更多"Japanese managers tend to solve pro"的相关试题:
[填空题]Japanese managers tend to solve problems on their own.
[填空题]Paragraph 1:
Japanese managers believe that change and initiative within an organization should come from those closest to the problem. So they elicit change from below. Top-level Japanese managers see their task as creating an atmosphere in which subordinates are motivated to seek better solutions.
Paragraph 2:
Japanese managers do not view themselves as having all the answers. When a subordinate brings in a proposal, the manager neither accepts nor rejects it. Rather, he tactfully, politely asks questions, makes suggestions, and provides encouragement.
Paragraph 3:
In the Japanese system, junior(middle) managers are initiators who perceive problems and formulate tentative solutions in coordination with others; they are not functional specialists who carry out their boss’s directives. Because so much emphasis is placed on coordination and integration, solutions to problems evolve more slowly, but they are known and understood by
[简答题]Japanese managers do not view themselves as having all the answers．When a subordinate brings in a proposal，the manager neither accepts nor rejects it．Rather，he tactfully，politely asks questions，makes suggestions，and provides encouragement．In this way，the employees are encouraged to think independently and activated to work more hard．So the atmosphere of the company plays a very important role in its development．
[填空题]Japanese managers have a kind of paternalistic attitude toward their employees because they are strict with the employees in a parents’ way.
[填空题]
{{B}}Paragraph 1:{{/B}}
Japanese managers believe
that change and initiative within an organization should come from those closest
to the problem. So they elicit change from below. Top-level Japanese managers
see their task as creating an atmosphere in which subordinates are motivated to
seek better solutions.
{{B}} Paragraph 2:{{/B}}
Japanese managers do not view themselves as having all the answers. When a
subordinate brings in a proposal, the manager neither accepts nor rejects it.
Rather, he tactfully, politely asks questions, makes suggestions, and provides
encouragement.
{{B}} Paragraph 3:{{/B}}
In the
Japanese system, junior(middle) managers are initiators who perceive problems
and formulate tentative solutions in coordination with others; they are not
functional specialists who carry out their boss’s directives. Because so much
emphasis is placed on coordination and integration, solutions to problems evolve
mor
