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  3. We’ve all heard about how millennials have been raised by "helicopter parents," who hover over them and protect them from critic

We’ve all heard about how millennials have been raised by "helicopter parents," who hover over them and protect them from critic

admin2014-06-25  59
问题     We’ve all heard about how millennials have been raised by "helicopter parents," who hover over them and protect them from criticism and disappointment. The result is a "teacup" generation of young people who may appear outwardly perfect, but are easily shattered. Sheltered from critique and failure, members of this generation ooze unearned confidence at the office, as many older co-workers and managers attest. The terms "self-involved" and "overly praised" are often used to describe Gen Y. However, Gen Y does have many qualities that can be extremely beneficial in the workplace. They are very optimistic, thrive on volunteerism, and work hard when the work is something they believe in, or at least understand.
    So what does this mean for our workforce today, and how should managers handle their millennial employees? It’s necessary to understand this generation. Parents, teachers and coaches have praised Gen Y children—and handed out trophies, awards, and medals by the truckload—merely for showing up. When this generation joins the workforce, it’s understandable that they continue expecting praise and prizes, and even job offers and promotions, simply for being present. Gen Y was raised on personalization. They played video games with avatars that were created in their likeness. Their Facebook ads cater to their hobbies and interests. Everything is a reflection of their individuality. As a result they demand, even in the workplace, to be treated uniquely.
    Parents, teachers and peers have given Gen Y instantaneous responses. They send a text to a friend and receive a reply 30 seconds later. They can’t imagine only receiving feedback once a year at their job. Nothing in this generation’s life is permanent. The world has been in constant flux. This group grew up with options, and they expect their careers and work environments to also be filled with choices.
    So where to we go from here? Three of these factors can’t be put back in the box. Immediate feedback will always be expected. Customization is here to stay. Permanence is gone. But what we can — and SHOULD — change is the mindset of the generation that says simply showing up is enough to justify rewards, in the form of praise and promotions.
    The good news is that the generation’s greatest strengths — optimism, confidence, sensitivity, truly caring about the world and their place in it — can be powerful tools to changing the apathy toward performance. Managers can be a guiding hand in transforming the outlook of young workers. By utilizing personalized leadership development tools available anytime, anywhere, we can push Gen Y team members to enhance their strengths and become top performers. The result will be a sense of fulfillment, not for merely arriving at work, but rather for ideas, results, and performance. By capitalizing on the unique contributions and strengths of this generation, we’ll be creating a better workforce as a whole.
The opening paragraph intends to toll us that millennials______.
选项 A、are brought up by indulgent parents
B、can barely survive in the workplace
C、are self-centered and arrogant employees
D、can be guided into a productive workforce
答案D
解析 第一段首先指出Y一代的成长环境及其环境对他们的影响：在“直升机父母”过度保护下成长，变成“茶杯一代”；随后介绍Y一代员工在职场的表现：饱受同事批评；最后转折指出Y一代员工的职场优势：有着诸多对工作有利的特点。[注意段落转折处通常为作者意图表现处。]紧接着下文就Y一代的特点进行了详细描述，并且指出Y一代能够成为更优秀的劳动力。可见本段旨在告诉我们千禧一代的工作潜质，[D]选项最贴近文意。
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