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
98
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.
What does Larry say about fostering a sense of team spirit?
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、Company has to organise outdoor assault courses.
B、Company can provide opportunities for people to meet, talk and share together.
C、Company has to deal with employees’ personal problems.
答案
B
解析
转载请注明原文地址:https://kaotiyun.com/show/joKd777K
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
Whatarethespeakersdiscussing?
Whatarethespeakersdiscussing?
What’stherelationshipbetweenthemanandthewoman?
Whatarethespeakersdiscussing?
Whatarethespeakersdiscussing?
Whatarethespeakersdiscussing?
A、 B、 C、 D、 AAmanisliftinghissuitcaseandputtingitintothetrunkofhiscar.Choice(B)isin
WhatkindofbusinessisDombeyandSons?
1.(Thecandidatechoosesonetopicandspeaksaboutitforoneminute.)A.StaffManagement:howtoachieveandmaintainhighm
随机试题
会计科目在年度中间进行调整时,进行结转一律()。
(2012年4月)1956年至1957年,中国共产党人探索社会主义建设道路取得的积极成果有________、________、________、________。
确定某因素与疾病可能存在因果关系时,哪种说法是不正确的
关于细胞因子()
下列蛋白质通过凝胶层析柱时最先被洗脱的是
男,10岁,突发剑突下剧烈绞痛1小时,疼痛呈钻顶样,辗转不安。查体:腹肌柔软,右上腹部轻微压痛,首先考虑的诊断是
平面4x-6x+7=0的位置是()。
案例【背景资料】A公司承建跨线立交桥工程,桥梁全长782.4m,共计26跨,桥梁下部结构有240根直径1.2m的钻孔灌注桩,采用反循环钻机成孔。项目部经招标程序将钻孔作业分项工程分包给B公司,签订了分包合同。施工过程中现场发生如下事件:
下列关于夫妻共同债务的说法中,不正确的是()。
决定需求的首要因素是()。
最新回复
(
0
)