1389国开科理英语4期末考试(第三题阅读判断题)题库(排序版)
说明：更新2021年7月试题根试题首字母音序查找试题答案
[短文]A strategic plan is not the end goal of the strategic planning processit is the framework for successfully implementing a strategyUntil a strategic plan is put into effectit has no real value[部资料]
There are several keys to successful implementationFirstpeople directly involved in executing the strategy must be included in the planning processStrategic planning is no longer a topdown directiveWithout the input and feedback of the people responsible for executing on the strategya seemingly solid strategy is likely to fall apart when implementation is attempted
The next key to successful implementation is clearly communicating the strategy to the whole companyThe communication should ensure that everyone in the company understands and accepts the strategy as the best path forwardand not simply the leadership＇s latest ideaWithout clear communicationemployees lack a sense of ownership and clarity of purposeWhen a strategy is not understood or embracedit usually results in misunderstanding and uneven commitments to implementation
Another key to the successful execution of a strategic plan is the clear and straightforward description of the plan and its operationsEven the most brilliant strategy faces failure if it cannot be explained clearly and concisely
附翻译：
战略规划战略规划程终目标—成功实施战略框架战略规划实施前没真正价值
成功实施关键首先必须直接参执行战略纳入规划程战略规划指令没负责执行战略投入反馈 似策略尝试实施时分崩离析
成功实施关键战略清晰传达整公司沟通应该确保公司中理解接受战略作前进佳途径仅仅领导层新想法没清晰沟通员工缺乏种翁意识明确目战略理解接受时通常会导致误解实施承诺衡
成功执行战略计划关键计划运作清晰直截描述果清晰简洁解释出色战略会面失败
操作提示：正确选T错误选F
1The final goal of the strategic planning process is a strategic plan[答案]F
2A strategic plan is valuable if it is executed[答案]T
3There are four keys to successful implementation[答案]F
4A good strategy is likely to fall apart if without the input and feedback of the people responsible for executing on the strategy[答案]T
5Leadership＇s idea determines all[答案]F
附翻译：
1战略规划程终目标战略规划[答案]F
2果执行战略计划价值[回答]T
3成功实施四关键[答案]F
4果没负责执行战略员投入反馈战略会分崩离析[回答]T
5领导理念决定切[答案]F
[短文]In competitive marketsleaders are under increased pressure to maintain a
positive work cultureA positive work culture cultivates greater employee satisfactiongreater employee satisfaction contributes to higher performancehigher performance impacts improved client outcomesimproved client outcomes contribute to service excellence[部资料]
Positive work cultures are built overtime and need constant attentionSuch cultures are dependent on leadership vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture an disable to bring about cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations that influence the way people work in the workplaceIt isthe way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others maybeunwritten rulesthat are not so obvious for example how personal issues are resolved with work colleagues
Many factors that influence whether a workplace has a positive outlook are within the control of people who work in a workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and retain peoplethey tend to be more stable as they proactively deal with issues and adapt to change
Teams work best when they are clear about what is expected of themThey are more able to deal with difficult issues if they feel the values of the organization are supportive of them
For a workplace culture to be positivethe direction and actions of the business must be consistent with the core values of the people in the workplaceThe people must trust each other and be able to openly express and exchange ideas
Working through these steps will help with developing a positive business culture
附翻译：
竞争激烈市场中领导者面着维持积极工作文化压力积极工作文化培养更高员工满意度更高员工满意度助提高绩效更高绩效影响改善客户成果改善客户成果助卓越服务
积极工作文化加班建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化鼓励残疾带文化变革
工作场文化态度信念行价值观期组成态度信念行价值观期会影响工作场工作方式里做事方式
文化方面众周知显易见例准时锅成文规明显例事解决问题
影响工作场否具积极前景许素工作场工作员控制范围法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势公司仅更吸引留住员工积极动更稳定处理问题适应变化
团队清楚期时工作果觉组织价值观支持
更力处理困难问题
工作场文化变积极企业方行动必须工作场核心价值观致必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
26A positive work culture will give workers more satisfaction[答案]T
27Positive cultures have a lot to do with leadership vision and values[答案]T
28The direction and actions for the business must differ from the core values of the employees in order for a workplace culture to be positive[答案]F
29In competitive marketsleaders are under more and more pressure to keep a positive work culture[答案]T
30Positive work culture can be built in a short period of time[答案]F
附翻译：
26积极工作文化会工更满足感[答案]T
27积极文化领导愿景价值观关系[答案]T
28企业方行动必须员工核心价值观工作场文化变积极[答案]F
29竞争激烈市场中领导者承受着越越压力保持积极工作文化[答案]T
30积极工作文化短时间建立起[答案]F
[短文]In competitive marketsleaders are under increased pressure to maintain a positive work cultureA positive work culture cultivates greater employee satisfactiongreater employee satisfaction contributes to higher performancehigher performance impacts improved client outcomesimproved client outcomes contribute to service excellence[2018年7月试题]
Positive work cultures are built overtime and need constant attentionSuch cultures are dependent on leadership vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture an disable to bring about cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations that influence the way people work in the workplaceIt isthe way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others maybeunwritten rulesthat are not so obvious for example how personal issues are resolved with work colleagues
Many factors that influence whether a workplace has a positive outlook are within the control of people who work in a workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and retain peoplethey tend to be more stable as they proactively deal with issues and adapt to change
Teams work best when they are clear about what is expected of themThey are more able to deal with difficult issues if they feel the values of the organization are supportive of them
For a workplace culture to be positivethe direction and actions of the business must be consistent with the core values of the people in the workplaceThe people must trust each other and be able to openly express and exchange ideas
Working through these steps will help with developing a positive business culture
附翻译：
竞争激烈市场中领导者维持积极工作文化方面面着越越压力积极工作文化培养更高员工满意度更高员工满意度助提高绩效更高绩效会改善客户成果改善客户成果助提供卓越服务
积极工作文化加班建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化鼓励残疾带文化变革
工作场文化态度信念行价值观期组成态度信念行价值观期会影响工作场工作方式里做事方式
文化方面众周知显易见例准时锅成文规明显例事解决问题
影响工作场否具积极前景许素工作场工作员控制范围法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势公司仅更吸引留住员工积极动更稳定处理问题适应变化
团队清楚期时工作果觉组织价值观支持更力处理困难问题
工作场文化变积极企业方行动必须工作场核心价值观致必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
26A positive work culture will give workers more satisfaction[答案]T
27Positive cultures have a lot to do with leadership vision and values[答案]T
28The direction and actions for the business must differ from the core values of the employees in order for a workplace culture to be positive[答案]F
29In competitive marketsleaders are under more and more pressure to keep a positive work culture[答案]T
30Positive work culture can be built in a short period of time[答案]F
附翻译：
26积极工作文化会工更满足感[答案]T
27积极文化领导愿景价值观关系[答案]T
28企业方行动必须员工核心价值观工作场文化变积极[答案]F
29竞争激烈市场中领导者承受着越越压力保持积极工作文化[答案]T
30积极工作文化短时间建立起[答案]F
[短文]In competitive marketsleaders are under increased pressure to maintain a positive work cultureA positive work culture cultivates greater employee satisfactiongreater employee satisfaction contributes to higher performancehigher performance impacts improved client outcomesimproved client outcomes contribute to service excellence[部资料]
Positive work cultures are built over time and need constant attentionSuch cultures are dependent on leadership vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture and is able to bring about cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations
that influence the way people work in the workplaceIt is the way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others may be unwritten rules that are not so obvious for example how personal issues are resolved with work colleagues
Many factors that influence whether a workplace has a positive outlook are within the control of people who work in a workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and retain peoplethey tend to be more stable as they proactively deal with issues and adapt to change
Teams work best when they are clear about what is expected of themThey are more able to deal with difficult issues if they feel the values of the organization are supportive of them
For a workplace culture to be positivethe direction and actions of the business must be consistent with the core values of the people in the workplaceThe people must trust each other and be able to openly express and exchange ideas
Working through these steps will help with developing a positive business culture
附翻译：
竞争激烈市场中领导者面着维持积极工作文化压力积极工作文化培养更高员工满意度更高员工满意度助提高绩效更高绩效影响改善客户成果改善客户成果助卓越服务
积极工作文化着时间推移建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化够带文化变革
工作场文化态度信念行价值观期组成态度信念行价值观期会影响工作场工作方式里做事方式
文化方面理解显易见例准时锅成文规明显例工作事解决问题
影响工作场否具积极前景许素工作场工作员控制范围法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势公司仅更吸引留住员工积极动时更稳定处理问题适应变化
团队清楚期时工作果觉组织价值观支持更力处理困难问题
工作场文化变积极企业方行动必须工作场员核心价值观保持致必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
操作提示：正确选T错误选F
1A positive work culture will give workers more satisfaction[答案]T
2Positive cultures have a lot to do with leadership vision and values[答案]T
3The direction and actions for the business must differ from the core values of the employees in order for a workplace culture to be positive[答案]F
4In competitive marketsleaders are under more and more pressure to keep a positive work culture[答案]T
5Positive work culture can be built in a short period of time[答案]F
附翻译：
1积极工作文化会工更满足感[答案]T
2积极文化领导愿景价值观关系[答案]T
3企业方行动必须员工核心价值观工作场文化变积极[答案]F
4竞争激烈市场中领导者承受着越越压力保持积极工作文化[答案]T
5积极工作文化短时间建立起[答案]F
[短文]It＇s important for a CEO to be passionate and enthusiasticbut there＇s a line of professionalism that must always be maintained[部资料]
According to a report from the technology website Venture BeatPayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn＇t have the passion to use the products they work for
According to the websitepart of the leaked letter reads：
It＇s been brought to my attention that when testing paying with mobile at Cafe 17 last weeksome of you refused to install the PayPal appand others didn＇t even remember their PayPal passwordsThat＇s unacceptable to meand the rest of my teameveryone at PayPal should use our products where availableThat＇s the only way we can make them betterand better
In closingif you are one of the folks who refused to install the PayPal app or if you can＇t remember your PayPal passworddo yourself a favorgo and find something that will connect with your heart and mind elsewhere
While not obvious at firstthe letter reveals a problem of morale and culture at PayPalAs an executiveyou certainly want your employees to use and promote your productsHoweverwhen faced with a situation where staff isn＇t embracing what they makeyou need to investigate the root of the problem not threaten
When faced with internal problemsgood executives start by asking whyThey reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix itSending out a onesided note about the problem is not leadingit＇s retreating
Leadership starts by listeningGood executives need to get out among the staff and ask questions and listen without judgment or reactionThe fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by selfreflectionAt the end of the dayif his employees have to be forced to use the apphow can he expect consumers to want to willingly pay to use it？Marcus should have focused on three questions：
●Why are you not using the app？
●What is it that we can do to ensure you use our app？
●What do you need from me？
附翻译：
CEO热情热情固然重条专业线必须始终保持[部资料]
根科技网站Venture Beat份报告PayPal首席执行官卫·马库斯(David Marcus)员工写封批评信指责没PayPal产品鼓励没热情工作产品情况离开
该网站称部分泄露信件容：
注意周Cafe 17测试移动支付时中拒绝安装PayPal应程序甚记PayPal密码团队成员说接受PayPal应该情况产品变更更唯方法
果您拒绝安装PayPal 应程序者果您记您PayPal
密码请帮忙方寻找您心灵思想联系东西
然起初明显封信揭示PayPal士气文化问题作名高然希员工推广产品然面员工接受做事情情况时需调查问题根源—威胁
面部问题时优秀高会问什开始会先联系高团队然联系全体员工找出问题根源解决问题发出片面说明领先退
领导力始倾听优秀理员需走出员工队伍提出问题倾听做出判断反应公司员工接受产品事实领导力失败马库斯需通反省解决根结底果员工迫款应指消费者愿意付费？马库斯应该关注三问题：
●什应程序？
●做什确保您应程序？
●需什？
操作提示：正确选T错误选F
1A CEO only needs to be passionate and enthusiastic[答案]F
2It is not professional that PayPal CEO blames his employees not to use PayPal or forget PayPal passwords[答案]T
3A onesided note refers to the root of PayPal＇s problem[答案]F
4When faced with internal problemsgood executives find the root of a problem in their executive team first[答案]T
5Good executives need to give feedback immediately when they are listening to the staff[答案]F
附翻译：
1CEO需热情热情[答案]F
2PayPal CEO责备员工PayPal忘记PayPal密码专业[回答]T
3片面说明PayPal问题根源[回答]F
4面部问题时优秀高首先会高团队中找问题根源[答案]T
5优秀倾听员工意见时需立出反馈[答案]F
[短文]It＇s no secret that good leaders are also good communicatorsIndeedcommunication and leadership are inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible and authentic way？Here are 5essential communication practices of effective leaders：[2021年1月试题]
1Mind the saydo gapTrust is the bedrock of effective leadership—your behavior is your single greatest mode of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a restoring up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean in as few words as possible
3Find your own voiceUse language that＇s distinctly your ownlet your values come through in your communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect realpeople follow real
4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice to voiceand interact with them in a real
substantial wayIn today＇s environmentwhere people are often burned outit＇s important for employees to have a personal connection with you and the work you believe inShow the people that work for you that you＇re engaged and that you care about them and their work
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附翻译：
领导者沟通者已什秘密事实沟通领导力密分果清晰信真实方式进行沟通激励启发引导？里5基沟通实践效领导者：
1注意说做差距信效领导基石—行唯沟通方式必须说致果行动言辞致未解决麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握采取行动重弄清楚想说什注意技术术语避免业务说话增加复杂性少词说出意思
3找声音明显属语言价值观交流中体现出正确语言语法然重口分专注口专注众真实真实尊重真实追真实
4见性见性关键利益相关者解谁关心什躲电脑面进行电子互动—面面语音语音真实实质性方式互动常精疲力竭环境中员工您您相信工作建立联系非常重您工作展示您参您关心工作
5眼睛耳朵倾听效沟通双程领导知道提出问题然眼睛耳朵倾听耳朵处权威位置愿意直接表达真实意见会总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention[答案]F
28Using technical jargon makes a leader convincing[答案]F
29Communicating sincerely is always the best[答案]T
30Observation is as important as communication when you want to know what people really think[答案]T
附翻译：
26沟通领导总齐头进[答案]F
27误解领导者意图时会出现saydo gap[答案]F
28技术术语领导者说服力[答案]F
29真诚沟通永远[答案]T
30想知道真实想法时观察交流样重[答案]T
[短文]It＇s no secret that good leaders are also good communicatorsIndeedcommunication and leadership are inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible and authentic way？Here are 5essential communication practices of effective leaders：[2020年1月试题]
1Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a restoring up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean in as few words as possible
3Find your own voiceUse language that＇s distinctly your ownlet your values come through in your communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect realpeople follow real
4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned outit＇s important for employees to have a personal connection with you and the work you believe inShow the people that work for you that you＇re engaged and that you care about them and their work
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附翻译：
领导者沟通者已什秘密事实沟通领导力密分果清晰信真实方式进行沟通激励启发引导？里5基沟通实践效领导者：
1注意说做差距信效领导基石——行唯沟通方式必须说致果行动言辞致未解决麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握采取行动重弄清楚想说什注意技术术语避免业务说话增加复杂性少词说出意思
3找声音明显属语言价值观交流中体现出正确语言语法然重口分专注口专注众真实真实尊重真实追真实
4见性见性关键利益相关者解谁关心什躲电脑面进行电子互动—面面语音语音真实实质性方式互动常精疲力竭环境中员工您您相信工作建立联系非常重您工作展示您参您关心工作
5眼睛耳朵倾听效沟通双程领导者知道提出问题然眼睛耳朵倾听处权威位置愿意直接表达真实意见会总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention[答案]F
28Using technical jargon makes a leader convincing[答案]F
29Communicating sincerely is always the best[答案]T
30Observation is as important as communication when you want to know what people really think[答案]T
附翻译：
26沟通领导总齐头进[答案]F
27误解领导者意图时会出现saydo gap[答案]F
28技术术语领导者说服力[答案]F
29真诚沟通永远[答案]T
30想知道真实想法时观察交流样重[答案]T
[短文]It＇s no secret that good leaders are also good communicatorsIndeedcommunication and leadership are inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible and authentic way？Here are 5 essential communication practices of effective leaders：[2019年1月试题]
(1)Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a restoring up trouble for the future
(2)Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean in as few words as possible
(3)Find your own voiceUse language that＇s distinctly your ownlet your values come through in your communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect realpeople follow real
(4)Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned outit＇s important for employees to have a personal connection with you and the work you believe inShow the people that work for you that you＇re engaged and that you care about them and their work
(5)Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附翻译：
领导者沟通者已什秘密事实沟通领导力密分果清晰信真实方式进行沟通激励启发引导？里5基沟通实践效领导者：
(1)注意说做差距信效领导基石—行唯沟通方式必须说致果行动言辞致未恢复麻烦
(2)化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握采取行动重明确想说话注意技术术语避免业务说话增加复杂性少词说出意思
(3)找声音明显属语言价值观交流中体现出正确语言语法然重口分专注口集中注意力真实尊重真实追真实
(4)见性见性您关键利益相关者解您谁您关心什躲电脑面进行电子互动—面面语音语音真实实质性方式互动常精疲力竭环境中员工您您相信工作建立联系非常重您工作展示您重新订婚关心工作
(5)眼睛耳朵倾听效沟通双程领导者知道提出问题然眼睛耳朵倾听处权威愿意直接表达真实意见会总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention[答案]F
28Using technical jargon makes a leader convincing[答案]F
29Communicating sincerely is always the best[答案]T
30Observation is as important as communication when you want to know what people really think[答案]T
附翻译：
26沟通领导总齐头进[答案]F
27误解领导者意图时会出现saydo gap[答案]F
28技术术语领导者说服力[答案]F
29真诚沟通永远[答案]T
30想知道真实想法时观察交流样重[答案]T
[短文]It＇s no secret that good leaders are also good communicatorsIndeedcommunication and leadership are inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible and authentic way？Here are 5 essential communication practices of effective leaders：[2019年1月试题]
1Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou are storing up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to saylook out for technical jargon and avoid business speakwhich add complexitySay what you mean in as few words as possible
3Find your own voiceUse language that＇s distinctly your ownlet your values come through in your communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect realpeople follow real
4Be visible Visibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned outit＇s important for employees to have a personal connection with you and the work you believe inShow the people that work for you that you＇re engaged and that you care about them and their work
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a position of authorityothers may be reluctant to express their real opinions to you directlyYou won＇t always get direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附翻译：
领导者沟通者已什秘密事实沟通领导力密分果清晰信真实方式进行沟通激励启发引导？里5基沟通实践效领导者：
1注意说做差距信效领导基石—行唯沟通方式必须说致果行言辞致积蓄麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握采取行动重澄清想说话注意技术术语避免业务说话
增加复杂性少词说出意思
3找声音明显属语言价值观交流中体现出正确语言语法然重口分专注口专注独特真实想真实尊重真实遵循真实
4见性见性您关键利益相关者解您谁您关心什躲电脑面进行电子交互—面面语音语音进行交互真实实质性方式起常精疲力竭环境中员工您您相信工作建立联系非常重您工作展示您敬业度关心工作
5眼睛耳朵倾听效沟通双程领导者知道提出问题然眼睛耳朵倾听处权威位置愿意直接您表达真实意见您会总直接反馈您需够阅读字里行间寻找非语言暗示
操作提示：正确选T错误选F
1Communication and leadership don＇t always go hand in hand[答案]F
2The saydo gap happens when people misunderstand their leader＇s intention[答案]F
3Using technical jargon makes a leader convincing[答案]F
4Communicating sincerely is always the best[答案]T
5Observation is as important as communication when you want to know what people really think[答案]T
附翻译：
1沟通领导力总齐头进[答案]F
2误解领导者意图时会出现saydo gap[答案]F
3技术术语领导者说服力[答案]F
4真诚沟通永远[答案]T
5想知道真实想法时观察交流样重[答案]T
[短文]Nokia executives attempted to explain its fall from the top of the smart phone pyramid with three factors：1) that Nokia was technically inferior to Apple2) that the company was complacent and 3) that its leaders didn＇t see the disruptive iPhone coming[2019年7月试题]
It has also been argued that it was none of the aboveNokia lost the smart phone battle because of divergent shared fears among the company＇s middle and top managers which led to companywide inertia that left it powerless to respond to Apple＇s game
Based on the findings of an indepth investigation and 76 interviews with top and middle managersengineers and external expertsthe researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth
The fear that froze the company came from two placesFirstthe company＇s top managers had a terrifying reputationSome members of Nokia＇s board and top management were described as extremely temperamental and they regularly shouted at people at the top of their lungsIt was very difficult to tell them things they didn＇t want to hearSecondlytop managers were afraid of the external environment and not meeting their quarterly targetswhich also impacted how they treated middle managers
Top managers thus made middle managers afraid of disappointing themMiddle managers were told that they were not ambitious enough to meet top managers＇ goals
Fearing the reactions of top managersmiddle managers remained silent or provided optimisticfiltered informationThusmiddle managers directly lied to top management
Worsea culture of status inside Nokia made everyone want to hold onto vested power for fear of resources being allocated elsewhere if they delivered bad news or showed that they were not bold or ambitious enough to undertake challenging assignments
Beyond verbal pressuretop managers also applied pressure for faster performance in personnel selectionThis led middle managers to over promise and under deliverOne middle manager told us thatyou can get resources by promising something earlieror promising a lotIt＇s sales work
While modest fear might be healthy for motivationabusing it can be like overusing a drugwhich risks generating harmful side effectsTo reduce this riskleaders should coordinate with the varied emotions of the staffNokia＇s top managers should have encouraged safe dialogueinternal coordination and feedback to understand the true emotion in the organization
附翻译：
诺基亚高试图三素解释智手机金字塔顶端跌落原：1)诺基亚技术苹果2)公司满3)领导者没颠覆性 iPhone
认诺基亚输掉智手机战公司中层高层理员间存担忧导致公司范围惰性力应苹果游戏
根深入调查高层中层理员工程师外部专家76次采访结果研究员发现气质型领导造成恐惧文化受惊中层理员害怕说真话
冻结公司恐惧两方面首先公司高层理员声名狼藉诺基亚董事会高层理员成员描述极端脾气暴躁常喊想听事情难告诉次高层理员害怕外部环境法完成季度目标影响中层理员方式
高层理者中层理者害怕失中层理者告知没足够野心实现高层理者目标
害怕高层反应中层理者保持沉默提供乐观滤信息中层理者直接高层撒谎
更糟糕诺基亚部位文化想保持权力果传递坏消息表明没足够胆量雄心承担具挑战性务害怕资源分配方
口头压力高层理员施加压力求员选拔中提高绩效导致中层理员度承诺交付足位中层理员告诉通提前承诺承诺获资源销售工作
然适度恐惧动机益滥度药物样产生害副作风险降低种风险领导者应该协调员工情绪诺基亚高层理员应该鼓励安全话部协调反馈解组织中真实情绪
26Nokia lost the smart phone battle because its technology is not as good as that of Apple[答案]F
27Nokia＇s middle managers were frank to tell the truthbut the top ones didn＇t listen to them[答案]F
28Nokia＇s top managers were too moody to hear anything good but harsh[答案]T
29Middle managers in Nokia delivered results more than they promised earlier[答案]F
30Nokia＇s top managers should have had better conversation techniques to encourage internal coordination and truth[答案]T
附翻译：
26诺基亚智手机战中输技术苹果[答案]F
27诺基亚中层理员坦诚讲真话高层听[回答]F
28Nokia 高层理员喜怒常刺耳外什听见[回答]T
29诺基亚中层理员交付结果前承诺[答案]F
30诺基亚高层理员应该更谈话技巧鼓励部协调真实[答案]T
[短文]Nokia executives attempted to explain its fall from the top of the smart phone pyramid with three factors：1)that Nokia was technically inferior to Apple2)that the company was complacent and3)that its leaders didn＇t see the disruptive iPhone coming[2019年7月试题]
It has also been argued that it was none of the aboveNokia lost the smartphone battle because of divergent shared fears among the company＇s middle and top managers which led to companywide inertia that left it powerless to respond to Apple＇s game
Based on the findings of an indepth investigation and 76 interviews with top and middle managersengineers and external expertsthe researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth
The fear that froze the company came from two placesFirstthe company＇s top managers had a terrifying reputationSome members of Nokia＇s board and top management were described as extremely temperamental and they regularly shouted at people at the top of their lungsIt was very difficult to tell them things they didn＇t want to hearSecondlytop managers were afraid of the external environment and not meeting their quarterly targetswhich also impacted how they treated middle managers
Top managers thus made middle managers afraid of disappointing themMiddle managers were told that they were not ambitious enough to meet top managers＇ goals
Fearing the reactions of top managersmiddle managers remained silent or provided optimisticfiltered informationThusmiddle managers directly lied to top management
Worsea culture of status inside Nokia made everyone want to hold onto vested power for fear of resources being allocated elsewhere if they delivered bad news or showed that they were not bold or ambitious enough to undertake challenging assignments
Beyond verbal pressuretop managers also applied pressure for faster performance in personnel selectionThis led middle managers to over promise and under deliverOne middle manager told us that you can get resources by promising something earlieror promising a lotIt＇s sales work
While modest fear might be healthy for motivationabusing it can be like overusing a drugwhich risks generating harmful side effectsTo reduce this riskleaders should coordinate with the varied emotions of the staffNokia＇s top managers should have encouraged safe dialogueinternal coordination and feedback to understand the true emotion in the organization
附翻译：
诺基亚高试图三素解释智手机金字塔顶端堕落：1)诺基亚技术苹果2)公司满3)领导者没颠覆性 iPhone
认诺基亚输掉智手机战公司中高层理员间存担忧导致公司范围惰性力应苹果游戏
根深入调查高层中层理员工程师外部专家76次采访结果研究员发现气质型领导造成恐惧文化受惊中层理员害怕说真话
冻结公司恐惧两方面首先公司高层理员声名狼藉诺基亚董事会高层理员成员描述非常脾气暴躁常喊想听话难告诉次高层理者害怕外部环境没完成季度目标影响中层理者方式
高层理者中层理者害怕失中层理者告知没足够野心实现高层理者目标
害怕高层反应中层理者保持沉默提供乐观滤信息中层理者直接高层撒谎
更糟糕诺基亚部位文化想保持权力果传递坏消息表明没足够胆量雄心承担具挑战性务害怕资源分配方
口头压力高层理员施加压力求员选拔中提高绩效导致中层理员度承诺交付足位中层理员告诉通提前承诺承诺获资源销售工作
然适度恐惧动机益滥度药物样产生害副作风险降低种风险领导者应该协调员工情绪诺基亚高层理员应该鼓励安全话部协调反馈解组织中真实情绪
操作提示：正确选T错误选F
1Nokia lost the smartphone battle because its technology is not as good as that of Apple[答案]F
2Nokia＇s middle managers were frank to tell the truthbut the top ones didn＇t listen to them[答案]F
3Nokia＇s top managers were too moody to hear anything good but harsh[答案]T
4Middle managers in Nokia delivered results more than they promised earlier[答案]F
5Nokia＇s top managers should have had better conversation techniques to encourage internal coordination and truth[答案]T
附翻译：
1诺基亚智手机战中输技术苹果[答案]F
2诺基亚中层老实说实话高层听[回答]F
3诺基亚高层理员喜怒常听出听东西刺耳[回答]T
4诺基亚中层理员交付结果前承诺[答案]F
5诺基亚高层理员应该更谈话技巧鼓励部协调真实[答案]T
[短文]Performance management aims to acknowledge employee achievementssupport their personal and professional developmentand motivate and empower them to perform their work effectivelyPerformance management helps employees to develop their understandingknowledge and skills so that they can contribute to the achievement of the enterprise＇s goals and gain personal and job satisfactionIt is a vital part of any quality human resource system[部资料]
Every enterprise wants and should expect high performance from each employeeThe elements of a competencybased performance management system willif implemented wellenable high performance which will define enterprise and personal successUsing performance management processesan enterprise can be better placed to meet competitive challengesThis is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the educationtraining and feedback required by employees
●holding each person accountable for their results
The key to the performance management process isperformance appraisal＇Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standardsIt is a systematic process of feedback on an employee＇s work performanceand agreement to future training plansjob goals and job aspirations
To be effectivea performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goalsUnits of competency provide a very effective tool for setting benchmarks or criteria for work performanceThe performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review
附翻译：
绩效理旨认员工成支持职业发展激励授权效完成工作绩效理帮助员工发展理解知识技实现企业目标做出贡献获工作满足感优质力资源系统重组成部分
企业希应该期位员工取高绩效基力绩效理系统素果实施实现高绩效定义企业成功绩效理流程企业更定位迎接竞争挑战通方式完成：
●识关键位置
●确定职位重力
●提供员工需教育培训反馈
●结果负责
绩效理程关键绩效评估绩效评估根组预定标准员工工作表现进行评估员工工作绩效系统反馈程意未培训计划工作目标工作愿
效绩效评估需套商定标准作反馈设定未目标基础力单元设定工作绩效基准标准提供非常效工具绩效标准力单位力作绩效评估审查中进行评估措施
操作提示：正确选T错误选F
1Performance management is a very important part of any quality human resource system[答案]T
2The aim of performance management is to punish the unqualified employees[答案]F
3An enterprise can be better placed to meet competitive challenges by providing the educationtraining and feedback required by employeesfor example[答案]T
4Every enterprise can expect high performance from each employee[答案]F
5Performance management is also called performance appraisal[答案]F
附翻译：
1绩效理质量力资源系统中非常重部分[答案]T
2绩效理目惩罚合格员工[答案]F
3企业通提供员工需教育培训反馈更应竞争挑战例[答案]T
4企业期员工高绩效[答案]F
5绩效理绩效考核[答案]F
[短文]When Jack Welchthe Chairman and CEO at General Electric(GE)retired in 2001he could look back at a very successful careerHe became CEOin1981at the age of 45At that timeGE had a very complex organizational structure with considerably bureaucratic rules[2020年7月试题]
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1or2in the irrespective areasIf this was not the casemanagers had the options of fixing the problemselling their particular businessor closing itIn an effort to streamline the organizationWelch removed the sector level and eliminated thousands of salaried and hourly employee positions
The restructuring was followed by changing the organizational culture and the managerial styles of GE＇s managersOne such program was the WorkOut(群策群力)Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the meetingsthe superior presented the challenges for his or her organizational unitThen the superior had to leaverequesting the groups to find solutions to the problemsFacilitators(会议持)helped these discussionsOn the last daythe superior was presented with proposed solutionsHe or she then had three choices：to accept the proposalnot to accept itor to collect more informationThis process put great pressure on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other companies how they obtained customer satisfaction
how they related to their suppliersand in what ways they developed new productsThis helped the GE people to focus on the processes in their operations that would improve the company＇s performance
Jack Welch was personally involved in developing managers at GE＇s training center in CrotonvilleLeadersWelch suggestedare not only those who achieve results but also those who share the values of the company
附翻译：
2001年通电气(GE)董事长兼CEO杰克·韦尔奇退休职业生涯说非常成功1981年45岁成CEO时通电气组织结构非常复杂官僚作风相严重
第变化启动战略制定程指导方针业务领域应该第第二果样理选择解决问题出售特定业务者关闭精简组织韦尔奇取消部门级取消数千带薪时工职位
重组GE理员组织文化理方式发生变化中项目WorkOut(群策群力)期三天会议组理员齐聚堂公开分享观点会议级组织单位提出挑战然级离开求组找解决问题方法持(会议持)帮助讨天级出现提出解决方案然三选择：接受建议接受建议收集更信息程级做出决定压力
提高效性效率计划佳实践目公司学获客户满意度供应商建立联系种方式开发新产品助GE员专注操作程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领导者仅取成果分享公司价值观
26Jack Welch retired at the age of 65[答案]T
27Jack Welch insisted that each of the businesses should beat least number 3in their respective area[答案]F
28If the business could not meet Welch＇s change requirementsits manager had 3choices[答案]T
29The restructuring went before changing the organizational culture and the managerial styles of GE＇s managers[答案]T
30The Work Outlasted a week[答案]F
附翻译：
26杰克·韦尔奇65岁退休[答案]T
27杰克·韦尔奇坚持认企业应该领域中击败少第三名[答案]F
28果业务满足韦尔奇变更求理3选择[答案]T
29重组改变GE理员组织文化理风格前进行[答案]T
30工作超周[答案]F
[短文]When Jack Welchthe Chairman and CEO at General Electric(GE) retired in 2001he could look back at a very successful careerHe became CEOin1981at the age of 45At that timeGE had a very complex organizational structure with considerably bureaucratic rules[2018年1月试题]
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number lor2in the irrespective areasIf this was not the casemanagers had the options of fixing the problemselling their particular businessor closing itIn an effort to streamline the organizationWelch removed the sector level and eliminated thousands of salaried and hourly employee positions
The restructuring was followed by changing the organizational culture and the managerial styles of GE＇s managersOne such program was the WorkOut(群策群力)
Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the meetingsthe superior presented the challenges for his or her organizational unitThen the superior had to leaverequesting the groups to find solutions to the problemsFacilitators(会议持) helped these discussionsOn the last daythe superior was presented with proposed solutionsHe or she then had three choices：to accept the proposalnot to accept itor to collect more informationThis process put great pressure on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other companies how they obtained customer satisfactionhow they related to their suppliersand in what ways they developed new productsThis helped the GE people to focus on the processes in their operations that would improve the company＇s performance
Jack Welch was personally involved in developing managers at GE＇s training center in CrotonvilleLeadersWelch suggestedare not only those who achieve results but also those who share the values of the company
附翻译：
2001年通电气(GE)董事长兼CEO杰克·韦尔奇退休职业生涯说非常成功1981年45岁成CEO时通电气组织结构非常复杂官僚义相严重
第变化启动战略制定程指导方针业务领域应该第第二果样理选择解决问题出售特定业务者关闭精简组织韦尔奇取消部门级取消数千带薪时工职位
重组GE 理员组织文化理风格发生变化中项目群策群力
期三天会议理聚集起公开分享观点会议开始时级提出组织单位挑战然级离开求组找解决问题方法问题持(会议持)帮助讨天级提出解决方案然三选择：接受建议接受建议收集更信息流程级决策带压力
提高效性效率计划佳实践目公司学获客户满意度供应商建立联系种方式开发新产品助GE员专注操作程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领导者仅取成果分享公司价值观
26Jack Welch retired at the age of 65[答案]T
27Jack Welch insisted that each of the businesses should beat least number 3in their respective area[答案]F
28If the business could not meet Welch＇s change requirementsits manager had 3 choices[答案]T
29The restructuring went before changing the organizational culture and the managerial styles of GE＇s managers[答案]T
30The Work Outlasted a week[答案]F
附翻译：
26杰克·韦尔奇65岁退休[答案]T
27杰克·韦尔奇坚持认企业应该领域中击败少第三名[答案]F
28果业务满足韦尔奇变更求理3选择[答案]T
29重组改变GE理员组织文化理风格前进行[答案]T
30工作超周[答案]F
[短文]When Jack Welchthe Chairman and CEO at General Electric(GE)retired in 2001he could look back at a very successful careerHe became CEOin1981at the age of 45At that timeGE had a very complex organizational structure with considerably bureaucratic rules[2018年1月试题]
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areasIf this was not the casemanagers had the options of fixing the problemselling their particular businessor closing itIn an effort to streamline the organizationWelch removed the sector level and eliminated thousands of salaried and hourly employee positions
The restructuring was followed by changing the organizational culture and the managerial styles of GE＇s managersOne such program was the WorkOut(群策群力)Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the meetingsthe superior presented the challenges for his or her organizational unitThen the superior had to leaverequesting the groups to find solutions to the problemsFacilitators(会议持)helped these discussionsOn the last daythe superior was presented with proposed solutionsHe or she then had three choices： to accept the proposalnot to accept itor to collect more informationThis process put great pressure on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other companies how they obtained customer satisfactionhow they related to their suppliersand in what ways they developed new productsThis helped the GE people to focus on the processes in their operations that would improve the company＇s performance
Jack Welch was personally involved in developing managers at GE＇s training center in CrotonvilleLeadersWelch suggestedare not only those who achieve results but also those who share the values of the company
附翻译：
2001年通电气(GE)董事长兼CEO杰克·韦尔奇退休职业生涯说非常成功1981年45岁成CEO时通电气组织结构非常复杂官僚义严重
第变化启动战略制定程指导方针企业应该领域中排名第第二果样理选择解决问题出售特定业务业务关闭精简组织韦尔奇取消部门级取消数千受薪时工职位
重组GE理员组织文化理方式发生变化中项目WorkOut(群策群力)期三天会议组理聚集起公开分享观点会议级组织单位提出挑战然级离开求组找解决问题方法持(会议持)帮助讨天级出现提出解决方案然三种选择：接受建议接受建议收集更信息程级做出决定压力
提高效性效率计划佳实践目公司学获客户满意度供应商建立联系开发新产品方式助GE员专注操作程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领导者仅取成果分享公司价值观
操作提示：正确选T错误选F
1Jack Welch retired at the age of 65[答案]T
2Jack Welch insisted that each of the businesses should be at least number 3 in their respective area[答案]F
3If the business could not meet Welch＇s change requirementsits manager had 3choices[答案]T
4The restructuring went before changing the organizational culture and the managerial styles of GE＇s managers[答案]T
5The Work Out lasted a week[答案]F
附翻译：
1杰克·韦尔奇65岁退休[回答]T
2Jack Welch 坚持认企业应该领域中少排名第三[答案]F
3果业务满足韦尔奇变更求理3选择[答案]T
4重组先改变GE理者组织文化理风格[答案]T
5工作超周[答案]F
[短文]When you think of team buildingdo you immediately picture your group off at a resort playing games or hanging from ropes？Traditionallymany organizations approach team building in this way butthenthey wonder why that wonderful sense of teamwork that has been displayed at the retreat or the seminar fails to impact longterm beliefs and actions back at work[2021年7月试题]
I＇m not averse to retreatsplanning sessionsseminars and team building activitiesin fact I lead thembut they have to form part of a much larger teamwork effortYou will not build teamwork byretreatingas a group for a couple of days each yearinstead you need to think of team building as something you do every single day
●Form teams to solve real work issues and to improve real work processesProvide training in systematic methods so the team expends its energy on the projectnot on trying to workout how to work together as a team to approach the problem
●Hold department meetings to review projects and progressto obtain broad inputand to coordinate shared work processesIf there is friction between team membersexamine the work processes they mutually ownthe problem is not usually their personalitiesinsteadit is often the fact that the team members haven＇t agreed on how they will deliver a product or serviceor the steps required to get something done
●Build fun and shared occasions into the organization＇s agendahold potluck lunchestake the team to a sporting eventsponsor dinner sat a local restaurantgo hiking or go to an amusement parkHold a monthly company meetingsponsor sports teams and encourage cheering team fans
●Use icebreakers and teamwork exercises at meetingsthese help team members get to know each othershare details about each other＇s livesand have a laugh together
●Celebrate team successes publiclyThere are many ways you could do thisfor instance by buying everyone the same Tshirt or hatputting team member names in a draw for company merchandise and gift certificatesThe only thing limiting you is your imagination
If you do the types of teamwork building listed aboveyou＇ll be amazed at the progress you will make in creating a teamwork culturea culture that enables individuals to contribute more than they ever thought possibletogether
附翻译：
您想团队建设时您否会立想象您团队度假村玩游戏悬挂绳索？传统许组织种方式进行团队建设想知道什会表现出种美妙团队合作意识静修研讨会未影响工作中长期信念行动
反静修计划会议研讨会团队建设活动—事实领导—必须成更团队合作部分会通作团体撤退建立团队合作年
天您需团队建设视您天做事情
●组建团队解决实际工作问题改进实际工作流程提供系统方法培训团队精力放项目试图锻炼作团队起工作解决问题
●召开部门会议审查项目进度获广泛意见协调享工作流程果团队成员间存摩擦检查拥工作流程—问题通常性格通常团队成员没交付产品服务完成某事需步骤达成致
●趣享场合纳入组织议程—举办便餐午餐带团队参加体育赛事赞助餐厅进晚餐远足游乐园月举行次公司会议赞助运动队鼓励欢呼球队球迷
●会议破冰活动团队合作练—助团队成员相互解分享彼生活细节起开怀笑
●公开庆祝团队成功方法做点例买样T恤帽子抽出团队成员名字作公司商品礼券唯限制想象力
果您进行述类型团队建设您会惊讶您创建团队合作文化方面取进步种文化够做出想象更贡献
26Team building event is traditionally related to playing games at resort[答案]T
27The author claims that playing games together is as important as forming teams to solve real work issues and to improve real work processes for team building[答案]F
28Retreatin the first paragraph means withdrawal of troops after a defeat[答案]F
29Ice breaking motivates team members to compete with each other[答案]F
30A good teamwork culture enables individuals to make more efforts together[答案]T
附翻译：
26团队建设活动传统度假村玩游戏关[回答]T
27作者声称起玩游戏组建团队解决实际工作问题改进团队建设实际工作流程样重[答案]F
28第段中撤退指战败撤军[答案]F
29破冰激励团队成员相互竞争[答案]F
30良团队合作文化够做出更努力[答案]T
[短文]When you think of team buildingdo you immediately picture your group off at a resort playing games or hanging from ropes？Traditionallymany organizations approach team building in this way butthenthey wonder why that wonderful sense of teamwork that has been displayed at the retreat or the seminar fails to impact longterm beliefs and actions back at work[部资料]
I＇m not averse to retreatsplanning sessionsseminars and team building activitiesin fact I lead thembut they have to form part of a much larger teamwork effortYou will not build teamwork by retreating as a group for a couple of days each yearinstead you need to think of team building as something you do every single day
●Form teams to solve real work issues and to improve real work processesProvide training in systematic methods so the team expends its energy on the projectnot on trying to work out how to work together as a team to approach the problem
●Hold department meetings to review projects and progressto obtain broad inputand to coordinate shared work processesIf there is friction between team membersexamine the work processes they mutually ownthe problem is not usually their personalitiesinsteadit is often the fact that the team members haven＇t agreed on how they will deliver a product or serviceor the steps required to get something done
●Build fun and shared occasions into the organization＇s agendahold pot luck lunchestake the team to a sporting eventsponsor dinners at a local restaurantgo hiking or go to an amusement parkHold a monthly company meetingsponsor sports teams and encourage cheering team fans
●Use ice breakers and teamwork exercises at meetingsthese help team members get to know each othershare details about each others livesand have a laugh together
●Celebrate team successes publiclyThere are many ways you could do thisfor instance by buying everyone the same Tshirt or hatputting team member names in a draw for company merchandise and gift certificatesThe only thing limiting you is your imagination
If you do the types of teamwork building listed aboveyou＇ll be amazed at the progress you will make in creating a teamwork culturea culture that enables individuals to contribute more than they ever thought possibletogether
附翻译：
您想团队建设时您否会立想象您团队度假村玩游戏悬挂绳索？传统许组织种方式进行团队建设想知道什会表现出种美妙团队合作意识务虚会研讨会未影响工作中长期信念行动
反撤退计划会议研讨会团队建设活动—事实领导—必须成更团队合作部分会通作团队撤退建立团队合作年天相反您需团队建设视您天做事情
● 组建团队解决实际工作问题改进实际工作流程提供系统方法培训团队精力投入项目试图解决作团队起工作解决问题
●召开部门会议审查项目进度获广泛意见协调享工作流程果团队成员间存摩擦检查拥工作流程—问题通常性格通常团队成员尚未交付产品服务完成某事需步骤达成致
●趣享场合纳入组织议程—举办便餐午餐带团队参加体育赛事赞助餐厅晚宴远足游乐园月举行次公司会议赞助运动队鼓励欢呼队球迷
●会议中破冰团队合作练—助团队成员相互解分享彼生活细节起开怀笑
●公开庆祝团队成功方法做点例买样T恤帽子团队成员名字放公司商品礼券抽奖中唯限制想象力
果您进行述类型团队合作建设您会惊讶您创建团队合作文化方面取进步种文化够做出想象更贡献
操作提示：正确选T错误选F
1Team building event is traditionally related to playing games at resort[答案]T
2The author claims that playing games together is as important as form teams to solve real work issues and to improve real work processes for team building[答案]F
3Retreat in the first paragraph means withdrawal of troops after a defeat[答案]F
4Ice breaking motivates team members compete with each other[答案]F
5A good teamwork culture enables individuals make more efforts together[答案]T
附翻译：
1团队建设活动传统度假村玩游戏关[回答]T
2作者声称起玩游戏解决实际工作问题改进团队建设实际工作流程组建团队样重[答案]F
3第段中撤退指战败撤军[答案]F
4破冰激励团队成员相互竞争[答案]F
5良团队合作文化更加努力[答案]T
文档香网(httpswwwxiangdangnet)户传
《香当网》用户分享的内容，不代表《香当网》观点或立场，请自行判断内容的真实性和可靠性！
该内容是文档的文本内容，更好的格式请下载文档
说明：更新2021年7月试题根试题首字母音序查找试题答案
[短文]A strategic plan is not the end goal of the strategic planning processit is the framework for successfully implementing a strategyUntil a strategic plan is put into effectit has no real value[部资料]
There are several keys to successful implementationFirstpeople directly involved in executing the strategy must be included in the planning processStrategic planning is no longer a topdown directiveWithout the input and feedback of the people responsible for executing on the strategya seemingly solid strategy is likely to fall apart when implementation is attempted
The next key to successful implementation is clearly communicating the strategy to the whole companyThe communication should ensure that everyone in the company understands and accepts the strategy as the best path forwardand not simply the leadership＇s latest ideaWithout clear communicationemployees lack a sense of ownership and clarity of purposeWhen a strategy is not understood or embracedit usually results in misunderstanding and uneven commitments to implementation
Another key to the successful execution of a strategic plan is the clear and straightforward description of the plan and its operationsEven the most brilliant strategy faces failure if it cannot be explained clearly and concisely
附翻译：
战略规划战略规划程终目标—成功实施战略框架战略规划实施前没真正价值
成功实施关键首先必须直接参执行战略纳入规划程战略规划指令没负责执行战略投入反馈 似策略尝试实施时分崩离析
成功实施关键战略清晰传达整公司沟通应该确保公司中理解接受战略作前进佳途径仅仅领导层新想法没清晰沟通员工缺乏种翁意识明确目战略理解接受时通常会导致误解实施承诺衡
成功执行战略计划关键计划运作清晰直截描述果清晰简洁解释出色战略会面失败
操作提示：正确选T错误选F
1The final goal of the strategic planning process is a strategic plan[答案]F
2A strategic plan is valuable if it is executed[答案]T
3There are four keys to successful implementation[答案]F
4A good strategy is likely to fall apart if without the input and feedback of the people responsible for executing on the strategy[答案]T
5Leadership＇s idea determines all[答案]F
附翻译：
1战略规划程终目标战略规划[答案]F
2果执行战略计划价值[回答]T
3成功实施四关键[答案]F
4果没负责执行战略员投入反馈战略会分崩离析[回答]T
5领导理念决定切[答案]F
[短文]In competitive marketsleaders are under increased pressure to maintain a
positive work cultureA positive work culture cultivates greater employee satisfactiongreater employee satisfaction contributes to higher performancehigher performance impacts improved client outcomesimproved client outcomes contribute to service excellence[部资料]
Positive work cultures are built overtime and need constant attentionSuch cultures are dependent on leadership vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture an disable to bring about cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations that influence the way people work in the workplaceIt isthe way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others maybeunwritten rulesthat are not so obvious for example how personal issues are resolved with work colleagues
Many factors that influence whether a workplace has a positive outlook are within the control of people who work in a workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and retain peoplethey tend to be more stable as they proactively deal with issues and adapt to change
Teams work best when they are clear about what is expected of themThey are more able to deal with difficult issues if they feel the values of the organization are supportive of them
For a workplace culture to be positivethe direction and actions of the business must be consistent with the core values of the people in the workplaceThe people must trust each other and be able to openly express and exchange ideas
Working through these steps will help with developing a positive business culture
附翻译：
竞争激烈市场中领导者面着维持积极工作文化压力积极工作文化培养更高员工满意度更高员工满意度助提高绩效更高绩效影响改善客户成果改善客户成果助卓越服务
积极工作文化加班建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化鼓励残疾带文化变革
工作场文化态度信念行价值观期组成态度信念行价值观期会影响工作场工作方式里做事方式
文化方面众周知显易见例准时锅成文规明显例事解决问题
影响工作场否具积极前景许素工作场工作员控制范围法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势公司仅更吸引留住员工积极动更稳定处理问题适应变化
团队清楚期时工作果觉组织价值观支持
更力处理困难问题
工作场文化变积极企业方行动必须工作场核心价值观致必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
26A positive work culture will give workers more satisfaction[答案]T
27Positive cultures have a lot to do with leadership vision and values[答案]T
28The direction and actions for the business must differ from the core values of the employees in order for a workplace culture to be positive[答案]F
29In competitive marketsleaders are under more and more pressure to keep a positive work culture[答案]T
30Positive work culture can be built in a short period of time[答案]F
附翻译：
26积极工作文化会工更满足感[答案]T
27积极文化领导愿景价值观关系[答案]T
28企业方行动必须员工核心价值观工作场文化变积极[答案]F
29竞争激烈市场中领导者承受着越越压力保持积极工作文化[答案]T
30积极工作文化短时间建立起[答案]F
[短文]In competitive marketsleaders are under increased pressure to maintain a positive work cultureA positive work culture cultivates greater employee satisfactiongreater employee satisfaction contributes to higher performancehigher performance impacts improved client outcomesimproved client outcomes contribute to service excellence[2018年7月试题]
Positive work cultures are built overtime and need constant attentionSuch cultures are dependent on leadership vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture an disable to bring about cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations that influence the way people work in the workplaceIt isthe way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others maybeunwritten rulesthat are not so obvious for example how personal issues are resolved with work colleagues
Many factors that influence whether a workplace has a positive outlook are within the control of people who work in a workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and retain peoplethey tend to be more stable as they proactively deal with issues and adapt to change
Teams work best when they are clear about what is expected of themThey are more able to deal with difficult issues if they feel the values of the organization are supportive of them
For a workplace culture to be positivethe direction and actions of the business must be consistent with the core values of the people in the workplaceThe people must trust each other and be able to openly express and exchange ideas
Working through these steps will help with developing a positive business culture
附翻译：
竞争激烈市场中领导者维持积极工作文化方面面着越越压力积极工作文化培养更高员工满意度更高员工满意度助提高绩效更高绩效会改善客户成果改善客户成果助提供卓越服务
积极工作文化加班建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化鼓励残疾带文化变革
工作场文化态度信念行价值观期组成态度信念行价值观期会影响工作场工作方式里做事方式
文化方面众周知显易见例准时锅成文规明显例事解决问题
影响工作场否具积极前景许素工作场工作员控制范围法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势公司仅更吸引留住员工积极动更稳定处理问题适应变化
团队清楚期时工作果觉组织价值观支持更力处理困难问题
工作场文化变积极企业方行动必须工作场核心价值观致必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
26A positive work culture will give workers more satisfaction[答案]T
27Positive cultures have a lot to do with leadership vision and values[答案]T
28The direction and actions for the business must differ from the core values of the employees in order for a workplace culture to be positive[答案]F
29In competitive marketsleaders are under more and more pressure to keep a positive work culture[答案]T
30Positive work culture can be built in a short period of time[答案]F
附翻译：
26积极工作文化会工更满足感[答案]T
27积极文化领导愿景价值观关系[答案]T
28企业方行动必须员工核心价值观工作场文化变积极[答案]F
29竞争激烈市场中领导者承受着越越压力保持积极工作文化[答案]T
30积极工作文化短时间建立起[答案]F
[短文]In competitive marketsleaders are under increased pressure to maintain a positive work cultureA positive work culture cultivates greater employee satisfactiongreater employee satisfaction contributes to higher performancehigher performance impacts improved client outcomesimproved client outcomes contribute to service excellence[部资料]
Positive work cultures are built over time and need constant attentionSuch cultures are dependent on leadership vision and values
An effective leader sets the tone for the teamencourages a positive workplace culture and is able to bring about cultural change
Workplace culture is made up of the shared attitudesbeliefsbehaviorsvalues and expectations
that influence the way people work in the workplaceIt is the way we do things around here
Some cultural aspects are understood by all and are obvious such as turning up for wok on timewhile others may be unwritten rules that are not so obvious for example how personal issues are resolved with work colleagues
Many factors that influence whether a workplace has a positive outlook are within the control of people who work in a workplaceThere are also factors out of their controlsuch as slumps in global prices or a change in demand and supplyThe company canhowevercontrol how they respond to these factors
Those companies that do create positive workplace environments develop a reputation in their community as beinggood to work for＇ and have a competitive edgeNot only are these companies more able to attract and retain peoplethey tend to be more stable as they proactively deal with issues and adapt to change
Teams work best when they are clear about what is expected of themThey are more able to deal with difficult issues if they feel the values of the organization are supportive of them
For a workplace culture to be positivethe direction and actions of the business must be consistent with the core values of the people in the workplaceThe people must trust each other and be able to openly express and exchange ideas
Working through these steps will help with developing a positive business culture
附翻译：
竞争激烈市场中领导者面着维持积极工作文化压力积极工作文化培养更高员工满意度更高员工满意度助提高绩效更高绩效影响改善客户成果改善客户成果助卓越服务
积极工作文化着时间推移建立需断关注种文化取决领导远见价值观
效领导者团队定基调鼓励积极工作场文化够带文化变革
工作场文化态度信念行价值观期组成态度信念行价值观期会影响工作场工作方式里做事方式
文化方面理解显易见例准时锅成文规明显例工作事解决问题
影响工作场否具积极前景许素工作场工作员控制范围法控制素例全球价格暴跌供需变化公司控制素反应
确实创造积极工作环境公司社区中建立适合工作声誉具竞争优势公司仅更吸引留住员工积极动时更稳定处理问题适应变化
团队清楚期时工作果觉组织价值观支持更力处理困难问题
工作场文化变积极企业方行动必须工作场员核心价值观保持致必须相互信够公开表达交流思想
完成步骤助发展积极商业文化
操作提示：正确选T错误选F
1A positive work culture will give workers more satisfaction[答案]T
2Positive cultures have a lot to do with leadership vision and values[答案]T
3The direction and actions for the business must differ from the core values of the employees in order for a workplace culture to be positive[答案]F
4In competitive marketsleaders are under more and more pressure to keep a positive work culture[答案]T
5Positive work culture can be built in a short period of time[答案]F
附翻译：
1积极工作文化会工更满足感[答案]T
2积极文化领导愿景价值观关系[答案]T
3企业方行动必须员工核心价值观工作场文化变积极[答案]F
4竞争激烈市场中领导者承受着越越压力保持积极工作文化[答案]T
5积极工作文化短时间建立起[答案]F
[短文]It＇s important for a CEO to be passionate and enthusiasticbut there＇s a line of professionalism that must always be maintained[部资料]
According to a report from the technology website Venture BeatPayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn＇t have the passion to use the products they work for
According to the websitepart of the leaked letter reads：
It＇s been brought to my attention that when testing paying with mobile at Cafe 17 last weeksome of you refused to install the PayPal appand others didn＇t even remember their PayPal passwordsThat＇s unacceptable to meand the rest of my teameveryone at PayPal should use our products where availableThat＇s the only way we can make them betterand better
In closingif you are one of the folks who refused to install the PayPal app or if you can＇t remember your PayPal passworddo yourself a favorgo and find something that will connect with your heart and mind elsewhere
While not obvious at firstthe letter reveals a problem of morale and culture at PayPalAs an executiveyou certainly want your employees to use and promote your productsHoweverwhen faced with a situation where staff isn＇t embracing what they makeyou need to investigate the root of the problem not threaten
When faced with internal problemsgood executives start by asking whyThey reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix itSending out a onesided note about the problem is not leadingit＇s retreating
Leadership starts by listeningGood executives need to get out among the staff and ask questions and listen without judgment or reactionThe fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by selfreflectionAt the end of the dayif his employees have to be forced to use the apphow can he expect consumers to want to willingly pay to use it？Marcus should have focused on three questions：
●Why are you not using the app？
●What is it that we can do to ensure you use our app？
●What do you need from me？
附翻译：
CEO热情热情固然重条专业线必须始终保持[部资料]
根科技网站Venture Beat份报告PayPal首席执行官卫·马库斯(David Marcus)员工写封批评信指责没PayPal产品鼓励没热情工作产品情况离开
该网站称部分泄露信件容：
注意周Cafe 17测试移动支付时中拒绝安装PayPal应程序甚记PayPal密码团队成员说接受PayPal应该情况产品变更更唯方法
果您拒绝安装PayPal 应程序者果您记您PayPal
密码请帮忙方寻找您心灵思想联系东西
然起初明显封信揭示PayPal士气文化问题作名高然希员工推广产品然面员工接受做事情情况时需调查问题根源—威胁
面部问题时优秀高会问什开始会先联系高团队然联系全体员工找出问题根源解决问题发出片面说明领先退
领导力始倾听优秀理员需走出员工队伍提出问题倾听做出判断反应公司员工接受产品事实领导力失败马库斯需通反省解决根结底果员工迫款应指消费者愿意付费？马库斯应该关注三问题：
●什应程序？
●做什确保您应程序？
●需什？
操作提示：正确选T错误选F
1A CEO only needs to be passionate and enthusiastic[答案]F
2It is not professional that PayPal CEO blames his employees not to use PayPal or forget PayPal passwords[答案]T
3A onesided note refers to the root of PayPal＇s problem[答案]F
4When faced with internal problemsgood executives find the root of a problem in their executive team first[答案]T
5Good executives need to give feedback immediately when they are listening to the staff[答案]F
附翻译：
1CEO需热情热情[答案]F
2PayPal CEO责备员工PayPal忘记PayPal密码专业[回答]T
3片面说明PayPal问题根源[回答]F
4面部问题时优秀高首先会高团队中找问题根源[答案]T
5优秀倾听员工意见时需立出反馈[答案]F
[短文]It＇s no secret that good leaders are also good communicatorsIndeedcommunication and leadership are inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible and authentic way？Here are 5essential communication practices of effective leaders：[2021年1月试题]
1Mind the saydo gapTrust is the bedrock of effective leadership—your behavior is your single greatest mode of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a restoring up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean in as few words as possible
3Find your own voiceUse language that＇s distinctly your ownlet your values come through in your communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect realpeople follow real
4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice to voiceand interact with them in a real
substantial wayIn today＇s environmentwhere people are often burned outit＇s important for employees to have a personal connection with you and the work you believe inShow the people that work for you that you＇re engaged and that you care about them and their work
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附翻译：
领导者沟通者已什秘密事实沟通领导力密分果清晰信真实方式进行沟通激励启发引导？里5基沟通实践效领导者：
1注意说做差距信效领导基石—行唯沟通方式必须说致果行动言辞致未解决麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握采取行动重弄清楚想说什注意技术术语避免业务说话增加复杂性少词说出意思
3找声音明显属语言价值观交流中体现出正确语言语法然重口分专注口专注众真实真实尊重真实追真实
4见性见性关键利益相关者解谁关心什躲电脑面进行电子互动—面面语音语音真实实质性方式互动常精疲力竭环境中员工您您相信工作建立联系非常重您工作展示您参您关心工作
5眼睛耳朵倾听效沟通双程领导知道提出问题然眼睛耳朵倾听耳朵处权威位置愿意直接表达真实意见会总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention[答案]F
28Using technical jargon makes a leader convincing[答案]F
29Communicating sincerely is always the best[答案]T
30Observation is as important as communication when you want to know what people really think[答案]T
附翻译：
26沟通领导总齐头进[答案]F
27误解领导者意图时会出现saydo gap[答案]F
28技术术语领导者说服力[答案]F
29真诚沟通永远[答案]T
30想知道真实想法时观察交流样重[答案]T
[短文]It＇s no secret that good leaders are also good communicatorsIndeedcommunication and leadership are inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible and authentic way？Here are 5essential communication practices of effective leaders：[2020年1月试题]
1Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a restoring up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean in as few words as possible
3Find your own voiceUse language that＇s distinctly your ownlet your values come through in your communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect realpeople follow real
4Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned outit＇s important for employees to have a personal connection with you and the work you believe inShow the people that work for you that you＇re engaged and that you care about them and their work
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附翻译：
领导者沟通者已什秘密事实沟通领导力密分果清晰信真实方式进行沟通激励启发引导？里5基沟通实践效领导者：
1注意说做差距信效领导基石——行唯沟通方式必须说致果行动言辞致未解决麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握采取行动重弄清楚想说什注意技术术语避免业务说话增加复杂性少词说出意思
3找声音明显属语言价值观交流中体现出正确语言语法然重口分专注口专注众真实真实尊重真实追真实
4见性见性关键利益相关者解谁关心什躲电脑面进行电子互动—面面语音语音真实实质性方式互动常精疲力竭环境中员工您您相信工作建立联系非常重您工作展示您参您关心工作
5眼睛耳朵倾听效沟通双程领导者知道提出问题然眼睛耳朵倾听处权威位置愿意直接表达真实意见会总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention[答案]F
28Using technical jargon makes a leader convincing[答案]F
29Communicating sincerely is always the best[答案]T
30Observation is as important as communication when you want to know what people really think[答案]T
附翻译：
26沟通领导总齐头进[答案]F
27误解领导者意图时会出现saydo gap[答案]F
28技术术语领导者说服力[答案]F
29真诚沟通永远[答案]T
30想知道真实想法时观察交流样重[答案]T
[短文]It＇s no secret that good leaders are also good communicatorsIndeedcommunication and leadership are inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible and authentic way？Here are 5 essential communication practices of effective leaders：[2019年1月试题]
(1)Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou a restoring up trouble for the future
(2)Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to saylookout for technical jargon and avoid business speakwhich add complexitySay what you mean in as few words as possible
(3)Find your own voiceUse language that＇s distinctly your ownlet your values come through in your communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect realpeople follow real
(4)Be visibleVisibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned outit＇s important for employees to have a personal connection with you and the work you believe inShow the people that work for you that you＇re engaged and that you care about them and their work
(5)Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a position of authorityothers maybe reluctant to express their real opinions to you directlyYou won＇t always get direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附翻译：
领导者沟通者已什秘密事实沟通领导力密分果清晰信真实方式进行沟通激励启发引导？里5基沟通实践效领导者：
(1)注意说做差距信效领导基石—行唯沟通方式必须说致果行动言辞致未恢复麻烦
(2)化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握采取行动重明确想说话注意技术术语避免业务说话增加复杂性少词说出意思
(3)找声音明显属语言价值观交流中体现出正确语言语法然重口分专注口集中注意力真实尊重真实追真实
(4)见性见性您关键利益相关者解您谁您关心什躲电脑面进行电子互动—面面语音语音真实实质性方式互动常精疲力竭环境中员工您您相信工作建立联系非常重您工作展示您重新订婚关心工作
(5)眼睛耳朵倾听效沟通双程领导者知道提出问题然眼睛耳朵倾听处权威愿意直接表达真实意见会总直接反馈需够读懂字里行间寻找非语言暗示
26Communication and leadership don＇t always go hand in hand[答案]F
27The saydo gap happens when people misunderstand their leader＇s intention[答案]F
28Using technical jargon makes a leader convincing[答案]F
29Communicating sincerely is always the best[答案]T
30Observation is as important as communication when you want to know what people really think[答案]T
附翻译：
26沟通领导总齐头进[答案]F
27误解领导者意图时会出现saydo gap[答案]F
28技术术语领导者说服力[答案]F
29真诚沟通永远[答案]T
30想知道真实想法时观察交流样重[答案]T
[短文]It＇s no secret that good leaders are also good communicatorsIndeedcommunication and leadership are inextricably tiedHow can you galvanizeinspire or guide others if you don＇t communicate in a clearcredible and authentic way？Here are 5 essential communication practices of effective leaders：[2019年1月试题]
1Mind the saydo gapTrust is the bedrock of effective leadershipyour behavior is your single greatest mode of communicationand it must be congruent with what you sayIf your actions don＇t align with your wordsyou are storing up trouble for the future
2Make the complex simpleEffective leaders distill complex thoughts and strategies into simplememorable terms that colleagues and customers can grasp and act uponThe most important thing is to clarify what you want to saylook out for technical jargon and avoid business speakwhich add complexitySay what you mean in as few words as possible
3Find your own voiceUse language that＇s distinctly your ownlet your values come through in your communicationCorrect use of language and grammar are importantof coursebut don＇t become overly fixated on eloquence for eloquence＇s sakeconcentrate on being distinct and realPeople want realpeople respect realpeople follow real
4Be visible Visibility is about letting your key stakeholders get a feel for who you are and what you care aboutDon＇t hide behind a computer and only interact with people electronicallysee them face to face and voice to voiceand interact with them in a realsubstantial wayIn today＇s environmentwhere people are often burned outit＇s important for employees to have a personal connection with you and the work you believe inShow the people that work for you that you＇re engaged and that you care about them and their work
5Listen with your eyes as well as your earsEffective communication is a twoway processand good leaders know how to ask good questionsand then listen with both their eyes and their earsBecause you are in a position of authorityothers may be reluctant to express their real opinions to you directlyYou won＇t always get direct feedbackso you need to also be able to read between the lines and look for the nonverbal cues
附翻译：
领导者沟通者已什秘密事实沟通领导力密分果清晰信真实方式进行沟通激励启发引导？里5基沟通实践效领导者：
1注意说做差距信效领导基石—行唯沟通方式必须说致果行言辞致积蓄麻烦
2化繁简效领导者复杂思想策略提炼成简单易记术语事客户够掌握采取行动重澄清想说话注意技术术语避免业务说话
增加复杂性少词说出意思
3找声音明显属语言价值观交流中体现出正确语言语法然重口分专注口专注独特真实想真实尊重真实遵循真实
4见性见性您关键利益相关者解您谁您关心什躲电脑面进行电子交互—面面语音语音进行交互真实实质性方式起常精疲力竭环境中员工您您相信工作建立联系非常重您工作展示您敬业度关心工作
5眼睛耳朵倾听效沟通双程领导者知道提出问题然眼睛耳朵倾听处权威位置愿意直接您表达真实意见您会总直接反馈您需够阅读字里行间寻找非语言暗示
操作提示：正确选T错误选F
1Communication and leadership don＇t always go hand in hand[答案]F
2The saydo gap happens when people misunderstand their leader＇s intention[答案]F
3Using technical jargon makes a leader convincing[答案]F
4Communicating sincerely is always the best[答案]T
5Observation is as important as communication when you want to know what people really think[答案]T
附翻译：
1沟通领导力总齐头进[答案]F
2误解领导者意图时会出现saydo gap[答案]F
3技术术语领导者说服力[答案]F
4真诚沟通永远[答案]T
5想知道真实想法时观察交流样重[答案]T
[短文]Nokia executives attempted to explain its fall from the top of the smart phone pyramid with three factors：1) that Nokia was technically inferior to Apple2) that the company was complacent and 3) that its leaders didn＇t see the disruptive iPhone coming[2019年7月试题]
It has also been argued that it was none of the aboveNokia lost the smart phone battle because of divergent shared fears among the company＇s middle and top managers which led to companywide inertia that left it powerless to respond to Apple＇s game
Based on the findings of an indepth investigation and 76 interviews with top and middle managersengineers and external expertsthe researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth
The fear that froze the company came from two placesFirstthe company＇s top managers had a terrifying reputationSome members of Nokia＇s board and top management were described as extremely temperamental and they regularly shouted at people at the top of their lungsIt was very difficult to tell them things they didn＇t want to hearSecondlytop managers were afraid of the external environment and not meeting their quarterly targetswhich also impacted how they treated middle managers
Top managers thus made middle managers afraid of disappointing themMiddle managers were told that they were not ambitious enough to meet top managers＇ goals
Fearing the reactions of top managersmiddle managers remained silent or provided optimisticfiltered informationThusmiddle managers directly lied to top management
Worsea culture of status inside Nokia made everyone want to hold onto vested power for fear of resources being allocated elsewhere if they delivered bad news or showed that they were not bold or ambitious enough to undertake challenging assignments
Beyond verbal pressuretop managers also applied pressure for faster performance in personnel selectionThis led middle managers to over promise and under deliverOne middle manager told us thatyou can get resources by promising something earlieror promising a lotIt＇s sales work
While modest fear might be healthy for motivationabusing it can be like overusing a drugwhich risks generating harmful side effectsTo reduce this riskleaders should coordinate with the varied emotions of the staffNokia＇s top managers should have encouraged safe dialogueinternal coordination and feedback to understand the true emotion in the organization
附翻译：
诺基亚高试图三素解释智手机金字塔顶端跌落原：1)诺基亚技术苹果2)公司满3)领导者没颠覆性 iPhone
认诺基亚输掉智手机战公司中层高层理员间存担忧导致公司范围惰性力应苹果游戏
根深入调查高层中层理员工程师外部专家76次采访结果研究员发现气质型领导造成恐惧文化受惊中层理员害怕说真话
冻结公司恐惧两方面首先公司高层理员声名狼藉诺基亚董事会高层理员成员描述极端脾气暴躁常喊想听事情难告诉次高层理员害怕外部环境法完成季度目标影响中层理员方式
高层理者中层理者害怕失中层理者告知没足够野心实现高层理者目标
害怕高层反应中层理者保持沉默提供乐观滤信息中层理者直接高层撒谎
更糟糕诺基亚部位文化想保持权力果传递坏消息表明没足够胆量雄心承担具挑战性务害怕资源分配方
口头压力高层理员施加压力求员选拔中提高绩效导致中层理员度承诺交付足位中层理员告诉通提前承诺承诺获资源销售工作
然适度恐惧动机益滥度药物样产生害副作风险降低种风险领导者应该协调员工情绪诺基亚高层理员应该鼓励安全话部协调反馈解组织中真实情绪
26Nokia lost the smart phone battle because its technology is not as good as that of Apple[答案]F
27Nokia＇s middle managers were frank to tell the truthbut the top ones didn＇t listen to them[答案]F
28Nokia＇s top managers were too moody to hear anything good but harsh[答案]T
29Middle managers in Nokia delivered results more than they promised earlier[答案]F
30Nokia＇s top managers should have had better conversation techniques to encourage internal coordination and truth[答案]T
附翻译：
26诺基亚智手机战中输技术苹果[答案]F
27诺基亚中层理员坦诚讲真话高层听[回答]F
28Nokia 高层理员喜怒常刺耳外什听见[回答]T
29诺基亚中层理员交付结果前承诺[答案]F
30诺基亚高层理员应该更谈话技巧鼓励部协调真实[答案]T
[短文]Nokia executives attempted to explain its fall from the top of the smart phone pyramid with three factors：1)that Nokia was technically inferior to Apple2)that the company was complacent and3)that its leaders didn＇t see the disruptive iPhone coming[2019年7月试题]
It has also been argued that it was none of the aboveNokia lost the smartphone battle because of divergent shared fears among the company＇s middle and top managers which led to companywide inertia that left it powerless to respond to Apple＇s game
Based on the findings of an indepth investigation and 76 interviews with top and middle managersengineers and external expertsthe researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth
The fear that froze the company came from two placesFirstthe company＇s top managers had a terrifying reputationSome members of Nokia＇s board and top management were described as extremely temperamental and they regularly shouted at people at the top of their lungsIt was very difficult to tell them things they didn＇t want to hearSecondlytop managers were afraid of the external environment and not meeting their quarterly targetswhich also impacted how they treated middle managers
Top managers thus made middle managers afraid of disappointing themMiddle managers were told that they were not ambitious enough to meet top managers＇ goals
Fearing the reactions of top managersmiddle managers remained silent or provided optimisticfiltered informationThusmiddle managers directly lied to top management
Worsea culture of status inside Nokia made everyone want to hold onto vested power for fear of resources being allocated elsewhere if they delivered bad news or showed that they were not bold or ambitious enough to undertake challenging assignments
Beyond verbal pressuretop managers also applied pressure for faster performance in personnel selectionThis led middle managers to over promise and under deliverOne middle manager told us that you can get resources by promising something earlieror promising a lotIt＇s sales work
While modest fear might be healthy for motivationabusing it can be like overusing a drugwhich risks generating harmful side effectsTo reduce this riskleaders should coordinate with the varied emotions of the staffNokia＇s top managers should have encouraged safe dialogueinternal coordination and feedback to understand the true emotion in the organization
附翻译：
诺基亚高试图三素解释智手机金字塔顶端堕落：1)诺基亚技术苹果2)公司满3)领导者没颠覆性 iPhone
认诺基亚输掉智手机战公司中高层理员间存担忧导致公司范围惰性力应苹果游戏
根深入调查高层中层理员工程师外部专家76次采访结果研究员发现气质型领导造成恐惧文化受惊中层理员害怕说真话
冻结公司恐惧两方面首先公司高层理员声名狼藉诺基亚董事会高层理员成员描述非常脾气暴躁常喊想听话难告诉次高层理者害怕外部环境没完成季度目标影响中层理者方式
高层理者中层理者害怕失中层理者告知没足够野心实现高层理者目标
害怕高层反应中层理者保持沉默提供乐观滤信息中层理者直接高层撒谎
更糟糕诺基亚部位文化想保持权力果传递坏消息表明没足够胆量雄心承担具挑战性务害怕资源分配方
口头压力高层理员施加压力求员选拔中提高绩效导致中层理员度承诺交付足位中层理员告诉通提前承诺承诺获资源销售工作
然适度恐惧动机益滥度药物样产生害副作风险降低种风险领导者应该协调员工情绪诺基亚高层理员应该鼓励安全话部协调反馈解组织中真实情绪
操作提示：正确选T错误选F
1Nokia lost the smartphone battle because its technology is not as good as that of Apple[答案]F
2Nokia＇s middle managers were frank to tell the truthbut the top ones didn＇t listen to them[答案]F
3Nokia＇s top managers were too moody to hear anything good but harsh[答案]T
4Middle managers in Nokia delivered results more than they promised earlier[答案]F
5Nokia＇s top managers should have had better conversation techniques to encourage internal coordination and truth[答案]T
附翻译：
1诺基亚智手机战中输技术苹果[答案]F
2诺基亚中层老实说实话高层听[回答]F
3诺基亚高层理员喜怒常听出听东西刺耳[回答]T
4诺基亚中层理员交付结果前承诺[答案]F
5诺基亚高层理员应该更谈话技巧鼓励部协调真实[答案]T
[短文]Performance management aims to acknowledge employee achievementssupport their personal and professional developmentand motivate and empower them to perform their work effectivelyPerformance management helps employees to develop their understandingknowledge and skills so that they can contribute to the achievement of the enterprise＇s goals and gain personal and job satisfactionIt is a vital part of any quality human resource system[部资料]
Every enterprise wants and should expect high performance from each employeeThe elements of a competencybased performance management system willif implemented wellenable high performance which will define enterprise and personal successUsing performance management processesan enterprise can be better placed to meet competitive challengesThis is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the educationtraining and feedback required by employees
●holding each person accountable for their results
The key to the performance management process isperformance appraisal＇Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standardsIt is a systematic process of feedback on an employee＇s work performanceand agreement to future training plansjob goals and job aspirations
To be effectivea performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goalsUnits of competency provide a very effective tool for setting benchmarks or criteria for work performanceThe performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review
附翻译：
绩效理旨认员工成支持职业发展激励授权效完成工作绩效理帮助员工发展理解知识技实现企业目标做出贡献获工作满足感优质力资源系统重组成部分
企业希应该期位员工取高绩效基力绩效理系统素果实施实现高绩效定义企业成功绩效理流程企业更定位迎接竞争挑战通方式完成：
●识关键位置
●确定职位重力
●提供员工需教育培训反馈
●结果负责
绩效理程关键绩效评估绩效评估根组预定标准员工工作表现进行评估员工工作绩效系统反馈程意未培训计划工作目标工作愿
效绩效评估需套商定标准作反馈设定未目标基础力单元设定工作绩效基准标准提供非常效工具绩效标准力单位力作绩效评估审查中进行评估措施
操作提示：正确选T错误选F
1Performance management is a very important part of any quality human resource system[答案]T
2The aim of performance management is to punish the unqualified employees[答案]F
3An enterprise can be better placed to meet competitive challenges by providing the educationtraining and feedback required by employeesfor example[答案]T
4Every enterprise can expect high performance from each employee[答案]F
5Performance management is also called performance appraisal[答案]F
附翻译：
1绩效理质量力资源系统中非常重部分[答案]T
2绩效理目惩罚合格员工[答案]F
3企业通提供员工需教育培训反馈更应竞争挑战例[答案]T
4企业期员工高绩效[答案]F
5绩效理绩效考核[答案]F
[短文]When Jack Welchthe Chairman and CEO at General Electric(GE)retired in 2001he could look back at a very successful careerHe became CEOin1981at the age of 45At that timeGE had a very complex organizational structure with considerably bureaucratic rules[2020年7月试题]
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1or2in the irrespective areasIf this was not the casemanagers had the options of fixing the problemselling their particular businessor closing itIn an effort to streamline the organizationWelch removed the sector level and eliminated thousands of salaried and hourly employee positions
The restructuring was followed by changing the organizational culture and the managerial styles of GE＇s managersOne such program was the WorkOut(群策群力)Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the meetingsthe superior presented the challenges for his or her organizational unitThen the superior had to leaverequesting the groups to find solutions to the problemsFacilitators(会议持)helped these discussionsOn the last daythe superior was presented with proposed solutionsHe or she then had three choices：to accept the proposalnot to accept itor to collect more informationThis process put great pressure on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other companies how they obtained customer satisfaction
how they related to their suppliersand in what ways they developed new productsThis helped the GE people to focus on the processes in their operations that would improve the company＇s performance
Jack Welch was personally involved in developing managers at GE＇s training center in CrotonvilleLeadersWelch suggestedare not only those who achieve results but also those who share the values of the company
附翻译：
2001年通电气(GE)董事长兼CEO杰克·韦尔奇退休职业生涯说非常成功1981年45岁成CEO时通电气组织结构非常复杂官僚作风相严重
第变化启动战略制定程指导方针业务领域应该第第二果样理选择解决问题出售特定业务者关闭精简组织韦尔奇取消部门级取消数千带薪时工职位
重组GE理员组织文化理方式发生变化中项目WorkOut(群策群力)期三天会议组理员齐聚堂公开分享观点会议级组织单位提出挑战然级离开求组找解决问题方法持(会议持)帮助讨天级出现提出解决方案然三选择：接受建议接受建议收集更信息程级做出决定压力
提高效性效率计划佳实践目公司学获客户满意度供应商建立联系种方式开发新产品助GE员专注操作程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领导者仅取成果分享公司价值观
26Jack Welch retired at the age of 65[答案]T
27Jack Welch insisted that each of the businesses should beat least number 3in their respective area[答案]F
28If the business could not meet Welch＇s change requirementsits manager had 3choices[答案]T
29The restructuring went before changing the organizational culture and the managerial styles of GE＇s managers[答案]T
30The Work Outlasted a week[答案]F
附翻译：
26杰克·韦尔奇65岁退休[答案]T
27杰克·韦尔奇坚持认企业应该领域中击败少第三名[答案]F
28果业务满足韦尔奇变更求理3选择[答案]T
29重组改变GE理员组织文化理风格前进行[答案]T
30工作超周[答案]F
[短文]When Jack Welchthe Chairman and CEO at General Electric(GE) retired in 2001he could look back at a very successful careerHe became CEOin1981at the age of 45At that timeGE had a very complex organizational structure with considerably bureaucratic rules[2018年1月试题]
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number lor2in the irrespective areasIf this was not the casemanagers had the options of fixing the problemselling their particular businessor closing itIn an effort to streamline the organizationWelch removed the sector level and eliminated thousands of salaried and hourly employee positions
The restructuring was followed by changing the organizational culture and the managerial styles of GE＇s managersOne such program was the WorkOut(群策群力)
Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the meetingsthe superior presented the challenges for his or her organizational unitThen the superior had to leaverequesting the groups to find solutions to the problemsFacilitators(会议持) helped these discussionsOn the last daythe superior was presented with proposed solutionsHe or she then had three choices：to accept the proposalnot to accept itor to collect more informationThis process put great pressure on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other companies how they obtained customer satisfactionhow they related to their suppliersand in what ways they developed new productsThis helped the GE people to focus on the processes in their operations that would improve the company＇s performance
Jack Welch was personally involved in developing managers at GE＇s training center in CrotonvilleLeadersWelch suggestedare not only those who achieve results but also those who share the values of the company
附翻译：
2001年通电气(GE)董事长兼CEO杰克·韦尔奇退休职业生涯说非常成功1981年45岁成CEO时通电气组织结构非常复杂官僚义相严重
第变化启动战略制定程指导方针业务领域应该第第二果样理选择解决问题出售特定业务者关闭精简组织韦尔奇取消部门级取消数千带薪时工职位
重组GE 理员组织文化理风格发生变化中项目群策群力
期三天会议理聚集起公开分享观点会议开始时级提出组织单位挑战然级离开求组找解决问题方法问题持(会议持)帮助讨天级提出解决方案然三选择：接受建议接受建议收集更信息流程级决策带压力
提高效性效率计划佳实践目公司学获客户满意度供应商建立联系种方式开发新产品助GE员专注操作程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领导者仅取成果分享公司价值观
26Jack Welch retired at the age of 65[答案]T
27Jack Welch insisted that each of the businesses should beat least number 3in their respective area[答案]F
28If the business could not meet Welch＇s change requirementsits manager had 3 choices[答案]T
29The restructuring went before changing the organizational culture and the managerial styles of GE＇s managers[答案]T
30The Work Outlasted a week[答案]F
附翻译：
26杰克·韦尔奇65岁退休[答案]T
27杰克·韦尔奇坚持认企业应该领域中击败少第三名[答案]F
28果业务满足韦尔奇变更求理3选择[答案]T
29重组改变GE理员组织文化理风格前进行[答案]T
30工作超周[答案]F
[短文]When Jack Welchthe Chairman and CEO at General Electric(GE)retired in 2001he could look back at a very successful careerHe became CEOin1981at the age of 45At that timeGE had a very complex organizational structure with considerably bureaucratic rules[2018年1月试题]
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areasIf this was not the casemanagers had the options of fixing the problemselling their particular businessor closing itIn an effort to streamline the organizationWelch removed the sector level and eliminated thousands of salaried and hourly employee positions
The restructuring was followed by changing the organizational culture and the managerial styles of GE＇s managersOne such program was the WorkOut(群策群力)Groups of managers were assembled to share their views openly in threeday sessionsAt the beginning of the meetingsthe superior presented the challenges for his or her organizational unitThen the superior had to leaverequesting the groups to find solutions to the problemsFacilitators(会议持)helped these discussionsOn the last daythe superior was presented with proposed solutionsHe or she then had three choices： to accept the proposalnot to accept itor to collect more informationThis process put great pressure on the superior to make decisions
Another program to improve effectiveness and efficiency was Best PracticesThe aim was to learn from other companies how they obtained customer satisfactionhow they related to their suppliersand in what ways they developed new productsThis helped the GE people to focus on the processes in their operations that would improve the company＇s performance
Jack Welch was personally involved in developing managers at GE＇s training center in CrotonvilleLeadersWelch suggestedare not only those who achieve results but also those who share the values of the company
附翻译：
2001年通电气(GE)董事长兼CEO杰克·韦尔奇退休职业生涯说非常成功1981年45岁成CEO时通电气组织结构非常复杂官僚义严重
第变化启动战略制定程指导方针企业应该领域中排名第第二果样理选择解决问题出售特定业务业务关闭精简组织韦尔奇取消部门级取消数千受薪时工职位
重组GE理员组织文化理方式发生变化中项目WorkOut(群策群力)期三天会议组理聚集起公开分享观点会议级组织单位提出挑战然级离开求组找解决问题方法持(会议持)帮助讨天级出现提出解决方案然三种选择：接受建议接受建议收集更信息程级做出决定压力
提高效性效率计划佳实践目公司学获客户满意度供应商建立联系开发新产品方式助GE员专注操作程中提高公司业绩
杰克·韦尔奇亲参通电气位克罗顿维尔培训中心理员培养工作韦尔奇建议领导者仅取成果分享公司价值观
操作提示：正确选T错误选F
1Jack Welch retired at the age of 65[答案]T
2Jack Welch insisted that each of the businesses should be at least number 3 in their respective area[答案]F
3If the business could not meet Welch＇s change requirementsits manager had 3choices[答案]T
4The restructuring went before changing the organizational culture and the managerial styles of GE＇s managers[答案]T
5The Work Out lasted a week[答案]F
附翻译：
1杰克·韦尔奇65岁退休[回答]T
2Jack Welch 坚持认企业应该领域中少排名第三[答案]F
3果业务满足韦尔奇变更求理3选择[答案]T
4重组先改变GE理者组织文化理风格[答案]T
5工作超周[答案]F
[短文]When you think of team buildingdo you immediately picture your group off at a resort playing games or hanging from ropes？Traditionallymany organizations approach team building in this way butthenthey wonder why that wonderful sense of teamwork that has been displayed at the retreat or the seminar fails to impact longterm beliefs and actions back at work[2021年7月试题]
I＇m not averse to retreatsplanning sessionsseminars and team building activitiesin fact I lead thembut they have to form part of a much larger teamwork effortYou will not build teamwork byretreatingas a group for a couple of days each yearinstead you need to think of team building as something you do every single day
●Form teams to solve real work issues and to improve real work processesProvide training in systematic methods so the team expends its energy on the projectnot on trying to workout how to work together as a team to approach the problem
●Hold department meetings to review projects and progressto obtain broad inputand to coordinate shared work processesIf there is friction between team membersexamine the work processes they mutually ownthe problem is not usually their personalitiesinsteadit is often the fact that the team members haven＇t agreed on how they will deliver a product or serviceor the steps required to get something done
●Build fun and shared occasions into the organization＇s agendahold potluck lunchestake the team to a sporting eventsponsor dinner sat a local restaurantgo hiking or go to an amusement parkHold a monthly company meetingsponsor sports teams and encourage cheering team fans
●Use icebreakers and teamwork exercises at meetingsthese help team members get to know each othershare details about each other＇s livesand have a laugh together
●Celebrate team successes publiclyThere are many ways you could do thisfor instance by buying everyone the same Tshirt or hatputting team member names in a draw for company merchandise and gift certificatesThe only thing limiting you is your imagination
If you do the types of teamwork building listed aboveyou＇ll be amazed at the progress you will make in creating a teamwork culturea culture that enables individuals to contribute more than they ever thought possibletogether
附翻译：
您想团队建设时您否会立想象您团队度假村玩游戏悬挂绳索？传统许组织种方式进行团队建设想知道什会表现出种美妙团队合作意识静修研讨会未影响工作中长期信念行动
反静修计划会议研讨会团队建设活动—事实领导—必须成更团队合作部分会通作团体撤退建立团队合作年
天您需团队建设视您天做事情
●组建团队解决实际工作问题改进实际工作流程提供系统方法培训团队精力放项目试图锻炼作团队起工作解决问题
●召开部门会议审查项目进度获广泛意见协调享工作流程果团队成员间存摩擦检查拥工作流程—问题通常性格通常团队成员没交付产品服务完成某事需步骤达成致
●趣享场合纳入组织议程—举办便餐午餐带团队参加体育赛事赞助餐厅进晚餐远足游乐园月举行次公司会议赞助运动队鼓励欢呼球队球迷
●会议破冰活动团队合作练—助团队成员相互解分享彼生活细节起开怀笑
●公开庆祝团队成功方法做点例买样T恤帽子抽出团队成员名字作公司商品礼券唯限制想象力
果您进行述类型团队建设您会惊讶您创建团队合作文化方面取进步种文化够做出想象更贡献
26Team building event is traditionally related to playing games at resort[答案]T
27The author claims that playing games together is as important as forming teams to solve real work issues and to improve real work processes for team building[答案]F
28Retreatin the first paragraph means withdrawal of troops after a defeat[答案]F
29Ice breaking motivates team members to compete with each other[答案]F
30A good teamwork culture enables individuals to make more efforts together[答案]T
附翻译：
26团队建设活动传统度假村玩游戏关[回答]T
27作者声称起玩游戏组建团队解决实际工作问题改进团队建设实际工作流程样重[答案]F
28第段中撤退指战败撤军[答案]F
29破冰激励团队成员相互竞争[答案]F
30良团队合作文化够做出更努力[答案]T
[短文]When you think of team buildingdo you immediately picture your group off at a resort playing games or hanging from ropes？Traditionallymany organizations approach team building in this way butthenthey wonder why that wonderful sense of teamwork that has been displayed at the retreat or the seminar fails to impact longterm beliefs and actions back at work[部资料]
I＇m not averse to retreatsplanning sessionsseminars and team building activitiesin fact I lead thembut they have to form part of a much larger teamwork effortYou will not build teamwork by retreating as a group for a couple of days each yearinstead you need to think of team building as something you do every single day
●Form teams to solve real work issues and to improve real work processesProvide training in systematic methods so the team expends its energy on the projectnot on trying to work out how to work together as a team to approach the problem
●Hold department meetings to review projects and progressto obtain broad inputand to coordinate shared work processesIf there is friction between team membersexamine the work processes they mutually ownthe problem is not usually their personalitiesinsteadit is often the fact that the team members haven＇t agreed on how they will deliver a product or serviceor the steps required to get something done
●Build fun and shared occasions into the organization＇s agendahold pot luck lunchestake the team to a sporting eventsponsor dinners at a local restaurantgo hiking or go to an amusement parkHold a monthly company meetingsponsor sports teams and encourage cheering team fans
●Use ice breakers and teamwork exercises at meetingsthese help team members get to know each othershare details about each others livesand have a laugh together
●Celebrate team successes publiclyThere are many ways you could do thisfor instance by buying everyone the same Tshirt or hatputting team member names in a draw for company merchandise and gift certificatesThe only thing limiting you is your imagination
If you do the types of teamwork building listed aboveyou＇ll be amazed at the progress you will make in creating a teamwork culturea culture that enables individuals to contribute more than they ever thought possibletogether
附翻译：
您想团队建设时您否会立想象您团队度假村玩游戏悬挂绳索？传统许组织种方式进行团队建设想知道什会表现出种美妙团队合作意识务虚会研讨会未影响工作中长期信念行动
反撤退计划会议研讨会团队建设活动—事实领导—必须成更团队合作部分会通作团队撤退建立团队合作年天相反您需团队建设视您天做事情
● 组建团队解决实际工作问题改进实际工作流程提供系统方法培训团队精力投入项目试图解决作团队起工作解决问题
●召开部门会议审查项目进度获广泛意见协调享工作流程果团队成员间存摩擦检查拥工作流程—问题通常性格通常团队成员尚未交付产品服务完成某事需步骤达成致
●趣享场合纳入组织议程—举办便餐午餐带团队参加体育赛事赞助餐厅晚宴远足游乐园月举行次公司会议赞助运动队鼓励欢呼队球迷
●会议中破冰团队合作练—助团队成员相互解分享彼生活细节起开怀笑
●公开庆祝团队成功方法做点例买样T恤帽子团队成员名字放公司商品礼券抽奖中唯限制想象力
果您进行述类型团队合作建设您会惊讶您创建团队合作文化方面取进步种文化够做出想象更贡献
操作提示：正确选T错误选F
1Team building event is traditionally related to playing games at resort[答案]T
2The author claims that playing games together is as important as form teams to solve real work issues and to improve real work processes for team building[答案]F
3Retreat in the first paragraph means withdrawal of troops after a defeat[答案]F
4Ice breaking motivates team members compete with each other[答案]F
5A good teamwork culture enables individuals make more efforts together[答案]T
附翻译：
1团队建设活动传统度假村玩游戏关[回答]T
2作者声称起玩游戏解决实际工作问题改进团队建设实际工作流程组建团队样重[答案]F
3第段中撤退指战败撤军[答案]F
4破冰激励团队成员相互竞争[答案]F
5良团队合作文化更加努力[答案]T
文档香网(httpswwwxiangdangnet)户传
《香当网》用户分享的内容，不代表《香当网》观点或立场，请自行判断内容的真实性和可靠性！
该内容是文档的文本内容，更好的格式请下载文档
