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.。
加里森第十四版管理会计课后题答案CH06
加里森第十四版管理会计课后题答案CH06Chapter 6Variable Costing and Segment Reporting: Tools for Management Solutions to Questions6-1 Absorption and variable costing differ in how they handle fixed manufacturing overhead. Under absorption costing, fixed manufacturing overhead is treated as a product cost and hence is an asset until products are sold. Undervariable costing, fixed manufacturing overhead is treated as a period cost and is expensed on the current period’s income statement. 6-2 Selling and administrative expenses are treated as period costs under both variable costing and absorption costing.6-3 Under absorption costing, fixedmanufacturing overhead costs are included in product costs, along with direct materials, direct labor, and variable manufacturing overhead. If some of the units are not sold by the end of the period, then they are carried into the next period as inventory. When the units are finally sold, the fixed manufacturing overhead cost that has been carried over with the units is included as part of that period’s cost of goods sold. 6-4 Absorption costing advocates argue that absorption costing does a better job of matching costs with revenues than variable costing. They argue that all manufacturing costs must be assigned to products to properly match the costs of producing units of product with the revenues from the units when they are sold. They believe that no distinction should be made between variable and fixed manufacturing costs for the purposes of matching costs and revenues. 6-5 Advocates of variable costing argue that fixedmanufacturing costs are not really the cost of any particular unit of product. If a unit ismade or not, the total fixed manufacturing costs will be exactly the same. Therefore, how can one say that these costs are part of the costs ofthe products? These costs are incurred to have the capacity to make products during aparticular period and should be charged against that period as period costs according to the matching principle.6-6 If production and sales are equal, net operating income should be the same under absorption and variable costing. When production equals sales, inventories do not increase or decrease and therefore underabsorption costing fixed manufacturing overhead cost cannot be deferred in inventory or released from inventory.6-7 If production exceeds sales, absorption costing will usually show higher net operating income than variable costing. When production exceeds sales, inventories increase and under absorption costing part of the fixedmanufacturing overhead cost of the currentperiod is deferred in inventory to the next period. In contrast, all of the fixed manufacturing overhead cost of the current period is immediately expensed under variable costing. 6-8 If fixed manufacturing overhead cost is released from inventory, then inventory levels must have decreased and therefore production must have been less than sales.6-9 Under absorption costing net operating income can be increased by simply increasing the level of production without any increase in sales. If production exceeds sales, units of product areadded to inventory. These units carry a portion of the current period’s fixedmanufacturing overhead costs into the inventory account, reducing the current period’s reported expenses and causing net operating income to increase.? The McGraw-Hill Companies, Inc., 2012. All rights reserved. Solutions Manual, Chapter 62716-10 Differences in reported net operating income between absorption and variable costing arise because of changing levels of inventory. In lean production, goods are produced strictly to customers’ orders. With production geared to sales, inventories are largely (or entirely) eliminated. If inventories are completely eliminated, they cannot change from one period to another and absorption costing and variable costing will report the same net operating income.6-11 A segment is any part or activity of an organization about which a manager seeks cost, revenue, or profit data. Examples of segments include departments, operations, sales territories, divisions, and product lines.6-12 Under the contribution approach, costs are assigned to a segment if and only if the costs are traceable to the segment (i.e., could be avoided if the segment were eliminated). Common costs are not allocated to segments under the contribution approach.6-13 A traceable cost of a segment is a cost that arises specifically because of the existence of that segment. If the segment were eliminated, the cost would disappear. A common cost, by contrast, is a cost that supports more than one segment, but is not traceable in whole or in part to any one of the segments. If the departments of acompany are treated as segments, then examples of the traceable costs of a department would include the salary of the department’s supervisor, depreciation of machines usedexclusively by the department, and the costs of supplies used by the department. Examples ofcommon costs would include the salary of the general counsel of the entire company, the lease cost of the headquarters building, corporate image advertising, and periodic depreciation of machines shared by several departments. 6-14 The contribution margin is the difference between sales revenue and variable expenses. The segment margin is the amount remaining after deducting traceable fixed expenses from the contribution margin. The contribution margin is useful as a planning tool for many decisions, particularly those in which fixed costs don’t change. The segment margin is useful in assessing the overall profitability of a segment. 6-15 If common costs were allocated tosegments, then the costs of segments would be overstated and their margins would beunderstated. As a consequence, some segments may appear to be unprofitable and managers may be tempted to eliminate them. If a segment were eliminated because of the existence of arbitrarily allocated common costs, the overall profit of the company would decline and the common cost that had been allocated to the segment would be reallocated to the remaining segments―making them appear less profitable. 6-16 There are often limits to how far down an organization a cost can be traced. Therefore, costs that are traceable to a segment maybecome common as that segment is divided into smaller segment units. For example, the costs of national TV and printadvertising might be traceable to a specific product line, but be a common cost of the geographic sales territories in which that product line is sold.? The McGraw-Hill Companies, Inc., 2012. All rights reserved. 272 Managerial Accounting, 14th EditionExercise 6-1 (15 minutes)1. Under absorption costing, all manufacturing costs (variable and fixed) are included in product costs. (All currency values are in thousands of rupees, denoted by R.)Direct materials .................................................................. R120 Direct labor ........................................................................ 140 Variable manufacturing overhead ........................................ 50 Fixed manufacturing o verhead (R600,000 ÷ 10,000 units) .... 60 Absorption costing unit product cost .................................... R370 2. Under variable costing, only the variable manufacturing costs are included in product costs. (All currency values are in thousands of rupees, denoted by R.) Direct materials .................................. R120 Direct labor ........................................ 140 Variable manufacturing overhead ........50 Variable costing unit product cost ........ R310Note that selling and administrative expenses are not treated as product costs under either absorption or variable costing. These expenses are always treated as period costs and are charged against the current period’s revenue.? The McGraw-Hill Companies, Inc., 2012. All rights reserved. Solutions Manual, Chapter 6273Exercise 6-2 (20 minutes)1. 2,000 units in ending inventory × R60 fixed manufacturing overhead per unit = R120,000.2. The variable costing income statement appears below:Sales ................................................. R4,000,000 Variable expenses: Variable cost of goods sold (8,000 units × R310 per unit) ........ R2,480,000 Variable selling and administrative (8,000 units × R20 per unit) .......... 160,000 2,640,000 Contribution margin ............................ 1,360,000 Fixed expenses: Fixed manufacturing overhead .......... 600,000 Fixed selling and administrative ........ 400,000 1,000,000 Net operating income ......................... R 360,000The difference in net operating income between variable and absorption costing can be explained by the deferral of fixed manufacturingoverhead cost in inventory that has taken place under the absorption costing approach. Note from part (1) that R120,000 of fixed manufacturing overhead cost has been deferred in inventory to the next period. Thus, net operating income under the absorption costing approach is R120,000 higher than it is under variable costing.? The McGraw-Hill Companies, Inc., 2012. All rights reserved. 274 Managerial Accounting, 14th EditionExercise 6-3 (20 minutes)1. Year 1 Year 2 Year 3 Beginning inventories .......... 180 150 160 Ending inventories ............... 150 160 200 Change in inventories ..........(30) 10 40 Fixed manufacturing overhead in beginning inventories (@$450 per unit) ................................. $ 81,000 $ 67,500 $72,000 Fixed manufacturing overhead in ending inventories (@$450 per unit) ................................. 67,500 72,000 90,000 Fixed manufacturing overhead deferred in (released from)inventories (@$450 per unit) ................................. $(13,500) $ 4,500 $ 18,000 Variable costing net operating income .............. $292,400 $269,200 $251,800 Add (deduct) fixedmanufacturing overhead cost deferred in (released from) inventory under absorption costing ............ (13,500) 4,500 18,000 Absorption costing net operating income .............. $278,900 $273,700 $269,800 2. Because absorption costing net operating income was greater than variable costing net operating income in Year 4, inventories must have increased during the year and hence, fixed manufacturing overhead was deferred in inventories. The amount of the deferral is just the difference between the two net operating incomes or $27,000 = $267,200 C $240,200.? The McGraw-Hill Companies, Inc., 2012. All rights reserved. Solutions Manual, Chapter 6275。
管理学原理英文版最新版教学课件第6章
Learning Objectives 6.1
• Describe six key elements in organizational design.
Elements of Organizational Structure
• Identify the contingency factors that favor either the mechanistic model or the organic model of organizational design.
Models of Organizational Design
More complex structure
Size and Structure
Organic: • less than 2,000 employees can be organic. Mechanistic: • more than 2,000 employees makes organizations to
6.2 Identify the contingency factors that favor either the mechanistic model or the organic model of organizational design.
6.3 Compare and contrast traditional and contemporary organizational designs.
Departmentalization
Exhibit 6-2 Types of Departmentalization
大学工商管理英语教材
大学工商管理英语教材IntroductionIn today's globalized world, English plays a crucial role in various fields, including business management. As a result, universities have developed specialized textbooks to cater to the needs of students studying business administration. This article aims to explore the characteristics and essential components of a comprehensive university-level business management English textbook.Chapter 1: Introduction to Business ManagementThis chapter provides an overview of the principles and concepts of business management. It covers topics such as the functions of management, different management theories, and the importance of effective communication within an organization. Additionally, it includes case studies and real-life examples to illustrate these concepts.Chapter 2: Organizational Behavior and LeadershipThis chapter delves into the study of human behavior within organizations and explores various leadership styles. It covers topics such as motivation, group dynamics, and the role of leadership in achieving organizational success. The chapter also emphasizes the importance of ethical behavior and decision-making in business management.Chapter 3: Marketing ManagementIn this chapter, students learn about the fundamentals of marketing management. It includes topics such as market research, segmenting andtargeting the market, developing marketing strategies, and analyzing consumer behavior. Practical exercises and case studies are provided to enhance students' understanding and application of marketing concepts.Chapter 4: Financial ManagementFinancial management is a crucial aspect of business administration. This chapter introduces students to the basics of financial management, including financial statement analysis, budgeting, and capital investment decisions. It also addresses the importance of financial planning and forecasting for sustainable business growth.Chapter 5: Human Resource ManagementThis chapter focuses on the management of human resources within organizations. It covers topics such as recruitment and selection, training and development, performance appraisal, and employee relations. The chapter also highlights the significance of effective human resource management in building a motivated and productive workforce.Chapter 6: Operations ManagementOperations management is essential for efficient production and service delivery. This chapter explores concepts such as production planning, supply chain management, quality control, and process improvement. Students are encouraged to think critically and apply these concepts to real-world business scenarios.Chapter 7: International BusinessIn today's interconnected world, international business plays a crucial role in the global economy. This chapter provides an overview of international trade, global market entry strategies, cultural considerations, and the challenges of managing multinational corporations. It also discusses the importance of cross-cultural communication and understanding in international business scenarios.Chapter 8: Entrepreneurship and Small Business ManagementEntrepreneurship is the driving force behind innovation and economic development. This chapter introduces students to the fundamentals of entrepreneurship, including opportunity identification, business planning, and risk management. It also emphasizes the unique challenges and opportunities associated with managing small businesses.ConclusionA comprehensive university-level business management English textbook should cover various aspects of business administration, including principles of management, marketing, finance, human resources, operations, international business, and entrepreneurship. By incorporating case studies, real-life examples, and practical exercises, such a textbook can provide students with the necessary knowledge and skills to excel in the field of business management.。
管理科学程序ManagementScienceProcess
– 統計推論 (Statistical inference) – 數學規劃 (Mathematical programming) – 機率模型 (Probabilistic models) – 網路與電腦科學 (Network and computer science)
由模型目的分類 – 最佳化模型 Optimization models – 預測模型Prediction models
由確定性程度分類 – 確定性模型 Deterministic models – 機率或隨機性模型Probabilistic (stochastic) models
9
管理科學程序 Management Science Process
17
基本Excel函數與運算 Basic Excel functions and operators
統計函數 Statistical functions
– RAND()
=RAND()
Generate a random number between 0 and 1 from a uniform distribution.
= A1 + B1 = A1 - B1 = A1 * B1 = A1 / B1 = A1^ B1
13
基本Excel函數與運算 Basic Excel functions and operators
相對與絕對位址 (Relative and absolute addresses)
– All row and column references are considered relative unless preceded by a “$” sign
Process_Management(流程管理)
综合小组的展望目标使所有参与人员的 工作进展进一步协调一致
流程理解
• 成员介绍 • 团队任务介绍 • 日程回顾 • 介绍 – 角色
– 后勤支持 • 收集期望
流程改进
流程审核和执行
持续改进
该方案可能会需要6周到6个月
… 17
理解和流线管理
阶段要点:
改进会准备
不管用多长时间才能在流程图上 开始出现好的征兆,也是正常的 。
10. Client Customer
Service / organisation / client externe à qui est destiné l’extrant du processus. Department / organization / external customer who receives the output of the process
• 减少挫折和失败
…3
摘要
• 4-阶段模型
• 第一阶段 定义 • 第二阶段 流线管理 • 第三阶段 优势借鉴 • 第四阶段 重新设计
…4
4-阶段的模型
第1阶段 第2阶段
ห้องสมุดไป่ตู้
定义
成熟/影响 确认流程责 度分析,选 出改进流程 任人/经理
流线管理
理解流程( 识别非增值 画流程图) 流程 运用流线管 消除非增值 理 流程
… 29
流程理解
会议要求
• • • • • • • 不能保持沉默而不提问题/意见 所以人员必须参与 一次讨论一个问题 确保一个声音说话 未发生的事情不得记录 应该听从的才听 敞开思想
… 30
理解和流线管理
改进会准备
阶段要点: 不要呆板地坚持牛皮纸上的想象计 划,机会的“存在”是变化莫测的 。
操作系统概念(英文)
Process Concept (cont.)
3.1.5 Process vs program dynamic vs static process: lifecycle being created —— executing —— being deleted composition: program + data + PCB A program may correspond to several processes; a process may also contains several programs (e.g. main routines, subroutines and procedures )
The process is characterized with dynamic and concurrent features Roles of processes unit of running entity in system, i.e., CPU allocation unit of resource (e.g. memory, files, devices,…) allocation
3.1.2 Process Definition A process is a program in execution the unit of resources (CPU, memory, I/O devices) allocation runs concurrently with other processes
October 2012
Operating System Concepts- Chapter3 Processes -
19
§3.2 Process Scheduling
《物流实务英语》(英汉双语)
Summary 本章小结
The chapter focuses on the concept of supply chain and supply chain management. Supply chain consists of firms collaborating to serve the needs of end-customers. Supply chain consists of firms collaborating to take advantage of strategic position and to improve operating efficiency.
True or False 判断对错
1.There are a variety of definition about the term "logistics", each have slightly different meaning.
2. Logistics involves the flow and storage of "goods, services, and related information".
5. Good customer service is to make sure that the right person receive the right product with the right quantity at the right place at the right time in the right condition, even the cost is very high.
罗宾斯管理学第十四版——课件_ppt_06
Types of Change: Strategy
Failure to change strategy when circumstances dictate could undermine a company’s success.
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
The Case for Change
• Organizational change: any alteration of people, structure, or technology in an organization
organization
Copyright © 2018 Pearson Education, Ltd. All Reducing Resistance to Change?
• Education and communication • Participation • Facilitation and support • Negotiation • Manipulation and co-optation • Coercion
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Why Do People Resist Change?
• Uncertainty • Habit • Fear of loss • Belief change is inconsistent with goals of
Inexpensive, easy way Can back re, causing
Chapter 5_Diagnosis
PART B—ROADWAY SAFETY MANAGEMENT PROCESSCHAPTER 5—DIAGNOSIS5.1.Introduction................................................................................................5-1 5.2.Step 1: Safety Data Review..........................................................................5-25.2.1.Descriptive Crash Statistics...................................................................5-25.2.2.Summarizing Crashes by Location.........................................................5-4 5.3.Step 2: Assess Supporting Documentation.....................................................5-9 5.4.Step 3: Assess Field Conditions...................................................................5-10 5.5.Identify Concerns.......................................................................................5-12 5.6.Conclusions...............................................................................................5-12 5.7.Sample Problems.......................................................................................5-145.7.1.Intersection 2 Assessment..................................................................5-165.7.2.Intersection 9 Assessment..................................................................5-185.7.3.Segment 1 Assessment......................................................................5-205.7.4.Segment 5 Assessment......................................................................5-22 5.8.References................................................................................................5-25EXHIBITSExhibit 5–1: Roadway Safety Management Process Overview....................................5-1Exhibit 5–2: Example Graphical Summary................................................................5-3Exhibit 5–3: Example Tabular Summary...................................................................5-4Exhibit 5–4: Example of an Intersection Collision Diagram.........................................5-5Exhibit 5–5: Example Collision Diagram Symbols......................................................5-6Exhibit 5–6: Example Condition Diagram..................................................................5-8Exhibit 5-7: Sites Selected For Further Review.......................................................5-14Exhibit 5-8:Intersection Crash Data Summary.......................................................5-15Exhibit 5-9:Roadway Segment Crash Data Summary.............................................5-15Exhibit 5-10:Crash Summary Statistics for Intersection 2.........................................5-16Exhibit 5-11:Collision Diagram for Intersection 2.....................................................5-17Exhibit 5-12:Condition Diagram for Intersection 2...................................................5-17Exhibit 5-13:Crash Summary Statistics for Intersection 9.........................................5-18Exhibit 5-14:Collision Diagram for Intersection 9.....................................................5-19Exhibit 5-15:Condition Diagram of Intersection 9....................................................5-19Exhibit 5-16:Crash Summary Statistics for Segment 1.............................................5-21Exhibit 5-17:Collision Diagram for Segment 1.........................................................5-21Exhibit 5-18:Condition Diagram for Segment 1.......................................................5-22Exhibit 5-19:Crash Summary Statistics for Segment 5.............................................5-23Exhibit 5-20:Collision Diagram for Segment 5.........................................................5-23Exhibit 5-21:Condition Diagram for Segment 5.......................................................5-24Exhibit A-1: Police Traffic Crash Form....................................................................5-26Exhibit A-2: Police Traffic Crash Form (page 2)......................................................5-27 Page 5-ii Part B / Roadway Safety Management ProcessAPPENDICESAppendix A – Example of Police Crash Report...........................................................5-26 Appendix B – Site Characteristic Considerations........................................................5-28 Appendix C – Preparation for Conducting an Assessment of Field Conditions...............5-31 Appendix D – Field Review Checklist.........................................................................5-32 Appendices References............................................................................................5-35This page intentionally blank.Page 5-iv Part B / Roadway Safety Management ProcessCHAPTER 5DIAGNOSIS15.1.INTRODUCTION2Diagnosis is the second step in the roadway safety management process (Part B), 3as shown in Exhibit 5-1. Chapter 4 described the network screening process from 4which several sites are identified as the most likely to benefit from safety 5improvements. The activities included in the diagnosis step provide an 6understanding of crash patterns, past studies, and physical characteristics before 7potential countermeasures are selected. The intended outcome of a diagnosis is the 8identification of the causes of the collisions and potential safety concerns or crash 9patterns that can be evaluated further, as described in Chapter 6.10Exhibit 5–1: Roadway Safety Management Process Overview1112The diagnosis procedure presented in this chapter represents the best available 13knowledge and is suitable for projects of various complexities. The procedure 14outlined in this chapter involves the following three steps; some steps may not apply 15to all projects:16Step 1: Safety Data Review17o Review crash types, severities, and environmental conditions to develop 18summary descriptive statistics for pattern identification and,19 The assessment of a site begins with a review of crash data that may identify any patterns in the types of crashes and/or severity of crashes that have occurred. The purpose of site/crash diagnosis is to develop an understanding of factors that may lead to crashes.Page 5-2 Part B / Roadway Safety Management Process o Review crash locations.20Step 2: Assess Supporting Documentation 21 oReview past studies and plans covering the site vicinity to identify 22 known issues, opportunities, and constraints.23Step 3: Assess Field Conditions 24 oVisit the site to review and observe multi-modal transportation facilities 25 and services in the area, particularly how users of different modes travel 26 through the site.27 5.2. STEP 1: SAFETY DATA REVIEW28 A site diagnosis begins with a review of safety data that may identify patterns in 29 crash type, crash severity, or roadway environmental conditions (e.g., pavement, 30 weather, and/or lighting conditions). The review may identify patterns related to 31 time of day, direction of travel prior to crashes, weather conditions, or driver 32 behaviors. Compiling and reviewing three to five years of safety data is suggested to 33 improve the reliability of the diagnosis. The safety data review considers:34 Descriptive statistics of crash conditions (e.g., counts of crashes by type, 35 severity, and/or roadway or environmental conditions); and36Crash locations (i.e., collision diagrams, condition diagrams, and crash 37 mapping using GIS tools).38 5.2.1.Descriptive Crash Statistics39Crash databases generally summarize crash data into three categories: 40 information about the crash, the vehicle in the crash, and the people in the crash. In 41 this step, crash data are reviewed and summarized to identify potential patterns. 42 Descriptive crash statistics include summaries of:43 Crash Identifiers: date, day of week, time of day;44Crash Type: defined by a police officer at the scene or, if self-reporting is 45 used, according to the victims involved. Typical crash types are: 46 o Rear-end 47 o Sideswipe 48 o Angle 49 o Turning 50 o Head-on 51 o Run-off the road 52 o Fixed object 53o Animal 54 o Out of control 55 oWork zone56Crash Severity: typically summarized according to the KABCO scale for 57 defining crash severity (described in Chapter 3);58Crash data review may reveal patterns in crashes at a site.Crash severity is often divided into categories according to the KABCO scale, which is defined inChapter 3, Section 3.2.2Sequence of Events:59o Direction of Travel;60o Location of Parties Involved: northbound, southbound, eastbound, 61westbound; specific approach at a specific intersection or specific 62roadway milepost;63Contributing Circumstances:64o Parties Involved: vehicle only, pedestrian and vehicle, bicycle and 65vehicle;66o Road Condition at the Time of the Crash: dry, wet, snow, ice;67o Lighting Condition at the Time of the Crash: dawn, daylight, dusk, 68darkness without lights, darkness with lights;69o Weather Conditions at the Time of the Crash: clear, cloudy, fog, rain, 70snow, ice; and71o Impairments of Parties Involved: alcohol, drugs, fatigue.72These data are compiled from police reports. An example of a police report from 73Oregon is shown in Appendix A.74Bar charts, pie charts, or tabular summaries are useful for displaying the 75descriptive crash statistics. The purpose of the graphical summaries is to make 76patterns visible. Exhibits 5-2and 5-3 provide examples of graphical and tabular 77summaries of crash data.78Exhibit 5–2: Example Graphical Summary7980818283 Descriptive crash statistics provide information about the crash, the vehicle, and people in the crash.Page 5-4Part B / Roadway Safety Management Processtravel. Additional information associated with each crash is also provided next to 118119each symbol. The additional information can be any of the above crash statistics, but 120often includes some combination (or all) of severity, date, time of day, pavement 121condition, and light condition. A legend indicates the meaning of the symbols, the 122site location, and occasionally other site summary information.123The collision diagram can be drawn by hand or developed using software. It 124does not need to be drawn to scale. It is beneficial to use a standard set of symbols for 125different crash types to simplify review and assessment. Example arrow symbols for 126different crash types are shown in Exhibit 5-5. These can be found in many safety 127textbooks and state transportation agency procedures.128Exhibit 5–4: Example of an Intersection Collision Diagram129130131Adapted from ITE Manual of Transportation Engineering Studies.(4)132Page 5-6 Part B / Roadway Safety Management Process Exhibit 5–5: Example Collision Diagram Symbols133134Adapted from ITE Manual of Transportation Engineering Studies.(4)135 Condition Diagram136A condition diagram is a plan view drawing of as many site characteristics as 137 possible.(2) Characteristics that can be included in the condition diagram are:138Roadway 139 o Lane configurations and traffic control;140 o Pedestrian, bicycle, and transit facilities in the vicinity of the site; 141 o Presence of roadway medians; 142 o Landscaping;143 oShoulder or type of curb and gutter; and,144A condition diagram is a plan view drawing of site characteristics including: roadway geometry, adjacent land use, & pavement conditions.o Locations of utilities (e.g., fire hydrants, light poles, telephone poles). 145Land Uses146o Type of adjacent land uses (e.g., school, retail, commercial, residential) 147and;148o Driveway access points serving these land uses.149Pavement Conditions150o Locations of potholes, ponding, or ruts.151The purpose of the condition diagram is to develop a visual site overview that 152can be related to the collision diagram’s findings. Conceptually, the two diagrams 153could be overlaid to further relate crashes to the roadway conditions. Exhibit 5-6 154provides an example of a condition diagram; the content displayed will change for 155each site depending on the site characteristics that may contribute to crash 156occurrence. The condition diagram is developed by hand during the field 157investigation and can be transcribed into an electronic diagram if needed. The 158diagram does not have to be drawn to scale.159 A condition diagram can be related to a collision diagram to further understand potential patterns.Page 5-8 Part B / Roadway Safety Management Process Exhibit 5–6: Example Condition Diagram160161 Crash Mapping162 Jurisdictions that have electronic databases of their roadway network and 163 geocoded crash data can integrate the two into a Geographic Information Systems 164 (GIS) database.(3) GIS allows data to be displayed and analyzed based on spatial 165 characteristics. Evaluating crash locations and trends with GIS is called crash 166 mapping. The following describes some of the crash analysis techniques and 167 advantages of using GIS to analyze a crash location (not an exhaustive list):168 Scanned police reports and video/photo logs for each crash location can be 169 related to the GIS database to make the original data and background 170 information readily available to the analyst.171Data analyses can integrate crash data (e.g., location, time of day, day of 172 week, age of participants, sobriety) with other database information, such as 173 the presence of schools, posted speed limit signs, rail crossings, etc.174The crash database can be queried to report crash clusters; that is, crashes 175within a specific distance of each other, or within a specific distance of a 176particular land use. This can lead to regional crash assessments and analyses 177of the relationship of crashes to land uses.178Crash frequency or crash density can be evaluated along a corridor to 179provide indications of patterns in an area.180Data entry quality control checks can be conducted easily and, if necessary, 181corrections can be made directly in the database.182The accuracy of crash location data is the key to achieving the full benefits of 183GIS crash analysis. The crash locating system that police use is most valuable when it 184is consistent with, or readily converted to, the locational system used for the GIS 185database. When that occurs, global positioning system (GPS) tools are used to 186identify crash locations. However, database procedures related to crash location can 187influence analysis results. For example, if all crashes within 200 feet of an intersection 188are entered into the database at the intersection centerline, the crash map may 189misrepresent actual crash locations and possibly lead to misinterpretation of site 190issues. These issues can be mitigated by advanced planning of the data set and 191familiarity with the process for coding crashes.1925.3.STEP 2: ASSESS SUPPORTING DOCUMENTATION193Assessing supporting documentation is the second step in the overall diagnosis 194of a site. The goal of this assessment is to obtain and review documented information 195or personal testimony of local transportation professionals that provides additional 196perspective to the crash data review described in Section 5.2. The supporting 197documentation may identify new safety concerns or verify the concerns identified 198from the crash data review.199Reviewing past site documentation provides historical context about the study 200site. Observed patterns in the crash data may be explained by understanding 201operational and geometric changes documented in studies conducted in the vicinity 202of a study site. For example, a review of crash data may reveal that the frequency of 203left-turning crashes at a signalized intersection increased significantly three years ago 204and have remained at that level. Associated project area documentation may show a 205corridor roadway widening project had been completed at that time, which may have 206led to the increased observed crash frequency due to increased travel speeds and/or 207the increase in the number of lanes opposing a permitted left turn.208Identifying the site characteristics through supporting documentation also helps 209define the roadway environment type (e.g., high-speed suburban commercial 210environment, or low-speed urban residential environment). This provides the context 211in which an assessment can be made as to whether certain characteristics have 212potentially contributed to the observed crash pattern. For example, in a high-speed 213rural environment a short horizontal curve with a small radius may increase the risk 214of a crash, whereas in a low-speed residential environment the same horizontal curve 215length and radius may be appropriate to help facilitate slower speeds.216The following types of information may be useful as supporting documentation 217to a site safety assessment:(6)218Current traffic volumes for all travel modes;219As-built construction plans;220 Supporting documentation such as as-built plans, past studies, and past traffic counts further inform of conditions at a site.A field visit to experience site conditions may provide additional information about crashes. Relevant design criteria and pertinent guidelines;221Inventory of field conditions (e.g., traffic signs, traffic control devices, 222number of travel lanes, posted speed limits, etc.);223Relevant photo or video logs;224Maintenance logs;225Recent traffic operations and/or transportation studies conducted in the 226vicinity of the site;227Land use mapping and traffic access control characteristics;228Historic patterns of adverse weather;229Known land use plans for the area;230Records of public comments on transportation issues;231Roadway improvement plans in the site vicinity; and,232Anecdotal information about travel through the site.233A thorough list of questions and data to consider when reviewing past site234documentation is provided in Appendix B.2355.4.STEP 3: ASSESS FIELD CONDITIONS236The diagnosis can be supported by a field investigation. Field observations can 237serve to validate safety concerns identified by a review of crash data or supporting 238documentation. During a field investigation, firsthand site information is gathered to 239help understand motorized and non-motorized travel to and through the site. Careful 240preparation, including participant selection and coordination, helps get the most 241value from field time. Appendix C includes guidance on how to prepare for assessing 242field conditions.243A comprehensive field assessment involves travel through the site from all244possible directions and modes. If there are bike lanes, a site assessment could include 245traveling through the site by bicycle. If U-turns are legal, the assessment could 246include making U-turns through the signalized intersections. The goal is to notice, 247characterize, and record the “typical” experience of a person traveling to and through 248the site. Visiting the site during different times of the day and under different 249lighting or weather conditions will provide additional insights into the site’s 250characteristics.251The following list provides several examples (not an exhaustive list) of useful 252considerations during a site review:(1)253Roadway and roadside characteristics:254o Signing and striping255o Posted speeds256o Overhead lighting257o Pavement condition258o Landscape condition259Page 5-10Part B / Roadway Safety Management Process260o Sight distances261o Shoulder widths262o Roadside furniture263o Geometric design (e.g., horizontal alignment, vertical alignment, cross-264section)Traffic conditions:265266o Types of facility users267o Travel condition (e.g., free-flow, congested)268o Adequate queue storage269o Excessive vehicular speedso Traffic control270271o Adequate traffic signal clearance timeTraveler behavior:272273o Drivers—aggressive driving, speeding, ignoring traffic control, making 274maneuvers through insufficient gaps in traffic;275o Bicyclists—riding on the sidewalk instead of the bike lane, riding 276excessively close to the curb or travel lane within the bicycle lane; 277ignoring traffic control, not wearing helmets; and,278o Pedestrians—ignoring traffic control to cross intersections or roadways, 279insufficient pedestrian crossing space and signal time, roadway design 280that encourages pedestrians to improperly use facilities.Roadway consistency: Roadway cross-section is consistent with the desired 281functionality for all modes, and visual cues are consistent with the desired 282283behavior;Land uses: Adjacent land use type is consistent with road travel conditions, 284285degree of driveway access to and from adjacent land uses, and types of users 286associated with the land use (e.g., school-age children, elderly, commuters);Weather conditions: Although it will most likely not be possible to see the 287288site in all weather conditions, consideration of adverse weather conditions 289and how they might affect the roadway conditions may prove valuable; and,Evidence of problems, for example:290291o Broken glass292o Skid marks293o Damaged signs294o Damaged guard rail295o Damaged road furniture296o Damaged landscape treatments297Prompt lists are useful at this stage to help maintain a comprehensive assessment. These tools serve as a reminder of various considerations and 298299assessments that can be made in the field. Prompt lists can be acquired from a varietyPage 5-12 Part B / Roadway Safety Management Process of sources, including road safety audit guidebooks and safety textbooks. Alternately, 300 jurisdictions can develop their own. Example prompt lists for different types of 301 roadway environments are provided in Appendix D.302 An assessment of field conditions is different from a road safety audit (RSA). A 303 RSA is a formal examination that could be conducted on an existing or future facility 304 and is completed by an independent and interdisciplinary audit team of experts. 305 RSAs include an assessment of field conditions, as described in this section, but also 306 include a detailed analysis of human factors and other additional considerations. The 307 sites selected for a RSA are also selected differently than those selected through the 308 network screening process described in Chapter 4. A RSA will often be conducted as a 309 proactive means of reducing crashes and the site may or may not exhibit a known 310 crash pattern or safety concern in order to warrant study.311 5.5. IDENTIFY CONCERNS312 Once the field assessment, crash data review, and supporting documentation 313 assessment is completed the information can be compiled to identify any specific 314 crash patterns that could be addressed by a countermeasure. Comparing 315 observations from the field assessment, crash data review, and supporting 316 documentation assessment may lead observations that would not have otherwise 317 been identified. For example, if the crash data review showed a higher average crash 318 frequency at one particular approach to an intersection, and the field investigation 319 showed potential sight-distance constraints at this location, these two pieces of 320 information may be related and warrant further consideration. Alternatively, the 321 background site document assessment may reveal that the intersection’s signal 322 timing had recently been modified in response to capacity concerns. In the latter case, 323 conditions may be monitored at the site to confirm that the change in signal timing is 324 achieving the desired effect.325 In some cases the data review, documentation review, and field investigation 326 may not identify any potential patterns or concerns at a site. If the site was selected 327 for evaluation through the network screening process, it may be that there are 328 multiple minor factors contributing to crashes. Most countermeasures are effective in 329 addressing a single contributing factor, and therefore it may require multiple 330 countermeasures to realize a reduction in the average crash frequency.331 5.6. CONCLUSIONS332 This chapter described steps for diagnosing crash conditions at a site. The 333 expected outcome of a diagnosis is an understanding of site conditions and the 334 identification of any crash patterns or concerns, and recognizing the site conditions 335 may relate to the patterns.336This chapter outlined three steps for diagnosing sites:337Step 1: Crash Data Review – The review considers descriptive statistics of 338crash conditions and locations that may help identify data trends. Collision 339 diagrams, condition diagrams, and crash mapping are illustrative tools that 340 can help summarize crash data in such a way that patterns become evident. 341Step 2: Assess Supporting Documentation – The assessment provides 342 information about site conditions, including: infrastructure improvements, 343 traffic operations, geometry, traffic control, travel modes in use, and relevant 344 public comments. Appendix B provides a list of questions to consider when 345 assessing supporting documentation.346A site diagnosis is completed with acrash data review, review of supporting documentation, and a field visit.Step 3: Field Conditions Assessment – First-hand site information is gathered 347348and compared to the findings of Steps 1 and 2. The on-site information 349gathered includes roadway and roadside characteristics, live traffic 350conditions, traveler behavior, land uses, roadway consistency, weather 351conditions, and any unusual characteristics not identified previously. The 352effectiveness of a field investigation is increased when conducted from a 353multi-modal, multi-disciplinary perspective. Appendices C and D provide 354additional guidance for preparing and conducting a field conditions 355assessment.At this point in the roadway safety management process, sites have been 356357screened from a larger network and a comprehensive diagnosis has been completed.Site characteristics are known and specific crash patterns have been identified. 358359Chapter 6 provides guidance on identifying the factors contributing to the safety 360concerns or crash patterns and identifying countermeasures to address them.Page 5-14Part B / Roadway Safety Management Process385 386 387 388 389390 391392 393 394 395 396 397 398 399 4004015.7.1.Intersection 2 Assessment402Exhibit 5-10 contains crash summary statistics for Intersection 2. Exhibit 5-11 403illustrates the collision diagram for Intersection 2. Exhibit 5-12 is the condition 404diagram for Intersection 2. All three exhibits were generated and analyzed to 405diagnose Intersection 2.406Exhibit 5-10: Crash Summary Statistics for Intersection 2407408 409Page 5-16Part B / Roadway Safety Management Process。
Chapter 06 Decision-Making 10月15号
‹#›
2011-3-13
Exhibit 6–3 Assessed Values of Laptop Computers 6– Using Decision Criteria
‹#›
2011-3-13
Step 6: Selecting an Alternative
• Choosing the best alternative
Weight
10 8 6 4 3
‹#›
2011-3-13
Step 4: Developing Alternatives
• Identifying viable alternatives
Alternatives are listed (without evaluation) that can resolve the problem.
The alternative with the highest total weight is chosen.
Step 7: Implementing the Alternative
• Putting the chosen alternative into action.
Conveying the decision to and gaining commitment from those who will carry out the decision.
Exhibit 6–5 Decisions in the Management Functions 6–
‹#›
2011-3-13
Making Decisions
• Rationality(理性决策模型) Rationality(理性决策模型)
Managers make consistent, value-maximizing choices valuewith specified constraints. Assumptions are that decision makers:
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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
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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
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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
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PROCESS CREATION (2 of 8)
Parameters
lpImageName — Specifies the executable program lpCommandLine — Specifies the command line arguments
Chapter 6
Process Management
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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
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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
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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
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process
lppiProcInfo — Structure to contain the returned process
and thread handles and identification
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2
TOPICS
Topic I
Topic II Topic III
Windows Processes and Threads
Process Management Object Sharing and Handle Inheritance
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PROCESS CREATION (5 of 8)
lpvEnvironment — Points to an environment block for the new process. If NULL, the parent’s environment is used.
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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