剑桥BEC高级真题第四辑TEST1.doc

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Forpaueonsuydresahnfrcomercaus
BEC 真题 第四辑高级 Test 1
READING 1
B
Companies often attempt to implement a major change in strategy. Determined managers go forth with the plans, and they expect enthusiasm and commitment from their subordinates. But instead, employees drag their feet and figure out ways to undermine the process. The change effort gets bogged down, and results fall short. In Why Resist Change? Paul Strong explains how corporate leaders can overcome empl oyees ’concerns about change by revising the mutual obligations and commitments , both stated and implied, that exist between them. The author presents two case studies of his ideas in action.
C
Business units often take charge of formulating strategy in today ’s environment, but they can easily get lost in a thicket of weeds — too many customers, products and services. In Strategic Business Unit Renewal , John White provides a method for business units to prune their
gardens and regain perspective. His strategy-renewal
process leads managers through
the
undergrowth of a business unit ’s complexity and compels them to ask whether all of the unit
’s
customers, products and
services are truly strategically
important,
significant and profitable.
Units that do not meet
these criteria must cut back
to allow a
greater concentration
on
cultivating their most worthy projects.
D
Which came first, Harry J. Mindenberg wonders in Musings 0n Management Strategy: our misguided ideas of what makes a good manager and a good organisation, or the programmes that claim to create them? A professor of management himself at McGill University in Canada and at INSEAD in France, Mindenberg takes on management fads, management education and the worship of management gurus — and offers some provocative alternatives.
E
The next time you are planning a major change effort, forget the huge meeting, the speeches relaye