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管理信息系统(第7版)PPT+试题库 CH03-7E

Essentials of Business Information Systems, 7ELaudon & LaudonLecture Files by Barbara J. EllestadChapter 3 Achieving Competitive Advantage with Information SystemsThe changes that have taken place in computing have affected the business environment in a big way. Over 40 percent of business equipment investments in the last decade have been on technology. Organizations are finding more efficient ways to accomplish tasks via networking, either internal networks or by connecting to external networks. Technology has caused many changes in the way businesses connect to their customers, suppliers, and business partners to achieve a competitive advantage.3.1 Using Information Systems to Achieve Competitive AdvantageGoogle, Amazon, e-Bay–the giants of the Internet. They are successful and make loads of money. They could easily rest on their laurels, kick back, and relax. If they are so successful, why do they keep working so hard to continually introduce new products and services and improve the old ones? Because someone, somewhere, is trying to take their place and become the new giant. These companies must keep the competitive advantage and they are using information systems to do so.Type of Competitive AdvantageThere are four ways companies can create or keep the competitive advantage:1.Barriers to entry that restrict the supply: create supply monopolies.2.Demand control: create and control the switching costs customers wouldexperience if they moved to another supplier.3.Economies of scale: keep operating costs low while expanding sales byincreasing the amount of product or service you provide with the same equipment.4.Process efficiency: improve business processes to make them more efficient andcheaper.Some companies use just one of these to maintain a competitive advantage but most companies will use a combination of them.Porter’s Competitive Forces ModelPorter’s competitive forces model contends that much of the success or failure of a business depends on its ability to respond to its external environment. Figure 3-1 shows four external forces that every business must contend with at one time or another.Figure 3-1: Porter’s Competitive Forces Model.It’s important to understand from this model that a firm’s success is not predicated on how well it does internally. It must also pay attention to:•Traditional competitors: always nipping at your heals with new products and services trying to steal your customers.•New market entrants: not constrained by traditional ways of producing goods and services, they can easily jump into your markets and lure customers away with cheaper or better products and services.•Substitute products and services: customers may be willing to try substitute products and services if they decide your price is too high or the quality of yourproducts and services is too low.•Customers: fickle to say the least, they are now armed with new information resources that make it easier for them to jump to your competitors, new marketentrants, or substitute products.•Suppliers: the number of suppliers used may determine how easy or difficult your business will have in controlling the supply chain. Too few suppliers and you losea lot of control.Information System Strategies for Dealing with Competitive ForcesMany companies have found that effective and efficient information systems allow them to deal with external forces in one of four ways: low-cost leadership, product differentiation, focus on market niche, and strengthen customer and supplier intimacy. Low-Cost LeadershipBy using information systems to lower your operational costs you can lower your prices. That will make it difficult for traditional competitors and new market entrants to match your prices. This strategy works best with commodities such as computers or with household products retailers such as Wal-Mart.Efficient customer response systems provide a company and its suppliers with an integrated view of customers. These systems provide instantaneous information to the company and its suppliers. Every staff member can have access to the information in the system to help reduce costs and prices well below that of the competition. Processes such as supply replenishment are automated between companies and suppliers. When products reach a certain re-order point, the system automatically sends a message to the supplier who can quickly send out new stock. These systems help companies achieve low-cost leadership in their industry.Product DifferentiationA very effective use of strategic information systems is to create products or services that are so different that they create barriers for the competition. Product differentiation is at the heart of Dell Computer Corporation’s success. Its competitors, such as Compaq and IBM, have tried to duplicate Dell’s made-to-order strategic business model but have not been quite as successful.Apple uses product differentiation to help market its iPod and online music system to a broad swath of the population and create barriers that its competitors are having difficulty overcoming.People like to feel that they are unique individuals with their own needs and desires. One of the best strategies for dealing with competitors is to offer customers exactly what they want, when they want it, and how they want it. The Internet provides a new outlet for mass customization by allowing customers to order one-of-a-kind products. For instance, by visiting the Ping Golf Club Web site, an individual can step through a series of pages that will help design golf clubs to fit him/her. The customer answers questions on the site about his/her height, arm length, hand size, and level of play. The site then adviseshim/her on the exact type of club that best fits his/her needs and provides all of the information necessary to order the clubs. Once ordered, Ping can produce the product in a matter of hours and use a shipping partner to deliver the clubs in less than five days. The individual feels special and Ping has gained a new customer.Focus on Market NicheIf an organization is in a fiercely competitive market, it can choose to focus on a very narrow segment of the market rather than a broad general audience. Using data mining techniques a firm can gather very specific information about its customers and create a focused differentiation business strategy to market directly to those consumers. Being able to address the needs and wants of a very small market segment is why companies are so intent on gathering as much consumer information from a variety of sources as they can.Apple Computer uses focused differentiation to help sell its computers to a narrow target market of graphic designers and educators rather than the general population of computer users.Strengthen Customer and Supplier IntimacySupply chain management (SCM) systems increase supplier intimacy while customer relationship management systems increase customer intimacy. SCM systems create immense switching costs between a company and its suppliers because of the investment of hardware and software necessary to make the system successful. Customer relationship management systems allow companies to learn details about customers that give them the competitive advantage over traditional competitors and new market entrants.Implementing these competitive strategies requires precise coordination of people, technology and the organization. A company can pursue one or more of these strategies but cannot isolate any of the three dimensions of an information system. They must all work in concert together to have any hope of success.The Internet’s Impact on Competitive AdvantageTry to think of one industry that has not been touched by the Internet. Its impact on Porter’s Competitive Forces Model is apparent from entertainment to retail to travel to financial services. The Internet allows traditional competitors to introduce new products and services and lure customers away. It provides a low cost avenue for new market entrants. Consumers can easily and quickly find substitute products and services through the Internet. Customers can use information provided on the Internet to create new competition between companies while suppliers can increase their market power. Table 3.3 summarizes the impact the Internet is having on many industries.Not all of the news is bad though. The Internet provides new opportunities for companies to increase their customers and markets while reducing their costs. The companies we first mentioned in this section, Google, Amazon, and e-Bay are continually creating new products and services through the Internet. They are successful because they use information systems to continually improve their strategic competitive forces.The Business Value Chain ModelBe better than the competition. That’s the mantra of most companies that are serious about winning the game. Areas of the organization most affected by leveraging technology are in producing the product, getting it to the stores, and making the customer happy. Remember the WorldWide Candy Corporation from Chapter 2? Think of all the activities that go into getting the Cybernuts candy bar made, from procuring raw materials to actual production. Then consider how the candy bar gets from the factory to the store shelves. And what about all those commercials you see? These are primary activities. Just as important are support activities: human resources, accounting, and finance. These functions support the primary functions of production, shipping, and sales andmarketing. The value chain model shown below will help an organization focus on these activities and determine which are critical to its success.Figure 3-2: The Value Chain Model.By effectively using an information system in a strategic role at any, or preferably all, levels of the organization, a digital firm can provide more value in their products than the competition. If they can’t provide more value, then the strategic information system should help them provide the same value but at a lower price.Benchmarking provides a way for businesses to determine how they stand up against their competitors within the same industry. For instance, if the industry standard in producing golf clubs is ten days, Ping can benchmark their production schedule of five days and determine that they are successful. They can also research the best practices of other golf club manufacturers and decide if they should fine tune their business processes to wring even more resources from the production process.Information to formulate benchmarks and best practices can come from internal sources, other companies within the same industry, external industries, university research units, or the government.Extending the Value Chain: The Value WebMore and more companies are incorporating the Internet in their business strategies through the use of value webs. Ford Motor Company is forming many partnerships and alliances via the Web to offer services and products that otherwise would be too difficult, costly, or time-consuming.“Suppliers are an integral part of our business, and our success isinterdependent with theirs. We rely on more than 2,000 productionsuppliers to provide many of the parts that are assembled into Fordvehicles. Another 9,000 suppliers provide a wide range of nonproductiongoods and services, from production equipment to computers toadvertising.” ( Web site)Ford is using value webs to connect itself, suppliers, and business partners and share best practices so that each participant can improve its business processes. That in turn lowers supply costs for Ford and ensures a certain level of standardization through the manufacturing process. Suppliers can collaborate with each other via the value web to enhance their core competencies and improve the entire supply chain. Sharing information through the value web helps not just Ford but the entire vehicle manufacturing industry.Figure 3-3: The Value Web.Synergies, Core Competencies, and Network-Based StrategiesVery seldom will you find a business that provides all of its own services, supplies, and processes throughout the entire chain. It isn’t practical or efficient to do so. Almost every business relies on partnerships with other companies to produce goods and services. The most successful companies will determine the best synergies, core competencies and network-based strategies to reduce costs, improve products and services, and increase profits.SynergiesAOL has provided dial-up Internet access for consumers and businesses since the early 1990s. In addition to providing Internet access it also creates specific content that is available only to its customers. The last few years has seen a huge increase in the demand for broadband access by customers across the U.S. AOL simply doesn’t have the necessary infrastructure to provide what its customers want. But other telecommunications companies such as BellSouth and Verizon can help AOL answer the demand through their networks. AOL, in synergy with the other companies can now provide the services customers want.“David Scobey, President of BellSouth’s Retail Markets, said, “This newrelationship will make it easier for loyal AOL consumers to get all thebenefits of BellSouth DSL without losing their AOL service. We think thispromotion offers a compelling reason for AOL members to move tobroadband.” ( Web site)In early 2006, two telecommunication industry giants, Verizon and MCI, announced a partnership that will provide new services to large corporations and governments.“Verizon has joined forces with MCI to form Verizon Business, a leadingprovider of advanced communications services for large businesses,government, and international organizations. The vision: To create onetruly seamless, local-to-global IP network. One that works alongside oneof the world’s most reliable wireless networks, providing your businesswith every piece of the solution you need, including the most importantone of all: people.Consumers and small businesses will also benefit from combining MCI’sworld-class Internet backbone with Verizon’s broadband offerings,providing opportunities to advance our broadband services and keep pacewith the increasing demands of the multimedia marketplace.” ()Both companies have superior services. However, it would have been impossiblefor either company to alone provide the new service. Rather than forego the opportunity altogether, they combined their synergies to create new services for customers.Enhancing Core CompetenciesWhy did Ford Motor Company form an alliance with UPS instead of continuing its long-time practice of delivering vehicles to dealers itself? Because Ford wanted to concentrate on its core competency of manufacturing vehicles and let UPS concentrate on its core competency of delivering products.UPSLogistics’Web site says “By shaving four days off the delivery cycleand reengineering the network, Ford is realizing a $1 billion dollarreduction in vehicle inventory and more than $125 million in inventorycarrying-cost reductions on an annualized basis. ‘The savings willcontinue to grow as our precision, Web-enabled system reaches maturityand we surface and eliminate more non-value-added activities,’ saidTaylor. Ford and UPS Logistics Group launched the alliance a year ago toreengineer Ford’s vehicle delivery system amid rising consumer demandfor on-time vehicle delivery. UPS Logistics Group created UPSAutogistics as a business unit to manage the project. ‘With a singlenetwork manager in place to analyze any potential problems before theyoccur, we’ve managed to avoid bottlenecks, reduce the amount of assets inthe supply chain, and cut inventory carrying costs,’ said Tom Kolakowski,manager of Ford North Americ an Vehicle Logistics.”Network-Based StrategiesTechnology doesn’t automatically transform organizations. There is no magic wand companies can wave that will solve all their problems just because they installed the latest information system. People using technology efficiently and effectively, however, can transform organizations. Network technology can enhance communications up and down the organization and from one department to another on the same managerial level. Networks also provide a low-cost, efficient way to connect a firm to its external environment.It’s long been known in the economics field that the economics of manufacturing produces a diminishing return on investment at some point in time. But in network economics the opposite is true. Let’s say you have a small company with 15 employees operating on a client/server network. You’ve already paid for the server that can support 25 employees. When you hire the 16th employee, you won’t have to spend much money, if any, to support the new employee on the network. You’re actually increasing the server’s output without an associated increase in cost.Technology makes virtual organizations more feasible, cheaper, and easier to set up and tear down than before. Let’s say you own a small company in northern Arizona that offers white-water rafting trips through the Grand Canyon. You have a fleet of rafts and 35 full-time employees. Rather than you trying to manage the payroll and benefits program for your employees you could use a company that specializes in payroll, employee benefit programs, and even retirement plans. Intuit, who manufactures Quicken and QuickBooks, also provides an online service for businesses that does all of these things. You access Intuit’s Web site, enter the necessary data, and it takes care of the rest of the processes even down to filing the government tax forms. You can concentrate on your rafting business instead.The Boeing Company, manufacturer of airplanes, uses virtual organizations throughoutits design and manufacturing processes. It contracts with other businesses for certain types of work such as the development of new seat configurations. When the process is up, the outside vendor is released from the job.As more companies outsource work to other vendors, virtual organizations are becoming the norm. Network technologies based on Internet standards provide the infrastructure necessary to make them successful. Companies are no longer tied to suppliers and business partners located in specific geographical areas but can find the best service provider or business partner around the world.3.2 Competing on a Global ScaleThe world just keeps getting smaller and smaller. No company can afford to ignore foreign markets or the impact of foreign competition on the domestic business environment. You have to adapt to the changing faces, literally, of your competition and customers and devise a plan to bring your organization into its view.Globalization OpportunitiesThe Internet allows big companies to act small and small companies to act big. It also provides wider markets for products and services, cheaper labor, and reduced production and shipping costs. A rancher in northern Montana traditionally could only sell his beefto local markets. He can now sell his products to anyone in the world through the Internet. Customers access his Web site, make their selections, and the products are shipped overnight to any geographic location. The rancher has a wider market for his products with reduced costs.Other companies can use networks to outsource some or all of their work to far-flung geographic locations. A small entrepreneur can use a company in Poland to producetrinkets cheaper than anyone in the United States. The entrepreneur can use a global Web site to sell the products anywhere.The Internet totally changes the traditional ideas of where work needs to take place and where the customers are located. Online collaboration systems, which we will investigate in future chapters, allow workers to instantly share documents, graphics, messages, and even phone calls over the Internet at significant costs savings.Global Business and System StrategiesOne globe, one company. Daimler-Chrysler is the perfect example of a transnational corporation. Its Web site describes it as “the first automotive, transportation, and services company with a truly global structure.” Corporate headquarters are “located in Stuttgart, Germany and Auburn Hills, Michigan, U.S.A.” Daimler-Chrysler did business in 200 countries with 441,500 employees at the end of 1998. Much of this was made possible by system strategies that erase the global lines of demarcation.Information systems that allow a business to “time shift” its work can economize on its fixed capital costs. As their work day ends, employees in New York City can shift projects to employees in Seattle. When the Seattle employees leave for the day they can shift the projects over to Tokyo-based employees. Tokyo can move the project on to Frankfurt, Germany who will continue the work. As so it goes around the clock. Companies can produce information-based products and services almost 24/7 using these kinds of strategies.3.3 Competing on Quality and DesignWho wants to eat a candy bar that tastes horrible, drips all over your hands and clothes, and costs way more than it should? WorldWide Candy Corporation from Chapter 2 avoids those pitfalls better than the competition because it uses information systems to enhance the quality of the company and the product. The customer knows that Cybernuts is far superior to any other candy bar in taste, and it’s not that expensive. The customer doesn’t really focus on the fact that chocolate isn’t melting all over her hands. That’s an intriguing aspect of keeping the customer happy when you think about it. The customer doesn’t consider the quality of a product until it isn’t there. Then it may be too late for the producer to win back the customer.What Is Quality?Total quality management, making quality control everyone’s responsibility, relies onan excellent information system to supply workers and management with the data necessary to improve products and drive down costs. The lack of good, useful information may not be apparent until the organization can’t figure out what it’s doing wrong, or doing right. Data from all the types of information systems we’ve discussed can be fed into quality management programs and make it easier to develop and improve products that blow away the competition.Six Sigma is another initiative companies use to spot problems and correct them before they are too deeply embedded in the company’s processes. It just stands to reason that the longer a flaw is allowed to fester in the system, the more problems it may cause. And the more problems, the higher the costs. If you can identify the defects early on and eliminate them, you can achieve more efficient production at lower costs. That’s the premise behind Six Sigma.Neither of these initiatives should be viewed as one time events but rather as continuing processes.How Information Systems Improve QualityHere are some ways companies can use information systems to achieve total quality management:•Simplify processes by using information to determine what the processes are in the first place•Identify benchmark targets•Gather, process, and store customer feedback in information systems that are available company-wide•Reduce cycle time by providing information earlier in the process•Redesign the process or redesign the product by using information about the process•Improve production processes by using available information from internal and external sourcesComputer-aided design software programs can help a business achieve superior quality by incorporating the ideas above into its work processes. For instance, Ping can use CAD software to design new golf clubs and identify benchmarks used in the production process. The engineers can use customer feedback in the design process to determine what type of clubs sell the best.3.4 Competing on Business ProcessesWe often refer to the three dimensions of an information system: technology, the organization, and people. Nowhere is coordination among the three more important than in business process reengineering.Business Process ReengineeringVery few processes in business are as efficient as they can possibly be. It’s a fact of life. The idea behind successful BPR is to find improvements or even new opportunities. For instance, Federal Express and UPS both have online package tracking systems. That simple process was never economically feasible before the Internet. They had to reengineer their business processes to incorporate this new paradigm shift.In order to make BPR successful, you must first redesign the process, then apply computing power to the new processes. If problems existed in the process before the new system was installed and those problems aren’t resolved, the new system could actually make them worse.New information system software is giving businesses the methodology to more easily redesign their processes. Work flow management offers the opportunity to streamline procedures for companies whose primary business is oriented toward paperwork. Instead of 10 people handling a single bank loan application, you can install software that will speed up the process, allow several people to work on the document at the same time, and decrease the total number of people who handle it. Or, you can migrate the application process to the Web and make it even more efficient and customer-friendly. Wells Fargo Bank allows customers to complete an online application and receive a preliminary approval or disapproval within minutes. Wells Fargo’s computer system is connected to the credit reporting agencies’ computers for quick access of customer credit data. If customers have questions about the application or the types of loans available, they can initiate an instant messaging session with a bank employee and get all their questions answered on the spot. Once the application has been submitted, the customer can check the progress of it online. Once the loan is approved, the money is allocated to the customer through an online account. Wells Fargo processes more bank loans faster and more efficiently. The customer is happier with less effort. And all of this can take place 24/7.Steps in Effective ReengineeringBPR attempts fail 70 percent of the time. That’s an astonishing figure when you think about it. What if your car failed to start 70 percent of the time? Some of the reasons for the high failure rate are lack of planning, management’s inability to fully comprehend the enormity and complexity of the effort, and the fact that BPR usually takes much longer than expected.What can organizations, their managers, and workers do to help make BPR a success? It may be helpful to make a diagram of how your processes work now and then envision how they will work after they are redesigned. Figure 3-5 in the text shows an example of how mortgage processing was redesigned using BPR techniques. Try just a few processes to get your feet wet and then expand it to other units or processes within the organization. Document how much your current processes cost. You’ll be able to measure costs savings (or costs increases) better if you have a baseline for comparison.。

2020版GCP考试题库.pptx

学海无涯
1 单选题 1001 任何在人体进行的药品的系统性研究，以证实或揭示试验用药品的作用、不良反应及 / 或研究药品的吸收、分布代谢和排泄，目的是确定试验用药品的疗效和安全性。 A 临床试验 B 临床前试验 C 伦理委员会 D 不良事件 1002 由医学专业人员、法律专家及非医务人员组成的独立组织，其职责为核查临床试验方案及附件
工作和任务。
A CRO B CRF C SOP D SAE XXXX 《药品临床试验质量管理规范》共多少章？多少条？ A 共十五章六十三条 B 共十三章六十二条 C 共十三章七十条 D 共十四章六十二条
XXXX 《药物临床试验质量管理规范》何时颁布的？ A 1998.3 B XXXX.6 C 1997.12 D XXXX.8 XXXX 《药物临床试验质量管理规范》何时开始施行？ A 1998.3 B 1998.6 C 1996.12 D XXXX.9 XXXX 《药品临床试验管理规范》的目的是什么？ A 保证药品临床的过程规范，结果科学可靠，保护受试者的权益及保障其安全 B.保证药品临床试验在科学上具有先进性 C.保证临床试验对受试者无风险 D. 保证药品临床试验的过程按计划完成 XXXX 《药品临床试验管理规范》是根据《中华人民共和国药品管理法》，参照下列哪一项制定的？ A 药品非临床试验规范 B.人体生物医学研究指南 C.中华人民共和国红十字会法 D. 国际公认原则 3 XXXX 下面哪一个不是《药品临床试验管理规范》适用的范畴？ A 新药各期临床试验 B 新药临床试验前研究 C 人体生物等效性研究 D 人体生物利用度研究
XXXX 凡新药临床试验及人体生物学研究下列哪项不正确？ A 向卫生行政部门施 D 需报药政管理部门批准后实施 XXXX 下列哪项不正确？ A《药品临床试验管理规范》是有关临床试验的准则 B《药品临床试验管理规范》是有关临床试验的技术标准 C《药品临床试验管理规范》是关于临床试验方案设计、组织实施、监查、审视、记录、分析、

操作系统存储管理习题(共38张PPT)

对于逻辑地址5012
段号段长（主存起状态
后一件事情是由前一件事情决定的。
容量）用哪种算法能将该作业序列装入内存？(零头，因存储空间与作业均分为等长单元，所以不存在无法分配的单元，但作业长度并不刚好为页面大小的整
数倍，因此在最后一页会有剩余空间，即为内零头。
1、某系统采用动态分区存储管理技术，某时刻内存中有三个空闲区，它们的首地址和大小分别为：
空闲区1 (100KB,10KB) 空闲区2(200KB,30KB) 空闲区3 (300KB,15KB) (1)画出该时刻内存分配图；
(2)用首次适应法和最佳适应法画出此时的空闲分区链； (3)有如下作业序列：
11、在分页存储管理系统中，存取一次内存的时间是 8us，查询一次快表的时间是1us，缺页中断的时间是 20us。
假设页表的查询与快表的查询同时进行，当查询页表时，如果该页在内存但快表中没有页表项，系统将自动把该页页表项送入快表。
一个作业最多可保留3个页面在内存。
现开始执行一作业，系统连续对作业的２、４、5、２、7、 6、4、2各页面的数据进行1次存取，如分别采用FIFO算法和最优页面置换算法，求每种算法下存取这些数据需要的总时间？
EAT=1us×80% +2us×（100-80-10）%
+(1us+5000us+1us+1us)×10%
=0.8us+0.2us+500.3us
=501.3us
10、一个使用快表的页式虚存，（1）快表的命中率为70％，内存的存取周期为1us；（2）缺页时，若内存有可用空
间或被置换的页面在内存未被修改过，则处理一个缺页需8ms，否则需20ms，假定被置换的页面60％是属于后一种情况。

通用题库管理系统-答辩PPT

填加试题
填加单题
只要用户按照操作规程，输入该试题必需的指标，即可填加。批量加题（文件读取的实现）在这一功能中用户可以有两种选择，一是手工批量加题，用户可以更加了解试题入库的格式；二是自动批量加题，用户可以把试题存放在文本文件中由系统自动录入。
文件读取实现过程
批量加题的实现过程就是读文件，用到的VB对文件的处理，本系统用的是FSO编程，在VB中调用FileSystemObject对象时需要引用 Microsoft Scripting Runtime。其关键的语句如下： Dim fso As New FileSystemObject Dim txtfile As File Dim ts As TextStream Set txtfile =fso.GetFile(Dir1.Path & "\" & File1.filename) Set ts = txtfile.OpenAsTextStream(ForReading) 不断的调用Ts.readline读一行，进行分析文件。
新建题库
新建学院
管理员可以创建与以往学院名称不同的学院，其编号系统自动生成。新建科目（动态建表的实现）新建一科目后，系统自动为其编号，且动态生成它的试题清单表和内容对照表。而且，还可以恢复已删的科目。
新建题型
与新建学院相似。
动态建表的功能实现
‘生成试题清单表
TxtSQL = "create table ……" Set mrc=ExecuteSQL(txtSQL, MsgText) '问题的关键所在建完表后要立即向表中填加内容 txtSQL=“select*fromXXX_QD” Set mrc = ExecuteSQL(txtSQL, MsgText) mrc.AddNew 向字段中填加一条内容 mrc.Update mrc.Close '删除填加的内容 txtSQL="select*from XXX_QD” Set mrc=ExecuteSQL(txtSQL,MsgText) mrc.Delete mrc.Update mrc.Close

管鲍考试系统软件V8.0(标准版)演示PPT

直属部门领导
直属部门领导
部门/科室管理
部门/科室管理
用户组管理
用户组管理
考生/学员
考生/学员
考生/学员
考生/学员
系统运行环境
4
服务端：
1
PC服务器
基本配置： CPU 2核内存 4G 硬盘 40G以上
2
操作系统
Windows server
3
服务器WEB
IIS5.0及以上 .NET 4.0பைடு நூலகம்
试卷定制
科目、知识点、难易程度和题型等可任意相结合按比例抽题组卷。试卷样式可自由设定
考试安全保护机制
除多种试卷组合机制外，还支持断电、死机等处理方案，系统还提供在线检查试卷，在线监考等多种功能
管理角色定制
整个系统分考生、分管员、管理员三种角色级别
题型丰富
支持多种题型，单选，多选，判断，填空，简答，作文，论述，分析，操作题，综合题等；题型名称可自定义修改，组卷时试卷中包含的题型种类可自由选择与组合
学员端-在线考试中心
11
系统经过身份验证、登录到系统，默认界面是进入考场的界面。
每个考生看到的信息都是自己的。
点击进入考场即开始考试
学员端-考场界面
12
界面简洁明了：
考试界面顶端显示试卷相关信息：姓名、照片、考号、部门、试题名称、计时器答题操作方便快捷，作答时可以标记、检查、保存和交卷，时间到强行考试界面排版方式：一页一题显示及整页显示
强大的数据分析
试题分析，成绩查询、统计、分析、报表，知识点得分率分析、错题分析及部门，个人综合排名分析等
强大的导入导出
人员名单、试题、成绩等所有的数据都可以实现导入或导出操作；试题可进行excel、 word批量导入，人员信息可通过excel一键导入

5.Powerpoint知识题库

5.Powerpoint知识题库第5章powerpoint电子演示文稿（即幻灯片制作和演示）（单选题）（其实我所给的这些典型题目就是期末考试题或统考题，因此必做。

参考答案在另一个word文档中）一．powerpoint详述1、powerpoint2021是___b___。

（请看解析）a.数据库管理软件b.文字处理软件c.电子表格软件d.幻灯片制作软件（或模拟文稿制作软件）[解析]word是文字处理软件，excel是电子表格软件，powerpoint是幻灯片制作软件，其默认的扩展名是.ppt。

2、模拟文稿的基本共同组成单元就是____b____。

a.图形b.幻灯片----多张幻灯片组成了演示文稿文件，其扩展名是.pptc.超链点d.文本[解析]略3、powerpoint中主要的编辑视图就是______b。

(参照p.188)a.幻灯片下载视图b.普通视图----在普通视图下可对幻灯片进行编辑，例如：修改文字、插入图片等c.幻灯片放映视图d.备注视图[解析]略4、powerpoint2021提供更多了多种不同的视图，各种视图的转换可以用水平滚动条上视图转换工具栏的3个按钮(在左下角)来实现。

这3个按钮分别是__d____。

a.普通视图、幻灯片浏览视图、幻灯片编辑视图b.普通视图、幻灯片浏览视图、幻灯片放映视图c.普通视图、幻灯片浏览视图、幻灯片版式d.普通视图、幻灯片查看视图、幻灯片编辑视图[解析]如下图所示：5、在powerpoint2021中，激活幻灯片通常在_c_____。

（恳请看看解析）a.普通视图下b.幻灯片放映视图下c.幻灯片浏览视图下d.备注页视图下[解析]在powerpoint中，“幻灯片下载视图”（参照p.189）可以在窗口中同时看见模拟文稿中的多张幻灯片的视图。

在这里可以便利地展开幻灯片的激活、删掉、重排次序等。

但是幻灯片文本内容的编辑修正必须在普通视图下展开。

6、在powerpoint2021幻灯片浏览视图中，选定不连续多张幻灯片，应借助的键是___c___。

PPT题库

一、单选1、在PowerPoint幻灯片进行自定义动画设置时，可以改变（ C ）。

A、幻灯片切换的速度B、幻灯片的背景C、幻灯片中某一对象的动画效果D、幻灯片切换的效果2、修改PowerPoint中超级链接的文字颜色，可以使用（ D ）。

A、格式B、样式C、幻灯片版式D、配色方案3、在幻灯片母版中，在标题区或文本区添加各幻灯片都共有文本的方法是（ C ）。

A、选择带有文本占位符的幻灯片版式B、单击直接输入C、使用文本框D、使用模板4、演示文稿中，超链接中所链接的目标可以是（ D ）。

A、幻灯片中的图片B、幻灯片中的文本C、幻灯片中的动画D、同一演示文稿的某一张幻灯片5、如果要从一张幻灯片“溶解”到下一张幻灯片，应使用“幻灯片放映”菜单中的（ C ）。

A、动作设置B、预设动画C、幻灯片切换D、自定义动画6、在幻灯片中插入的页脚（ C ）。

A、每一页幻灯片上都必须显示B、能进行格式化C、作为每页的注释D、其中的内容不能是日期7、PowerPoint中主要的编辑视图是（ B ）。

A、幻灯片浏览视图B、普通视图C、幻灯片放映视图D、幻灯片发布视图8、在PowerPoint中，对幻灯片的重新排序，添加和删除幻灯片以及演示文稿整体构思都特别有用的视图是（ B ）。

A、幻灯片视图B、幻灯片浏览视图C、大纲视图D、备注页视图9、将PowerPoint幻灯片设置为“循环放映”的方法是（ C ）。

A、选择“工具”菜单中的“设置放映方式”命令B、选择“幻灯片放映”菜单中的“动画方案”命令C、选择“幻灯片放映”菜单中的“设置放映方式”命令D、选择“格式”菜单中的“幻灯片版式”命令10、更改当前幻灯片设计模版的方法是（ A ）A、选择“格式”菜单中的“幻灯片设计”命令B、选择“视图”菜单中的“幻灯片版式”命令C、选择“工具”菜单中的“幻灯片设计”命令D、选择“格式”菜单中的“幻灯片版式”命令11、在幻灯片视图窗格中，在状态栏中出现了“幻灯片2/7”的文字，则表示（ B ）。

题库管理系统课程设计

题库管理系统课程设计一、课程目标知识目标：1. 让学生理解题库管理系统的基本概念，掌握其功能与作用；2. 使学生掌握数据库的基本操作，如创建、查询、更新和删除数据；3. 帮助学生了解数据库设计原则，学会设计简单的题库表结构。

技能目标：1. 培养学生运用所学知识，独立完成题库管理系统的设计与实施；2. 提高学生解决问题的能力，使其能够针对实际问题进行需求分析和系统设计；3. 培养学生的团队协作能力，通过小组合作完成题库管理系统的开发。

情感态度价值观目标：1. 激发学生对计算机科学的兴趣，培养其主动学习的积极性；2. 培养学生的创新意识，使其敢于尝试新方法，解决问题；3. 培养学生具备良好的信息素养，遵守网络道德规范，尊重他人知识产权。

本课程针对高年级学生，结合学科特点和教学要求，注重理论与实践相结合，培养学生具备实际操作能力和团队合作精神。

通过本课程的学习，学生将能够掌握题库管理系统的相关知识，提高自身技能，并形成正确的情感态度价值观。

教学过程中，将根据课程目标分解具体学习成果，以便进行教学设计和评估。

二、教学内容1. 数据库基础知识：介绍数据库的基本概念、类型、特点及应用场景，以教材第一章内容为基础，帮助学生建立数据库的基本认识。

2. 关系型数据库：讲解关系型数据库的原理、设计方法，结合教材第二章，使学生掌握表结构设计、数据完整性约束等知识。

3. SQL语言：教授SQL语言的基本语法，包括查询、插入、更新和删除数据，以教材第三章内容为参考，让学生熟练掌握数据库操作。

4. 题库管理系统需求分析：分析题库管理系统的功能需求，引导学生了解实际项目开发过程中的需求分析方法，参考教材第四章内容。

5. 数据库设计：讲解数据库设计原则，以题库管理系统为例，让学生学会设计简单的数据库表结构，结合教材第五章内容。

6. 题库管理系统的实现：根据教材第六章内容，教授如何使用数据库技术实现题库管理系统的功能，包括数据存储、查询和界面设计等。

管理信息系统复习题详解演示文稿

画出处理的业务流程图。
第六页，共20页。
6.教学管理的主要工作过程是：系办输入班级和教学时间，查看教学计划表，
确定本学期教学任务。根据本学期教学任务，查看教师表制作开课任务书和班级教学计划表。查询时，教师输入教师姓名和时间，查询本人的教学任务，学生输入班级和时间，查询班级教学计划。画出教学管理的数据流程图。
第十三页，共20页。
13．甲企业某一次工资增长按如下条件决定：
⑴凡1990年以前进入企业的，技术员增加500元，工程师增加700元，高工增加1000元。
⑵凡1990年以后进入企业的，技术员增加300元，工程师增加500元，高工增加700元。
用判断表写出工资增长的决策，然后再转换成判断树的形式来表示该决策。
第十五页，共20页。
15.某金融部门的贷款发放最高限额问题描述如下：对于固定资产超过500万元（含500万元）的企业：（1）如果无不良还款记录，低于3年期(含3年)的贷款最高限额为
100万元；
（2）如果有不良还款记录，低于3年期(含3年)的贷款最高限额为 50万元。
对于固定资产低于500万元的企业：（1）如果无不良还款记录，低于3年期(含3年)的贷款最高限额为60万
第十七页，共20页。
17. 招聘考试考核数学、英语、计算机三门课程，录取规则是：
（1）总分240分（含）以上录取；（2）总分180分（不含）以下不录取；
（3）其他分数如果全部在60分（含）以上，需参加面试再决定是否录取；如果有一门60分（不含）以下需复试该课程再决定是否录取；或其中两门在60 分（不含）以下的不录取。画出此项处理的决策表。
第十八页，共20页。
18.某公司货运收费标准是：本地货运每吨运费10 元。外地货运每吨运费20元，距离500公里（含）以上每吨加运费5元。外地货运量100吨（含）以上

PPT随机抽题系统(附vba代码)

PPT随机抽题系统(附 VBA代码)
目录
• 系统概述 • 系统设计 • 系统操作流程 • 系统维护与更新 • 常见问题与解决方案 • 案例分享与实际应用
01
系统概T随机抽题系统是一个基于 PowerPoint平台开发的自动化工具，用于在演示文稿中随机抽取预设题目并展示给观众。
企业培训考核应用案例
案例概述
在企业培训考核中，PPT随机抽题系统可以用于检验员工的学习成果和技能掌握情况。
实现方式
根据培训内容和要求，制作相应的PPT和题库，通过VBA代码实现随机抽题和自动评分功能。
优势特点
能够快速有效地检验员工的学习成果，提高培训效果和员工参与度，为企业提供客观准确的考核数据。
02
系统设计
数据库设计
数据库类型
选择合适的关系型数据库，如Microsoft SQL Server 或MySQL，用于存储题库和用户信息。
数据表设计
设计包含题目信息、用户信息等数据表，并定义主键、外键等关系。
字段设计
根据需求定义数据表的字段，如题目ID、题目内容、答案等。
用户界面设计
网络在线答题应用案例
案例概述
01
在网络在线答题应用中，PPT随机抽题系统可以用于各种知识竞
赛、趣味答题等活动。
实现方式
02
利用PPT的分享功能，将带有随机抽题系统的PPT分享到网络平
台，参与者通过在线答题参与活动。
优势特点
03
能够吸引大量参与者、提高活动的趣味性和互动性，同时保证
答题的公正性和客观性。
THANKS FOR WATCHING
感谢您的观看
通过VBA代码实现用户登录和身份验证功能，确保系统安全性。

“计算机应用基础”课程考试系统

•
•
C#语言概述
C# 是 .NET 的关键性语言，它是整个 .NET 平台的基础。与 C# 相比，.NET所支持的其它语言显然是配角身份。 C#语言源于C和C++，是微软专门为.NET设计的语言。C#和.NET Framework同时出现和发展。由于C#出现较晚，吸取了许多其他语言的优点，解决了许多问题。简单的看来，C#仅仅是.NET开发的一种语言。但事实上C#是.NET开发中最好的一门语言，这是由C#自身的设计决定的。
1.2 研究现状分析
近些年来，随着计算机和网络技术的迅猛发展，大多网络考试系统正在逐步转向或正在取代C/S，完全以 B/S(浏览器/服务器)模式来进行设计与开发，目前市场占有率愈来愈高。B/S模式下的考试系统，采用Web 方式，同时适用于国际互联网和局域网，是一个基于数据库和Web技术的远程在线实时测试系统。该模式下，只需在服务器端安装好考试软件，客户端只须具备有浏览器即可，而浏览器是安装操作系统时自带已安装好了的，无需再安装其它任何应用软件。这样，系统的维护和升级都极其方便快捷。
2.1 开发环境
• 关于
• 页面以．aspx扩展名存储。页面由程序员将文本、标记(例如 HTML)以及特定服务器标记和脚本组合在一起，然后存储在 Web服务器上。特定服务器标记非常强大，例如，它可以对用户的动作做出反应，连接至数据存储以及自动创建非常复杂的HTML 结构。
“计算机应用基础”课程考试系统计算机应用基础”
报告人：专业：年级：
• • • • • •
第1 章第2 章第3 章第4 章第5 章结
绪论系统开发环境与相关技术系统需求分析系统总体设计系统详细设计与实现论

标准化考试系统

准化考试系统
• 标准化考试系统概述 • 系统架构与功能模块 • 系统技术实现 • 系统实施与部署 • 系统评估与优化 • 标准化考试系统案例分析
01
标准化考试系统概述
定义与特点
定义
标准化考试系统是一种基于计算机和互联网技术的考试平台，用于评估和比较考生的知识和技能水平。
特点
标准化考试系统具有高度的标准化、客观性、公正性和可靠性，能够提供统一的考试内容和评分标准，确保考试结果的准确性和可比性。
数据库设计
根据系统需求，设计合理的表结构，包括学生信息表、考试信息表、成绩信息表等，并建立适当的索引以优化查询性能。
系统安全与稳定性保障
系统安全
采用SSL加密技术对传输的数据进行加密，防止数据被窃取或篡改。同时，对用户输入进行严格的验证和过滤，防止SQL注入等安全漏洞。
系统稳定性
采用负载均衡技术，将系统部署在多台服务器上，实现高可用性和容错性。同时，定期对系统进行性能测试和压力测试，确保系统在各种情况下都能稳定运行。
了解考生的学习情况。
03
系统技术实现
系统开发语言与工具
开发语言
选择Java作为主要开发语言，因为它具有跨平台、可移植性强、稳定性高等优点。
开发工具
使用IntelliJ IDEA作为主要的集成开发环境，它提供了丰富的代码提示、自动补全和调试功能。
系统数据库设计
数据库类型
选择MySQL作为系统数据库，因为它具有高性能、易用性和广泛的应用场景。
统的知名度和用户使用率。
05
系统评估与优化
系统性能评估
01
评估指标
评估准化考试系统的性能时，应关注系统稳定性、可靠性、响应速度、可扩展性等关键指标。

101教育PPT新功能之作业系统

使用【作业系统】，一手掌握学生作业情况【作业系统】功能，能够实现教师备课时布置作业以及上课讲评预习作业，并针对学生的作答情况讲解等教学需求。

也就是说，我们把备授课和作业需求打通啦！如何操作【作业系统】？点击顶部菜单栏【作业】进入作业系统，可进行【布置作业】、查看【我的作业】以及查看作业【统计分析】等操作。

教师可通过布置作业功能，以及利用作业系统自带题库，为学生布置相应的课后作业。

并可通过后台轻松管理班级学生历史作业，查看每个班级的作业报告。

具体操作如下：教师点击顶部菜单栏【作业】进入作业系统首页，在首页中方可查看待提交作业与待查看作业情况。

此外，学生通过访问地址：，输入学生账号以及密码（默认密码为：123456），即可进入作业系统进行作答，如图9-1-1、图9-1-2、图9-1-3、图9-1-4所示。

图9-1-1 作业系统-学生账号查看1图9-1-2 作业系统-学生账号查看2图9-1-3 作业系统-学生端作业体现1图9-1-4 作业系统-学生端作业体现21.1.1待提交作业教师可根据日期查看所布置作业的提交情况和作业的正确率，对与还未上交作业的学生，可通过作业右侧的提醒功能，提醒学生及时上交作业，如图9-1-1-1所示。

图9-1-1-1 作业系统-首页待提交作业1.1.2待查看作业学生所上交的作业完成批改后，教师可通过待查看作业，查看某次作业的完全情况，点击右侧【查看报告】可查看具体作业报告数据，如图9-1-2-1所示。

图9-1-2-1 作业系统-首页待查看作业当点击【查看报告】或最下端的【全部作业】时，页面将跳转至我的作业，具体操作详见9.3我的作业。

如果教师在操作过程中遇到问题或疑问，可通过进行反馈，如图9-1-2-2所示。

图9-1-2-2 作业系统-首页问题反馈1.2布置作业教师可通过布置作业功能，向学生布置相应的课后作业。

该模块分为基础作业、自动布置、达标作业和题卡作业四种类型，如图9-2所示，接下来将分别对这四种类型进行功能说明。

OTS系统介绍

专业：数学与应用数学09 单项选择题（30题，完成）程序填空题（2题，完成）程序改错题（2题，未做1题）程序编写题（1题，未做）
第1题
编程区
#include ＜stdio.h＞ void fun(int m, int k, int xx[]) {
} main() { int m, n, zz[100]; printf("\nPlease enter two integers(m & n): "); scanf("%d%d",&m,&n); fun(m, n, zz);
C语言语法分析
C语言编译器
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四、近期工作（续）
4、OTS-C系统特点（1）试题内容紧扣大纲、教材，方便更新（2）考试形式综合笔试与机试，包容量大（3）操作流程简化，避免误操作，更安全（4）集成VC编译平台，效率更高（5）静态与动态评分策略相结合，更准确（5）自动评分与手工评分结合，更可靠
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OTS部署方案
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OTS技术架构
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OTS数据流图
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OTS实体关系图
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OTS功能框架
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OTS的创新点
1. 计算机辅助命题策略 2. 启发式评阅程序生成算法 3. 计算机自动评阅算法 4. 基于模板的自动组卷算法 5. 分布式考试模型 6. 集中式考场监控模型 7. 自动试卷分析算法 8. 试题参数反馈策略