考研段落排序训练题十三.docx
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考研段落排序训练题十三.docx
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考研段落排序训练题十三
Directions:
Read the following text and answer questions by finding information from the right column that corresponds to each of the marked details given in the left column.There are two extra choices in the left column.Mark your answer on ANSWER SHEET1.(10points)
[A]Another trap that many organizations fall into is leadership cloning,where senior executives appoint new leaders in their own image."We very often find that people will identify leadership potential in people who are like themselves,"
says Robert Myatt,a director at Kaisen Consulting."It's a case of ' he (and it usually is a he ) reminds me of how I was ten years ago'."He says that even when organizations do successfully identify future leaders,they often go about developing them in the wrong way.
[B]Companies that succeed in developing leaders,they tend to look beyond performance and examine factors such as the candidate's leadership style,ambitions,adaptability and ability to learn from experience.There are also career derailers that can mark out a high-flyer as a potentially bad choice for a senior management role."For example,does their star outshine all those around them?
"Watkin says."That can be a big problem if they are unable to rein it in.If other people in the team feel that their contribution is being ignored it can be very demotivating and lead to a high attrition rate."
[C]According to a survey carried out last year by Said Business School at the University of Oxford,British businesses waste up to £75million a year on leadership programmes that fail to meet company objectives.About65percent of HR directors are unsatisfied with the way the develop their senior executives.More recently the HayGroup has estimated that only one business leader in five has confidence in their talent management process.And,in profiling more than10,000business leaders,Kaisen Consulting,a business psychology company,has found that many lack some of the most basic leadership skills.
[D]When Kaisen conducted a survey of27blue-chip companies they found that leadership development programmes focused far too much on the theory of leadership rather than the practice."There's a lot of education,with flip charts and theoretical model's but very little on how to put those skills into practice.It's like trying to learn to ski by watching videos instead of getting on to the slopes and practicing with a proper instructor."
[E]So,why are we so bad at finding and developing leaders?
"I wouldn't want to tar everybody with the same brush,"
says Chris Watkin,HayGroup's talent management specialist."Some organizations do develop leadership very well.But there are a number of areas where it's very easy to come unstuck."
[F]The most common mistake is for a company to focus simply on performance.Most organizations,for obvious reason,are keen to reward good performance and will use a system of targets and appraisals to do this.Employees who do well receive bonuses,pay rises and,eventually,promotion.They keep getting promoted until they stop doing well.But promoting everybody to their level of incompetence is hardly good for the organization,and being good at your job doesn't necessarily mean that you will make a good leader."While a record of achievement in a variety of roles would be a good marker of leadership potential,just because someone is a high performer today doesn't mean they will be a good leader tomorrow,"Watkin says.”Identifying potential leader is a much more complex process."
[G]Nobody has ever claimed that leadership development is easy.But the extent to which UK companies are failing to discover and develop leadership potential among their staff is quite staggering.
Order:
G→41.____→42.____→43.____→44.____→45.____→D答案与解析
本文首段[G]段的大意是,虽说培养领导者并非易事,但有些英国公司的做法实在差劲得让人惊愕不已。
可以推测,此后将解释英国公司的做法何以会让人“惊愕不已”,因而,接下来应当是说明问题严重程度的[C]段。
41.【答案】[C]
如前所述,本段应举出调研得出的数据和事实,说明英国公司在培养领导人才方面所存在的问题有多么严重。
本段列出了一下事实:
“每年在领导者培养方面的浪费达7500万英镑”,有“约65%的人力资源主管不满意他们自己培养的高级管理人员的方式”,“自信的商界领导只占1/5”,“缺乏最基本的领导技能”等等。
既然作者在首段语出惊人:
“在雇员中发现和培养领导人才方面失败到令人惊愕的地步”(the extent to which UK companies are failing to discover and develop leadership potential among their staff is quite staggering),那么本段就需要援引惊人的数据和事实以便说明问题的严重性,作为对该观点的具体佐证,这是衔接[G]段与[C]段内容的关键。
42.【答案】[E]
[C]段谈到问题的严重性后,下一段讨论造成这种状况的原因,是顺理成章的事。
实际上,其余各段的内容都从不同角度分析了这个不能令人满意的状况是怎么造成的,鉴于这个疑问由[E]段首先提出,因此[E]段应置于其他各相关段落之前。
本段首句中的So引出了这个问题,将本段与[C]段连接起来。
本段尾句点出有几个方面非常容易出问题。
因而,以下各段应着重分析这几个方面。
43.【答案】[F]
[E]段结尾处提及有若干方面(a number of areas),而本段首句指出“最常见的错误”(The most common mistake),形成衔接[E]段和[F]段的关键纽带。
这个最常见的错误是,提拔的依据仅限于工作业绩(to focus simply on performance),人人都被提拔到他不能胜任的位置为止,而且能做好本职工作的人并不见得就一定具备领导才干,发现领导人才远非如此简单。
至此,针对发现和选拔领导者标准方面的常见错误,作者作出了深入的分析。
44.【答案】[B]
本段首句中的tend to look beyond performance将本段与上一段一再强调的focus...on performance紧凑地衔接起来。
随后关于examine factors such as...等既是对beyond performance的注释,也呼应了[F]段尾句a much more complex process的说法。
[F]段分析了发现与选拔人才标准上的谬误,[B]段则具体讨论发现与选拔人才的正确标准。
由此,[F]段与[B]段的先后关系可以得到确认。
45.【答案】[A]
本段首句以Another trap...开头,表明[A]段将继续[F]段的话
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