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電大《績(jī)效與薪酬實(shí)務(wù)》期末備考復(fù)習(xí)題及參考答案 1、 單項(xiàng)選擇題（在各題的備選答案中，只有1項(xiàng)是正確的，請(qǐng)將正確答案的序號(hào)填寫在題中的括號(hào)內(nèi)，每小題2分。） 1.（ B ）環(huán)節(jié)設(shè)定績(jī)效指標(biāo)和績(jī)效標(biāo)準(zhǔn)。 A.績(jī)效考核 B.績(jī)效計(jì)劃 C.績(jī)效實(shí)施 D.績(jī)效反饋 2.（ C ）理論認(rèn)為，人的行為受到內(nèi)在需求的激勵(lì)。 A. 赫茲伯格的雙因素理論 B. 強(qiáng)化理論 C. 馬斯洛的需求層次理論 D. 期望理論 二、多選選擇題（在各題的備選答案中，有2個(gè)或2個(gè)以上的答案是正確的，請(qǐng)將正確答案的序號(hào)填寫在題中的括號(hào)內(nèi)，多選或錯(cuò)選均不得分） 1.平衡計(jì)分卡法從（A ）、內(nèi)部流程、客戶、（ D ）四個(gè)方面衡量績(jī)效。 A．財(cái)務(wù) B．服務(wù) C．組織行為 D．組織學(xué)習(xí) 2.下列選項(xiàng)正確的是（ C、D ）。 A．績(jī)效加薪、一次性獎(jiǎng)金計(jì)入基本薪酬，會(huì)引起勞動(dòng)力成本的長(zhǎng)期上漲。 B．計(jì)件工資、傭金操作復(fù)雜，管理成本較大。 C．一次性獎(jiǎng)金、特殊績(jī)效獎(jiǎng)金、計(jì)件工資、傭金以客觀的績(jī)效指標(biāo)為依據(jù)，能夠比較準(zhǔn)確、全面地體現(xiàn)員工的工作表現(xiàn)。 D．計(jì)件工資、傭金使員工過分關(guān)注個(gè)人績(jī)效，忽視了一些對(duì)組織重要的、但對(duì)員工個(gè)人績(jī)效沒有直接關(guān)系的方面。 3. 企業(yè)福利資金的籌集方式有（Ａ?。隆。? ）。 A．組織自己籌集福利資金 B．通過組織和員工共同承擔(dān)福利費(fèi)用籌集C．向社會(huì)募集 D．通過員工承擔(dān)某些福利的全部資金籌集 4. 薪酬調(diào)查的目的包括（ Ａ　Ｂ?。谩。? ） A．了解勞動(dòng)力市場(chǎng)和競(jìng)爭(zhēng)對(duì)手的薪酬?duì)顩r，有針對(duì)性地制定本組織的薪酬水平，增強(qiáng)本組織薪酬水平在勞動(dòng)力市場(chǎng)上的競(jìng)爭(zhēng)力。 B．了解競(jìng)爭(zhēng)對(duì)手的薪酬結(jié)構(gòu)狀況，為調(diào)整本組織的薪酬結(jié)構(gòu)提供依據(jù)。C．學(xué)習(xí)競(jìng)爭(zhēng)對(duì)手的薪酬管理經(jīng)驗(yàn)，提高本組織的薪酬管理能力。D．評(píng)估競(jìng)爭(zhēng)對(duì)手的勞動(dòng)力成本，有效控制本組織的勞動(dòng)力成本。 三、判斷題（在你認(rèn)為正確的命題的括號(hào)里打“√”，在錯(cuò)誤的命題的括號(hào)里打“”） 1.在績(jī)效計(jì)劃環(huán)節(jié)，要設(shè)計(jì)績(jī)效指標(biāo)和績(jī)效標(biāo)準(zhǔn)。（√ ） 2.績(jī)效管理就是績(jī)效考核。（ ） 3.基本薪酬以崗位為依據(jù)決定。（ ） 4.大多數(shù)福利具有普惠性。（ √ ） 四、名詞解釋 1、特征法 特征法把人格特征作為決定績(jī)效的重要因素，通過界定有利于帶來高績(jī)效的人格特征，評(píng)價(jià)員工在多大程度上具有這些人格特征，以此來推斷員工的績(jī)效。 2、津貼 津貼是指為了補(bǔ)償員工額外或特殊的勞動(dòng)消耗，保證員工的工資水平不受特殊條件影響而支付的報(bào)酬。 五、簡(jiǎn)答題 1.簡(jiǎn)述技能薪酬模式的優(yōu)勢(shì)。 技能薪酬模式的優(yōu)勢(shì)體現(xiàn)在以下五個(gè)方面：第一，能夠激勵(lì)員工學(xué)習(xí)技能，形成高水平技能；第二，技能薪酬模式有利于提高員工應(yīng)對(duì)環(huán)境變化的能力；第三，技能薪酬模式為員工全面、深刻地認(rèn)識(shí)業(yè)務(wù)系統(tǒng)功能提供了機(jī)會(huì)；第四，技能薪酬模式有利于降低勞動(dòng)成本；第五，技能薪酬模式有利于新技術(shù)的引進(jìn)。 2.簡(jiǎn)述績(jī)效考核的原則 組織在績(jī)效考核中應(yīng)遵循以下四個(gè)原則：（1）績(jī)效考核內(nèi)容與工作績(jī)效一致原則；（2）績(jī)效考核指標(biāo)的可觀察原則；（3）績(jī)效考核體系的結(jié)構(gòu)性原則；（4）績(jī)效考核指標(biāo)的獨(dú)立性原則。 3.薪酬調(diào)查的主要內(nèi)容有哪些？應(yīng)該如何做好薪酬調(diào)查？ 薪酬調(diào)查的項(xiàng)目主要包括基準(zhǔn)崗位描述、最低小時(shí)工資、平均小時(shí)工資、中位數(shù)小時(shí)工資、最高小時(shí)工資、基本薪酬及其結(jié)構(gòu)、獎(jiǎng)金、其他績(jī)效薪酬、各種補(bǔ)充福利計(jì)劃、薪酬政策等。薪酬調(diào)查的程序：（1）確定薪酬調(diào)查的目的與方法；（2）選擇調(diào)查崗位；（3）選擇調(diào)查范圍；（4）確定調(diào)查項(xiàng)目；（5）設(shè)計(jì)調(diào)查問卷及實(shí)施調(diào)查；（6）分析調(diào)查結(jié)果；（7）繪制市場(chǎng)薪酬曲線。 重要名詞解釋及簡(jiǎn)答題精匯： 1. 績(jī)效標(biāo)準(zhǔn)：衡量績(jī)效指標(biāo)實(shí)現(xiàn)程度的尺度，包括績(jī)效實(shí)現(xiàn)程度的等級(jí)以及各等級(jí)的定義。 2. 利潤(rùn)分享計(jì)劃：以盈利狀況作為員工所在部門或整個(gè)組織績(jī)效的衡量指標(biāo)，以超過盈利目標(biāo)的部分作為獎(jiǎng)金基數(shù)，以現(xiàn)金或公司股票形式，在全體員工之間進(jìn)行分配的制度。 3. 福利：組織為了吸引、保留和激勵(lì)員工，以員工及其家庭為對(duì)象，在工資等基本工作條件以外的生活條件方面，提供的法定或非法定的報(bào)酬。 4. 簡(jiǎn)述績(jī)效管理的主要環(huán)節(jié)及作用： （1）績(jī)效管理的主要環(huán)節(jié)包括績(jī)效計(jì)劃、績(jī)效實(shí)施、績(jī)效考核、績(jī)效反饋。 （2）績(jī)效計(jì)劃是績(jī)效管理的開始環(huán)節(jié)，其任務(wù)是設(shè)定績(jī)效指標(biāo)和績(jī)效標(biāo)準(zhǔn)?？?jī)效實(shí)施是實(shí) 現(xiàn)績(jī)效指標(biāo)和達(dá)到標(biāo)準(zhǔn)的過程。績(jī)效考核環(huán)節(jié)要對(duì)員工的工作結(jié)果和工作行為進(jìn)行評(píng)價(jià)。在績(jī)效反饋環(huán)節(jié)，要將考核得到的結(jié)果反饋給兩個(gè)方面：一是反饋給員工本人，二是反饋給其他的管理程序。 5. 簡(jiǎn)述長(zhǎng)期績(jī)效薪酬的主要形式及優(yōu)點(diǎn)。 (1)長(zhǎng)期績(jī)效薪酬是指薪酬衡量周期超過一年的績(jī)效薪酬。它一般以股票或股權(quán)作為激勵(lì)員工的手段，是員工分享組織所有權(quán)和未來收益權(quán)的一種形式。長(zhǎng)期績(jī)效薪酬的常見類型有員工持股計(jì)劃、股權(quán)激勵(lì)計(jì)劃和延期薪酬計(jì)劃。 （2）對(duì)組織來講，第一，它能夠促使員工關(guān)心組織的財(cái)務(wù)價(jià)值，引導(dǎo)員工提高績(jī)效。第二，它能夠吸引和留住高績(jī)效員工，第三，長(zhǎng)期績(jī)效薪酬不計(jì)入員工的基本薪酬，并且都有期限，因此不會(huì)長(zhǎng)期影響組織的勞動(dòng)力成本，第四，長(zhǎng)期績(jī)效薪酬計(jì)劃在有的國(guó)家可以得到減免稅收的優(yōu)惠，第五，長(zhǎng)期績(jī)效薪酬計(jì)劃有資本積累和資金籌集功能，第六，讓員工持有本組織股份有利于防止惡意收購(gòu)。 對(duì)員工來說，第一，能夠體現(xiàn)員工對(duì)組織的貢獻(xiàn)，滿足員工參與管理的需求，第二，向員工提供了股票投資機(jī)會(huì)，為其提高收入、累積財(cái)富創(chuàng)造了條件，第三，不要求員工支出資金或者只需支出部分資金，員工在股票分配之前也不需要付稅。 重點(diǎn)案例分析資料匯總： 1. 高興在一家合資公司工作將近5年了，他是一個(gè)比較“內(nèi)向”的人，出了工作上的問題，不愿意，也不好意思同他的上司交流。幾年來，這家公司依靠自己擁有的資源，公司發(fā)展得很快，但是，一直不是很重視績(jī)效考評(píng)。 去年，公司從外部引進(jìn)了一名人力資源總監(jiān)，至此，公司才開始正式施行績(jī)效考評(píng)制度，大多數(shù)員工也開始知道了一些有關(guān)員工績(jī)效管理的具體要求。 在這年年終考評(píng)時(shí)，高興的上司要同他談話，高興很是不安。雖然他對(duì)一年來的工作很滿意，但是不知道他的上司對(duì)此怎么看。 這整個(gè)談話過程是令人愉快的。高興在談話中，上司對(duì)他的表現(xiàn)總體來講是肯定的，同時(shí)，指出了他在工作中需要改善的地方。高興也同意此看法，他知道自己有一些缺點(diǎn)。離開上司辦公室時(shí)感覺不錯(cuò)。 但是，當(dāng)他拿到上司給他的年終考評(píng)書面報(bào)告時(shí)，高興感到非常震驚，且難以置信，書面報(bào)告中寫了他很多問題、缺點(diǎn)等負(fù)面東西，而他的成績(jī)、優(yōu)點(diǎn)等只有一點(diǎn)點(diǎn)。高興覺得這樣的結(jié)果好像有點(diǎn)“不可理喻”。高興從公司公布的“績(jī)效考評(píng)規(guī)則”上知道，書面考評(píng)報(bào)告是要長(zhǎng)期存檔的，這對(duì)高興今后在公司的工作影響很大，他感到很不安且苦惱。 請(qǐng)結(jié)合本案例回答下列問題： （1）績(jī)效面談在績(jī)效管理中有什么作用？（2）經(jīng)過績(jī)效面談后高興感到不安和苦惱，導(dǎo)致這樣的結(jié)果其原因何在？怎樣做才能避免這種問題的產(chǎn)生？ 參考答案： （1）說明員工績(jī)效面談的作用： ①使考評(píng)者與被考評(píng)者對(duì)績(jī)效管理有更加全面深入的認(rèn)識(shí)。通過績(jī)效面談，使得考評(píng)者對(duì)績(jī)效管理的目標(biāo)、考評(píng)方法、程序有進(jìn)一步的認(rèn)識(shí)，有利于下一輪績(jī)效考評(píng)工作的開展。 ②將員工績(jī)效考評(píng)的情況的反饋給員工。考評(píng)者要將員工績(jī)效的真實(shí)信息反饋給員工本人，對(duì)員工的成績(jī)、優(yōu)點(diǎn)進(jìn)行表?yè)P(yáng)，要指出員工的問題、缺點(diǎn)，使之改正。 ③依據(jù)考評(píng)結(jié)果制定績(jī)效改進(jìn)計(jì)劃。制定績(jī)效改進(jìn)計(jì)劃是考評(píng)者與被考評(píng)者共同的事情，考評(píng)者要給被考評(píng)者一定的指導(dǎo)。 （2）分析問題產(chǎn)生原因表面上看，是“績(jī)效面談”使得高興感到苦惱和不安。實(shí)際上，產(chǎn)生這樣問題的原因可能有下列幾種情況：①公司績(jī)效考評(píng)系統(tǒng)：公司上下對(duì)績(jī)效管理目的不清；②高興的上司對(duì)高興有偏見； ③高興的上司沒有很好的績(jī)效面談技巧，不敢對(duì)高興談?wù)搯栴}與缺點(diǎn)。 提出解決問題的對(duì)策： ①考評(píng)前績(jī)效目標(biāo)制定要明確、客觀、量化。 ②考評(píng)過程中要公正、公開、公平、考評(píng)者要注意員工績(jī)效信息的收集。 ③考評(píng)結(jié)束后要注意考評(píng)結(jié)果的反饋，考評(píng)者與被考評(píng)者要就考評(píng)的最后結(jié)果達(dá)成一致，共同制定員工的績(jī)效改進(jìn)計(jì)劃。 2. A公司的高層領(lǐng)導(dǎo)為本公司能夠更好地發(fā)展，去迎接新的挑戰(zhàn)，支持公司的人事部門全面修訂了考評(píng)制度，重新編制了考評(píng)表，并開始實(shí)施，如下： 公司對(duì)普通員工的考評(píng)分為自我考評(píng)、上級(jí)考評(píng)和人事部門考評(píng)；對(duì)部門經(jīng)理的考評(píng)分為自我考評(píng)、人事部門考評(píng)和下級(jí)考評(píng)。 每月初，部門經(jīng)理在員工考評(píng)表上列出員工本月應(yīng)當(dāng)完成的主要工作，將考評(píng)表發(fā)給員工?？荚u(píng)表除了列出本月的工作要求外，還有固定的考評(píng)項(xiàng)目，如工作態(tài)度、工作品質(zhì)、紀(jì)律性、協(xié)調(diào)能力、團(tuán)隊(duì)精神等，每項(xiàng)都說明了含義和分值，考評(píng)項(xiàng)目滿分為100分。月末員工填寫考評(píng)表為自己打分，交部門經(jīng)理。部門經(jīng)理在同一張考評(píng)表上為員工打分，交給人事部門。人事部門對(duì)員工進(jìn)行最終的考評(píng)和分?jǐn)?shù)匯總，并向員工通報(bào)當(dāng)月的考評(píng)成績(jī)。員工對(duì)考評(píng)結(jié)果如有疑問，可直接向人事部反映。 普通員工的考評(píng)自評(píng)占30％，人事部門評(píng)分占10％，部門經(jīng)理評(píng)分占60％，部門經(jīng)理的考評(píng)自評(píng)占30％，下級(jí)考評(píng)占20％，人事部門占10％，上級(jí)考評(píng)占40％。 請(qǐng)根據(jù)案例回答下列問題： （1）請(qǐng)指出該公司績(jī)效管理方面存在的問題？（2）請(qǐng)說明運(yùn)用績(jī)效分析方法確定培訓(xùn)需求和培訓(xùn)對(duì)象的主要內(nèi)容步驟。 1、參考答案：主要問題 ①員工只參與評(píng)價(jià)，沒有參與目標(biāo)制定。 ②參與人員的評(píng)價(jià)權(quán)重不合理，一般而言，績(jī)效評(píng)價(jià)應(yīng)以上級(jí)評(píng)價(jià)為主。 ③人力資源部考評(píng)角色定位有問題，人事部不應(yīng)直接參與考評(píng)，而應(yīng)對(duì)整個(gè)考評(píng)的流程進(jìn)行監(jiān)督。 ④考評(píng)期限不合理，部門經(jīng)理的考評(píng)期限不宜太短，應(yīng)按季度或年度考評(píng)。 ⑤考評(píng)反饋應(yīng)由員工的直接上級(jí)進(jìn)行，人力資源部可以負(fù)責(zé)分?jǐn)?shù)的匯總，但不能直接把結(jié)果反饋給員工。 2、參考答案：主要步驟 ①通過績(jī)效考評(píng)明確績(jī)效現(xiàn)狀。 ②根據(jù)工作說明書分析績(jī)效標(biāo)準(zhǔn)。③確認(rèn)理想績(jī)效與實(shí)際績(jī)效的差距。④分析績(jī)效差距產(chǎn)生的原因。 ⑤在根據(jù)績(jī)效差距原因分析基礎(chǔ)上，確認(rèn)培訓(xùn)需求和培訓(xùn)對(duì)象。⑥針對(duì)培訓(xùn)需求和培訓(xùn)對(duì)象擬定培訓(xùn)計(jì)劃。 3、 某公司是山東一家著名企業(yè)。該公司在2007年由人力資源部主持開發(fā)和實(shí)施了一套績(jī)效評(píng)估系統(tǒng)，試圖使人力資源管理工作走上正軌和高效。然而運(yùn)行一年多來，效果并不理想： (1)績(jī)效評(píng)估往往以HR經(jīng)理或直線經(jīng)理與員工之間的非正式談話為基礎(chǔ)。 (2)績(jī)效評(píng)估的標(biāo)準(zhǔn)相當(dāng)模糊，導(dǎo)致績(jī)效評(píng)分主觀經(jīng)常不正確。 (3)該績(jī)效評(píng)估系統(tǒng)無法向員工提供公司對(duì)其期望的信息，使員工對(duì)于要獲得有利評(píng)分而需要將工作做到什么程度一無所知。 (4)晉升、激勵(lì)、調(diào)動(dòng)和薪酬決策等缺少可靠的信息和數(shù)據(jù)。該公司的人力資源部總監(jiān)想改善這一狀況，然而又苦于無從著手。 請(qǐng)根據(jù)案例回答下列問題： （1）一個(gè)有效的績(jī)效評(píng)估系統(tǒng)具有什么作用？（2）該公司要有效地實(shí)施上述績(jī)效評(píng)估系統(tǒng)，通常要進(jìn)行哪些工作？ 1參考答案：一個(gè)有效的績(jī)效評(píng)估系統(tǒng)的作用①引導(dǎo)和激勵(lì)員工的行為趨向于組織的目標(biāo)。 ②約束和監(jiān)督員工行為以確保組織的目標(biāo)得以實(shí)現(xiàn)。良好的績(jī)效評(píng)估系統(tǒng)會(huì)提供一個(gè)系統(tǒng)的約束和監(jiān)督員工工作績(jī)效的方法。③為人力資源管理實(shí)踐提供決策的信息和數(shù)據(jù)。 2參考答案：該公司要有效地實(shí)施上述績(jī)效評(píng)估系統(tǒng)，通常要進(jìn)行一下三方面的工作： ①獲取對(duì)該系統(tǒng)的支持。 ②選擇評(píng)定者。很多企業(yè)認(rèn)為績(jī)效評(píng)估是人力資源經(jīng)理負(fù)責(zé)的，而實(shí)際上，績(jī)效評(píng)估必須由人力資源經(jīng)理、部門經(jīng)理或者同事共同進(jìn)行。人力資源部經(jīng)理主要負(fù)責(zé)評(píng)估系統(tǒng)的開發(fā)、監(jiān)督實(shí)施、培訓(xùn)和批準(zhǔn)備案等工作；而部門經(jīng)理是最熟悉員工的人，所以績(jī)效評(píng)估工作的98％是部門經(jīng)理來完成的。 ③確定恰當(dāng)?shù)脑u(píng)估時(shí)間安排。 4、 某公司自從2007年7月份開始實(shí)行目標(biāo)管理，到現(xiàn)在運(yùn)行了將近一年的時(shí)間了。然而，它的執(zhí)行過程并不順利，每個(gè)月目標(biāo)管理卡的填寫或制作似乎成了各個(gè)部門經(jīng)理的任務(wù)或者說是累贅，總感覺占了他們大部分的時(shí)間或者說是浪費(fèi)了他們的許多時(shí)間。每個(gè)月都是由辦公室督促大家寫目標(biāo)管理卡。該公司目標(biāo)管理的程序如下： （一）目標(biāo)的制定1.總目標(biāo)的確定 前一年年末，公司老總在職工大會(huì)上作總結(jié)報(bào)告，并向全體職工講明下一年度大體的工作目標(biāo)。然后，在年初的部門經(jīng)理會(huì)議上，總經(jīng)理和副總經(jīng)理、各部門經(jīng)理討論協(xié)商確定該年的目標(biāo)。2.部門目標(biāo)的制定 每個(gè)部門在前一個(gè)月的20日之前確定出下一個(gè)月的工作目標(biāo)，并以目標(biāo)管理卡的形式報(bào)告給總經(jīng)理，總經(jīng)理辦公室留存一份，本部門留存一份。目標(biāo)分別為各個(gè)工作的權(quán)重以及完成的質(zhì)量與效率，由權(quán)重、質(zhì)量和效率共同來決定。最后由總經(jīng)理審批，經(jīng)批閱以后方可作為部門的工作最后得分。3.目標(biāo)的分解各個(gè)部門的目標(biāo)確定以后，由部門經(jīng)理根據(jù)部門內(nèi)部的具體的崗位職責(zé)以及內(nèi)部分工協(xié)作情況進(jìn)行分配。 （二）目標(biāo)的實(shí)施 目標(biāo)的實(shí)施過程主要采用監(jiān)督、督促并協(xié)調(diào)的方式，每個(gè)月月中由總經(jīng)理辦公室主任與人力資源部績(jī)效主管共同或是分別到各個(gè)部門詢問或是了解目標(biāo)進(jìn)行的情況，直接與各部門的負(fù)責(zé)人溝通，在這個(gè)過程中了解到哪些項(xiàng)目進(jìn)行到什么地步，哪些項(xiàng)目沒有按規(guī)定的時(shí)間、質(zhì)量完成，為什么沒有完成，并督促其完成項(xiàng)目。 （三）目標(biāo)結(jié)果的評(píng)定與運(yùn)用 1.目標(biāo)管理卡首先由各部門的負(fù)責(zé)人自評(píng)，自評(píng)過程受人力資源部與辦公室的監(jiān)督，最后報(bào)總經(jīng)理審批，總經(jīng)理根據(jù)每個(gè)月各部門的工作情況，對(duì)目標(biāo)管理卡進(jìn)行相應(yīng)的調(diào)整以及自評(píng)的調(diào)整。 2.目標(biāo)管理卡最后以考評(píng)得分的形式作為部門負(fù)責(zé)人的月考評(píng)分?jǐn)?shù)，部門的員工的月考評(píng)分?jǐn)?shù)的一部分來源于部門目標(biāo)管理卡。這些考評(píng)分?jǐn)?shù)作為月工資的發(fā)放的主要依據(jù)之一。但是，在最近部門領(lǐng)導(dǎo)人大多數(shù)反映不愿意每個(gè)月填寫目標(biāo)管理卡，認(rèn)為這沒必要，但是明顯地在執(zhí)行過程中，部門員工能夠了解到本月自己應(yīng)該完成的項(xiàng)目，而且每一個(gè)項(xiàng)目應(yīng)該到什么樣的程度是最完美的。還有在最近的一次與部門員工的座談中了解到，有的部門員工對(duì)本部門的目標(biāo)管理卡不是很明確，其中的原因主要就是部門的辦公環(huán)境不允許把目標(biāo)管理卡張貼出來（個(gè)別的部門），如果領(lǐng)導(dǎo)每個(gè)月不對(duì)本部門員工解釋明白，他們根本就不知道他們的工作目標(biāo)是什么，只是每個(gè)月領(lǐng)導(dǎo)叫干什么就干什么，顯得很被動(dòng)??可是部門領(lǐng)導(dǎo)如今不愿意作目標(biāo)管理這一塊，而且有一定數(shù)目的員工也不明白目標(biāo)管理分解到他們那里的應(yīng)該是什么。 目前人力資源部的人數(shù)有限，而且各司其職。面對(duì)以上存在的問題，人力資源部應(yīng)該怎樣處理？ 請(qǐng)根據(jù)案例回答下列問題： （1）該公司的目標(biāo)管理總體上存在哪些問題？ （2）假設(shè)你是該公司的人力資源經(jīng)理，你會(huì)采取哪些措施？ 1參考答案：?jiǎn)栴} ①目標(biāo)的設(shè)置沒有下屬的參與，主觀性較強(qiáng)，且缺少應(yīng)有的層次。②上下級(jí)缺少有效的溝通，各級(jí)員工對(duì)目標(biāo)體系不甚了解。③為各部門設(shè)置目標(biāo)難以把握。 ④考核的結(jié)果沒能公開，員工不知道自己的前景怎樣，該向什么方向前進(jìn)。 2參考答案：措施 ①取得公司高層領(lǐng)導(dǎo)的支持。 ②充分溝通，讓各部門經(jīng)理及全體員工進(jìn)一步詳盡地了解“目標(biāo)管理法”。 ③在確立目標(biāo)和考核時(shí)，必須有下屬充分參與，這樣可以提高員工的工作積極性，降低決策失誤的風(fēng)險(xiǎn)。 ④執(zhí)行目標(biāo)管理，必須要向下屬充分授權(quán)，授予下屬完成目標(biāo)所必須的權(quán)力，下屬在目標(biāo)的引導(dǎo)下開展工作。 ⑤努力營(yíng)造積極的組織環(huán)境，創(chuàng)造良好的工作氛圍，提倡充分而公開的信息交流，讓員工了解考核的結(jié)果，使員工明確什么使被組織承認(rèn)的和如何努力得到組織承認(rèn)，MBO導(dǎo)向績(jī)效管理鼓勵(lì)通過團(tuán)隊(duì)的努力實(shí)現(xiàn)目標(biāo)，注重在目標(biāo)牽引下的個(gè)人能力的成長(zhǎng)。 請(qǐng)您刪除一下內(nèi)容，O(∩_∩)O謝謝！??！2015年中央電大期末復(fù)習(xí)考試小抄大全，電大期末考試必備小抄，電大考試必過小抄Shanghai’s Suzhou Creek has witnessed much of the city’s history. Zhou Wenting travels this storied body of water and finds its most fascinating spots. Some lucky cities can boast a great body of water, like London with the river Thames and Paris with the river Seine. Shanghai is privileged enough to have two great bodies of water: Huangpu River and Suzhou Creek.Huangpu River became famous when colonists established clusters of grand buildings on its banks on what became known as the bund. Today, the bund overlooks the breathtaking skyline of Lujiazui financial district. Shanghai’s other body of water, however, Suzhou Creek, has been somewhat overshadowed. Suzhou Creek links the inland cities of Jiangsu province with Shanghai. When the British colonists, who arrived in the city after it was opened as a commercial port in 1843 found they could reach Suzhou, Jiangsu province, via the creek, they named it Suzhou Creek. Thanks to its location, a large amount of cargo and travelers were transported via the creek before rail links were established. But after a century of being utilized as a waterway to transport goods and labor, the creek grew dark and smelly. Industrial factories were established along the banks. In the 1990s it became a key task of the city government to clean the creek. Suzhou Creek, which snakes 17 km from the iconic Waibaidu Bridge downtown to the outer ring road in west Shanghai, maps the changing periods of the city’s history, including the imprints of the concessions, the beginning of industrialization and the improvement in people’s living conditions. Where the Bund began In-between the shopping street of East Nanjing Road and the Bund, are a cluster of streets that give me the illusion that I am no longer in modern Shanghai. The streets are narrow and old and criss-cross each other. Any old residential house may turn out to be a former office of the British, constructed in the 1880s. Pawnshops and hardware stores that are hard to find elsewhere, are plentiful here. This area, at the confluence of Huangpu River and Suzhou Creek, is called the Bund Origin. Countless tour buses stop at the site every day and visitors from around the world get off to see this place, the starting point of the concessions in the city. It all started in 1872, when the former British Consulate General was constructed and the Bund began its transformation into an the financial street of the East. Now the site of the former consulate is called “No 1 Waitanyuan”, which translates to “the Bund Origin”, to honor its beginnings. The entire complex of this historical site comprises of five buildings, the former British Consulate General, the official residence of the consul, the former Union Church, the church apartments and the former Shanghai Rowing Club. The size of the courtyard is equivalent to that of four standard soccer fields. The building of the former consulate is a two-storey masonry building on an H-shaped plan in typical English renaissancestyle. The building is designed with a five-arch verandah on the ground floor with a raised terrace facing the garden, while the facade features an entry portico beneath a colonnaded loggia. It has been turned into a caf where dinner and afternoonteaare available. Visitors can choose to sit indoors or outdoors to enjoy the magnificent gardens with nearly 30 ancient trees. Yuanmingyuan Road behind the complex is also a historical site. The road has been revamped as a pedestrian shopping street and high-end brands have seized the best spots. Altogether, 14 old buildings, including those used for offices and residences constructed during 1920s and 1930s, remain. Today, it is a popular location for commercialfashionphoto shoots. New Tian’an Church, or Union Church, stands at the intersection of Yuanmingyuan Road and Suzhou Creek. The church, designed in the style of the English countryside, has a capacity of 500 people. It was very popular during the concession period but was converted into factory offices after 1949. The church we see today is a replica, the original burned down in 2007. There used to be an outdoor swimming pool, the first of its kind in Shanghai, beside the church but has been filled-in and is now a small garden. Bridge of romance There is perhaps no other place that’s more representative of Shanghai than this bridge, which appears in quite a lot ofmovies about the city. Dozens of couples visit every day to pose for their pre-wedding photos on the bridge where Suzhou Creek begins and interconnects with Huangpu River. This is Waibaidu Bridge, or the Garden Bridge. The soon-to-be-wed couples pose in splendid attire on the bridge, leaning against the railing or sitting on the wooden floor. Some even risk walking into the middle of the road to get the perfect shot.Colorful lights illuminate the bridge throughout the night, making it a picturesque place for pre-wedding portraits and lovers to meet. Constructed in 1873 and designed by a British company, the 106-meter-long bridge was the first-ever major bridge in Shanghai. In 1856, the first large wooden bridge, Wells Bridge, was built over Suzhou Creek but the bridge toll led to complaints from citizens. So 17 years later, another wooden bridge, which did not require tolls, was built. People called it Waibaidu, which means “going across for free”. The bridge was renovated as a steel truss structure in 1907. Because nearly 40 bridges have now been built over Suzhou Creek, the bridge is no longer a traffic artery but is more of an observation deck for tourists. It is a tradition in Shanghai for a grandmother to walk across a bridge with their grandchild when he or she reaches one month. This represents that the newborn has overcome all the twists and turns and its journey will be safe and smooth throughout his or her life. "Waibaidu Bridge is always the best option because it’s the icon of Shanghai. The picture of my daughter when she was a baby held by her grandmother was also taken here. It’s like a family tradition," says Wang Xuefen, a Shanghai native who has a newborn grandson. Changning Riverside There is a 5-km stretch of waterfront by Suzhou Creek in Changning district on Changning Road from the intersection of Hami Road to Jiangsu Road. It has become a popular place to take a walk and sunbathe on the lawn. There is an overpass at the intersection of Changning Road and Gubei Road for people to enjoy the view of the creek and a 3-km plastic runway on both sides of Changning Road, which attracts people of all ages, Chinese and expat. "Jogging on the two sides gives a different feeling because the north side is next to the creek, and the south side is adjacent to the residential highrises, which is like jogging in the jungle," says Xiao Xu, a 27-year-old woman who lives nearby. The riverside used to be completely different. Dozens of textile mills, chemical plants and machine manufacturing factories were set up along the creek in the 1920s. They brought industrialization but also pollution. From the 1930s the creek could no longer be used as a source for tap water, and no living fish or shrimp could be found. "Suzhou Creek in my memory is dark and smelly. I used to go to the riverbank to watch the sewage disposal running out from the chemical plants when I was a little girl. We didn’t know it was pollution. We thought it was a red waterfall," says Huang Qi, a 57-year-old Shanghai resident. "So the residential houses along the creek were unpopular, and only migrants with low incomes would live in that area," she says. However, things have changed. The plants were closed and turned into riverside parks and the apartments in the new highrises, especially those facing the creek, are much sought after. East China University of Political Science and Law This is the famous former Saint John’s University, China’s first-ever modern institution of higher education established by missionaries from the United States in 1879. The buildings combine Chinese and Western elements. Address: 1575 Wanhangdu Road, Changning district The old residential area After you leave the university from its east gate you will enter a shabby neighborhood that retains its original look. The alleys are narrow and the houses are overcrowded. Some things have not changed for many generations, such as raising chickens at home. Address: West Guangfu Road Moganshan Road This is anartsy street that has become very popular among artists and fashionistas in recent years. Graffiti covers the walls on the winding street, where you can find a cluster of art galleries and creative industry offices. Sihang Warehouse Four banks jointly funded the construction of this warehouse, so it is named sihang, or four banks. The warehouse, built in 1931, was used for the storage of food, first-aid supplies and ammunition during the years of war. The building, which is also a masterpiece left by the Hungarian architect Laszlo Hudec in the 1930s, has been recently transformed into a center of creative industry workshops. Address: 1 Guangfu Road, Zhabei district