The lowest level of management is supervisory management. Supervisory managers make sure that the day-to-day operations of the organization run smoothly.（）

Computers

Before the widespread use of computers, managers could not make full use of large amounts of valuable information about a company's activities. The information either reached managers too late or was too expensive to be used. Today, managers are facing a wide range of data processing and information instruments. In place of a few financial controls, managers can draw on computer-based information systems to control activities in every area of their company. On any kinds of performance measures, the information provided by these systems helps managers compare standards with actual results, find out problems, and take corrective action before it is too late to make changes.

The introduction of computerized information systems has sharply changed management control in many companies. Even a neighborhood shopkeeper may now use computers to control sales, billing, and other activities. In large companies, electronic data processing systems monitor entire projects and sets of operations.

Now, there are about 24 million microcomputers in use in the United States—one for every 10 citizens. It is estimated that by 1996, 61 percent of American managers will be using some sort of electronic work station. In order for managers to be sure that the computer-based information they are receiving is accurate, they need to understand how computers work. However, in most cases they do not need to learn how to program computers. Rather, managers should understand how computerized information systems work; how they are developed; their limitations and costs; and the manner in which information systems may be used. Such an understanding is not difficult to achieve.

One research found that business firms were more successful in teaching basic information about computers to business graduates than they were in teaching business subjects to computer science graduates.

Today, conventional financial controls are still exercised in some minor areas such as billing and vocational training.

A．Right

B．Wrong

C．Not mentioned

The Workers' Role in Management

Traditionally, it has been the workers' role to work and management's role to manage. Managers have planned and directed the firm's operations with little thought to consulting the labor force. Managers have rarely felt compelled to obtain the workers' opinions or to explain their decisions to their employees. At most, companies have provided" suggestion boxes" in which workers could place ideas for improving procedures. In recent years, however, many management specialists have been arguing that workers are more than sellers of labor--they have a vital stake in the company and may be able to make significant contributions to its management. Furthermore, major company decisions profoundly affect workers and their dependents. This is particularly true of plant closings, which may put thousands on the unemployment lines. Should workers, then, play a stronger role in management?

Workers should have a role in management. At the very least, the labor force should be informed of major policy decisions. (A common complaint among rank-and-file workers is the lack of information about company policies and actions.) Between 1980 and 1985 about five million workers were the victims of plant closings and permanent layoffs, often with no warning. At least 90 days' notice ought to be given in such instances so that workers have time to adjust. Management should consult workers before closing a plant, because the workers might be able to suggest ways of improving productivity and reducing costs and might be willing to make concessions that will help keep the plant operating.

It should become a general practice to include workers in some managerial decision making. There ought to be representatives of the workers on the firm's board of directors or other major policymaking groups. If rank-and-file workers are given a voice in the planning and management of the work flow, they will help to make improvements, their morale will rise, and their productivity will increase. As a further incentive, they must be given a share in the company's profits. This can be done through employee stockownership plans, bonuses, or rewards for efficiency and productivity. Finally, when a plant can no longer operate at a profit, the workers should be given the opportunity to purchase the plant and run it themselves.

Traditional workers showed no interest in management.

A．Right

B．Wrong

C．Not mentioned

请根据短文内容，回答题。

The Workers" Role in Management

Traditionally, it has been the workers&39; role to work and management&39;s role to manage.<br>

Managers have planned and directed the firm&39;s operations with little thought to consulting the labor force. Managers have rarely felt compelled to obtain the workers&39; opinions or to explain their decisions to their employees. At most, companies have provided "suggestion boxes" in which workers could place ideas for improving procedures. In recent years, however, many management specialists have been arguing that workers are more than sellers of labor--they have a vital stake in the company and may be able to make significant contributions to its management. Furthermore,major company decisions profoundly affect workers and their dependents. This is particularly true of plant closings, which may put thousands on the unemployment lines. Should workers, then play a stronger role in management?<br>

Workers should have a role in management. At the very least the labor force should be informed of major policy decisions. (A common complaint among rank-and-file workers is the lack of information about company policies and actions.) Between 1980 and 1985 about five million workers were the victims of plant closings and permanent layoffs, often with no warning. At least 90 days- notice ought to be given in such instances so that workers have time to adjust.<br>

Management should consult workers before closing a plant because the workers might be able to suggest ways of improving productivity and reducing costs and might be willing to make concessions that will help keep the plant operating.<br>

It should become a general practice to include workers in some managerial decision making.<br>

There ought to be representatives of the workers on the firm&39;s board of directors or other major policymaking groups. If rank-and-file workers are given a voice in the planning and management of the work flow, they will help to make improvements, their morale will rise, and their productivity will increase. As a further incentive they must be given a share in the company&39;s profits. This can be done through employee stock ownership plans, bonuses, or rewards for efficiency and productivity. Finally, when a plant can no longer operate at a profit, the workers should be given the opportunity to purchase the plant and run it themselves.

It can be inferred from Paragraph 1 that managers__________. 查看材料

A.were not qualified.

B.seldom obtain workers"opinion.

C.dislike suggestion workers opinions.

D.never consulted the labor force.

1 Introduction

Tony Masters, chairman and chief executive of the Shirtmaster Group, is worried. He has recently responded to his

senior management team’s concerns over the future of the Group by reluctantly agreeing to appoint an external

management consultant. The consultant’s brief is to fully analyse the performance of the privately owned company,

identify key strategic and operational problems and recommend a future strategy for the company. Tony is concerned

that the consultant’s report will seriously question his role in the company and the growth strategy he is proposing.

Group origins and structure

Tony’s father, Howard Masters, set up Shirtmaster in the 1950s. Howard was a skilled tailor and saw the potential

for designing and manufacturing a distinctive range of men’s shirts and ties marketed under the ‘Shirtmaster’ brand.

Howard set up a shirt manufacturing company with good access to the employee skills needed to design and make

shirts. Howard had recognised the opportunity to make distinctive shirts incorporating innovative design features

including the latest man-made fibres. In the 1960s London was a global fashion centre exploiting the UK’s leading

position in popular music. Men became much more fashion conscious, and were willing to pay premium prices for

clothes with style. and flair. Shirtmaster by the 1960s had built up a UK network of more than 2,000 small

independent clothing retailers. These retailers sold the full range of men’s wear including made-to-measure suits,

shirts and matching ties, shoes and other clothing accessories. Extensive and expensive TV and cinema advertising

supported the Shirtmaster brand.

The Shirtmaster Group is made up of two divisions – the Shirtmaster division which concentrates on the retail shirt

business and the Corporate Clothing division which supplies workwear to large industrial and commercial customers.

Corporate Clothing has similar origins to Shirtmaster, also being a family owned and managed business and is located

in the same town as Shirtmaster. It was set up to supply hardwearing jeans and workwear to the many factory workers

in the region. The decline of UK manufacturing and allied industries led to profitability problems and in 1990 the

Shirtmaster Group acquired it. Tony took over executive responsibility for the Group in 1996 and continues to act as

managing director for the Shirtmaster Division.

Shirtmaster division – operations and market environment

By 2006 the UK market for men’s shirts was very different to that of the 1960s and 1970s when Shirtmaster had

become one of the best known premium brands. In a mature market most of Shirtmaster’s competitors have

outsourced the making of their shirts to low cost manufacturers in Europe and the Far East. Shirtmaster is virtually

alone in maintaining a UK manufacturing base. Once a year Tony and the buyer for the division go to Asia and the

Far East, visiting cloth manufacturers and buying for stock. This stock, stored in the division’s warehouse, gives the

ability to create a wide range of shirt designs but creates real problems with excessive stock holdings and outdated

stock. Shirtmaster prides itself on its ability to respond to the demands of its small retail customers and the long-term

relationships built up with these retailers. Typically, these retailers order in small quantities and want quick delivery.

Shirtmaster has to introduce new shirt designs throughout the year, contrasting with the spring and autumn ranges

launched by its competitors. This creates real pressure on the small design team available.

The retail side of the shirt business has undergone even more fundamental change. Though the market for branded

shirts continues to exist, such shirts are increasingly sold through large departmental stores. There is increasing

competition between the shirt makers for the limited shelf space available in the departmental stores. Shopping

centres and malls are increasingly dominated by nationwide chains of specialist clothing retailers. They sell to the

premium segment of the market and are regarded as the trendsetters for the industry. These chains can develop

quickly, often using franchising to achieve rapid growth, and are increasingly international in scope. All of them require

their suppliers to make their clothes under the chain’s own label brand. Some have moved successfully into selling

via catalogues and the Internet. Finally, the UK supermarket chains have discovered the profitability of selling nonfood

goods. The shirts they sell are aimed at value for money rather than style, sourced wherever they can be made

most cheaply and sold under the supermarket’s own label. Small independent clothing retailers are declining both in

number and market share.

The Shirtmaster division, with its continued over-reliance for its sales on these small independent retailers, is

threatened by each of the retail driven changes, having neither the sales volume to compete on price nor the style. to

compete on fashion.

The Shirtmaster division’s international strategy

Tony’s answer to these changes is to make the Shirtmaster brand an international one. His initial strategy is to sell to

European clothing retailers and once established, move the brand into the fast growing consumer markets in Asia and

the Far East. He recognises that the division’s current UK focus means that working with a European partner is a

necessity. He has given the sales and marketing manager the job of finding major retailers, distributors or

manufacturers with whom they can make a strategic alliance and so help get the Shirtmaster range onto the shelves

of European clothing retailers.

Corporate Clothing division – operations and market environment

Corporate Clothing has in recent years implemented a major turnaround in its business as the market for corporate

clothing began to grow significantly. Corporate Clothing designs, manufactures and distributes a comprehensive range

of workwear for its corporate customers, sourcing much of its range from low cost foreign suppliers. It supplies the

corporate clothing requirements of large customers in the private and public sectors. Major contracts have been gained

with banks, airlines, airports and the police, fire and ambulance services.

The Corporate Clothing division supplies the whole range of workwear required and in the sizes needed for each

individual employee. Its designers work closely with the buyers in its large customers and the division’s sales benefit

from the regular introduction of new styles of uniforms and workwear. Corporate employers are increasingly aware of

the external image they need to project and the clothes their employees wear are the key to this image. Corporate

Clothing has invested heavily in manufacturing and IT systems to ensure that it meets the needs of its demanding

customers. It is particularly proud of its computer-aided design and manufacturing (CAD/CAM) systems, which can

be linked to its customers and allows designs to be updated and manufacturing alterations to be introduced with its

customers’ approval. Much of its success can be attributed to the ability to offer a customer service package in which

garments are stored by Corporate Clothing and distributed directly to the individual employee in personalised

workwear sets as and when required. The UK market for corporate workwear was worth ￡500 million in 2005.

Evidence suggests that the demand for corporate workwear is likely to continue to grow.

The Corporate Clothing division also has ambitions to enter the markets for corporate clothing in Europe and

recognises that might be most easily done through using a suitable strategic partner. There is friendly rivalry between

the two divisions but each operates largely independently of the other. Over the past 10 years the fortunes of the two

divisions have been completely reversed. Corporate Clothing now is a modest profit maker for the group – Shirtmaster

is consistently losing money.

Shirtmaster Group – future strategy

Tony is determined to re-establish Shirtmaster as a leading shirt brand in the UK and successfully launch the brand

in Europe. He sees a strategic alliance with a European partner as the key to achieving this ambition. Though he

welcomes the success of the Corporate Clothing division and recognises its potential in Europe, he remains

emotionally and strategically committed to restoring the fortunes of the Shirtmaster division. Unfortunately, his

autocratic style. of leadership tends to undermine the position of the senior management team at Shirtmaster. He

continues to play an active role in both the operational and strategic sides of the business and is both well known

and regarded by workers in the Shirtmaster division’s factory.

The initial feedback meeting with the management consultant has confirmed the concern that he is not delegating

sufficiently. The consultant commented that Tony’s influence could be felt throughout the Shirtmaster division.

Managers either try to anticipate the decisions they think he would make or, alternatively, not take the decisions until

he has given his approval. The end result is a division not able to meet the challenges of an increasingly competitive

retail marketplace, and losing both money and market share.

Required:

(a) Assess the strategic position and performance of the Shirtmaster Group and its divisions over the

2003–2005 period. Your analysis should make use of models where appropriate. (20 marks)

A decision is a choice made from among alternative courses of action that are available. The purpose of making a decision is to establish and achieve organizational goals and objectives. The __11___for making a decision is that a problem exists, goals or objectives are wrong, or something is __12__ in the way of accomplishing them.

Thus the decision-making process is fundamental to management. Almost everything a manager does__ 13__ decisions. Indeed, some suggest that the management process is decision making. _ 14_ managers cannot predict the future, many of their decisions require that they_ 15_ possible future events. Often managers must make a best guess at what the future will be and try to leave as little as possible to _ 16__. But since uncertainty is always there, risk accompanies decisions. Sometimes the consequences of a poor decision are__ 17 __; at other times they are serious.

People often assume that a decision is an isolated phenomenon. _18_ from a systems point of view, problems have multiple causes, and decisions have intended and unintended consequences. An organization is an ongoing entity, and a decision made today may have consequences far _ 19_ the future. Thus the skilled manager looks toward the future consequences of_ 20_ decisions.

11、

A. aim

B. effort

C. example

D. reason

12、

A. preceding

B. turning

C. spoiling

D. standing

13、

A. changes

B. achieves

C. involves

D. makes

14、

A. Since

B. Although

C. Unless

D. Until

15、

A. must consider

B. will consider

C. considered

D. consider

16、

A. chance

B. future

C. reality

D. action

17、

A. obvious

B. desirable

C. slight

D. natural

18、

A. Still

B. Then

C. But

D. Hence

19、

A. over

B. into

C. beyond

D. above

20、

A. current

B. common

C. conservative

D. casual

All of followings should be done by the project manager during project control except （ ）。

 A、Determine the a change has occurred

 B、Ensure that a change is agreed

 C、Make sure all changes are approved by management

 D、Manage changes as they occur

答案：C。

求解析。

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.

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.

听力原文： People management skills are the most important skills a manager can develop. What differentiates a leader from a manager is that the leader has acquired not just the technical and strategic skills but the interpersonal skills to make things happen.

No doubt on your way up through the ranks, you have come across managers who are lacking in interpersonal skills, though they may be good at other aspects of their jobs. And you know, their future will be affected greatly by this lack of human skills.

Our program is totally devoted to developing those managerial skills in people on their way to the top. It covers motivating, assessing, rewarding, leading and developing people. Very simple models of interpersonal relationships are used to focus attention on understanding one's own behavior, its impact on others, understanding the goals of others and integrating a group into a winning team.

Professor John Hunt, Program Director, deliberately limits the number of people on this program to guarantee personal attention between tutors and participants. To match the content precisely to your needs, we ask you to do some pre-course work which includes a survey of those who work with you. This data is linked to our own large databank on how effective managers operate. We then work with you to develop your own specific goals as a manager.

(26)

A．Managers who want to strengthen their leadership.

B．Managers who want to improve their strategic and technical skills.

C．Managers who lack managerial skills in general.

D．Managers who lack human management skills.

The more women and minorities make their way into the ranks of management, the more they seem to want to talk about things formerly judged to be best, left unsaid. The newcomers also tend to see office matters with a fresh eye, in the process sometimes coming up with critical analyses of the forces that shape everyone's experience in the organization.

Consider the novel view of Harvey Coleman of Atlanta on the subject of getting ahead. Coleman is black. He spent 11 years with IBM, half of them working in management development, and now serves as a consultant to the likes of AT&T, Coca-Cola, and Merth. Coleman says that based on what he's seen at big companies, he weighs the different elements that make for long-term career success as follows: performance counts a mere 10%, image, 30%, and exposure, a full 60%. Coleman concludes that excellent performance is so common these days that while doing your work well may win you pay increases, it won't secure you the big promotion. He finds that advancement more often depends on how many people know you and your work, and how high they are.

Ridiculous beliefs? Not to many people, especially many women and members of minority races who, like Coleman, feel the scales (障眼物) have dropped from their eyes. "Women and blacks in organizations work under false beliefs," says Kaleel Jamison, a New York-based management consultant who helps corporations deal with these issues. "They think that if you work hard, you'll get ahead—that someone in authority will reach down and give you a promotion," she adds. "Most women and blacks are so frightened that people will think they've gotten ahead because of their sex or color that they play down (使…不突出) their visibility." Her advice to those folks: learn the ways that white males have traditionally used to find their way into the spotlight.

According to the passage, "things formerly judged to be best left unsaid" (Line 2, Para. 1) probably refers to "______".

A．criticisms that shape everyone's experience

B．the opinions which contradict the established beliefs

C．the tendencies that help the newcomers to see office matters with a fresh eye

D．the ideas which usually come up with new ways of management in the organization