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 this introduction to an article about an approach to management. • Choose the best sentence from the opposite page to fil
• Read this introduction to an article about an approach to management. • Choose the best sentence from the opposite page to fil
admin
2010-01-28
31
问题
• Read this introduction to an article about an approach to management.
• Choose the best sentence from the opposite page to fill each of the gaps.
• For each gap (9-14), mark one letter (A-H) on your Answer Sheet.
• Do not use any letter more than once.
Introducing T-shaped management
Despite their best efforts, most companies continue to squander what may be their greatest asset in today’s knowledge economy. I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organisations. This seems a great shame, because capitalising on those intellectual resources - using existing knowledge to improve performance or combining strands of knowledge to create something altogether new - can help companies respond to a surprising array of challenges, from fending off smaller, nimbler rivals to integrating businesses that have been forced together in a merger.
(9) I suggest another approach, one that requires managers to change their behaviour and the way they spend their time. The approach is novel but, when properly implemented, quite powerful. I call it T-shaped management.
T-shaped management relies on a new kind of executive, one who breaks out of the traditional corporate hierarchy to share knowledge freely across the organisation (the horizontal part of the T) while remaining fiercely committed to individual business unit performance (the vertical part). (10) Although this tension is most acute for heads of business units, any T- shaped manager with operating unit obligations must wrestle with it.
You might ask, why rely so heavily on managers to share knowledge? Why not just institute a state-of-the-art knowledge management system? The trouble is that those systems are best at transferring explicit knowledge; for example, the template needed to perform a complicated but routine task. (11) In fact, this implicit knowledge sharing is crucial to the success of innovation-driven companies. Furthermore, merely moving documents around can never engender the degree of collaboration that is needed to generate new insights. (12)
Effective T-shaped managers will benefit companies of almost any size, but they’re particularly crucial in large corporations where operating units have been granted considerable autonomy. Although giving business units greater freedom generally increases accountability and spurs innovation, it can also lead to competition between units, which may hoard, rather than share, expertise. (13)
So, how do you successfully cultivate T-shaped managers and capitalise on the value they can create? Energy giant BP Amoco provides some provocative answers. My in-depth examination of their management practices highlighted five specific types of value that T-shaped managers can generate. (14) It is important to follow these, because the benefits of T-shaped management will not be realised if the concept is poorly implemented. Senior executives must put in place mechanisms that simultaneously promote and discipline managers’ knowledge-sharing activities.
A However, direct personal contact is more typically needed to effectively transfer the kind of knowledge that must be creatively applied to particular business problems or opportunities.
B For that, companies really have to bring people together to brainstorm.
C Many companies have tried, with mixed success, to leverage this underused asset by centralising knowledge management functions or by investing heavily in knowledge management technology.
D The entire history of the T-shaped manager is one of evolution, a process that continues to this day.
E The successful T-shaped manager must learn to live with, and ultimately thrive within, the stress created by this dual responsibility.
F By encouraging collaboration, a T-shaped management system can be a powerful counterbalance to such negative behaviour.
G Their experience also suggests guidelines for creating an environment in which T-shaped managers will flourish.
H I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organisations.
选项
答案
A
解析
转载请注明原文地址:https://kaotiyun.com/show/raKd777K
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
Whomostlikelyisgivingthespeech?
Whoismostlikelygivingthetalk?
Whatdidthewomanlearnaboutduringthetraining?
Yourcompanyhasfoundthatineffectivetimemanagementisoneofthemajorproblemareasthrough-outtheworkforce.Youhaveb
Theinterlocutorasksyouquestionsonanumberofwork-relatedandnonwork-relatedsubjects.(Thecandidatechoosesonetop
TaskSheet:A:TimeManagement:theimpotanceofprioritizingtasksofworkB:Recruitment:howtoselectcompetentapplican
Inthispartofthetest,youareaskedtogiveashorttalkonabusinesstopic.Youhavetochooseoneofthetopicsfromthe
Inthispartofthetest,youareaskedtogiveashorttalkonabusinesstopic.Youhavetochooseoneofthetopicsfromthe
Askingquestions征询
Theinterlocutorasksyouquestionsonanumberofwork-relatedandnonwork-relatedsubjects.
随机试题
报盘
Acontractisanagreementwhichsetsforthbindingobligationsoftherelevantparties.Itisenforceablebylaw,andanyparty
什么是生理盲点?有何临床意义?
关于舒适的治疗性环境的描述,下列哪项是正确的()。
某企业请你为其进行独立投资方案的比较决策,现有四个方案可供选择,其中:甲方案的项目年限为10年,投资回收期为6.5年;乙方案的项目年限为6年,净现值为220万元;丙方案的内含报酬率为10%;丁方案的现值指数为0.85。设定的基准折现率为12%,则该企业应该
关于质量保证的概念,下列说法正确的是()。
寿山石中最名贵的是()。
抗日民族统一战线中的中间势力不包括()。
考生文件夹下存在一个数据库文件“samp3.accdb”,里面已经设计了表对象“tEmp”、窗体对象“fEmp”、报表对象“rEmp”和宏对象“。mEmp”。同时,给出窗体对象“fEmp”的若干事件代码,试按以下功能要求补充设计。功能:在bt
A、Itmakesoneignoreotherthings.B、Itdoesn’thelponeloseweight.C、Itdoesharmtoone’shealth.D、Itpreventsonefromac
最新回复
(
0
)