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更多“The strategy is based on a concept commonly referred to as behavior. modification, devel”相关的问题
A、unrelated
B、not comparable
C、opposed
D、related
E、identical
What is Joyflight's strategy for expansion？
A．To offer holidays in different countries.
B．To increase the customer base for its holidays.
C．To depend less on the holiday industry.
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HOW DO YOU CREATE A CULTURE OF INNOVATION？
Have you noticed the courage buried in the word encourage？ To create a culture in which innovation flourishes takes courage. Determined innovators are always courageous enough to establish a culture in which innovation is greatly encouraged and rewarded. Here are three ways to do that.
Put innovation at the heart of strategy, and persist it in every message. Think of innovation strategy as a pyramid: big bets at the top, a few projects in development in the middle, and a broad base of continuous improvements, lasting contributions, and early-stage new ideas at the bottom.
Define jobs around innovation. Make it a job prerequisite. Consider 3M’s move to become one of the first companies to tell professionals that they could spend 15 percent of their time on projects of their own choosing. Now many high-tech companies know that they can’t get the best talent without providing this kind of flexibility. And some of those self-selected, self-organized projects might even result in a blockbuster product or line of business. For 3M, it was the Post-it note.
Recognize innovation in every part of the company. To build a culture of creativity and innovation, Gillette developed an innovation fair in which every unit could show off its most promising new concepts. It shows that everyone has a role to play in a culture of innovation.
To go from idea to successful innovation requires a great deal of support and collaboration. When people are surrounded by constant communication and encouragement, they can find the courage to try, fail, redo, and try again.
操作提示：通过题目后的下拉选项框选择正确答案。
1. What is necessary in creating innovation culture？{A; B; C}
A.communication
B.courage
C.immitation
2. How does 3M create its innovation culture？{A; B; C}
A. Put innovation at the heart of strategy, and persist it in every message.
B. define jobs around innovation.
C. Recognize innovation in every part of the company.
3. The word prerequisite in “Make it a job prerequisite” means {A; B; C}.
A. required as a prior condition
B. going after
C. prior to request
4. How does Gillette create its innovation culture？{A; B; C}
A. Put innovation at the heart of strategy, and persist it in every message.
B. define jobs around innovation.
C. Recognize innovation in every part of the company.
5. The formation from idea to innovation needs {A; B; C}.
A. discussion and revise
B. failure and courage
C. support and cooperation
Have you noticed the courage buried in the word encourage？ To create a culture in which innovation flourishes takes courage. Determined innovators are always courageous enough to establish a culture in which innovation is greatly encouraged and rewarded. Here are three ways to do that.
Put innovation at the heart of strategy,and persist it in every message. Think of innovation strategy as a pyramid: big bets at the top,a few projects in development in the middle,and a broad base of continuous improvements,lasting contributions,and early-stage new ideas at the bottom.
Define jobs around innovation.Make it a job prerequisite.Consider 3M's move to become one of the first companies to tell professionals that they could spend 15 percent of their time on projects of their own choosing. Now many high-tech companies know that they can't get the best talent without providing this kind of flexibility. And some of those self-selected,self-organized projects might even result in a blockbuster（风靡一时的事物）product or line of business. For 3M, it was the Post-it note.
Recognize innovation in every part of the company. To build a culture of creativity and innovation, Gillette developed an innovation fair in which every unit could show off its most promising new concepts. It shows that everyone has a role to play in a culture of innovation.
To go from idea to successful innovation requires a great deal of support and collaboration. When people are surrounded by constant communication and encouragement, they can find the courage to try,fail,redo,and try again.
1.What is necessary in creating innovation culture？ ()
A.communication
B.courage
C.imitation
2.How does 3M create its innovation culture？ ()
A.Put innovation at the heart of strategy, and persist it in every message.
B.Define jobs around innovation.
C.Recognize innovation in every part of the company.
3.The word prerequisite in"Make it a job prerequisite"means ().
A.required as a prior condition
B.going after
C.prior to request
4.The formation from idea to innovation needs ().
A.discussion and revision
B.failure and courage
C.support and cooperation
5.Which is NOT mentioned in the creation of innovation？ ()
A.Put innovation in the extremely key place of the strategy.
B.Develop innovation in every part of the company.
C.Put innovation into effect.
In preparing for the future, Coca-Cola includes a human resources recruitment forecast in its annual and long-term business strategies. The firm also has selection standards on which management can focus when recruiting and hiring. For example, the company likes applicants who are fluent in more than one language because they can be transferred to other geographic areas where their fluency will help them be part of Coca-Cola's operation. This multilingual multicultural emphasis starts at the top with the president, Roberto Goizueta, a Cuban-born American who has been chairman for over a decade, and with the 21 members of the board of whom only four are American.
The firm also has a recruitment program that helps it to identify candidates at the college level. More than just seeking students abroad, Coca-Cola looks for foreign students who are studying in the United States at domestic universities. The students are recruited stateside and then provided with a year's training before they go back to their home country. Coca-cola also has an internship program for foreign students who are interested in working for the company during school break, either in the United States or back home. These interns are put into groups and assigned a project that requires them to make a presentation to the operations personnel on their project. This presentation must include a discussion of what worked and what did not work. Each individual intern is then evaluated, and management decides the person's future potential with the company.
Coca-Cola believes that these approaches are extremely useful in helping the firm to find talent on a global basis. Not only is the company able to develop internal sources, but also the intern program provides a large number of additional individuals who would otherwise end in with other companies. Coca-Cola earns a greater portion of its income and profit overseas than it does in the United States. The company's human resource management strategy helps to explain how Coke is able to achieve this feat.
What is the passage mainly about？
A．The history of the Coca-Cola company.
B．Coca-Cola's employee development strategies.
C．The future of Coca-Cola's international profits.
D．Coca-Cola's college recruitment program.
？Choose the best sentence to fill each of the gaps.
？For each gap 9—14, mark one letter (A—H) on your Answer Sheet.
？Do not use any letter more than once.
Internalization and Globalization
One of the most important considerations in the implementation of strategy is the extent to which the organization's activities are spread across geographical regions. H Merchants traveled the known world to sell products manufactured in their home country and to return with products from other countries. Initially, international business simply took the form. of exporting and importing. (9) .
Globalization, on the other hand, is more than simply internationalization. (10) . In order for a business to become global in its operations, we would usually expect a number of important characteristics to be in place. First, global organizations take advantage of the increasing trend towards a convergence of customer needs and wants across international borders.
Second, global organizations compete in industries that are globalized. (11)
Third, global organizations can and do locate their value-adding activities in those places in the world where the greatest competitive advantages can be made. (12)
(13) . The mentality of home base, 'foreign interests' that has been so prevalent among traditional multinational companies is eroded in the culture of global businesses. (14) . The development of an organization's global strategy, therefore, will be concerned with global competences, global marketing and global configuration and coordination of its value-adding activities.
A This might mean, for example, shifting production to a low-cost region or moving design to a country with skilled labor in the key skill cultural differences.
B In some sectors, successful competition necessitates a presence in almost every part of the world in order to effectively compete in its global market.
C Finally, global organizations are able to integrate and coordinate their international activities between countries.
D Finally, global organizations can cooperate with each other very well and can exchange their information in time.
E They have learned to effectively manage and control the various parts of the business cross national borders and despite local area.
F A large multinational company is not necessarily a global business.
G The term international describes any business that carries out some of its activities across national boundaries.
H Some businesses are entirely domestically based, others operate in many countries and yet others in almost all the regions of the world.
(9)
Technology Transfer in Germany
When it comes to translating basic research into industrial success, few nations can match Germany. Since the 1940s, the nation's vast industrial base has been fed with a constant stream of new ideas and expertise from science. And though German prosperity (繁荣) has faltered (衰退) over the past decade because of the huge cost of unifying east and west as well as the global economic decline, it still has an enviable (令人羡慕的) record for turning ideas into profit.
Much of the reason for that success is the Fraunhofer Society, a network of research institutes that exists solely to solve industrial problems and create sought-after technologies. But today the Fraunhofer institutes have competition. Universities are taking an ever larger role in technology transfer, and technology parks are springing up all over. These efforts are being complemented by the federal programs for pumping money into start-up companies.
Such a strategy may sound like a recipe for economic success, but it is not without its critics. These people worry that favoring applied research will mean neglecting basic science, eventually starving industry of fresh ideas. Every scientist starts thinking like an entrepreneur (企业家), the argument goes, then the traditional principles of university research being curiosity-driven, free and widely available will suffer. Others claim that many of the programs to promote technology transfer are a waste of money because half the small businesses that are promoted are bound to go bankrupt within a few years.
While this debate continues, new ideas flow at a steady rate from Germany's research networks, which bear famous names such as Helmholtz, Max Planck and Leibniz. Yet it is the fourth network, the Fraunhofer Society that plays the greatest role in technology transfer.
Founded in 1949, the Fraunhofer Society is now Europe's largest organization for applied technology, and has 59 institutes employing 12,000 people. It continues to grow. Last year it swallowed up the Heinrich Hertz Institute for Communication Technology in Berlin. Today, there are even Fraunhofers in the US and Asia.
What factor can be attributed to German prosperity？
A．Technology transfer
B．Good management
C．Hard work
D．Fierce competition
Technology Transfer in Germany
When it comes to translating basic research into industrial success, few.nations can match Germany. Since the 1940s, the nation's vast industrial base has been fed with a constant stream of new ideas and expertise from science. And though German prosperity （繁荣） has faltered （衰退） over the past decade because of the huge cost of unifying east and west as well as the global economic decline, it still has an enviable record for turning ideas into profit.
Much of the reason for that success is the Fraunhofer Society, a network of research institutes that exists solely to solve industrial problems and create sought-after technologies. But today the Fraunhofer institutes have competition. Universities are taking an ever larger role in technology transfer, and technology parks are springing up all over. These efforts are being complemented by the federal programmes for pumping money into start-up companies.
Such a strategy may sound like a recipe for economic success, but it is not without.its critics. These people worry that favouring applied research will mean neglecting basic science, eventually starving industry of fresh ideas. If every scientist starts thinking like an entrepreneur（企业家）, the argument goes, then the traditional principles of university research being curiosity-driven, free and widely available will suffer. Others claim that many of the programmes to promote technology transfer are a waste of money because half the small businesses that are promoted are bound to go bankrupt within a few years.
While this debate continues, new ideas flow at a steady rate from Germany's research networks, which bear famous names such as Helmholtz, Max Planck and Leibniz. Yet it is the fourth network, the Fraunhofer Society, that plays the greatest role in technology transfer.
Founded in 1949, the Fraunhofer Society is now Europe's largest organisation for applied technology, and has 59 institutes employing 12, 000 people. It continues to grow. Last year, it swallowed up the Heinrich Hertz Institute for Communication Technology in Berlin. Today, there are even Fraunhofers in the US and Asia.
第 31 题 What factor can be attributed to German prosperity.
A．Technology transfer.
B．Good mahagement.
C．Hard work.
D．Fierce competition.
Technology Transfer in Germany
When it comes to translating basic research into industrial success, few nations can match Germany. Since the 1940s, the nation&39;s vast industrial base has been fed with a constant stream of new ideas andexpertisefrom science. And though German prosperity (繁荣) has faltered (衰退) over the past decade because of the huge cost of unifying east and west as well as the global economic decline, it still has an enviable record for turning ideas into profit.
Much of the reason for that success is the Fraunhofer Society, a network of research institutes that exists solely to solve industrial problems and create sought-after technologies. But today the Fraunhofer institutes have competition. Universities are taking an ever larger role in technology transfer, and technology parks are springing up all over. These efforts are being complemented by for pumping into start-up companies.
Such a strategy may sound like a recipe for economic success, but it is not without its critics.These people worry that favouring applied research will mean neglecting basic science,eventually starving industry of fresh ideas. If every scientist starts thinking like an entrepreneur (企业家 ) , the argument goes, then the traditional principles of university research being curiosity-driven, free and widely available will suffer. Others claim that many of the programmes to promote technology transfer are a waste of money because half the small businesses that are promoted are bound to go bankrupt within a few years.
While this debate continues, new ideas flow at a steady rate from Germany&39;s research networks, which bear famous names such as Helmholtz, Max Planck and Leibniz. Yet it is the fourth network, the Fraunhofer Society, that plays the greatest role in technology transfer.
Founded in 1949, the Fraunhofer Society is now Europe&39;s largest organisation for applied technology, and has 59 institutes employing 12,000 people. It continues to grow. Last year, it swallowed up the Heinrich Hertz Institute for Communication Technology in Berlin. Today, there are even Fraunhofers in the US and Asia.
What factor can be attributed to German prosperity？ 查看材料
A.Technology transfer
B.Good management
C.Hard work
D.Fierce competition
根据短文回答 41～45 题。
Technology Transfer in Germany
When it comes to translating basic research into industrial success, few nations can match Germany. Since the 1940s, the nation's vast industrial base has been fed with a constant stream of new ideas and expertise from science. And though German prosperity (繁荣) has faltered (衰退) over the past decade because of the huge cost of unifying east and west as well as the global economic decline, it still has an enviable record for turning ideas into profit.
Much of the reason for that success is the Fraunhofer Society, a network of research institutes that exists solely to solve industrial problems and create sought-after technologies. But today the Fraunhofer institutes have competition. Universities are taking an ever larger role in technology transfer, and technology parks are springing up all over. These efforts are being complemented by the federal programmes for pumping money into start-up companies.
Such a strategy may sound like a recipe for economic success, but it is not without its critics. These people worry that favouring applied research will mean neglecting basic science, eventually starving industry of fresh ideas. If every scientist' starts thinking like an entrepreneur(企业家), the argument goes, then the tradit'tona~ principles of university research being curiosity-driven, free and widely available will suffer. Others claim that many of the programmes to promote technology transfer are a waste of money because half the small businesses that are promoted are bound to go bankrupt within a few years.
While this debate continues, new ideas flow at a steady rate from Germany's research networks, which bear famous names such as Helmholtz, Max Pianck and Leibniz. Yet it is the fourth network, the Fraunhofer Society, that plays the greatest role in technology transfer.
Founded in 1949, the Fraunhofer Society is now Europe's largest organisation for applied technology, and has 59 institutes employing 12,000 people. It continues to grow. Last year, it swallowed up the Heinrich Hertz Institute for Communication Technology in Berlin. Today, there are even Fraunhofers in the US and Asia.
第 41 题 What factor can be attributed to German prosperity？（）
A．Technology transfer
B．Good management
C．Hard work
D．Fierce competition
Technology Transfer in Germany
When it comes to translating basic research into industrial success, few nations can match Germany. Since the 1940s, the nation's vast industrial base has been fed with a constant stream of new ideas and expertise from science. And though German prosperity(繁荣)has faltered (衰退) over the past decade because of the huge cost of unifying east and west as well as the global economic decline, it still has an enviable (令人羡慕的)record for turning ideas into profit.
Much of the reason for that success is the Fraunhofer Society, a network of research institutes that exists solely to solve industrial problems and create sought-after technologies. But today the Fraunhofer institutes'have competition. Universities are taking an ever larger role in technology transfer, and technology parks are springing up all over. These efforts are being complemented by the federal programmes for pumping money into start-up companies.
Such a strategy may sound like a recipe for economic success, but it is not without its critics. These people worry that favouring applied research will mean neglecting basic science, eventually starving industry of fresh ideas. If every scientist starts thinking like an entrepreneur (企业家), the argument goes, then the traditional principles of university research being curiosity-driven, free and widely available will suffer. Others claim that many of the programmes to promote technology transfer are a waste of money because.half the small businesses that are pro[noted are bound to go bankrupt within a few years.
While this debate continues, new ideas flow at a steady rate from Germany's research networks, which bear famous names such as Helmholtz, Max Planck and Leibniz. Yet it is the fourth network, the Fraunhofer Society, that plays the greatest role in technology transfer.
Founded in 1949, the Fraunhofer Society is now Europe's largest organisation for applied technology, and has 59 institutes employing 12,000 people, it continues to grow. Last year, it swallowed up the Heinrich Hertz Institute for Communication Technology in Berlin.Today, there are even Fraunhofers in the US and Asia.
第 41 题 What factor can be attributed to German prosperity？
A．Technologytransfe
B．Good management.
C．Hard work.
D．Fierce competition.
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