剑桥商务英语中级模拟118.docx
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剑桥商务英语中级模拟118.docx
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剑桥商务英语中级模拟118
剑桥商务英语中级模拟118
READING
PARTONE
A
Salinasoutlinesthekeyqualitiesofgoodmanagementmthisautobiography.Hebelievesthatdecisionsshouldbebasedonfacts,notopinions;thatpeople'sstrengthsshouldbeexploited;andthatdisagreementissometimesnecessary.Butthemainpointhemakesisthatleadershipmeansperformingwellatalltimesandsettingagoodexample
B
Inthiscollectionofessays,topbusinessleaderspredicthowbusinesseswillchangeoverthenextfewyears.Theyanalysechangesinbusinessandsocietyandtheireffortsonjobmarkets,aswellastakingalookatpossiblestrengthsandweaknessesofleadingeconomicsandtheircurrencies.Thiscollectionoutlinesavisionoftomorrow'sbusinessworldandthetypeofleadersthatwillberequired.
C
Thisbookisawell-researchedstudyoftheproblemofleadershipinglobalquotedcompanies,160internationalbusinessleaderswereaskedhowtheyaddedvaluetotheircompaniesandtheiranswersformthemainpartofthisbook.Bothmanagersandcompaniesareanalysedinordertoshowhowtheycopewithdifficultissues.Ausefulbookforallseniormanagers.
D
100well-knownUSbusinessleadersthroughthiscenturyaredescribedinthisbook,whichanalyseshowtheirfortunesweremadeandsometimeslost.Thebackground,businesscareer,characterandpersonallifeofeachindividualareoutlined,creatinganimpressivecollectionofbiographiesandanexcellentreferencework.
1、Thisbooklooksathowlargecompaniesdealwithvariousproblemareas.
2、Inthisbookyoulearnaboutthelivesofbusinessleadersfromthepast.
3、Thisisabookaboutonebusinessleader'sexperiences.
4、Thisbookdescribesbothsuccessesandfailures.
5、Thisbooksuggestsprobabletrendsinthebusinessworld.
6、Thewriterofthisbookgiveshispersonalviewsofwhatmakesagoodbusinessleader.
7、Thisbookisbasedoninterviewswithbusinessleaders.
PARTTWO
DecisionMakingPsychologyMadeSimple
Decisionsdecisions!
Understandingdecisionmakingpsychologycanenableyoutoreachaconclusionquicker.Whetherit'schoosingaholidaydestination,orprojecttofund.you'llfindthisoutlineofdecisionmakingpsychologyausefuladditiontoyourmanagementtoolkit.
Makingupyourownmindshould(intheoryatleast)betheeasiest afterall,there'sonlyonepersoninvolved!
Sowe'llskipontothemorechallengingareaofgroupdecisionmaking.Somehow.outofthepersonalityclashes,powerstrugglesandhiddenagendas,aperfectsolutionisexpectedtoemerge......
Ingroupdecisionmaking,thereareanumberofmethodsthatcanbeapplied, 8 Themethodsthatareclosertothedirectiverange,meanthatthedecisionismadebyalimited,smallnumberofdecisionmakersinthegroup.Themethodsthatareloweronthespectrum.towardstheparticipatoryrange,meanthatthedecisionismadebyallthepartiesinvolved.
IndividualDominanceiswhereonepersoninthegrouphastheauthorityorpowertomakethefinaldecision.MinorityMinorityusuallytakestheformofdecisionsdelegatedfromlargergroupsandmadebysub-committees.MajorityRulesusuallyinvolvethegroupvotingonthealternativesandthealternativereceivingthemostvotes,wins.Consensusisachievedthroughgroupdiscussionofthealternatives,whereeverygroupmembercanagreeonanoptionandcommittotheoutcome.
Directivedecisionmakingisgreatwhentimeistightanddecisionsneedmadefast,Theriskisthatdecisionsmadebyonepersonareownedbyoneperson.Peopleaffectedbythedecisioncansoonmaketheirfeelingsknownbytheiractions. 9 Ifthereisalowornegativebankaccountbetweenpeopleinvolved,theremaybetroubleahead!
10 Insimpleterms,peoplewanttobeinvolved.Regardlessofpowerorstatus,knowingyouhavecontrolandinfluenceoveryourworkinglifeincreasessatisfactionandproductivity.
Itiswellknowninthecaringprofessionsthatofferingchoicehelpsspeedrecovery.Thebed-boundpatientwhoisaskedwhethertheywanttheircurtainsopenorclosed,orhasaplanttocarefor.faresbetterthanthosewhoselifeisentirelymanagedbyotherpeople,Involvingmorepeopleindecisionmakingisrisky. Ittakesmoretime.Itrequiresskilledfacilitation.Itdoesn'tguaranteesuccess. 11
Decisionmakingpsychologyissimple-involvementgetsresults.Althoughpowerstruggles,personalityclashesandhiddenagendasarescaryterritory,overtime,powerdissipates,peoplegetonandagendasbecomemoretransparent. 12 Thedecisiontoworkthiswayisyours!
A.Toincreaseyourchanceofadecisionbeingaccepted,amoreparticipatoryapproachisrecommended.
B.Butwhatitdoesdo,isincreasethelikelihoodofdecisionsbeingownedandacteduponbyenoughpeopleforapositivechangetobeeffected.
C.Thesemethodsmapoutalongaspectrum,from'directive'to'participatory'decisionmaking.
D.Investsometimeinlearninggroupdecisionmakingtechniquesandgettingfacilitationexperienceandyouwillgetresults.
E.Ifthereisahighemotionalbankaccountbetweenpeopleinvolved,thedecisionmaybeacceptedalthoughnotliked.
F.Corporateexecutiveshavecometolearnthattobeeffective,doinggoodmustbegroundedinafirm'slong-termstrategy.
G.Sowe'llskipontothemorechallengingareaofgroupdecisionmaking.
PARTTHREE
THEDIFFICULTIESOFMANAGINGASMALLBUSINESS
‘Theorganizationalweaknessesthatentrepreneurshavetodealwitheverydaywouldcausethemanagersofamaturecompanytopanic,'AndrewBiddenwroterecentlyinBostonBusinessReview.Thisseemstosuggestthattheleadersofentrepreneurialorsmallbusinessesmustbeunlikeothermanages,ortheproblemsfacedbysuchleadersmustbethesubjectofaspecializedbodyofwisdom,orpossiblyboth.Unfortunately,neitheristrue.Notmuchworthreadingaboutmanagingtheentrepreneurialorsmallbusinesshasbeenwritten,andtheleadersofsuchbusinessesaremadeoffleshandblood,liketherestofus.
Furthermore,littlehasbeendonetoaddresstheaspectsofentrepreneurialorsmallbusinessesthataresodifficulttodealwithandsodifferentfromthechallengesfacedbymanagementinbigbusiness.Inpartthisisbecausethoseinvolvedingatheringexpertiseaboutbusinessandinsellingadvicetobusinesseshavehistoricallybeenmoreinterestedintheneedsofbigbusiness.Inpart,intheUKatleast,itisalsobecausesmallbusinesseshavealwayspreferredtoadapttochangingcircumstances.
Theorganizationalproblemsofentrepreneurialorsmallbusinessesarethusforcedupontheindividualswholeadthem.Evenmoresothanforbiggerbusinesses,theoldsayingistrue-thatpeople,particularlythosewhomaketheimportantdecisions,arebusiness'mostimportantasset.Theresearchthatdoesexistshowsthatneithermoneynortheabilitytoaccessmoreofitisthemajorfactordetermininggrowth.Themainreasonanentrepreneurialbusinessstopsgrowingisthelackofmanagementandleadershipresourceavailabletothebusinesswhenitmatters.Giveanentrepreneuranexperienced,skilledteamandheorshewillfindthefundseverytime.Gettingtheteam,though,isthedifficultbit.Partoftheproblemforentrepreneursisthespeedofchangethataffectstheirbusinesses.Theyhavetocopewithcontinuouschangeyethavealwaysbeensuspiciousaboutthelatestmanagementsolution'.Theyregardthemanyofferingsfrombusinessschoolsasoutofdateevenbeforetheyleavetheplanningboardandhavelittlefaithintherecommendationsofconsultantswhentheyarriveinthehandsofyoung,inexperiencedgraduates.Butsuchimpatiencewithmanagementsolutions'doesnotmeanthatproblemscanbelefttosolvethemselves.However,theleadersofgrowingbusinessesarestillleftwiththeproblemofwhototurntoforadvice.
Theanswerishorriblysimple:
leadersofsmallbusinessescanaskeachother.Thecollectiveknowledgeofagroupofleaderscanprovetobeenormouslyhelpfulinsolvingthespecificproblemsofindividuals.Oneleader'sproblemshavecertainlybeensolvedalreadybysomeoneelse.ThereisanorganizationcalledKITEwhichenablesthoseresponsibleforsmallbusinessestomeet.Itsmembers,allofwhomarechiefexecutives,gothroughademandingselectionprocess,andthenjoinasmallgroupofotherchiefexecutives.Theycomefromarangeofbusinesssectorsandeachoffersadifferentcorporatehistory.Eachgroupisledbyamoderator,anindependentlyselectedbusinessmanorwomanwhohasbeenspeciallytrainedtoheadthegroup.Eachmembertakesitinturntohostameetingathisorherbusinesspremisesand,mostimportantofall,groupdiscussionsarekeptstrictlyconfidential.Thisencouragesafreesharingofproblemsandincreasesthepossibilityofsolutionsbeingdiscovered.
13、Whatdoesthewritersayaboutentrepreneursinthefirstparagraph?
A.Itiswrongtoassumethattheyaredifferentfromothermanagers.
B.Theproblemstheyhavetocopewitharespecifictosmallbusinesses.
C.Theyfinditdifficulttoattractstaffswithsufficientexpertise.
D.Theycouldlearnfromtheorganizationalskillsofmanagersinlargecompanies.
14、Accordingtothesecondparagraph,whathasledtoalackofsupportforentrepreneurs?
A.Entrepreneurshavealwayspreferredtoactindependently.
B.Therequirementsofbigbusinesseshavealwaystakenpriority.
C.Itisdifficulttofindsolutionstotheproblemsfacedbyentrepreneurs.
D.Entrepreneursarereluctanttoprovideinformationabouttheirbusinesses.
15、Whatdoesthewritersayabouttheex
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