SectionD
Evenifyougetworkdoneandgenerallygetalongwithco-workers,youcouldhavehabitsthatbugyourboss(nottomentionyourofficemates).Whilethesequirksmaynotnecessarilygetyoufired,theycertainlycankeepyoufromclimbingthecorporateladder.We’veuncoveredanumberofhabitsthatbugyourbossandoffertipsonhowtoavoidthem.
AccordingtoLaRhondaEdwards,ahumanresourcesmanagerwiththirteenyearsofHRexperience,tardinessisoneofthebiggestconcernsformanagers.“Ifthenormalworkdaystartsat8o’clock,thentheexpectationisthatyou’reintheofficereadytostartyourday,”sheexplains.Heradvicetothechronicallylate?“Planahead,”sheurges.“Ifyoulive50minutesaway,youdon’tleave50minutesearly.Tagonextratimeandanticipateroadblocks.”Somepeopleevensettheirclocksafewminutesearlytoensurethatthey’reontime.Differentbossespreferdifferentmodesofcommunication.LindseyPollak,aworkplaceexpertandauthorofGettingfromCollegetoCareer,saysifyoutextyourbossandsheprefersin-personmeetings,“eitheryourinformationwon’tgetacrossoryou’llirritate[her].”Fortunately,there’sasimplefix:askyourbosshowandwhentosendupdates.Ifyou’retooshytoaskoutright,thenPollaksuggestsobservinghowtheycommunicatewithyou.“Ifyouhaveabosswhocommunicatesonceadaybyemail,that’stheboss’preferredfrequencyandmethodofcommunication,”explainsPollak.
Acluttered,messyworkspacecangiveyourbosstheimpressionthatyou’relazyordisorganized,sotrytokeepyourdeskneat.“Neverputmoreonyourdeskthanyou’regoingtoworkonfortheday,”recommendsEdwards.“Attheendoftheday,makesureyousetupforthenextday.Imaybeworkingonfivethingsatonce,butattheendoftheday,they’regone,andIsetupforthenextday.”Mostmanagerswouldratheryouaskaquestionthanmakeamistake,butmanyquestionscanbeansweredonyourown.“IsthissomethingyoucouldGoogleoraskacolleague?”wondersPollak.“Theinternetissovastthatalotofinformationyoucangetyourself.”Ifyoumustapproachyourbosswithaquestionorissue,thenPollakrecommendsbrainstormingbeforehand.“Ratherthansaying‘Thisclientisterrible.WhatshouldIdo?’thinkaboutpotentialsolutions,”shesays.
Cellphonesarepracticallyubiquitousintheworkplacethesedays,butit’sstilldisruptiveanddisrespectfulwhentheygooffduringameeting.Edwardssaysthatyoushould,“putyourcellphoneonvibrateorleaveitinyourownofficesoit’snotadistraction.”Thatwayyouwon’tbetemptedtotexteither
()6.Accordingtothearticle,howmanypiecesofadviceareofferedhere?.
A.TwoB.ThreeC.FourD.Five(B)
()7.Whatisthisarticleabout?.
A.Howtobesuccessfulintheworkplace.
B.Howtocommunicatewithyourboss.
C.Howtoavoidquirksthatannoyyourboss.
D.Howtoutilizeyourmobilephonesatwork.
()8.Whatdoesthephrase“togetacross”inthesentence“…sheprefersin-personmeetings,“eitheryourinformationwon’tgetacrossoryou’llirritate…”ofthesecondparagraphmean?.
A.TobecommunicatedB.Tobepassed
C.TobepromotedD.Tobeanticipated(A)
()9.Accordingtothearticle,whichofthefollowingmodesofcommunicationisthebestwhencommunicatingwithyourboss?.
A.Anywaysyouthinkareappropriate.
B.In-personmeetings.
C.Correspondence.
D.Thewayyourbosscommunicateswithyou.(D)
()10.Whichofthefollowingstatementsisnotmentioned?
A.Employeesshouldpayrespecttotheirbossesanytime.
B.Employeesshouldplanbeforehandsoastoshowupatworkontime.
C.Employeesshouldnotlettheirmobilephonesgooffduringmeetings.
D.Employeesshouldkeeptheirdesksneatandorganized.
6. D 7. C 8. A 9. D 10. A
暂无解析
MRKConsultingLtdhasbeenoperatingintheglobalmarketsince1988.WehavesuccessfullyplacedhundredsofIT&BankingprofessionalsinleadingcompaniesintheFinance,BankingandITindustries.
Afriendofminewasfondofdrawinghorse.Hedrewthehorsesverywell,buthealwaysbeganthetail.NowitistheWesternruletobeginattheheadofthehorse,thatiswhyIwassurprised.Itstruckmethatitcouldnotreallymakeanydifferencewhethertheartistbeginsattheheadorthetailorthebelly(肚子)orthefootofthehorse,ifhereallyknowshisbusiness.Andmostgreatartistswhoreallyknowtheirbusinessdonotfollowotherpeople’srule.Theymaketheirownrules.Everyoneofthemdoeshisworkinawaypeculiar(奇特的)tohimself;andthepeculiaritymeansonlythathefindsitmoreeasytoworkinthatway.
Nowtheverysamethingistruetoliterature(文学).Andthequestion,"HowshallIbegin?"onlymeansthatyouwanttobeginattheheadinsteadofbeginningatthetailorsomewhereelse.Thatis,youarenotyetexperienced(有经验的)enoughtotrusttoyourownpowers.Whenyoubecomemoreexperiencedyouwill
neveraskthequestion,andIthinkthatyouwilloftenbeginatthetail--thatistosay,youwillwritetheendofthestorybeforeyouhaveeventhoughtofthebeginning.
1.Afriendofthewriter’sdrewthehorses____.
A.verywell
B.inthewayofwesternrule
C.inthewayofhisownrule
D.alloftheabove
2.Thewriterwassurprisedbecause____.
A.theartistbegantodrawattheheadofthehorse
B.theartistbegantodrawatthetailofthehorse
C.theartistmadehisownrule
D.theartistdidnotfollowotherpeople’srule
3.Youarenotyetexperiencedbecause____.
A.youdon’tknowwheretobegin
B.youwanttobeginattheheadinsteadofbeginningatthetail
C.youalwaysaskedquestion
D.youdonottrusttoyourownpowers
4.Whenyoubecomemoreexperiencedyouwill____.
A.neveraskquestion
B.oftenbeginatthetail
C.shouldwritetheendofthestory
D.shouldthinkofthebeginning
5.Thetopicofthepassageis______.
A.Howtodrawahorse
B.Howtowriteastory
C.Howtomakeyourownrules
D.Trusttoyourownpowers
Thethief’s( )ofguiltclosedthecase.
Directions:Therearetenblanksinthefollowingpassage.YouarerequiredtochoosethebestonefromthegivenfourchoicesmarkedA,B,C,andD.Thenwritedownthecorrectanswerinthebrackets.Thissectiontotals10points,onepointforeachblank.
Beforemarketingyourselfglobally,itisimportantto1yourbusinessisreadytodealwithchallengespresentedbytheinternationalenvironment2
languageandculturalbarriers,foreignlaws,orderfulfillment,andpre/postsalessupport.
LanguageandCulture-Neithertechnicalaccuracy3perfecttranslationissufficientwhenconsideringthelanguageyouwillcommunicatethrough.Itisimportanttoreallyunderstandhowalanguageisusedbythepeopleinyour4market.
RegionalLaws-Allphasesofproduct5areaffectedbyregulations.Theproductitself,suchasitsphysicalandchemicalaspects,issubjecttolaws6
toprotectconsumerswithrespecttopurity,safetyorperformance.Productfeaturessuchaspackagingandwarranties,advertising,salespromotiontechniquesarealsosubjecttolocalregulations.
OrderFulfillment-Howwillyoudeliveryourproducts?Whatbusinesspartnerswillyouneedtoensuresmoothlogisticsofyourproduct?Canyouhandleyourshipmentcosts?Ifyoucannot7demandorensuresmoothdeliveryofyourproduct,youareatriskofnegativelyaffectingyourbusinessanditsimage.Itisimportanttofindandqualify8
distributors,andpayparticularattentiontocontractnegotiationanddistributionmanagement.
PreandPostSalesSupport-9withyourcustomersaswellasyourbusinesspartnersisanimportantconsiderationwhenmarketingandsellinginternationally.Manybusinessesareabletomeetcustomerexpectationsthroughstrategicalliancesorforeigndistributorswhodealwiththelocalcustomerbaseontheir10.
()1A.ensureB.assureC.reassureD.sure
()2A.excludingB.excludedC.includingD.included
()3A.soB.norC.andD.or
()4A.localB.ownC.targetD.home
()5A.salesB.exhibitionC.promotionD.development
()6A.plannedB.proposedC.supposedD.designed
()7A.meetB.runintoC.encounterD.face
()8A.potentB.politeC.ethicalD.potential
()9A.ConnectionB.CommunicationC.LinkD.Contact
()10A.accountB.partC.behalfD.market
TroublewithTeamwork
MaryOwenexaminestheroleandefficiencyofteams
Recruiterssaythatcandidateswhocangiveexamplesofworktheyhavedoneasmembersofasuccessfulteamareinasstrongapositionasthosewhocanpointtosignificantindividualachievement.Indeed,toomuchofthelattermaysuggestthatthepersonconcernedisnota'teamplayer'-oneofthemoreseriousfailingsinthebookofmanagement.
Theimportanceofbeingateamplayerisasideeffectoftheincreasinginteractionacrossdepartmentsandfunctionaldivides.Insteadofpushingreports,paperworkanddecisionsaroundtheorganisation,'teamsprovideadynamicmeetingplacewhereideascanbesharedandexpertisemorecarefullytargetedatimportantbusinessissues,'saysSteveGardner,inhisbookKeyManagementConcepts.Headds,'Globalisationhasaddedafurtherdimensiontoteamwork.Multinationalteamsnowstudypolicydecisionsinthelightoftheirimpactonthelocalmarket.'
Butisteamworkingbeingoverdone?'Somemanagersareonasmanyassevenoreightdifferentteams',saysDrCathyBandy,apsychologistwhorecentlyranaconferenceonthesubject.'Theytakeupsomuchtimethatmanagerscan'tgetonwithcoretasks.'Formingteamsandhavingmeetingshas,shesays,becomeanendinitself,almostregardlessofpurpose.Thereisalsothedangerofanunhealthydesiretokeeptheteamgoingaftertheworkhasbeendone.'Peoplefeeltheneedtobelong,andteammembershipcanprovideakindofpsychologicalsupport.'
Theideabehindteamworkingisthat,whentherightgroupofpeopleisbroughttogether,a'force'developswhichisgreaterthanthesumoftheirindividualtalents.Thisisoftentrueinsport,wheregoodplayerscanreachunexpectedheightsasmembersofaninternationalteam.However,fewbusinesssituationshaveasclearasetofobjectives,orasclearcriteriaofsuccessorfailure,aswinningamatch.
'Inbusiness,everyoneneedstobeclearaboutwhatthechallengeisandwhetherateamistherightwayofapproachingit',saysSteveGardner.'Unfortunately,peoplefocusinsteadonwhothemembersoftheteamshouldbeandwhatrolestheyaretoplay'DrBandyagrees.'Thereisalwaysadangerthatteamscanturnintocommittees,'shesays.'Inalotofsituations,oneortwoindividualswouldbemuchmoreeffective.'
Sowhatmakesasuccessfulteam?Therearesomegeneralqualitiesthathavebeenidentified.SteveGardnerrecommendsthatineveryteamthereshouldbesomeonewhoisgoodatresearchingideasandanotherwhoisgoodatshootingdownimpracticalones.Thereshouldbethosewhocanresolvethetensionsthatnaturallyoccurinateamandotherswhoarefocusedongettingthejobdone.Also,providingaclearandachievabletargetattheoutsetisthebestwayofensuringthattheteamwillmoveontogreaterthings.
13、Whatpointdoesthewritermakeaboutteamworkingatthebeginningofthearticle?
AItisthemostsuccessfulformofmanagement.
BIthaschangedtherecruitmentprocedureincompanies.
CWell-runteamsstillallowindividualstodemonstratetheirtalents.
DBeingateamplayerisnowconsideredanessentialmanagementskill.
14、Accordingtothearticle,teamworkdevelopedwithincompaniesasaresponseto
Amodernofficedesign.
Bchangingworkpractices.
Careductioninadministrativetasks.
Dtheexpansionofinternationalbusiness.
15、Inthethirdparagraph,DrBandysuggeststhat
Amanyemployeesdonotenjoyworkinginteams.
Bsomemanagersarenotveryeffectiveteamleaders.
Csometeamsarecreatedunnecessarily.
Dfewteamsarewellorganised.
16、Accordingtothewriter,teamworkismoreeffectiveinthefieldofsportbecausetheplayers
Aknowwhattheywanttoachieve.
Baremorecompetitivebynature.
Chavemoreindividualtalent.
Dcanbedrivenbynationalpride.
17、SteveGardnerandDrBandyagreethatwhenabusinessteamiscreatedpeopledonotpayenoughattentionto
Athestructureoftheteam.
Balternativestotheteam.
Cselectingtheteammembers.
Ddirectingtheteam'sactivities.
18、WhatisSteveGardner'sadviceonoperatingasuccessfulteam?
AMaintainaflexibleapproachtomembership.
BAllowpersonalitiestodevelopwithintheteam.
CSelectpeoplewhofitnaturallyintocertainroles.
DMakeeveryefforttoavoidconflictbetweenmembers.
