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Read the text about career-planning services.
Choose the best sentence from the opposite page to fill each of the gaps
.
For each gap 9– 14, mark one letter (A-H) on your Answer Sheet .
Do not use any letter more than once .
There is an example at the beginning .(0)
Your Career Path Can Lead You Anywhere
We used to be advised to plan our careers. We were told to make a plan during
the later stages of our education and continue with it through our working
lives.(0)_____ some people still see careers in this way. However, to pursue a
single option for life has always been unrealistic.
Planning for a single career assumes that we set out with a full
understanding of our likes and dislikes and the employment opportunities open to
us. (9)____ For most people this degree of certainty about the future does not
exist.
Our initial choice of career path and employer is often based on inadequate
knowledge and false perceptions. But with age and experience, we develop new
interests and aptitudes and our priorities alter. The structure of the
employment market and, indeed of employment itself, is subject to change as both
new technologies and new work systems are introduced (10) _____ We must face the
uncertainties of a portfolio career.
It is clear from the recent past that we cannot foresee the changes which
will affect our working lives. The pace of change is accelerating , as a result
of which traditional career plans will be of very limited use. (11)_____ They
will need updating to reflect changes in our own interests as well as in the
external work environment. Flexible workers already account for about half the
workforce. (12)______ We are likely to face periods as contract workers,
self-employed freelances, consultants, temps or part-timers.
Many employers encourage staff to write a personal development development
(PDP) (13)_____ Although some people use it only to review the skills needed for
their job, a PDP could be the nucleus of wider career plan –setting out
alternative long-term learning needs and a plan of self-development.
A report issued by the Institute of Employment Studies advises people to
enhance their employability by moving from traditional technical skills towards
the attainment of a range of transferable skills. (14)_____ Instead, special
schemes should be established to encourage people to examine their effectiveness
and to consider a wider range of needs.
0 A B C D E F G H
A This dual effect means that the relationship between employers and workers
has evolved to such and extent that we can no longer expect a long-term
relationship with one employer.
B. It carries an implicit assumption that we ourselves, and the jobs we
enter, will change little during our working lives.
C. This growth suggests that a career plan should not be expressed only in
terms of full-time employment but should make provision for the possibility of
becoming one of the.
D this is a summary of one’s personal learning needs and an action plan to
meet them.
E Consequently, they must now accommodate a number of objectives and enable
us to prepare for each on a contingency basis.
F However, it warns that employers often identify training needs through
formal appraisals, which take too narrow a view of development.
G . Such a freelance of consultant would be constantly in demand.
H We were expected to work towards that one clear goal and to consider a
career change as a bad thing.
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Investing thousands of pounds in the recruitment and training of each new
graduate recruit may be just the beginning. Choosing the wrong candidate may
leave an organisation paying for years to come.
Few companies will have escaped all of the following failures: people who
panic at the first sight of stress; those with long impressive qualifications
who seem incapable of learning; hypochondriacs whose absentee record becomes
astonishing; and the unstable person later discovered to be a thief or
worse.
Less dramatic, but just as much a problem, is the person who simply does not
come up to expectations, who does not quite deliver; who never becomes a
high-flier or even a steady performer; the employee with a fine future behind
them.
The first point to bear in mind at the recruitment stage is that people don’t
change. Intelligence levels decline modestly, but change little over their
working life. The same is true of abilities, such as learning languages and
handling numbers.
Most people like to think that personality can change, particularly the more
negative features such as anxiety, low esteem, impulsiveness or a lack of
emotional warmth. But data collected over 50 years gives a clear message: still
stable after all these years. Extroverts become slightly less extroverted; the
acutely shy appear a little less so, but the fundamentals remain much the same.
Personal crises can affect the way we cope with things: we might take up or drop
drink, drugs, religion or relaxation techniques, which can be have pretty
dramatic effects. Skills can be improved, and new ones introduced, but at rather
different rates. People can be groomed for a job. Just as politicians are
carefully repackaged through dress, hairstyle and speech specialists, so people
can be sent on training courses, diplomas or experimental weekends. But there is
a cost to all this which may be more than the price of the course. Better to
select for what you actually see rather than attempt to change it.
( )1. The purpose of this passage is to give managers the advice that .
A. Employers should select candidates for their potential.
B. Employers should select candidates for what they are rather than for their
potential.
C. Employers should select the newly graduated and send them on training
courses, diplomas or experimental weekends.
D. Employers should select experienced candidates to avoid spending thousands
of pounds in training.
( )2. According to the passage, which of the following statements is true?
.
A. Absolutely, People don’t change during their working lives.
B. Generally, people change to a large extent during their working lives.
C. Fundamentally, people stay the same during their working lives.
D. Normally, people don’t change at all during their working lives.
( )3. What does a fine future behind them (line 3 of paragraph 3) means?
.
A. Some people will certainly have a promising future though they are not
very competent in their present work.
B. Some people don’t have any potential for their work though they are
employed.
C. Some people can have a bright future though they can’t do their work
well.
D. Some people have potential when they are employed, but never realize that
potential.
( )4. According to the passage, people’s basic abilities like language
learning and numeracy .
A. change little over their working life.
B. never change over their working life.
C. change fundamentally over their working life.
D. change profoundly over their working life.
( )5. The word deliver (line 2 of paragraph 3) means .
A. to take goods to the places or people they are addressed to
B. to give a speech
C. to do what you promised to do
D. to help a woman to give birth to a baby.
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Asian economies will continue to expand rapidly in the next two years on the
back of foreign investments, exports and domestic demand, but will not be free
of worries, according to a recent securities company economic report. Massive
infrastructure spending, the benefits of past investments and deregulation and
growing regional trade will push along regional growth.
The report tipped China’s gross domestic product to grow by 9.5 per cent in
1996 and 10.5 per cent in 1997, and Hong Kong’s to grow by 4.3 and 5.0 per cent.
Singapore’s real GDP was forecast to grow by 7.6 and 7.4 per cent, Malaysia’s by
8.6 and 8.1 per cent, Thailand’s by 8.8 and 8.4 per cent, Indonesia’s by 7.3 and
7.1 per cent and Philippines’ by 5.6 and 5.8 per cent.
“However, all is not rosy,” cautioned the report, which listed overheating as
the region’s biggest challenge in the short term and skilled-labor shortages in
the long run.
It cited strains from rapid growth that had begun to stretch current account
deficits and spur inflation in some regional economies, which could prevent
their central banks from lowering interest rates.
“This implies that economic vulnerability to unexpected shocks will remain
high,” the report said, forecasting a further tightening of monetary policy in
countries such as the Philippines and Malaysia, and no significant easing in
Thailand, Indonesia and China.
Crosby Securities also cited massive new investment programs generated by
demands on infrastructure such as power, telecommunications and transport which
had fuelled over-heating.
It said Asia would also face a bigger challenge from newly deregulating
economies in Eastern Europe which offered lower costs and better-educated
workers to foreign investors.
Asia’s main foreign investors should, however, continue to expand their
presence in the region, the securities house said, noting new trends of
intra-Asian investment.
Singapore is shifting its lower value-added disc drive and electronics
industry to Malaysia, which in turn is moving some of its garment-making and
consumer electronics manufacturing to Indonesia and Thailand. Thailand, Malaysia
and Singapore are increasingly investing in Viet Nam, Myanmar and Laos.
“Asia will benefit from this trend in several ways,” the report said.
( )1Asia economy will continue to grow because of _____________.
A. foreign investment B. demands in Asian countries.
C. export D. all of the above
( )2 In the next 2 years, the highest economic growth will appear in
____________.
A. Singapore B. Thailand
C. Hong Kong D. China
( )3 Years later, the problem in Asian economy may be _________________.
A. too little investment B. too much investment
C. not enough qualified labors D. monetary instability
( )4 According to this report, economic changes in East Europe are
___________.
A. harmful B. challenging
C. helpful D. useless
( )5 The report is about the prospect of Asian economy.
A. optimistic B. pessimistic
C. more optimistic than pessimistic D. more pessimistic than optimistic
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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
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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.
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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
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Section B
Directions: There are ten blanks in the following letter. 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.
Dear Mr. Bush
Thank you for your 1 of January 5 for our Beauty Brand Blouses.
We are now exporting 2 of various brands, among which Beauty Brand is the
most famous. They are in great 3 abroad and our stocks are running 4 quickly.
They are popular not only for their novel design, but also for the reasonable
prices. We are confident that once you have tried our blouses, you will place
repeat orders with us 5 large quantities.
As you requested, we are now 6 as follows:
Price: US$600 per dozen CIF New York
Terms of Payment: By sight L/C to be opened through a bank to be 7 by the
Sellers.
Shipment: In March 2007.
Please note that we do not allow any commission 8 our blouses, but a discount
of 5% may be 9 if the quantity is more than 1,000 dozen.
The above offer is made without 10 and is subject to our final
confirmation.
We hope that you will place an order with us at an early date.
Sincerely yours
( )1. A. request B. enquiry C. acquisition D. requirement
( )2. A. blouses B. woman blouses C. woman shirts D. lady shirts
( )3. A. need B. want C. require D. demand
( )4. A. up B. off C. down D. away
( )5.A. at B. for C. in D. with
( )6. A. ordering B. offering C. placing D. advising
( )7. A. agreed B. approved C. acceptable D. covered
( )8. A. on B. in C. of D. at
( )9. A. provided B. supplied C. furnished D. granted
( )10. A. promise B. duty C. engagement D. onus
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The Importance of Good Communications
Effective communication is essential for all organizations. It links the
activities of the various parts of the organization and ensures that everyone is
working towards a common goal. It is also extremely important for motivating
employees. Staff need to know how they are getting on, what they are doing right
and in which areas they could improve. Working alone can be extremely difficult
and it is much easier if someone takes an interest and provides support.
Employees need to understand why their job is important and how it contributes
to the overall success of the firm. Personal communication should also include
target setting. People usually respond well to goals, provided these are agreed
between the manager and subordinate and not imposed.
However, firms often have communication problems that can undermine their
performance. In many cases,these problems occur because messages are passed on
in an inappropriate way. There are, of course, several ways of conveying
information to others in the organization which include speaking to them
directly, e-mailing, telephoning or sending a memo. The most appropriate method
depends on what exactly it is you are communicating. For example, anything that
is particularly sensitive or confidential, such as an employee's appraisal,
should be done face-to-face.
One of the main problems for senior executives is that they do not have the
time or resources needed to communicate effectively. In large companies, for
example, it is impossible for senior managers to meet and discuss progress with
each employee individually. Obviously this task can be delegated but at the cost
of creating a gap between senior management and staff. As a result, managers are
often forced to use other methods of communication, like memos or notes, even if
they know these are not necessarily the most suitable means of passing on
messages.
The use of technology, such as e-mail, mobile phones and network systems, is
speeding up communication immensely. However, this does not mean that more
investment in technology automatically proves beneficial: systems can become
outdated or employees may lack appropriate training. There are many
communications tools now available but a firm cannot afford all of them. Even if
it could, it does not actually need them all.The potential gains must be weighed
up against the costs, and firms should realize that more communicationdoes not
necessarily mean better communication."
As the number of people involved in an organization increase, the use of
written communication rises even faster. Instead of a quick conversation to sort
something out numerous messages can be passed backwards and forwards. This can
lead to a tremendous amount of paperwork and is often less effective than
face-to-face communication. When you are actually talking to someone you can
discuss things until you are happy that they have understood and feedback is
immediate. With written messages, however, you are never quite sure how it will
be received what you think you have said and what the other person thinks you
have said can be very different.
The amount of written information generated in large organizations today can
lead to communication overload. So much information is gathered that it gets in
the way of making decisions. Take a look at the average manager's desk and you
will see the problem -- it is often covered with letters, reports and memos.
This overload can lead to inefficiencies. For example, managers may not be able
to find the information they want when they need it. Communication is also
becoming more difficult with the changes occurring in employment patterns. With
more people working part-time and working at home, managing communication is
becoming increasingly complex.
1.In the first paragraph the writer recommends that communication with staff
should includeA. some feedback on their job performance.
B. an explanation of how company targets have been set.
C. information on promotion prospects within the company.
D. an indication of which duties they can expect assistance with.areas they
could improve
2.According to the writer, the best way of achieving effective communication
is toA. adapt the message to suit a particular audience.
B. make the content of messages brief and direct.
C. select the most suitable means of conveying a particular message.
D. ensure that information is targeted at the appropriate group of
people.
3.What does the writer say about the communication options available to
senior managers?A. Sending memos to staff is one of the most efficient
methods.
B. It is important to find the time to discuss certain matters with
staff.
C. They should increase the range of options that they use.
D. Getting junior managers to talk to staff can create different
problems.
4.What advice is given about the communication tools made available by
technology?A. Aim to limit staff use of certain communication tools.
B. Evaluate them in terms of the expenditure involved.
C. Select them on the basis of the facilities they offer.
D. Encourage more staff to attend training courses in their use.
5.According to the writer, a problem with written communication is thatA. the
message can be interpreted differently to what was intended.
B. it can be easy for people to ignore the contents of a written message.
C. most people are more comfortable with face-to-face communication.
D. it is possible for correspondence to get lost within a large
organization.
6.According to the article, what is the effect of receiving large amounts of
written information?A. It is counter-productive. "
B. It causes conflict in a company.
C. It leads to changes in work patterns.
D. It makes the main points more difficult to identify.
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Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
Recruiters say that candidates who can give examples ofwork they have done as
members of a successful team are in asstrong a position as those who can point
to significant individualachievement. Indeed, too much of the latter may suggest
thatthe person concerned is not a 'team player' - one of the moreserious
failings in the book of management.
The importance of being a team player is a side effect of the increasing
interaction acrossdepartments and functional divides. Instead of pushing
reports, paperwork and decisions aroundthe organisation, 'teams provide a
dynamic meeting place where ideas can be shared and expertisemore carefully
targeted at important business issues,' says Steve Gardner, in his book
KeyManagement Concepts. He adds, 'Globalisation has added a further dimension to
teamwork.Multinational teams now study policy decisions in the light of their
impact on the local market.'
But is teamworking being overdone? 'Some managers are on as many as seven or
eightdifferent teams', says Dr Cathy Bandy, a psychologist who recently ran a
conference on thesubject. 'They take up so much time that managers can't get on
with core tasks.' Forming teamsand having meetings has, she says, become an end
in itself, almost regardless of purpose. There isalso the danger of an unhealthy
desire to keep the team going after the work has been done. 'People feel the
need to belong, and team membership can provide a kind of
psychologicalsupport.'
The idea behind teamworking is that, when the right group of people is
brought together, a'force' develops which is greater than the sum of their
individual talents. This is often true in sport,where good players can reach
unexpected heights as members of an international team.However,few business
situations have as clear a set of objectives, or as clear criteria of success
orfailure, as winning a match.
'In business, everyone needs to be clear about what the challenge is and
whether a team isthe right way of approaching it', says Steve Gardner.
'Unfortunately, people focus instead on whothe members of the team should be and
what roles they are to play' Dr Bandy agrees. 'There isalways a danger that
teams can turn into committees,' she says. 'In a lot of situations, one or
twoindividuals would be much more effective.'
So what makes a successful team? There are some general qualities that have
been identified.Steve Gardnerrecommends that in every team there should be
someone who is good atresearching ideas and another who is good at shooting down
impractical ones. There should bethose who can resolve the tensions that
naturally occur in a team and others who are focused ongetting the job done.
Also, providing a clear and achievable target at the outset is the best way
ofensuring that the team will move on to greater things.
13、 What point does the writer make about teamworking at the beginning of the
article?
A It is the most successful form of management.
B It has changed the recruitment procedure in companies.
C Well-run teams still allow individuals to demonstrate their talents.
D Being a team player is now considered an essential management skill.
14 、According to the article, teamwork developed within companies as a
response to
A modern office design.
B changing work practices.
C a reduction in administrative tasks.
D the expansion of international business.
15 、In the third paragraph, Dr Bandy suggests that
A many employees do not enjoy working in teams.
B some managers are not very effective team leaders.
C some teams are created unnecessarily.
D few teams are well organised.
16 、According to the writer, teamwork is more effective in the field of sport
because the players
A know what they want to achieve.
B are more competitive by nature.
C have more individual talent.
D can be driven by national pride.
17 、Steve Gardner and Dr Bandy agree that when a business team is created
people do notpay enough attention to
A the structure of the team.
B alternatives to the team.
C selecting the team members.
D directing the team's activities.
18、 What is Steve Gardner's advice on operating a successful team?
A Maintain a flexible approach to membership.
B Allow personalities to develop within the team.
C Select people who fit naturally into certain roles.
D Make every effort to avoid conflict between members.
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Readthetextaboutcareer-planningservices.
Choosethebestsentencefromtheoppositepagetofilleachofthegaps.
Foreachgap9–14,markoneletter(A-H)onyourAnswerSheet.
Donotuseanylettermorethanonce.
Thereisanexampleatthebeginning.(0)
YourCareerPathCanLeadYouAnywhere
Weusedtobeadvisedtoplanourcareers.Weweretoldtomakeaplanduringthelaterstagesofoureducationandcontinuewithitthroughourworkinglives.(0)_____somepeoplestillseecareersinthisway.However,topursueasingleoptionforlifehasalwaysbeenunrealistic.
Planningforasinglecareerassumesthatwesetoutwithafullunderstandingofourlikesanddislikesandtheemploymentopportunitiesopentous.(9)____Formostpeoplethisdegreeofcertaintyaboutthefuturedoesnotexist.
Ourinitialchoiceofcareerpathandemployerisoftenbasedoninadequateknowledgeandfalseperceptions.Butwithageandexperience,wedevelopnewinterestsandaptitudesandourprioritiesalter.Thestructureoftheemploymentmarketand,indeedofemploymentitself,issubjecttochangeasbothnewtechnologiesandnewworksystemsareintroduced(10)_____Wemustfacetheuncertaintiesofaportfoliocareer.
Itisclearfromtherecentpastthatwecannotforeseethechangeswhichwillaffectourworkinglives.Thepaceofchangeisaccelerating,asaresultofwhichtraditionalcareerplanswillbeofverylimiteduse.(11)_____Theywillneedupdatingtoreflectchangesinourowninterestsaswellasintheexternalworkenvironment.Flexibleworkersalreadyaccountforabouthalftheworkforce.(12)______Wearelikelytofaceperiodsascontractworkers,self-employedfreelances,consultants,tempsorpart-timers.
Manyemployersencouragestafftowriteapersonaldevelopmentdevelopment(PDP)(13)_____Althoughsomepeopleuseitonlytoreviewtheskillsneededfortheirjob,aPDPcouldbethenucleusofwidercareerplan–settingoutalternativelong-termlearningneedsandaplanofself-development.
AreportissuedbytheInstituteofEmploymentStudiesadvisespeopletoenhancetheiremployabilitybymovingfromtraditionaltechnicalskillstowardstheattainmentofarangeoftransferableskills.(14)_____Instead,specialschemesshouldbeestablishedtoencouragepeopletoexaminetheireffectivenessandtoconsiderawiderrangeofneeds.
0ABCDEFGH
AThisdualeffectmeansthattherelationshipbetweenemployersandworkershasevolvedtosuchandextentthatwecannolongerexpectalong-termrelationshipwithoneemployer.
B.Itcarriesanimplicitassumptionthatweourselves,andthejobsweenter,willchangelittleduringourworkinglives.
C.Thisgrowthsuggeststhatacareerplanshouldnotbeexpressedonlyintermsoffull-timeemploymentbutshouldmakeprovisionforthepossibilityofbecomingoneofthe.
Dthisisasummaryofone’spersonallearningneedsandanactionplantomeetthem.
EConsequently,theymustnowaccommodateanumberofobjectivesandenableustoprepareforeachonacontingencybasis.
FHowever,itwarnsthatemployersoftenidentifytrainingneedsthroughformalappraisals,whichtaketoonarrowaviewofdevelopment.
G.Suchafreelanceofconsultantwouldbeconstantlyindemand.
HWewereexpectedtoworktowardsthatonecleargoalandtoconsideracareerchangeasabadthing.
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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.
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Asianeconomieswillcontinuetoexpandrapidlyinthenexttwoyearsonthebackofforeigninvestments,exportsanddomesticdemand,butwillnotbefreeofworries,accordingtoarecentsecuritiescompanyeconomicreport.Massiveinfrastructurespending,thebenefitsofpastinvestmentsandderegulationandgrowingregionaltradewillpushalongregionalgrowth.
ThereporttippedChina’sgrossdomesticproducttogrowby9.5percentin1996and10.5percentin1997,andHongKong’stogrowby4.3and5.0percent.Singapore’srealGDPwasforecasttogrowby7.6and7.4percent,Malaysia’sby8.6and8.1percent,Thailand’sby8.8and8.4percent,Indonesia’sby7.3and7.1percentandPhilippines’by5.6and5.8percent.
“However,allisnotrosy,”cautionedthereport,whichlistedoverheatingastheregion’sbiggestchallengeintheshorttermandskilled-laborshortagesinthelongrun.
Itcitedstrainsfromrapidgrowththathadbeguntostretchcurrentaccountdeficitsandspurinflationinsomeregionaleconomies,whichcouldpreventtheircentralbanksfromloweringinterestrates.
“Thisimpliesthateconomicvulnerabilitytounexpectedshockswillremainhigh,”thereportsaid,forecastingafurthertighteningofmonetarypolicyincountriessuchasthePhilippinesandMalaysia,andnosignificanteasinginThailand,IndonesiaandChina.
CrosbySecuritiesalsocitedmassivenewinvestmentprogramsgeneratedbydemandsoninfrastructuresuchaspower,telecommunicationsandtransportwhichhadfuelledover-heating.
ItsaidAsiawouldalsofaceabiggerchallengefromnewlyderegulatingeconomiesinEasternEuropewhichofferedlowercostsandbetter-educatedworkerstoforeigninvestors.
Asia’smainforeigninvestorsshould,however,continuetoexpandtheirpresenceintheregion,thesecuritieshousesaid,notingnewtrendsofintra-Asianinvestment.
Singaporeisshiftingitslowervalue-addeddiscdriveandelectronicsindustrytoMalaysia,whichinturnismovingsomeofitsgarment-makingandconsumerelectronicsmanufacturingtoIndonesiaandThailand.Thailand,MalaysiaandSingaporeareincreasinglyinvestinginVietNam,MyanmarandLaos.
“Asiawillbenefitfromthistrendinseveralways,”thereportsaid.
()1Asiaeconomywillcontinuetogrowbecauseof_____________.
A.foreigninvestmentB.demandsinAsiancountries.
C.exportD.alloftheabove
()2Inthenext2years,thehighesteconomicgrowthwillappearin____________.
A.SingaporeB.Thailand
C.HongKongD.China
()3Yearslater,theprobleminAsianeconomymaybe_________________.
A.toolittleinvestmentB.toomuchinvestment
C.notenoughqualifiedlaborsD.monetaryinstability
()4Accordingtothisreport,economicchangesinEastEuropeare___________.
A.harmfulB.challenging
C.helpfulD.useless
()5ThereportisabouttheprospectofAsianeconomy.
A.optimisticB.pessimistic
C.moreoptimisticthanpessimisticD.morepessimisticthanoptimistic
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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
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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.
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SectionC
WhatalovelyplaceXeroxistoworkKimMoloney,aclientservicesexecutive,can’tsayenoughnicethingsaboutheremployer.‘It’saveryspecialenvironment,’shesays.‘PeopledescribeXeroxasafamilyandIwasamazedatthenumberofpeoplewhohaveworkedhereforsolong.’It’stemptingtotakeMoloney’scommentswithapinchofsalt,especiallyconsideringthatwhenyou’vebeenworkingsomewhereforonlytwoyears,asshehasatXerox,everyoneseemsoldandestablished.Butthere’struthbehindherenthusiasm.
TakeCarolePalmer,thegroupresourcesdirector.ShejoinedXeroxin1978asatempandhasbeeninherpresentroleforsevenyears.‘Xeroxhasbeengoodtomeovertheyears,’shesays.‘Ithassupportedmethroughqualifications…andlastyearItookpartinthevice-presidentincumbentprogram.’HumanresourcesistakenseriouslyatXerox,Palmersays,andthecompanyhasapolicyofpromotingfromwithin(whichwouldexplainMoloney’samazementathercolleagues’longevity).ThecompanytakesononlyfifteentotwentygraduateseachyearandMoloneywaspartofanintakewhojoinedhavingalreadyacquiredacoupleofyears’workexperience.ShestartedasaprojectmanagerforXeroxGlobalServicesbeforemovingintosales.Nowherresponsibilityisto‘growandmaintaincustomerrelationships’.
MoloneyisbasedattheheadofficeinUxbridge.‘It’sgreatintermsofworkingenvironment,’shesays.‘We’vejustgotanewproviderinthecanteenand…wehavebrainstormingroomsandbreakoutareas.’MuchofMoloney’sroleisvisitingclients,soshedoesn’thaveapermanentdeskatheadoffice.‘I’mahot-desker,whichisgoodbecauseyougettositwithdifferentpeopleinthehot-deskareas.Andyou’regivenaplacetostoreyourthings.’Headofficestaffnumbersbetween1,200and1,500people,Palmersays.ThecompanyhasfourothermainofficesintheUK.Thenatureoftheorganization,whichencompassessalesandmarketing,globalservices(thebiggestdivision),developingmarkets,researchanddevelopmentandmanufacturing,meansthattheopportunitiesatthecompanyvaryfromserviceengineerstosalesrolesandconsultants.
Perksincludeafinal-salarypensionschemeandvariousdiscountschemes.Therewardandrecognitionschemeisalittledifferent,andrathernice:‘Eachmanagerhasabudgeteveryyeartorecognizeandrewardstaff,’Palmersays.‘Itcanbeintheformofamealfortwo,orabottleofwine.Itcanbeupto£1,000.There’stherecognition,andthenthere’sputtingmoneybehindit.’Moloney,however,likesthenon-cashrewards.‘Xeroxtakescareofallitsstaffbutitalsorecognizesthepeoplewhoputintheaddedeffort,’shesays.‘Itoffersonce-in-a-lifetimeincentivetrips,andrecentlyIorganizedasailingtripformyteam.’
Theideaofworkingabroadwiththecompanyappealstoher,andshesaysthathercareergoalistobepartoftheseniormanagementteam.Here’sanotheremployee,itwouldseem,whoisinitforthelonghaul.
()1.Thejournalistofthisarticlethinksthat.
A.staffatXeroxarenottellingthetruthabutthecompany.
B.Xeroxoffersgreatbenefitstostaff.
C.Xeroxisthebestcompanyintheworld.
D.Xeroxhasthebestworkingenvironment.
()2.Thecompanytendstofinditsnewmanager.
A.onlyformgraduatesB.ontrainingcourses
C.fromexistingstaffD.fromjobmarkets
()3.Whatdoesthephrase“totakeon”inthesentence“Thecompanytakesononlyfifteentotwentygraduateseachyearand…”ofthesecondparagraphmean?.
A.TotrainB.Toemploy
C.TointerviewD.Tomaintain(A)
()4.Aswellasrecognizingitsstaffthroughpromotion,Xerox.
A.givescashbonuses
B.givesunpaidleavetotaketripsofalifetime.
C.providesanumberofperks.
D.provideshugeend-of-yearbonuses.
()5.OnecommonfeatureofXeroxstaffisthattheytend.
A.toworkhardB.togetpromoted
C.worklongerhourseachdayD.nottochangeemployer
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SectionB
Directions:Therearetenblanksinthefollowingletter.YouarerequiredtochoosethebestonefromthegivenfourchoicesmarkedA,B,C,andD.Thenwritedownthecorrectanswerinthebrackets.Thissectiontotals10points,onepointforeachblank.
DearMr.Bush
Thankyouforyour1ofJanuary5forourBeautyBrandBlouses.
Wearenowexporting2ofvariousbrands,amongwhichBeautyBrandisthemostfamous.Theyareingreat3abroadandourstocksarerunning4quickly.Theyarepopularnotonlyfortheirnoveldesign,butalsoforthereasonableprices.Weareconfidentthatonceyouhavetriedourblouses,youwillplacerepeatorderswithus5largequantities.
Asyourequested,wearenow6asfollows:
Price:US$600perdozenCIFNewYork
TermsofPayment:BysightL/Ctobeopenedthroughabanktobe7bytheSellers.
Shipment:InMarch2007.
Pleasenotethatwedonotallowanycommission8ourblouses,butadiscountof5%maybe9ifthequantityismorethan1,000dozen.
Theaboveofferismadewithout10andissubjecttoourfinalconfirmation.
Wehopethatyouwillplaceanorderwithusatanearlydate.
Sincerelyyours
()1.A.requestB.enquiryC.acquisitionD.requirement
()2.A.blousesB.womanblousesC.womanshirtsD.ladyshirts
()3.A.needB.wantC.requireD.demand
()4.A.upB.offC.downD.away
()5.A.atB.forC.inD.with
()6.A.orderingB.offeringC.placingD.advising
()7.A.agreedB.approvedC.acceptableD.covered
()8.A.onB.inC.ofD.at
()9.A.providedB.suppliedC.furnishedD.granted
()10.A.promiseB.dutyC.engagementD.onus
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-
TheImportanceofGoodCommunications
Effectivecommunicationisessentialforallorganizations.Itlinkstheactivitiesofthevariouspartsoftheorganizationandensuresthateveryoneisworkingtowardsacommongoal.Itisalsoextremelyimportantformotivatingemployees.Staffneedtoknowhowtheyaregettingon,whattheyaredoingrightandinwhichareastheycouldimprove.Workingalonecanbeextremelydifficultanditismucheasierifsomeonetakesaninterestandprovidessupport.Employeesneedtounderstandwhytheirjobisimportantandhowitcontributestotheoverallsuccessofthefirm.Personalcommunicationshouldalsoincludetargetsetting.Peopleusuallyrespondwelltogoals,providedtheseareagreedbetweenthemanagerandsubordinateandnotimposed.
However,firmsoftenhavecommunicationproblemsthatcanunderminetheirperformance.Inmanycases,theseproblemsoccurbecausemessagesarepassedoninaninappropriateway.Thereare,ofcourse,severalwaysofconveyinginformationtoothersintheorganizationwhichincludespeakingtothemdirectly,e-mailing,telephoningorsendingamemo.Themostappropriatemethoddependsonwhatexactlyitisyouarecommunicating.Forexample,anythingthatisparticularlysensitiveorconfidential,suchasanemployee'sappraisal,shouldbedoneface-to-face.
Oneofthemainproblemsforseniorexecutivesisthattheydonothavethetimeorresourcesneededtocommunicateeffectively.Inlargecompanies,forexample,itisimpossibleforseniormanagerstomeetanddiscussprogresswitheachemployeeindividually.Obviouslythistaskcanbedelegatedbutatthecostofcreatingagapbetweenseniormanagementandstaff.Asaresult,managersareoftenforcedtouseothermethodsofcommunication,likememosornotes,eveniftheyknowthesearenotnecessarilythemostsuitablemeansofpassingonmessages.
Theuseoftechnology,suchase-mail,mobilephonesandnetworksystems,isspeedingupcommunicationimmensely.However,thisdoesnotmeanthatmoreinvestmentintechnologyautomaticallyprovesbeneficial:systemscanbecomeoutdatedoremployeesmaylackappropriatetraining.Therearemanycommunicationstoolsnowavailablebutafirmcannotaffordallofthem.Evenifitcould,itdoesnotactuallyneedthemall.Thepotentialgainsmustbeweighedupagainstthecosts,andfirmsshouldrealizethatmorecommunicationdoesnotnecessarilymeanbettercommunication."
Asthenumberofpeopleinvolvedinanorganizationincrease,theuseofwrittencommunicationrisesevenfaster.Insteadofaquickconversationtosortsomethingoutnumerousmessagescanbepassedbackwardsandforwards.Thiscanleadtoatremendousamountofpaperworkandisoftenlesseffectivethanface-to-facecommunication.Whenyouareactuallytalkingtosomeoneyoucandiscussthingsuntilyouarehappythattheyhaveunderstoodandfeedbackisimmediate.Withwrittenmessages,however,youareneverquitesurehowitwillbereceivedwhatyouthinkyouhavesaidandwhattheotherpersonthinksyouhavesaidcanbeverydifferent.
Theamountofwritteninformationgeneratedinlargeorganizationstodaycanleadtocommunicationoverload.Somuchinformationisgatheredthatitgetsinthewayofmakingdecisions.Takealookattheaveragemanager'sdeskandyouwillseetheproblem--itisoftencoveredwithletters,reportsandmemos.Thisoverloadcanleadtoinefficiencies.Forexample,managersmaynotbeabletofindtheinformationtheywantwhentheyneedit.Communicationisalsobecomingmoredifficultwiththechangesoccurringinemploymentpatterns.Withmorepeopleworkingpart-timeandworkingathome,managingcommunicationisbecomingincreasinglycomplex.
1.InthefirstparagraphthewriterrecommendsthatcommunicationwithstaffshouldincludeA.somefeedbackontheirjobperformance.
B.anexplanationofhowcompanytargetshavebeenset.
C.informationonpromotionprospectswithinthecompany.
D.anindicationofwhichdutiestheycanexpectassistancewith.areastheycouldimprove
2.Accordingtothewriter,thebestwayofachievingeffectivecommunicationistoA.adaptthemessagetosuitaparticularaudience.
B.makethecontentofmessagesbriefanddirect.
C.selectthemostsuitablemeansofconveyingaparticularmessage.
D.ensurethatinformationistargetedattheappropriategroupofpeople.
3.Whatdoesthewritersayaboutthecommunicationoptionsavailabletoseniormanagers?A.Sendingmemostostaffisoneofthemostefficientmethods.
B.Itisimportanttofindthetimetodiscusscertainmatterswithstaff.
C.Theyshouldincreasetherangeofoptionsthattheyuse.
D.Gettingjuniormanagerstotalktostaffcancreatedifferentproblems.
4.Whatadviceisgivenaboutthecommunicationtoolsmadeavailablebytechnology?A.Aimtolimitstaffuseofcertaincommunicationtools.
B.Evaluatethemintermsoftheexpenditureinvolved.
C.Selectthemonthebasisofthefacilitiestheyoffer.
D.Encouragemorestafftoattendtrainingcoursesintheiruse.
5.Accordingtothewriter,aproblemwithwrittencommunicationisthatA.themessagecanbeinterpreteddifferentlytowhatwasintended.
B.itcanbeeasyforpeopletoignorethecontentsofawrittenmessage.
C.mostpeoplearemorecomfortablewithface-to-facecommunication.
D.itispossibleforcorrespondencetogetlostwithinalargeorganization.
6.Accordingtothearticle,whatistheeffectofreceivinglargeamountsofwritteninformation?A.Itiscounter-productive."
B.Itcausesconflictinacompany.
C.Itleadstochangesinworkpatterns.
D.Itmakesthemainpointsmoredifficulttoidentify.
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Read the text about career-planning services.
Choose the best sentence from the opposite page to fill each of the gaps
.
For each gap 9– 14, mark one letter (A-H) on your Answer Sheet .
Do not use any letter more than once .
There is an example at the beginning .(0)
Your Career Path Can Lead You Anywhere
We used to be advised to plan our careers. We were told to make a plan during
the later stages of our education and continue with it through our working
lives.(0)_____ some people still see careers in this way. However, to pursue a
single option for life has always been unrealistic.
Planning for a single career assumes that we set out with a full
understanding of our likes and dislikes and the employment opportunities open to
us. (9)____ For most people this degree of certainty about the future does not
exist.
Our initial choice of career path and employer is often based on inadequate
knowledge and false perceptions. But with age and experience, we develop new
interests and aptitudes and our priorities alter. The structure of the
employment market and, indeed of employment itself, is subject to change as both
new technologies and new work systems are introduced (10) _____ We must face the
uncertainties of a portfolio career.
It is clear from the recent past that we cannot foresee the changes which
will affect our working lives. The pace of change is accelerating , as a result
of which traditional career plans will be of very limited use. (11)_____ They
will need updating to reflect changes in our own interests as well as in the
external work environment. Flexible workers already account for about half the
workforce. (12)______ We are likely to face periods as contract workers,
self-employed freelances, consultants, temps or part-timers.
Many employers encourage staff to write a personal development development
(PDP) (13)_____ Although some people use it only to review the skills needed for
their job, a PDP could be the nucleus of wider career plan –setting out
alternative long-term learning needs and a plan of self-development.
A report issued by the Institute of Employment Studies advises people to
enhance their employability by moving from traditional technical skills towards
the attainment of a range of transferable skills. (14)_____ Instead, special
schemes should be established to encourage people to examine their effectiveness
and to consider a wider range of needs.
0 A B C D E F G H
A This dual effect means that the relationship between employers and workers
has evolved to such and extent that we can no longer expect a long-term
relationship with one employer.
B. It carries an implicit assumption that we ourselves, and the jobs we
enter, will change little during our working lives.
C. This growth suggests that a career plan should not be expressed only in
terms of full-time employment but should make provision for the possibility of
becoming one of the.
D this is a summary of one’s personal learning needs and an action plan to
meet them.
E Consequently, they must now accommodate a number of objectives and enable
us to prepare for each on a contingency basis.
F However, it warns that employers often identify training needs through
formal appraisals, which take too narrow a view of development.
G . Such a freelance of consultant would be constantly in demand.
H We were expected to work towards that one clear goal and to consider a
career change as a bad thing.
-
Investing thousands of pounds in the recruitment and training of each new
graduate recruit may be just the beginning. Choosing the wrong candidate may
leave an organisation paying for years to come.
Few companies will have escaped all of the following failures: people who
panic at the first sight of stress; those with long impressive qualifications
who seem incapable of learning; hypochondriacs whose absentee record becomes
astonishing; and the unstable person later discovered to be a thief or
worse.
Less dramatic, but just as much a problem, is the person who simply does not
come up to expectations, who does not quite deliver; who never becomes a
high-flier or even a steady performer; the employee with a fine future behind
them.
The first point to bear in mind at the recruitment stage is that people don’t
change. Intelligence levels decline modestly, but change little over their
working life. The same is true of abilities, such as learning languages and
handling numbers.
Most people like to think that personality can change, particularly the more
negative features such as anxiety, low esteem, impulsiveness or a lack of
emotional warmth. But data collected over 50 years gives a clear message: still
stable after all these years. Extroverts become slightly less extroverted; the
acutely shy appear a little less so, but the fundamentals remain much the same.
Personal crises can affect the way we cope with things: we might take up or drop
drink, drugs, religion or relaxation techniques, which can be have pretty
dramatic effects. Skills can be improved, and new ones introduced, but at rather
different rates. People can be groomed for a job. Just as politicians are
carefully repackaged through dress, hairstyle and speech specialists, so people
can be sent on training courses, diplomas or experimental weekends. But there is
a cost to all this which may be more than the price of the course. Better to
select for what you actually see rather than attempt to change it.
( )1. The purpose of this passage is to give managers the advice that .
A. Employers should select candidates for their potential.
B. Employers should select candidates for what they are rather than for their
potential.
C. Employers should select the newly graduated and send them on training
courses, diplomas or experimental weekends.
D. Employers should select experienced candidates to avoid spending thousands
of pounds in training.
( )2. According to the passage, which of the following statements is true?
.
A. Absolutely, People don’t change during their working lives.
B. Generally, people change to a large extent during their working lives.
C. Fundamentally, people stay the same during their working lives.
D. Normally, people don’t change at all during their working lives.
( )3. What does a fine future behind them (line 3 of paragraph 3) means?
.
A. Some people will certainly have a promising future though they are not
very competent in their present work.
B. Some people don’t have any potential for their work though they are
employed.
C. Some people can have a bright future though they can’t do their work
well.
D. Some people have potential when they are employed, but never realize that
potential.
( )4. According to the passage, people’s basic abilities like language
learning and numeracy .
A. change little over their working life.
B. never change over their working life.
C. change fundamentally over their working life.
D. change profoundly over their working life.
( )5. The word deliver (line 2 of paragraph 3) means .
A. to take goods to the places or people they are addressed to
B. to give a speech
C. to do what you promised to do
D. to help a woman to give birth to a baby.
-
Asian economies will continue to expand rapidly in the next two years on the
back of foreign investments, exports and domestic demand, but will not be free
of worries, according to a recent securities company economic report. Massive
infrastructure spending, the benefits of past investments and deregulation and
growing regional trade will push along regional growth.
The report tipped China’s gross domestic product to grow by 9.5 per cent in
1996 and 10.5 per cent in 1997, and Hong Kong’s to grow by 4.3 and 5.0 per cent.
Singapore’s real GDP was forecast to grow by 7.6 and 7.4 per cent, Malaysia’s by
8.6 and 8.1 per cent, Thailand’s by 8.8 and 8.4 per cent, Indonesia’s by 7.3 and
7.1 per cent and Philippines’ by 5.6 and 5.8 per cent.
“However, all is not rosy,” cautioned the report, which listed overheating as
the region’s biggest challenge in the short term and skilled-labor shortages in
the long run.
It cited strains from rapid growth that had begun to stretch current account
deficits and spur inflation in some regional economies, which could prevent
their central banks from lowering interest rates.
“This implies that economic vulnerability to unexpected shocks will remain
high,” the report said, forecasting a further tightening of monetary policy in
countries such as the Philippines and Malaysia, and no significant easing in
Thailand, Indonesia and China.
Crosby Securities also cited massive new investment programs generated by
demands on infrastructure such as power, telecommunications and transport which
had fuelled over-heating.
It said Asia would also face a bigger challenge from newly deregulating
economies in Eastern Europe which offered lower costs and better-educated
workers to foreign investors.
Asia’s main foreign investors should, however, continue to expand their
presence in the region, the securities house said, noting new trends of
intra-Asian investment.
Singapore is shifting its lower value-added disc drive and electronics
industry to Malaysia, which in turn is moving some of its garment-making and
consumer electronics manufacturing to Indonesia and Thailand. Thailand, Malaysia
and Singapore are increasingly investing in Viet Nam, Myanmar and Laos.
“Asia will benefit from this trend in several ways,” the report said.
( )1Asia economy will continue to grow because of _____________.
A. foreign investment B. demands in Asian countries.
C. export D. all of the above
( )2 In the next 2 years, the highest economic growth will appear in
____________.
A. Singapore B. Thailand
C. Hong Kong D. China
( )3 Years later, the problem in Asian economy may be _________________.
A. too little investment B. too much investment
C. not enough qualified labors D. monetary instability
( )4 According to this report, economic changes in East Europe are
___________.
A. harmful B. challenging
C. helpful D. useless
( )5 The report is about the prospect of Asian economy.
A. optimistic B. pessimistic
C. more optimistic than pessimistic D. more pessimistic than optimistic
-
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
-
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
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Section B
Directions: There are ten blanks in the following letter. 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.
Dear Mr. Bush
Thank you for your 1 of January 5 for our Beauty Brand Blouses.
We are now exporting 2 of various brands, among which Beauty Brand is the
most famous. They are in great 3 abroad and our stocks are running 4 quickly.
They are popular not only for their novel design, but also for the reasonable
prices. We are confident that once you have tried our blouses, you will place
repeat orders with us 5 large quantities.
As you requested, we are now 6 as follows:
Price: US$600 per dozen CIF New York
Terms of Payment: By sight L/C to be opened through a bank to be 7 by the
Sellers.
Shipment: In March 2007.
Please note that we do not allow any commission 8 our blouses, but a discount
of 5% may be 9 if the quantity is more than 1,000 dozen.
The above offer is made without 10 and is subject to our final
confirmation.
We hope that you will place an order with us at an early date.
Sincerely yours
( )1. A. request B. enquiry C. acquisition D. requirement
( )2. A. blouses B. woman blouses C. woman shirts D. lady shirts
( )3. A. need B. want C. require D. demand
( )4. A. up B. off C. down D. away
( )5.A. at B. for C. in D. with
( )6. A. ordering B. offering C. placing D. advising
( )7. A. agreed B. approved C. acceptable D. covered
( )8. A. on B. in C. of D. at
( )9. A. provided B. supplied C. furnished D. granted
( )10. A. promise B. duty C. engagement D. onus
-
-
The Importance of Good Communications
Effective communication is essential for all organizations. It links the
activities of the various parts of the organization and ensures that everyone is
working towards a common goal. It is also extremely important for motivating
employees. Staff need to know how they are getting on, what they are doing right
and in which areas they could improve. Working alone can be extremely difficult
and it is much easier if someone takes an interest and provides support.
Employees need to understand why their job is important and how it contributes
to the overall success of the firm. Personal communication should also include
target setting. People usually respond well to goals, provided these are agreed
between the manager and subordinate and not imposed.
However, firms often have communication problems that can undermine their
performance. In many cases,these problems occur because messages are passed on
in an inappropriate way. There are, of course, several ways of conveying
information to others in the organization which include speaking to them
directly, e-mailing, telephoning or sending a memo. The most appropriate method
depends on what exactly it is you are communicating. For example, anything that
is particularly sensitive or confidential, such as an employee's appraisal,
should be done face-to-face.
One of the main problems for senior executives is that they do not have the
time or resources needed to communicate effectively. In large companies, for
example, it is impossible for senior managers to meet and discuss progress with
each employee individually. Obviously this task can be delegated but at the cost
of creating a gap between senior management and staff. As a result, managers are
often forced to use other methods of communication, like memos or notes, even if
they know these are not necessarily the most suitable means of passing on
messages.
The use of technology, such as e-mail, mobile phones and network systems, is
speeding up communication immensely. However, this does not mean that more
investment in technology automatically proves beneficial: systems can become
outdated or employees may lack appropriate training. There are many
communications tools now available but a firm cannot afford all of them. Even if
it could, it does not actually need them all.The potential gains must be weighed
up against the costs, and firms should realize that more communicationdoes not
necessarily mean better communication."
As the number of people involved in an organization increase, the use of
written communication rises even faster. Instead of a quick conversation to sort
something out numerous messages can be passed backwards and forwards. This can
lead to a tremendous amount of paperwork and is often less effective than
face-to-face communication. When you are actually talking to someone you can
discuss things until you are happy that they have understood and feedback is
immediate. With written messages, however, you are never quite sure how it will
be received what you think you have said and what the other person thinks you
have said can be very different.
The amount of written information generated in large organizations today can
lead to communication overload. So much information is gathered that it gets in
the way of making decisions. Take a look at the average manager's desk and you
will see the problem -- it is often covered with letters, reports and memos.
This overload can lead to inefficiencies. For example, managers may not be able
to find the information they want when they need it. Communication is also
becoming more difficult with the changes occurring in employment patterns. With
more people working part-time and working at home, managing communication is
becoming increasingly complex.
1.In the first paragraph the writer recommends that communication with staff
should includeA. some feedback on their job performance.
B. an explanation of how company targets have been set.
C. information on promotion prospects within the company.
D. an indication of which duties they can expect assistance with.areas they
could improve
2.According to the writer, the best way of achieving effective communication
is toA. adapt the message to suit a particular audience.
B. make the content of messages brief and direct.
C. select the most suitable means of conveying a particular message.
D. ensure that information is targeted at the appropriate group of
people.
3.What does the writer say about the communication options available to
senior managers?A. Sending memos to staff is one of the most efficient
methods.
B. It is important to find the time to discuss certain matters with
staff.
C. They should increase the range of options that they use.
D. Getting junior managers to talk to staff can create different
problems.
4.What advice is given about the communication tools made available by
technology?A. Aim to limit staff use of certain communication tools.
B. Evaluate them in terms of the expenditure involved.
C. Select them on the basis of the facilities they offer.
D. Encourage more staff to attend training courses in their use.
5.According to the writer, a problem with written communication is thatA. the
message can be interpreted differently to what was intended.
B. it can be easy for people to ignore the contents of a written message.
C. most people are more comfortable with face-to-face communication.
D. it is possible for correspondence to get lost within a large
organization.
6.According to the article, what is the effect of receiving large amounts of
written information?A. It is counter-productive. "
B. It causes conflict in a company.
C. It leads to changes in work patterns.
D. It makes the main points more difficult to identify.
-
-
Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
Recruiters say that candidates who can give examples ofwork they have done as
members of a successful team are in asstrong a position as those who can point
to significant individualachievement. Indeed, too much of the latter may suggest
thatthe person concerned is not a 'team player' - one of the moreserious
failings in the book of management.
The importance of being a team player is a side effect of the increasing
interaction acrossdepartments and functional divides. Instead of pushing
reports, paperwork and decisions aroundthe organisation, 'teams provide a
dynamic meeting place where ideas can be shared and expertisemore carefully
targeted at important business issues,' says Steve Gardner, in his book
KeyManagement Concepts. He adds, 'Globalisation has added a further dimension to
teamwork.Multinational teams now study policy decisions in the light of their
impact on the local market.'
But is teamworking being overdone? 'Some managers are on as many as seven or
eightdifferent teams', says Dr Cathy Bandy, a psychologist who recently ran a
conference on thesubject. 'They take up so much time that managers can't get on
with core tasks.' Forming teamsand having meetings has, she says, become an end
in itself, almost regardless of purpose. There isalso the danger of an unhealthy
desire to keep the team going after the work has been done. 'People feel the
need to belong, and team membership can provide a kind of
psychologicalsupport.'
The idea behind teamworking is that, when the right group of people is
brought together, a'force' develops which is greater than the sum of their
individual talents. This is often true in sport,where good players can reach
unexpected heights as members of an international team.However,few business
situations have as clear a set of objectives, or as clear criteria of success
orfailure, as winning a match.
'In business, everyone needs to be clear about what the challenge is and
whether a team isthe right way of approaching it', says Steve Gardner.
'Unfortunately, people focus instead on whothe members of the team should be and
what roles they are to play' Dr Bandy agrees. 'There isalways a danger that
teams can turn into committees,' she says. 'In a lot of situations, one or
twoindividuals would be much more effective.'
So what makes a successful team? There are some general qualities that have
been identified.Steve Gardnerrecommends that in every team there should be
someone who is good atresearching ideas and another who is good at shooting down
impractical ones. There should bethose who can resolve the tensions that
naturally occur in a team and others who are focused ongetting the job done.
Also, providing a clear and achievable target at the outset is the best way
ofensuring that the team will move on to greater things.
13、 What point does the writer make about teamworking at the beginning of the
article?
A It is the most successful form of management.
B It has changed the recruitment procedure in companies.
C Well-run teams still allow individuals to demonstrate their talents.
D Being a team player is now considered an essential management skill.
14 、According to the article, teamwork developed within companies as a
response to
A modern office design.
B changing work practices.
C a reduction in administrative tasks.
D the expansion of international business.
15 、In the third paragraph, Dr Bandy suggests that
A many employees do not enjoy working in teams.
B some managers are not very effective team leaders.
C some teams are created unnecessarily.
D few teams are well organised.
16 、According to the writer, teamwork is more effective in the field of sport
because the players
A know what they want to achieve.
B are more competitive by nature.
C have more individual talent.
D can be driven by national pride.
17 、Steve Gardner and Dr Bandy agree that when a business team is created
people do notpay enough attention to
A the structure of the team.
B alternatives to the team.
C selecting the team members.
D directing the team's activities.
18、 What is Steve Gardner's advice on operating a successful team?
A Maintain a flexible approach to membership.
B Allow personalities to develop within the team.
C Select people who fit naturally into certain roles.
D Make every effort to avoid conflict between members.
-
Readthetextaboutcareer-planningservices.
Choosethebestsentencefromtheoppositepagetofilleachofthegaps.
Foreachgap9–14,markoneletter(A-H)onyourAnswerSheet.
Donotuseanylettermorethanonce.
Thereisanexampleatthebeginning.(0)
YourCareerPathCanLeadYouAnywhere
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Manyemployersencouragestafftowriteapersonaldevelopmentdevelopment(PDP)(13)_____Althoughsomepeopleuseitonlytoreviewtheskillsneededfortheirjob,aPDPcouldbethenucleusofwidercareerplan–settingoutalternativelong-termlearningneedsandaplanofself-development.
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0ABCDEFGH
AThisdualeffectmeansthattherelationshipbetweenemployersandworkershasevolvedtosuchandextentthatwecannolongerexpectalong-termrelationshipwithoneemployer.
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EConsequently,theymustnowaccommodateanumberofobjectivesandenableustoprepareforeachonacontingencybasis.
FHowever,itwarnsthatemployersoftenidentifytrainingneedsthroughformalappraisals,whichtaketoonarrowaviewofdevelopment.
G.Suchafreelanceofconsultantwouldbeconstantlyindemand.
HWewereexpectedtoworktowardsthatonecleargoalandtoconsideracareerchangeasabadthing.
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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.
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Asianeconomieswillcontinuetoexpandrapidlyinthenexttwoyearsonthebackofforeigninvestments,exportsanddomesticdemand,butwillnotbefreeofworries,accordingtoarecentsecuritiescompanyeconomicreport.Massiveinfrastructurespending,thebenefitsofpastinvestmentsandderegulationandgrowingregionaltradewillpushalongregionalgrowth.
ThereporttippedChina’sgrossdomesticproducttogrowby9.5percentin1996and10.5percentin1997,andHongKong’stogrowby4.3and5.0percent.Singapore’srealGDPwasforecasttogrowby7.6and7.4percent,Malaysia’sby8.6and8.1percent,Thailand’sby8.8and8.4percent,Indonesia’sby7.3and7.1percentandPhilippines’by5.6and5.8percent.
“However,allisnotrosy,”cautionedthereport,whichlistedoverheatingastheregion’sbiggestchallengeintheshorttermandskilled-laborshortagesinthelongrun.
Itcitedstrainsfromrapidgrowththathadbeguntostretchcurrentaccountdeficitsandspurinflationinsomeregionaleconomies,whichcouldpreventtheircentralbanksfromloweringinterestrates.
“Thisimpliesthateconomicvulnerabilitytounexpectedshockswillremainhigh,”thereportsaid,forecastingafurthertighteningofmonetarypolicyincountriessuchasthePhilippinesandMalaysia,andnosignificanteasinginThailand,IndonesiaandChina.
CrosbySecuritiesalsocitedmassivenewinvestmentprogramsgeneratedbydemandsoninfrastructuresuchaspower,telecommunicationsandtransportwhichhadfuelledover-heating.
ItsaidAsiawouldalsofaceabiggerchallengefromnewlyderegulatingeconomiesinEasternEuropewhichofferedlowercostsandbetter-educatedworkerstoforeigninvestors.
Asia’smainforeigninvestorsshould,however,continuetoexpandtheirpresenceintheregion,thesecuritieshousesaid,notingnewtrendsofintra-Asianinvestment.
Singaporeisshiftingitslowervalue-addeddiscdriveandelectronicsindustrytoMalaysia,whichinturnismovingsomeofitsgarment-makingandconsumerelectronicsmanufacturingtoIndonesiaandThailand.Thailand,MalaysiaandSingaporeareincreasinglyinvestinginVietNam,MyanmarandLaos.
“Asiawillbenefitfromthistrendinseveralways,”thereportsaid.
()1Asiaeconomywillcontinuetogrowbecauseof_____________.
A.foreigninvestmentB.demandsinAsiancountries.
C.exportD.alloftheabove
()2Inthenext2years,thehighesteconomicgrowthwillappearin____________.
A.SingaporeB.Thailand
C.HongKongD.China
()3Yearslater,theprobleminAsianeconomymaybe_________________.
A.toolittleinvestmentB.toomuchinvestment
C.notenoughqualifiedlaborsD.monetaryinstability
()4Accordingtothisreport,economicchangesinEastEuropeare___________.
A.harmfulB.challenging
C.helpfulD.useless
()5ThereportisabouttheprospectofAsianeconomy.
A.optimisticB.pessimistic
C.moreoptimisticthanpessimisticD.morepessimisticthanoptimistic
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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
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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.
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SectionC
WhatalovelyplaceXeroxistoworkKimMoloney,aclientservicesexecutive,can’tsayenoughnicethingsaboutheremployer.‘It’saveryspecialenvironment,’shesays.‘PeopledescribeXeroxasafamilyandIwasamazedatthenumberofpeoplewhohaveworkedhereforsolong.’It’stemptingtotakeMoloney’scommentswithapinchofsalt,especiallyconsideringthatwhenyou’vebeenworkingsomewhereforonlytwoyears,asshehasatXerox,everyoneseemsoldandestablished.Butthere’struthbehindherenthusiasm.
TakeCarolePalmer,thegroupresourcesdirector.ShejoinedXeroxin1978asatempandhasbeeninherpresentroleforsevenyears.‘Xeroxhasbeengoodtomeovertheyears,’shesays.‘Ithassupportedmethroughqualifications…andlastyearItookpartinthevice-presidentincumbentprogram.’HumanresourcesistakenseriouslyatXerox,Palmersays,andthecompanyhasapolicyofpromotingfromwithin(whichwouldexplainMoloney’samazementathercolleagues’longevity).ThecompanytakesononlyfifteentotwentygraduateseachyearandMoloneywaspartofanintakewhojoinedhavingalreadyacquiredacoupleofyears’workexperience.ShestartedasaprojectmanagerforXeroxGlobalServicesbeforemovingintosales.Nowherresponsibilityisto‘growandmaintaincustomerrelationships’.
MoloneyisbasedattheheadofficeinUxbridge.‘It’sgreatintermsofworkingenvironment,’shesays.‘We’vejustgotanewproviderinthecanteenand…wehavebrainstormingroomsandbreakoutareas.’MuchofMoloney’sroleisvisitingclients,soshedoesn’thaveapermanentdeskatheadoffice.‘I’mahot-desker,whichisgoodbecauseyougettositwithdifferentpeopleinthehot-deskareas.Andyou’regivenaplacetostoreyourthings.’Headofficestaffnumbersbetween1,200and1,500people,Palmersays.ThecompanyhasfourothermainofficesintheUK.Thenatureoftheorganization,whichencompassessalesandmarketing,globalservices(thebiggestdivision),developingmarkets,researchanddevelopmentandmanufacturing,meansthattheopportunitiesatthecompanyvaryfromserviceengineerstosalesrolesandconsultants.
Perksincludeafinal-salarypensionschemeandvariousdiscountschemes.Therewardandrecognitionschemeisalittledifferent,andrathernice:‘Eachmanagerhasabudgeteveryyeartorecognizeandrewardstaff,’Palmersays.‘Itcanbeintheformofamealfortwo,orabottleofwine.Itcanbeupto£1,000.There’stherecognition,andthenthere’sputtingmoneybehindit.’Moloney,however,likesthenon-cashrewards.‘Xeroxtakescareofallitsstaffbutitalsorecognizesthepeoplewhoputintheaddedeffort,’shesays.‘Itoffersonce-in-a-lifetimeincentivetrips,andrecentlyIorganizedasailingtripformyteam.’
Theideaofworkingabroadwiththecompanyappealstoher,andshesaysthathercareergoalistobepartoftheseniormanagementteam.Here’sanotheremployee,itwouldseem,whoisinitforthelonghaul.
()1.Thejournalistofthisarticlethinksthat.
A.staffatXeroxarenottellingthetruthabutthecompany.
B.Xeroxoffersgreatbenefitstostaff.
C.Xeroxisthebestcompanyintheworld.
D.Xeroxhasthebestworkingenvironment.
()2.Thecompanytendstofinditsnewmanager.
A.onlyformgraduatesB.ontrainingcourses
C.fromexistingstaffD.fromjobmarkets
()3.Whatdoesthephrase“totakeon”inthesentence“Thecompanytakesononlyfifteentotwentygraduateseachyearand…”ofthesecondparagraphmean?.
A.TotrainB.Toemploy
C.TointerviewD.Tomaintain(A)
()4.Aswellasrecognizingitsstaffthroughpromotion,Xerox.
A.givescashbonuses
B.givesunpaidleavetotaketripsofalifetime.
C.providesanumberofperks.
D.provideshugeend-of-yearbonuses.
()5.OnecommonfeatureofXeroxstaffisthattheytend.
A.toworkhardB.togetpromoted
C.worklongerhourseachdayD.nottochangeemployer
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SectionB
Directions:Therearetenblanksinthefollowingletter.YouarerequiredtochoosethebestonefromthegivenfourchoicesmarkedA,B,C,andD.Thenwritedownthecorrectanswerinthebrackets.Thissectiontotals10points,onepointforeachblank.
DearMr.Bush
Thankyouforyour1ofJanuary5forourBeautyBrandBlouses.
Wearenowexporting2ofvariousbrands,amongwhichBeautyBrandisthemostfamous.Theyareingreat3abroadandourstocksarerunning4quickly.Theyarepopularnotonlyfortheirnoveldesign,butalsoforthereasonableprices.Weareconfidentthatonceyouhavetriedourblouses,youwillplacerepeatorderswithus5largequantities.
Asyourequested,wearenow6asfollows:
Price:US$600perdozenCIFNewYork
TermsofPayment:BysightL/Ctobeopenedthroughabanktobe7bytheSellers.
Shipment:InMarch2007.
Pleasenotethatwedonotallowanycommission8ourblouses,butadiscountof5%maybe9ifthequantityismorethan1,000dozen.
Theaboveofferismadewithout10andissubjecttoourfinalconfirmation.
Wehopethatyouwillplaceanorderwithusatanearlydate.
Sincerelyyours
()1.A.requestB.enquiryC.acquisitionD.requirement
()2.A.blousesB.womanblousesC.womanshirtsD.ladyshirts
()3.A.needB.wantC.requireD.demand
()4.A.upB.offC.downD.away
()5.A.atB.forC.inD.with
()6.A.orderingB.offeringC.placingD.advising
()7.A.agreedB.approvedC.acceptableD.covered
()8.A.onB.inC.ofD.at
()9.A.providedB.suppliedC.furnishedD.granted
()10.A.promiseB.dutyC.engagementD.onus
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TheImportanceofGoodCommunications
Effectivecommunicationisessentialforallorganizations.Itlinkstheactivitiesofthevariouspartsoftheorganizationandensuresthateveryoneisworkingtowardsacommongoal.Itisalsoextremelyimportantformotivatingemployees.Staffneedtoknowhowtheyaregettingon,whattheyaredoingrightandinwhichareastheycouldimprove.Workingalonecanbeextremelydifficultanditismucheasierifsomeonetakesaninterestandprovidessupport.Employeesneedtounderstandwhytheirjobisimportantandhowitcontributestotheoverallsuccessofthefirm.Personalcommunicationshouldalsoincludetargetsetting.Peopleusuallyrespondwelltogoals,providedtheseareagreedbetweenthemanagerandsubordinateandnotimposed.
However,firmsoftenhavecommunicationproblemsthatcanunderminetheirperformance.Inmanycases,theseproblemsoccurbecausemessagesarepassedoninaninappropriateway.Thereare,ofcourse,severalwaysofconveyinginformationtoothersintheorganizationwhichincludespeakingtothemdirectly,e-mailing,telephoningorsendingamemo.Themostappropriatemethoddependsonwhatexactlyitisyouarecommunicating.Forexample,anythingthatisparticularlysensitiveorconfidential,suchasanemployee'sappraisal,shouldbedoneface-to-face.
Oneofthemainproblemsforseniorexecutivesisthattheydonothavethetimeorresourcesneededtocommunicateeffectively.Inlargecompanies,forexample,itisimpossibleforseniormanagerstomeetanddiscussprogresswitheachemployeeindividually.Obviouslythistaskcanbedelegatedbutatthecostofcreatingagapbetweenseniormanagementandstaff.Asaresult,managersareoftenforcedtouseothermethodsofcommunication,likememosornotes,eveniftheyknowthesearenotnecessarilythemostsuitablemeansofpassingonmessages.
Theuseoftechnology,suchase-mail,mobilephonesandnetworksystems,isspeedingupcommunicationimmensely.However,thisdoesnotmeanthatmoreinvestmentintechnologyautomaticallyprovesbeneficial:systemscanbecomeoutdatedoremployeesmaylackappropriatetraining.Therearemanycommunicationstoolsnowavailablebutafirmcannotaffordallofthem.Evenifitcould,itdoesnotactuallyneedthemall.Thepotentialgainsmustbeweighedupagainstthecosts,andfirmsshouldrealizethatmorecommunicationdoesnotnecessarilymeanbettercommunication."
Asthenumberofpeopleinvolvedinanorganizationincrease,theuseofwrittencommunicationrisesevenfaster.Insteadofaquickconversationtosortsomethingoutnumerousmessagescanbepassedbackwardsandforwards.Thiscanleadtoatremendousamountofpaperworkandisoftenlesseffectivethanface-to-facecommunication.Whenyouareactuallytalkingtosomeoneyoucandiscussthingsuntilyouarehappythattheyhaveunderstoodandfeedbackisimmediate.Withwrittenmessages,however,youareneverquitesurehowitwillbereceivedwhatyouthinkyouhavesaidandwhattheotherpersonthinksyouhavesaidcanbeverydifferent.
Theamountofwritteninformationgeneratedinlargeorganizationstodaycanleadtocommunicationoverload.Somuchinformationisgatheredthatitgetsinthewayofmakingdecisions.Takealookattheaveragemanager'sdeskandyouwillseetheproblem--itisoftencoveredwithletters,reportsandmemos.Thisoverloadcanleadtoinefficiencies.Forexample,managersmaynotbeabletofindtheinformationtheywantwhentheyneedit.Communicationisalsobecomingmoredifficultwiththechangesoccurringinemploymentpatterns.Withmorepeopleworkingpart-timeandworkingathome,managingcommunicationisbecomingincreasinglycomplex.
1.InthefirstparagraphthewriterrecommendsthatcommunicationwithstaffshouldincludeA.somefeedbackontheirjobperformance.
B.anexplanationofhowcompanytargetshavebeenset.
C.informationonpromotionprospectswithinthecompany.
D.anindicationofwhichdutiestheycanexpectassistancewith.areastheycouldimprove
2.Accordingtothewriter,thebestwayofachievingeffectivecommunicationistoA.adaptthemessagetosuitaparticularaudience.
B.makethecontentofmessagesbriefanddirect.
C.selectthemostsuitablemeansofconveyingaparticularmessage.
D.ensurethatinformationistargetedattheappropriategroupofpeople.
3.Whatdoesthewritersayaboutthecommunicationoptionsavailabletoseniormanagers?A.Sendingmemostostaffisoneofthemostefficientmethods.
B.Itisimportanttofindthetimetodiscusscertainmatterswithstaff.
C.Theyshouldincreasetherangeofoptionsthattheyuse.
D.Gettingjuniormanagerstotalktostaffcancreatedifferentproblems.
4.Whatadviceisgivenaboutthecommunicationtoolsmadeavailablebytechnology?A.Aimtolimitstaffuseofcertaincommunicationtools.
B.Evaluatethemintermsoftheexpenditureinvolved.
C.Selectthemonthebasisofthefacilitiestheyoffer.
D.Encouragemorestafftoattendtrainingcoursesintheiruse.
5.Accordingtothewriter,aproblemwithwrittencommunicationisthatA.themessagecanbeinterpreteddifferentlytowhatwasintended.
B.itcanbeeasyforpeopletoignorethecontentsofawrittenmessage.
C.mostpeoplearemorecomfortablewithface-to-facecommunication.
D.itispossibleforcorrespondencetogetlostwithinalargeorganization.
6.Accordingtothearticle,whatistheeffectofreceivinglargeamountsofwritteninformation?A.Itiscounter-productive."
B.Itcausesconflictinacompany.
C.Itleadstochangesinworkpatterns.
D.Itmakesthemainpointsmoredifficulttoidentify.
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