GWD-02 Q24

reaming

    Why firms adhere to or deviate from their strategic plans is poorly understood.  However, theory and limited research suggest that the process through which such plans emerge may play a part.  In particular, top management decision-sharing—consensus-oriented, team-based decision-making—may increase the (10) likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that (15) organizations will subsequently adhere to their plans.

       However, the relationship between top management decision-sharing and adherence to plans may be affected by a firm’s strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits).  At one end of the strategic mission continuum, “build” strategies are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. At the other end, “harvest” strategies are used when a firm is willing to sacrifice marked share for short-term profitability and cash-flow maximization.  Research and theory suggest that top management decision-sharing may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies.  In a study of strategic practices in several large firms, managers in harvest strategy scenarios were more able to adhere to their business plans.  As one of the managers in the study explained it, this is partly because “Typically all a manager has to do [when implementing a harvest strategy] is that which was done last year.”  Additionally, managers under harvest strategies may have fewer strategic options than do those under build strategies; it may therefore be easier to reach agreement on a particular course of action through decision-sharing, which will in turn tend to promote adherence to plans.  Conversely, in a “build” strategy scenario, individual leadership, rather than decision-sharing, may promote adherence to plans. Build strategies—which typically require leaders with strong personal visions for a firm’s future, rather than the negotiated compromise of the team-based decision—may be most closely adhered to when implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.

问题：The passage cites all of the following as differences between firms using build strategies and firms using harvest strategies EXCEPT

A. their willingness to sacrifice short-term profits in order to build market share

B. their willingness to sacrifice building market share in order to increase short-term profitability

C. the number of strategic options available to their managers

D. the relative importance they assign to maximizing cash-flow

E:how likely they are to employ decision-sharing in developing strategic plans

这题为什么选E

关于how likely they are to employ decision-sharing 不是在文章的最后一句话里提到的吗？Build 相对于Harvest更不倾向于decision-sharing

y

The passage cites all of the following as differences between firms using build strategies and firms using harvest strategies EXCEPT

A. their willingness to sacrifice short-term profits in order to build market share

B. their willingness to sacrifice building market share in order to increase short-term profitability

C. the number of strategic options available to their managers

D. the relative importance they assign to maximizing cash-flow

E:how likely they are to employ decision-sharing in developing strategic plans

这题为什么选E

关于how likely they are to employ decision-sharing 不是在文章的最后一句话里提到的吗？Build 相对于Harvest更不倾向于decision-sharing

y

James

阅读比较难以说明
因为不知道LZ的文章读到什么程度了
这样吧，我今天先把文章翻译成中文，确保我们之间有一个理解上的共识

为什么企业会坚持它们的战略计划或者背离于它们的战略计划长期以来都是很难理解的。然而，理论和存在一定局限性的研究指出这些计划出现的过程或许能够部分的解释上述问题。特别的，最高管理层的决策共享—以共识为基础的，基于团队的决策过程—可能能够增加企业坚持这一战略计划的可能性，因为那些参与了决策制定过程的管理人员可能会更服从于所选的行动过程，因此增加整个组织随之的坚持它们的计划地可能性。

但是，最高管理层决策共享和对计划的依从之间的关系可能被企业的战略任务（企业增加销售收入和市场份额以及产生现金流和短期利润的基本方法）影响。在战略任务持续性的一个侧面，“建造”战略通常在企业渴望增加其市场份额以及期望牺牲其短期利润来实现这一渴望时被追寻。而在另一侧面，“收获”战略通常在企业期望牺牲其市场份额而实现短期的利润以及最大化现金流时被采用。研究和理论指出最高管理层决策共享在决策坚持这一问题上可能更为正相关于那些采用收获战略的企业而不是那些采用建造策略的企业。在一个对很多大型企业的决策执行的研究中，那些处于收获战略情形的管理者更能够坚持他们的商业计划。正如该研究中的一位管理者的解释，这部分是因为“通常一个管理者所需要做的所有事情[在实行收获战略时]也就是去年做过的事情。”另外，在收获策略中的管理人员们可能比那些在建造策略中的管理人员的战略选择更少；所以也因此能够更容易的在某个特定的行动中通过决策共享而达成共识，这也反过来增加了追求策略坚持的趋向。相反，在“建造”策略场景下，个体的领导力，而不是决策共享，可能会增加对决策的坚持。建造策略—通常情况要求领导者对于企业的前景拥有很强的个人眼光，而不是通过商议妥协于团队—可能当执行某个个体领导的明确的策略蓝图时最能够实现对决策的坚持，而不是通过决策共享这一行为。

那么你问的题目是什么呢？

本文引用了下列内容作为采用建造策略的企业和采用收获策略的企业的不同，除了：

A 它们对于牺牲短期利润换取市场份额的意愿
B 它们对于牺牲市场份额以增加短期利润的意愿
C 它们的管理人员所面对的可行的战略选择
D 它们认为的现金流最大化的相对重要性
E 在发展战略计划时，它们有多大可能采用决策共享

本题为具体细节题目中的Except体型，需要逐个定位。AB选项文中第二段的第二句话提及了，实际上A选项和B选项是同一个意思，所以如果文章提及了A选项必然提及B选项；C选项在“Additionally, managers under harvest strategies may have fewer strategic options than do those under build strategies”中提及了，D选所并没有直接提及，但是从文中第二段的第二句话能够看出来，区别两种战略的实际上就是企业对于市场份额和现金流以及利润之间相对重要性的对比；E选项是没有提及了，文章最终论证的是否坚持决策在不同策略的公司的不同，和他们是否采用决策共享无关。

E为正确选项

希望这样的解释能够帮助你，btw 这个题我可回答的真是累啊 .. 以后问阅读的我都不会再翻译了

rongmmers

 晕，楼上的斑竹太牛了