题目内容
崛起最本质的意义，是在______体系中相对力量的快速增强。有力量______是一件好事，但也可能是一件坏事。崛起带绐中国决策层和知识分子最______的议题之一是：如何看待中国力量的快速增长？更进一步，中国应该如何运用已经或即将获得的力量？依次填入画横线部分最恰当的一项是()。
查看答案
搜索结果不匹配？点我反馈
更多问题
拍纪实作品就像熬中药一样，需要慢火，需要工夫。我常常觉得，纪实作品就像齿轮一样，少了哪一个环节也转动不起来少了哪个阶段的作品，都无法很好地反映整个时代的______。只有把每个时期的东西都______记录下来，才可以好好地进行总结和比照。我始终觉得，我要追求的，就是______的效果。依次填入画横线部分最恰当的一项是()。
法人是指具有民事权利能力和民事行为能力，依法独立享有民事权利、承担民事义务的组织。法人需要具备四个条件：必须依法成立；必须有自主经营的财产；必须有明确的组织机构、名称和场所；必须能够独立地承担民事责任。根据上述定义，下列属于法人的是()。
如右图所示，用吊索起吊重为W的构件，两斜索与构件所成的角度为α，吊点对称，则斜索内力最大时α的角度为()。
Within Australia, Australian Hotels Inc. (AHI) operates nine hotels and employs over 2,000 permanent full-time staff, 300 permanent part-time employees and 100 casual staff. One of its latest ventures, the Sydney Airport Hotel (SAH), opened in March 1995. The hotel is the closest to Sydney Airport and is designed to provide the best available accommodation, food and beverage and meeting facilities in Sydney's southern suburbs. Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country's high labour-coat structure. In order to develop an economically viable hotel organisation model, AHI decided to implement some new policies and practices at SAH.
The first of the initiatives was an organisational structure with only three levels of management -- compared to the traditional seven. Partly as a result of this change, there are 25 percent fewer management positions, enabling a significant saving. This change also has other implications. Communication, both up and down the organisation, has greatly improved. Decision-making has been forced down in many eases to front-line employees. As a result, guest requests are usually me without reference to a supervisor, improving both customer and employee satisfaction.
The hotel recognised that it would need a different approach to selecting employees who would fit in with its new policies. In its advertisements, the hotel stated a preference for people with some "service" experience in order to minimize traditional work practices being introduced into the hotel. Over 7,000 applicants filled in application forms for the 120 jobs initially offered at SAH. The balance of the positions at the hotel (30 management and 40 shift leader positions) were predominantly filled by transfers from other AHI properties.
A series of tests and interviews were conducted with potential employees, which eventually left 280 applicants competing the 120 advertised positions. After the final interview, potential recruits were divided into three categories. Category A was for applicants exhibiting strong leadership qualities, Category C was for applicants perceived to be followers, and Category B was for applicants with both leader and follower qualities. Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. Once suitable teams were formed, offers of employment were made team members.
Another major initiative by SAH was to adopt a totally multi-skilled workforce. Although there may be some limitations with highly technical jobs such as cooking or maintenance, wherever possible, employees at SAH are able to work in a wide variety of positions. A multi-skilled workforce provides far greater management flexibility, during peak and quiet times to transfer employees to needed positions. For example, when office staff are away on holidays during quiet periods of the year, employees in either food or beverage or housekeeping departments can temporarily fill in.
The most crucial way, however, of improving the labour cost structure at SAH was to find better, more productive ways of providing customer service. SAH management concluded this would first require a process of "benchmarking". The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH's ability to improve productivity and quality.
The front office team discovered through this project that a high proportion of AHI club member reservations were incomplete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agr
微信支付 
支付宝支付