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[主观题]
A) broadB) inclusiveC) tentativeD) extensive
A) broad
B) inclusive
C) tentative
D) extensive
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A) broad
B) inclusive
C) tentative
D) extensive
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更多“A) broadB) inclusiveC) tentati…”相关的问题
A.Polysemy
B.Hyponymy
C.Antonymy
D.Synonymy
A.persuasive
B.instructive
C.qualitative
D.inclusive
A．Y
B．N
C．NG
A) intact
B) integral
C) inclusive
D) infinite
How does the author evaluate the generalizations of people's types in Para. 3？
A．Such generalizations help us judge the different characters of people we meet.
B．Such generalizations are not inclusive enough to draw a convincing conclusion.
C．Such generalizations prove that nature plays an important role in determining social habits.
D．Such generalizations show that there are mainly two different types of people on the planet.
听力原文： (29) It is commonly believed in the United States that school is where people go to get an education. Nevertheless, (31)the distinction between schooling and education implied a lot.
(30) Education is much more open-ended and all-inclusive than schooling. It can take place anywhere, whether in the shower or in the job. It includes both the formal learning that takes place in schools and the whole universe of informal learning. The agents of education can range from a revered grandparent to the people debating politics on the radio, from a child to a distinguished scientist. Whereas schooling has a certain predictability, education quite often produces surprises. A chance conversation with a stranger may lead a person to discover how little is known of other religions. People are engaged in education from infancy on. Education, then, is a very broad, inclusive term. It is a lifelong process, a process that starts long before the start of school, and one that should be an integral part of one's entire life.
Schooling, on the other hand, is a specific, formalized process, whose general pattern varies little from one setting to the next. Throughout a country, children arrive at school at approximately the same time, take as- signed seats, are taught by an adult, use similar textbooks, do homework, take exams, and so on. The slices of reality that are to be learned, whether they are the alphabet or an understanding of the working of government, have usually been limited by the boundaries of the subject being taught. For example, high school students know that they're not likely to find out in their classes the truth about political problems in their communities or what the newest filmmakers are experimenting with. There are definite conditions surrounding the formalized process of schooling.
(30)
A．At school.
B．At home.
C．In a community.
D．In a library.
听力原文： It is commonly believed in the United States that school is where people go to get an education. Nevertheless, the distinction between schooling and education implied a lot.
Education is much more open-ended and all-inclusive than schooling. It can take place anywhere, whether in the shower or in the job. It includes both the formal learning that takes place in schools and the whole universe of informal learning. The agents of education can range from a revered grandparent to the people debating politics on the radio, from a child to a distinguished scientist. Whereas schooling has a certain predictability, education quite often produces surprises. A chance conversation with a stranger may lead a person to discover how little is known of other religions. People are engaged in education from infancy on. Education, then, is a very broad, inclusive term. It is a lifelong process, a process that starts long before the start of school, and one that should be an integral part of one's entire life.
Schooling, on the other hand, is a specific, formalized process, whose general pattern varies little from one setting to the next. Throughout a country, children arrive at school at approximately the same time, take as- signed seats, are taught by an adult, use similar textbooks, do homework, take exams, and so on. The slices of reality that are to be learned, whether they are the alphabet or an understanding of the working of government, have usually been limited by the boundaries of the subject being taught. For example, high school students know that they're not likely to find out in their classes the truth about political problems in their communities or what the newest filmmakers are experimenting with. There are definite conditions surrounding the formalized process of schooling.
(30)
A．At school.
B．At home.
C．In a community.
D．In a library.
How Do You See Diversity？
As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company .During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.
He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said “untrustworthy,” so she decided to offer the job to her second choice.
“It wasn’t until I attended a diversity workshop that I realized the person we passed over was the perfect person,” Tiffany confesses. What she hadn’t known at the time of the interview was that the candidate’s “different” behavior. was simply a cultural misunderstanding . He was an Asian-American raised in a household where respect for those in authority was shown by averting(避开) your eyes.
“I was just thrown off by the lack of ye contact; not realizing it was cultural,” Tiffany says. “I missed out ,but will not miss that opportunity again.”
Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our under-standing of others and to reexamine some of our false assumptions .
Hire Advantage
At a time when hiring qualified people is becoming more difficult ,employers who can eliminate invalid biases(偏爱) from the process have a distinct advantage .My company, Mindsets LLC ,helps organizations and individuals see their own blind spots . A real estate recruiter we worked with illustrates the positive difference such training can make .
“During my Mindsets coaching session ,I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets .The agents were able to utilize their full potential and experiences to build up the company .When the real estate market began to change, it was because we had a diverse agent pool that we were able to stay in the real estate market much longer than others in the same profession.”
Blinded by Gender
Dale is an account executive who attended one of my workshops on supervising a diverse workforce . “Through one of the sessions ,I discovered my personal bias ,” he recalls . “I learned I had not been looking at a person as a whole person , and being open to differences .” In his case , the blindness was not about culture but rather gender .
“I had a management position open in my department ;and the two finalists were a man and a woman . Had I not attended this workshop , I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel . My reasoning would have been that even though both candidates were great and could have been successful in the position , I assumed the woman would have wanted to be home with her children and not travel .”Dale’s assumptions are another example of the well-intentioned but incorrect thinking that limits an organization’s ability to tap into the full potential of a diverse workforce .
“I learned from the class that instead of imposing my gender biases into the situation , I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision .” Dale credits the workshop , “because it helped me make decisions based on fairness .”
Year of the Know-It-All
Doug is another supervisor who attended one of my workshops .He recalls a major lesson learned from his own employee.
“One of my most embarrassing moments was when I had a Chinese-American employee put in a request to take time off to celebrate Chinese New Year . In my ignorance , I assumed he had his dates wrong , as the first of January had just passed . When I advised him of this , I gave him a long talking-to about turning in requests early with the proper dates .
“He patiently waited , then when I was done , he said he would like Chinese New Year did not begin January first , and that Chinese New Year ,which is tied to the lunar cycle ,is one of the most celebrated holidays on the Chinese calendar . Needless to say , I felt very embarrassed in assuming he had his dates mixed up . But I learned a great deal about assumptions , and that the timing of holidays varies considerably from culture to culture .
“Attending the diversity workshop helped me realize how much I could learn by simply asking questions and creating dialogues with my employees , rather than making assumptions and trying to be a know-it-all ,” Doug admits . “The biggest thing I took away from the workshop is learning how to be more ‘inclusive’ to differences.”
A better Bottom Line
An open mind about diversity not only improves organizations internally , it is profitable as well . These comments from a customer service representative show how an inclusive attitude can improve sales .”Most of my customers speak English as a second language . One of the best things my company has done is to contract with a language service that offers translations over the phone . It wasn’t until my boss received Mindsets’ training that she was able to understand how important inclusiveness was to customer service . As result , our customer base has increased .”
Once we start to see people as individuals . and discard the stereotypes , we can move positively toward inclusiveness for everyone . Diversity is about coming together and taking advantage of our differences and similarities . It is about building better communities and organizations that enhance us as individuals and reinforce our shared humanity .
When we begin to question our assumptions and challenge what we think we have learned from our past , from the media, peers , family , friends , etc , we begin to realize that some of our conclusions are flawed(有缺陷的) or contrary to our fundamental values . We need to train our-selves to think differently , shift our mindsets and realize that diversity opens doors for all of us ,creating opportunities in organizations and communities that benefit everyone .
1. What bothered Tiffany during an interview with her candidate？
A) He just wouldn’t look her in the eye.
B) He was slow in answering her questions.
C) His answers to some of her questions were irrelevant.
D) His answers to some of her questions were irrelevant .
？？Team spirit？？
[A] Teams have become the basic building blocks of organizations. Recruitment advertisements routinely call for “team players”. Business schools grade their students in part on their performance in group projects. Office managers knock down walls to encourage team building. Teams are as old as civilization, of course: even Jesus had 12 co-workers. But a new report by Deloitte, “Global Human Capital Trends”, based on a survey of more than 7,000 executives in over 130 countries, suggests that the fashion for teamwork has reached a new high. Almost half of those surveyed said their companies were either in the middle of restructuring or about to embark on (开始)it; and for the most part, restructuring meant putting more emphasis on teams.
[B] Companies are abandoning conventional functional departments and organising employees into cross-disciplinary teams that focus on particular products, problems or customers. These teams are gaining more power to run their own affairs. They are also spending more time working with each other rather than reporting upwards. Deloitte argues that a new organisational form. is on the rise: a network of teams is replacing the conventional hierarchy (等级体制).
[C] The fashion for teams is driven by a sense that the old way of organising people is too rigid for both the modem marketplace and the expectations of employees. Technological innovation places greater value on agility (灵活性).John Chambers, chairman of Cisco Systems Inc., a worldwide leader in electronics products, says that “we compete against market transitions (过渡)，not competitors. Product transitions used to take five or seven years; now they take one or two. ” Digital technology also makes it easier for people to co-ordinate their activities without resorting to hierarchy. The “millennials” (千禧一代) who will soon make up half the workforce in rich countries were raised from nursery school onwards to work in groups.
[D] The fashion for teams is also spreading from the usual corporate suspects (such as GE and IBM) to some more unusual ones. The Cleveland Clinic, a hospital operator, has reorganised its medical staff into teams to focus on particular treatment areas; consultants, nurses and others collaborate closely instead of being separated by speciality (专业)and rank. The US Army has gone the same way. In his book, “Team of Teams&39; General Stanley McChrystal describes how the army’s hierarchical structure hindered its operations during the early stages of the Iraq war. His solution was to learn something from the insurgents it was fighting: decentralise authority to self-organising teams.
[E] A good rule of thumb is that as soon as generals and hospital administrators jump on a management bandwagon, it is time to ask questions. Leigh Thompson of Kellogg School of Management in Illinois warns that, ‘Teams are not always the answer—teams may provide insight, creativity and knowledge in a way that a person working independently cannot; but teamwork may also lead to confusion, delay and poor decision-making.” The late Richard Hackman of Harvard University once argued, “I have no question that when you have a team, the possibility exists that it will generate magic, producing something extraordinary... But don’t count on it.”
[F] Hackman (who died in 2013) noted that teams are hampered by problems of co-ordination and motivation that chip away at the benefits of collaboration. High-flyers forced to work in teams may be undervalued and free-riders empowered. Groupthink may be unavoidable. In a study of 120 teams of senior executives, he discovered that less than 10% of their supposed members agreed on who exactly was on the team. If it is hard enough to define a team’s membership, agreeing on its purpose is harder still.
[G] Profound changes in the workforce are making teams trickier to manage. Teams work best if their members have a strong common culture. This is hard to achieve when, as is now the case in many big firms, a large proportion of staff are temporary contractors. Teamwork improves with time: America’s National Transportation Safety Board found that 73% of the incidents in its civil-aviation database occurred on a crew’s first day of flying together. However, as Amy Edmondson of Harvard points out, organisations increasingly use “team” as a verb rather than a noun: they form. teams for specific purposes and then quickly disband them.
[H] The least that can be concluded from this research is that companies need to think harder about managing teams. They need to rid their minds of sentimentalism (感情用事)：the most successful teams have leaders who are able to set an overall direction and take immediate action. They need to keep teams small and focused: giving in to pressure to be more “inclusive” is a guarantee of dysfunction. Jeff Bezos, Amazon’s boss, says that “If I see more than two pizzas for lunch, the team is too big.” They need to immunize teams against group-think: Hackman argued that the best ones contain “deviants” (离经叛道者)who are willing to do something that maybe upsetting to others.
[I] A new study of 12,000 workers in 17 countries by Steelcase, a furniture-maker which also does consulting, finds that the best way to ensure employees are “engaged” is to give them more control over where and how they do their work―which may mean liberating them from having to do everything in collaboration with others.
[J] However, organisations need to learn something bigger than how to manage teams better: they need to be in the habit of asking themselves whether teams are the best tools for the job. Teambuilding skills are in short supply: Deloitte reports that only 12% of the executives they contacted feel they understand the way people work together in networks and only 21% feel confident in their ability to build cross-functional teams. Loosely managed teams can become hotbeds of distraction―employees routinely complain that they can’t get their work done because they are forced to spend too much time in meetings or compelled to work in noisy offices. Even in the age of open-plan offices and social networks some work is best left to the individual.
36. Successful team leaders know exactly where the team should go and are able to take prompt action.
37. Decentralisation of authority was also found to be more effective in military operations.
38. In many companies, the conventional form. of organisation is giving way to a network of teams.
39. Members of poorly managed teams are easily distracted from their work.
40. Teamwork is most effective when team members share the same culture.
41. According to a report by Deloitte, teamwork is becoming increasingly popular among companies.
42. Some team members find it hard to agree on questions like membership and the team’s purpose.
43. Some scholars think teamwork may not always be reliable, despite its potential to work wonders.
44. To ensure employees’ commitment, it is advisable to give them more flexibility as to where and how they work.
45. Product transitions take much less time now than in the past.
