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[A] expanded
[B] prolonged
[C] delayed
[D] exceeded
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更多“1f each manager makes his usual speech, the meeting will be ________________ for forty-fiv”相关的问题
第1题
Woman: So when are you suggesting？
Man: Well, could you do either June the twelfth or the twenty-third instead？
Woman: I suppose so, though neither is terribly convenient.
Man: Let's go with the earlier date then - don't want to leave it too long.
？For questions 1-8 you will hear eight short recordings.
？For each question, mark one letter (A, B or C) for the correct answer.
？After you have listened once, replay each recording.
When will the meeting take place？
A．
B．
C．
第2题
？Read the article below about general managers and the questions.
？For each question 13- 18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
General Managers (GMs) are a part of middle management and play a key role in organisations. Depending on the size of the organisation a GM can be, for example, a senior manager responsible for a division or a subsidiary company or a less senior manager in charge of a department or section. They are a link or a less senior manager in charge of a department or section. They are a link between top management, who make policy decisions, and junior managers, who carry out these policies. Top management work through GMs and they can make the difference between good and bad policy and a motivated or demotivated workforce. The relationships GMs have with their bosses, subordinates and each other are very important for the success or failure of an organisation. GMs within the same organisation need to have good working relationships with each other in order to apply policies in the same way throughout the organisation. At the same time, GMs are also required to make broad policies into plans that suit their particular divisions or departments.
In a company conflicts between the activities of various departments will inevitably arise, and it is the job of the GM to act as a link between the departments. Research has shown that the personality of a GM is very important in helping to resolve these departmental problems. The research has also shown that (as far as the personalities of GMs are concerned) GMs are ambitious people who have balanced temperaments and are good with people. In addition, good GMs combine these personality traits with a detailed knowledge of their business. They work hard to fit into and be accepted by the culture of their particular organisation. It has also been demonstrated that high performing GMs have three sets of skills.
First, they need agenda-setting skills, so that they can identify and convince others of the most important objectives of a project. Second, GMs need to develop networking skills. Good GMs deliberately attempt to develop contacts-within and outside the organisation. Such a network of contacts means that the GM is aware of issues and can act on them quickly. To develop agenda-setting and networking skills, it is essential for a GM to be skilful in dealing with people. This is particularly important as they spend such a large amount of time working with employees at all levels of a company.
In terms of work, tasks and attitude, the research has shown that managerial work is done in short bursts, with managers Working on many simultaneous projects, which can sometimes have conflicting aims. GMs discuss a wide range of subjects in an unconnected way and tend to ask questions rather than give orders. They require large amounts of information which they pass on to top management to help them to make decisions. In order to collect this information, they must learn to work in uncertain and changing environments. As a result, both the approach and style. of a GM change to adapt to the setting in which they are operating. They must be flexible to succeed.
GMs must have good relationships with each other in order to______
A．carry out policies uniformly.
B．manage each other's departments.
C．motivate junior management.
D．find out the differences between departments.
第3题
What is the purpose of this passage？
A．To farewell an old colleague
B．To introduce a new co-worker
C．To announce office manager' s resignation
D．To discuss an office party
第4题
Read the article below about general managers and the questions.
For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
General Managers (GMs) are a part of middle management and play a key role in organisations. Depending on the she of the organisation a GM can be, for example, a senior manager responsible for a division or a subsidiary company or a less senior manager in charge of a department or section. They are a link or a less senior manager in charge of a department or section. They are a link between top management, who make policy decisions, and junior managers, who carry out these policies. Top management work through GMs and they can make the difference between good and bad policy and a motivated or demotivated workforce. The relationships GMs have with their bosses, subordinates and each other are very important for the success or failure of an organisation. GMs within the same organisation need to have good working relationships with each other in order to apply policies in the same way throughout the organisation. At the same time, GMs are also required to make broad policies into plans'that suit their particular divisions or departments.
In a company conflicts between the activities of various departments will inevitably arise, and it is the job of the GM to act as a link between the departments. Research has shown that the personality of a GM is very important in helping to resolve these departmental problems. The research has also shown that (as far as the personalities of GMs are concerned) GMs are ambitious people who have balanced temperaments and are good with people. In addition, good GMs combine these personality traits with a detailed knowledge of their business. They work hard to fit into and be accepted by the culture of their particular organisation. It has also been demonstrated that high performing GMs have three sets of skills.
First, they need agenda-setting skills, so that they can identify and convince others of the most important objectives of a project. Second, GMs need to develop networking skills. Good GMs deliberately attempt to develop contacts within and outside the organisation. Such a network of contacts means that the GM is aware of issues and can act on them quickly. To develop agenda-setting and networking skills, it is essential for a GM to be skilful in dealing with people. This is particularly important as they spend such a large amount of time working with employees at all levels of a company.
In terms of work, tasks and attitude, the research has shown that managerial work is done in short bursts, with managers working on many simultaneous projects, which can sometimes have conflicting aims. GMs discuss a wide range of subjects in an unconnected way and tend to ask questions rather than give orders. They require large amounts of information which they pass on to top management to help them to make decisions. In order to collect this information, they must learn to work in uncertain and changing environments. As a result, both the approach and style. of a GM change to adapt to the setting in which they are operating. They must be flexible to succeed.
GMs must have good relationships with each other in order to______
A．carry out policies uniformly.
B．manage each other's departments.
C．motivate junior management.
D．find out the differences between departments.
第5题
&8226;You will hear five short recordings. Each speaker is saying what a manager must do to achieve success.
&8226;For each recording, decide which is the most important action for that speaker.
&8226;Write one letter (A-H) next to the number of the recording.
&8226;Do not use any letter more than once.
&8226;After you have listened once, replay each recording.
A. sort out staff disagreements
B. delegate tasks fairly
C. obtain all the facts
D. develop a range of strategies
E. establish clear goals
F. carry out regular planning
G. clarify all job descriptions
H. act immediately
第6题
？Look at the guidelines below about staff appraisal.
？Choose the best word from the opposite page to fill each gap.
？For each question 19-33 mark one letter A, B, C or D on your Answer Sheet.
Staff Appraisal
Management and staff have agreed to put in place (example) a company-wide system for staff appraisal. Each member of staff will meet at least once a year with their manager to discuss and assess the employee's performance and to complete an appraisal form.
Staff appraisal interviews are a valuable means of (19) between managers and subordinates: they ensure that an organization develops its human (20) and that employees get maximum job (21)
The guidelines below have been drawn up in order to assist in this (22)
The Appraisal Interview
The main (23) of the interview is to (24) employees be as effective as possible in their present jobs. It (25) the manager and subordinate the opportunity to review past and present job performance together, and to (26) for the future.
First Stage—Preparation for the interview
Before the appraisal interview the manager and subordinate should (27) the specific areas for discussion and agree on a time-period which the appraisal should (28) (normally 12 months).
Second Stage—At the interview
If necessary the employee and manager should (29) to last year's appraisal and decide whether key aims and targets have been achieved. They should (30) on aims for the future appraisal period and how performance should be judged.
Third Stage—Assessment of performance
The appraisal document should be completed by the manager after the interview. It should then be discussed with the employee before the (31) signing.
It should include:
a) Areas of the employee's work where there have been failures.
b) Areas where there have been prominent successes.
c) An assessment of the employee's (32) to organize and plan his or her time, and to make the most efficient (33) of resources.
(19)
A．speech
B．talk
C．function
D．communication
第7题
？Read the following passage consisting of four paragraphs (A-D).
？Which paragraph (A, B, C or D) does each statement (1-7) refer to？
？For each sentence, mark one letter (A, B, C or D) on your Answer Sheet.
？You will need to use some of these letters marc than once.
Conversations Can Be the Key to a Manager's Success
A. Retaining top talent is one of the greatest challenges in today's corporate world. And managers play a critical role in influencing an employee's decision to stay with, or leave, a company. So what can managers do to help？ They should listen. Smart managers realize they have to make listening a priority. If they don't, team members may become disgruntled and Use other channels to communicate their messages which can send ripples throughout an organization. Managers who lack opportunities to listen, really listen, to the issues expressed by team members, can create opportunities through regular conversations.
B. How often should you have conversations？ Depending on the size of your team, have at least one or two uninterrupted conversations a month with each team member. Having regular conversations will go a tong way to establish trust and build healthy relationships between you and your team members. These informal meetings typically last half an hour or so. They 'allow you to stay on top of important issues, to be more attuned to the individual's needs and goals and to offer ongoing support. Frequent one-on-one meetings can also help to eliminate any surprises to you or the other person.
C. With so much going on in the workplace, it may be challenging, to concentrate on the issue that needs the most attention. Avoid tangential issues. As a manager, your time is limited, so make the most of it. Being clear about the objective of the conversation will help to keep the discussion on track. Remember what may be an important issue to a team member may be less so to you: however, the individual may need your support working through that issue to focus on more important goals.
D. Keep the discussion focused on the future — what needs to happen and what is likely to happen. This is not the time to get bogged down in what has happened in the past or to review performance history. Instead the conversation should be designed to help the ream member move forward and take action on specific issues that are most relevant. Take a collaborative approach to exploring possibilities.
A manager should have a clear goal before talking to employees.
第8题
&8226;You will hear five short recordings.
&8226;For each recording, decide who is speaking.
&8226;Write one letter (A--H) next to the number of the recording.
&8226;Do not use any letter more than once.
&8226;You will hear the five recordings twice.
A an undergraduate
B a parent
C a personnel executive
D a sociologist
E a consultant for job-seekers
F a radio journalist
G a psychologist
H a general manager
第9题
•Read the advertisement about a company.
•Choose the best word to fill in each gap, from A, B or C.
•For each question (29 40), mark one letter (A, B or C) on your Answer Sheet.
UBS FINANCIAL SERVICE INC.
You used to know Paine Webber. Now, as one of the world's leading wealth management firms and backed (29) a top-ranking investment bank and a chief global asset manager, your Financial Advisor has access (30) a vast array of resources.
With the expanding resources we (31) have to offer, your Financial Advisor has an even greater ability to deliver strategies and opportunities to assist you (32) pursuing your individual goal. (33) it's planning for retirement or a college education, or specialized lending products, we can help you get (34) you want to be.
While a lot (35) have changed, (36) thing hasn't. And that is the committed relationship (37) you and your Financial Advisor. A relationship built (38) listening, understanding your individuality and finding customized investment solutions (39) to your financial goals, for we know that it is (40) this kind of dialogue that we can help you make the appropriate financial decisions, with confidence.
(29)
A．with
B．by
C．up
第10题
Performance Evaluation
When we are introduced to someone for the first time, we automatically form. an impression based on his or her appearance, voice, and personality traits. Right or wrong, these first impressions can be lasting ones. Sometimes we base our evaluations of other people on more substantial evidence—the way they perform. their jobs or interact with their co-workers and superiors, for example. Although many of the evaluations we make on a daily basis are not conscious, they still have a significant impact on the way we view the people around us.
If you're a manager, your working day involves a series of appraisals. Perhaps you begin by making the rounds of various activities for which you are responsible, checking on where major pieces of work stand. You chat briefly with your employees, find out what they're doing. (8) .Back at your own desk, you go through your mail, answering according to what you know about the person you're addressing. The way you hand out work assignments is also based on what you know about individual employees. You provide instruction, guidance, and coaching on the basis of each worker's experience and maturity.
If you have visitors during the day, you unconsciously size them up and adjust your speech and actions accordingly. (9) .If an employee is up for salary review, you decide whether or not he or she merits more money. If there is a vacancy in the department, you weigh the relative qualifications of the available candidates before making your decision.
These are standard activities for any manager or supervisor, and yet each involves a deliberate act of appraisal. The point here is that performance appraisal is not an occasional or chance occurrence. (10) .
Outside the work environment, of course, the evaluations we make of other may merely determine whether or not we choose them as our friends. (11) .These judgments may determine who gets a job, who is given an opportunity for additional training, who gets a raise or a promotion, who is transferred or reassigned, and who is terminated. This is one reason why performance evaluation skills and techniques deserve the attention that is given.
The purposes for which performance evaluation are conducted are almost as varied as the techniques that have been developed to gather the necessary data. (12) .For example, employees could be motivated to improve their performance.
A．In your contacts with your own boss, you organise your material and present your information in a way that will gain his or her approval.
B．It is an integral part of the manager's job as it is beneficial to both the one being evaluated and the company per se.
C．On the basis of your knowledge of each of them, you decide whether or not a particular work item requires your attention.
D．But there are some objectives that all evaluation systems share.
E．Few managers would dispute that employees are the company's most valuable asset.
F．But the evaluation we make in the context of an employment relationship are far more crucial in terms of outcome.
(8)
