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How have managers been affected by the change to remote working？
A．They now have to deal with employees' personal problems.
B．They now have to assess staff more regularly.
C．They now spend more time travelling than talking to staff.
答案
更多“How have managers been affected by the change to remote working？A．They now have to deal wi”相关的问题
第1题
One thing that managers do not have to understand is how computers work.
A．Right
B．Wrong
C．Not mentioned
第2题
How have electronic links benefited professionals and managers？
A．They can establish links with their business associates.
B．They do not have to make any business trips.
C．They do not have to work in their offices anymore.
D．They can improve their work efficiency.
第3题
A．Right
B．Wrong
C．Not mentioned
第4题
听力原文： Many people today ask how they can become a great manager. My lecture today will discuss some essential qualities of a great and effective manager.
Generally, a good and effective manager should be very good at the following essential tasks. First, great managers accept blame. When someone from head office visits and expresses displeasure, the great manager immediately accepts full responsibility. In everyday working life, the best managers are constantly aware that they selected their people and should have developed them. Errors made by team members axe in very real sense their responsibility.
Second, great managers give praise. Praise is probably the most under-used management tool. Great managers are forever trying to catch their people doing something right, and congratulating them on it. And when praise comes from outside, they are swift not merely to make the fact known, but to make clear who has earned it. Managers who regularly give praise are in a much stronger position to criticize or reprimand poor performance.
Then, great managers make blue sky. Very few people are comfortable with the idea that they will be doing exactly what they are doing today in 10 years' time. Great managers anticipate people's dissatisfactions.
Moreover, great managers put themselves about. Most managers now accept the need to find out not merely what their team thinks, but what the rest of the world, including their customers, need. So MBWA, i.e. management by walking about, is an excellent thing.
Another important point is that great managers exploit strengths, not weaknesses in themselves and in their people. They see strengths in themselves as well as in other people, as things to be built on, and weaknesses as something to be accommodated, and if possible, eliminated.
The last but not the least, great managers make themselves redundant. What great managers do is to learn new skills and acquire useful information from the outside world, and then immediately pass them on, to ensure that if they were to be run down by a bus, the team would still have the benefit of the new information. So great managers are always on the lookout for higher-level activities to occupy their time, while constantly passing on tasks that they have already mastered.
？ Look at the notes about qualities of great managers.
？ Some information is missing.
？ You will hear part of a presentation by a professor of management.
？ For each question 16-22, fill in the missing information in the numbered space using one or two words.
？ You will hear the presentation twice.
Qualities of Great Managers
Great managers
accept (16) ______
know how to give (17) ______ properly
criticize (18) poor ______
find out (19) customers' ______
see (20) ______
learn (21) ______
look out for (22) higher-level ______
(16)
第5题
听力原文：F：Professor Bevan，how important is motivation for a manager？
M：Oh，motivation is extremely important．I would say it's the most important aspect of a manager's
job．A manager's job is to get the job done，whatever that job might be．So a manager has to motivate the workers as a team and also on an individual basis．Without motivation，the job just won't get done．
F：So how do managers go about doing this？ It doesn't sound very easy．
M：No，it is a complicated issue．But managers have special tools．They are trained to use them to boost motivation and increase production to a maximum．
F：Oh，tools？
M：Yes，tools like praise，approval and recognition．And…yes，and there is trust，and expectation．All important for workers．
F：And money？ How about money？
M：Yes，money is a factor but you might be surprised to learn that it comes out last on the list of these tools that we are talking about．The Saratoga Institute repots that 88% of employees voluntarily leave their jobs for other reasons，such as person-job mismatch，insufficient coaching and feedback,poor career-advancement prospects，work-life imbalance，distrust toward senior leader ship．and…and also low confidence in leadership．
F：Well，there are so many factors．
M：Yes．Still，many managers refuse to acknowledge these factors，preferring to see more money as the prime motivator．
F：So，what comes before money？What sorts of things are more important for workers？
M：Well，all of the things that I have already mentioned，and then，let me see…job enrichment and good communication between the workers and the bosses．You know，good managers should know how to provide the everyday coaching，feedback，and recognition that keep employees engaged．
F：And have you got any examples of real life situations to back up your cla ms？
M：Well，one good example is the firm Western Electric．When managers started taking an interest in their workers there was a huge increase in production．They started to talk to the workers and en couraged them to get involved in decision-making．Workers began to feel that their contributions were important．And it paid off．
F：Productivity increased？
M：Yes，hugely．The Swedish company Kochums is another example．The company was on the verge of collapse when managers decided to try a change in motivation practice．
F：What did they do？
M：Well，basically it was a change in attitude towards their workers．Managers decided to stop giving orders and to try persuading them instead．
F：And it worked？
M：Absolutely．In just ten years they managed to turn a 15 million dollar loss into a 100 million dollarprofit．
F：So，let's get this straight．Are you saying that workers are not interested in earning more money？
M：I'm saying they're not JUST interested in money．It is important of course．We need to enjoy a certain standard of living．But，as I mentioned before，there are other things that are even more important； such as praise，approval，recognition，trust and expectation，job enrichment and good communi cation．
F：Ok，according to your research，how does a great manager motivate workers on an individual basis？
M：Each person's talent is unique．Great managers recognize that each person is motivated differently．They try to help each person become more of what one already is．
F：Could you elaborate on this point a bit further？
M：Sure．You know，great managers believe that each individual is uniquely talented，expressing themselves through unique goals，unique capabilities，and unique accomplishments．That is why great managers do not help people fix their weaknesses．Instead，they focus on their strengths…
Questions 23-30
•You will hear an interview in which Prof．Bevan talks about the importance of motivation for managers．
•For each question 23-30，mark one letter(A，B，or C)for the correct answer．
•You will hear the recording twice．
SXB##23##
A．To find the most hard-working employees．
B．To make the employees enthusiastic about work．
C．To encourage the employees cooperate with each other．
第6题
Today, with very few exceptions, the stock of large U. S. corporations is held by financial institutions such as pension funds, foundations, or mutual funds—not by individual shareholders. And these financial institutions cannot legally become real capitalists who control what they own. How much they can invest in any one company is limited by law, as is how actively they can intervene in company decision making.
These shareholders and corporate managers have a very different agenda than dominant capitalists do, and therein lies the problem. They do not have the clout to change business decisions, corporate strategy, or incumbent managers with their voting power. They can enhance their wealth only by buying and selling shares based on what they think is going to happen to short-term profits. Minority shareholders have no choice but to be short-term traders.
And since shareholders are by necessity interested only in short-term trading, it is not surprising that managers' compensation is based not on long-term performance, but on current profits or sales. Managerial compensation packages are completely congruent with the short-run perspective of short run shareholders. Neither the manager nor the shareholder expects to be around very long. And neither has an incentive to watch out for the long term growth of the company.
We need to give managers and shareholders an incentive to nurture long-term corporate growth—in other words, to work as hard at enhancing productivity and output as they now work at improving short-term profitability.
Which of the following summarizes the main idea of the passage？
A．Most big companies are run by individual capitalists.
B．The problem is that there are no incentives for productivity growth.
C．Let's put capitalists back into capitalism.
D．Individual capitalists or shareholders with enough stock dominate big corporations.
第7题
&8226;Read this text taken from an article on theories of management,
&8226;Choose the best sentence from the opposite page to fill each of the gaps.
&8226;For each gap 9-14, mark one letter (A-H) on your Answer Sheet.
&8226;Do not use any letter more than once.
&8226;There is an example at the beginning (O).
Don't follow that theory - think for yourself!
In the 1990s, according to US author Eileen Shapiro, managers have abandoned the right to manage. She argues that managers in the USA have lost confidence. (0) H
She describes a corporate culture which is extremely defensive and which has as its motto 'Managers should always follow the latest short-lived management theory, no matter how irrelevant it may be'. (9) In turn, these have been followed blindly by managers who have given up their central responsibility - taking decisions about their own business in their own particular circumstances.
"I really believe a manager's job is to manage", she says. But increasingly, she feels, they do everything but that. (10) That's because this, the identification of problems and opportunities, is the scariest part of management. Managers try to avoid the anxiety it brings by simply applying the latest theory to any problem. (11) Managers should, she believes, confront these head-on.
It is not that Ms Shapiro does not believe in cutting out unnecessary management layers and opening up organisations. Her criticism is that theories are often presented unthinkingly as solutions and are applied by managers who do not really understand what they are saying.
"Theories are often regarded as if they are some sort of miraculous cure for any type of problem", she says. "However, many projects have failed because theories have been applied which were not appropriate to the situation." (12) The blame for this inappropriate application of theories lies, she claims, mainly at the door of consultancy firms. It is difficult for big firms of consultants to specialise sufficiently. They cannot hope to offer exactly the service that a company requires at a price which the client is able to afford. (13) This is worse than having no help at all.
One of the most serious potential consequences of following theories without considering whether they are appropriate or not is a loss of staff morale and motivation. Obviously, this is something to be avoided. (14) However, Ms Shapiro believes that, unfortunately, unless managers begin again to take responsibility for their own actions that is exactly what will happen.
A. They therefore end up developing generalised solutions which are offered to clients regardless of an organisation's specific problems.
B. There are many firms of consultants offering help to companies.
C. No manager in their right mind would want to work with an angry, cynical or alienated workforce.
D. Just because a course of action has succeeded in one context, it does not mean it will be right in other circumstances.
E. From 'mission statements' to 're-engineering' she shows how one theory has replaced another in quick succession.
F. But in doing so, they often fail to address the real issues.
G. They fail to tackle the central management task, which is diagnosis.
H. They therefore no longer have the courage or the ability to take responsibility for their decisions.
(9)
第8题
JOB INTERVIEWS
People looking for jobs usually send in a copy of their resume. This should be used as a basis for questions from the interviewer.
Interviewers find it helpful to ask candidates about the way they behaved in difficult situations in the past, for example with an angry customer. These questions allow applicants to explain how they acted in a real-life situation and, consequently, give clues as to how they would act again in similar sit nations. Candidates are likely to tell the truth as speaking from memory leaves little time to invent what happened On the other hand questions which ask candidates to imagine how they would behave in a situation which they have probably never met are of little or no value. This is because they only provide answers about how candidates would hope to behave, and this might not match the actions they would actually take.
In any interview candidates must be treated fairly, with questions asked in the same means and with no candidate's interview lasting considerably longer than any other's. Candidates should always be given the opportunity to ask questions throughout the interview.
Jan Godley, head of HR at Aspley Supermarkets says: A company needs staff not only who have the fight qualifications and experience, but also who are happy to fit in with the company's way of doing things. Our managers have to accept the idea that everyone working here is a colleague (managers are always known by their first names), and that spending time actually in the store with colleagues and customers, rather than in their offices, is part of the job. For management posts, we organize pre interview group exercises to measure team-working and leadership skills, sometimes along with activities to assess personal qualifies.'
In all our interviews we take into account body language. It is natural for candidates to show signs of being nervous at an interview but most relax after a few minutes and become more confident. How ever, if the nervousness continues until the end of the interview, especially when difficult questions are asked, we would begin to have doubts about that candidate. Like all employers, we want to take on staff who are at ease with colleagues and customers so it is vital to watch the way candidates behave, as well as listen to what they have to say.'
Why is asking candidates to imagine their reactions to a situation unhelpful？
A．Candidates may have no experience of this situation.
B．Candidates may act differently in the real-life situation.
C．Candidates may never meet such a situation.
第9题
Questions 29-40
•Read the information about the communication of information in business.
•Choose the correct word to fill each gap from A, B or C.
•For each question (29-40) mark one letter A, B or C on your Answer Sheet.
A number of business people still believe that information is power and constantly question how (29) people need to know. As a result, they tell employees (30) as much as they think is essential (31) them to do particular jobs. Furthermore, (32) business people have been taught (33) to communicate effectively and (34) they communicate very badly at all levels.
Recent research shows that (35) most serious problems experienced by modern business are communication (36) Research has also shown that there is a clear link (37) good communication in a business and the motivation of the employees.
Newsletters and notices are not (38) It is the attitude and behavior. of business managers which (39) all the difference. Unfortunately, at present, a lot of employees do not believe all the information they receive from their managers (40) they feel that the managers themselves are out of touch with their staff.
(29)
A．much
B．many
C．far
第10题
M: Well, it's a combination of things, but at the top of the list I think I'd put being truthful. Staff have certain expectations of how they should be treated and they want their managers to be fair. Not telling your staff what's happening is a sure way of losing their respect. You need to concentrate on solving problems, not hiding them.
W: But not all problems can be solved, can they？
M: Most can, actually, but that's not the point. The thing is, instead of reacting after the dam-ages done, you should be talking to staff about how things are going and avoiding a situation where they come to see you about the problems after the event. The trick is to decide what problems might arise before they actually happen.
W: What about having staff work together？ How should that be managed？
M: Well, some people appear to like working on their own, but in most companies, people who work on their own do so because they have been neglected. They have been given a task and their boss is not in-terested in how it is being done. This makes their sense of achievements smaller no matter how hard they work. People who work in teams have dearer overall picture of the work they are involved in. They have a role to play, and they know that if they don't perform. well, it is not only the business is going to suffer but also the other members of their team. So it is up to managers to create teams within their organization and encourage this team spirit. It raises performance.
W: How is this best done？
M: Well, it's important to identify certain key employees among your staff and give them particular support and attention. If these key people are encouraged in their work, they would perform. better themselves, and more importantly raise the general level of performance of all the others in their area.
W: Isn't it also a question of recruitment？
M: Yes, yes, lots of difficulties in staff management arise because mangers genuinely don't know how to select the right person. Sometimes interviewees are chosen on the basis of written personality tests which hear no relation with the work they'll be actually doing. Many managers admit that they sometimes ignore the lack of appropriate skills in recruiting the staff. I'd say that in the vast majority of cases they simply opt for the candidates who's made the best impression in half an hour or so...
F: So, what should we have instead？
M: Well, the selection procedure should involve matching the skills and knowledge of the applicant to the actual job. And they should be done in the most immediate and relevant way possible, for example, if you try to recruit a trainer for your company, an important part of the inter-view should involve the applicant giving a pre-pared training session. Training is what they'll be doing, so you should see them in operation be-fore employing them.
F: That sounds sensible. The final question, Brian, is about discipline, which is perhaps the hardest factor to get it right. What is the latest thinking？
B: Umm, well, the issues are: should you be a hard, unfriendly boss, make sure everyone obey your order without a question, or should you be more sympathetic and listen to your employees' difficulties？ Then there will be time when you have to discipline someone who has done some-thing wrong. It can be difficult if you are on very friendly terms with them. So a certain distance is necessary. On the either hand, if you are too un-approachable, you may not be made aware of important problems.
M: Well, thank you, Brian. I'm sure plenty of managers out there will find out our talk very interesting.
？You will hear a radio interview with Brian Williams, a management expert. The interview deals with staf
A．being able to concentrate.
B．being honest.
C．being respected.
