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谢谢LZ MM, 请帮忙看下，关于决策的文章，是否是这2篇中的1个： 参考1： Why firms adhere to or deviate 公司贯彻或偏离战略计划的原因是难以 from their strategic plans is poorly 解的。 understood. However, theory and 但是，理论及有限的研究暗示计划制定 Line limited research suggest that the 的过程可能是影响因素。 (5) process through which such plans emerge may play a part. In particular, 特别地，高层的共同决策- 导向一致、 top management decision-sharing— 基于团队的决策- 会增加公司贯彻计划 consensus-oriented, team-based 的可能性，因为参与决策的人可能更多 decision-making—may increase the 地许诺所选择的一连串做法，从而使 (10) likelihood that firms will adhere to their 战略贯彻执行。 plans, because those involved in the decision-making may be more com- mitted to the chosen course of action, thereby increasing the likelihood that (15) organizations will subsequently adhere to their plans.提出问题并解释 However, the relationship between 但是，高层共策与战略贯彻的关系可 top management decision-sharing and 能受企业愿景（增加销售利润，扩大 adherence to plans may be affected 市场份额，产生现金流和短期利益的 (20) by a firm’s strategic mission (its fun- 基本方法)的影响。 damental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). At one end of the strategic 战略1：“建筑”战略，即公司期望 (25) mission continuum, “build” strategies 舍弃短期利益以增加市场份额。 are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. At the other end, “harvest” strategies 战略2：“收获”战略，即公司放弃 (30) are used when a firm is willing to 市场份额以获取短期利润及现金流最 sacrifice marked share for short-term 大化。 profitability and cash-flow maximiza- tion. Research and theory suggest 研究及理论显示，“收获”派公司里， that top management decision-sharing 高层共策与计划贯彻更多地成正比。 (35)
may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies. In a study 在对数家大公司进行的战略实践研 of strategic practices in several large 究中，“收获”模式经理更能贯彻 (40) firms, managers in harvest strategy 商业计划。 scenarios were more able to adhere to their business plans. As one of the 其中一个解释道，这一部分是因为， managers in the study explained it, “典型地（当执行收获战略），经 this is partly because “[t]ypically all a 理们要做的就是重复往年所作的。“ (45) manager has to do [when implementing a harvest strategy] is that which was done last year.” Additionally, man- 加之，收获派经理比建筑派经理拥 agers under harvest strategies may 有更少的选择；可能因此更易通过 have fewer strategic options than do 共同决策对一连串特定行动达成 (50) those under build strategies; it may 一致，从而更易贯彻计划。 therefore be easier to reach agree- ment on a particular course of action through decision-sharing, which will in turn tend to promote adherence (55) to plans. Conversely, in a “build” 反之，在“建筑”模式中，个人领 strategy scenario, individual leader- 导而非共同决策可能增加计划的贯 ship, rather than decision-sharing, 彻性。 may promote adherence to plans. Build strategies—which typically 建筑战略典型要求领导者拥有对 (60) require leaders with strong perso- 公司未来的有力洞察力，而不是 nal visions for a firm’s future, rather 基于团队决定的协商妥协。 than the negotiated compromise 在一个个人领导清晰的战略目标 of the team-based decision—may 背景下，建筑派公司的计划更能 be most closely adhered to when 贯彻。 (65) implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.在两种战略影响下 问题解决 逻辑简图： 1P: why adhere to plan is poorly understood. However, theory and research suggest…thereby 2P: however, relationship affected by strategic mission…build strategy; harvest strategy…. -------------------------------------------------------------------------------- GWD-3-Q23: Which of the following best describes the function of the first sentence (lines 17-24) of the second paragraph of the passage? - To answer a question posed in the first sentence of the passage about why firms adopt particular strategic missions
- To refute an argument made in the first paragraph about how top management decision-making affects whether firms will adhere to their strategic plans
- To provide evidence supporting a theory introduced in the first paragraph about what makes firms adhere to or deviate from their strategic plants
- To qualify an assertion made in the preceding sentence (lines 6-16)
往前看about how top management decision-making affects the likelihood that firms will adhere to their strategic plans - To explain a distinction relied on in the second paragraph (lines 17-68) regarding two different kinds of strategic missions 没看出来那有distinction
top management decision-sharing—consensus-oriented, team-based decision-making—may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more com- mitted to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere to their plans. However 表递进, the relationship between top management decision-sharing and adherence to plans may be affected by a firm’s strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). -------------------------------------------------------------------------------- GWD-3-Q24: The passage cites all of the following as differences between firms using build strategies and firms using harvest strategies EXCEPT - their willingness to sacrifice short-term profits in order to build market share Line26-28
- their willingness to sacrifice building market share in order to increase short-term profitability Line31-33
- the number of strategic options available to their managers Line49
- the relative importance they assign to maximizing cash-flow Line31-33
- how likely they are to employ decision-sharing in developing strategic plans Line53-55
develop strategy 错，文中说的是adhere to strategy -------------------------------------------------------------------------------- GWD-3-Q25: The primary purpose of the passage is to - identify some of the obstacles that make it difficult for firms to adhere to their strategic business plans
- compare two different theories concerning why firms adhere to or deviate from their strategic plans
- evaluate the utility of top management decision-sharing as a method of implementing the strategic mission of a business
- discuss the respective advantages and disadvantages of build and harvest strategies among several large firms
- examine some of the factors that may affect whether or not firms adhere to their strategic plans
文章首句 b中提到对比两个理论是错的 However, the relationship between top management decision-sharing and adherence to plans may be affected by a firm’s strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). -------------------------------------------------------------------------------- GWD-3-Q26: The author includes the quotation in lines 44-47 of the passage most probably in order to
- lend support to the claim that firms utilizing harvest strategies may be more likely to adhere to their strategic plans
- suggest a reason that many managers of large firm prefer harvest strategies to build strategies
- provide an example of a firm that adhered to its strategic plan because of the degree of its managers’ commitment
- demonstrate that managers implementing harvest strategies generally have better strategic options than do managers implementing build strategies
- give an example of a large firm that successfully implemented a harvest strategy
参考2： A pressing need in the study of 组织研究的迫切需求是为了更多 organizations is for more research 地研究企业价值如何影响管理决策。 into how an organization’s values (an Line organization’s guiding principles and (5) beliefs as perceived by its members) affect managerial decision-making. Traditional theories have been based 传统的“理性模式”只在乎决策 on a “rational model,” which focuses 者，要不忽视企业价值气候，要 on the decision-maker and either 不假设企业价值观是和谐及优 (10) ignores the organizational value cli- 先次序很清晰的。 mate or conveniently assumes that the organization’s values are consistent or clearly prioritized. In reality, however, decisions are shaped not only by a 实际上企业文化价值观和高层 (15) manager’s own values, but also by 价值观同样重要。 those of the corporate culture and of organizational superiors. A recent study found that managers’ most 近期研究显示压力决策涉及价 stressful decisions involved “value 值冲突。 (20) contention” (conflicts among any of these sets of values). Furthermore, different types of organizational value 不同的组织价值系统联系着不 systems were associated with differ- 同程度的价值冲突和不同的管 ent frequencies of contending values 理反应。 (25) as well as with different types of man- agerial response. Explicit corporate values, for example, produced a 例如直率的企业价值观更多机 greater percentage of decisions that 会引起压力决策。 were stressful due to value conten- (30) tion. Hidden values (those that an 潜在价值观(不知道谁决策)引 organization practices but does not 起较少的价值冲突。 acknowledge or which a superior furtively pursues in opposition to the values of the organization) produced (35) a lower level of value contention. Although explicit values created 直率价值观更能得出弹性的有 more value contention, they were 充分理由的决定。 nonetheless more likely to produce flexible, well-reasoned decisions. (40) Conversely, managers perplexed by 相反，潜在价值观让经理面对 hidden values reported feeling unable 众多选择无所适从。 to identify an appropriate range of options.
---------------------------------------------- Q25: The passage suggests that which of the following has resulted from the influence of the rational model (line 8) ? - It has deflected researchers’ attention from a critical factor affecting managerial decision-making.
- It has focused decision-making procedures on managers’ presumed ability to prioritize key corporate values.
- It has diverted attention from the need for orientation of nonsupervisory employees to organizational values.
- It has hampered communication between academic researchers and mangers of organizations.
- It has produced theories that are practicable for analyzing decision-making processes only in relatively large organizations.
Traditional theories have been based
on a “rational model,” which focuses
on the decision-maker and either
ignores the organizational value climate or conveniently assumes that the
organization’s values are consistent or
clearly prioritized. ------------------------------------------------ Q26: The passage identifies which of the following as a way in which hidden corporate values affect managerial decision-making? - They tend to discourage consultation with organizational subordinates and superiors.
- They tend to undermine managers’ confidence in their own ability to determine the available alternatives.
- They tend to produce a heightened degree of value contention.
- They tend to produce a heightened degree of conflict among different levels of the organizational structure.
- They tend to cause greater anxiety among managers than do explicit corporate values.
难，结合最后部分括号中的话和文章最后一句话。 -------------------------------------------------------------------------------- Q27: According to the passage, value contention has been shown to affect managers by - decreasing their ability to conform to the values of the organization
- decreasing their ability to discern clearly the guiding principles and beliefs of the organization
- narrowing their range of options in the decision-making process
- increasing the frequency and intensity of conflicts with superiors and subordinates
- increasing the level of mental or emotional strain that accompanies the decision-making process
A recent study found that managers’ most stressful decisions involved “value contention” | 
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发表于 2008-11-29 22:17:00
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