If you were managing a team of Google employees, how would you keep them motivated？

I'm Michael Bush, Managing Director of Hoogle Engineering. I am pleased to welcome you here to our website and I'd like to tell you a little about the company and its organization. Hoogle Engineering was set up in 1960. It was divided into several departments at that time, such as the sales department, marketing department, and production department. Lots of managers were employed to manage it all.

Fortunately things are different now. Sixty people are employed by Hoogle and communication between departments is considered to be one of the most important aspects of the business. The market is global so we need to make contact with customers worldwide, not just locally.

But in the old days we were all in different departments and never spoke to each other. We had a tall structure. Traditionally we had people at the first level on the shop floor, manufacturing products according to the instructions which they were given. Then you had a supervisory level of people who supervised them every day. Then you moved up to the middle management, who were doing the tasks of getting new business, and then you had the senior management team, and then you had the board, who decided the business strategy. So there were a lot of levels in the company in the old days actually.

The structure today is that we form. teams within teams to place people who can manufacture a product. Each team has members that can manufacture different products. The actual teams now are self-managing, so we don't even have team leaders. You've got the teams, and then you've got two people, only two people, who are what you think of as management. This is generally called flat structure.

21. Hoogle Engineering was set up in().

A. the nineteenth century

B. the twentieth century

C. the twenty first century

22. There are many different()of management in a tall structure.

A. kinds

B. levels

C. functions

23. People in a flat structure usually work in().

A. departments

B. families

C. teams

24. All of the following statements are true according to the passage EXCEPT that().

A. communication in the company is becoming more and more important

B. the author thinks the two structures have the same functions

C. there are more individual responsibilities in the flat structure

25. The best title for the passage is().

A. Organization Structure in Hoogle Engineering

B. History of Hoogle Engineering

C. Success in Hoogle engineering

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阅读下面的文章，根据文章内容，完成相应的选择题。

ORGANIZATION STRUCTURE IN HOOGLE ENGINEERING

I'm Michael Bush, Managing Director of Hoogle Engineering. I am pleased to welcome you here to our website and I'd like to tell you a little about the company and its organization. Hoogle Engineering was set up in 1960. It was divided into several departments at that time, such as the sales department, marketing department, and production department. Lots of managers were employed to manage it all.

Fortunately things are different now. Sixty people are employed by Hoogle and communication between departments is considered to be one of the most important aspects of the business. The market is global so we need to make contact with customers worldwide, not just locally.

But in the old days we were all in different departments and never spoke to each other. We had a tall structure. Traditionally we had people at the first level on the shop floor, manufacturing products according to the instructions which they were given. Then you had a supervisory level of people who supervised them every day. Then you moved up to the middle management, who were doing the tasks of getting new business, and then you had the senior management team, and then you had the board, who decided the business strategy. So there were a lot of levels in the company in the old days actually.

The structure today is that we form. teams within teams to place people who can manufacture a product. Each team has members that can manufacture different products. The actual teams now are self-managing, so we don't even have team leaders. You've got the teams, and then you've got two people, only two people, who are what you think of as management. This is generally called flat structure.

操作提示：通过题干后的下拉框选择题目的正确答案。

1. Hoogle Engineering was set up in __________. {A; B; C}

A. the nineteenth century

B. the twentieth century

C. the twenty first century

2. There are many different __________of management in a tall structure. {A; B; C}

A. kinds

B. levels

C. functions

3. People in a flat structure usually work in __________. {A; B; C}

A. departments

B. families

C. teams

4. All of the following statements are true according to the passage EXCEPT that __________. {A; B; C}

A. communication in the company is becoming more and more important

B. the author thinks the two structures have the same functions

C. there are more individual responsibilities in the flat structure

5. The best title for the passage is __________. {A; B; C}

A. Organization Structure in Hoogle Engineering

B. History of Hoogle Engineering

C. Success in Hoogle engineering

(b) What styles of managing change would you recommend John use to bring about the desired change？

(8 marks)

A.manage

B.will have managed

C.are managing

D.will be managing

manager in charge of the audit of the financial statements of Indigo, for the year ending 31 December 2005.

Indigo owns office buildings, a workshop and a substantial stockyard on land that was leased in 1995 for 25 years.

Day-to-day operations are managed by the chief accountant, purchasing manager and workshop supervisor who

report to the managing director.

All iron, steel and other metals are purchased for cash at ‘scrap’ prices determined by the purchasing manager. Scrap

metal is mostly high volume. A weighbridge at the entrance to the stockyard weighs trucks and vans before and after

the scrap metals that they carry are unloaded into the stockyard.

Two furnaces in the workshop melt down the salvageable scrap metal into blocks the size of small bricks that are then

stored in the workshop. These are sold on both credit and cash terms. The furnaces are now 10 years old and have

an estimated useful life of a further 15 years. However, the furnace linings are replaced every four years. An annual

provision is made for 25% of the estimated cost of the next relining. A by-product of the operation of the furnaces is

the production of ‘clinker’. Most of this is sold, for cash, for road surfacing but some is illegally dumped.

Indigo’s operations are subsidised by the local authority as their existence encourages recycling and means that there

is less dumping of metal items. Indigo receives a subsidy calculated at 15% of the market value of metals purchased,

as declared in a quarterly return. The return for the quarter to 31 December 2005 is due to be submitted on

21 January 2006.

Indigo maintains manual inventory records by metal and estimated quality. Indigo counted inventory at 30 November

2005 with the intention of ‘rolling-forward’ the purchasing manager’s valuation as at that date to the year-end

quantities per the manual records. However, you were not aware of this until you visited Indigo yesterday to plan

your year-end procedures.

During yesterday’s tour of Indigo’s premises you saw that:

(i) sheets of aluminium were strewn across fields adjacent to the stockyard after a storm blew them away;

(ii) much of the vast quantity of iron piled up in the stockyard is rusty;

(iii) piles of copper and brass, that can be distinguished with a simple acid test, have been mixed up.

The count sheets show that metal quantities have increased, on average, by a third since last year; the quantity of

aluminium, however, is shown to be three times more. There is no suitably qualified metallurgical expert to value

inventory in the region in which Indigo operates.

The chief accountant disappeared on 1 December, taking the cash book and cash from three days’ sales with him.

The cash book was last posted to the general ledger as at 31 October 2005. The managing director has made an

allegation of fraud against the chief accountant to the police.

The auditor’s report on the financial statements for the year ended 31 December 2004 was unmodified.

Required:

(a) Describe the principal audit procedures to be carried out on the opening balances of the financial statements

of Indigo Co for the year ending 31 December 2005. (6 marks)

(c) At a recent meeting of the board of directors, the managing director of Envico Ltd said that he considered it

essential to be able to assess the ‘value for money’ of each seminar. He suggested that the quality of the speakers

and the comfort of the seminar rooms were two assessment criteria that should be used in order to assess the

‘value for money’ of each seminar.

Required:

Discuss SIX separate and distinct assessment criteria (including those suggested by the managing director),

that would enable the management of Envico Ltd to assess the ‘value for money’ of each seminar.

(6 marks)

When you.re managing children, it can be difficult to remember that they are still learning

A.are managing

B.will promise

C.had made up their minds

D.have been trying

A、manage

B、will have managed

C、are managing

D、will be managing

23 You are managing an internal project where a vice president from the user group is acting as the sponsor. You have just been informed by your team that the critical path has slipped by three weeks. You should:

A. Immediately inform. the sponsor and ask for advice

B. Do nothing until the slippage occurs

C. See the sponsor after you have evaluated alternatives, recommendations, and performed an impact analysis

D. Look for someone to blame before you see the sponsor

E. Inform. your senior management of the problem and tell them that you will get back to them after you assessed the situation