to find solutions to the problems. Facilitators (»áÒéÖ÷³ÖÈË) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions.
Another program to improve effectiveness and efficiency was Best Practices. The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company's performance.
Jack Welch was personally involved in developing managers at GE's training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company.
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1. Jack Welch retired at the age of 65. T
2. Jack Welch insisted that each of the businesses should be at least number 3 in their respective area. F
3. If the business could not meet Welch's change requirements, its manager had 3choices. T 4. The restructuring went before changing the organizational culture and the managerial styles of GE's managers. T
5. The Work Out lasted a week. F µ¥Ôª×Ô²â 7 µÚÒ»Ì×
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______ the importance of English, we should put more effort into it and try to learn it well. Ñ¡ÔñÒ»Ï A. Given ÌâÄ¿6
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1. Two different corporate cultures are discussed in the dialog. T 2. Melinda's company also has a creative culture. F
3. According to Jack, the important thing is to hire the right employees in the first place. T 4. In a creative culture teamwork is not encouraged. F
5. A creative culture is better than a collaborative culture. F µÚ¶þÌ×
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¡ª The Auto Show in the City Stadium has been canceled.
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The reason _____ he was absent from class yesterday was that he was ill and hospitalized. Ñ¡ÔñÒ»Ï B. why ÌâÄ¿4
Compared ______ English, Chinese is generally believed to be more difficult to learn. Ñ¡ÔñÒ»Ï A. with ÌâÄ¿5
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What is museum? A museum is a good place to keep old and beautiful things. A museum may be a place to learn about science. A museum can be a place about art of Indians or animals. What is inside a museum? Some museums have old cars and airplanes. Many museums have pictures and statues £¨µñÏñ£©. Others have rocks and old bones. One museum even has a coal mine inside! Many cities have museums. Some very small towns have museums, too. Indianapolis has a children's museum. Children do not have to pay to get in. Children go to the museum often. They like to look at the dinosaur bones. They see a white bear ten feet tall. They go inside an old log cabin £¨Ð¡Ä¾ÎÝ£©. On Saturday, Indianapolis children can hear talks about animals and trees. They see movies. µ¥Ôª×Ô²â 8 µÚÒ»Ì×
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¡ª You have to believe in yourself. No one else will, if you don't.
¡ª ____________________Confidence is really important. Ñ¡ÔñÒ»Ï
C. I couldn't agree more. ÌâÄ¿2
¡ª I'd like a wake-up call at 7:00 a.m., please! ¡ª OK,________________ . Ñ¡ÔñÒ»Ï
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please ______ your hand if you have any question at all. Ñ¡ÔñÒ»Ï A. raise ÌâÄ¿4
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When people are surrounded by ______ communication and encouragement, they can find the courage to try, fail, redo, and try again. Ñ¡ÔñÒ»Ï B. constant ÌâÄ¿6
¶þ¡¢ÔĶÁÀí½â£º¸ù¾ÝÎÄÕÂÄÚÈÝ£¬Íê³ÉÑ¡ÔñÌ⣨¹²50·Ö£©¡£ How Do You Create a Culture of Innovation?
Have you noticed the courage buried in the word encourage? To create a culture in which innovation flourishes takes courage. Determined innovators are always courageous enough to establish a culture in which innovation is greatly encouraged and rewarded. Here are three ways to do that.
Put innovation at the heart of strategy, and persist it in every message. Think of innovation strategy as a pyramid: big bets at the top, a few projects in development in the middle, and a broad base of continuous improvements, lasting contributions, and early-stage new ideas at the bottom. Define jobs around innovation. Make it a job prerequisite. Consider 3M¡¯s move to become one of