首页 > 外语类考试> 公共英语

网友您好，请在下方输入框内输入要搜索的题目：

请输入或粘贴题目内容搜题

搜题

拍照、语音搜题，请扫码下载APP

题目内容（请给出正确答案）

[主观题]

3：Why are meetings comforting for the managers who participate in them？A.They can show off

3：Why are meetings comforting for the managers who participate in them？

A.They can show off their talent.

B.They make them feel they belong to a team.

C.They are a welcome break from daily routine.

D.They are a useful alibi for inaction.

答案

查看答案

发布时间：2020-09-20

更多“3：Why are meetings comforting for the managers who participate in them？A.They can show off”相关的问题

第1题

Who should pay for the expenses of the meetings and why？______A．Council members should bec

Who should pay for the expenses of the meetings and why？______

A．Council members should because they spend all the money

B．The company should because it will profit from them

C．Customers should because they reap the profit in the end

D．The organizers should because it is their responsibility

点击查看答案

第2题

2：Why do managers consider it important to be invited to meetings？A.They can impress their

2：Why do managers consider it important to be invited to meetings？

A.They can impress their superiors.

B.All the important company decisions are made at meetings.

C.It makes them feel that their opinions are of importance to others.

D.They can share problems and anxieties.

点击查看答案

第3题

Why have Carserve's teams become more effective？A．Distance has forced them to become more

Why have Carserve's teams become more effective？

A．Distance has forced them to become more organised.

B．They are expected to make decisions quickly.

C．Their meetings have become more frequent.

点击查看答案

第4题

The advice provided in the passage is meant to help you ______ .A．know what you wantB．impr

The advice provided in the passage is meant to help you ______ .

A．know what you want

B．improve your productivity

C．spend more hours on meetings

D．know why the meeting is held

点击查看答案

第5题

TPI Corporate training programsBUSINESS SKILLS TRAININGLeadership Skills for Senior Manage

TPI Corporate training programs

BUSINESS SKILLS TRAINING

Leadership Skills for Senior Managers-3 days $ 900

Further details available on request.

Presentation Skills—1 day

Includes: confidence building, using your voice, body language, $ 400

active listening, dealing with questions, etc.

Effective Meetings—1. 5 hours

Includes: how to prepare for meetings, how to behave in meetings $ 160

how to lead meetings, etc.

Creating Lasting Relationships—1. 5 hours $ 160

Further details available on request.

COMPUTER SK1LI. S TRAINING—all 3 hours

Word processing $ 85

Databases $ 90

Spreadsheets $ 85

Notes

All prices are per participant

Maximum group size = 18

Minimum group size = 8

10% discount for groups of over 10 people

All computer training courses take place at our offices

Dear Ms. Norman,

I am writing to inquire about your corporate training programs. I am the new Training Coordinator at TechnoHome in Washington, D. C., and I am now assessing our employees training needs for the next quarter. We hope to improve our efficiency by better training our staff. For training, staff will be divided into groups of at least twelve employees.

My initial assessment suggests that our employees need better computer skills. Many of our employees need to be better trained to use spreadsheet and word processing software. I read in a recent edition of Corporate Training Weekly that your company specializes in computer skills training, so we are particularly interested in working with you on this.

As well as computer training, our employees would benefit from training in presentation skills, relationship building and meetings skills. Could you let me know if you offer courses in these areas？ Finally, please note that we need all the training courses to take place at our offices in downtown Washington, D. C. I hope this wont be a problem for you.

I look forward to receiving more information about your programs.

Sincerely,

Sarah Lamy

According to the letter, why did Ms. Lamy choose to contact Ms. Norman？

A．Ms. Norman's company is close to Washington, D. C.

B．Ms. Norman requested information from Ms. Lamy.

C．Ms. Norman's company was featured in a magazine.

D．Ms. Norman is an acquaintance of Ms. Lamy.

点击查看答案

第6题

听力原文：M: I have a problem, and I hope you can help me out.W: What's your problem？M: I n

听力原文：M: I have a problem, and I hope you can help me out.

W: What's your problem？

M: I need to be absent from class on next Friday because I have a doctor's appointment, and I'll need to borrow someone's notes.

W: Well, you can certainly borrow mine, if you don't mind my messy handwriting.

M: Thanks very much. Notes in messy handwriting are much better than no notes at all. W: In that case, just come to me when you are back. By the way, do you enjoy playing chess？

M: Yes, I really do. Why？

W: Well, you might think about joining the chess club. I belong to it, and it's a lot of fun.

M: What does the chess club do？

W: The members get together once a week for friendly competitions. Then each semester, the three best players from the club compete in a tournament with players from other schools.

M: The meetings once a week sound like a lot of fun, but I don't think I'm ready to take part in a tournament against other schools.

W: Well, why don't you come with me this Wednesday and try out one of the weekly meetings？ You can come to the meetings for a while and then see if you're ready to compete in a tournament in a few months.

What problem does the man have？

A．He was absent from class.

B．He missed his doctor's appointment.

C．He has messy handwriting.

D．He will miss class later in the week.

点击查看答案

第7题

听力原文：W: Oh, no! I just realized that the Collins report is due this Friday morning!M:

听力原文：W: Oh, no! I just realized that the Collins report is due this Friday morning!

M: Take it easy, Sabina. It' s only Tuesday and you will have three days to work on it from today.

W. But I haven't started it yet and I've got many other things to take care of. In addition to that, I have meetings scheduled all day today and tomorrow. What am I supposed to do？

M. Why don't you explain your situation to the supervisor？ Maybe he can grant you an extension to Monday.

When is the report due？

A．Today

B．Tomorrow

C．Friday

D．Monday

点击查看答案

第8题

The word "they" in Line 2 of Paragraph 3 refers to ______.A．protestsB．protestersC．the meet

The word "they" in Line 2 of Paragraph 3 refers to ______.

A．protests

B．protesters

C．the meetings

D．rich nations

点击查看答案

第9题

？Read the article below about suggestions for effective meetings and the following questio

ns.

？For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose.

Suggestions for Effective Meetings

Meetings are windows on the soul of business: they reveal the quality of its management. Well-organized, well-conducted meetings bespeak an effective organization. Meetings afflicted with sloppy planning, flimsy agendas, and fuzzy expectations indicate a not-so-effective one. Here are some tips for tightening and energizing your meetings:

Prepare smartly. At Intel Corporation, those who call a meeting must first assess whether the meeting is necessary. They'll e-mail ideas to a few people for comments and suggestions, draft an agenda, and then distribute it to a wider audience for revisions. The result is a one-pager containing the meeting's purpose and goals, subtopics with time frames for each, a list of attendees, and what each one should bring to the table. It's distributed in advance to attendees and to the appropriate business-unit chief, who might later check it for quality.

Stand up and create. You don't always have to meet in an airless conference room. Senior executives at Ritz-Carlton in Atlanta gather each morning in the hallway outside the president's office for a ten minute "quality talk." Managers at Cabletron Systems have mastered the art of the stand-up meeting. No seats, just solutions. The food teams at Whole Goods Market stores meet weekly to forecast the financials, but when they're behind schedule, they might meet in the frozen-food aisle. Get creative; shake things up. Consider hosting your next brainstorming session outdoors.

Make rules. Create roles and policies to stimulate discussion and keep it on track. A facilitator equipped with a watch or egg timer leads the discussion. A scribe takes notes on a dry-erase board. Intel also has a gatekeeper who makes sure everyone has a chance to speak. Of course, employees need to feel they can speak honestly without retribution. Springfield Manufacturing Corp has a no-griping policy to ensure that comments are positive and objective. At Foldraft Co. , managers dressed as referees call timeout when speakers at all-company meetings stray from the topic at hand.

Follow up. At the close of Intel's meetings, attendees are encouraged to mentally answer questions posted on conference room walls. Why was I here？ What was my role？ Was I well prepared？ What was resolved？ The process helps people clarify their thoughts so they can contribute to the meeting-minutes document, which is posted on internal Web pages within 24 hours. This one-page summary lists key issues, decisions made, action items, expected results, firm deadlines, and the next meeting date. All these are for tracking purposes.

According to the surveys by the Wharton Center for Applied Research, managers report that only 56% of their meetings are productive, and that 25% would have been more effective as conference calls, memos, e-mails, or voicemails. Conclusion: the cost of misguided meetings is high. When meetings aren't paying off, explore your options and make substitutions. Kris Burton of Total Restoration switched to a combination of broadcast voicemail and follow-up memos when the cost-to-payoff ration for weekly meetings shot up. He explains. "The system is easier and much less costly."

What is the best paraphrase for "bespeak an effective organization"？

A．Speak for an effective organization.

B．Represent an effective organization.

C．Mean the organization is effective.

D．Call for an effective organization.

点击查看答案

第10题

1：第一篇Reading Comprehension: Managers spend a great deal of their time in meetings. Acc

ording to Henry Mintzberg, in his book, The Nature of Managerial Work, managers in large organizations spend only 22% of their time on meetings. So what are the managers doing in those meetings？ There have conventionally been two answers. The first is the academic version: Managers are coordinating and controlling, making decisions, solving problems and planning. This interpretation has been largely discredited because it ignores the social and political forces at work in meetings. The second version claims that meetings provide little more than strategic sites for corporate gladiators to perform before the organizational emperors. This perspective is far more attractive, and has given rise to a large, and often humorous, body of literature on gamesmanship and posturing in meetings. It is, of course, true that meeting rooms serve as shop windows for managerial talent, but this is far from the truth as a whole. The suggestion that meetings are actually battle grounds is misleading since the raison d'etre of meetings has far more to do with comfort than conflict. Meetings are actually vital props, both for the participants and the organization as a whole. For the organization, meetings, represent recording devices. The minutes of meetings catalogue the change of the organization, at all levels, in a more systematic way than do the assorted memos and directives which are scattered about the company. They enshrine the minutes of corporate history, they itemize proposed actions and outcomes in a way which makes one look like the natural culmination of the other. The whole tenor of the minutes is one of total premeditation and implied continuity. They are a sanitized version of reality which suggests a reassuring level of control over events. What is more, the minutes record the debating of certain issues in an official and democratic forum, so that those not involved in the process can be assured that the decision was not taken lightly. As Dong Bennett, an administrative and financial manager with Allied Breweries, explains: "Time and effort are seen to have been invested in scrutinizing a certain course of action." Key individuals are also seen to have put their names behind that particular course of action. The decision can therefore proceed with the full weight of the organization behind it, even if it actually went through "on the nod". At the same time, the burden of responsibility is spread, so that no individual takes the blame. Thus, the public nature of formal meetings confers a degree of legitimacy on what happens in them. Having a view pass unchallenged at a meeting can be taken to indicate consensus. However, meetings also serve as an alibi for action, as demonstrated by one manager who explained to his subordinates: "I did what I could to prevent it—I had our objections minutes in two meetings." The proof of conspicuous effort was there in black and white. By merely attending meetings, managers buttress their status, while non-attendance can carry with it a certain stigma. Whether individual managers intend to make a contribution or not, it is satisfying to be considered one of those whose views matter. Ostracism, for senior managers, is not being invited to meetings. As one cynic observed, meetings are comfortingly tangible: "Who on the shop floor really believes that managers are working when they tour the works？ But assemble them behind closed doors and call it a meeting and everyone will take it for granted that they are hard at work." Managers are being seen to earn their corn. Meetings provide managers with another form of comfort too—that of formality. Meetings follow a fixed format: Exchanges are ritualized, the participants are probably known in advance, there is often a written agenda, and there is a chance to prepare. Little wonder then, that they come as welcome relief from the upheaval and uncertainty of life outside the meeting room. Managers can draw further comfort from the realization that their peers are every bit as bemused and fallible as themselves. Meetings provide constant reminders that they share the same problems, preoccupations and anxieties, that they are all in the same boat. And for those who may be slightly adrift, meetings are ideal occasions for gently pulling them round. As Steve Styles, the process control manager (life services) at Legal & General, puts it: "The mere presence of others in meetings adds weight to teasing or censure and helps you to 'round up the strays'." Such gatherings therefore provide solace and direction for the management team—a security blanket for managers. Meetings do serve a multitude of means as well as ends. They relieve managerial stress and facilitate consensus. For the organization, they have a safety-net-cum-rubber-stamping function without which decisions could not proceed, much less gather momentum. In short, meetings are fundamental to the well-being of managers and organizations alike. Why are the minutes of meetings important foe a company？

A.They provide a clear history of the firm and its evolution.

B.They concentrate scattered memos and directives in One synthetic document.

C.They reflect decision-making and control over company life.

D.They record any individual disagreements with company decisions.

点击查看答案