首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
You will hear a passage between John and Larry, who are discussing the thorny issue of putting motivational techniques into prac
You will hear a passage between John and Larry, who are discussing the thorny issue of putting motivational techniques into prac
admin
2016-10-25
114
问题
You will hear a passage between John and Larry, who are discussing the thorny issue of putting motivational techniques into practice.
For each question(23-30), mark one letter(A, B or C)for the correct answer.
You will hear the recording twice.
In Larry’s opinion, what are the employees’ behaviours?
23
Man 1: Larry, everyday you are concerned with a lot of issues, but what seems to be the most troublesome issue?
Man 2: Like me, managers, company owners, and supervisors have always been frustrated and bewildered by employees with little or no motivation.
24
Man 1: Can you be more specific?
Man 2: We have all seen the "quit-but-stay" employees who have served their physiological contact with the organisation. Nothing seems to fire them up. They firmly park their brains and their enthusiasm in the staff car park in the morning, re-engaging them with gusto 30 seconds after the official end of work time. However, they shrewdly avoid doing anything that warrants dismissal and are content to keep their heads down, doing the minimum and volunteering nothing.
25
Man 2: ... This leaves the company with little option but to mark them down as candidates for the next round of redundancies.
26
Man 1: But what management techniques are available to repair and restore motivation?
Man 2: The answer is, I suppose, to give employees as much meaningful work as possible. The less intrinsically interesting the work, the more needs to be done to make it acceptable: job enrichment, job rotation and job sharing.
27
Man 1: Are there any other means apart from that?
Man 2: There are now several other commonly accepted ways. The first is to give employees the information and resources needed to do a good job, and ensure, through ongoing training, that employees have the necessary skills to meet the requirements of the job.
Next, demonstrate a commitment to career development and promotion from within.
Equally important is to foster a sense of team spirit. You do not have to organise outdoor assault courses. It is enough to provide opportunities for people to meet, talk and share together. Recognition has been highly emphasized. Many companies now publicly recognise and congratulate employees for good work. Celebrate success and create heroes. Two more things are: provide regular and specific feedback to all staff through both formal appraisal and informal channel of communication.
28
Man 2: ... Equally important is to foster a sense of team spirit. You do not have to organise outdoor assault courses. It is enough to provide opportunities for people to meet, talk and share together. Recognition has been highly emphasised. Many companies now publicly recognise and congratulate employees for good work. Celebrate success and create heroes. Two more things are: provide regular and specific feedback to all staff through both formal appraisal and informal channel of communication. Encourage feedback from staff and involve employees in making decisions that affect their work. Pay people what they are worth. Consider such factors as market forces, predatory competitors and the contribution each individual makes.
29
Man 2: ... Celebrate success and create heroes. Two more things are: provide regular and specific feedback to all staff through both formal appraisal and informal channel of communication. Encourage feedback from staff and involve employees in making decisions that affect their work. Pay people what they are worth. Consider such factors as market forces, predatory competitors and the contribution each individual makes.
30
Man 1: But it seems to me nothing is new in these techniques.
Man 2: They are not. The fact that we know some of the key factors in motivation, however, has not prevented many managers form ignoring them. Some people are fortunate enough to have a good boss, who may have more modeled positive motivational behaviours. But because few managers are trained or educated in the art of motivation and have themselves never been well-managed, we get the perpetuation of incompetence.
Man 1: This explains the paradox of why people have heard about but not seen successful motivational managgement in practice.
Man 1: Larry, everyday you are concerned with a lot of issues, but what seems to be the most troublesome issue?
Man 2: Like me, managers, company owners, and supervisors have always been frustrated and bewildered by employees with little or no motivation.
Man 1: Can you be more specific?
Man 2: We have all seen the "quit-but-stay" employees who have served their physiological contact with the organisation. Nothing seems to fire them up. They firmly park their brains and their enthusiasm in the staff car park in the morning, re-engaging them with gusto 30 seconds after the official end of work time. However, they shrewdly avoid doing anything that warrants dismissal and are content to keep their heads down, doing the minimum and volunteering nothing. This leaves the company with little option but to mark them down as candidates for the next round of redundancies.
Man 1: But what management techniques are available to repair and restore motivation?
Man 2: The answer is, I suppose, to give employees as much meaningful work as possible. The less intrinsically interesting the work, the more needs to be done to make it acceptable: job enrichment, job rotation and job sharing.
Man 1: Are there any other means apart from that?
Man 2: There are now several other commonly accepted ways. The first is to give employees the information and resources needed to do a good job, and ensure, through ongoing training, that employees have the necessary skills to meet the requirements of the job. Next, demonstrate a commitment to career development and promotion from within. Equally important is to foster a sense of team spirit. You do not have to organise outdoor assault courses. It is enough to provide opportunities for people to meet, talk and share together. Recognition has been highly emphasised. Many companies now publicly recognise and congratulate employees for good work. Celebrate success and create heroes. Two more things are: provide regular and specific feedback to all staff through both formal appraisal and informal channel of communication. Encourage feedback from staff and involve employees in making decisions that affect their work. Pay people what they are worth. Consider such factors as market forces, predatory competitors and the contribution each individual makes.
Man 1: But it seems to me nothing is new in these techniques.
Man 2: They are not. The fact that we know some of the key factors in motivation, however, has not prevented many managers from ignoring them. Some people are fortunate enough to have a good boss, who may have more modeled positive motivational behaviours. But because few managers are trained or educated in the art of motivation and have themselves never been well-managed, we get the perpetuation of incompetence.
Man 1: This explains the paradox of why people have heard about but not seen successful motivational management in practice.
选项
A、They wouldn’t like to have any contact with the organisation.
B、They work hard in the office and often do some extra hours after the work time.
C、They try their best to do the minimum and volunteer nothing.
答案
C
解析
转载请注明原文地址:https://kaotiyun.com/show/8oKd777K
本试题收录于:
BEC高级听力题库BEC商务英语分类
0
BEC高级听力
BEC商务英语
相关试题推荐
A、 B、 C、 AThefirstspeakerfeelscold,sothesecondspeakersuggestsputtingonasweater.Choice(B)con
Whatarethespeakersdiscussing?
Whatarethespeakersdiscussing?
Forabouthowlonghasthecompanybeeninbusiness?
Forabouthowlonghasthecompanybeeninbusiness?
Whatistheman’sbusiness?
A、 B、 C、 BWedidn’thavetimetotypeitanswerswhytheletterwasnottyped.Choice(A)confusesthewordstype
A、 B、 C、 CBecauseusuallystatesareasonthatanswersawhyquestion.Choice(A)usesshirtbutdoesnotanswerw
Inthispart,theinterlocutorasksquestionstoeachofthecandidatesinturn.Youhavetogiveinformationaboutyourselfand
(Thecandidatechoosesonetopicandspeaksaboutitforoneminute.)A.Technology:theimportanceoftrainingstaffinhowto
随机试题
相对指标的数值表示形式是()
此时考虑诊断为首选的急救措施是
A.磺胺类药B.庆大霉素C.异烟肼D.头孢噻肟E.苄星青霉素耐β一内酰胺酶作用较强的药物是()
在一起自诉案件中,自诉人因对法院审理不满,未经法庭许可而中途退庭。对此,法庭应如何处理?()
如果你被录取了。对上班的地方水土不服,你应该怎么办?
患者,女性,30岁。上前牙牙体变色半年余。无自发痛。曾有外伤史,牙体检查无龋损及其他牙体硬组织病变。X线片示:根尖无明显异常。牙髓活力电测验无反应。叩诊(-),无松动,牙周检查(-)。应诊断为()。
优化经济结构
设随机变量X服从正态分布N(μ,),Y服从正态分布N(μ,),且P{|X-μ1|<1}>P{|Y-μ2|<1}。则必有()
There______nobooksIwant.
AmetalwithabuiltinmemoryisoneoftheveryusefuldiscoveriesmadeduringAmerica’sspaceprogram.Nitinolwasdiscovered
最新回复
(
0
)