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管理咨询，在美国通称Management Consulting也可以译为“管理顾问”，在日本称为“管理诊断”。
在中国，管理咨询和管理顾问的内涵和外延基本一致。
越来越多的研究证明，咨询业是市场经济发展的产物，市场越完善、竞争越激烈，咨询产业也就越发达，咨询产业越发达的国家，企业竞争力就越强，国家的经济实力也就越强。
管理咨询业是近些年来世界上发展较快的一个行业，其影响渗透到政治经济生活的许多领域，目前，世界500强的企业中60%左右的公司拥有自己长期合作的国际著名的咨询公司，美国的通用电器公司有500多家咨询公司为其进行全方位、多层次咨询，每年投入的咨询费用高达2亿多美元。
在德国，咨询产业是德国经济中发展最快、最稳定的现代产业部门，其年增长率远远高于德国国民经济的年增长率，成为德国经济体系中的有机组成部分。
企业诊断如同医生对病人患者的身心诊断。
医生对患者身心的诊断，其目的在于维护病人身体和心理的健康；而企业诊断，则在于维护企业管理经营的稳定、健全和发展。
医生之于对象，有的是例行检查，预防疾病之发生；有的或因身体不适，问诊与医生，概而言之，一个人有了不适的症状，就自然问诊于医师，以便诊断出疾病之根源，对症下药，开出药方，进行适当的治疗。
在企业界，这种诊断程序和医学上医师诊断患者之程序基本相同，贤明的企业经营者很重视咨询顾问对企业的初步诊断和检查。
至于选择何种专家做进一步的诊断和治疗，乃是以“患者”所呈现的症状而定。
企业诊断是针对企业的病态，分析原因，指出病情，建议改进，力求企业今后的健全生存与继续壮大发展。
总而言之，管理咨询就是帮助企业和企业家，通过解决经营和管理问题，鉴别和把住新的机遇，强化学习和实施变革以实现企业经营目标的一种独立的、专业咨询服务。
它是由丰富经营管理知识和经验的专家深入到企业的现场，与企业管理人员密切配合，运用各种科学方法，找出经营管理上存在的主要问题，进行定量及定性分析，查明产生问题的原因提出切实可行的改善方案并指导实施，谋求企业坚实发展的一种改善企业经营管理的服务活动。
送他到这里来杰克是一家电子附件制造厂的生产经理，他需要批准工厂中监督人员的聘用，人事经理负责初步的甄选。
一个星期三的下午。
杰克接到人事经理彼特的电话。
“杰克”，彼特说，“我刚与一位年轻人谈过话，他可能就是你要找的人选。
你不是要我物色一个人填补那个监督人员职位的空缺吗?他有很丰富的工作经验，看起来头脑非常清晰。
”杰克回答说，“太好了，彼特，我盼着见到他。
”彼特接着说，“他现在就在这儿，杰克，你要跟他谈谈吗？”杰克犹豫了一会儿，然后说：“哎呀，彼特，我今天肯定很忙，但我想办法挤出点时间。
送他到这里来吧。
”片刻之后，申请职位者艾伦比来到了杰克的办公室，“请进来，艾伦比，”杰克说，“我打完几个电话后就跟你谈。
”15分钟以后，杰克打完了电话，开始同艾伦比谈话。
他给杰克的印象相当不错。
几分钟后，杰克的门打开了，一位监督人员叫道：“我们的第一条生产线出了点小问题，需要得到你的帮助。
”“好”，杰克回答，并对艾伦比说，“请等我一会儿”。
约过了10分钟后，杰克回来了。
对话继续了10多分钟，可又有电话铃声响了起来。
在以后l个小时内不断有这样的中断发生。
最后，艾伦比看了一下表，说道：“很抱歉，杰克先生，我得去接我的孩子。
”“没问题，艾伦比”，杰克说的时候电话铃又响了起来，“这星期再给我来电话。
”问题：杰克这样安排面谈合适吗？企业应该制定出什么政策来避免像这样的面谈？分析：招聘活动具有其本身的规律性，我们可以把招聘活动大致划分为几个相互独立与相互联系的阶段，招聘程序就是按照这些阶段进行招聘的计划安排。
一般来讲，招聘和录用活动包括以下几个步骤：（1）编制招聘计划；（2）拟定招聘简章；（3）发布招聘信息；（4）报名登记和初次面谈。
招聘应该是一项有计划的管理活动，企业招聘应有周密的策划和时间安排。
一次重大的人事任免某钢铁公司领导班子会议正在研究一项重大的人事任免议案。
总经理提议免去公司所属的、有2000名职工的主力厂——炼钢一厂厂长姚成的厂长职务，改任公司副总工程师，主抓公司的节能降耗工作；提名炼钢二厂党委书记林征为炼钢一厂厂长。
企业管理咨询-咨询定位-1(总分100, 做题时间90分钟)一、简答题1.咨询顾问对企业管理问题进行诊治时，如何遵循有限参与的基本原则?SSS_TEXT_QUSTI分值: 3答案:咨询顾问对企业管理问题的诊治，要遵循有限参与的基本原则，体现在对重点问题的识别(起点)、与客户保持距离(过程)及对效益的合理期望(结果)三个方面。
2.简述管理咨询对于公司决策的重要性。
SSS_TEXT_QUSTI分值: 3答案:管理的本质在于决策。
决策是一种判断，是以“选择”、“决定”、“判断”为本质特点的。
由于决策必须建立在方案设计的基础上，或者还必须有细化方案以便决策得以操作执行，这样决策也就包含了以动脑筋“设计”为主要特征的“策划”。
由此，管理咨询就成为了公司决策的重要辅助。
3.简述策划的内涵。
SSS_TEXT_QUSTI分值: 3答案:“策划”一词最早可见于《后汉书》，意思为计划、打算。
策划就是人们事先的筹谋、计划、设计的社会活动过程，即在综合运用各方面信息的基础上，思维主体(包括个体思维或群体思维)运用自身的知识和能力，遵循一定的程序并利用现代的科学方法手段，为了特定目标的实现而事先进行系统、全面的思考、运筹从而制订和选择具有合理性、现实可行性能够达到最佳成效的实施方案，并根据目标的要求和环境的改变对方案进行调整的一种创造性、思维性的活动。
4.简述咨询方案的实施难题。
SSS_TEXT_QUSTI分值: 3答案:(1)咨询方案的落实需要很长的一个过程，但是在这个过程中，顾问往往不会一直参与。
(2)顾问由于其外部身份，往往难以被赋予相应的职责和权利，难以有效处理在方案推动过程中遇到的各种阻力。
(3)一个项目仅仅历时数月，顾问往往难以理解企业的文化和内部的人员关系，在方案的推动过程中也容易陷入被动。
5.对于大多数中国企业目前的管理现状，应从哪些领域利用不同的工具加强管理创新?SSS_TEXT_QUSTI分值: 3答案:对于大多数中国企业目前的管理现状，亟须在以下三个领域利用不同的工具加强管理创新。
一.咨询顾问基础参考书目1.《咨询的奥秘1一成功提出和获得建议的指南》([美]杰拉尔德.温伯格李彤,关山松，译。
北京:清华大学出版社，2004)2.《咨询的奥秘2一咨询师的百宝箱》([美]杰拉尔德.温伯格李彤，关山松，译。
北京:清华大学出版社，2005)3.《管理咨询专业指南(第4版)》([美]米兰.库布尔中国国际工程咨询公司，译。
北京:学苑出版社，2006)4.《管理咨询的神话》([美]马修.斯图尔德任文科，译。
北京:中国人民大学出版社，2009)5.《管理咨询行业指南:成功跻身咨询业(第2版)》([美]苏格塔.比斯沃斯，达瑞尔.敦切尔. 张丽妹，译。
北京:人民邮电出版社，2003)6.《在中国，做咨询一正略钧策管理咨询的实践》(丛寰宦，刘海梅，张锦娴。
北京:人民邮电出版社，2009)7.《破解咨询的40个困惑》([美]艾伦.维斯黄瑞蓉，杨如冰，译。
北京:人民邮电出版社，2007)8.《咨询业基础和超越》([美]伊莱恩.比斯孙韵，译。
北京:机械工业出版社，2003)9.《企业咨询:咨询业如何运转及如何使之运转的指南》([英]吉尔伯特.托平，菲奥娜.切尔尼亚夫斯卡付彦，等，译。
大连:东北财经大学出版社，2008)10.《咨询的艺术》([美]杰斯沃德.W.萨拉科斯方海萍，等，译。
北京:电子工业出版社，2003)11.《基于价值的咨询:咨询顾问为客户创造更大的价值》([英]菲奥娜.查尔纳斯加陈文晖，译。
北京:经济管理出版社，2006)12.《一群卖思想的人:寻求管理咨询的第三方通鉴》(冷啸北京:中国社会科学出版社，2004)13.《咨询绩效评估:跟踪咨询项目的结果与底线》([美]杰克.菲力普斯段盛华，余凤霞，译。
上海:上海远东出版社，2001)14.《完美咨询:咨询顾问的圣经》([美]彼得.布洛克于凤霞，译。
北京:中国劳动社会保障出版社，2004)15.《咨询的谎言》([美]马丁.基恩胡乔，孙路弘，译。
WBS FORTELECOM CONTRACT IMPLEMENTATIONPROJECTSWen Feng1Alcatel Telecommunications Shenzhen Co., Ltd. April 3, 2002KEY WORDSWBS, Work Breakdown Structure, Project Scope Definition, Project Planning1 ABSTRACTSIn this paper, telecom projects are categorized into three parts with examples: Contract Implementation Projects, System Development Projects and Process Improvement Projects. Creation and adaptation of WBSs for Contract Implementation Projects are discussed in detail, based upon four scenarios assumed. Finally, classical tools and techniques for WBS are reviewed in brief.2 INTRODUCTIONThe Work Breakdown Structure or WBS is an output from project scope definition process, which greatly contributes to the quality of project planning results and, consequently, the successfulness of any project. In the area of project management, one can never over-emphasize the importance to establish a WBS properly, right before an organization begins to commit its significant resources to any intended undertakings.1Wen Feng, Deputy General Manager of Alcatel Telecommunications Shenzhen Co., Ltd., certified PMP, joined in Alcatel in 2000, currently responsible for project and quality management. In 1992, he worked as an engineer in test automation R&D projects in Shenzhen Huawei Technical Co., Ltd. He started his career as a project manager in Singapore Telecom Limited in 1995, managing telecom switching system implementation projects.Due to its very nature, any project, by definition, is unique in certain aspects. This means that one can almost always expect some differences between existing projects and the previous ones. For instance, different customers, changing business environment, new technologies, newly formed project teams, extended scope of deliverables or other additional constraints.Needless to say, project managers and teams in a performing organization have to pay special attention to the differences among projects so as to successfully establish or adapt corresponding WBSs.In this paper, telecom projects are categorized into three parts with examples: Contract Implementation Projects, System Development Projects and Process Improvement Projects. Creation and adaptation of WBSs for Contract Implementation Projects are discussed in detail, based upon four scenarios assumed. Finally, classical WBS tools and techniques are reviewed briefly.3 WHAT MAKES PROJECTS DIFFERENT?A project is deemed new or different due to numerous reasons, and the same applies to any telecom projects. Table 1 provides a way to categorize the causes that make a project somewhat different in the eyes of the project stakeholders, particularly of the project manager and the team members.4 TELECOM PROJECT TYPESGenerally speaking, telecom projects can be classified into three categories: Contract Implementation Projects, System Development Projects and Process Improvement Projects.Contract Implementation ProjectsContract Implementation Projects are undertaken to fulfil the contractual obligations by the contractor and its customer. For example, a telecom system supplier (A) signs a contract with an incumbent telecom operator in China (B) to build a pre-defined GSM System in Beijing. A thus launches a Contract Implementation Project in order to deliver the GSM System to B as per what has been stipulated in the contract. Figure 1 shows an example of the WBS of Contract Implementation Projects. Note that only three layers of the WBS are depicted in Figure 1, as the lower layers tend to be more technical-oriented. There are four activities in the second layer, namely project initiating, planning, implementing and closing. This is in conformity to relative project management standards. The third layer covers major tasks under each activity in the upper layer. The decomposition of tasks will carry on till the work packages are adequately manageable.System Development ProjectsSystem Development Projects are the ones initiated within the project organization aiming at creating certain new products and/or services to gain competitive advantages in the market. For example, a telecom system supplier begins a R&D project to develop a state-of-the-art e-business platform so that a banking customer can provide the public its services through a full-electronic means and remotely. Figure 2 shows an example of the WBS of System Development Projects.Process Improvement ProjectsFinally, Process Improvement Projects are targeted to improve the business processes within the project organization or improve part/full of the supplier chain through interaction with related customers and suppliers. Typical examples are to establish an ISO9001-based quality management system, to implement a Custom Relationship Management (CRM) system, to upgrade an ERP system, and so on. Figure 3 shows an example of the WBS of Process Improvement Projects.5 SCENARIO 1: WBS FOR PROJECTS OF DIFFERENT TYPESIt is pretty obvious from Figure 1, 2 and 3 that the three types of projects, namely Contract Implementation Projects, System Development Projects and Process Improvement Projects are very different in nature. In addition, the WBSs for System Development Projects and Process Improvement Projects can drastically different due to numerous possibilities of project deliverables to be achieved. It is therefore highly recommended to establish one WBS template for each project type.It is not uncommon that the WBSs for System Development Projects and Process Improvement Projects need to be established on a case-by-case basis and quite often from scratch. The rest part ofthe paper will be focusing on the Contract Implementation Projects.6 SCENARIO 2: WBS FROM SCRATCHQuite a few cases have been encountered when people ask why so many Contract Implementation Projects are struggling all the time, if not failed or cancelled. (No exception for other types of telecom projects) Also, many start to think of establishing their own project management procedures or even systems. In this case, WBS templates have to be produced from scratch for coming projects, if no single WBS has ever been in existence.When doing so, the WBS layers should defined in such a way that the different projects of the same type require only minimal changes to the WBS. A practical way to structure the WBS template so that for a concrete project, the upper layers of its WBS need to change much less than the lower layers. For example, in Figure 1, the upper three layers can be applied to any Contract Implementation Project with very little change.Another popular way in practice is to structure the WBS in terms of "Nodes" of a telecommunications network. Because topologically any telecom system can be perceived as a combination of ''Nodes" and "Links". Figure 4 illustrates the structure of the WBS in terms of"Nodes".This kind of WBS can be quite convenient and effective, when the focus is on material management. However, due to the fact that number of nodes for different projects vary from several to hundreds, the WBS has to change greatly to cover the entire project node-by-node. Furthermore, overlapping and repetition of tasks cross the nodes in the next layer of the WBS make things even tougher to handle. For instance, planning is in reality not performed on a node-by-node basis, and so do many other tasks like initiating and closing in order for the project implementation to be cost-effective.7 SCENARIO 3: WBS FOR PROJECTS OF SAME TYPEIf a project organization has properly maintained WBS templates for Contract Implementation Projects, then only minimal change is required to obtain a workable WBS whenever there is a project. Let us still take Figure 1 as an example. In this case, the upper three layers of WBS applies straightforward with no change at all.Differences take place at the lower layers of the WBS, if the scale of project justifies that the layers are necessary. Typical amendments are project scope such as a system with nine nodes versus one with 99 nodes, different geographical locations such as mountainous, hilly or plain areas in the country, etc. Nevertheless, these amendments can be done only by "copy and paste". Figure 5provides a further breakdown of the activity "Installation".Although the tasks like site inspection, local logistics, hardware installation and software test appear to be repetitive over the nodes, in fact it is necessary that they be treated separately due to different locations, even though they could be located close enough - within the same city like GSM system.8 SCENARIO 4: WBS FOR BRAND-NEW TELECOM SYSTEMSIn today's fast growing telecommunications industry and most dynamic marketplace worldwide, new products have been developed and brought into the market at a speed of several months, and new feature release or software upgrading in weeks. It is not uncommon that project organizations face with tremendous difficulties adapting their resources to cope with brand-new Contract Implementation Projects. For instance, from wire-line systems to wireless ones, from circuit switching to packet switching, or from narrow-band to broadband, and so on. All of these will have definite impacts on the WBS.When creating a WBS for a Contract Implementation Project with brand-new technology or system, one needs to identify carefully the differences of engineering needs caused. Let us take the task "Site Survey" in Figure 1 as an example. If the WBS was originally for wire-line systems, and then the task can be decomposed mainly into power supply, machine house, network connection and cabling subtasks. However, if a wireless system is to be implemented, then subtasks such as radio-testing, tower availability and lightening protection must be added. This is illustrated inFigure 6 - WBS Change due to Wireless Technology.9 PROVEN TOOLS AND TECHNIQUESWhatever the scenario seems to be, many proven project management tools and techniques about WBS are valid. Among them are brainstorming, expert judgement, templates, decomposition and configuration management. What is the most important is when and how to combine them to establish an appropriate WBS cost-effectively.BrainstormingBrainstorming has been quite frequently used to identify problems, root causes and solutions through team effort. WBS is among one of the key topics, but normally brainstorming is used to review WBSs for coming projects. Results can be obtained efficiently and most of the time effectively. Brainstorming can be best applied when team members are readily prepared in terms of knowledge and experience. Otherwise it can also be very ineffective or simply wasting of time. For example, if a team has only been doing switching system implementation, when creating WBS for a optical cable project, better seeking for experts in that field instead of storming the brain.Expert JudgementThe key issue here is how to define the term "Expert". In practice, it is less difficult to find technical or engineering experts with sufficient knowledge and experiences. Unfortunately, not the case to have someone with project management expertise at the same time. Therefore, care must be taken to make sure that experts are working with project managers in coordinated way. For example, the experts usually tend to agree with the WBS in Figure 4 other than the one in Figure 1 for a Contract Implementation Project.DecompositionThe key question here is "When should I stop?" For Contract Implementation Projects, the duration of work packages is dependent upon the level of effort per node, which is approximately 1-5 days depending upon technology and local logistics. Experiences have shown that 40 hours or one week for the duration of a work package could be appropriate.TemplatesIn a properly maintained project management system, WBS templates can be of great help to project planning in terms of efficiency and effectiveness. In a projectized organization, project management system and quality management system is often interchangeable. Otherwise it is recommended to have the former within the latter. The reason is simple. Quality management system has well-defined and proven international standard - ISO9001- to follow, and not the case for project management system.Configuration ManagementThe very philosophy of configuration management is, in many times, a critical tool for the creating and adapting project WBSs, especially for complex telecom projects. Whenever there is a change in one part of a WBS, the rest parts have to be reviewed to make sure all elements in the WBS have consistency as per the project scope. For example, in Figure 6, changes have made to adapt a WBS for wire-line system to one for wireless system. One has to make sure that the subtasks added, i.e. radio testing, tower availability and lightening protection should be done for all "site survey" tasks (meaning for all the nodes) in the WBS. Even more importantly, the scope of subtask "cabling" should be extended to the dimensioning from the outdoor antenna to the indoor equipment, which is not required for a wire-line system.10 REFERENCESA Guide to the Project Management Body of Knowledge, PMI, USA, 1996.。
Kellogg Consulting ClubHow to succeed to the Personal InterviewSo, here you are, reading this document and trying to figure out how to land your dream job. We’d like to help by telling you what we believe to be the key areas of preparation for a successful interview.First and foremost, remember that a standard consulting interview has four parts:1) A personal “fit” part for 15 to 20 minutes2) A Case part for 20 minutes3)Questions that you would like to ask your interviewer for 5 minutes.4)Wrap Up.Mo re often than not, people prepare themselves only for the case part, leaving the personal “fit” part unattended. Believe us, if you do not succeed in your personal interview, the case will not count! Therefore, this document will be focused on the personal side of the interview process, and how to succeed on that difficult part of the recruiting process.Introductory commentsAs you go through the process, you will receive tough questions that probe not only your intentions and intellect, but also your psyche and personality. Your delivery is as important as what you say. The only way to show poise and grace while answering these tough questions is practice and practice.a)Know yourself:You need to create a storyline for yourself. Describe how your life has developed such that a job with firm X is the next logical step in reaching your goals. Be able to walk through the details of your resume and fill in the details. For instance, why did you make the moves you have? What have been the most significan decisions you have made? Where were the challenges and where were the triumphs? This is also your chance to set yourself apart. Give the interviewer something to remember you by - tell an interesting story, talk about a unique skill or talent, etc. One way to do this is to incorporate words that will provoke curiosity in your resume.The CMC offers many sessions to help you polish your storyline. Take advantage of them.b)Know the firm:What does the firm pride itself on? What makes them unique? If a firm prides itself on being a thought leader, show you have been a thought leader or why being a part of a firms that leads the industry is important to you. You must also know the basics about a company such as where they have offices and how they are structured. If you are unclear about any of these areas, ask!! You do, however, want to show some initial understanding and then ask for clarification.Use Company presentations to ask the consultants smart questions. If you are interested in a firm, call the recruiting manager or a consultant you have spoken with and get more information about the work and culture.Don't be shy about asking questions, most people are honored when they are asked about their opinions and experiences.c)Listen well:This is VERY important. Insights and clues are all around you. Even before your interview begins, you should try to pick up any information you can. Go to presentations and take notes. What are the buzzwords they use to describe themselves and the people they hire? Remember a few highlights from the company presentation. During the interview, pay attention to your interviewer. What makes them look interested? What do they ask you to elaborate on? If you are weak in one area, listen for a chance to show your skills in another way.Preparation to the personal interviewIn order to prepare yourself for the personal interview, you need to answer the following questions:1)Who are the firms looking for?2)What should I do before the interviews?3)What should I be aware of during the interview?4)What questions will I be asked during the interview?1) Who are the firms looking for?There are fundamental skills that you need to demonstrate to get a consulting job. Do you think you have these qualities? What examples would you use to show what you do?Here is a list of the “critical skills” that consulting firms are looking for:1)Analytical skills: intelligent, able to find patterns and causal relationships in what appears to beunrelated data; creates hypothesis to drive research, uses clear and logic thinking, draws on pastexperience to solve problems, applies creativity to come up with solutions2)Business Sense: Entrepreneurial, stays on current business developments, intuitively understands basicbusiness dynamics, converses easily about business issues.3)Quick Learning: Solicits and is open to feedback, humble, wants to improve himself/herself, learnsfrom mistakes.4)Communications skills: Listens carefully to understand others, uses tactful phrases and timing whencommunicating, has a good sense for what people mean, understands how he/she is being perceived.5)Integrity: Does not waver on ethical issues, has basic respect for other individuals, is able to maintainconfidentiality, follows through on commitments.6)Interpersonal Skills: Mature, avoids turning business issues into personal issues, genuinely interestedin other people, can get along with people from a range of backgrounds, positive in attitude, keeps col under pressure, thinks before leaping, open-minded, able to put things in perspective.7)Leadership skills: Has influence, can make decisions quickly, provides leadership in situations wherethere is none, understands individuals positions on issues and how to influence them, able to take risks, takes action when necessary, sets clear goals, rallies people around a shared objective.8)Motivation and energy: Enthusiastic, has a can-do attitude, has high performance standards, motivatesothers, willing to work long hours, organizes work effectively, detail-oriented, willing to dounglamorous work9)Quantitative skills: Can apply quantitative thinking to analysis of issues, understands quantitativerelationships in business, comfortable performing simple math mentally, academic training in math.10)Team player: Likes to work in teams, sensitive and willing to help others, knows when to be a leaderand when to be a follower, puts group’s interests before own, shares credit for joint work.11)Intellectual curiosity: ability to be satisfied with the intellectual challenge of his work, comfortablewith the notion that client might not follow their advice.12)Comfort with ambiguity: can thrive in an environment in which things are fluid, non structured anduncertain, can bring structure and thought to what seems a confusing situation with maturity and poise.Don’t worry if it seems you don’t meet these criteria. Most successful candidates really don’t possess all of them. But being aware of these needs, and focusing your answers to demonstrate these skills, can be the difference between receiving and offer or not.Talk about these skills, find where you developed them and applied them.2)What should I do before the interviews?This section will cover how to prepare for the interview. This part is a very important one, since it will determine how confident you are when you walk into the interviewing room.a)Logistics:The company should notify you if you are being invited for an interview. Generally, you are given several interview times to choose from. Reecruiters remember early and late candidates the best. Although you may not be able to have the flexibility to decide this, try to avoid slots in the middle of the day, specially after lunch hour. In addition, many interviewers will be very critical on their very first interview of the date.b)Understand the industry stereotypes:Often, recruiters are looking for a "pattern" of people and backgrounds that have been successful in the past at their company. And unfortunately, often they are misled by surface impressions. Watch the consultants carefully on each occasion, see how they communicate, move and dress. Carry yourself with maturity. Imagine that you are in a situation in which you must lead a meeting with senior executives. How would you act in that situation? Walk into your interview with that scenario in mind. Of course, your natural personality and warmth will make the difference!c)Headlining:It is hard for recruiters to spend eight hours in a row interviewing one student after another, asking the same questions all day. It is hard even to remember candidates. Much of the interviewer's assessment is subjective, and you need to make an lasting impression on an interviewer so that all you stand out of the pack.Therefore, you need to have a very clear agenda for the interview. Come up with headlines - a few key points about yourself that will influence the interviewer. Prepare these headlines in advance, and back each headline backwith a will-chosen anecdote that is interesting enough to help the interviewer understand and remember the headline. The key is to slip in points about yourself during appropriate moments, not to force them on the interviewer obviously or awkwardly.Use the Interview Preparation Worksheet, as well as the CMC materials and presentations, to develop your headlines. The check these headlines against:•The skills that firms are looking for•The questions firms ask during the interview•The characteristics of the firm you are interviewing withd)Last minute details:If you haven't yet, make sure that you find out what the company does, how it is different from its competitors, and three reasons why you want to work there as opposed to other companies. Also, make sure you have chosen four or five questions to ask your interviewer.Make sure you get a lot of sleep the night before the interview, and a few nights before if possible. Get your preparation and clothes ready one or two days before so that you can relax. Do something fun with friends before the interview to take your mind off it, and you will be more relaxed and confident the next day.e)Before you walk into the interviewer room:Get early so you can take a deep breath, relax and work on last minute details (comb, restrooms, etc). Relax, and take this opportunity to exercise your skills and meet some interesting people. Remember to visualize yourself as an executive attending an important meeting. Last but not least, if you think that this is a life-or-death interview, chances are you will psych yourself out.What should I be aware of during the interview?a)Attitude:Don't complain or be too negative about something, focus on the positives of all your past experiences, be optimistic and be yourself.b)Communication Skills:"Delivery is as important as content". Your interviewer will be deeply influenced by your communications and interpersonal skills. Be aware of the way you communicate and the effect that this has on the interviewer. Interviewers like candidates with whom they feel some sort of rapport. Your attitude towards the interviewer will come across on your face and will make or break that rapport.Non-verbal communications:•Eye contact: Looking at the interviewer strengthens the point that you are making. Maintain fairly steady eye contact, especially when you are making a statement where your credibilitymight be questioned. If you are thinking, it is OK to look down or away for a few seconds.Shift your gaze from one eye to the other, this signals warmth and sincerity.•Facial expression: You want to come across as happy, well-balanced person, because firms like happy people. Smile occasionally, and don’t let the interviewer read nervousness on your faceand gestures.•Gestures: Subconscious movements, such as waving your arms to make a point, folding a piece of paper, or playing with your hair are distracting to the interviewer. In addition, they may come off as a sign of nervousness or dishonesty when you are answering difficult questions. Sit upstraight in your chair, slumping conveys a sloppy, laid-back attitude. Lean forward when youare excited or interested.Verbal communications:•Pace: many interviewees speed up when they are nervous, and their words become slurred.Pausing for effect will heighten the listener's interest in what you are saying.•Space Fillers: Don’t be afraid of silence. Space fillers like "umm", "you know" etc. are both distracting and unprofessional.•Logic: At all times, keep in mind the question you are supposed to answer. If you use a lenghty example, remember to tie the example back to the question. Doing so makes it seem that youhad an organized approach to your answer.•Amount: cut yourself when you have made a point. Don’t let yourself recite information in five different ways.c)Etiquette:•Don’t talk too much about money or perks.•Be careful with your language, you never know what might offend the other person.•Just in case, be politically correct.•Don’t sit down unt il the interviewer asks you or until he has done so.•Posing overly tough or critical questions is impolite.•Be nice to everybody.•Don’t delve yourself into extremely personal topics of preferences.•Thank the interviewer for his time at the end of the session.d)Spin control:Too many qualified people rule themselves out because they think that they lack raw material. Destroy that myth right now, you are not studying at one of the best business schools because Kellogg is a charity organization.Some suggestions to make the best impression include:•Emphasize the use of "I"•Explain your positions or activities, the skills demonstrated in that position, the challenges faced and the results accomplished•Think what things that you have done can make you shine during the interview.•Personality traits should be demonstrated, not directly stated.4) What questions will I be asked during the interview?a)The introduction:During the first tow or three minutes of the interview, interviewers introduce themselves and attempt to break the "ice" by making comments about the weather or other small talk. They also describe the structure of the interview. Remember that you are there because they chose you, and they will have a positive tendency towards you.Many recruiters say that their impressions are shaped in the first five minutes of the interview. To make a good impression,•Shake hands firmly with the recruiter.•Relax, the interviewer is looking forward to meeting you after seeing you resume.•Smile, show some warmth, but err on the formal side rather than on the informal until you have gotten a sense of the interviewer style.•If the interviewer attempts a small talk, make sure to engage in a conversation with him.b) Personality questions:Put yourself in the interviewer's shoes. They might have to work with you if you are hired, so they want to make sure they like you. This is the major purpose of this phase. If interviewers don’t like you as a person, or you don’t really fit in with the culture at the fi rm, they will find an excuse to reject you no matter how perfect your answers are, or if you say what you are supposed to say.Interviewers are also testing whether they can put you in front of a client without embarrassment. Will you handle a difficult situation with grace and tact? Are you aware of what is appropriate behavior?You have a big opportunity in this segment of the interview. Don't let the conversation ramble, focus on your agenda and direct it the way you want to.Critical skills being tested include integrity, interpersonal skills (maturity, judgement, tact, etc.), communications skills and the ability to listen and to learn.The most common questions that an interviewer will ask include:•Personality Questions:•Failure questions•Self-awareness questions•Ethics/Sensitivity questions•Fun Questions•Resume Questions:•Decision-making rationale•Teamwork•Leadership•Resume Case Question (eg. tell me the strategy of your prior company…)•Communications Questions•Teach me something in five minutes•Sell me the lamp of the desk…•Business Questions:•Interests•Business KnowledgeFor a complete set of questions, refer to the CMC Website:/career/notebook/intrview/faiq.htmc) Your questions:In the last few minutes of the interview, interviewers will ask you if you have any questions. You are still being evaluated. While the quality of your questions probably won't make or break the interview, it does make a difference when interviewers are uncertain about your interest in our understanding of the job. Poor questions are seen as a sign of little interest.Resist the temptation to succumb to fatigue when your interviewer is responding. Nothing is worse than when you ask a question and then stare at the interviewer blankly, repeating "uh-huh" and not listening. Develop questions specifically for each interview.For a set of questions, please refer the CMC Website:/career/notebook/intrview/qftr.htmYour questions for first round interviews should be more general and neutral, while your questions for second and third round should be detailed and more tailored to the firm that your first round questions, and don't repeat them! If you ask very basic questions, the interviewer will wonder why you did not ask them during the first round of interviews. Think about questions about the interviewer themselves, they like it!Final Word of Wisdom:PREPARE, PREPARE AND PREPARE!!Sources:•"The Fast Track: the Insiders Guide to Winning Jobs in Management Consulting, Investment Banking and Securities Trading"; Mariam Naficy, Broadway Books, 1997.•"PCS to Corporate America: From Military Tactics to Corporate Interviewing Strategy"; Roger Cameron.•"Power Interviews: Job Winning Tactics from Fortune 500 Recruiters"; Neil Yeager and Lee Hough.。
英文报刊选读Unit 11. Our model provides a biologically plausible way for artificial neural networks to learn new visual concepts from a small number of examples.我们的模型为人工神经网络从少量示例中学习新的视觉概念提供了一种生物学上（貌似）合理的方法。
2.The computational power of the brain's hierarchy lies in the potential to simplify learning by leveraging previously learned representations from a databank, as it were, full of concepts about objects.大脑层次结构的计算能力在于，利用以前从数据库中学习到的表示，可以简化学习，因为数据库中充满了关于物体的概念。
3. Our findings not only suggest techniques that could help computers learn more quickly and efficiently, they can also lead to improved neuroscience experiments aimed at understanding how people learn so quickly, which is not yet well understood.我们的发现不仅表明技术可以帮助计算机更快、更有效地学习，它们还可以导致改进的神经科学实验，旨在了解人们如何学习如此之快，这一点目前还没有得到很好的理解。
4. While there’s been considerable work on inferring the goals and desires of agents, much of this work has assumed that agents act optimally to achieve their goals.虽然已经有相当多的关于推断智能体的目标和愿望的工作，但这些工作大部分都假设智能体会以最优方式行动以实现其目标。
