正确

错误

One of the problems is that managers often don't appreciate they are playing in a completely new ball game, and a reliance on old-style. motivational techniques just won't work in today's technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.

What most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices - but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.

Organisations should focus on asking people what they want - a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skilfully, or you won't get to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant might be scared by the city trader's job, but both may be very satisfied with their own job.

There are huge gaps between what employees expect from employers and what they actually get. For instance, employers' emphasis on employability (equipping workers with 'marketable' skills) may be somewhat misguided. One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasn't delivering, which had a detrimental effect on the employees' workplace performance and attitudes. The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees' values and goals with those of the organisation, much more conversation is needed. People may perceive the same type of work very differently.

经济体制

分配制度及政策

价格变动

生产技术水平

经济发展水平

经济体制

税征管能力

经济技术水平

价格水平

经济体制

分配制度及政策

价格变动

生产技术水平

ARM7~ARM11为经典ARM处理器

Cortex-A系列为应用Cortex处理器，主要面向高端应用

Cortex-M系列为面向移动计算领域的嵌入式处理器

Cortex-R系列应用于实时应用的场合

正确

错误

经济体制

分配制度及政策

价格变动

经济发展水平和生产技术水平

经济体制

分配制度及政策

价格变动

经济发展水平