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  3. The following paragraphs are given in a wrong order. For Questions 1~5. you are required to reorganize these paragraphs into a c

The following paragraphs are given in a wrong order. For Questions 1~5. you are required to reorganize these paragraphs into a c

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问题     The following paragraphs are given in a wrong order. For Questions 1~5. you are required to reorganize these paragraphs into a coherent article by choosing from the list A~G to fill in each numbered box. The first and the last paragraphs have been placed for you in Boxes.
    [A]So how did this play itself out when I had to render Bob "redundant?" I took my boss’s suggestion and searched the firm for a job Bob could handle, and found one. His problem was not a lack of talent, after all, but he was simply stretched too thin.     [B]I’ve had to fire others in my 40-year career as a manager, I always found the behavior problems easier to deal with, but firing someone for poor performance, even after reviews, warnings, and discussions, was never easy. But as far as I can tell, it never came as a surprise, either. If you cannot bring yourself to fire somebody who can’t or won’t perform, then supervision is not for you because it goes with the territory.
    [C]Since I was not one of those callous people who can handle such chores easily, I psyched myself up for the meeting, summoning my courage and planning my moves,(somewhat as if it were my job on the line). I started by discussing Bob’s performance with him, then gave him six months to meet our standards, which I explicitly laid out, and concluded by saying that if he couldn’t make it, I’d fire or transfer him.
    [D]I’m retired now. so I don’t need to look hard-working underlings in the eye and say, "Joe, you’re just not capable of doing this job. I’ve looked for other jobs in the company, and there are none. So I’ll have to let you go. "
    [E]When the six months nearly expired, just as I was getting ready to take action. Bob came into my office, of his own accord, and asked for the transfer. It was not just a way to save face, but also a way for its both to avoid a nasty confrontation, and made clear his tacit acknowledgment that he would do better in the less-demanding job.
    [F]It’s difficult to fire anyone for incompetence, particularly if the person is hardworking, cooperative, and has tried to improve. Too often, this kind of termination is postponed until it can be camouflaged behind a general cutback or reorganization. This is easier, psychologically speaking, but 1 don’t think it makes sense. Incompetence should be acted upon when the incompetence is determined; it should not be stalled, in the words of Robert’s Rules of Order, "to some time indefinite. "
    [G]I was again acting on Steve’s suggestion that nobody should be shocked at being fired: "If anybody is surprised to receive a pink slip, then the supervisor isn’t doing his job, and should be fired for incompetence too." Steve’s point was that people should be given a chance to improve, be told exactly what was expected, and be treated fairly.
    Order:
   
选项
答案C
解析 承接A选项对于鲍勃岗位调整的情景，描述了作者如何对员工的岗位进行调整以及该岗位的工作要求、期限和迭不到要求的后果。
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