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簡(jiǎn)述廣告代理的雙重代理性質(zhì)。

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(1)廣告公司代理廣告客戶(hù)的各項(xiàng)廣告活動(dòng),在廣告代理制度下,廣告客戶(hù)必須委托有廣告代理權(quán)的廣告公司代理其廣告業(yè)務(wù),不得自行與廣告媒介單位直接聯(lián)系發(fā)布廣告。

(2)廣告公司為媒介單位代理廣告業(yè)務(wù)的承攬,廣告時(shí)間和廣告版面的銷(xiāo)售。媒介單位不能直接面對(duì)眾多的廣告客戶(hù)承接廣告信息的發(fā)布業(yè)務(wù),以及接受廣告客戶(hù)的廣告設(shè)計(jì)和制作業(yè)務(wù)。

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Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodsofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalmaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermedintuitiontomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsmofdataandpracticeintoanintegratedpicture,ofteninanAha!experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution. 1.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto [A]Speedupofthecreationofasolutiontoaproblem. [B]Identifyaproblem. [C]Bringtogetherdisparatefacts. [D]Stipulatecleargoals. 2.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2 [A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis. [B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers. [C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo. [D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions. 3.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis [A]ManagerXanalyzesfirstandthenacts;ManagerYdoesnot. [B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot. [C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot. [D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;ManagerXdoesnot. 4.Thetextprovidessupportforwhichofthefollowingstatements [A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis. [B]Managerscannotjustifytheirintuitivedecisions. [C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills. [D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently. 5.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext [A]Anassertionismadeandaspecificsupportingexampleisgiven. [B]Aconventionalmodelisdismissedandanalternativeintroduced. [C]Theresultsofrecentresearchareintroducedandsummarized. [D]Twoopposingpointsofviewarepresentedandevaluated.
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