首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
Read the following article about different-sized management consultancies and the questions on the opposite page. For each qu
Read the following article about different-sized management consultancies and the questions on the opposite page. For each qu
admin
2018-05-18
99
问题
Read the following article about different-sized management consultancies and the questions on the opposite page.
For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.
A few years ago, when Carol Nichols arrived as head of human resources with NVCT, the fast-expanding telecoms and software services company, she knew that from day one working with management consultancy firms would be an integral part of her role. ’I had already decided on the kind of consultancies I wanted to employ’ she says. When I started, I was pretty much a one-woman department. So it was important for me to form partnerships to help me support the growth of the department and the company. What I wanted was smaller consultancies with whom I could establish personal relationships - firms which would grow with us, and be flexible enough to respond to our changing needs.’
Paul Eden, Managing Director of NVCT, confirms the desirability of smaller consultancies. ’Larger firms have a tendency to use one person to sell, and another to deliver with the result that clients may not really know who or what they are buying. With a smaller firm, you are buying the consultant as much as the product - the person rather than the brand.’
Penny White, financial services group Interco’s Head of Strategic Management, highlights other advantages of the smaller consultancy. ’A smaller consultancy recognises that it cannot do everything, and is much more willing to work with other preferred consultants for the good of the client,’ she says.’And on fees, smaller consultancies can be less rigid and more cost-effective, simply because their overheads are lower That is not to say that they need to undercut to win business, but part of a small consultancy’s strategy must be to thoroughly investigate how to add value to everything
it does. Larger consultancies are gaining expertise in business psychology and applying it to running change programmes, but they still tend to bring in their own team to implement projects, which means that when they move on, the know-how goes with them, leaving the client with a knowledge vacuum, not the integrated training that small firms, in particular really need.’
But the larger consultancies do have their advocates. Bill Dawkins, editor of Consultancy Today. ’One area where the industry giants have an edge is where major global companies require a standardised service across a number of different countries. Such clients are frequently spending substantial sums of money in consulting engagements and, not surprisingly, they are seeking the reassurance of a recognised and respected brand which they know they can trust to deliver’.
When it comes to choosing which kind of consultancy to use, there is no right or wrong in any absolute sense. By their very nature, smaller entrants are able to move more swiftly than the larger firms. But the question is whether they have the necessary substance and track record behind them to see larger-scale programmes through. Choose a smaller consultancy for pilot implementations where you want ’look and see’ solutions in a short space of time. Then turn to a larger firm for full implementation and transformation programmes. Increasingly, the choice between big and small is not mutually exclusive, but complementary.The two often find themselves working together on the same project - creating a combination neither of them can achieve on its own.
Penny White says that larger consultancies do not
选项
A、train their consultants to work with smaller companies.
B、appreciate the function of psychology in business.
C、deliver the results that projects are set up to achieve.
D、transfer their expertise fully to their clients.
答案
D
解析
转载请注明原文地址:https://kaotiyun.com/show/bv7d777K
本试题收录于:
BEC高级阅读题库BEC商务英语分类
0
BEC高级阅读
BEC商务英语
相关试题推荐
Task6IncreaseinOrdersThemanufacturingcompanyyouworkforhasexperiencedasuddenincreaseincustomerordersandiscon
Task6IncreaseinOrdersThemanufacturingcompanyyouworkforhasexperiencedasuddenincreaseincustomerordersandiscon
BusinessStrategy:thefactorsinvolvedininfluencingmarkettrendsratherthanreactingtothem
InformationManagement:howtoensurethatinformationismanagedeffectivelywithinacompany
Inthispartofthetest,youareaskedtogiveashorttalkonabusinesstopic.Youhavetochooseoneofthetopicsfromthe
Thecandidatechoosesonetopicandspeaksaboutitforapproximatelyoneminute.Oneminute’spreparationtimeisallowed.
Theinterlocutorasksyouquestionsonanumberofwork-relatedandnonwork-relatedsubjects.
Theinterlocutorasksyouquestionsonanumberofwork-relatedandnonwork-relatedsubjects.
TaskOne-Job•Forquestions13-17,matchtheextractswiththepeople,listedA-H.•Foreachextract,choosethejobeachsp
TaskOne-Job•Forquestions13-17,matchtheextractswiththepeople,listedA-H.•Foreachextract,choosethejobeachsp
随机试题
特发性血小板减少性紫癜的诊断依据不包括
某患者双手掌指关节肿胀疼痛3年,晨起有胶粘着感,活动后渐缓,查血类风湿因子+,诊断为类风湿性关节炎,为保持关节功能应注意
医疗机构发现甲类传染病时,对病源携带者、疑似患者的密切接触者,应依法及时采取的措施是
患者,男性,60岁,体检发现肝脏肿块,可作为肿块定性诊断的是
企业在销售收入确认之后发生的销售折让(不属于资产负债表日后事项),应在实际发生时冲减发生当期的收入。()
徇私枉法罪的客观方面表现为()。
自从美国经济学家熊彼特在1911年出版的《经济发展理论》中最早提出了以“创新”为核心的经济发展理论之后,各国都非常重视科技进步与技术创新。在熊彼特看来,所谓“经济发展”就是指整个资本主义社会不断地实现这种“新组合”,或者说资本主义的经济发展就是这
在x2独立性检验中,一位研究者想考查内外向的人格特征与颜色偏好是否有关。他选择了红黄蓝绿4种颜色,让30个内向被试、40个外向被试和30个在内外维度上居中的被试说出他们最喜欢哪种颜色。这个x2独立性检验的自由度是()
将函数展开成x一2的幂级数,并求出其收敛范围
Pessimists______toatragicsenseofhumannatureandcannotreallyenjoythepleasureoflivingasahumanbeing.
最新回复
(
0
)