题目内容
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A．Symbolic view of management
B．Autocratic view of management
C．Omnipotent view of management
D．Linear view of management
E．Quality view of management
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更多“What view suggests that managers are directly responsible for an organization’s success or failure？”相关的问题
Many buildings that appeal to architects get the thumbs down from the public. Robert Gifford of the University of Victoria in British Columbia decided to find out whether architects understand public preferences and simply disagree with them, or fail to understand the lay person's view.
With his colleague Graham Brown, he asked 25 experienced architects to look at photos of 42 large buildings in the US, Canada, Europe and Hong Kong. The architects predicted how the public would rate the buildings on a scale of 1 to 10, where 1 represented "terrible” and 10"excellent". A further 27 people who were not architects also scored the buildings out of 10. In addition, eight architects gave their own personal ratings of the buildings.
The three groups tended to agree among themselves on a building's merits. And architects correctly predicted that lay people would on average rate buildings higher than they did themselves. But for individual buildings, the architects' perceptions of what the lay people would think were often way off the mark. "Some architects are quite good at predicting lay preferences, but others are not only poor at it, they get it backwards,” says Gilford.
For instance, architects gave the Stockley Park Building B-3 offices in London a moderate rating of 5.2. They thought the public would like it much better, predicting a rating of 6.3. But the public actually disliked the offices, and gave it 4.7. Gifford thinks that lay people respond to specific features of buildings, such as durability and originality, and hopes to pin down what they are.
"Architects in architecture school need to be taught how lay people think about buildings," Gifford concludes. He doesn't think designers should pander to the lowest common denominator, but suggests they should aspire towards buildings that appeal to the public and architects alike, such as the Bank of China building in Hong Kong.
Marco Goldschmeid of the Richard Rogers Partnership, designers of the Millennium Dome in London, thinks the study is flawed. "The authors have assumed, wrongly, that buildings can be meaningfully judged from photographs rather than actual visits," he says. Goldschmeid thinks it would be more significant and interesting to look at the divergence of public taste between generations.
What does the first paragraph of this passage imply？
A．Architects have a dark future in designing marvelous buildings.
B．Architects don't care about how ordinary people view their designs.
C．It is very difficult for architects to please the general public.
D．Architects don't know much about the public tastes for buildings.
What does "it" in "it suggests that children shouldn't ... " refer to？
A．The study.
B．The reason.
C．The score.
How to Cultivate EQ
What is the most valuable contribution employees make to their companies, knowledge or judgment？ I say judgment. Knowledge, no matter how broad, is useless until it is applied. And application takes judgment, which involves something of a sixth sense--a high performance of the mind.
This raises interesting questions about the best training for today's business people. As Daniel Goleman suggests in his new book, Emotional Intelligence, the latest scientific findings seem to indicate that intelligent but inflexible people don't have the right stuff in an age when the adaptive ability is the key to survival.
In a recent cover story, Time magazine sorted through the current thinking on intelligence and reported, "New brain research suggests that emotions, not IQ, may be the true measure of human intelligence." The basic significance of the emotional intelligence that Time called "EQ" was suggested by management expert Karen Boylston: "Customers are telling businesses, 'I don't care if every member of your staff graduated from Harvard. I will take my business and go where I am understood and treated with respect.'"
If the evolutionary pressures of the marketplace are making EQ, not IQ, the hot ticket for business success, it seems likely that individuals will want to know how to cultivate it. I have a modest proposal: Embrace a highly personal practice aimed at improving these four adaptive skills.
Raising consciousness. I think of this as thinking differently on purpose. It's about noticing what you are feeling and thinking and escaping the conditioned confines of your past. Raise your consciousness by catching yourself in the act of thinking as often as possible. Routinely take note of your emotions and ask if you're facing facts or avoiding them.
Using imagery. This is what you see Olympic ski racers doing before entering the starting gate. With their eyes closed and bodies swaying, they run the course in their minds first, which improves their performance. You can do the same by setting aside time each day to dream with passion about what you want to achieve.
Considering and reconsidering events to choose the most creative response to them. When a Greek philosopher said 2,000 years ago that it isn't events that matter but our opinion of them, this is what he was talking about. Every time something important happens, assign as many interpretations to it as possible, even crazy ones. Then go with the interpretation most supportive of your dreams.
Integrating the perspectives of others. Brain research shows that our view of the world is limited by our genes and the experiences we've had. Learning to incorporate the useful perspectives of others is nothing less than a form of enlarging your senses. The next time someone interprets something differently from you—say, a controversial political event—pause to reflect on the role of life experience and consider it a gift of perception.
The force of habit—literally the established wiring of your brain—will pull you away from practicing these skills. Keep at it, however, because they are based what we're learning about the mechanism of the mind.
Within the first six months of life the human brain doubles in capacity. It doubles again by age four and then grows rapidly until we reach sexual maturity. The body has about a hundred billion nerve cells, and every experience triggers a brain response that literally shapes our senses. The mind, we now know, is not confined to the brain but is distributed throughout the body's universe of cells. Yes, we do think with our hearts, brains, muscles, blood and bones.
During a single crucial three-week period during our teenage years, chemical activity in the brain is cut in half. That done, we are "biologically wired" with what one of the nation's leading brain researchers calls our own "world view". He says it is impossible for any two people to see the world exactly alike. So unique is the personal experience that people would understand the world differently.
However, it is not only possible to change your world view, he says, it's actually easier than overcoming a drug habit. But you need a discipline for doing it. Hence, the method recommended here.
No, it's not a curriculum in the sense that an MBA is. But the latest research seems to imply that without the software of emotional maturity and self-knowledge, the hardware of academic training alone is worth less and less.
What does Tom mean？
A．He suggests that the woman go to the library.
B．He suggests that the woman shouldn't read.
C．He wants to stop the noise.
What does the man suggest？
A．He suggests that they should go out for a walk.
B．He suggests that they should go to the cinema.
C．He suggests that they should eat in a restaurant.
A、They don’t view what they are doing as a burden.
B、They don’t need leisure and rest.
C、They regard a pastime job as a game.
D、They never forget their wives’ birthdays.
Why does the professor say this:
A．Because she doesn't understand what the man wants her to do
B．Because she has finished the discussion about the man's problem
C．Because she wants the man to be more specific about his plan
D．Because she does not want to do what the man suggests
What does the mall mean？
A.He suggests that the woman go to the library.
B.He suggests that the woman shouldn’t read.
C.He wants to stop the noise．
听力原文：M: The view from the top of the tower was breathtaking !
W: Wasn't it!
Q: What does the woman mean？
(14)
A．She agrees with the man.
B．She didn't visit the tower.
C．High places make her uncomfortable.
D．She will use the elevator next time.
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