakedletter reads:its beenbrought tomy attentionthat whentesting payingwith mobileat cafe17last week,some ofyou refusedtoinstall thepaypal app,and othersdidnt evenremember theirpaypal passwords.thafs unacceptabletome,andtherestof myteam,everyone atpaypal shoulduse ourproducts whereavailable.thats theonly waywe canmake thembetter,and better.in closing,ifyouare oneofthefolks whorefusedtoinstall thepaypal appor ifyou cantremember yourpaypalpassword,do yourselfa favor,go andfind somethingthat willconnect withyour heartand mindelsewhere.while notobvious atfirst,the letterreveals a problem ofmorale andculture atpaypal.as anexecutive,you certainlywantyour employeestouseand promoteyour products.however,when facedwith asituation wherestaff isntembracingwhat theymake,you needto investigatetherootoftheproblem-not threaten.when facedwith internalproblems,good executivesstart byasking why.they reachout totheirexecutiveteam firstandthen tothe entirestaff tofind therootofaproblemand howto fixit.sending outa one-sided noteabout theproblemisnotleading,its retreating.leadership startsby listening.good executivesneedtoget outamong thestaff andask questionsand listenwithoutjudgment orreaction.the factthat companyemployees arenot embracingand usingits productsisafailure ofleadershipthat marcusneedstoaddress byself-reflection.at theend ofthe day,if hisemployees haveto beforced tousetheapp,how canhe expectconsumers towanttowillingly paytouseit marcusshouldhavefocused onthreequestions:why areyou notusing theappwhat isit thatwe cando toensure youuse ourappwhat doyouneedfrom me［答案］l.a ceoonly needstobepassionateandenthusiastic.f詹案］

1.1tisnot professionalthat paypalceo blameshisemployeesnot touse paypalor forgetpaypal passwords.t•［答案］

3.a one-sided noterefers totherootof paypalsproblem f［答案］

4.when facedwith internalproblems,good executivesfind therootofaproblemin theirexecutiveteamfirstt.［答案］

5.good executivesneedtogive feedbackimmediately whenthey arelistening tothestafffvol visionandexecution:two sidesof asuccessful strategya strategic planisnottheendgoal ofthe strategic planningprocess-it isthe frameworkfor successfullyimplementinga strategy.until astrategicplanis putinto effectjthas noreal value.there areseveral keysto successfulimplementation.first,people directlyinvolved inexecuting thestrategy mustbeincluded inthe planningprocess.strategic planningisnolonger atop-down directive.without theinputandfeedbackof thepeople responsiblefor executingon thestrategy,a seeminglysolid strategy islikelytofallapart whenimplementationis attempted.the nextkeytosuccessfulimplementationis clearlycommunicating thestrategy tothe wholecompany.thecommunication shouldensure thateveryone inthecompanyunderstands andaccepts thestrategy asthe bestpathforward,and notsimply theleaderships latestidea.without clearcommunication,employees lacka senseof ownershipandclarity ofpurpose.when astrategyisnot understoodor embraced,it usuallyresults inmisunderstanding andunevencommitments toimplementation.another keytothesuccessful executionofastrategicplanistheclear andstraightforward descriptionoftheplan anditsoperations.even themost brilliantstrategy facesfailure ifit cannotbe explainedclearly andconcisely..［答案］

1.the finalgoalofthestrategicplanningprocessisastrategicplanf［答案］

2.astrategicplanisvaluable ifit isexecuted.t.［答案］

3.there arefour keystosuccessfulimplementation f

4.a goodstrategyislikelytofallapartif withouttheinputandfeedbackofthepeople responsiblefor executingon.［落案］thestrategyt.［答案］

5.leadership^ideadeterminesall fw01when jack welch,（）the chairmanand ceoat generalelectric geretired in2001,he couldlook backata verysuccessful career.he becameceo in1981atthe age of45,at thattime,ge hadaverycomplexorganizational structurewith considerablybureaucratic rules.one ofhis firstchanges was to initiateastrategyformulation processwiththeguideline thateach ofthe businessesshouldbe numberlor2intheirrespective areas.if thiswas notthe case,managershadthe optionsof fixingtheproblem,selling theirparticular business,or closingit.in aneffort tostreamline theorganization,welch removedthesector leveland eliminatedthousands ofsalaried andhourly employeepositions.the restructuringwas followedby changing the organizational culture andthe managerial styles of ges（群策群力）managers.one suchprogram wasthe work-out.groups ofmanagerswereassembled toshare theirviewsopenly inthree-day sessions.at thebeginning ofthe meetings,the superiorpresented thechallenges forhisorherorganizational unit.then the superior hadto leave,requesting thegroups tofind solutionstotheproblems.facilitators（会议主持人）helped thesediscussions.on thelast day,thesuperiorwas presentedwith proposedsolutions.he orshethen hadthree choices:to acceptthe proposal,not toaccept it,ortocollect moreinformation.this processput greatpressureonthesuperior tomake decisions.another programto improveeffectiveness andefficiency wasbest practices.the aimwastolearn fromothercompanies howthey obtainedcustomer satisfaction,howtheyrelatedtotheir suppliers,and inwhat waystheydeveloped newproducts.this helpedthe gepeople tofocus onthe processesin theiroperations thatwould improvethecompanys performance.jack welchwas personallyinvolved indeveloping managersat gestraining centerin crotonville.leaders,welchsuggested,arenotonly thosewho achieveresults butalso thosewho sharethevaluesofthecompany..［答案］

26.jack welchretired attheageof65t.［答案］

27.jackwelchinsisted thateach ofthe businessesshould beatleast number3intheirrespective areaf

28.if.［答案］thebusinesscould notmeet welchschange requirements,its managerhad3choices t」

29.the restructuringwent beforechangingtheorganizationalcultureandthemanagerialstylesofgesmanagers答案］t.［答案］

30.the workoutlasted aweek fw02when youthinkof teambuilding,doyouimmediately pictureyour groupoff ata resortplayinggamesorhanging fromropestraditionally,many organizationsapproach teambuilding inthis waybut,then,they wonderwhythat wonderfulsenseofteamwork thathas beendisplayed atthe retreatortheseminar failsto impactlong-term beliefsandactions backat work.im notaverse toretreats,planning sessions,seminars andteambuildingactivities-in facti leadthem-but theyhave toformpart ofa muchlarger teamworkeflbrt.you willnot buildteamwork byretreating^asagroup fbra coupleof dayseachyear,instead youneedtothink ofteambuildingas somethingyoudoevery singleday.。