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
TASK ONE - THE PROBLEM ABOUT THE MANAGER • For questions 13 - 17, match the extracts with the problems, listed A - H. • For
TASK ONE - THE PROBLEM ABOUT THE MANAGER • For questions 13 - 17, match the extracts with the problems, listed A - H. • For
admin
2010-01-31
35
问题
TASK ONE - THE PROBLEM ABOUT THE MANAGER
• For questions 13 - 17, match the extracts with the problems, listed A - H.
• For each extract, decide which problem about the manager the speaker describes.
• Write one letter (A- H) next to the number of the extract.
A not keeping up with IT developments
B being away from the office too often
C not praising achievements
D being obsessed with cost curling
E not understanding how long tasks take
F being poor at delegating
G not, listening to suggestions
H being neglectful of detail
*
Speaker 1
I remember this manager I worked under once - he really was pretty inefficient. I think the problem was that he was a bit of a control freak and driven by all these targets he used to set himself. The silly thing was that it meant not that much really got done satisfactorily, cos he wouldn’t pass tasks on to anyone else, for fear they wouldn’t take the time to do it perfectly, so projects were always running behind. And of course it’s very difficult to deal with people like that, since you’re not in a position to suggest anything to them, but I think they do need to consult if not someone then something - there are programmes you can use now that help to prioritise and allocate work in the course of a project.
Speaker 2
I honestly don’t know what managers are taught on all these courses they go on, or what they’re supposed to qualify anyone to do. I’m thinking in particular of one manager in my organisation who seems to spend his whole time with his nose in some book or other - when what he actually needs to do is deal with his people, get them all in together for a session to air their problems and discuss ways to move forward. As it is, he’s got this office full of staff trying their best to do good work but without real guidance. You can’t run a business only on paper, and he doesn’t give his staff enough recognition for the quality o f their work
Speaker 3
Well, the last line manager I had certainly caused problems - but it wasn’t as if there weren’t solutions available. Other managers in the same company didn’t run into the same problems as she did. But then they did make use of what was on the doorstep the company ran a weekly series of workshops, and they were great. They were only about an hour long, but she should have made the effort - the one on communication, for example, would have shown her ways to overcome her seeming inability to hear what ideas people were coming up with. As it was, the way she simply ignored such input caused a lot of resentment And that’s no way to run a department.
Speaker 4
Well, they all talk about management being about facilitating processes and empowering staff, don’t they? But in my experience the reality can be very different indeed. I knew one manager who I think just didn’t appreciate how much management had moved on since he’d originally trained. He approached absolutely everything in the same way, itemising financial aspects, without seeing the bigger picture - all he wanted to do was implement savings. It was disastrous when it came to considering upgrading computers, for example, as it’s so difficult to calculate that sort of thing in those terms. Looking back I think what he needed to do was to change his whole approach. I’m not sure he’d have taken advice from his colleagues, but he should have caught up a bit on his reading, taken his own time to mull over some of the newer ideas.
Speaker 5
I’ve heard managers being criticised for spending too long out at conferences, and losing touch with what’s going on in front of their noses. But one manager in my firm was present, it’s, just that she didn’t pay enough attention. So while our competitors would be installing new databases and upgrading their networks, she’d not bother to check out what was available, and keep us all slaving away on very time-consuming jobs. I don’t know if she thought she was saving the company money, but if she did she was much mistaken. Ironically, she went to some training sessions, so she must have heard other ideas, but without much effect. She should have simply moved her desk out of the comer, and become part of the section, so that she could have appreciated how cumbersome some of the procedures were.
选项
答案
A
解析
转载请注明原文地址:https://kaotiyun.com/show/TXOd777K
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
Whatdoesthespeakerreportabouttheheatwave?
Whatisthisreportmainlyabout?
Whatarethelistenersaskedtodo?
Whoisthemanprobablytalkingto?
Whydoesthemanfeelattendingconferencesisagoodidea?
A、 B、 C、 D、 AThefueltruckisbythejet.Choice(B)isincorrectbecausetheplane’sfueltankmay
WhatisthepurposeofMartha’scalltoJeffrey?
Whatflowersdidthewomanpurchase?
Theinterlocutorasksyouquestionsonanumberofwork-relatedandnonwork-relatedsubjects.
Theinterlocutorasksyouquestionsonanumberofwork-relatedandnonwork-relatedsubjects.
随机试题
高与底面直径相等的圆柱体轴截面的面积是32,那么它的侧面积是()。
挤压井施工无须挤入隔离液,按设计量挤入压井液即可。()
Soot(烟灰)andSnow:aHotCombination①NewresearchfromNASAscientistssuggestsemissions(释放)ofblacksootalterthewaysun
小型商业银行普遍擅长零售业务,有能力将资源和技术整合起来,和更多的对手竞争。()
某地甲企业2016年1——5月份,发生下列有关事项:(1)2016年1月,甲企业从其一般存款账户支取工资、奖金120万元,并支取现金10万元。(2)2016年3月,甲企业将20万元的销货收入存入其单位卡账户,并从单位卡中支取现金5万元。
A、 B、 C、 D、 A
河流:水与()在内在逻辑关系上最为相似。
现金的短缺成本随现金持有量的增加而增加,随现金持有量的减少而减少,即与现金持有量呈正相关。()
已知图片框Picture1中已装入一个图形,为了在不删除图片框的前提下,清除该图形,应采取的正确操作是( )。
TheBeautyAdvantage[A]MostofushaveheardthestoryofDebrahleeLorenzana,the33-year-oldQueens,N.Y.,womanwhosuedCit
最新回复
(
0
)