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Section D
Even if you get work done and generally get along with co-workers, you could
have habits that bug your boss (not to mention your officemates). While these
quirks may not necessarily get you fired, they certainly can keep you from
climbing the corporate ladder. We’ve uncovered a number of habits that bug your
boss and offer tips on how to avoid them.
According to LaRhonda Edwards, a human resources manager with thirteen years
of HR experience, tardiness is one of the biggest concerns for managers. “If the
normal work day starts at 8 o’clock, then the expectation is that you’re in the
office ready to start your day,” she explains. Her advice to the chronically
late? “Plan ahead,” she urges. “If you live 50 minutes away, you don’t leave 50
minutes early. Tag on extra time and anticipate road blocks.” Some people even
set their clocks a few minutes early to ensure that they’re on time. Different
bosses prefer different modes of communication. Lindsey Pollak, a workplace
expert and author of Getting from College to Career, says if you text your boss
and she prefers in-person meetings, “either your information won’t get across or
you’ll irritate [her].” Fortunately, there’s a simple fix: ask your boss how and
when to send updates. If you’re too shy to ask outright, then Pollak suggests
observing how they communicate with you. “If you have a boss who communicates
once a day by email, that’s the boss’ preferred frequency and method of
communication,” explains Pollak.
A cluttered, messy work space can give your boss the impression that you’re
lazy or disorganized, so try to keep your desk neat. “Never put more on your
desk than you’re going to work on for the day,” recommends Edwards. “At the end
of the day, make sure you set up for the next day. I may be working on five
things at once, but at the end of the day, they’re gone, and I set up for the
next day.” Most managers would rather you ask a question than make a mistake,
but many questions can be answered on your own. “Is this something you could
Google or ask a colleague?” wonders Pollak. “The internet is so vast that a lot
of information you can get yourself.” If you must approach your boss with a
question or issue, then Pollak recommends brainstorming beforehand. “Rather than
saying ‘This client is terrible. What should I do?’ think about potential
solutions,” she says.
Cell phones are practically ubiquitous in the workplace these days, but it’s
still disruptive and disrespectful when they go off during a meeting. Edwards
says that you should, “put your cell phone on vibrate or leave it in your own
office so it’s not a distraction.” That way you won’t be tempted to text
either
( )6.According to the article, how many pieces of advice are offered here?
.
A. Two B. Three C. Four D. Five(B)
( )7.What is this article about? .
A. How to be successful in the workplace.
B. How to communicate with your boss.
C. How to avoid quirks that annoy your boss.
D. How to utilize your mobile phones at work.
( )8.What does the phrase “to get across” in the sentence “…she prefers
in-person meetings, “either your information won’t get across or you’ll irritate
…” of the second paragraph mean? .
A. To be communicated B. To be passed
C. To be promoted D. To be anticipated(A)
( )9.According to the article, which of the following modes of communication
is the best when communicating with your boss? .
A. Any ways you think are appropriate.
B. In-person meetings.
C. Correspondence.
D. The way your boss communicates with you.(D)
( )10.Which of the following statements is not mentioned?
A. Employees should pay respect to their bosses anytime.
B. Employees should plan beforehand so as to show up at work on time.
C. Employees should not let their mobile phones go off during meetings.
D. Employees should keep their desks neat and organized.
Section C
What a lovely place Xerox is to work Kim Moloney, a client services
executive, can’t say enough nice things about her employer. ‘It’s a very special
environment,’ she says. ‘People describe Xerox as a family and I was amazed at
the number of people who have worked here for so long.’ It’s tempting to take
Moloney’s comments with a pinch of salt, especially considering that when you’ve
been working somewhere for only two years, as she has at Xerox, everyone seems
old and established. But there’s truth behind her enthusiasm.
Take Carole Palmer, the group resources director. She joined Xerox in 1978 as
a temp and has been in her present role for seven years. ‘Xerox has been good to
me over the years,’ she says. ‘It has supported me through qualifications … and
last year I took part in the vice-president incumbent program.’ Human resources
is taken seriously at Xerox, Palmer says, and the company has a policy of
promoting from within (which would explain Moloney’s amazement at her
colleagues’ longevity). The company takes on only fifteen to twenty graduates
each year and Moloney was part of an intake who joined having already acquired a
couple of years’ work experience. She started as a project manager for Xerox
Global Services before moving into sales. Now her responsibility is to ‘grow and
maintain customer relationships’.
Moloney is based at the head office in Uxbridge. ‘It’s great in terms of
working environment,’ she says. ‘We’ve just got a new provider in the canteen
and … we have brainstorming rooms and breakout areas.’ Much of Moloney’s role is
visiting clients, so she doesn’t have a permanent desk at head office. ‘I’m a
hot-desker, which is good because you get to sit with different people in the
hot-desk areas. And you’re given a place to store your things.’ Head office
staff numbers between 1,200 and 1,500 people, Palmer says. The company has four
other main offices in the UK. The nature of the organization, which encompasses
sales and marketing, global services (the biggest division), developing markets,
research and development and manufacturing, means that the opportunities at the
company vary from service engineers to sales roles and consultants.
Perks include a final-salary pension scheme and various discount schemes. The
reward and recognition scheme is a little different, and rather nice: ‘Each
manager has a budget every year to recognize and reward staff,’ Palmer says. ‘It
can be in the form of a meal for two, or a bottle of wine. It can be up to
£1,000. There’s the recognition, and then there’s putting money behind it.’
Moloney, however, likes the non-cash rewards. ‘Xerox takes care of all its staff
but it also recognizes the people who put in the added effort,’ she says. ‘It
offers once-in-a-lifetime incentive trips, and recently I organized a sailing
trip for my team.’
The idea of working abroad with the company appeals to her, and she says that
her career goal is to be part of the senior management team. Here’s another
employee, it would seem, who is in it for the long haul.
( )1.The journalist of this article thinks that .
A. staff at Xerox are not telling the truth abut the company.
B. Xerox offers great benefits to staff.
C. Xerox is the best company in the world.
D. Xerox has the best working environment.
( )2.The company tends to find its new manager .
A. only form graduates B. on training courses
C. from existing staff D. from job markets
( )3.What does the phrase “to take on” in the sentence “The company takes on
only fifteen to twenty graduates each year and …” of the second paragraph mean?
.
A. To train B. To employ
C. To interview D. To maintain(A)
( )4.As well as recognizing its staff through promotion, Xerox .
A. gives cash bonuses
B. gives unpaid leave to take trips of a lifetime.
C. provides a number of perks.
D. provides huge end-of-year bonuses.
( )5.One common feature of Xerox staff is that they tend .
A. to work hard B. to get promoted
C. work longer hours each day D. not to change employer
Directions: There are ten blanks in the following passage. You are required
to choose the best one from the given four choices marked A, B, C, and D. Then
write down the correct answer in the brackets. This section totals 10 points,
one point for each blank.
Before marketing yourself globally, it is important to 1 your business is
ready to deal with challenges presented by the international environment 2
language and cultural barriers, foreign laws, order fulfillment, and pre/post
sales support.
Language and Culture - Neither technical accuracy 3 perfect translation is
sufficient when considering the language you will communicate through. It is
important to really understand how a language is used by the people in your 4
market.
Regional Laws - All phases of product 5 are affected by regulations. The
product itself, such as its physical and chemical aspects, is subject to laws
6
to protect consumers with respect to purity, safety or performance. Product
features such as packaging and warranties, advertising, sales promotion
techniques are also subject to local regulations.
Order Fulfillment - How will you deliver your products? What business
partners will you need to ensure smooth logistics of your product? Can you
handle your shipment costs? If you cannot 7 demand or ensure smooth delivery of
your product, you are at risk of negatively affecting your business and its
image. It is important to find and qualify 8
distributors, and pay particular attention to contract negotiation and
distribution management.
Pre and Post Sales Support - 9 with your customers as well as your business
partners is an important consideration when marketing and selling
internationally. Many businesses are able to meet customer expectations through
strategic alliances or foreign distributors who deal with the local customer
base on their 10 .
( )1 A. ensure B. assure C. reassure D. sure
( )2 A. excluding B. excluded C. including D. included
( )3 A. so B. nor C. and D. or
( )4 A. local B. own C. target D. home
( )5 A. sales B. exhibition C. promotion D. development
( )6 A. planned B. proposed C. supposed D. designed
( )7 A. meet B. run into C. encounter D. face
( )8 A. potent B. polite C. ethical D. potential
( )9 A. Connection B. Communication C. Link D. Contact
( )10 A. account B. part C. behalf D. market
