BEC真题1.docx
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BEC真题1.docx
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BEC真题1
、搭配
LookatthestatementsbelowandtheadvicetobusinessesontheoppositepageaboutusingothercompaniestoruntheirITservices.
1、theneedtoteachskillstoemployeesworkingontheoutsourcedprocess
2、rememberingtheinitialreasonforsettinguptheoutsourcedproject
3、theneedtodrawupagreementsthatsetouthowintegrationistobeachieved
4、addressingtheissueofstaffwhoworkontheoutsourcedprocessbeingatadistantsite
5、theimportanceofmakingsomeoneresponsiblefortheintegrationprocess
6、staffontheoutsourcedprojectfamiliarisingthemselveswithvariousdetailsofthebusiness
7、problemsbeingassociatedwithanalternativetooutsourcing
WhenabusinessdecidestooutsourceitsITservices,itneedstoconsiderthequestionof
integration.Fourexpertsgivetheirviews.
Tramcere,SilicaSystems
AnoutsourcedITserviceisneverafullyindependententity.Itistiedtothehomecompany'spreviousandcontinuingsystemsofworking.Butdespitetheaddedresponsibilityofmanagingnewwaysofworking,manybusinessesignoretheintegrationprocess.Theyfailtoestablishcontractsthatdefinethewaysinwhichthetwocompanieswillworkalongsideoneanother,andfocussolelyonthetechnologicalaspectsofservicedelivery.
Rayner,Domola
Businessesneedtobuildintegrationcompetencycentresdedicatedtomanagingtheintegrationeffort.Itiscriticaltohaveanindividualinchargetocheckthattheexternalandinternalbusinessoperationsworktogether.Althoughcompaniesoftenthinkofoutsourcingasawayofgettingridofpeopleandassets,theyneedtorememberthat,atthesametime,outsourcinginvolvesgainingpeople.Becausethereisanewoperationbeingcarriedoutinadifferentwayoutsideofthehomebusiness,thiscreatesatrainingelement.
Locke,DigitalSolutions
Communicationisthekeytosuccess,andoutsourcingtootherregionsorcountriescanleadtoarangeofproblems.Foranysuchinitiative,itisnecessarytocreateateamwherethereisgood,opencommunicationandaclearunderstandingofobjectivesandincentives.Bringingpeopletothehomelocationfromtheoutsourcedcentreisnecessary,sinceitcanaidunderstandingofthecomplexitiesoftheexistingsystem.Tointegrateefficiently,outsourcingpersonnelhavetotalktothehomecompany'sexecutivesanduserstounderstandtheirexperiences.
Noon,JGTech
Onewaytoavoidthedifficultiesofintegrationistocreateajoint-venturecompanywiththeoutsourcer.Thus,a
companycanswapitsassetsforashareoftheprofits.Yetjointventuresbringpotentialtroubles,andcompaniesshouldbecarefulnottolosesightoftheoriginalrationaleforoutsourcing:
togaincostefficienciesandqualityofserviceinanareathatforsomereasoncouldnotbecarriedoutentirelyin-house.Thecomplexitiesandcostsofajoint-ventureinitiativeshouldnotbeunderestimated.
Lookatthestatementsbelowandthearticleaboutthedevelopmentoffuturebusinessleadersontheoppositepage.Whichsectionofthearticle(A,B,CorD)doeseachstatement(1-7)referto
Foreachstatement(1-7),markoneletter(A,B,CorD)onyourAnswerSheet.
Youwillneedtousesomeoftheselettersmorethanonce.
1Managersneedtotakeactiontoconvincehigh-flyersoftheirvaluetothefirm.
2Organisationsneedtolookbeyondthehigh-flyerstheyarecurrentlydeveloping.
3Thereisaconcernthatfirmsinvestingintrainingforhigh-flyersmaynotgainthebenefitsthemselves.
4Managersneedexpertassistancefromwithintheirownfirmsindevelopinghigh-flyers.
5Firmscurrentlyidentifyhigh-flyerswithoutthesupportofaguidancestrategy.
6Managersarefrequentlytoobusytodealwiththedevelopmentofhigh-flyers.
7Firmswhoworkhardontheirreputationasanemployerwillinteresthigh-flyers.
TheStarsoftheFuture
AExistingmanagementresearchdoesnottellusmuchabouthowtofindanddevelophigh-flyers,thosepeoplewhohavethepotentialtoreachthetopofanorganisation.Asaresult,organisationsarelefttoformulatetheirownsystems.Amoreeffectiveoverallpolicyfordevelopingfutureleadersisneeded,whichiswhytheLondonBusinessSchoolhaslaunchedtheTomorrow'sLeadersResearchGroup(TLRG).Thegroupcontainsrepresentativesfrom20firms,andmeetsregularlytodiscusstheleadershipdevelopmentoftheorganisations'high-flyers.
BTLRGrecognisesjusthowsignificantlinemanagersareintheprocessofleadershipdevelopment.Unfortunately,withtoday'sflatorganisations,wheremanagershavefunctionalaswellasmanagerialresponsibilities,peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.Onemanagerintheresearchgroupwasunconvincedbythelogicofsendinghisbestpeopleawayondevelopmentcourses,'onlytoseethempoachedbyanotherdepartmentor,worsestill,anotherfirm'.Thisfearoflosinghigh-flyersrunsdeepintheorganisationsthatmakeuptheresearchgroup.
CTLRGarguesthatthetaskofmanagementisnotnecessarilyaboutemployeeretention,butaboutcreating'attractioncentres'.'Wemusthelplinemanagerstorealisethatiftheircompaniesareknownasonesthatdeveloptheirpeople,theywillhaveagreaterappealtohigh-flyers,'saidoneadvisor.Furthermore,selectingpeoplefor,say,aleadershipdevelopmentprogrammeisasignofcommitmentfrommanagementtoanindividual.Loyaltycanthenbemoreeasilydemandedinreturn.
DTLRGhasconcludedthatacompany'sHRspecialistsneedtotakeactionandengagewithlinemanagersindividuallyabouttheirroleinthedevelopmentofhigh-flyers.Indeed,inordertobenefitfullyfromtraininghigh-flyersastheseniormanagersofthefuture,firmsmustactuallyaddressthedevelopmentofallmanagerswhowillbesupportingthehigh-flyers.Withoutthis,managerswillnotbeinapositiontogiveappropriateadvice.Andwheneventuallythe
high-flyersdomoveon,newoneswillbeneededtoreplacethem.Thenextchallengewillbetofindanewgenerationofhigh-flyers.
二、句子填空
pecialIntroductoryOffer!
Gainaworkingknowledgeofthetop
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It'stheexecutivedilemmaoftheNineties:
informationoverload.(example).There
shouldbeasimplerwaytokeeptrackofthelatestideas.Andthereis.Asystematicsolution:
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(8).Soyoucouldobtainaworkingknowledgeofthebook'scontentsinafractionofthetime.NowyoucanhavethatassistantwithExecutiveBookSummaries.Everymonth,youreceivequick-reading,time-savingsummariesofthebestnewbusinessbooks.(9).This
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ExecutiveBookSummaries,designedforthebusyexecutive,areasolutiontothegrowingmanagementproblemoftoomuchtoreadandtoolittlelimetodoit.
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We'vetakenaccountofextensiveresearchintothememoryfunctionsofthehumanbrain
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Getideasyoucanuse.
(11).Inasummary,theseideasaremoreaccessibleand‘actionable'.
Cuthundredsofhoursoffyourreadingload.
Howoftenhaveyouopenedanewbookwithgreatexpectations-onlytofinditahugedisappointment(12)
Thebookswesummarisecoverjustabouteverysubjectyouneedtoknow,frommanagementtechniquestoguidanceonyourcareer.
A)Theseintroductorytextsarethemostimportantbooksandusingthemcanpaybigdividends.
B)Discoverpracticaltipsandtechniquesyoucanapplywithoutdelay.
C)Inordertoavoidthisproblem,weselectforyouonlythetrulyworthwhiletitlesandrejecttherest.
D)Accordingtostudiespublishedinpsychologyjournals,youretainthecontentofasummarybetterthanabook.
E)Heorshewouldtakethemostimportantideasfromeachone,andcompilethemintoaneatexecutivesummary.
F)Withthebreadthanddepthofknowledgegainedfrombooks,itislesslikelythatyou'llbecaughtoffguard.
G)Eachcontainsallthekeypointsintheoriginalbook,butinsteadof200to500pagesthereareonlyeightpages.
H)There'sasampleofthesuperbbusinesstitlesthatwesummariseforyou.
I)Withallthereadingyouhavetodointhenormalcourseofyourwork,youfinditimpossibletokeepupwithallthenewbusinessbooks.
Readthearticlebelowaboutthechangingroleofhumanresourcesdepartments.
Thebestpersonforthejob
Employeescanmakeabusinesssucceedorfail,sothepeoplewhochoosethemhaveavitalroletoplay.
Employeesareacompany'snewideas,itspublicfaceanditsmainasset.Hiringtherightpeopleisthereforeasignificantfactorinacompany'ssuccess.(0)GIfthehumanresourcesdepartmentmakesmistakeswithhiring,keepinganddismissingstaff,abusinesscandisappearovernight.Manycompaniesnowrealisethatrecruitingthebestrecruitersisthekeytosuccess.
SarahChoi,HeadofHRatEncopic,believesthatthinkingcommerciallyisakeyqualityinHR.EverydecisionanHRmanagermakesneedstoberelevanttoadvancingthebusiness.(8)...CThat'snolongerthecase.HRmanagershavetothinkmorestrategicallythesedays.
Theycontinuallyneedtothinkabouttheimpactoftheirdecisionsonthebottomline.(9)F...
Forexample,achiefexecutivewillexpecttheHRdepartmenttoadviseoneverythingfromtheheadcounttowhethertoproceedwithanacquisition.
WhydopeoplegointoHRinthefirstplaceChoihasareadyanswer.Ithinkmostpeopleintheprofessionareattractedbyalong-term
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