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【单选题】
78在国际航空运输中,承运人对每名旅客随身携带物品的赔偿限额为( )计算单位。
A.
132
B.
232
C.
332
D.
. 432
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【简答题】C3. What do managers need to know about managing in a global organization? What training should be provided to managers in a global organization? Companies are increasingly hiring locals to run operat...
【多选题】清营汤中的佐药为银花、连翘、 [填空(1)] 、 [填空(2)] 、丹参。
A.
竹叶
B.
黄连
【单选题】Managers need to take action to convince high-flyers of their value to the firm.
A.
Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow's Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations' high-flyers.
B.
TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today's flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, 'only to see them poached by another department or, worse still, another firm'. This fear of losing high-flyers runs deep in the organisations that make up the research group.
C.
TLRG argues that the task of management is not necessarily about employee retention, but about creating 'attraction centres'. 'We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,' said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.
D.
TLRG has concluded that a company's HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.
【单选题】专利权具有时间性、地域性及( )
A.
特殊性
B.
普遍性
C.
排他性
D.
唯一性
【简答题】清营汤中银花和连翘的配伍意义是
【简答题】阅读材料,完成下列要求。 材料 人类古典文明在形成过程中,其所处的地理环境对生活于其中的某个人类共同体的经济生活具有直接的、决定性的影响,并通过对经济生活的影响,进而间接地影响到其社会政治及精神生活。中国黄河流域,平原土地丰饶,农业发达,实行封建政治,有巩固的国体,文明灿然;希腊多山、近海,海滨交通便利,能激发冒险进取之心和向往自由之精神。 ...... 中国先秦时期形成王权;古希腊的雅典...
【简答题】清营汤中配伍金银花、连翘、竹叶的意义何在?
【判断题】The managers need to always follow these criteria when they make the investment decision.
A.
正确
B.
错误
【单选题】职业道德总是通过公约、条约、章程、守则、制度等形式呈现出来,具有很强的针对性和可操作性,这说明职业道德具有( )。
A.
行业性
B.
广泛性
C.
实用性
D.
时代性
【简答题】5 All managers need to understand the importance of motivation in the workplace. Required: (a) Explain the ‘content theory’ of motivation. (5 marks)
相关题目:
【单选题】Managers need to take action to convince high-flyers of their value to the firm.
A.
Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow's Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations' high-flyers.
B.
TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today's flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, 'only to see them poached by another department or, worse still, another firm'. This fear of losing high-flyers runs deep in the organisations that make up the research group.
C.
TLRG argues that the task of management is not necessarily about employee retention, but about creating 'attraction centres'. 'We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,' said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.
D.
TLRG has concluded that a company's HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.