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荷载试验时，工况选择应反映桥梁的最不利受力状态。( )
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A．For over three decades，academics，managers，and consultants，realizing that transforming organizations is difficult，have analyzed the subject．They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed．They’ve sanctified the importance of changing organizational culture and employees’attitudes．They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change．Still，studies show that in most organizations，two out of three transformation initiatives fail．B．Each manager looks at an initiative from his or her viewpoint and，based on personal experience，focuses on different success factors．The experts，too，offer different perspectives．A recent search for books on ‘change and management’ turned up 6，153 titles，each with a distinct take on the topic. Those ideas have a lot to offer，but take together，they force companies to tackle many priorities simultaneously，which spreads resource sand skills thin.C．Someofthehardfactorsthataffectatransformationinitiativearethetimenecessarytocompleteit，the number of people required to execute it，and the financial results that intended actions are expected to achieve. The research shows that change projects fail to get off the ground when companies neglect the hard factors. That doesn’t mean that executives can ignore the soft elements；that would be a grave mistake. However. If companies don’t pay attention to the hard issues first，transformation programs will break down before the soft elements come into play.D．Companies assume that the longer an initiative carries on. The more likely it is to fail—the early impetus will peter out，windows of opportunity will close，objectives will be forgotten，key supporters will leave or lose their enthusiasm，and problems will accumulate. However，contrary to popular perception, along project that is reviewed frequently is more likely to succeed than a short project that isn’t reviewed frequently. Thus，the time between reviews is more critical for success than a project’s life span. the diversity in observing the initiative of change in companies（）
How Management Teams Can Have a Good FightTop managers often find it very difficult to manage conflict. They know that conflict over issues is natural and even necessary. Reasonable people，making decisions under conditions of uncertainty，are likely to have honest disagreements over the best path for their company’s future. Management teams whose members challenge one another’s thinking develop a more complete understanding of the choices, cerate a richer range of options. Ultimately they are able to make the kinds of effective decisions necessary in today’s competitive environments. But, unfortunately, healthy conflict can quickly turn unproductive. A comment meant as a substantive remark can be interpreted as a personal attack. (8) Personalities frequently become closely connected with issues. Because most executives are proud of their ability to make rational decisions，they find it difficult even to acknowledge—let alone manage—this emotional，irrational dimension of their behavior.The challenge is familiar to anyone who has ever been part of a management team. (9) The managers should be encouraged to argue without destroying their ability to work as a team.In a study，in 4 of the 12 companies，there was little or no substantive disagreement over major issues and therefore little conflict to observe. But the other 8 companies experienced considerable conflict. In 4 of them，the top-management teams handled conflict in a way that avoided interpersonal hostility or discord. (10) They described the way they work as a team as‘open’，‘fun’，and ‘productive’. The executives vigorously debated the issues，but they wasted little time on carefully considering and posturing. As one put it, ’I really don’t have time. ’Another said, ’We don’t gloss over the issues：we hit them straight on. But we’re not political, ’ Still another observed of her company’s management team, ’We scream a lot，then laugh，and then resolve the issue. ’The other four companies in which issues were contested were less successful at avoiding interpersonal conflict. Their top teams were plagued by intense hostility. (11) When executives described their colleagues to us，they used words such as‘manipulative’, ‘secretive’.‘burned out’，and‘political’. The teams with minimal interpersonal conflict were able to separate substantive issues from those based on personalities. (12) How did they do that After analyzing the observations of the teams’ behavior, the experts found that their companies used the same tactics for managing interpersonal conflict. For instance，team members worked with more, rather than less, information and debated on the basis of facts. 10（）
Pricing and the Psychology of ConsumptionAsk any executive how pricing policies influence the demand for a product or service, and you’ll get a confident, well-reasoned reply。Ask that same executive how pricing policies affect consumption—the extent to which customers use products or services that they’ve (19) for—and you’ll get a muted response at best. It is found that managers rarely, if ever, think about consumption when they (20) prices—and that be an (21) oversight.For many executives, the idea that they should (22) consumers’ attention to the price that was paid for a product or service is counterintuitive. Companies have long (23) to mask the costs of their goods and services in order to boost sales. And rightly (24) —if a company fails to (25) theinitial sale, it won’t have to worry about consumption. To promote sales, health club managers encouragemembers to get the payment out of the (26) early；HMOs encourage automatic payroll deductions；and cruise lines bundle small, specific costs into a single, all-inclusive (27) .However, executives may be discouraging consumption when they (28) those pricing practices. People are more (29) to consume a product when they are (30) of its cost—when they feel’out of pocket’. But (31) pricing practices such as advance sales, season tickets, and price bundling all serve to mask howmuch a buyer has (32) on a given product, decreasing the likelihood that the buyer will actually use it. And a customer who doesn’t use a product is unlikely to buy that product again. Executives who (33) those pricing tactics without considering their impact on consumption may be trading off long-term customer retention for shorf-term increases in sales. 24（）
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