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对于赫塞和布兰查德所指的“低工作一低关系”式的领导风格，宜采用（）。
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赫塞――布兰查德提出的领导理论认为领导的成功取决于下属的成熟度以及由此而确定的领导风格即随机制宜领导
以下不是赫塞和布兰查德提出的四种领导风格
理想式
指导式
推销式
参与式
以下不是赫塞和布兰查德提出的四种领导风格
理想式
指导式
推销式
参与式
赫塞与布兰查德的领导情境理论认为选择领导风格的依赖条件是下属的
业务水平
道德水平
能力水平
成熟水平
赫塞和布兰查德的情境领导理论描述了型领导风格领导者与下属共同决策
告知
推销
参与
授权
赫塞和布兰查德将相结合得出四种领导风格
价值取向和工作取向
价值取向和关系取向
资源取向和工作取向
工作取向和关系取向
由科曼首先提出后经赫西和布兰查德发展的领导寿命周期理论认为有效地领导风格应当适应其下属的成熟程度不同
高关系低工作
低关系低工作
高关系高工作
低关系高工作
赫塞和布兰查德所指的高工作-高关系式的领导属于
指导式领导
推销式领导
参与式领导
授权式领导
赫塞和布兰查德所指的高工作—高关系式的领导是
指导式领导
推销式领导
参与式领导
授权式领导
对于赫塞和布兰查德所指的低工作—低关系式的领导风格宜采用
指导式领导
推销式领导
参与式领导
授权式领导
是依据下属的成熟度水平选择正确领导风格的权变理论
菲德勒模型
路径—目标理论
领导者—参与模型
赫塞和布兰查德的情景理论
赫塞—布兰查德提出的领导理论认为领导的成功取决于下属的成熟度以及由此而确定的领导风格即随 机制宜领导
根据赫塞—布兰查德提出的情境领导理论在下属虽然有积极性但缺乏足够的技能的情况下应 采用的领导风格是
高工作—高关系
低工作—低关系
低工作—高关系
高工作—低关系
对于赫塞和布兰查德所指的低工作-低关系式的领导风格宜采用
指导式领导
推销式领导
参与式领导
授权式领导
赫塞和布兰查德的情境领导理论描述了型领导风格领导者与下属共同决策
告知
推销
参与
授权
赫塞和布兰查德将工作取向和关系取向两个维度相结合得出四种领导风格其中高工作——高关系对应的是领导风格
推销式
参与式
指导式
授权式
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Questions102-106refertothefollowingpassage. Risingwages--togetherwithcurrencyfluctuationsandhighfuelcosts--areeatingawaytheonce-formidable"Chinaprice"advantagepromptingthousandsoffactoryownerstofleethePearlRiverDelta.MuchhasbeenwrittenaboutthemorethandoublingofwagesattheShenzhenfactoryofFoxconntheworld'slargestelectronicscontractmanufacturerwhichproducesAppleiPhonesandiPadsandemploys920000peopleinChinaalone."Onecantalkaboutaworldpre-andpost-Foxconn"saysVictorFungchairmanofLi&Fungtheworld'sbiggestsourcingcompanyandasupplierofWal-Mart."Foxconnisasimportantasthat." Foxconn'swageincreasesareonlythemostdramatic.OuranalysissuggeststhatsinceFebruaryminimumwageshaveclimbedmorethan20percentin20Chineseregionsandupto30percentinsomeincludingSichuan.AtaGuangdongProvincefactorysupplyingHondawageshaverisenanastonishing47percent.Allthisisbadnewsforcompaniesoperatingintheworld'smanufacturinghubandchiefexecutivesshouldassumethatdouble-digitannualrises--ifnotonthescalewitnessedthisyear--areheretostay. Lookedatanotherwayhoweverwageinflationprovidescompanieswithaonce-in-a-generationopportunitytorethinkradicallythewaytheyapproachglobalproduction--andtheyshoulddososoonerratherthanlater. Whytheurgency?AfterallwagehikesinChinaarenothingnew.Since1990theyhaverisenbyanaverageof13percentayearinU.S.dollartermsand19percentannuallyinthepastfiveyears. Therearetwobigreasonsandthesituationisdifferentnow.Thefirsthastodowithproductivity.Overthepast20yearsproductivityincreaseshavebroadlymatchedwageincreasenegatingtheirimpact.Thepayrisescamefromaverylowbasesowhileaveragewagesgrew19percentayearfrom2005to2010thisamountedtoonly~260amonthperemployeeasumthatcouldbeoffsetbymoreefficientproductionorswitchingtocheapersourceszfpartsandmaterials. Iflaborcostscontinuehowevertoincreaseat19percentayearforanotherfiveyearsmonthlywageswouldgrew~623permonthaccordingtoBCGestimates.Suchanincreasewouldripplethroughtheeconomyintheformofhigherpricesforcomponentsbusinessservicescargo-handlingandofficestaff. Thesecondreasonrelatestosocietalchange.Untilnowithasbeeneasytolureaseeminglyunlimitednumberofyounglow-wageworkerstotherichercoastalregionsandhousethemcheaplyindormitoriesuntiltheysavedenoughtoreturnhometotheirfamiliesintheinteriorprovinces.Inthefuturethoughyoungworkerswillbehardertorecruit.Thisispartlybecausetherewillbefew-erofthem:Largelybecauseofthecountry'sone-childpolicythenumberofChineseaged15to29willstartdecliningin2011.MoreoverwithlivingstandardsrisingacrossChinafeweroftoday'sruralyouthwillwanttogotocoastalregionstotoilfor60hoursaweekonanassemblylineandliveinacrampeddormitory. SowhatcanCEOsdointhisfast-changingenvironment?Aninstinctivereactionistosearchforcheaperlaborelsewhere.Butthisisshort-sightedandwouldprovide--atbest--ashort-termfix.AnotheroptionistostayinChinaandtrytosqueezeoutgreaterproductivitygains. Accordingtoparagraph1and2wecansummarizethat.
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Questions102-106refertothefollowingpassage. Risingwages--togetherwithcurrencyfluctuationsandhighfuelcosts--areeatingawaytheonce-formidableChinapriceadvantagepromptingthousandsoffactoryownerstofleethePearlRiverDelta.MuchhasbeenwrittenaboutthemorethandoublingofwagesattheShenzhenfactoryofFoxconntheworld'slargestelectronicscontractmanufacturerwhichproducesAppleiPhonesandiPadsandemploys920000peopleinChinaalone.Onecantalkaboutaworldpre-andpost-FoxconnsaysVictorFungchairmanofLi&Fungtheworld'sbiggestsourcingcompanyandasupplierofWal-Mart.Foxconnisasimportantasthat. Foxconn'swageincreasesareonlythemostdramatic.OuranalysissuggeststhatsinceFebruaryminimumwageshaveclimbedmorethan20percentin20Chineseregionsandupto30percentinsomeincludingSichuan.AtaGuangdongProvincefactorysupplyingHondawageshaverisenanastonishing47percent.Allthisisbadnewsforcompaniesoperatingintheworld'smanufacturinghubandchiefexecutivesshouldassumethatdouble-digitannualrises--ifnotonthescalewitnessedthisyear--areheretostay. Lookedatanotherwayhoweverwageinflationprovidescompanieswithaonce-in-a-generationopportunitytorethinkradicallythewaytheyapproachglobalproduction--andtheyshoulddososoonerratherthanlater. Whytheurgency?AfterallwagehikesinChinaarenothingnew.Since1990theyhaverisenbyanaverageof13percentayearinU.S.dollartermsand19percentannuallyinthepastfiveyears. Therearetwobigreasonsandthesituationisdifferentnow.Thefirsthastodowithproductivity.Overthepast20yearsproductivityincreaseshavebroadlymatchedwageincreasenegatingtheirimpact.Thepayrisescamefromaverylowbasesowhileaveragewagesgrew19percentayearfrom2005to2010thisamountedtoonly~260amonthperemployeeasumthatcouldbeoffsetbymoreefficientproductionorswitchingtocheapersourceszfpartsandmaterials. Iflaborcostscontinuehowevertoincreaseat19percentayearforanotherfiveyearsmonthlywageswouldgrew~623permonthaccordingtoBCGestimates.Suchanincreasewouldripplethroughtheeconomyintheformofhigherpricesforcomponentsbusinessservicescargo-handlingandofficestaff. Thesecondreasonrelatestosocietalchange.Untilnowithasbeeneasytolureaseeminglyunlimitednumberofyounglow-wageworkerstotherichercoastalregionsandhousethemcheaplyindormitoriesuntiltheysavedenoughtoreturnhometotheirfamiliesintheinteriorprovinces.Inthefuturethoughyoungworkerswillbehardertorecruit.Thisispartlybecausetherewillbefew-erofthem:Largelybecauseofthecountry'sone-childpolicythenumberofChineseaged15to29willstartdecliningin2011.MoreoverwithlivingstandardsrisingacrossChinafeweroftoday'sruralyouthwillwanttogotocoastalregionstotoilfor60hoursaweekonanassemblylineandliveinacrampeddormitory. SowhatcanCEOsdointhisfast-changingenvironment?Aninstinctivereactionistosearchforcheaperlaborelsewhere.Butthisisshort-sightedandwouldprovide--atbest--ashort-termfix.AnotheroptionistostayinChinaandtrytosqueezeoutgreaterproductivitygains. Thereasonswhyyoungworkerwillbehardertorecruitexclude
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Questions102-106refertothefollowingpassage. Risingwages--togetherwithcurrencyfluctuationsandhighfuelcosts--areeatingawaytheonce-formidableChinapriceadvantagepromptingthousandsoffactoryownerstofleethePearlRiverDelta.MuchhasbeenwrittenaboutthemorethandoublingofwagesattheShenzhenfactoryofFoxconntheworld'slargestelectronicscontractmanufacturerwhichproducesAppleiPhonesandiPadsandemploys920000peopleinChinaalone.Onecantalkaboutaworldpre-andpost-FoxconnsaysVictorFungchairmanofLi&Fungtheworld'sbiggestsourcingcompanyandasupplierofWal-Mart.Foxconnisasimportantasthat. Foxconn'swageincreasesareonlythemostdramatic.OuranalysissuggeststhatsinceFebruaryminimumwageshaveclimbedmorethan20percentin20Chineseregionsandupto30percentinsomeincludingSichuan.AtaGuangdongProvincefactorysupplyingHondawageshaverisenanastonishing47percent.Allthisisbadnewsforcompaniesoperatingintheworld'smanufacturinghubandchiefexecutivesshouldassumethatdouble-digitannualrises--ifnotonthescalewitnessedthisyear--areheretostay. Lookedatanotherwayhoweverwageinflationprovidescompanieswithaonce-in-a-generationopportunitytorethinkradicallythewaytheyapproachglobalproduction--andtheyshoulddososoonerratherthanlater. Whytheurgency?AfterallwagehikesinChinaarenothingnew.Since1990theyhaverisenbyanaverageof13percentayearinU.S.dollartermsand19percentannuallyinthepastfiveyears. Therearetwobigreasonsandthesituationisdifferentnow.Thefirsthastodowithproductivity.Overthepast20yearsproductivityincreaseshavebroadlymatchedwageincreasenegatingtheirimpact.Thepayrisescamefromaverylowbasesowhileaveragewagesgrew19percentayearfrom2005to2010thisamountedtoonly~260amonthperemployeeasumthatcouldbeoffsetbymoreefficientproductionorswitchingtocheapersourceszfpartsandmaterials. Iflaborcostscontinuehowevertoincreaseat19percentayearforanotherfiveyearsmonthlywageswouldgrew~623permonthaccordingtoBCGestimates.Suchanincreasewouldripplethroughtheeconomyintheformofhigherpricesforcomponentsbusinessservicescargo-handlingandofficestaff. Thesecondreasonrelatestosocietalchange.Untilnowithasbeeneasytolureaseeminglyunlimitednumberofyounglow-wageworkerstotherichercoastalregionsandhousethemcheaplyindormitoriesuntiltheysavedenoughtoreturnhometotheirfamiliesintheinteriorprovinces.Inthefuturethoughyoungworkerswillbehardertorecruit.Thisispartlybecausetherewillbefew-erofthem:Largelybecauseofthecountry'sone-childpolicythenumberofChineseaged15to29willstartdecliningin2011.MoreoverwithlivingstandardsrisingacrossChinafeweroftoday'sruralyouthwillwanttogotocoastalregionstotoilfor60hoursaweekonanassemblylineandliveinacrampeddormitory. SowhatcanCEOsdointhisfast-changingenvironment?Aninstinctivereactionistosearchforcheaperlaborelsewhere.Butthisisshort-sightedandwouldprovide--atbest--ashort-termfix.AnotheroptionistostayinChinaandtrytosqueezeoutgreaterproductivitygains. Whichofthefollowingwouldbethebesttitlefortext
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