BEC 中级阅读 第二辑 Test3
1 Listen to what your boss tells you about how well you are working.
2 Realise that your boss will occasionally need to be left alone.
3 Comment on your boss's work in a positive spirit.
4 Try to impress your boss with your thoroughness.
5 Do not hesitate to involve your boss if you have difficulties with your work.
6 Show your boss that you are capable of working at a higher level.
7 Speak to your boss, even about matters not directly related to your work.
MANAGE YOUR BOSS
Advice from four top business people on how you should treat your boss
Areactions to the online manage
The Consultant
No boss likes nasty surprises. Thinking you can solve a serious problem before he or she fin
ds out is a doomed strategy. Much better to inform your boss about the situation early on, together with your suggested solution. Also, remember that bosses like praise as much as any employee. Do this without making it obvious, if only to earn the right to criticise (constructively, of course). 'Consideration' is the key word. Treat bosses as you hope to be treated - it should help you to move up to the next level.
B
The Director
Of course there are all the formal things in managing your boss - ensuring that you come to meetings well prepared, that you have a good eye for detail, and so on. But you also need to distinguish effectively between things that are important and things that are merely small details. Bosses like it if you can see 'the big picture' because they want to be able to delegate. So it's all about psychology, as well as performance.
C
The Chairman
Bosses want people to understand their objectives, their way of working and the pressures
they are under. If you can understand what sort of individual your boss is, it is easier to appreciate why certain reactions might arise, and thus avoid problems. Also, keep the lines of communication with your boss open. You need to receive ongoing feedback on whether your work is effective, asking about what you do not understand, and, if necessary, discussing personal issues from outside the workplace. When the gap between you is reduced, so are the difficulties.
D
The Chief Executive
Understand that a boss will want to take the glory when things go well. After all, they take ultimate responsibility, so they deserve some of the credit. Also, find out about your boss's outside interests, as this can help to improve the relationship. You may find you have an interest in common. Similarly, recognise that everyone is human, and there are times when a request from you may be unwelcome. Get to know your boss's Personal Assistant, who can advise you when it is a good time to talk to him or her.
 
SELL,SELL,SELL
Last year over £ 13bn was spent on advertising in the UK and research indicates that most people will have seen 2m sales messages by the time they are 30. Advertising is big business and often acts as the interface between commerce and culture. While there are many adverts that just irritate, there are some that are miniature works of art. (0)... .The advertisers themselves believe they are delivering an important message because they are protecting and promoting a client's brand and extending greater choice to the consumer. (8).........Instead of being free, many TV channels would only be available on subscription packages of about £500 per month and newspapers might cost six times more than their present cover price.

There are many different models of advertising practice, but no one is precisely sure what makes a good advert. (9).........While some try to get you to buy a product, others, such as anti-smoking campaigns, aim to get you not to do something. Some adverts are not aimed at consumers at all, but at retailers, shareholders or employees. For example, manufacture
rs often advertise their products in trade magazines to reassure retailers that a new brand will be widely promoted. Petrol companies often choose to emphasise how environmentally friendly they are; this is to offset any negative public perceptions of the industry rather than to persuade consumers to buy an individual brand of petrol. (10).........This is because petrol is regarded, in advertising terms, as a distress purchase. We get it because we can't do without it, not because we really want it. In general, however, the main aim of advertising is to attribute emotional qualities to a product in order to create an individual brand that the consumer can associate with.

Working out whether an advert has been successful is extremely difficult.(11).........For example, what persuaded them to buy a car? You cannot be sure whether it was the advertising, the price, the opposition's distribution, changes in the law or changes in consumer attitudes that was the determining factor. What advertising can't do is make consumers buy something they don't want. It can perhaps persuade you to try something once, but if you don't like what you get, you won't try it again.(12).........In other words, wher
e there is no emotional engagement, such as a consumer's feelings about a bag of peas, beliefs are much harder to shift.
A Moreover, it is almost impossible to get people to change the way they view things they are indifferent to.
B Over the last ten years, other forms of advertising, such as direct marketing, have become increasingly popular as well as scientific.
C They don't, as the industry well knows, care enough to be brand loyal to such a product.
D Whether you accept this argument or not, you have to recognise that without advertising our world would be very different.

E The problem lies in isolating precisely what motivates people to behave in a particular way.
F This is partly because not all advertisements are designed to do the same thing.
G The production costs involved in these can reach higher figures than those for the average movie.

Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
Recruiters say that candidates who can give examples of work they have done as members of a successful team are in as strong a position as those who can point to significant individual achievement. Indeed, too much of the latter may suggest that the person concerned is not a 'team player' - one of the more serious failings in the book of management.

The importance of being a team player is a side effect of the increasing interaction across departments and functional divides. Instead of pushing reports, paperwork and decisions around the organisation, 'teams provide a dynamic meeting place where ideas can be shared and expertise more carefully targeted at important business issues,' says Steve Gardner, in his book Key Management Concepts. He adds, 'Globalisation has added a further dimension to teamwork. Multinational teams now study policy decisions in the light o
f their impact on the local market.'

But is teamworking being overdone? 'Some managers are on as many as seven or eight different teams', says Dr Cathy Bandy, a psychologist who recently ran a conference on the subject. 'They take up so much time that managers can't get on with core tasks.' Forming teams and having meetings has, she says, become an end in itself, almost regardless of purpose. There is also 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 psychological support.'

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 or failure, as winning a match.


'In business, everyone needs to be clear about what the challenge is and whether a team is the right way of approaching it', says Steve Gardner. 'Unfortunately, people focus instead on who the members of the team should be and what roles they are to play' Dr Bandy agrees. 'There is always a danger that teams can turn into committees,' she says. 'In a lot of situations, one or two individuals would be much more effective.'

So what makes a successful team? There are some general qualities that have been identified. Steve Gardner recommends that in every team there should be someone who is good at researching ideas and another who is good at shooting down impractical ones. There should be those who can resolve the tensions that naturally occur in a team and others who are focused on getting the job done. Also, providing a clear and achievable target at the outset is the best way of ensuring 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 not pay 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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