问题 问答题


2003年6月18日,山东省淄博市某饮食服务宿舍楼在拆除过程中坍塌,造成5人死亡、2人重伤。
淄博市某道路拓展拆迁工作中,需拆除一幢宿舍楼。该工程由淄博市某区拆迁办公室与该区农民郭、李二人订立了房屋拆除合同。之后,郭、李二人又将此拆迁工程非法转给某村的农民周某,周当即雇用了本县几个民工进行拆除。由于这些施工人员不懂建筑结构和相关施工技术,也没有拆除资质,就更不会编制方案和拆除前的交底以及相关的组织管理工作。因此拆除工程施工现场管理混乱,无统一指挥,不按程序施工。18日上午10时许,电焊工薛某正在切断某一建筑物钢筋时,另一部分农民已在将宿舍楼用钢丝绳及手拉葫芦加力拉紧,由于切断钢筋与拉紧钢丝绳作业配合不当,在切断钢筋的同时,继续拉紧的钢丝绳导致墙体失稳倒塌,造成薛某在内的4人死亡,另外2人重伤。
根据以上场景,回答下列问题:

建筑施工的特点有哪些

答案

参考答案:

解析:建筑施工的特点: (1) 产品固定,人员流动。 (2) 露天高处作业多,手工操作,繁重体力劳动。 (3) 建筑施工变化大,规则性差,不安全因素随进度变化而变化。

问答题

The attitude of some top management used to be "The machine belongs to the company; the worker is made for the machine; or, the worker belongs to the company and exists to satisfy its needs." Entertaining such a perspective today would border on lunacy (精神错乱), although managers can be found who act as though they still prescribe to it. The simple fact is that no employee works primarily to satisfy the needs of any organization. He labors first and foremost to meet his concern for the welfare of the firm. Additionally, the leader soon learns to accept his people as he finds them rather than as he would like them to be. Even if he is unhappy with their performance, he knows that the only possible starting point, for improvement, is where they are and as they are at a given time. Five facts are at the heart of any mutual perception process. First, initial impressions tend to be lasting as well as erroneous, it is necessary not only that the manage-leader perceive his people accurately but that he make it easy for them to see him as he is without sham or flimflam (欺诈). Second, a person perceives what he looks for and very little else. This means that the manager should emphasize the positive in sizing up his people. If he is aware of their limitations, he is also conscious of the fact that he will not make much progress with them by focusing on deficiencies. Far too much time is wasted in most organizations on attempts to eradicate defects. It would be wiser to concentrate on capitalizing on assets and building strengths. Third, needs govern perceptions. At the outset of any relationship, there is bound to be some uncertainty on both sides. If he is an unframed picture to his subordinates, the manager realizes that they are not sure just how to go about relating to him. His responsibility is to be authentic in his dealings with them and open to interaction with them. Authenticity and openness in dealing with his subordinates ’’will help them satisfy their need to know where they stand, how they should relate to him, what kind of person he is, and how he intends to manage. Then they will get a true picture of him and how he operates without wasting time second-guessing and playing games with him. The fourth fact is that attitudes govern perceptions. A positive, supportive attitude is readily sensed by employees, who, even if they are school-dull, are generally life-bright. Finally, perceptions are really transactions between the people involved. As the leader must allow his people opportunities to interact with him, so he must also interact with them. In this way, both will make the getting-to-know-you process efficient and rapid.

To make much progress with them, how should a manager evaluate his subordinates

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