班组建设与班组长管理实战（team construction and group leader management）

班组建设与班组长管理实战（TEAMCONSTRUCTIONANDGROUPLEADERMANAGEMENT）TEAMCONSTRUCTIONANDGROUPLEADERSACTUALCOMBATFIRSTQUESTIONSWHICHOFTHEFOLLOWINGCULTURALENTERPRISESHASTHEMOSTEXECUTIVEPOWERASCULTUREOFWORKINGFORTHEBOSSBSCULTUREOFWORKINGFORHIMSELFCTHECULTUREOFTEAMWORKDSCULTUREOFFIGHTINGFORFAITHANSWERDYOURANSWERDSUBJECTSCORE2SECONDQUESTIONSWHOISRESPONSIBLEFORTHESUCCESSORFAILUREOF6SAGENERALMANAGERB6SIMPLEMENTATIONCOMMITTEECWORKSHOPDIRECTORALLEMPLOYEESOFDCOMPANYANSWERDYOURANSWERBSUBJECTSCORE2THIRDQUESTIONSTEAMLEADERAUTHORITYDOESNOTBELONGTOTHEFOLLOWINGOPTIONSISAEMPLOYEEDEPLOYMENTRIGHTSBTHEABSOLUTECOMMANDANDMANAGEMENTOFTHETEAMCPURCHASINGEQUIPMENTRIGHTSDRATIONALIZATIONPROPOSALRIGHTANSWERCYOURANSWERCSUBJECTSCORE2FOURTHQUESTIONSWHATSORTOFWASTEDOYOUELIMINATEATIMEBTOOLSCSPACEDPACKAGINGANSWERCYOURANSWERASUBJECTSCORE2FIFTHQUESTIONSWHENFINISHING,TODECIDEACCORDINGTOWHATITEMSAVALUEBPURCHASEVALUEDOESCOCCUPYSPACEWHETHERDCANGETABETTERPRICEANSWERBYOURANSWERASUBJECTSCORE2FIRSTQUESTIONSCENTRALIZEDSTRATEGYGENERALLYLEADTOENTERPRISECOSTREDUCTIONANSWERWRONGYOURANSWERRIGHTSUBJECTSCORE2SECONDQUESTIONSCENTRALIZEDSTRATEGYREFERSTOASERIESOFMAINPRODUCTSRATHERTHANTHEMARKETSUBDIVISIONSECTION,SECTIONAREAANSWERWRONGYOURANSWERWRONGSUBJECTSCORE2THIRDQUESTIONSINGENERAL,LARGEENTERPRISESAREMOREAPPLICABLETOTAKECENTRALIZEDSTRATEGYANSWERWRONGYOURANSWERRIGHTSUBJECTSCORE2FOURTHQUESTIONSCOMPAREDWITHTHECOSTSTRATEGY,DIFFERENTIATIONSTRATEGYOFORGANIZATIONRELAXEDATMOSPHEREHIGHERREQUIREMENTSANSWERRIGHTYOURANSWERRIGHTSUBJECTSCORE2FIFTHQUESTIONSITISTHEIDENTIFICATIONOFPRODUCTQUALITY,NOTTHESELECTIONOFPRODUCTVARIETY,WHICHCONSTITUTESTHEINTERNALSOURCEOFDIFFERENTIATIONSTRATEGYOFDIFFERENTIATIONANSWERWRONGYOURANSWERWRONGSUBJECTSCORE2SIXTHQUESTIONSTHEFACTORSTHATDETERMINEWHETHERTHESTRATEGYCANBESUCCESSFULLYIMPLEMENTEDARETHEORGANIZATIONALEXECUTIVEABILITYOFTHEORGANIZATIONSRESOURCESAFTERBEINGFULLYINTEGRATEDANSWERRIGHTYOURANSWERRIGHTSUBJECTSCORE2SEVENTHQUESTIONSCORPORATEVISIONISTODESCRIBETHEFUTUREPROSPECTOFENTERPRISESANSWERRIGHTYOURANSWERRIGHTSUBJECTSCORE2EIGHTHQUESTIONSSTRATEGICALLIANCEISTHETWOCOMPANIESFORSOMEPURPOSE,BYTHEWAYOFJOINTVENTURETHESTRATEGICALLIANCEINTHEMARKET,TOFORMASINGLELEGALENTITYANSWERWRONGYOURANSWERRIGHTSUBJECTSCORE2NINTHQUESTIONSADOPTTHECOSTLEADINGSTRATEGYCORPORATEPROFITSAREGENERALLYLOWANSWERWRONGYOURANSWERRIGHTSUBJECTSCORE2TENTHQUESTIONSDIFFERENTIATIONSTRATEGYISTODESIGNANDPRODUCEASETOFACTIONSTOPRODUCEANDPROVIDEADISTINCTIVEPRODUCTORSERVICETHATCUSTOMERSCONSIDERIMPORTANTANSWERRIGHTYOURANSWERRIGHTSUBJECTSCORE2ELEVENTHQUESTIONSTHEPREMISEOFTHEDIFFERENTIATIONSTRATEGYOFSUCCESSISTOFINDDIFFERENTCUSTOMERGROUPSANSWERWRONGYOURANSWERWRONGSUBJECTSCORE2TWELFTHQUESTIONSTHEANALYSISOFTHECOMPETITIVESTRUCTUREOFENTERPRISESNEEDSTOBECARRIEDOUTINFOURASPECTSCLASSIFICATIONOFCOMPETITORS,ANALYSISOFMAINCOMPETITORS,ANALYSISOFCOMPETITIVETRENDSANDANALYSISOFCOMPETITIVESTRATEGIESANSWERRIGHTYOURANSWERRIGHTSUBJECTSCORE2THIRTEENTHQUESTIONSTHEESSENCEOFPERFORMANCEMANAGEMENTISTHEASSESSMENTOFTHEMEMBERSOFTHEORGANIZATIONFORSTRATEGICIMPLEMENTATIONOFCONTRIBUTION,ORMEMBERSOFTHEORGANIZATIONOFTHEVALUEEVALUATION,ITISBETWEENTHEMANAGERSANDEMPLOYEESTOIMPROVESTAFFCAPACITYANDPERFORMANCE,TOACHIEVEASTRATEGICOBJECTIVEOFTHEMANAGEMENTCOMMUNICATIONACTIVITIESOFTHEORGANIZATIONANSWERRIGHTYOURANSWERRIGHTSUBJECTSCORE2FOURTEENTHQUESTIONSENTERPRISERESOURCECAPACITYREFERSTOTHEENTERPRISESOFTHEIROWNRESOURCESANSWERWRONGYOURANSWERRIGHTSUBJECTSCORE2FIFTEENTHQUESTIONSCOMPARISONANDDIFFERENTIATIONSTRATEGY,COSTLEADERSHIPSTRATEGYONTHEBASISOFCAPACITYREQUIREMENTSLOWANSWERRIGHTYOURANSWERWRONGSUBJECTSCORE2FIRSTQUESTIONSWHATISTHEVISIONOFANENTERPRISETHEENTERPRISEVISIONISAHIGHLYDESCRIPTIVEDESCRIPTIONOFTHEENTERPRISESPROSPECTANDDEVELOPMENTDIRECTION,WHICHREFERSTOTHELONGTERMDEVELOPMENTDIRECTION,GOAL,PURPOSE,SELFSETTINGSOCIALRESPONSIBILITYANDOBLIGATIONOFTHEENTERPRISETHISDESCRIPTIONCANAROUSETHEENTHUSIASMOFTHESTAFFINTHEEMOTIONISAVISIONOFLEADERSHIPFORMEMBERSOFTHEORGANIZATIONUNIFIEDPOWERFULWEAPONOFTHOUGHTANDACTIONENTERPRISEVISIONISCOMPOSEDOFCORECONCEPTANDBLUEPRINTFORTHEFUTURETHECOREIDEAISTHEROOTCAUSEOFTHEEXISTENCEOFTHEENTERPRISE,ISTHESOULOFANENTERPRISE,ISTHEENTERPRISESPIRIT,ISTHECOHESIONOFTHEENTERPRISE,ISTHEETERNALTHINGSTOMOTIVATEEMPLOYEESFOREVERENTERPRISINGABLUEPRINTFORTHEFUTUREONBEHALFOFTHEENTERPRISEANDTHEPURSUITOFDIRECTION,WHICHCHANGESALONGWITHTHECHANGESINBUSINESSENVIRONMENTANDLOFTYIDEALISAPOWERFULTOOLTOMOTIVATEEMPLOYEESYOURANSWERENTERPRISEVISIONISTHEENTERPRISELEADERSHOPETHEENTERPRISEBIGGERANDSTRONGER,EMPLOYEESHOPEENTERPRISEISTHELEADERINTHEINDUSTRY,THEENTERPRISEISGETTINGBETTERANDBETTER,THEENTERPRISEHASMOREANDMOREINFLUENCEANDINSPIRELEADERSHIPANDEMPLOYEECREATIVITYOURWILLSUNITELIKEAFORTRESSSUBJECTSCORE15SECONDQUESTIONSEVALUATIONOFWALMART“EVERYDAYLOWPRICES,CONSISTENTFROMBEGINNINGTOEND“AND“EVERYTHINGWEDOISFORYOUTOSAVEMONEY,“THESTRATEGICTHINKINGEMBODIEDINTHESECLAIMSANSWERTHECONCEPTOFCOSTLEADERSHIPSTRATEGYCOSTLEADERSHIPSTRATEGYISOFTENAPOWERFULWEAPONEMERGINGRETAILENTERPRISESCATCHUPFROMBEHIND,THEIMPLEMENTATIONOFTHISSTRATEGYCOVERSALLASPECTSOFCOSTANDCOSTCONTROLOFMERCHANDISEPURCHASE,STOCKANDSALESCIRCULATIONPROCESS,ONLYTOREDUCETHEPAYMENTOFGOODSANDLOGISTICSCOSTS,REDUCETHEMANAGEMENTCOSTOFGOODS,INORDERTOACHIEVETHEWHOLEPROCESSOFTHECOSTOFCOMMODITYCIRCULATIONCOSTCONTROLINTHISREGARD,WALMARTISUNDOUBTEDLYTHEMOSTTHOROUGHIMPLEMENTATIONOFTHERETAILCOSTLEADERSHIPSTRATEGYANDBUSINESSMODELWALMARTSTENETIS“EVERYDAYLOWPRICE,ITISCONSISTENTFROMBEGINNINGTOEND“,“NOTONLYONEORSEVERALKINDSOFCOMMODITYPRICESALES,BUTALLGOODSAREINTHELOWESTSALESNOTONLYISINAPERIODOFTIMEORLOWSALESBUTPERENNIALSALESATTHELOWESTPRICESALESISNOTONLYLOWINTHEGROUNDORINSOMEAREAS,BUTALLHAVETHELOWESTPRICEINTHESALESAREA“ITISTOMAKEWALMARTGOODSCHEAPERTHANOTHERSTORESTHATWALMARTASTHEGUIDINGIDEOLOGYINTHEINDUSTRYCOSTCOSTCONTROLEXPERT,ITWILLEVENTUALLYCOSTTOMINIMUM,TRULYAFFORDABLEEVERYDAYYOURANSWERCOSTLEADERSHIPSTRATEGY,THECONSTRUCTIONOFDIFFERENTDIFFERENTIATIONSTRATEGIES,CENTRALIZEDSTRATEGY,COSTLEADERSHIPANDDIFFERENTIATIONSTRATEGY,STRATEGICALLIANCESTRATEGY,THISISTHECOMPETITIVESTRATEGICTHINKINGSUBJECTSCORE15THIRDQUESTIONSHOWTOUNDERSTANDTHERELATIONSHIPBETWEENENTERPRISECULTUREANDENTERPRISESTRATEGYANSWERINSTRATEGICMANAGEMENT,THERELATIONSHIPBETWEENCORPORATESTRATEGYANDCORPORATECULTUREISMAINLYMANIFESTEDINTHEFOLLOWINGASPECTS1EXCELLENTCORPORATECULTUREISANIMPORTANTCONDITIONFORTHESUCCESSOFENTERPRISESTRATEGYFORMULATIONEXCELLENTCULTURECANHIGHLIGHTTHECHARACTERISTICSOFENTERPRISES,THEFORMATIONOFENTERPRISEMEMBERSOFCOMMONVALUES,ANDCORPORATECULTUREHASADISTINCTPERSONALITY,ISCONDUCIVETOENTERPRISEDEVELOPMENT,THESTRATEGYOUTOFTHEORDINARY2CORPORATECULTUREMAKESANIMPORTANTMEANSFORTHEIMPLEMENTATIONOFTHESTRATEGYAFTERTHEENTERPRISESTRATEGYFORMULATION,TOALLMEMBERSOFTHEPOSITIVEANDEFFECTIVEMEASURETHROUGHIMPLEMENTATION,ITISCORPORATECULTUREORIENTED,CONSTRAINTS,CONDENSATION,EXCITATIONANDRADIATION,TOSTIMULATETHEENTHUSIASMOFTHESTAFF,UNIFIEDTHEWILLANDDESIREOFMEMBERENTERPRISES,ANDSTRIVETOACHIEVETHEGOALOFENTERPRISE3THEENTERPRISECULTUREANDENTERPRISESTRATEGYMUSTBEMUTUALADAPTATIONANDCOORDINATIONSTRICTLYSPEAKING,WHENTHESTRATEGYISFORMULATED,THEENTERPRISECULTURESHOULDBECHANGEDWITHTHEFORMULATIONOFTHENEWSTRATEGYHOWEVER,AFTERANENTERPRISECULTUREONCEFORMED,TOCHANGETHECORPORATECULTUREOFGREATDIFFICULTY,THATCORPORATECULTUREHASGREATRIGIDITY,BUTITALSOHASACERTAINDEGREEOFPERSISTENCE,WILLGRADUALLYSTRENGTHENINTHEPROCESSOFENTERPRISEDEVELOPMENTTRENDTHEREFORE,FROMTHESTRATEGICIMPLEMENTATIONPOINTOFVIEW,CORPORATECULTUREFORTHEIMPLEMENTATIONOFENTERPRISESTRATEGYSERVICES,BUTALSOWILLRESTRICTTHEIMPLEMENTATIONOFENTERPRISESTRATEGYWHENTHECOMPANYDEVELOPEDANEWSTRATEGYTOMATCHTHEREQUIREMENTSOFCORPORATECULTUREAND,THEORIGINALENTERPRISECULTURECHANGESPEEDISVERYSLOW,ITISDIFFICULTTOIMMEDIATELYRESPONDTOTHENEWSTRATEGY,SOTHATTHEORIGINALCORPORATECULTUREISLIKELYTOBECOMEANEWSTRATEGYOFRESISTANCE,SOINTHEPROCESSOFSTRATEGICMANAGEMENT,TURNOVERANDINTERNALCOORDINATIONBETWEENOLDANDNEWCULTUREISTOENSURETHEIMPLEMENTATIONOFTHESTRATEGYFORSUCCESSYOURANSWERBETWEENCULTUREANDSTRATEGYISTHEINTERACTIVERELATIONSHIPBETWEENENTERPRISE,ENTERPRISEDECISIONCONCEPTANDSTRATEGYANALYSISISTHESAME,THEREAREINTERRELATEDANDPOTENTIALRELATIONSHIPBETWEENTHEM,IFTHEREISNOBUSINESSSTRATEGYDOESNOTEXISTINCORPORATECULTURE,THEYEXISTRELATIVELY,THEREISNOSPIRITOFENTERPRISESUBJECTSCORE15FOURTHQUESTIONSWHATISENTERPRISESTRATEGICMANAGEMENTANSWERENTERPRISESTRATEGICMANAGEMENTSTRATEGICMANAGEMENTISADECISIONMAKINGANDIMPLEMENTATIONPROCESSINTHEPOSSESSIONOFINFORMATIONOFTHEENTERPRISETOACHIEVESTRATEGICOBJECTIVES,STRATEGICDECISIONMAKING,THEIMPLEMENTATIONOFTHESTRATEGY,ADYNAMICMANAGEMENTPROCESSCONTROLSTRATEGYTAKINGSTRATEGICPLANASTHESTARTINGPOINT,INCLUDINGTHEIMPLEMENTATIONOFTHEPLAN,TRACKINGANDCONTROLANDOTHERASPECTSOFTHECOMPLETEMANAGEMENTPROCESSENTERPRISESTRATEGICMANAGEMENTCONSISTSOFTHREEINTERRELATEDMAINSTAGES,THATIS,STRATEGICANALYSISSTAGE,STRATEGICSELECTIONSTAGEANDSTRATEGICIMPLEMENTATIONSTAGEYOURANSWERENTERPRISESTRATEGICMANAGEMENTISASTRATEGICPLANTOPAYFORACTION,MAINTAINBUSINESSACTIVITIESTOWARDSTHESTRATEGICGOALANDDIRECTIONTOCONTINUEMOVINGFORWARD,CLEARBUSINESSPURPOSE,GOALANDSTRATEGYANDADVANTAGEOFTHEENTERPRISE,WILLWEAKENTHETHREATTOTHELOWESTLEVELSUBJECTSCORE15EXAMINATIONQUESTIONSFIRSTQUESTIONSELEMENTSOFENTERPRISESTRATEGYABUSINESSSCOPESYNERGISTICEFFECTOFBCCORECOMPETENCEDCOMPETITIVEADVANTAGEERESOURCEALLOCATIONANSWERA,B,D,EYOURANSWERA,B,D,ESUBJECTSCORE8THESCOREWAS8ANNOTATIONSECONDQUESTIONSSTRATEGICANALYSISINCLUDESADEFINESTHEENTERPRISESCURRENTAIMS,OBJECTIVESANDSTRATEGIESBEXTERNALENVIRONMENTANALYSISANALYSISOFINTERNALCONDITIONSOFCDREEVALUATETHEMISSIONANDOBJECTIVESOFANENTERPRISEANSWERA,B,C,DYOURANSWERA,B,C,DSUBJECTSCORE8THESCOREWAS8ANNOTATIONTHIRDQUESTIONSWAYSTOGAINCOSTADVANTAGEINCLUDESCALEEFFECTOFABEMPIRICALEFFECTCDESIGNADVANTAGEDBRANDADVANTAGEANSWERA,B,CYOURANSWERA,C,DSUBJECTSCORE8THESCOREWAS0ANNOTATIONFOURTHQUESTIONSTHESOURCESOFDIFFERENTIATIONSTRATEGIESINCLUDEAMARKETIMAGEBBRANDAPPEALCPRODUCTPRICEAPPEARANCECHARACTERISTICSOFDPRODUCTSANSWERA,B,C,DYOURANSWERA,B,C,DSUBJECTSCORE8THESCOREWAS8ANNOTATIONFIFTHQUESTIONSMARKETTRENDANALYSISFROMSEVERALASPECTSTOWHICHADEMANDCHANGEBCONSUMPTIONPREFERENCEANALYSISOFCMARKETRULESANALYSISOFDCOMPETITORSETARGETCUSTOMERANALYSISANSWERA,B,C,EYOURANSWERA,B,C,ESUBJECTSCORE8THESCOREWAS8ANNOTATIONSIXTHQUESTIONSTHERESOURCECAPABILITYOFANENTERPRISEINCLUDESABASICRESOURCESBCUSTOMERRESOURCESCEXTENDEDRESOURCESDINTEGRATIONCAPABILITYENETWORKRESOURCESANSWERA,C,D,EYOURANSWERA,C,D,ESUBJECTSCORE8THESCOREWAS8ANNOTATIONSEVENTHQUESTIONSTHEFOLLOWINGISTHEGENERALSTRATEGYOFTHEENTERPRISEACAPITALOPERATIONSTRATEGYBINDUSTRYGROWTHSTRATEGYCPROFITMODELSTRATEGYDCORECOMPETENCESTRATEGYEINTEGRATIONSTRATEGYANSWERA,B,C,DYOURANSWERA,B,C,DSUBJECTSCORE4THESCOREWAS4ANNOTATIONEIGHTHQUESTIONSNEEDTOPAYATTENTIONTOTHEPROBLEMSINPOWERSYSTEMREENGINEERINGSTRATEGYIMPLEMENTATIONISAACCORDINGTOTHEPROCEDUREOFSETTINGORGANIZATIONSYSTEM,WITHRESPONSIBILITYSYSTEMASTHECORETHERESPONSIBILITYSYSTEMOFBREENGINEERINGSHOULDTAKETHEPROCESSASTHECORE,THEGOALASTHEGUIDANCE,STRENGTHENTHEROLEOFTHEPOST,ANDOPTIMIZETHEMANAGEMENTANDCONTROLSYSTEMCWILLTARGETDECOMPOSITION,ACCORDINGTOTHEOVERALLBUDGETTODECOMPOSITIONORDECOMPOSITIONDFOCUSONRESULTSANDGROWTH,PERFORMANCEANDCOHESION,EMPHASIZEVISIONINCENTIVEANSWERA,BYOURANSWERA,B,DSUBJECTSCORE4THESCOREWAS0ANNOTATIONNINTHQUESTIONSTHECORECOMPETENCIESOFOUTSTANDINGPERFORMERSINCLUDEAGOODEXECUTIVEMINDSETBADEEPUNDERSTANDINGOFEXECUTIONCSABILITYTOCONTROLEXECUTIVETOOLSDCLEARROLEPOSITIONINGFAMILIARWITHTHEOPERATIONPROCESSOFEANSWERA,B,C,D,EYOURANSWERA,B,D,ESUBJECTSCORE8THESCOREWAS0ANNOTATIONTENTHQUESTIONSTHESUCCESSFULIMPLEMENTATIONOFCOSTLEADERSHIPANDDIFFERENTIATIONSTRATEGYOFINTEGRATIONCONDITIONSAFLEXIBLEPRODUCTIONSYSTEMBENTERPRISEWIDEINFORMATIONNETWORKCTOTALQUALITYMANAGEMENTSYSTEMDTARGETMARKETISBIGENOUGHANSWERA,B,CYOURANSWERA,B,C,DSUBJECTSCORE8THESCOREWAS0ANNOTATIONELE