题目内容
（请给出正确答案）
简答题官方参考答案
（由简答题聘请的专业题库老师提供的解答）
抱歉！暂无答案，正在努力更新中……
更多“Is it correct to say that the implied demand uncertainty will correlate with the the characteristics…”相关的问题
Look at it from the child's point of view. Here he is in a new situation, lacking a ready response. He is seeking a response which will gain certain ends. If he lacks a ready response for the situation, and cannot reason out what to do, he observes a model who seems able to get the right result. The child looks for an authority or expert who can show what to do.
There is a second element at work in this situation. The child may be able to attain his immediate goal only to find that his method brings criticism from people who observe him. When shouting across the house achieves his immediate end of delivering a message, he is told emphatically that such a racket is unpleasant, that he should walk into the next room and say his say quietly. Thus, the desire to solve any objective situation is overlaid with the desire to solve it properly. One of the early things the child learns is that he gets more affection and approval when his parents like his response. Then other adults reward some actions and criticize others. If one is to maintain the support of others and his own self-respect, he must adopt responses his social group approves.
In finding trial responses, the learner does not choose models at random. He imitates the person who seems a good person to be like, rather than a person whose social status he wished to avoid. If the pupil wants to be a good violinist, he will observe and try to copy the techniques of capable players; while some other person may most influence his approach to books.
Admiration of one quality often leads us to admire a person as a whole, and he becomes an identifying figure. We use some people as models over a wide range of situations, imitating much that they do. We learn that they are dependable and rewarding models because imitating them leads to success.
The statement that children learn by imitation is incomplete because ______.
A．they only imitate authorities and experts
B．they are not willing to copy their parents
C．the process of identification has been ignored
D．the nature of their imitation as a form. of behavior. has been neglected
A、38%
B、93%
C、7%
D、55%
A、logistics information
B、Intellectual property protection information
C、Customer service information
D、Relevant products’ store information
A、settled
B、settling
C、to settle
D、settle
A、Establishing his credibility as a speaker.
B、Establishing goodwill with the audience.
C、Arousing the curiosity of the audience.
D、Stating the importance of the topic.
•For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.
Somewhere today, a group of staff from General Motors will meet as part of the 'Go-Fast' programme, and hammer out a new initiative to cut costs and bureaucracy. They may focus only on wiper-blades, or staff appraisal, or showroom design. But by this afternoon, there should be an outline savings plan, which will, when implemented, be measured carefully for signs of success. The aim is to transform. GM from a lumbering leviathan into the corporate equivalent of a sports car. The intention is not just to be big - GM is one of the biggest car manufacturers in the world - but to be fast, particularly in its responsiveness to the market. The success of the programme is reflected in the large number of suggestions being introduced - far more than in the old days, when every change had to come from senior managers focusing on the 'big picture'.
The progress made has trans- formed investor perceptions of GM. Before the Go-Fast programme was introduced, the conventional wisdom was that GM's market share was in permanent free fall and its organisation incapable of doing anything about it. Now, the decline has been turned around, and the senior managers' change of approach has led to the company being energised with a winning spirit that has unlocked long-dormant capabilities. That it took a firm of consultants to help devise the programme is perhaps a sad reflection of the danger of corporate thinking becoming inflexible.
The shareholders' support of GM's strategy to become more outward-looking and innovative is some- thing of a luxury, though in the long run success would convince even the most sceptical shareholders. The strategy includes beating down on costs and extracting maximum synergies from GM's numerous alliance partners, such as its tooling suppliers, and exchanging ideas and management tools with other corporations of widely differing sizes, sectors and nationalities. Having such input is one thing, but its value would be undermined without a coherent mechanism to put ideas into practice, and this is where the consultants proved invaluable.
In the car industry, however, there was plenty of scepticism about the programme when it was first announced, with many convinced that only much smaller organisations stood a reasonable chance of making such a transformation, particularly when it involved changes to the company culture. Surprisingly, perhaps, this fear was not shared by the consultants who helped senior management to design the programme and, crucially, effect a change in leader- ship skills; rather, they were more concerned about the impact that pockets of opposition within GM might have.
The results of the scheme so far give rise to cautious optimism. No aspect of GM's work can hide from scrutiny, and initial fears of a lack of 'joined-up thinking' about the impact of one change on other areas soon dissipated, as the 'leadership panels' responsible for approving and implementing changes took a broader view. But while internal management has improved dramatically, many analysts are sceptical that the initiatives can outweigh GM's mountainous pension obligations. The company is still suffering the effects of poor decisions in the past, such as the choice of certain alliance partnerships, and a major change of strategy might be necessary to recover from these. If this were to take place, the company's core car manufacturing would need to be much more firmly rooted than it is at present, to ensure it didn't suffer from lack of focus. However, the architects of the scheme are confident that GM will be far more outward-looking and innovative in the near future.
A．The intention behind it is to increase GM's market share.
B．Suggestions need to be agreed by senior managers.
C．All areas of business are examined for possible improvements.
D．Senior managers are excluded from the initial discussions.
警告：系统检测到您的账号存在安全风险
为了保护您的账号安全，请在“简答题”公众号进行验证，点击“官网服务”-“账号验证”后输入验证码“”完成验证，验证成功后方可继续查看答案！
