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| № | Вопрос | Действия |
|---|---|---|
| 61 | Прочитайте предложенный текст и выберите единственно правильный ответ. In marketing, as in the rest of life, there is much to learn from history. Postmortems of marketing failures are important factors in making decisions about the future. The spectrum of marketing failures ranges from inadequate return on the original investment to corporate bankruptcy. As production techniques and marketing systems become more sophisticated, cross-cultural trading increases. As people of different cultures become more dependent on each other for their living standards, they appreciate the need for peace and stability. Communication and transportation systems have created a small world, in a marketing sense. Every year more and more firms, even relatively small ones, enter the international market. The problems encountered there are significantly different from those encountered in domestic operations. Marketers are accustomed to risk-taking; but in international dealings the dimensions of these risks are often misjudged and misunderstood. The emergence of the multinational corporation (MNC) is of major significance in the future of marketing. Many firms that entered the export business in a modest way eventually became fully committed to an international perspective. The two basic roles of these MNCs are the transmission of resources, especially technological and managerial skills, and organization of the economic activities of several nations. Global approaches to economic decisions often differ with the aims of specific countries. There may be resistance to multinational activities for reasons of nationalism, control, and the extraction of profits One of the basic roles of the multinational corporation is …. | Открыть |
| 62 | Прочитайте предложенный текст и выберите единственно правильный ответ Most well-run organizations attempt to develop and follow strategies, large-scale action plans for interacting with the environment in,order to achieve long-term goals. A comprehensive statement of an organization`s strategies, along with`its mission arid goals, constitutes an organization`s strategic plan. To learn where such strategies originate and how they are put in action, we need to examine carefully an aspect of the planning function called strategic management. Strategic management is a process through which managers formulate and implement strategies geared to optimizing strategic goal achievement, given available environmental and internal conditions. This definition recognizes that strategic management is oriented toward reaching long-term goals, weighs important environmental elements, considers major internal characteristics of the organization, and involves developing specific strategies. The strategic management process is made up of several major components. The process begins with identifying the organization`s mission and strategic goals. The process also includes analyzing the competitive situation, taking into consideration both the external environment and relevant organizational factors. The part of the strategic management: process triat includes identifying the mission and strategic goals, conducting competitive analysis, and developing specific strategies is often referred to as strategy formulation. In contrast, the part of the strategic management process that focuses on carrying out strategic plans and maintaining control over how those plans are carried out is known as strategy implementation. Strategy implementation is increasingly highlighted as a distinct part of the strategic management process because even the most brilliantly formulated strategies must be implemented effectively in order to reach strategic goals. Strategic management … | Открыть |
| 63 | Прочитайте предложенный текст и выберите единственно правильный ответ Most well-run organizations attempt to develop and follow strategies, large-scale action plans for interacting with the environment in,order to achieve long-term goals. A comprehensive statement of an organization`s strategies, along with`its mission arid goals, constitutes an organization`s strategic plan. To learn where such strategies originate and how they are put in action, we need to examine carefully an aspect of the planning function called strategic management. Strategic management is a process through which managers formulate and implement strategies geared to optimizing strategic goal achievement, given available environmental and internal conditions. This definition recognizes that strategic management is oriented toward reaching long-term goals, weighs important environmental elements, considers major internal characteristics of the organization, and involves developing specific strategies. The strategic management process is made up of several major components. The process begins with identifying the organization`s mission and strategic goals. The process also includes analyzing the competitive situation, taking into consideration both the external environment and relevant organizational factors. The part of the strategic management: process triat includes identifying the mission and strategic goals, conducting competitive analysis, and developing specific strategies is often referred to as strategy formulation. In contrast, the part of the strategic management process that focuses on carrying out strategic plans and maintaining control over how those plans are carried out is known as strategy implementation. Strategy implementation is increasingly highlighted as a distinct part of the strategic management process because even the most brilliantly formulated strategies must be implemented effectively in order to reach strategic goals. Strategy formulation … | Открыть |
| 64 | Прочитайте предложенный текст и выберите единственно правильный ответ Most well-run organizations attempt to develop and follow strategies, large-scale action plans for interacting with the environment in,order to achieve long-term goals. A comprehensive statement of an organization`s strategies, along with`its mission arid goals, constitutes an organization`s strategic plan. To learn where such strategies originate and how they are put in action, we need to examine carefully an aspect of the planning function called strategic management. Strategic management is a process through which managers formulate and implement strategies geared to optimizing strategic goal achievement, given available environmental and internal conditions. This definition recognizes that strategic management is oriented toward reaching long-term goals, weighs important environmental elements, considers major internal characteristics of the organization, and involves developing specific strategies. The strategic management process is made up of several major components. The process begins with identifying the organization`s mission and strategic goals. The process also includes analyzing the competitive situation, taking into consideration both the external environment and relevant organizational factors. The part of the strategic management: process triat includes identifying the mission and strategic goals, conducting competitive analysis, and developing specific strategies is often referred to as strategy formulation. In contrast, the part of the strategic management process that focuses on carrying out strategic plans and maintaining control over how those plans are carried out is known as strategy implementation. Strategy implementation is increasingly highlighted as a distinct part of the strategic management process because even the most brilliantly formulated strategies must be implemented effectively in order to reach strategic goals. A strategic plan is … | Открыть |
| 65 | Прочитайте предложенный текст и выберите единственно правильный ответ Most well-run organizations attempt to develop and follow strategies, large-scale action plans for interacting with the environment in,order to achieve long-term goals. A comprehensive statement of an organization`s strategies, along with`its mission arid goals, constitutes an organization`s strategic plan. To learn where such strategies originate and how they are put in action, we need to examine carefully an aspect of the planning function called strategic management. Strategic management is a process through which managers formulate and implement strategies geared to optimizing strategic goal achievement, given available environmental and internal conditions. This definition recognizes that strategic management is oriented toward reaching long-term goals, weighs important environmental elements, considers major internal characteristics of the organization, and involves developing specific strategies. The strategic management process is made up of several major components. The process begins with identifying the organization`s mission and strategic goals. The process also includes analyzing the competitive situation, taking into consideration both the external environment and relevant organizational factors. The part of the strategic management: process triat includes identifying the mission and strategic goals, conducting competitive analysis, and developing specific strategies is often referred to as strategy formulation. In contrast, the part of the strategic management process that focuses on carrying out strategic plans and maintaining control over how those plans are carried out is known as strategy implementation. Strategy implementation is increasingly highlighted as a distinct part of the strategic management process because even the most brilliantly formulated strategies must be implemented effectively in order to reach strategic goals. Strategic management process includes … | Открыть |
| 66 | Прочитайте предложенный текст и выберите единственно правильный ответ In carrying out management functions, such as planning, organizing, motivating and controlling, a manager will be continually making decisions. Decision-making is a key management responsibility. Some decisions are of the routine kind. They are decisions which are made fairly quickly and are based on judgement. Since a manager is experienced, he knows what to do in certain situations. He does not have to think too much before taking action. For example, a supervisor in a supermarket may decide, on the spot, to give a refund to a customer who has brought a product. The manager does not have to gather a great deal of additional information before making the decision. Other decisions are often intuitive ones. They are not really rational. The manager may have a hunch or a gut feeling that a certain course of action is the right one. He will follow that hunch and act accordingly. Thus, when looking for an agent in an overseas market, a sales manager may have several companies to choose from. However, he may go for one organization simply because he feels it would be the most suitable agent. Such a decision is based on hunch, rather than rational thought. Many decisions are more difficult to make since they involve problem-solving. Very often they are strategic decisions involving major courses of action which will affect the future direction of the enterprise. To make good decisions the manager should be able to select, rationally, a course of action. In practice, decisions are usually made in circumstances which are not ideal. They must be made quickly, with insufficient information. It is probably rare that a manager can make an entirely rational decision. When a complex problem arises, like where to locate a factory or which new product to develop, the manager has to collect facts and weigh up courses of action. He must be systematic in dealing with the problem. A useful approach to this sort of decision -making is as follows: the process consists of four phases: defining the problem; analyzing and collecting information; working out options and deciding on the best solutions. Managerial decisions are … | Открыть |
| 67 | Прочитайте предложенный текст и выберите единственно правильный ответ In carrying out management functions, such as planning, organizing, motivating and controlling, a manager will be continually making decisions. Decision-making is a key management responsibility. Some decisions are of the routine kind. They are decisions which are made fairly quickly and are based on judgement. Since a manager is experienced, he knows what to do in certain situations. He does not have to think too much before taking action. For example, a supervisor in a supermarket may decide, on the spot, to give a refund to a customer who has brought a product. The manager does not have to gather a great deal of additional information before making the decision. Other decisions are often intuitive ones. They are not really rational. The manager may have a hunch or a gut feeling that a certain course of action is the right one. He will follow that hunch and act accordingly. Thus, when looking for an agent in an overseas market, a sales manager may have several companies to choose from. However, he may go for one organization simply because he feels it would be the most suitable agent. Such a decision is based on hunch, rather than rational thought. Many decisions are more difficult to make since they involve problem-solving. Very often they are strategic decisions involving major courses of action which will affect the future direction of the enterprise. To make good decisions the manager should be able to select, rationally, a course of action. In practice, decisions are usually made in circumstances which are not ideal. They must be made quickly, with insufficient information. It is probably rare that a manager can make an entirely rational decision. When a complex problem arises, like where to locate a factory or which new product to develop, the manager has to collect facts and weigh up courses of action. He must be systematic in dealing with the problem. A useful approach to this sort of decision -making is as follows: the process consists of four phases: defining the problem; analyzing and collecting information; working out options and deciding on the best solutions. The key task of a manager is … | Открыть |
| 68 | Из нескольких вариантов ответов выберите единственно правильный He … the report for today`s seminar. | Открыть |
| 69 | Прочитайте предложенный текст и выберите единственно правильный ответ In carrying out management functions, such as planning, organizing, motivating and controlling, a manager will be continually making decisions. Decision-making is a key management responsibility. Some decisions are of the routine kind. They are decisions which are made fairly quickly and are based on judgement. Since a manager is experienced, he knows what to do in certain situations. He does not have to think too much before taking action. For example, a supervisor in a supermarket may decide, on the spot, to give a refund to a customer who has brought a product. The manager does not have to gather a great deal of additional information before making the decision. Other decisions are often intuitive ones. They are not really rational. The manager may have a hunch or a gut feeling that a certain course of action is the right one. He will follow that hunch and act accordingly. Thus, when looking for an agent in an overseas market, a sales manager may have several companies to choose from. However, he may go for one organization simply because he feels it would be the most suitable agent. Such a decision is based on hunch, rather than rational thought. Many decisions are more difficult to make since they involve problem-solving. Very often they are strategic decisions involving major courses of action which will affect the future direction of the enterprise. To make good decisions the manager should be able to select, rationally, a course of action. In practice, decisions are usually made in circumstances which are not ideal. They must be made quickly, with insufficient information. It is probably rare that a manager can make an entirely rational decision. When a complex problem arises, like where to locate a factory or which new product to develop, the manager has to collect facts and weigh up courses of action. He must be systematic in dealing with the problem. A useful approach to this sort of decision -making is as follows: the process consists of four phases: defining the problem; analyzing and collecting information; working out options and deciding on the best solutions. While sorting out a complex problem a manager must … | Открыть |
| 70 | Прочитайте предложенный текст и выберите единственно правильный ответ In carrying out management functions, such as planning, organizing, motivating and controlling, a manager will be continually making decisions. Decision-making is a key management responsibility. Some decisions are of the routine kind. They are decisions which are made fairly quickly and are based on judgement. Since a manager is experienced, he knows what to do in certain situations. He does not have to think too much before taking action. For example, a supervisor in a supermarket may decide, on the spot, to give a refund to a customer who has brought a product. The manager does not have to gather a great deal of additional information before making the decision. Other decisions are often intuitive ones. They are not really rational. The manager may have a hunch or a gut feeling that a certain course of action is the right one. He will follow that hunch and act accordingly. Thus, when looking for an agent in an overseas market, a sales manager may have several companies to choose from. However, he may go for one organization simply because he feels it would be the most suitable agent. Such a decision is based on hunch, rather than rational thought. Many decisions are more difficult to make since they involve problem-solving. Very often they are strategic decisions involving major courses of action which will affect the future direction of the enterprise. To make good decisions the manager should be able to select, rationally, a course of action. In practice, decisions are usually made in circumstances which are not ideal. They must be made quickly, with insufficient information. It is probably rare that a manager can make an entirely rational decision. When a complex problem arises, like where to locate a factory or which new product to develop, the manager has to collect facts and weigh up courses of action. He must be systematic in dealing with the problem. A useful approach to this sort of decision -making is as follows: the process consists of four phases: defining the problem; analyzing and collecting information; working out options and deciding on the best solutions. Decision-making … | Открыть |