题目内容
（请给出正确答案）
Only managers may access______ company files on the network.
A．exact
B．aware
C．sensitive
D．concerned
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更多“Only managers may access______…”相关的问题
Not to acknowledge applicants' letters is impolite and there seems little excuse for this. Yet even sending brief replies to the many who apply takes much time and money. That so-called return envelope may not have been stamped by the sender, and a hard-pressed office manager may be reluctant to send off long letters of explanation to disappointed job-hunters. A brief note is all that can be managed and even that depends on the policy of the firm. But this difficulty is reasonably easy to remove with a little goodwill.
The passage is primarily about______.
A．applicant, s and employers
B．impolite managers
C．vacancies and advertisements
D．writing an application letter
Most companies expect IT (Information Technology) managers to head an IT staff of computer technicians. But IT managers can also specialize in other areas. Some managers may also be responsible for keeping their company’s Internet safety. They protect both their company and their online customers from thieves.
Other managers focus more on the business rather than the technical part of computing. They become project managers, helping companies reach as many online customers as possible.
Some companies also look for IT managers who can act as trainers. These trainers help a company’s computer technicians keep up-to-date on computer skills.
Most companies require their IT managers to have both a bachelor’s degree and some experience in the computer field. Often, companies hire IT managers out of their existing staff of computer technicians.
Since IT managers are extremely important to companies’ success, it’s no surprise that they receive such high salaries – around US $56,000 a year to start with. And, in such a fast-changing field,
managers’ salaries usually increase after only a couple of years.
The world will be watching to see just how quickly e-commerce replaces the old ways of doing business. And as computers change the way the world does business, IT managers will be in the middle of it all. Few companies can survive without them.
Besides being the leader of computer technicians, IT managers are also expected to be ________.
(A) experienced product designers
(B) skilled online technicians
(C) doctorate holders
(D) online safety specialists
This truth was not apparent to managers of one regional bank, which failed to improve its competitive position despite its investment in reducing the time a customer had to wait for a teller. The bank managers did not recognize the level of customer inertia in the consumer banking industry that arises from the inconvenience of switching banks. Nor did they analyze their service improvement to determine whether it would attract new customers by producing a new standard of service that would excite customers or by proving difficult for competitors to copy. The only merit of the improvement was that it could easily be described to customers.
The primary purpose of the passage is to ______.
A．contrast possible outcomes of a type of business investment.
B．suggest more careful evaluation of a type of business investment.
C．illustrate various ways in which a type of business investment could fail to enhance revenues.
D．trace the general problems of a company to a certain type of business investment.
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.
● Read the article below about job interviews.
● For each question 23-28, choose the correct answer.
● Mark one letter (A, B or C) on your Answer sheet.
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.
— Read the article on the opposite page about why some small companies fail to grow.
— Choose the best word to fill each gap from A, B, C or D below.
— For each question 19 - 33, mark one fetter (A, B, C or D) on your Answer Sheet. There is an example at the beginning (0).
Why do some small companies stay small？
It is often assumed that if a small company fails to (0)______, it is because of external factors. So it may come as something of a surprise to discover that many small companies have only themselves to (19)______ for their lack of growth. In fact, if you run a small business, you shouldn't waste much time wondering whether you have (20)______ to investment capital; still less, analysing fluctuations in (21)______ exchange rates. You are more likely to (22)______ the main barrier to greater success by looking in the mirror.
This is a conclusion that can be (23)______ from a recent study based on interviews with the owner-managers of 40 small businesses. The research makes the reason (24)______ : management behaviour, however well intentioned, is often the (25)______ of the problem. This was the overwhelming view (26)______ by the managers surveyed: the main barrier to growth was the fact that day-to-day issues (27)______ all their time. The problems that many larger businesses face - lack of funds and insufficient government support - were of relatively minor (28)______ for these small companies.
The survey shows that while owner-managers often work very hard running their business, many never take it on to the next (29)______ The reason is that they are too busy (30)______ their sales, marketing and finance functions. Limited resources may (31)______ to this, but many owner-managers are unwilling to delegate even insignificant decisions. As a result, without realizing it, they create a style. of working that (32)______ them from moving forward. One of the most important lessons for managers is learning to let go, very few people can do everything themselves. Instead they need to hire staff able to take (33)______ some of their responsibilities.
A．condemn
B．accuse
C．charge
D．blame
I've seen this isolation phenomenon in many companies. The symptoms are quite apparent: Managers spend a great deal of time talking to themselves and studying operating numbers. They spend precious little time with customers or with employees, trying to understand the system of the business. And when they do spend time with them, they often do not probe deeply into needs, concerns, and opportunities. This phenomenon, often referred to as being" internally focused," can be tremendously insidious.
Although the need for understanding and spending time with customers has been well documented, I find few managers spending time in the field. The benefits of doing so are clear. A visit with your counterparts at customers' distribution centers, for example, not only builds relationships that can prove useful when problems arise, but also uncovers numerous opportunities to enhance your performance and deepen your company's linkage with those customers.
There are many ways to connect with and understand employee perspectives. Some companies have found formal sessions in which senior managers solicit ideas from employees to be very useful. These can be run either as focus groups or as structured discussions.
Managers also should exploit every opportunity to gather organizational knowledge from employees. Some successful managers collect employees' opinions by what often is referred to as" managing by walking around" or the" 10-minute cup of coffee. "They may, for example, go to employees' offices and solicit, their opinions. Or at lunch or when they take a cup of coffee, they" mix with the troops" and solicit their input.
Rather than talk about the latest game, you can solicit employees' ideas by asking questions like: What are you working on？ How's it going？ What's good about our organization？ What could be better？ How could we better serve our customers or improve our processes？ What do you think we Should be doing differently？
You'll be surprised at how valuable a" 10-minute cup of coffee" together with a brief conversation with an employee can be. It will make you a more effective manager.
What is the common problem in management？
A．Infrequent contact with customers and employees.
B．Managers spend little time on study.
C．Managers do not know their employees well.
D．Managers lack of experience.
Continuing Medical Education
There is increasing recognition of the need for health workers to continue their education throughout their careers. Not only do health workers themselves wish to improve their own skills and competence, but the introduction of new techniques and equipment and the changes taking place in health needs and health care policies necessitate continued training. The phrase "health care" is intended to mean not just curative treatment for the sick but the whole range of provision for promoting health and preventing disease.
In virtually every situation some response to this need has been made, so continuing education does take place -- even though it may in many instances be ineffective or insufficient. Continuing education may be initiated by the health workers themselves, by their supervisors, by the managers of the health system, or by other agencies such as professional associations, publishers, and drug companies. The form. of the continuing education may be written materials (journals, books, advertisements), meetings, courses, supervisory visits, or a variety of other methods.
With this diversity of approach it is not surprising that the effectiveness of continuing education should be variable. 4 So it is natural that in many countries there is concern that more continuing education should be provided and that it should be more effective.
The approach suggested that to achieve this aim is to develop a "system" of continuing education. This term needs some explanation as it is capable of being interpreted in many ways. A system is not the same thing as an organization that provides continuing education. It is much more than that. It is the sum of the educational activities, the organizational structure that supports and manages those activities, the management, and the external agencies involved in the provision of health care. s The system should comprise a nationwide coordinated program in which technology and resources are optimally used.
Health workers themselves are aware of the importance of continued training.
A．Right
B．Wrong
C．Not mentioned
？Which article (A, B, C, D or E) does each statement 1—8 refer to？
？For each statement 1—8, mark one letter (A, B, C, D or E) on your Answer Sheet.
？You will need to use some of these letters more than once.
A
The learning organization is one where the organization is developing the core competencies that will give it competitive advantage in the marketplace. These core competencies are of two kinds: technical competencies which provide the key to the organization's market position; and management competencies which are vital to its performance as an integrated organization.
B
The key aspects of individual management development, such as recruitment, training, career development, job rotation, special assignments, meaningful work, relevant reward systems, need to be embedded in organizational systems, structures, values and policies and consistently applied in practice. In a learning organization, management development is not an on again, off again activity.
C
An organization full of change effective managers only, or of operational managers only, is likely to be headed towards bankruptcy. A balance is needed between operational and reshaping competencies. Part of that balance needs to be found within individuals, part of it in the respective strengths of individuals, and parts within the embedded processes and resources of the organization. This has important implications for the placing of managers in jobs and also for moving them when their key skills are no longer so relevant and the managerial needs of their positions change. It also has implications for the composition of top teams. Unless the top team includes some powerful members who are committed to 10ng-term performance, the organization is unlikely in the longer term to build those reshaping competencies that will ensure its own renewal that is, to become a learning organization.
D
Forward-looking organizations are increasingly identifying potential change leaders early in their careers, giving them responsibilities for smaller change projects and the opportunity to work closely with effective change practitioners so that they can develop the range of reshaping competencies that the firms increasingly need. Some firms are also taking some of their most effective managers off-line and giving them project responsibilities that encourage them to augment their existing high levels of operational competencies with reshaping competencies. Ensuring that many managers at critical stages of their careers have the experience of managing transitions is vital to developing a managerial mindset that balances the relative importance of maintaining effective ongoing operations with transforming them. It is this mindset that supports the need for current performance with the openness to change that underlies a learning organization.
E
In some cases, reshaping competencies may detract from immediate business results. Reshaping competencies requires considerable investment of resources, effort and time sometimes for little or no immediate benefit. Their expected benefits are often difficult to quantify or measure and the results only show up over time. Furthermore, continual investment is needed to maintain them. The benefits of creating learning organizations do not come free. They also do not come unmanaged. To be effective in meeting the organization's purposes, organizational learning needs to be a managed process and organizational learning a key responsibility of top management. The creation and use of reshaping competencies, both personal and corporate, is the key characteristic of the learning organization.
The development of individual managers must itself become a corporate competen
