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the manager's job

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THE MANAGER’S JOB: FOLKLORE AND FACTHenry MintzbergPresentation by:Andrea, Anne-Sophie,Dominika, Peter1916The French industrialistH. Fayol introduced 4 typical manager’s activities:PlanningOrganizingCoordinatingControlling2005General opinion breaks the past stereotypes.Answers to the following questions:What do managers do?How can we teach management?How can we design planning or information systems for managers?How can we improve the practice of management?are no more the same…WHO ARE THE MANAGERS? ForemenFactory supervisorsStaff managersField sales managersHospitaladministratorsPresidents ofcompanies andnations“Street gang leaders”WHO ARE THE MANAGERS?Definition of amanager: the personin charge of anorganization or one ofits subunits. So alsothe vice presidents,bishops, foremen,hockey coaches andprime ministers.WHO ARE THE MANAGERS?These people have something in common.They are all vested with formal authority over an organizational unit.From formal authority comes status, which leads to various interpersonal relations and they lead to access to information.And information allows the manager to make decisions and strategies for his units.WHAT’S GOING ON…Folklore and facts about managerial workTen managerial rolesConcerns and Education of our managersConclusionFOLKLORE AND FACTS 1.Folklore:The manager is reflective,systematic planner.Fact:Managers work at an unrelenting pace, their activities are characterized by brevity,variety, discontinuity. They are stronglyoriented to action and dislike reflectiveactivities.EXAMPLE 1Studies on 5 chief executives proved:1/2 of the activities < 9 minutes10% activities > 1 hourStudies on 56 U.S. foremen proved:583 activities per 8-hour shift1 activity every 48 seconds+ Mails, callers, coffee breaks and lunches work relatedSo they jump from issue to issue, continually responding to needs of the moment!FOLKLORE AND FACTS 2. Folklore:The effective manager has no regularduties to perform.Need only to plan more, delegate more and spend less time withcustomers and on negotiationsFact:Managerial work involves performing anumber of regular duties, including ritual andceremony, negotiations and processing of soft information that links the organisation with itsenvironment.EXAMPLE 2Companies can’t afford staff specialists so president of small companies are to substitute them and perform those routine activities.Up to them is: meeting visiting dignitaries, giving out gold watches, presiding at Xmas dinners.FOLKLORE AND FACTS3.Folklore:The senior manager needsaggregated information, which a formalmanagement information system bestprovides.Means that manager is to receive all his important information from a comprehensive MIS.Fact:Out of 5 basic media to choose frommanager favour the verbal media–phone calls and meetings.EXAMPLE 3Statistics show:66% to 80% time in verbal communications.Responses to only2 of the 40 routine reports.Removing the most of periodicals in first seconds.Strongly cherishing “soft”information: gossip, hearsay, speculations.CONSEQUENCES 3Emphasis on the verbal media raises 2 points:1.Verbal information is stored in the brainsof people. The organizational strategicdata bank is in the minds of itsmanagers.2.That’s the answer why they don’t want todelegate tasks to subordinates.Often they find it easier to do tasks by themselves.FOLKLORE AND FACTS 4.Folklore: Management is / is becoming ascience and a profession (and involves systematic, analytically determined procedures or programs)Facts: The managers’programs –toschedule time, process info, makedecisions –remain locked inside theirbrains. (No computer so helpful as stored information,judgment and intuitions)THE BASIC DESCRIPTION OFINTERPERSONAL ROLES 1.The Figurehead Role-Duties of a ceremonial nature.-Routine.-Involving little serious communications.-No important decision making.-However, they are important to thesmooth functioning of an organizationand cannot be neglected by the manager.INTERPERSONAL ROLES2.The Leader RoleManager is responsible for the work of its people.Two kinds of leader roles:-direct leadership-indirect leadershipLeadership decides in large part how much of it the manager will realize.INTERPERSONAL ROLES 3.The Liaison RoleThe manager makes contacts outside his vertical chain of command.The liaison role is devoted to building up the manager’s own external informationsystem: informal, private, verbal andeffective.INFORMATIONAL ROLES 1.The Monitor RoleThe manager continuously scans his environment for information, interrogating his liaison contacts and his subordinates and receives unsolicited information.INFORMATIONAL ROLES 2.The Disseminator RoleThe manager passes some of his privileged information directly to hissubordinates, who would otherwise have no access to it.INFORMATIONAL ROLES 3.The Spokesman RoleThe manager sends information to people outside of his unit.Also inform and satisfy the influential people who control the organizational unit.DECISIONAL ROLES1.EntrepreneurVoluntary initiator of changeImproving the unit, to adapt it tochanging conditions in the environment.DECISIONAL ROLES2.Disturbance handlerDescribes the manager involuntarily responding to pressures.Change is beyond the manager’s control.Every manager must spend a good part of his time responding to high-pressuredisturbances.DECISIONAL ROLES3.Resource AllocatorResponsible of deciding who will get what in his organizational unit.The manager designs his unit’s structure and authorizes the important decisions of his unit before they are implemented.DECISIONAL ROLES4.NegotiatorManagers spend considerable time innegotiations.Leonard Sayles: negotiations are a “Way of Life’’for the sophisticated manager.These negotiations are duties of the manager’s job. Sometimes routine but they are an integral part of his job.The manager’s role is anintegrated one:The ten roles just described are indivisible,a manager has to fulfill with all of them.But different managers stress on different roles: ex: -sales managers: interpersonal role-production manangers: decisional roleNevertheless all roles remain inseparable.How can we make Managersmore effective?Above everything, the Manager has to deal with its insight. The more he understands and responds to dilemmas of the job, the more he will be effective.14 groups of question have been made for the manager to think of. Here are a few:Lets have a look at 3 areas ofconcern:About Dilemma of delegation:1.Mintzberg figured out that the informationshould be shared between the manager and the close subordinates.2.In order to respond quickly to numerous andvarious problems, the manager should use the management scientist: Managers haveinformation and authority, Scientist have time and technology.3. Gain time:two factors: First, he has to turn obligations to his own advantages.Second, he has to free his time and forced obligations into his schedule Lets have a look at 3 areas of concern:Can we educate our Managers?... You can find school to train scientist, marketing researchers, accountants, but how about managers?But why? Why do not we learn to train the individuality that are vital to our society? Well, that does make sense…Can we educate our Managers?...Our managements schools need to: identify the skills managers use,select student who show potential in these skills, put the students into situations where these skills can be practicedand then give them systematic feedback on their performance.We can also enhance the entrepreneurial skillsby designing programs that encourage sensible risk taking and innovation.Can we educate our Managers?...Above all, the Manager needs to be introspective about his work so that he may continue to leran on the job.Manager’s role and personality are vital to our societyCONCLUSIONSFOLKLORE AND FACTSThe 4 myths about the managers’job are no longer in use. Facts show that brevity, fragmentation and verbal communication characterize managers’jobCONCLUSIONS10 MANAGERIAL ROLES We have illustrated all the different managerial behaviours. They obviously differ from company to company…CONCLUSIONS CONCERNS AND EDUCATION ABOUTMANAGERSHowever different types of managers seems to act differently they always keep up with the same guide lineManagers’education remains an ABSTRACT area…LAST CONCLUSIONTHANK YOU …ANY QUESTIONS?。

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人力资源专业英语

人力资源专业英语

Chapter 1The Strategic Role of Human Resource Management （Ⅰ)人力资源管理战略作用●Ⅰ、Strategic Overview战略概述●Ⅱ、Study Goals学习目标●Ⅲ、The Manager's Human Resource Management Jobs管理者的人力资源管理工作●Ⅳ、Why Is HR Management Important to All Managers？为什么人力资源管理对所有的管理人员是重要的Ⅰ、Strategic Overview战略概述The headline said it all: “Despite plummeting profit margins（标题说：尽管利润率快速下降）, Dell Computer Corp. has no intention of backing off from an aggressive PC pricing strategy initiated earlier this year。

”（戴尔计算机公司不打算背弃今年早些时候发起的激进的PC定价策略）The first few years of the 21st century had thrown the (PC) industry for a loop。

(21世纪的前几年已经使PC为一个环工业）To maintain its new position as the world's number one personal computer maker（为了维持作为世界第一大个人电脑制造商的新位置），Dell’s average price per computer fell to about $2,000 in the first quarter of 2001, from about ＄2，300 the year before(戴尔每台计算机的平均价在2001年第一季度下降至2000美元,从一年前的约2300美元）. Its profit margin fell from 21％to 18%（它的利润率从21%下降到18%）。

管理学第9版练习题附答案

管理学第9版练习题附答案

管理学第9版练习题附答案Chapter 6 Decision Making: The Essence of the Manager’s JobTRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1.Problem identification is purely objective.2.The second step in the decision-making process is identifying a problem.3. A decision criterion defines what is relevant in a decision.4.The fourth step of the decision-making process requires the decision maker tolist viable alternatives that could resolve the problem.5.Once the alternatives have been identified, a decision maker must analyze eachone.6.The step in the decision-making process that involves choosing a best alternativeis termed implementation.THE MANAGER AS DECISION MAKER7.Making decisions is with the essence of management.8.Managerial decision making is assumed to be rational.9.One assumption of rationality is that we cannot know all of the alternatives.10.Managers tend to operate under assumptions of bounded rationality.11.Studies of the events leading up to the Challenger space shuttle disaster pointto an escalation of commitment by decision makers.12. Managers regularly use their intuition in decision making.13.Rational analysis and intuitive decision making are complementary.14.Programmed decisions tend to be repetitive and routine.15.Rules and policies are basically the same.16.A policy is an explicit statement that tells a manager what he or she ought orought not to do.17.The solution to nonprogrammed decision making relies on procedures, rules, andpolicies.18.Most managerial decisions in the real world are fully nonprogrammed.19.The ideal situation for making decisions is low risk.20.Risk is the condition in which the decision maker is able to estimate thelikelihood of certain outcomes.21.Risk is a situation in which a decision maker has neither certainty norreasonable probability estimates.22.People who have a low tolerance for ambiguity and are rational in their way ofthinking are said to have a directive style.23.Decision makers with an analytic style have a much lower tolerance for ambiguitythan do directive types.24.Individuals with a conceptual style tend to be very broad in their outlook andwill look at many alternatives.25. Behavioral-style decision makers work well with others.26.Most managers have characteristics of analytic decisionmakers.27.According to the boxed feature, “Managing Workforce Diversity,” diverseemployees tend to make decisions faster than a homogeneous group of employees.28.The anchoring effect describes when decision makers fixate on initial informationas a starting point and then, once set, they fail to adequately adjust for subsequent information.29.The availability bias describes when decision makers try to create meaning out ofrandom events.30. The sunk cost error is when decision makers forget that current choices cannotcorrect the past.DECISION MAKING FOR T ODAY’S WORLD31.Today’s business world revolves around making decisions, usually with completeor adequate information, and under minimal time pressure.32.Managers need to understand cultural differences to make effective decisions intoday’s fast-moving world.33.According to the boxed feature, “Focus on Leadership,” when identifyingproblems, managers might be from a culture that is focused on problem solving, or their culture might be one of situation acceptance.34.According to the boxed feature, “Focus on Leadership,” findings from studies byGeert Hofstede and from GLOBE researchers show that inhigh uncertainty avoidance countries, decision making tends to be based more on intuition than on formal analysis.35.Highly reliable organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESS36.Decision making is typically described as ________________, which is a view thatis too simplistic.a.deciding what is correctb.putting preferences on paperc.choosing among alternativesd.processing information to completion37.A series of eight steps that begins with identifying a problem and concludes withevaluating the decision’s effectiveness i s the ________________.a.decision-making processb.managerial processc.maximin styled.bounded rationality approach38.________________ is the existence of a discrepancy between an existing and adesired state of affairs.a.An opportunityb. A solutionc. A weaknessd. A problem39.In identifying the problem, a manager _________________./doc/d417811801.html,pares the current state of affairs with where they would like to beb.expects problems to be defined by neon lightsc.looks for discrepancies that can be postponedd.will not act when there is pressure to make a decision40.Which of the following statements is true concerning problem identification?a.Problems are generally obvious.b. A symptom and a problem are basically the same.c.Well-trained managers generally agree on what is considered a problem.d.The problem must be such that it exerts some type of pressure on the managerto act.41. What is the second step in the decision-making process?a.identifying decision criteriab.allocating weights to the criteriac.analyzing alternativesd.identifying a problem42.To determine the _____________, a manager must determine what is relevant orimportant to resolving the problem.a.geocentric behavior neededb.number of allowable alternativesc.weighting of decision criteriad.decision criteria43.What is the third step in the decision-making process?a.allocating weights to the criteriab.analyzing the alternativesd.implementing the alternative44.If all criteria in the decision making are equal, weighting the criteria______________.a.improves decision making when large numbers of criteria are involvedb.is not neededc.produces excellent decisionsd.improves the criteria45.In allocating weights to the decision criteria, which of the following is helpfulto remember?a.All weights must be the same.b.The total of the weights should sum to .c.Every factor criterion considered, regardless of its importance, must receivesome weighting.d.Assign the most important criterion a score, and then assign weights againstthat standard.46.What is the step where a decision maker wants to be creative in coming up withpossible alternative?a.allocating weights to the criteriab.analyzing alternativesc.developing alternativesd.identifying decision criteria47. When analyzing alternatives, what becomes evident?a.the strengths and weaknesses of each alternativec.the list of alternativesd.the problem48.When developing alternatives in the decision-making process, what must a managerdo?a.list alternativesb.evaluate alternativesc.weight alternativesd.implement alternatives49.Selecting an alternative in the decision-making process is accomplished by__________________.a.choosing the alternative with the highest scoreb.choosing the one you like bestc.selecting the alternative that has the lowest priced.selecting the alternative that is the most reliable50.In Step 6 of the decision-making process, each alternative is evaluated byappraising it against the _____________.a.subjective goals of the decision makerb.criteriac.assessed valuesd.implementation strategy51.______________ includes conveying a decision to those affected and getting theircommitment to it.a.Selecting an alternativeb.Evaluating the decision effectivenessc.Implementing the alternativesd.Analyzing alternatives52.Which of the following is important in effectively implementing the chosenalternative in the decision-making process?a.getting upper-management supportb.double-checking your analysis for potential errorsc.allowing those impacted by the outcome to participate in the processd.ignoring criticism concerning your chosen alternative53. The final step in the decision-making process is to _______________.a.pick the criteria for the next decisionb.reevaluate the weightings of the criteria until they indicate the correctoutcomec.evaluate the outcome of the decisiond.reassign the ratings on the criteria to find different outcomes54.Which of the following is important to remember in evaluating the effectivenessof the decision-making process?a.You should ignore criticism concerning the decision-making process.b.You may have to start the whole decision process over.c.You will have to restart the decision-making process if the decision is lessthan 50 percent effective.d.Ninety percent of problems with decision making occur in the implementationstep.THE MANAGER AS DECISION MAKER55.Managers are assumed to be ______________; they make consistent, value-maximizingchoices within specified constraints.a.rationalb.leaders/doc/d417811801.html,anizedd.satisficers56.It is assumed that a perfectly rational decision maker ______________.a.does not follow rational assumptionsb.does not consider value maximizing as an objectivec.offers inconsistent decisionsd.would be objective and logical57.Managers can make rational decisions if _________________.a.the problem is ambiguousb.the goals are unclearc.the alternatives are limitedd.time constraints exist58. Which of the following is not a valid assumption about rationality?a.The problem is clear and unambiguous.b. A single, well-defined goal is to be achieved.c.Preferences are clear.d.Preferences are constantly changing.59.When managers circumvent the rational decision-making model and find ways tosatisfice, they are following the concept of _________________.a.jurisprudenceb.bounded rationalityc.least-squared exemptionsd.self-motivated decisions60.B ecause managers can’t possibly analyze all information on all alternatives,managers ______________, rather than ______________.a.maximize; satisficeb.maximize; minimizec.satisfice; minimized.satisfice; maximize61.The type of decision making in which the solution is considered “good enough”is known as _________________.a.intuitionb.satisfyingc.maximizingd.satisficing62.When a decision maker chooses an alternative under perfect rationality, she______________ her decision, whereas under bounded rationality she chooses a ______________ decision.a.minimizes; satisficingb.satisfices; maximizingc.maximizes; satisficingd.maximizes; minimizing63. An increased commitment to a previous decision despite evidence that it may havebeen wrong is referred to as _______________.a.economies of commitmentb.escalation of commitmentc.dimensional commitmentd.expansion of commitment64.Intuitive decision making is _______________.a.not utilized in organizationsb. a conscious process based on accumulated judgmentc.making decisions based on experience, feelings, and accumulated judgmentd.important in supporting escalation of commitment65.In studying intuitive decision making, researchers have found that__________________.a.managers do not make decisions based on feelings or emotionsb.managers use data from their subconscious mind to help make their decisionsc.rational thinking always works better than intuitived.accumulated experience does not support intuitive decisions66.All of the following are aspects of intuition except __________________.a.experienced-based decisionsb.affect-initiated decisionsc.cognitive-based decisionsd.programmed decisions67._____________ are straightforward, familiar, and easily defined.a.Unstructured problemsb.Structured problemsc.Unique problemsd.Nonprogrammed problems68.Structured problems align well with which type ofdecision making?a.programmedb.satisficingc.intuitiond.gut feeling69. ______________ decision making is relatively simple and tends to rely heavily onprevious solutions.a.Nonprogrammedb.Linearc.Satisficingd.Programmed70.A procedure _______________.a.is an explicit statement detailing exactly how to deal with a decisionb.is a series of interrelated sequential steps to respond to a structuredproblemc.is a set of guidelines that channel a manager’s thinking in dealing with aproblemd.allows a manager to use broad decision-making authority71.A ______________ is an explicit statement that tells a manager what he or she canor cannot do.a.procedureb.policyc.ruled.solution72.A policy ____________.a.typically contains an ambiguous termb.is used frequently when a manager faces a structured problemc.allows little discretion on the part of the managerd.offers strict rules as to how a problem should be solved73.What is a difference between a policy and a rule?a. A policy establishes parameters.b. A rule establishes parameters.c. A policy is more explicit.d. A rule is more ambiguous.74.A ______________ typically contains an ambiguous term that leaves interpretationup to the decision maker.a.systemb.rulec.solutiond.policy75.A business school’s statement that it “strives for productive relationshipswith local org anizations” is an example of a ________________.a.ruleb.policyc.procedure/doc/d417811801.html,mitment76.Unstructured problems _____________.a.are easily solvedb.present familiar circumstancesc.force managers to deal with incomplete or ambiguous informationd.are routine77.Nonprogrammed decisions are best described as ________________.a.recurring, but difficult to makeb.very similar to problems in other areas of the organizationc.requiring more aggressive action on the decision maker’s thought processesd.unique and nonrecurring78.When problems are ______________, managers must rely on ______________ in orderto develop unique solutions.a.structured; nonprogrammed decision makingb.structured; pure intuitionc.unstructured; nonprogrammed decision makingd.unstructured; programmed decision making79.Lower-level managers typically confront what type of decision making?a.uniqueb.nonroutinec.programmedd.nonprogrammed80.Which of the following is likely to make the most programmed decisions?a.the CEO of PepsiCo.b.the vice president of General Motors Cadillac Division.c.the head of the Minute Maid Division at Coca-Cola.d.the manager of the local McDonald’s.81.______________ is a situation in which a manager can make accurate decisionsbecause the outcome of every alternative is known.a.Certaintyb.Riskc.Uncertaintyd.Maximaxe.Maximin82.If an individual knows the price of three similar cars at different dealerships,he or she is operating under what type of decision-making condition?a.riskb.uncertaintyc.certaintyd.factual83.A retail clothing store manager who estimates how much to order for the currentspring season b ased on last spring’s outcomes is operating under what kind of decision-making condition?a.seasonalb.riskc.uncertaintyd.certainty84.______________ is a situation in which a decision maker has neither certainty norreasonable probability estimates available.a.Certaintyb.Riskc.Uncertaintyd.Maximax85.Nonprogrammed decisions are typically made under a condition of ________________.a.certaintyb.low levels of riskc.uncertaintyd.reliability86. A person at a horse racetrack who bets all of his or her money on the odds-basedlong shot to “win” (rather than “place” or “show”) is making what kind of choice?a.maximaxb.maximinc.minimaxd.minimin87.What best describes the psychological orientation of an individual making a“maximax” choice?a.optimistb.realistc.pessimistd.satisficer88.Optimistic managers could be expected to utilize their maximax orientation whenthey _______________.a.maximize the maximum payoffb.maximize the minimum payoffc.minimize the maximum regretd.minimize the minimum regret89.What is the psychological orientation of a decision maker who makes a “maximin”choice?a.optimistb.realistc.pessimistd.satisficer90.Which of the following best describes “maximizing the minimum possible payoff”?a.maximaxb.maximinc.minimaxd.minimin91.A manager who desires t o minimize his or her maximim “regret” will opt for a______________ choice.a.maximaxb.maximinc.minimaxd.minimin92. Decision makers using what decision-making style make fast decisions and focuson the short run?a.directiveb.behavioralc.analyticd.conceptual93.What types are characterized as careful decision makers with the ability to adaptor cope with unique situations?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers94.Who are concerned about the achievements of thosearound them and are receptiveto suggestions from others?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers95.Many managers use __________ or rules of thumb to simplify their decision making.a.heuristicsb.biasesc.errorsd.habits96.When decision makers tend to think they know more than they do or holdunrealistically positive views of themselves and their performance, they are exhibiting _______________.a.self-serving biasb.the anchoring effectc.immediate gratification biasd.overconfidence bias97.When decision makers seek out information that reaffirms their past choices anddiscount information that contradicts past judgments, they are exhibiting _______________.a.availability biasb.the anchoring effectc.self-serving biasd.confirmation bias98.When decision makers assess the likelihood of an event based on how closely itresembles other events or sets of events, they are using _______________.a.availability biasb.framing biasc.selective perception biasd.representation bias99.What is the tendency for decision makers to falsely believe that they would haveaccurately predicted the outcome of an event once that outcome is actually known?a.the hindsight biasb.the sunk costs errorc.the randomness biasd.the selective perception biasDECISION MAKING FOR TODAY’S WORLD100.According to the boxed feature, “Focus on Leadership,” when _______________, managers might come from a culture that gathers facts or from a culture that is more intuitive in gathering ideas and possibilities.a.developing alternativesb.implementing alternativesc.searching for informationd.identifying problems101.To make effective d ecisions in today’s fast-moving world, managers need to -_______________./doc/d417811801.html,e the five-stage decision-making processb.know when it is time to call it quitsc.ignore cultural differencesd.identify their style of decision making102.What is a characteristic that the experts say an effective decision-making process has?a.It is inconsistent.b.It acknowledges only objective thinking.c.It focuses on all factors—even those that do not seem important.d.It requires only as much information and analysis as is necessary.103. What term is used by Navy aviators to describe a gut feeling that something isn’t right?a.leemersb.the creepsc.uneasinessd.regret104.Managers of highly reliable organizations (HROs) get the input of _______________ and let them make decisions.a.CEOsb.frontline workersc.customersd.suppliers105.When highly reliable organizations (HROs) face complexity, they -_______________.a.try to simplify datab.aim for deeper understanding of the situationc.defer to the expertsd.act, then thinkSCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESSDecisions, Decisions (Scenario)Sond ra needed help. Her insurance company’s rapid growth was necessitating making some changes, but what changes? Should they add to the existing information system or should they buy a new system? She was given the responsibility of analyzing the company’s pr esent information system and deciding what the company should do that would give them plenty of room. She was confused and needed help in making the correct decision.106.According to the decision-making process, the first step Sondra should take is to _____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.identify the problem107. According to the decision-making process, the second step Sondra should take is to ____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.allocate weights to the criteria108.Allocating weights to the criteria is the step in the decision-making process that occurs between identifying the decision criteria and ______________.a.developing the alternativesb.selecting alternativesc.implementing the alternatived.identifying the problem109.When Sondra is conveying her decision to those affected and getting their commitment to it, she is performing which stepin the decision-making process?a.analyzing alternative solutionsb.selecting alternativesc.implementing the alternatived.identifying the problem110.The very last step Sondra should take, according to the decision-making process, is to __________.a.analyze alternative solutionsb.select alternativesc.implement the alternatived.evaluate the decision’s effectivenessThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.111.Colleen needs a vehicle, but she has to decide if the vehicle is worth repairing. She is facing a(n) _____________, a discrepancy between an existing and a desired state of affairs.a.alternativeb.weighted problem setc.problemd.certainty avoidance situation112.In talking with an automotive repair person, Colleen needs to prioritize the repairs. Her first concern is safety of the vehicle. This step in the decision-making process is called __________________.a.weighting the decision criteriab.analyzing of alternativesc.identifying decision criteriad.selecting an alternativeTHE MANAGER AS DECISION MAKERThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.113.Colleen decides to have all of the problems fixed on the car. She assumes that the repair person has found all the problems and that there will be no problem correcting the imperfections within a specified budget. This is an example of a __________ decision.a.parochialb.irrationalc.ethicald.rational114.Colleen’s brother has a different view of the repairs. He assumes that the repair person is using the best information available, but there may be other unexpected repairs that might surface and that a higher budget might be more reasonable. He is using ______________.a.rational decision makingb.risk avoidancec.bounded rationalityd.Stage 4 decision making115.Colleen’s brother feels the car is worth repairing because he has owned several cars made by the same manufacturer as this car, and he has driven this car for several years. He is using _________ to determine that the car has value despite its need of repair.a.intuitive decision makingb.selective coordination of thought processesc.sunk costsd.return on investmentThe First Job (Scenario)Upon graduation, you search for a job with the university’s job placement center. Although you have studied and prepared to work in an advertising agency, the first job that you are offered is a supervisor in a manufacturing company working the afternoon shift from 3:00 . until 11:00 .116.If you had made a larger search using the Internet and other employment search processes, you might have been able to find more employment opportunities. This would have been a more _________ decision-making process.a.nonprogrammableb.uncertaind.perfectly rational117.Under bounded rationality, you would be expected to search for a job by ________________.a.looking at all the opportunities that can be analyzed in the time availableb.looking at all the opportunities availablec.looking “outside the box” in your searchd.analyzing all the opportunities until you find the perfect job118.If you use a shortened process of searching for a job, it is likely that you ___________ rather than maximized in your decision process.a.minimizedb.rationalizedc.satisficedd.agreed119.During your job search, you depend on __________ decision making by making your decision based on accumulated judgment and experience.a.experientialb.legalc.intuitived.formidableIs the Picture Clear? (Scenario)Sharon was the regional manager of a large cable television company. She faced many problems and decisions daily, such as how to price each market, who to hire, what kind of technology she should purchase, and how she should handle the increasing customer complaints. She needed some help sorting these issues out.120.When a customer calls and requests a refund for a partial month’s usage of cable, the fact that such situations are routine and most likely have a standard response would make the response a ______________ decision.a.standardb.routinec.policyd.programmed121.Sometimes Sharon follows a ______________, a series of interrelated sequential steps for responding to a structured problem.a.rulec.procedured.suggestion122.Sometimes Sharon instructs her local managers to follow ______________ when confronted with problem situations. Theseestablish parameters for the manager making the decision rather than specifically stating what should or should not be done.a.rulesb.proceduresc.policiesd.orders123.Unfortunately, Sharon also faces issues containing information that is ambiguous or incomplete, such as what kind of technology to purchase. These are known as ______________ problems.a.unstructuredb.variablec.randomd.hit-and-missManaging Your Career (Scenario)Michelle has a new job and is learning to perform the tasks assigned to her. Different situations demand different decision-making processes.124.Michelle finds a situation that instructs her in specific, interrelated, sequential steps to respond to a problem. This is referred to as a _____________.a.ruleb.policyc.broad guidelined.procedure125.Michelle finds a company directive that specifically restricts her from taking certain actions. This is a _____________.a.ruleb.policyc.broad guidelined.procedure。

招聘经理办公室秘书一名英语作文

招聘经理办公室秘书一名英语作文

招聘经理办公室秘书一名英语作文全文共6篇示例，供读者参考篇1Title: Hiring a Manager's Office SecretaryHello everyone! I’m looking for a secretary to work in the manager’s office. The job is super important and exciting, because you’ll get to help the manager with all kinds of tasks and be the go-to person in the office.First of all, you have to be really good at English. The manager needs someone who can write emails, reports, and other documents in English without any mistakes. So, if you’re great at English, this could be the job for you!Secondly, you have to be organized. The manager is always super busy, so you’ll have to help keep everything in order. You’ll schedule meetings, answer phone calls, and make sure everything runs smoothly in the office.Also, you have to be good at using computers. You’ll have to type up documents, create spreadsheets, and be a whiz atusing Microsoft Office. If you know how to use computers like a pro, you’ll be a perfect fit for this job!Finally, you have to be friendly and helpful. You’ll be the first person that visitors see when they come to the office, so you have to be welcoming and polite. You’ll also have to help out your colleagues whenever they need it.So, if you think you have what it takes to be the manager’s office secretary, come and join our team! Just send in your resume and a cove r letter, and we’ll get back to you soon. Good luck!篇2Hello everyone! My name is Lucy and I am the manager of a big company. I am looking for a new office secretary to help me with my work. Are you interested in this job?The office secretary will help me with many things, such as answering the phone, organizing my schedule, and typing up important documents. It’s a really important job because it helps me stay organized and on top of things.To be a good office secretary, you need to be able to speak English well. You also need to be good at using the computerand be really organized. You should also be friendly and good at talking to people on the phone.If you think you would be good at this job, please come and talk to me. I would love to meet you and see if you would be a good fit for our team. Working in an office can be really fun and you can learn a lot of new things.I hope to hear from you soon. Remember, if you work hard and do your best, you can achieve anything you set your mind to. Good luck!篇3Hello everyone! I'm writing to let you know that our school is looking for a new office secretary for the recruitment manager. This is a very important job because the office secretary will help the manager with all sorts of things like answering the phone, scheduling appointments, and keeping the office organized.The office secretary will also need to be good at speaking English because sometimes they will need to talk to people from other countries. It's important to be able to communicate clearly and politely, so good English skills are a must for this job.But don't worry if you're not perfect at English yet! As long as you're willing to learn and improve, that's what matters most. The most important thing is that you're friendly, responsible, and willing to work hard. If you're interested in this job, make sure to come to the school office and ask for more information.Being the office secretary for the recruitment manager can be a fun and rewarding job. You'll get to meet lots of different people and learn new things every day. Plus, you'll be helping the manager with important tasks that keep the school running smoothly. So if you think you have what it takes to be a great office secretary, don't hesitate to apply!Thank you for reading this announcement, and good luck to all the applicants! Let's work together to make our school the best it can be. Bye for now!篇4Hello everybody, my name is Amy, and I’m in charge of hiring a new office secretary for our manager. So, if you are interested in this job, keep reading!Our manager is looking for someone who is good at English, because he often has to communicate with foreign clients. So, it’s important that you have a good command of the Englishlanguage. You should be able to write emails, answer phone calls, and schedule appointments in English.Also, our manager needs someone who is organized and can prioritize tasks. You will have to manage his schedule, book meetings, and keep track of deadlines. So, being organized and detail-oriented is a must!If you are good at multitasking and can work well under pressure, that’s a big plus! Our manager often has a lot on his plate, so you should be able to juggle multiple tasks at once and stay calm under pressure.Lastly, our manager is looking for someone who is friendly and professional. You will be the first point of contact for clients and visitors, so you should have good communication skills and a positive attitude.If you think you have what it takes to be our new office secretary, please send your resume to us. We can’t wait to meet you and see if you are the right fit for our team!Good luck, and hope to hear from you soon!篇5Title: My Dream Job - Secretary for a Recruitment ManagerHi guys! My name is Lily and I’m a 10-year-old girl who loves English and dream about becoming a secretary for a recruitment manager when I grow up. I want to share with you all why I think I would be perfect for this job!First of all, I love English. I’m really good at speaking, reading, and writing in English. I can help the recruitment manager with any English tasks they need, like writing emails, making phone calls, or even talking to clients from other countries. I’m also good at organizing things and keeping everything tidy and in order. I can help the recruitment manager with scheduling meetings, keeping track of important documents, and making sure everything runs smoothly in the office.I’m also a very fr iendly and helpful person. I love meeting new people and making them feel welcome. I can answer phone calls, greet visitors, and help with any questions or problems they might have. I have a big smile and a positive attitude that can make anyone feel happy and comfortable.In conclusion, I believe I would be a great secretary for a recruitment manager because of my love for English, my organizational skills, and my friendly personality. I hope you will consider me for the job. Thank you for reading my essay!篇6Hello everyone, my name is Lily and I am the hiring manager for our company. We are looking for a new office secretary to help us out with all the important tasks that need to be done. Are you good at English? Can you type fast and answer phone calls with a smile on your face? Then you might be the perfect fit for our team!As the office secretary, you will be responsible for answering phone calls and emails, scheduling appointments, and keeping the office organized. You will also be in charge of making sure the office supplies are stocked and that everything is running smoothly. It's a busy job, but it's also a fun one!We are looking for someone who is friendly, organized, and willing to learn. It's a great opportunity for someone who wants to gain experience and grow in their career. So if you think you have what it takes to be our new office secretary, we would love to hear from you!Please send us your resume and a cover letter telling us why you would be a great fit for our team. We can't wait to meet you and see if you are the perfect candidate for the job. Good luck!。

经理用英文怎么说单词如何拼写

经理用英文怎么说单词如何拼写

经理用英文怎么说单词如何拼写经理通常指企业中负责经营管理的人，那么你知道经理的英文怎么说吗?下面店铺为大家带来经理的英文说法，欢迎大家学习。

经理的英文说法1：manager英 [ˈmænidʒə] 美 [ˈmænɪdʒɚ]经理的英文说法2：director英 [diˈrektə] 美 [dɪˈrɛktɚ, daɪ-]经理相关英文表达：assistant manager;副经理department manager;部门经理technical manager;技术经理sales manager;销售经理general manager总经理经理英文说法例句：1. The unemployed executives include former sales managers, directors and accountants.被解雇的管理人员包括前销售经理、主管和会计。

2. I want the manager'sjob when he calls it a day.等到经理不干了之后，我想接替他的位子。

3. When the great man arrived, the club's manager personally escorted him upstairs.那位要人到达时，俱乐部经理亲自陪他上楼。

4. Sometimes, the bank manager just doesn't see it your way.有时银行经理和你看问题的角度就是不一样。

5. Most farmers have bank managers breathing down their necks.大部分农场主的一举一动都受到银行经理们的密切关注。

6. The team was given a roasting by manager Alex Feguson.这个团队遭到了亚历克斯·费格森经理的严厉批评。