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Investingthousandsofpoundsintherecruitmentandtrainingofeachnewgraduaterecruitmaybejustthebeginning.Choosingthewrongcandidatemayleaveanorganisationpayingforyearstocome.
Fewcompanieswillhaveescapedallofthefollowingfailures:peoplewhopanicatthefirstsightofstress;thosewithlongimpressivequalificationswhoseemincapableoflearning;hypochondriacswhoseabsenteerecordbecomesastonishing;andtheunstablepersonlaterdiscoveredtobeathieforworse.
Lessdramatic,butjustasmuchaproblem,isthepersonwhosimplydoesnotcomeuptoexpectations,whodoesnotquitedeliver;whoneverbecomesahigh-flierorevenasteadyperformer;theemployeewithafinefuturebehindthem.
Thefirstpointtobearinmindattherecruitmentstageisthatpeopledon’tchange.Intelligencelevelsdeclinemodestly,butchangelittleovertheirworkinglife.Thesameistrueofabilities,suchaslearninglanguagesandhandlingnumbers.
Mostpeopleliketothinkthatpersonalitycanchange,particularlythemorenegativefeaturessuchasanxiety,lowesteem,impulsivenessoralackofemotionalwarmth.Butdatacollectedover50yearsgivesaclearmessage:stillstableafteralltheseyears.Extrovertsbecomeslightlylessextroverted;theacutelyshyappearalittlelessso,butthefundamentalsremainmuchthesame.Personalcrisescanaffectthewaywecopewiththings:wemighttakeupordropdrink,drugs,religionorrelaxationtechniques,whichcanbehaveprettydramaticeffects.Skillscanbeimproved,andnewonesintroduced,butatratherdifferentrates.Peoplecanbegroomedforajob.Justaspoliticiansarecarefullyrepackagedthroughdress,hairstyleandspeechspecialists,sopeoplecanbesentontrainingcourses,diplomasorexperimentalweekends.Butthereisacosttoallthiswhichmaybemorethanthepriceofthecourse.Bettertoselectforwhatyouactuallyseeratherthanattempttochangeit.
()1.Thepurposeofthispassageistogivemanagerstheadvicethat.
A.Employersshouldselectcandidatesfortheirpotential.
B.Employersshouldselectcandidatesforwhattheyareratherthanfortheirpotential.
C.Employersshouldselectthenewlygraduatedandsendthemontrainingcourses,diplomasorexperimentalweekends.
D.Employersshouldselectexperiencedcandidatestoavoidspendingthousandsofpoundsintraining.
()2.Accordingtothepassage,whichofthefollowingstatementsistrue?.
A.Absolutely,Peopledon’tchangeduringtheirworkinglives.
B.Generally,peoplechangetoalargeextentduringtheirworkinglives.
C.Fundamentally,peoplestaythesameduringtheirworkinglives.
D.Normally,peopledon’tchangeatallduringtheirworkinglives.
()3.Whatdoesafinefuturebehindthem(line3ofparagraph3)means?.
A.Somepeoplewillcertainlyhaveapromisingfuturethoughtheyarenotverycompetentintheirpresentwork.
B.Somepeopledon’thaveanypotentialfortheirworkthoughtheyareemployed.
C.Somepeoplecanhaveabrightfuturethoughtheycan’tdotheirworkwell.
D.Somepeoplehavepotentialwhentheyareemployed,butneverrealizethatpotential.
()4.Accordingtothepassage,people’sbasicabilitieslikelanguagelearningandnumeracy.
A.changelittleovertheirworkinglife.
B.neverchangeovertheirworkinglife.
C.changefundamentallyovertheirworkinglife.
D.changeprofoundlyovertheirworkinglife.
()5.Theworddeliver(line2ofparagraph3)means.
A.totakegoodstotheplacesorpeopletheyareaddressedto
B.togiveaspeech
C.todowhatyoupromisedtodo
D.tohelpawomantogivebirthtoababy.
FelicityLawrence
ThursdayDecember28,2006
TheGuardian
1.ConsumersaretobepresentedwithtworivalnewyearadvertisingcampaignsastheFoodStandardsAgencygoespublicinitsbattlewiththeindustryoverthelabellingofunhealthyfoods.
2.TheGuardianhaslearnedthattheFSAwilllaunchaseriesof10-secondtelevisionadvertsinJanuarytellingshoppershowtofollowared,amberandgreentrafficlightlabellingsystemonthefrontoffoodpacks,whichisdesignedtotackleBritain’sobesityepidemic.
3.Thecampaignisadirectresponsetoaconcertedattemptbyleadingfoodmanufacturersandretailers,includingKellogg’sandTesco,toderailthesystem.Theindustryfearsthattrafficlightswoulddemoniseentirecategoriesoffoodsandcouldseriouslydamagethemarketforthosethatarefatty,saltyorhighinsugar.
4.TheUKmarketforbreakfastcerealsisworth￡1.27bnayearandthemanufacturersfearitwillbeseverelydentedifredlightlabelsareputonpackagingdrawingattentiontothefactthatthemajorityarehighinsaltand/orsugar.
5.Theindustryisplanningamajormarketingcampaignforacompetinglabellingsystemwhichavoidscolour-codinginfavourofinformationaboutthepercentageof"guidelinedailyamounts"(GDAs)offat,saltandsugarcontainedintheirproducts.
6.Thebattleforthenation’sdietcomesasnewrulesontelevisionadvertisingcomeintoforceinJanuarywhichwillbaradvertsforunhealthyfoodsfromcommercialbreaksduringprogrammesaimedatchildren.SourcesattheTVregulatorsarebracedforalegalchallengefromtheindustryandhavedescribedthelobbyingeffortstoblockanynewadbanorcolour-codedlabellingas"themostferociouswe’veeverexperienced".
7.Ofcom’schiefexecutive,EdRichards,said:"Wearepreparedtofaceuptoanylegalactionfromtheindustry,butweverymuchhopeitwillnotbenecessary."TheFSAsaiditwasexpectinganonslaughtfromtheindustryinJanuary.SeniorFSAofficialssaidthemanufacturers’effortstoundermineitsproposalsonlabellingcouldthreatentheagency’scredibility.
8.TerrenceCollis,FSAdirectorofcommunications,dismissedclaimsthattheproposalswerenotbasedonscience."WehavesomeofthemostrespectedscientistsinEurope,bothwithintheFSAandinourindependentadvisorycommittees.ItisunjustifiedandnonsensicaltoattacktheFSA’sscientificreputationandtotrytoundermineitscredibility."
9.TheFSAisunderstoodtohavebriefeditsadagency,United,beforeChristmas,andwillaimtoairadsthatare"non-confrontational,humorousandfactual"asacounterweighttoindustry’seffortsaboutthesametime.Theagency,however,willhaveatinyfractionofthebudgetavailabletotheindustry.
10.GavinNeath,chairmanofUnileverUKandpresidentoftheFoodandDrinkFederation,hassaidthattheindustryhasmadeenormousprogressbutcouldnotacceptred"stop"signsonitsfood.
11.AlastairSykes,chiefexecutiveofNestléUK,saidthatundertheFSAproposalsallhiscompany’sconfectioneryandmostofitscerealswouldscoreared."Arewesayingpeopleshouldn’teatconfectionery?We’redrivenbyconsumersandwhattheywant,andmuchofwhatwedohasbeentomakeourproductshealthier,"hesaid.
12.ChrisWermann,directorofcommunicationsatKellogg’s,said:"Inprinciplewecouldneveraccepttrafficlightlabelling."
13.TherivallabellingschemeintroducedbyKellogg’s,Danone,Unilever,Nestlé,KraftandTescoandnowfavouredby21manufacturers,usesanindustry-devisedsystembasedonidentifyingGDAsofkeynutrients.TescosaysithastestedbothtrafficlightsandGDAlabelsinitsstoresandthatthelatterincreasedsalesofhealthierfoods.
14.ButtheFSAsaiditcouldnotlivewiththisGDAsystemalonebecauseitwas"notscientific"oreasyforshopperstounderstandataglance.
Questions1-6
AnswerthequestionsbelowusingNOMORETHANTHREEWORDSfromthepassageforeachanswer.
1.Whenwillinstructionsbegivenonreadingthecolor-codedlabels?
2.Wherecancustomersfindtheredlightlabels?
3.WhatproblemistheFSAtryingtohandlewiththelabelingsystem?
4.Whichproductsellswellbutmaynotbehealthy?
5.Whatinformation,accordingtothemanufacturers,canbelabeledonproducts?
6.Whatcannotbeadvertisedduringchildren’sprogrammes?
Questions7-13
Usetheinformationinthetexttomatchthepeople(listedA-E)withtheopinions(listed7-13)below.Writetheappropriateletter(A-E)forquestions1-7.
NBYoumayuseanylettermorethanonce.
AEdRichard
BTerrenceCollis
CGavinNeath
DAlastairSykes
EChrisWermann
7.Generallywewillnotagreetousetheredlightlabels.
8.ItisunreasonabletodoubtifFSAistrustworthy.
9.Wearetryingtomeetourconsumers’needs.
10.Thefoodindustryhasbeenimprovinggreatly.
11.Thecolor-codedlabelingsystemisscientific.
12.OurproductswillbelabeledunhealthybytheFSA.
13.Wearereadytoconfrontthemanufacturers.
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.
