雅思备考练习提升17.docx
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雅思备考练习提升17.docx
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雅思备考练习提升17
Youshouldspendabout20minutesonQuestions1-13,whicharebasedonReadingPassage1below.
WhattheManagersReallyDo?
Whenstudentsgraduateandfirstentertheworkforce,themostcommonchoiceistofindanentry-levelposition.Thiscanbeajobsuchasanunpaidinternship,anassistant,asecretary,orajuniorpartnerposition.Traditionally,westartwithsimplerjobsandworkourwayup.Youngprofessionalsstartoutwithaplantobecomeseniorpartners,associates,orevenmanagersofaworkplace.However,thesepromotionscanbefewandfarbetween,leavingmanyyoungprofessionalsunfamiliarwithmanagementexperience.Animportantstepisunderstandingtheroleandresponsibilitiesofapersoninamanagingposition.Managersareorganisationalmemberswhoareresponsiblefortheworkperformanceofotherorganisationalmembers.Managershaveformalauthoritytouseorganisationalresourcesandtomakedecisions.Managersatdifferentlevelsoftheorganisationengageindifferentamountsoftimeonthefourmanagerialfunctionsofplanning,organising,leading,andcontrolling.
However,asmanyprofessionalsalreadyknow,managingstylescanbeverydifferentdependingonwhereyouwork.Somemanagingstylesarestrictlyhierarchical.Othermanagingstylescanbemorecasualandrelaxed,wherethemanagermayactmorelikeateammemberratherthanastrictboss.Manyresearchershavecreatedamorescientificapproachinstudyingthesedifferentapproachestomanaging.Inthe1960s,researcherHenryMintzbergcreatedaseminalorganisationalmodelusingthreecategories.Thesecategoriesrepresentthreemajorfunctionalapproaches,whicharedesignatedasinterpersonal,informationalanddecisional.
IntroducedCategory1:
INTERPERSONALROLES.Interpersonalrolesrequiremanagerstodirectandsuperviseemployeesandtheorganisation.Thefigureheadistypicallyatopofmiddlemanager.Thismanagermaycommunicatefutureorganisationalgoalsorethicalguidelinestoemployeesatcompanymeetings.Theyalsoattendribbon-cuttingceremonies,hostreceptions,presentationsandotheractivitiesassociatedwiththefigureheadrole.Aleaderactsasanexampleforotheremployeestofollow,givescommandsanddirectionstosubordinates,makesdecisions,andmobilisesemployeesupport.Theyarealsoresponsiblefortheselectionandtrainingofemployees.Managersmustbeleadersatalllevelsoftheorganisation,oftenlower-levelmanagerslooktotopmanagementforthisleadershipexample.Intheroleofliaison,amanagermustcoordinatetheworkofothersindifferentworkunits,establishalliancesbetweenothers,andworktoshareresources.Thisroleisparticularlycriticalformiddlemanagers,whomustoftencompetewithothermanagersforimportantresources,yetmustmaintainsuccessfulworkingrelationshipswiththemforlongtimeperiods.
IntroducedCategory2:
INFORMATIONALROLES.Informationalrolesarethoseinwhichmanagersobtainandtransmitinformation.Theseroleshavechangeddramaticallyastechnologyhasimproved.Themonitorevaluatestheperformanceofothersandtakescorrectiveactiontoimprovetheperformance.Monitorsalsowatchforchangesintheenvironmentandwithinthecompanythatmayaffectindividualandorganisationalperformance.Monitoringoccursatalllevelsofmanagement.Theroleofdisseminatorrequiresthatmanagersinformemployeesofchangesthataffectthemandtheorganisation.Theyalsocommunicatethecompany'svisionandpurpose.
IntroducedCategory3:
DECISIONALROLES.Decisionalrolesrequiremanagerstoplanstrategyandutiliseresources.Therearefourspecificrolesthataredecisional.Theentrepreneurrolerequiresthemanagertoassignresourcestodevelopinnovativegoodsandservices,ortoexpandabusiness.Thedisturbancehandlercorrectsunanticipatedproblemsfacingtheorganisationfromtheinternalorexternalenvironment.Thethirddecisionalrole,thatofresourceallocator,involvesdeterminingwhichworkunitswillgetwhichresources.Topmanagersarelikelytomakelarge,overallbudgetdecisions,whilemiddlemanagersmaymakemorespecificallocations.Finally.thenegotiatorworkswithothers,suchassuppliers,distributors,orlabourunions,toreachagreementsregardingproductsandservices.
AlthoughMintzberg'sinitialresearchinl960shelpedcategorisemanagerapproaches,Mintzbergwasstillconcernedaboutresearchinvolvingotherrolesintheworkplace.Mintzbergconsideredexpandinghisresearchtootherroles,suchastheroleofdisseminator,figurehead,liaisonandspokesperson.Eachrolewouldhavedifferentspecialcharacteristics,andanewcategorisationsystemwouldhavetobemadeforeachroletounderstanditproperly.
WhileMintzberg’sinitialresearchwashelpfulinstartingtheconversation,therehassincebeencriticismofhismethodsfromotherresearchers.Somecriticismsoftheworkwerethateventhoughthereweremultiplecategories,theroleofmanagerisstillmorecomplex.TherearestillmanymanagerrolesthatarenotastraditionalandarenotcapturedinMintzberg'soriginalthreecategories.Inaddition,sometimes,Mintzberg’sresearchwasnotalwayseffective.Theresearch,whenappliedtoreal-lifesituations,didnotalwaysimprovethemanagementprocessinreal-lifepractice.
ThesetwocriticismsagainstMintzberg'sresearchmethodraisedsomequestionsaboutwhetherornottheresearchwasusefultohowweunderstand"managers"intoday'sworld.However,evenifthecriticismsagainstMintzberg’sworkaretrue,itdoesnotmeanthattheoriginalresearchfromthe1960siscompletelyuseless.ThoseresearchersdidnotsayMintzberg’sresearchisinvalid.Hisresearchhastwopositivefunctionstothefurtherresearch.
ThefirstpositivefunctionisMintzbergprovidedausefulfunctionalapproachtoanalysemanagement.Andheusedthisapproachtoprovideaclearconceptoftheroleofmanagertotheresearcher.Whenresearchinghumanbehaviour,itisimportantlobeconciseaboutthesubjectoftheresearch.Mintzberg'sresearchhashelpedotherresearchersclearlydefinewhata"manager"is,becauseinreal-lifesituations,the"manager"isnotalwaysthesamepositiontitle.Mintzberg’sdefinitionsaddedclarityandprecisiontofutureresearchonthetopic.
ThesecondpositivefunctionisMintzberg'sresearchcouldberegardedasagoodbeginningtogiveanewinsighttofurtherresearchonthisfieldinthefuture.Scientificresearchisalwaysagradualprocess.JustbecauseMintzberg'sinitialresearchhadcertainflaws,doesnotmeanitisuselesstootherresearchers.Researcherswhoareinterestedinstudyingtheworkplaceinasystematicwayhaveolderresearchtolookbackon.Aresearcherdoesn'thavetostartfromtheverybeginning-olderresearchlikeMintzberg'shaveshownwhatmethodsworkwellandwhatmethodsarenotasappropriateforworkplacedynamics.Asmoreyoungprofessionalsenterthejobmarket,thisresearchwillcontinuetostudyandchangethewaywethinkaboutthemodernworkplace.
Questions1-6
Lookatthefollowingdescriptionsordeeds(QuestionsI-6)andthelistofcategoriesbelow.
Matcheachdescriptionordeedwiththecorrectcategory,A,BorC
Writethecorrectletter.A.B,orCinboxes1-6onyouranswersheet.
NBYoumayuseanylettermorethanonce.
Listofcategories
AINTERPERSONALROLES
BINFORMATIONALROLES
CDECISIONALROLES
1thedevelopmentofbusinessscheme
2presidingatformalevents
3usingemployeesandfunds
4gettingandpassingmessageontorelatedpersons
5relatingtheinformationtoemployeesandorganisation
6recruitingthestaff
Questions7and8
ChooseTWOletters,A-E.
Writethecorrectlettersinboxes7and8onyouranswersheet.
WhichTWOpositivefunctionsaboutMintzberg'sresearcharementionedinthelasttwoparagraphs?
Aofferswaterproofcategoriesofmanagers
Bprovidesaclearconcepttodefinetheroleofamanager
Chelpsnewgraduatestodesigntheircareer
Dsuggestswaysformanagerstodotheirjobbetter
Emakesafreshwayforfurtherresearch
Questions9-13
DothefollowingstatementsagreewiththeinformationgiveninReadingPassage1?
Inboxes9-13onyouanswersheet,write
TRUEifthestatementagreeswiththeinformation
FALSEifthestatementcontradictswiththeinformation
NOTGIVENifthereisnoinformationonthis
9Youngprofessionalscaneasilyknowmanagementexperienceintheworkplace.
10Mintzberg’stheorybrokewell-establishednotionsaboutmanagingstyles.
11Mintzberggotalargeamountofresearchlimosforhiscontribution.
12Allmanagersdothesamework.
13Mintzberg'stheoryisinvalidinthefixturestudies.
精析
WhattheManagersReallyDo?
段一:
Whenstudentsgraduateandfirstentertheworkforce,themostcommonchoiceistofindanentry-levelposition.Thiscanbeajobsuchasanunpaidinternship,anassistant,asecretary,orajuniorpartnerposition.Traditionally,westartwithsimplerjobsandworkourwayup.Youngprofessionalsstartoutwithaplantobecomeseniorpartners,associates,orevenmanagersofaworkplace.However,thesepromotionscanbefewandfarbetween,leavingmanyyoungprofessionalsunfamiliarwithmanagementexperience.Animportantstepisunderstandingtheroleandresponsibilitiesofapersoninamanagingposition.Managersareorganisationalmemberswhoareresponsiblefortheworkperformanceofotherorganisationalmembers.Managershaveformalauthoritytouseorganisationalresourcesandtomakedecisions.Managersatdifferentlevelsoftheorganisationengageindifferentamountsoftimeonthefourmanagerialfunctionsofplanning,organising,leading,andcontrolling.
精析:
Whenstudentsgraduateandfirstentertheworkforce,themost
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- 雅思 备考 练习 提升 17