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案例分析题某合资公司成立于1995年，目前是中国最重要的中央空调和机房空调产品生产销售厂商之一。公司在人力资源管理方面起步较晚，基础比较薄弱，尚未形成完整的体系，在薪酬福利方面存在严重的问题。早期，公司人员较少，单凭领导一双手、一支笔就可以明确给谁多少工资，但人员激增之后，靠过去的老办法显然不灵，并且这样的做法带有强烈的个人色彩，更谈不上公平性、公正性和竞争性了。为了改变这种情况，公司新聘用了一位人力资源部经理。人力资源部经理上任后经过调查认为，该公司的薪酬分配原则不清楚，存在内部不公平：不同职位之间、不同员工之间的薪酬差别基本上是凭感觉来确定；不能准确了解外部，特别是同行业的薪酬水平，无法准确定位薪酬整体水平；给谁加薪、加多少，老板和员工心里都没底。 该公司薪酬管理的主要问题有（）。
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案例分析题为了提高党政基层机构的执政能力，某市市委为200多名后备干部举办了一次培训。在培训班上，从事领导科学研究的李教授为学员们做了专场报告，系统地介绍了领导行为理论，这些理论既包括传统的特质理论，也包括现代备受欢迎的魅力型领导理论、路径—目标理论以及领导—成员交换理论。李教授的讲座让学员们受益匪浅，很多人表示要把这些知识应用到自己的管理实践中。 在路径-目标理论中，领导行为与结果之间的中介变量有（）。
第二篇Milosevie’s DeathFormer Yugoslav leader Slobodan Milosevic was found dead last Saturday in his cell at the Hague-based International Criminal Tribunal for the former Yugoslavia. The 64-year-old had been on trial there since February 2002. Born in provincial Pozarevac in 1941, he was the second son of a priest and a school teacher, Both of his parents died when he was still a young adult. The young Milosevic was "untypical", says Slavoljub Djukic, his unofficial biographer. He was "not interested in sports, avoided excursions (短途旅行) and used to come to school dressed in the old-fashioned way-white shirt and tie. " One of his old friends said, he could "imagine him as a station-master or punctilious (一丝不苟的) civil servant. Indeed that is exactly what he might have become, had he not married Mira. She was widely believed to be his driving force. At university and beyond he did well. He worked for various firms and was a communist party member. By 1986 he was head of Serbia’s Central Committee. But still he had not yet really been noticed. It was Kosovo that gave him his chance. An autonomous province of Serbia, Kosovo was home to an Albanian majority and a Serbian minority. In 1989, he was sent there to calm fears of Serbians who felt they were discriminated against. But instead he played the nationalist card and became their champion. In so doing, he changed into a ruthless (无情的) and determined man. At home with Mira he plotted the downfall of his political enemies. Conspiring(密谋) with the director of Serbian TV, he mounted a modern media campaign which aimed to get him the most power in the country. He was elected Serbian president in 1990．In 1997, he became president of Yugoslavia. The rest of the story is well-known: his nationalist card caused Yugoslavia’s other ethnic groups to fight for their own rights, power and lands. Yugoslavia broke up when four of the six republics declared independence in 1991．War started and lasted for years and millions died. Then Western countries intervened. NATO bombed Yugoslavia, and he eventually stepped down as state leader in 2000. Soon after this, Serbia’s new government, led by Zoran Djindjic arrested him and sent him to face justice at the Yugoslav war crimes tribunal in the Hague. All of the following persons changed his fate in one way or another except（）
简述投资决策中项目现金流量的构成。
案例分析题某公司先后招聘了两位行政助理，结果都失败了。该公司的招聘流程是：1．在互联网上发布招聘信息。2．总经理亲自筛选简历。筛选标准是：名校本科应届毕业生，年轻，长相漂亮。3．面试。如果总经理有时间就由总经理直接面试；如果总经理没时间，先由人力资源部进行初步面试，再由总经理进行最终面试。4．面试合格后直接签订劳动合同。新员工的工作岗位、职责、薪酬、入职时间都由总经理决定。公司招聘的第一位行政助理小马的工作职责是负责前台接待，入职的第二天就没来上班。小马自述的辞职原因是：工作内容和自己预期不一样，琐碎繁杂，觉得自己无法胜任。人力资源部对她的印象是：内向，有想法，不甘于做琐碎、接待人的工作，对批评（即使是善意的）非常敏感。公司招聘的第二位行政助理小王在工作十天后辞职。小王的工作职责是负责前台接待、出纳、办公用品采购、公司证照办理与变更等。小王自述的辞职原因是：不适应工作环境，与同事合不来。人力资源部对她的印象是：形象极好、思路清晰、写作能力强，争强好胜，易与他人冲突。总经理对她的印象是：不太懂商务礼仪，有时像小孩，需要进行商务礼仪培训。由于招聘行政助理的工作连续两次失败，作为公司的总经理和人力资源部觉得这不是偶然现象，肯定存在严重问题。 导致该公司招聘失败的主要原因包括（）。
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