2. 考研
  3. A few years ago, James Green began to dread work. He dragged himself out of bed every morning and plodded through New York’s Pen

A few years ago, James Green began to dread work. He dragged himself out of bed every morning and plodded through New York’s Pen

admin2022-07-06  57
问题     A few years ago, James Green began to dread work. He dragged himself out of bed every morning and plodded through New York’s Penn Station, trying to manage a "game face" for his office at Giant Realm, an online advertising network. But Mr. Green wasn’t just any manager at the company; he was the CEO. And he was burned out on the job.
    Companies and managers are equipped to handle job fatigue among employees, but what happens when burnout—described as persistent fatigue, detachment or resentment triggered by excessive work and stress—strikes the top boss?
    More companies might soon find out. An uncertain economy, shareholder discontent and mounting expectations to deliver results have made the lives of chief executives more stressful, management experts say. And while few executives publicly acknowledge burnout, researchers studying the issue say it is more common than previously thought. In one study conducted by Harvard Medical School faculty, 96%  of senior  leaders  reported feeling burned out to some degree, with one-third describing their burnout as extreme.
    Burned-out bosses complain of lost focus and mental clarity, and feelings that they’re always behind. Company performance can suffer as they struggle to make decisions or treat staff fairly, according to management and medical experts. Yet HR departments usually assume, wrongly, that CEOs and other senior executives "have it together."
    For Mr. Green, a turnaround specialist who spent a decade reviving struggling firms and preparing them for sale, firing hundreds of workers and answering investor demands left him feeling hollow. But he kept that to himself. "If you want to be a real leader, you can’t go around being emotionally unstable," he says. Eventually, the 51-year-old executive said he felt he "just had to check out."
    Taking time off to travel or sail is a common fantasy among executives, but leaves aren’t a sure fix for burnout, says Gabriela Cord, a psychiatrist and author of "Leading Under Pressure." Dr. Cord, who has treated some executive patients, generally recommends sleep, exercise and sometimes prescription medication, such as antidepressants.
    Preventing burnout is one focus of a recently launched Harvard Business School workshop for executives at a career crossroads. John Davis, an HBS management professor and faculty chair of the Crossroads Program, says many bosses lack "good thermostats" for gauging their levels of fatigue. What’s more, the executives say they simply can’t afford to step off the "treadmill" to solve the problem, he adds. But just as Frits van Paasschen, CEO of Starwood Hotels & Resorts Worldwide Inc. says, "The energy comes from somewhere—you draw down from a bank, and at some point you have to put it back in."
The underlined word "that" in Paragraph 5 refers to
选项 A、firing employees.
B、pleasing investors.
C、suffering burnout.
D、mood swings.
答案C
解析 第五段第一句话指出“开除几百名员工、满足投资者的需求，让他感到空虚(hollow)”，后面更是直接引述Green自己的话“如果你想要成为真正的领导者，就不能让其他人看到你情绪波动(emotionally unstable)”，可见keep that to himself(将这件事隐藏起来)中的that就是指suffering burnout，故选C项。A项“开除员工”、B项“取悦投资人”、D项“情绪波动”虽然在前文均有提及。但均不符合语法关于that在使用中的就近原则。
转载请注明原文地址:https://kaotiyun.com/show/6hmZ777K
0

考研英语一

相关试题推荐
随机试题
最新回复(0)