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发布时间：2022-01-06
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MBA是“问题导向型管理”（Management By Accident)的英文首字母缩写。（)
MBA是“问题导向型管理”(Management By Accident)的英文首字母缩写。()
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A．错误
B．正确
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更多“MBA是“问题导向型管理”（Management By Accident)的英文首字母缩写。（)”相关的问题
第2题
Why does Mr. Mintzberg think that MBA course "prepare people to manage nothing"？A．Because
Why does Mr. Mintzberg think that MBA course "prepare people to manage nothing"？
A．Because it doesn't teach any knowledge at all.
B．Because it only teaches with some case studies.
C．Because it doesn't emphasize on synthesis.
D．Because it doesn't teach students how to manage a real company.
第3题
MBA是工商管理硕士的英文缩写。有一位经理在给MBA学员做讲座时说：“MBA更准确的定义应是问题管理（M
anagement By Accident），因为没有事故或不可预测事件，就不需要管理。”你认为这位经理的说法对我国MBA教育事业是否有益？（）
点击查看答案
A.有，这对如何培养高层次管理者很有启发。
B.没有，这样会引导我国的MBA教育不重视基础管理工作，而管理者假如没有扎实的管理基础，也就无法处理事故或不可预测的事件。
C.益处不大，类似的文字游戏太多了。
D.无法判断。
第4题
业务员型管理咨询的特点包括
A.面向专业性产品和通用性市场，常见性、多发性问题；
B.产品导向而非问题导向；
C.生产成本低，销售模式单一，很难维系客户
D.人工成本高、销售模式复杂多变，能很好维系客户
第5题
How do you teach managers to manage？ Henry Mintzberg, a professor of management at McGill
University in Montreal, has long held a contrary view to that proposed by most business schools. In this constantly stimulating book he divides his answer into two parts: first, he argues that the traditional qualification, the Masters of Business Administration (MBA), is the wrong way-he says it "prepares people to manage nothing". Then he expounds what he believes is the right way: an imprecise mix of personal reflection and the sharing of experience.
点击查看答案
Mr Mintzberg finds fault with the emphasis that many MBA programs place on frenetic case studies which encourage students to come up with rapid answers based on meagre data. But more than that, he criticizes them for their concentration on dry analysis. Such courses, he says, enable their graduates to "speak convincingly in a group of 40 to 90 people", and make them believe they can leapfrog over experience. That, though, is not the sum total of what is required to manage a complex commercial organization.
Synthesis, not analysis, argues Mr Mintzberg, "is the very essence of management". On several occasions he cites Robert McNamara, once president of the Ford Motor Company and a United States secretary of defense in the 1960s, as the archetypal MBA, a man who thought that even in Vietnam "generic analysis could substitute for situational knowledge". More recently, the qualification has been thrown into deeper disrepute by the heavy dependence of companies such as Enron on MBA recruits. Its former chief executive Jeffrey Skilling, currently awaiting trial on 36 charges of fraud and insider trading, liked to boast that he came in the top 5% of his MBA class at the Harvard Business School.
And yet, if the MBA is so bad at teaching management, how come America has far more successful businesses than Europe and Japan, areas of the world that are significantly less enthusiastic about such methods of learning？ Leaving aside the unprovable rejoinder that American firms would have done even better without the MBA, Mr Mintzberg argues that any list of America's most admired corporate leaders is heavily loaded with people who don't have the qualification: Bill Gates, Warren Buffett, Jack Welch, Michael Dell and Andy Grove, to name but a few. The fact that some 40% of the bosses of America's biggest companies today have an MBA is, he claims, largely due to the fact that the system is self-perpetuating. "Enabling Harvard to place so many people at the top is the fact that Harvard already has so many people at the top."
Mr Mintzberg is not alone these days in questioning the value of the traditional MBA. Leading consultants such as McKinsey and Mercer are spreading their recruitment net much more widely. Mercer's London office says that one year's in-house training enables young graduates to "run circles round newly minted MBAs". In its February issue, the Harvard Business Review (no less) said that "an arts degree is now perhaps the hottest credential in the world of business", with corporate recruiters trawling places such as the Rhode Island School of Design.
"Managers not MBAs" throws a stone into the often complacent world of management education. It should be required reading for anyone who has the qualification, wants one, or just wonders what all the fuss is about.
What's the topic of this passage？
A．How to teach managers to manage.
B．MBAs are not all proper managers.
C．Mr. Mintzberg's research on MBAs.
D．MBA study is a good way to cultivate managers.
第6题
关于Manage软件，下列说法正确的是（）
A.是用于分析、仿真和项目信息交流的全方面审阅解决方案
B.多领域设计数据可整合进单一集成的项目模型，以供冲突管理和碰撞检测使用。
C.能够帮助设计和施工专家在施工前预测和避免潜在问题
D.以上都正确。
第9题
十种人不适合做管理者
MBA等于高层管理者吗？在国内，中高层管理人员供不应求的矛盾十分突出，工商管理硕士的职业发展前景非常看好，尤其是从国外学成回国的MBA研究生。但在实现自己远大抱负、报效祖国的道路上，他们会遇到重新定位的问题：我是什么样的人，适合在哪种组织环境中发挥才能？为什么我会遇到这些意想不到的问题？下一步如何发展？一家职业咨询中心接待了两位在国外学MBA的求询者，他们共同的目的是获得对自己的客观评价，并希望知道自己究竟适合从事哪些方面的高层管理工作。于先生，36岁，96年学成归国，现在一家著名计算机公司做市场总监。我们给他提出的发展建议是：适合从事制定目标、策略、计划等高层管理工作，适宜在鼓励自主、能够充分授权的领导下工作，适宜和组织性、计划性较强的同事和下属相配合，需要增强情绪稳定性。齐先生，29岁，98年学成归国，现在一家著名医药公司做部门副经理。我们建议他：在组织目标任务确定、管理规范的环境中从事事务性管理工作，目前不适合做高层管理工作，需要增强与人交往的兴趣。两个人都希望做高层管理者，为什么一个适合，另一个不适合呢？
第10题
两个人都希望做高层管理者，为什么一个适合，另一个不适合呢？
MBA等于高层管理者吗？
点击查看答案
在国内，中高层管理人员供不应求的矛盾十分突出，工商管理硕士的职业发展前景非常看好，尤其是从国外学成回国的MBA研究生。但在实现自己远大抱负、报效祖国的道路上，他们会遇到重新定位的问题：我是什么样的人，适合在哪种组织环境中发挥才能？为什么我会遇到这些意想不到的问题？下一步如何发展？
一家职业咨询中心接待了两位在国外学MBA的求询者，他们共同的目的是获得对自己的客观评价，并希望知道自己究竟适合从事哪些方面的高层管理工作。
于先生，36岁，96年学成归国，现在一家著名计算机公司做市场总监。我们给他提出的发展建议是：适合从事制定目标、策略、计划等高层管理工作，适宜在鼓励自主、能够充分授权的领导下工作，适宜和组织性、计划性较强的同事和下属相配合，需要增强情绪稳定性。
齐先生，29岁，98年学成归国，现在一家著名医药公司做部门副经理。我们建议他：在组织目标任务确定、管理规范的环境中从事事务性管理工作，目前不适合做高层管理工作，需要增强与人交往的兴趣。
两个人都希望做高层管理者，为什么一个适合，另一个不适合呢？
