Chapter06 Process Management
项目管理十大管理过程

项目管理十大管理过程Project management is a complex and dynamic processthat involves multiple steps and activities. The Project Management Institute (PMI) has defined ten key management processes that are essential for successful project execution. These processes provide a structured approach to project management and help ensure that projects are completed on time, within budget, and meet the desired objectives. In this essay, we will explore the ten project management processes from various perspectives,highlighting their importance and impact on project success.The first process is project integration management. This process involves coordinating all aspects of a project, including developing a project charter, creating a project management plan, and overseeing project execution. It ensures that all project components are aligned and integrated, promoting effective communication and collaboration among project stakeholders. Projectintegration management plays a crucial role in keeping theproject on track and ensuring that all deliverables are completed as planned.Next, we have project scope management. This process involves defining and controlling what is included and excluded in a project. It includes activities such as collecting requirements, creating a scope statement, and managing scope changes. Effective scope management is essential to prevent scope creep, where project boundaries expand beyond the original plan, leading to delays and cost overruns. By clearly defining project scope and managing changes, project managers can ensure that the project stays within its intended boundaries and objectives.Project time management is another critical process. It involves developing and controlling the project schedule, ensuring that activities are completed in a timely manner. This process includes activities such as defining project activities, sequencing them, estimating their durations, and creating a project schedule. Effective time management allows project managers to allocate resources efficiently, identify potential delays, and take corrective actions tokeep the project on schedule. Timely completion of project activities is crucial for meeting project deadlines and delivering results on time.Cost management is also a vital project management process. It involves estimating, budgeting, and controlling project costs. This process includes activities such ascost estimation, cost budgeting, and cost control.Effective cost management helps project managers allocate resources effectively, monitor project expenditures, and identify cost-saving opportunities. By closely managing project costs, project managers can ensure that the project remains within budget and avoid financial risks or overruns.Quality management is another essential process in project management. It involves establishing quality objectives, determining quality standards, and ensuringthat project deliverables meet these standards. Quality management activities include quality planning, quality assurance, and quality control. By implementing effective quality management processes, project managers can ensure that the project meets the desired level of quality andcustomer satisfaction. This, in turn, enhances theproject's reputation and increases the likelihood of future success.Another critical process is human resource management.It involves planning, acquiring, developing, and managing the project team. Human resource management activities include team building, training, and performance evaluation. Effective human resource management ensures that theproject team has the necessary skills and capabilities to successfully execute the project. It also promotes apositive work environment, fosters teamwork, and enhances overall project performance.Communication management is a process that focuses on planning, executing, and controlling project communications. It involves identifying project stakeholders, determining their communication needs, and establishing effective communication channels. Communication management activities include creating a communication plan, conducting meetings, and distributing project information. Effective communication management promotes transparency, facilitatesinformation flow, and ensures that project stakeholders are well-informed. It also helps manage conflicts, resolve issues, and maintain positive relationships among project team members and stakeholders.Risk management is another crucial process in project management. It involves identifying, analyzing, and responding to project risks. Risk management activities include risk identification, risk assessment, risk mitigation, and risk monitoring. Effective risk management allows project managers to anticipate potential threats and develop strategies to minimize their impact. It also helps project teams adapt to unforeseen circumstances and ensures that projects are delivered with minimal disruptions.Procurement management is a process that focuses on acquiring goods and services from external sources. It involves activities such as procurement planning, solicitation, vendor selection, and contract management. Effective procurement management ensures that project teams have the necessary resources and materials to execute the project successfully. It also helps manage vendorrelationships, negotiate contracts, and ensure that procurement activities are conducted in a fair and transparent manner.Finally, stakeholder management is a process that involves identifying, analyzing, and engaging project stakeholders. It includes activities such as stakeholder identification, stakeholder analysis, and stakeholder engagement. Effective stakeholder management helps project managers understand the needs and expectations of different stakeholders and ensures their active involvement throughout the project lifecycle. By engaging stakeholders, project managers can gain their support and commitment, which is crucial for project success.In conclusion, project management is a complex process that requires careful planning, coordination, and control. The ten management processes discussed above provide a comprehensive framework for managing projects effectively. Each process plays a unique role in ensuring project success, from integrating project components to managing stakeholders and risks. By understanding and implementingthese processes, project managers can improve project outcomes, enhance team performance, and deliver successful projects.。
服务管理Chap006_li_201103

Service Design
By Zeithaml, Parasuraman & Berry.
6-6
Service Quality Gap Model
GAP5:顾客的服务期望与感知间的差距, 取决于服务传递过程相关的4个差距。
Customer Perceptions
Customer Satisfaction GAP 5
Example: being a good listener.
Tangibles: Physical facilities and
facilitating goods. Example: cleanliness.
6-4
Perceived Service Quality
Word of mouth
Personal needs
Design GAP 2
Conformance
Service
Service Design
Stand ards
6-11
Service Quality Gap Model
质量差距模型揭示了顾客感知与顾客期 望的差距(差距5)是由服务过程中四个 方面的差距决定的,即
差距5=f(差距1,差距2,差距3,差距 4),所以要提高服务质量水平就要尽力 缩小这四方面的差距以使消费者满意。
Customer Expectations
Managing the Evidence
Communication GAP 4
Service
Delivery
Conformance GAP 3
Conformance
Service Standards
Customer / Marketing Research
流程管理课后测试答案

流程管理课后测试答案Process management is a crucial aspect of any organization, as it involves designing, implementing, and optimizing processes to ensure efficiency and effectiveness. By systematically evaluating and improving processes, organizations can streamline their operations, reduce costs, and enhance customer satisfaction. This course provides students with the knowledge and skills necessary to analyze, design, and manage business processes effectively.流程管理是任何组织的关键方面,因为它涉及设计、实施和优化流程,以确保效率和有效性。
通过系统地评估和改进流程,组织能够简化其运营,降低成本,并提高客户满意度。
这门课程为学生提供了分析、设计和有效管理业务流程所需的知识和技能。
One of the key benefits of process management is the ability to standardize operations and ensure consistency across different departments and teams. By defining clear processes and guidelines, organizations can minimize errors and discrepancies, leading to a more reliable and predictable workflow. This can ultimately result in improved productivity and quality of outputs, which are essential formaintaining a competitive edge in today's dynamic business environment.流程管理的关键优势之一是能够标准化运营,并确保不同部门和团队之间的一致性。
人力资源管理双语课后习题及翻译

习题及答案Chapter 01 Human Resource Management: Gaining a Competitive Advantage Answer KeyTrue / False Questions1. (p. 5) Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.FALSE2. (p. 5) The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation.FALSE3. (p. 6) The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners.FALSE4. (p. 9) The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. TRUE5. (p. 9) Advances in technology have allowed HR services to be offered more on a self-service basis than in the past.TRUE6. (p. 9) HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently.FALSE7. (p. 11) Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition.TRUE8. (p. 14) Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds.TRUE9. (p. 19) Companies are now more and more interested in using intangible assets and human capital as a way to gain an advantage over competitors.TRUE10. (p. 22) A learning organization places the highest emphasis on completion of formal employment training.FALSE11. (p. 22) The psychological contract describes what an employee expects to contribute and what the company will provide to the employee in return for these contributions.TRUE12. (p. 25) The use of alternative work arrangements, which include independent contractors, on-call workers, temporary workers, and contract company workers, is shrinking.FALSE13. (p. 27) To be effective, balanced scorecards must be customized by companies to fit different market situations, products, and competitive environments.TRUE14. (p. 27) The balanced scorecard should not be used to link the company's human resource management activities to the company's business strategy.FALSE15. (p. 30) Corporate cultures within companies that successfully implement TQM typically emphasize individualism, hierarchy, accountability, and profits.FALSE16. (p. 31) ISO 9000 certification is an integral component of W. Edwards Deming's quality control process.FALSE17. (p. 34) The skills and motivation of a company's internal labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.TRUE18. (p. 37) Because the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one set of values will characterize all employees.FALSE19. (p. 39) Cultural diversity can provide a company competitive advantage regarding problem-solving. TRUE20. (p. 42) The Sarbanes-Oxley Act of 2002 sets strict rules for corporate behavior and sets heavy fines and prison terms for noncompliance.TRUE21. (p. 43) Every business must be prepared to deal with the global economy.TRUE22. (p. 48) One of the disadvantages of technology is that it does not allow older workers to postpone retirement.FALSE23. (p. 51) E-HRM is more applicable to practices associated with recruiting and training than those associated with analysis and design work, selection, and compensation and benefits.FALSE24. (p. 54) An HR dashboard is a series of indicators that managers and employees have access to on the company intranet or human resource information system.TRUE25. (p. 58) Compensating human resources involves measuring employees' performance.FALSEMultiple Choice Questions26. (p. 4) _____ refers to a company's ability to maintain and gain market share in its industry.A. OutsourcingB. CompetitivenessC. Self-serviceD. Empowerment27. (p. 4) _____ refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance.A. Total quality managementB. Financial managementC. Human resource managementD. Production and operations management28. (p. 5) Strategic HR management includes all but one of the following. Name the exception.A. Financial planningB. Training and developmentC. Performance managementD. Recruiting talent29. (p. 6) Which of the following is NOT a responsibility of HR departments?A. RecruitingB. BenefitsC. Community relationsD. Production and operations30. (p. 6) Which of the following is NOT a product line of human resources?A. Administrative services and transactionsB. Strategic partnerC. Human capital partnerD. Business partner services31. (p. 8) Which of the following best describes a cultural steward?A. Shapes the organization.B. Delivers results with integrity.C. Facilitates change.D. Recognizes business trends and their impact on the business.32. (p. 8) A strategic architect is one who:A. facilitates change.B. recognizes business trends and their impact on the business.C. implements workplace policies conducive to work environment.D. develops talent and designs reward systems.33. (p. 9) Giving employees online access to information about HR issues such as training, benefits, and compensation is known as:A. outsourcing.B. continuous learning.C. self-service.D. strategic planning.34. (p. 9) The practice of having another company (a vendor, third-party provider, consultant) provide services traditionally associated with the administrative role of HR is known as:A. e-commerce.B. empowering.C. outsourcing.D. benchmarking.35. (p. 10) Traditionally, the HRM department was primarily a(n):A. proactive agency.B. finance expert.C. employer advocate.D. administrative expert.36. (p. 11) Which of the following statements about evidence-based HR is FALSE?A. It helps show that the money invested in HR programs is justified and that HR is contributing to the company's goals and objectives.B. It emphasizes that HR is being transformed from a broad corporate competency to a specialized, stand-alone function in which human resources and line managers build partnerships to gain competitive advantage.C. It requires collecting data on such metrics as productivity, turnover, accidents, employee attitudes and medical costs and showing their relationship with HR practices.D. It refers to demonstrating that human resources practices have a positive influence on the company's bottom line or key stakeholders.37. (p. 12-13) Which one of the following statements about the HR profession is FALSE?A. A college degree is required of HR specialists, but not of generalists.B. Generalists usually perform the full range of HRM activities, including recruiting, training, compensation, and employee relations.C. Professional certification in HRM is less common than membership in professional associations.D. The primary professional organization for HRM is the Society for Human Resource Management.38. (p. 13) All of the following competitive challenges faced by companies will increase the importance of human resource management EXCEPT:A. the global challenge.B. the challenge of sustainability.C. the political challenge.D. the technology challenge.39. (p. 14) _____ refers to the ability of a company to survive and succeed in a dynamic competitive environment.A. OutsourcingB. EmpowermentC. SustainabilityD. Resource management40. (p. 14) Sustainability includes all of the following EXCEPT:A. expanding into foreign markets.B. the ability to deal with economic and social changes.C. engaging in responsible and ethical business practices.D. providing high-quality products and services.41. (p. 19) Which of the following statements about intangible assets is FALSE?A. They include human capital.B. They are less valuable than physical assets.C. They are equally or even more valuable than financial assets.D. They are difficult to duplicate or imitate.42. (p. 20) Tacit knowledge is an example of _____ capital.A. socialB. customerC. humanD. intellectual43. (p. 21) Which of the following is NOT true of knowledge workers?A. They often contribute specialized knowledge that their managers may not have, such as information about customers.B. They have many job opportunities.C. They are in high demand because companies need their skills.D. They contribute to the company through manual labor and intellectual labor.44. (p. 21) Empowering is defined as:A. the movement of women and minorities into managerial positions.B. giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.C. leading employees by the strength of one's charisma.D. the act of continually learning and improving one's skills and abilities.45. (p. 22) A(n) _____ contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions.A. employerB. employeeC. psychologicalD. job46. (p. 25) All of the following are examples of alternative work arrangements EXCEPT:A. independent contractors.B. current labor force.C. on-call workers.D. temporary workers.47. (p. 27) The balanced scorecard:A. is similar to most measures of company performance.B. uses indicators important to the company's strategy.C. is a standardized instrument of company performance.D. should not be applied to HR practices.48. (p. 27) The balanced scorecard presents a view of company performance from the perspective of:A. its customers only.B. its employees only.C. its employees and customers only.D. its employees, customers, and shareholders.49. (p. 28) According to the financial perspective of the balanced scorecard, which of the following questions should be answered?A. How do customers see us?B. Can we continue to improve and create value?C. What must we excel at?D. How do we look to shareholders?50. (p. 28) Increasingly, companies are trying to meet shareholder and general public demands that they be more socially, ethically, and environmentally responsible. Thus, companies are recognizing the importance of:A. a balanced scorecard approach to business.B. diversity.C. total quality management.D. social responsibility.51. (p. 30) TQM focuses on:A. designing processes to meet the needs of external customers only.B. reducing variability in the product or service.C. preventing errors rather than correcting errors.D. tying pay to employees' total output less rejects52. (p. 31) "How senior executives create and sustain corporate citizenship, customer focus, clear values, and expectations, and promote quality and performance excellence" is the definition for which Malcolm Baldrige National Quality Award criterion?A. Strategic planningB. Workforce focusC. Customer and market focusD. LeadershipMalcolm Baldrige National Quality Award is an award established in 1987 to promote quality awareness, to recognize quality achievements of U.S. companies, and to publicize successful quality strategies.53. (p. 33) Which one of the following is NOT true of the Six Sigma process?A. The objective of the process is to create a total business focus on serving the customer.B. Training is an important component of the process.C. The process is one of seven categories evaluated within the Malcolm Baldrige Quality Award.D. The process involves measuring, analyzing, improving, and controlling processes once they have been brought within six quality standards.54. (p. 33) Which of following holds TRUE for lean thinking?A. It is a way to do more with less effort, time, equipment, and space.B. It is a way to compete for quality awards and certification.C. It includes offering no-frills goods and services to customers.D. It is working for zero inventories.55. (p. 34) The skills and motivation of a company's _____ labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.A. projectedB. secondaryC. externalD. internal56. (p. 34-37) Which of the following statements about the composition of the U.S. labor force in the next decade is TRUE?A. Labor force growth is greater than at any other time in U.S. history.B. The largest proportion of the labor force is expected to be in the 16-to-24-year age group.C. There will be fewer white males than minorities or women in the labor force.D. The number of "baby boom" workers will increase faster than any other age group.57. (p. 35) Which of the following statements about older workers is FALSE?A. Worker performance and learning are adversely affected by aging.B. The aging labor force means companies are likely to employ a growing share of older workers.C. An emerging trend is for qualified older workers to ask to work part-time or for only a few months at a time as a means to transition to retirement.D. Older employees are willing and able to learn new technology.58. (p. 37) Baby boomers:A. like the latest technology, are ambitious and goal-oriented, and seek meaningful work.B. want to be noticed, respected, and involved.C. tend to be uncomfortable challenging the status quo and authority.D. value unexpected rewards for work accomplishments, opportunities to learn new things, praise, recognition, and time with the manager.59. (p. 38) Regardless of their background, most employees' value:A. the ability to challenge the status quo.B. simplistic tasks requiring few skills.C. managerial positions.D. work that leads to self-fulfillment.60. (p. 38-39) To successfully manage a diverse workforce, managers need to develop all of the following skills EXCEPT:A. providing performance feedback that is based on values rather than objective outcomes.B. communicating effectively with employees from a wide variety of cultural backgrounds.C. coaching employees of different ages, educational backgrounds, ethnicity, physical ability, and race.D. recognizing and responding to generational issues.61. (p. 39) Managing cultural diversity involves:A. enforcing EEO rules.B. creating separate career tracks for employees with families.C. establishing a strong affirmative action policy.D. creating a workplace that makes it comfortable for employees of all backgrounds to be creative and innovative.62. (p. 39) How diversity issues are managed in companies has implications for all the following EXCEPT:A. knowing how to learn.B. creativity.C. retaining good employees.D. problem solving.63. (p. 39) Managing cultural diversity can provide a competitive advantage by:A. decreasing the number of available women and minorities in the company's labor pool.B. helping women and minorities understand they must conform to organizational norms and expectations.C. helping companies produce better decisions by including all employees' perspectives and analysis.D. identifying product markets on which the company should focus64. (p. 39) In managing cultural diversity, which of the following would improve the level of creativity thereby providing competitive advantage to an organization?A. Diversity of perspectives and less emphasis on conformity to norms of the past.B. Those with the best reputations for managing diversity will win the competition for the best personnel.C. An implication of the multicultural model for managing diversity is that the system will become less determinate, less standardized, and therefore more fluid.D. Heterogeneity in decisions and problem-solving groups potentially produces better decisions.65. (p. 39) Which of the following cultural diversity arguments states that companies with the best reputations for managing diversity will win the competition for the best personnel?A. System flexibility argumentB. Marketing argumentC. Employee attraction and retention argumentD. Problem-solving argument66. (p. 39) Diversity is important for tapping all of the following skills of employees EXCEPT:A. cultural skills.B. communication skills.C. creativity.D. homogeneous thinking.67. (p. 40) What areas of the legal environment have influenced HRM practices over the past 25 years?A. Equal employment opportunity, safety and health, pay and benefits, privacy, and job security.B. Executive compensation, pay and benefits, workers' compensation, safety and health, and job security.C. Product liability, workers' compensation, equal employment opportunity, safety and health, and labor relations.D. Equal employment opportunity, patent infringement, workers' compensation, safety and health, and job security.68. (p. 40-41) There will likely be continued discussion, debate, and possible legislation in all but one of the following areas in companies. Name the exception.A. Genetic testingB. Glass ceilingC. Employment-at-willD. Design of physical work environment69. (p. 41) Litigation involving job security will have a major influence on human resource management practices because:A. work rules, recruitment practices, and performance evaluation systems might falsely communicate lifetime employment agreements that the company does not intend to honor during layoffs.B. adjustments of test scores to meet affirmative action requirements are now illegal.C. employees now bear the burden of proof in discrimination cases.D. compensation awards for discrimination claims have increased.70. (p. 41) Which of the following is one of the four ethical principles of a successful company?A. Managers assume all responsibility for the actions of the company.B. It has a strong profit orientation.C. Customer, client, and vendor relationships emphasize mutual benefits.D. It does not produce products that can be used for violent purposes.71. (p. 42) Which legislation act sets new strict rules for business especially as regards accounting practices?A. Human Rights Act of 1994B. Reverse Discrimination Act of 1990C. Sarbanes-Oxley Act of 2002D. Corruption and Practices Act of 200072. (p. 43) Which of the following is NOT a standard that human resource managers must satisfy for practices to be ethical?A. Managers must treat employees as family.B. Human resource practices must result in the greatest good for the largest number of people.C. Employment practices must respect basic human rights of privacy, due process, and free speech.D. Managers must treat employees and customers equitably and fairly.73. (p. 45) Exporting jobs from developed to less developed countries is known as:A. insourcing.B. offshoring.C. importing.D. onshoring.74. (p. 47) Exporting jobs to rural parts of the United States is referred to as:A. insourcing.B. offshoring.C. importing.D. onshoring75. (p. 48) Which of the following statements about technology is FALSE?A. The Internet allows employees to locate and gather resources, including software, reports, photos, and videos.B. Technology does not allow older workers to postpone retirement.C. The Internet gives employees instant access to experts whom they can communicate with.D. Technology has made equipment easier to operate, helping companies cope with skill shortages.76. (p. 49) Which of the following is NOT typically true of work teams?A. They are used to increase employee responsibility and control.B. They use cross-training to give employees knowledge on a wide range of skills.C. They frequently select new team members and plan work schedules.D. They assume all of the activities reserved for managers such as controlling, planning, and coordinating activities.77. (p. 49) Which of the following is NOT recommended for supporting work teams?A. Reducing flexibility and interaction between employees to maintain high productivity.B. Giving employees formal performance feedback.C. Linking compensation and rewards with performance.D. Allowing employees to participate in planning changes in equipment, layout, and work methods.78. (p. 49) All of the following statements about cross training are true EXCEPT:A. it provides teams' maximum flexibility.B. it helps in measuring employees' performance.C. it trains employees in a wide range of skills.D. employees can fill any of the roles needed to be performed on the team.79. (p. 50) Company X has offices around the globe. Its teams are separated by time, geographic distance, culture and/or organizational boundaries, and almost rely exclusively on technology for interaction between team members. Its teams are:A. virtual teams.B. geographically-concentrated teams.C. lean teams.D. teleworker teams.80. (p. 50-51) Adaptive organizational structures emphasize:A. efficiency, decision making by managers, and the flow of information from top to bottom of the organization.B. a core set of values, and elimination of boundaries between managers, employees, and organizational functions.C. clear boundaries between managers, employees, customers, vendors, and the functional areas, and a constant state of learning.D. internal linking, external linking, diversification, and a core set of values.81. (p. 51) Which of the following is FALSE about high-involvement, adaptive organizational structures?A. Employees are in a constant state of learning and performance improvement.B. Employees are free to move wherever they are needed in a company.C. Line employees are trained to specialize in one job in order to maximize efficiency.D. Previously established boundaries between managers, employees, customers, and vendors are abandoned.82. (p. 51) Employees in geographically dispersed locations can work together in virtual teams using video, e-mail, and the Internet. This e-HRM implication refers to which aspect of HR?A. RecruitingB. Analysis and design of workC. SelectionD. Compensation and benefits83. (p. 52) From the manager's perspective, an HRIS can be used to perform primarily all but one of the following. Name the exception.A. Support strategic decision makingB. Avoid litigationC. Evaluate programs and policiesD. Motivate employees84. (p. 54) A(n) _____ is a series of indicators or metrics that managers and employees have access to on the company intranet or human resource information system.A. HR dashboardB. balanced scorecardC. web portalD. Intranet85. (p. 54) All of the following HR practices support high-performance work systems EXCEPT:A. employees participate in selection process.B. jobs are designed to use a variety of skills.C. employee rewards are related to company performance.D. individuals tend to work separately.86. (p. 56) Which one of the following is NOT associated with managing the human resource environment?A. Linking HRM practices to the company's business objectives.B. Identifying human resource requirements through human resource planning, recruitment, and selection.C. Ensuring that HRM practices comply with federal, state, and local laws.D. Designing work that motivates and satisfies the employee as well as maximizes customer service, quality, and productivity.87. (p. 56) Economic value is traditionally associated with all of the following EXCEPT:A. equipment.B. technology.C. facilities.D. HRM practices.88. (p. 57) A company's human resource acquisition requirements are influenced by all of the following EXCEPT:A. terminations.B. customer demands for products and services.C. motivation and satisfaction of employees.D. promotions.89. (p. 58) Managing the assessment and development of human resources involves all of the following EXCEPT:A. measuring employees' performance.B. creating an employment relationship and work environment that benefits both the company and the employee.C. recruiting employees and placing them in jobs that best use their skills.D. identifying employees' work interests, goals, and values, and other career issues.90. (p. 58) Besides interesting work, _____ are the most important incentives that companies can offer to its employees.A. training for future work rolesB. beneficial work environmentsC. support for nonwork activitiesD. pay and benefitsEssay Questions91. (p. 8) Name and discuss the competencies that HR professionals need.定义并讨论人力资源专业人员需要的能力1. Credible activist: delivers results with integrity, shares information, builds trusting relationships, and influences others, providing candid observation, taking appropriate risks.2. Cultural steward: facilitates change, develops and values the culture, and helps employees navigate the culture.3. Talent manager/organizational designer: develops talent, designs reward systems, and shapes the organization.4. Strategic architect: recognizes business trends and their impact on the business, evidence-based HR, and develops people strategies that contribute to the business strategy.5. Business ally: understands how the business makes money and the language of the business.6. Operational executor: implements workplace policies, advances HR technology, and administers day-to-day work of managing people.92. (p. 9-10) How has the role of HRM changed in recent years? Discuss three trends that are changing the HRM function. Why have these roles changed?近年来,HRM的角色发生了怎样的变化?讨论三个改变人力资源管理功能的趋势。
《计算机英语》课后习题答案

《计算机英语》参考答案Chapter 11.(1) 中央处理器(Central Processing Unit)(2) 随机访问内存(Random-access Memory)(3) 美国国际商用机器公司(International Business Machine)(4) 集成电路(Integrated Circuit)(5) 大规模集成电路(Large Scale Integration)(6) 超大规模集成电路(Very Large Scale Integration)(7) 个人数字助理(Personal Digital Assistant)(8) 图形用户界面(Graphical User Interface)2.(1) data(2) software(3) IC(4) ENIAC(5) supercomputer(6) superconductivity3.(1) F (ENIAC is the second digital computer after Atanasoff-Berry Computer)(2) T(3) F (Data is a unorganized)(4) T(5) T(6) T4.(1) 人工智能(2) 光计算机(3) 神经网络(4) 操作系统(5) 并行处理(6) vacuum tube(7) integrated circuit(8) electrical resistance(9) silicon chip(10) minicomputer5.数据是未经组织的内容的集合,数据可以包括字符、数字、图形和声音。
计算机管理数据,并将数据处理生成信息。
向计算机输入的数据称为输入,处理的结果称为输出。
计算机能在某一个称为存储器的地方保存数据和信息以备后用。
输入、处理、输出和存储的整个周期称为信息处理周期。
与计算机交互或使用计算机所产生信息的人称为用户。
1.(1) 发光二极管(Light-Emitting Diode)(2) 静态随机存储器(Static Random Access Memory)(3) 只读存储器(Read Only Memory)(4) 运算器(Arithmetic and Logical Unit)(5) 阴极射线管(Cathode Ray Tube)(6) 视频显示单元(Visual Display Unit)(7) 可编程只读存储器(Programmable Read Only Memory)(8) 液晶显示屏(Liquid Crystal Display)2.(1) CPU(2) peripheral(3) memory(4) modem(5) control unit(6) byte3.(1) T(2) T(3) F (RAM is volatile memory because the information within the computer chips is erased as soon as the computer is powered off whereas ROM is nonvolatile)(4) T(5) T(6) F (Microphones and digital cameras are input devices)4.(1) 寄存器组(2) 主机(3) 二进制的(4) 算法(5) 光盘(6) CD-RW(7) logic operation(8) barcode(9) peripheral device(10) volatile memory5.计算机的内存可被视为一系列的单元,可以在单元中存取数字。
Chapter III Management Processes

現階段管理流程的問題
管理流程还未与绩效考核密切挂钩。 管理流程还未与绩效考核密切挂钩。
现有管理流程在绩效管理上的问题
对公司发展带来的影响
关键流程的负责人(process owner)未界定,流程执行期间,缺 乏全程管理人员。对於流程执行成果也没有明确的人员或部门 负责 关键流程的绩效考核指标并未确认,缺乏流程执行的指导性与 管理重点 工作流程的周期无统一标准,也缺乏优先次序的规划 部门与部门之间的工作流程定义不清楚,以致各部门在每个流 程中所要扮演的角色与职责随意性高,同时也难以就流程结果 评估各部门的绩效表现。 由于每个工作流程都未制定一个流程负责人,不利于流程 绩效管理的实施。特别是一些跨部门的流程,涉及的部 门人员较广,没有流程负责人将使流程工作运作时部门 间的协调功能无法充分实现。 工作流程中各关键控制点的绩效考核指标未确定,无法 对流程执行者和流程负责人进行工作流程的考核,最终 会影响流程实施的效果。 现有各工作流程的周期无明确定义,使得流程绩效考核 无标准的时间界限。 流程中部门与部门之间的接口部分职责划分不够清晰, 导致绩效考核时的困难。
流程設計的原則 选择能帮助小天鹅增强核心竞争力的关键管理流程 注重流程的标准化和规范化
清楚地界定流程所涉及的横向关系 确定流程涉及各层面的职责划分 明确在什么环节作出决定
重点发展能为小天鹅增加价值的流程 强化各管理部门的决策能力,发挥中、高层管理人员的积极性,改变权力过分 集中而影响管理效率的情况 体现共享职能部门统一集中管理的原则 建立横向流程,加强各部门之间的协调和配合 流程的建立紧紧追随“以市场为导向,以客户为中心”的原则,同时注意满足 内部客户的需求 建立自动的反馈系统,保证流程能不断地更新和改进
资料来源:“十五”企业战略发展规划
E4-进程管理

A process migrates among the various queues throughout its life time.
Process scheduling: Ready Queue Various I/O Device Queues
Process scheduling: Representation
Operating system does not allow child to continue if
its parent terminates. Cascading termination.
PROCESS COOPERATING
Independent processes vs cooperating processes
Process operation: Process creation
Parent process create children processes, which, in turn create other processes, forming a tree of processes.
Process operation: Process creation
1.PROCESS CONCEPT
A process includes:
program code program counter value and processor register contents stack section and data section
Process concept: States
I/O-bound process (I/O约束进程) – spends more time doing
Process management

Process managementProcess management is a standardized tectonic end-to-end outstanding business process as the center, with continuous improve organizational business performance for the purpose of systematic method. It should be a operational positioning description, refers to the process analysis, process definition and redefined, resource allocation, timing, and process quality and efficiency evaluation, and process optimization. Because the process management is designed to customer needs, thus the process of change with the external and internal environment and needs to be optimized.Enterprise process management is mainly to the enterprise internal reform, change enterprise function management organization overlap, intermediate level, flow, so as to make each closed-loop not from beginning to end procedure can be by a functional organization management, do agencies don't overlap, business do not repeat, achieve shorten the process cycle, save operation capital functions. Process management of three different levels of process management is to optimize the business process related with vendors, such as prediction, replenishment, plan, signing, inventory control, information communication, etc. Supplier's performance largely restricted by the flow of the purchaser. For example, how to determine the prediction process minimum inventory, supreme inventory, in what frequency update, transfer to the supplier, directly affecting the capacity planning and supplier timely delivery ability. Be like again replenishment, different kinds of products, in what frequency replenishment, replenishment points is how much, purchasing lead time is how much, not only affect the company's inventory management, also affect supplier production planning.Process decided to performance. Management can be through mobilization, emphasize achieve temporary effect, but don't change process and the rules, this effect behind is temporary. Process management and improvement of the key is sure objectives and strategies, documented flow process, implementation process, responsible and regular evaluation to determine. On this basis, the development of a series of indicators, ensure process according to established way running, and speak with on-time delivery rate in front of quality qualified rate, etc, porcelain. So, from flow to performance, again by performance feedback to flow, form a closed management circle. It is worth noting, process improvement more gradual rather thanrevolutionary, because each company always have the current flow, is unlikely to start all over again, through continuous fine-tuning to optimize.The core of process managementProcess management that is the core of process, process is the foundation of any enterprise operation, the enterprise all business are needed to drive, like flow the blood flow of the human body the information related data according to certain conditions from one person (department) transported to other personnel (department) to get the corresponding results back to the related people (or department). An enterprise from different departments, different customers, different people and different suppliers are based on process for collaborative operation, flow in circulation process may take the corresponding data: document/product/financial data/project/task/personnel/clients information flow, if circulation stagnation will lead to this enterprise operation impeded.Strategy: strategic decision process management, processes the realization of the need to support strategy, strategic measures to carry out the corresponding process to go up. Not only should find out the process to achieve their strategic measures of its, and also the organic integration and management. Strategy maps or value chain or must ultimately and process system docking.Process: process management itself from top to integrate began, forming end-to-end hierarchy process system customization. Definition and design of process management life cycle method and standard, design end-to-end process performance index (PPI). Establish the central flow library is to realize flow as an important feature of the central idea.Staff: process management is a professional strong work. To realize the organization to flow as the center of thinking, make the process management facilitator training and internal process management talents training and development. Process the construction of community and learn the knowledge exchange mechanism construction process management is important embodiment. The related flowsheet management authentication will better push in leaders, managers and ordinary employees with flow as the center of the universal thinking way, and to bring organization transformation.Tools: IT and non IT management tool to process the application of ordinary andrealize the ideological plays an important role. Establish a enterprise-level process management platform, and the strategic target of flow and enterprise combining with IT systems, and effectively, can effectively achieve organizational associated the flow of thinking.Process management principlesWhat are the principles of the process management? Process exists for customers, process management's true purpose is to provide our customers better or faster service. We often speak process starts customers, end is also a customer. But in actual work, the barriers we obviously because department ignore customers, don't even know what the customer who is. For customer service, starting from the principle of the process management are as follows:·Set up the concept of customer as center·The customer who is clearly process, process what is the purpose·In contingency and exceptional cases, from the Angle of customers the principle of explicit judgment things·The result, the attention formulated based on process output performance indicators·Make process everyone with a common goal, to client and results reach consensus.Projects aim·Controlled by elaborating management improve degree·Through the process optimization to improve work efficiency·Through the system or norms that engage tacit knowledge·Through improving resources rationally routing management level·Fast realization management replicationBasic characteristicsEnterprise process according to the function can be classified into business process and management processes two large categories.·Tusiness process refers to value for customer directly produce the process;·The management process is to point to control risk and reduce the cost, improve the service quality, improve work efficiency, improve the market reaction speed, finally to improve customer satisfaction and enterprise market competition ability and achieve the profit maximization and improve management efficiency procedures.All procedures are in the business enterprise shall be in enterprise target as a fundamental basis, especially the management process:Foreign, face customer and improve business process efficiencyInternally, the enterprises to improve management process goal, the efficiency, balance enterprise various resources (production line balancing), control the balance of the overall efficiency, the realization enterprise overall performance.Methods tools1 starting point tool: learning for starThe company from different sources know need improve areas: customers, suppliers, employees, consultants and benchmarking aimed, is the best practice process.·The customer is the enterprise need to understand the important sources of information. The most important customer is often the best of improvement in field, and of course it necessary to include very creative customers and world-class operation level of customers. Sometimes, those special captious client's ideas may be exactly what a new design method should consider goal.·Suppliers also can provide similar help enterprise, and the help are not confined to the lower end of the process. Excellent supplier's interest to the whole of the supply system will extensions.·Enterprise employees to deeply understand the process, is also an important source of process improvements ideas.·Consultant can give useful "the outside observer" view, plays the role of promoting BPR project.·Benchmarking study. Enterprise through benchmarking aimed to seek knowledge and studying example inspired.2 and process selection tool: 80/20 principlesProcess selection is sure process comb, optimization and reengineering objectives. Process selection follow the "jewish law" (80/20 principle). Focus first on the "key process", the number of them may only 20% of the total quantity of the whole organization, but the performance of the decisive role play an 80%. Therefore not in "process management" way each platform do stay, in "process management" along the way, choose the place to park in concern.3 and process selection tool: performance - importance matrixProcesses or process results in matrix position represents its important degree and the stand or fall of organization to which they run, importance degree and operation level performance degree from low to high, respectively, combining compare customer feedback data and enterprise internal data will often get unexpected results. If two aspects are according to 1 minute ~ 5 points evaluation, can will be divided into four types, including project an important degree is high, low degree is the most performance need improvement areas.4 and process selection tool: flow sequenceCan choose process sorting method selected key processes.·Put each other procedures to three index assessment: influence (Impact), scale (do), range (Scope); Among them, "impact" refers to the process reengineering of enterprise future operating goals after the may contribute, "scale" refers to the enterprise resources recycling drains, "scope" refers to the amount that will affect the cost of recycling, hr and risk.·"Influence" can be used to assess the benefits; ten rating "Scale" with full-time human man-hour (FTE) and cost estimate of the funds to measure; "Scope" can use time, cost, risk, personnel complexity to evaluate, usable three to five level to evaluate can.·Listed in two dimensions by reengineering form, decided to conduct a team discuss reforming process priority.·Cost and risk, time and other assessment does not need to use accurate data, justbecause of the various factors on the cancelation of the consensus can.5 flow optimization or recycling target selection tool: benchmarking aiming methodBenchmarking aimed at the establishment reform can be used to determine the goals and vision, the benchmark reengineering etc. In many industries have some successful enterprise, the enterprise is the practice of the other firms for industry, therefore, also can follow these enterprise of some specific index as other enterprise benchmarking.6 process description toolsDescribe organizational entities (position) the activities and each entity between various interactive relationship between. Can resort to various process description software to realize, such as Aris, Visio, Smartdraw etc.7 flow problem analysis tools: fishbone diagram analysisWith fishbone diagram, from six aspects and to find the cause of the event flow problems. These six aspects 5M1E: Management is, Man, Machine of Material, and to,.Finally discovers the main reason (process bottlenecks), taking it as a problem characteristics, and repeat the steps until the reason is very clear, form the foundation solutions.8 flow problems 5W3H analysis tool: thinking9 and process optimization tools: ECRS skillsECRS skills refers to Elimination (cancelled), together (merger), theorem (Rearrangement) and Simplification (simplified) four skills, it is to point to in the current work method based on "cancel - merge - rearrange - simplified" four technique to form of existing organizations, work flow and working procedures and methods of continuous improvement.For any work Elimination cancelled, first to ask: why do? Can quit?·Wwithout additional value cancel all the organization, work process, operation or action;·Reduce the more irregular work, such as make work, tools, forming a habitual fixed if mechanical action;·If cannot cancel the merge together, is considering whether to work with other organizations, procedures, operating, action and realizing tools, use resources merger.·Theorem to work cooperatively: according to need to arrange the order of science.·Simplification simplified: refers to the organization structure, working process, operation and movements of the simplified.10 the sigma testing processMany people heard six sigma quality methodology, then immediately to the calculation of their own process to determine their sigma, how far from six sigma. On their first reaction has two: first, whether you need often test your flow capacity? Second, your own performance satisfactory? If both the answer to the question is affirmative, calculate the process sigma may be very interesting but not necessary.。
- 1、下载文档前请自行甄别文档内容的完整性,平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益,请联系客服反馈,我们会尽快为您处理(人工客服工作时间:9:00-18:30)。
lpsaProcess — Points to the process security attribute
structure
lpsaThread — Points to the thread security attribute
structure
(NULL implies default security)
7
A PROCESS AND ITS THREADS
Process
Code
Global Variables
Process Heap Process Resources Open Files, Heaps, · · · Environment Block
Thread 1 TLS Stack
· · ·
Thread N TLS Stack
JMH Associates © 2004, All rights reserved
8
FILE SEARCHING USING MULTIPLE PROCESSES
Parent Process grep pattern argv [2] ExitProcess argv [1], argv [2], ..., argv [N+1]
Topic IV
Topic V
Process Termination and Synchronization
Process Environments and Security Lab 6-A Lab 6-B
JMH Associates © 2004, All rights reserved
3
TOPIC I
10
PROCESS CREATION (1 of 8)
BOOL CreateProcess (LPCTSTR lpImageName, LPTSTR lpCommandLine, LPSECURITY_ATTRIBUTES lpsaProcess, LPSECURITY_ATTRIBUTES lpsaThread, BOOL bInheritHandles, DWORD dwCreate, LPVOID lpvEnvironment, LPCTSTR lpCurDir, LPSTARTUPINFO lpsiStartInfo, LPPROCESS_INFORMATION lppiProcInfo)
Return: TRUE only if the process and thread are successfully created
JMH Associates © 2004, All rights reserved
11
PROCESS CREATION (2 of 8)
Parameters
lpImageName — Specifies the executable program lpCommandLine — Specifies the command line arguments
Chapter 6
Process Management
JMH Associates © 2004, All rights reserved
1
OBJECTIVES
Upon completing this chapter, you will be able to:
Describe Windows processes Create and manage independent processes Describe and use the general purpose Windows object synchronization functions to synchronize processes Be prepared to learn interprocess communication and thread management
Contains name/value strings, such as search path.
lpCurDir — Drive and directory for the new process If NULL, parent’s is used) lpsiStartInfo — Main window appearance for the new
grep pattern argv [3] ExitProcess
· · · grep pattern argv [N+1]
ExitProcess
for (i = 1; i <= N; i++) { StartUp.hStdOut = CreateFile (Temp [i]) CreateProcess (grep pattern argv [i + 1]) } WaitForMultipleObjects; · · · /* Display search results */ for (i = 1; i <= N; i++) { CreateProcess (cat Temp [i]) WaitForSingleObject; } ExitProcess
Individual handles must still be specified as inheritable A typical use is to redirect standard I/O — there are numerous examples in the lab exercises
Except for shared memory-mapped files
One or more code segments One or more data segments containing global variables Environment strings with environment variable information The process heap Resources such as open handles and other heaps
JMH Associates © 2004, All rights reserved
13
PROCESS CREATION (4 of 8)
dwCreate — Combines flags, including: CREATE_SUSPENDED — The primary thread is in a suspended state and will only run when ResumeThread is called DETACHED_PROCESS — Creates a process without a console CREATE_NEW_CONSOLE — Gives the new process a console
Windows Processes and Threads
JMH Associates © 2004, All rights reserved
4
OVERVIEW
A Windows process contains its own independent virtual address space with both code and data Each process contains one or more independently executed threads The Windows thread is the basic executable unit A process can
Can also be unique for each thread
Have a context structure, maintained by the kernel, with machine register values
JMH Associates © 2004, All rights reserved
process
lppiProcInfo — Structure to contain the returned process
and thread handles and identification
JMH Associates © 2004, All rights reserved
2
TOPICS
Topic I
Topic II Topic III
Windows Processes and Threads
Process Management Object Sharing and Handle Inheritance
JMH Associates © 2004, All rights reserved
14
PROCESS CREATION (5 of 8)
lpvEnvironment — Points to an environment block for the new process. If NULL, the parent’s environment is used.
JMH Associates © 2004, All rights reserved
12
PROCESS CREATION (3 of 8)
bInheritHandles — This is a “master switch” to indicate
that the new process can inherit handles from the parent
Create new threads within the processes Create new, independent processes Manage communication and synchronization between these objects