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1. - Is it possible for you to work out the plan tonight?      

 -_____________________.

 

   A.Yes, I'll do that

 

   B.Yes, I think so

 

   C.Yes, I'd love to

2. - Could you give us a speech on management functions some day this week?       

 -_____________________.

 

   A.That's a good idea

 

   B.No, I already have plans

 

   C.I'd love to, but I'm busy this week

3. - You'd better not push yourself too hard. You can ask the team and listen.       

 -_____________________.

 

   A.You are right

 

   B.No, we can't do that

 

   C.I think it will kill our time

4.-This project is too big for me to finish on time.        

-_____________________.

 

   A.Please do me a favor

 

   B.That is a daydream

 

   C.I'll give you a hand

5.To be________, a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">effectively

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">effective

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">effect

6. Companies offer promotions without having an adequate plan in place for ____ with volume.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">keeping

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">making

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">dealing

7.span style="font-family: 宋体; font-size: 10.5pt;"> Even the most brilliant strategy faces failure _____ it cannot be explained clearly and concisely.

 

   A.if

 

   B.whether

 

   C.unless

8.The meaning of “communication” goes a lot _____ than people often think.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">more

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">higher

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">deeper

9. If I take the time to talk with my manager at the beginning of a project, we ______ off to a great start on the same page.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">can get

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">have got

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">get

10.Google does just that by hosting employee forums every Friday, ________ they discuss the 20 most-asked questions.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">what

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">that

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">where

11.I have been very lucky to have had ______ managers during my career so far.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">terrific

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">terrible

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">terrifying

12.Getting managers to vote on that might turn into “Who's the most popular?”, ____ could deviate from rewarding the employees on their actual performance.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">where

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">that

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">which

13.All of the tables and chairs ____________ away.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">had stored

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">had been stored

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">stored

14. I would recommend that you ________ on following through with projects.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">will work

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">work

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">must work

15.You can demonstrate this same principle, ______ on a less dramatic scale.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">because

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">although

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">moreover

16.He advised that we ________ early.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">are setting out

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">set out

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">have set out

17.Let your values __________ in your communication.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">come out

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">look through

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">come through

18. In competitive markets, leaders are under increased ________ to maintain a positive work culture.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">pressure

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">pleasure

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">presence

19._______ you don't complete tasks, you won't get promoted.

 

   A.span style="font-family: Calibri; font-size: 10.5pt;">Whether

 

   B.span style="font-family: Calibri; font-size: 10.5pt;">If

 

   C.span style="font-family: Calibri; font-size: 10.5pt;">Although

20. class="MsoNormal"> Five Basic Functions that Make up the Management Process

In 1916, a French coal mine director named Henri Fayol wrote a book entitled Administration Industrielle et Generale. Today, management courses still use many of his ideas to teach management to business students.

Planning

Planning involves deciding where to take a company and selecting steps to get there. It first requires managers to be aware of challenges facing their businesses, and then it requires managers to forecast future business and economic conditions. They then formulate objectives to reach by certain deadlines and decide on steps to reach them. They re-evaluate their plans as conditions change and make adjustments as necessary.

Organizing

Managers organize by bringing together physical, human, and financial resources to achieve objectives. They identify activities to be accomplished, classify activities, assign activities to groups or individuals, create responsibilities, and delegate authority.

Leading

Leading requires managers to motivate employees to achieve business objectives and goals. It requires the use of authority to achieve those ends as well as the ability to communicate effectively. Effective leaders can influence their personnel to view situations from their perspectives.

Controlling

Controlling involves measuring achievement against established objectives and goals. It also requires managers to be able to identify sources of deviation from successful accomplishment and to provide a corrective course of action.

Staffing

Without human resources, no organization can get off the ground, let alone do business and make profits. Some distinct features of the staffing function are:

• It puts the right man in the right job.
• It is an ongoing activity.
• Efficiency is a prime focus of this function.

21. class="MsoNormal"> How to Adapt to Change in the Workplace

If there's one word that captures the essence of what is occurring in the world today, it's “change.” Downsizing, reorganizing, and cutting costs, are now the norm for survival. No industry is exempt. Even the most conservative institutions are undergoing significant change just to survive.


Change management has always been an issue of debate amongst scholars: how can employers create suitable conditions for a successful change process? And what can employees do to get through it?


Tips for dealing with change in the workplace.

* Make yourself aware that change happens: it happens in personal life, it happens in your professional life. You cannot live in the past, so denying that change could occur only makes things more complicated for you.

* Stay alert in the workplace: know what is happening around you. When you come across clues that hint change is on the way, acknowledge them!

* Maintain open communication channels: Don't lay back and expect things to pass you by smoothly. You need to get acquainted with the occurring changes. Seek more details from your management and peers to form an accurate understanding of the matter. Be transparent and honest about your fears: dealing with the unknown is often resented and daunting. Make the picture as clear as you can.

* Assess yourself: Change is a time when one's confidence about one's skills and capabilities gets shaky. Recognize your strengths and where you could bring them into play. At the same time, stay aware of your developmental areas and work on improving those.

* Don't be stiff: It will make the change process much harder if you are rigid. Be flexible enough to look at the different angles of the change and see where you could apply your “existing” skills and knowledge, and what new skills you need to acquire.

* Stay optimistic: Keep a positive attitude and don't let yourself drown in uncertainty. Involve yourself in the new process; locate yourself properly in the new scenario. Adjust!

“You can't get to the top of Everest by jumping up the mountain. You get to the mountaintop by taking incremental steps. Step by step, you get to the goal”, says Robin Sharma, one of the world's most-sought-after leadership and personal success experts.

22. class="MsoNormal">                                        Jack Welch Leading Organizational Change at GE

When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career. He became CEO in 1981 at the age of 45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules.

One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas. If this was not the case, managers had the options of fixing the problem, selling their particular business, or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.

The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers. One such program was the Work-Out(群策群力). Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators (会议主持人) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions.

Another program to improve effectiveness and efficiency was Best Practices. The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company's performance.

Jack Welch was personally involved in developing managers at GE's training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company.

23.Some people like watching movies, while others prefer reading books.

24.If there is friction between team members, examine the work processes they mutually own.