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苏潇若之苏苏
首页 > 自考本科 > 英语二2021自考真题答案

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云里雨里大太阳

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Part B Directions: Read the following text and answer the questions by choosing the most suitable subheading from the list A-G for each numbered paragraph(41-45). There are two extra subheadings which you do not need to use.Mark your answers on the ANSWER SHEET.(10points) [A] Stay calm [B] Stay humble [C] Don't make judgments [D] Be realistic about the risks [E] Decide whether to wait [F] Ask permission to disagree [G] Identify a shared goal How to Disagree with Someone More Powerful than You Your boss proposes a new initiative you think won't work.Your senior colleague outlines a project timeline you think is unrealistic.What do you say when you disagree with someone who has more power than you do? How do you decide whether it's worth speaking up? And if you do, what exactly should you say? Here's how to disagree with someone more powerful than you. You may decide it's best to hold of on voicing your opinion.Maybe you haven't finished thinking the problem through, the whole discussion was a surprise to you,or you want to get a clearer sense of what the group thinks.If you think other people are going to disagree too,you might want to gather your army first. People can contribute experience or information to your thinking— all the things that would make the disagreement stronger or more valid. It's also a good idea to delay the conversation if you're in a meeting or other public space.Discussing the issue in private will make the powerful person feel less threatened. 42.________________ Before you share your thoughts,think about what the powerful person cares about — it may be"the credibility"of their team or getting a project done on time.You're more likely to be heard if you can connect your disagreement to a higher purpose. When you do speak up, don't assume the link will be clear. You'll want to state it overtly, contextualizing your statements so that you're seen not as a disagreeable underling but as a colleague who's trying to advance a shared goal.The discussion will then become more like a chess game than a boxing match. 43.________________ This step may sound overly deferential, but, it's a smart way to give the powerful person psychological safety and control You can say something like,"I know we seem to be moving toward a fist-quarter commitment here.I have reasons to think that won't work.I'd like to lay out my reasoning. Would that be OK?"This gives the person a choice,allowing them to verbally opt in.And,assuming they say yes it ill make you feel more confident about voicing your disagreement. 44.________________ You might feel your heart racing or your face turning red,but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance oranxiety,it undercuts the message.It sends a mixed message,and your counterpart gets to choose what to read. Deep breaths can help,as can speaking more slowly and deliberately. When we feel panicky we tend to talk louder and faster. Simply slowing the pace and talking in an even tone helps calm the other person down and does the same for you. It also makes you seem confident, even if you aren't. 45.________________ Emphasize that you're offering your opinion, not gospel truth.It may be a well-informed well-researched opinion,but it's still an opinion,my talk tentatively and slightly understate your confidence.Instead of saying something like,"If we set an end-of-quarter deadline, we'll never make it,"say,"This is just my opinion,but I don't see how we will make that deadline."Having asserted your position ((as a position,not as a fact), demonstrate equal curiosity about other views.Remind the person that this is your point of view,and then invite critique.Be genuinely open to hearing other opinions. 答案∶

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吃出新味来

本文论述了:目标设定与其产生的负面影响之间的关系。作者首先指出,目标设定无法兼顾所有相关因素,往往顾此失彼。然后通过公交车和航空公司的案例加以论证,并给出解释:目标设定会造成预料之外的负面影响。最后作者,提出了设立合理目标的诀窍。 It's not difficult to set targets for staff . It is much harder, however ,to understand their negative consequences. Most work-related behaviors have multiple components. Emphasizes one and the others become distorted. 给员工设定目标并不难..然而要理解其造成的负面影响则困难得多.大多数与工作相关的行为都由多个组成部分.强调其中一个就无法被兼顾其他的. Travel on a London bus and you'll quickly see how this works with drivers. Watch people get on and show their tickets. Are they carefully inspected? Never. Do people get on without paying? Of course ! Are there inspectors to check that people have paid? Possibly, but very few. And people who run for the bus? They are ignored How about jumping lights? Buses do so almost as frequently as cyclists. 乘坐伦敦公交车你会很快发现这一规律在司机身上是如何体现的看看人们会不会出示他们的车票然而他们会检查仔细的检查吗?有人不付钱就坐车吗当然有还有检查员去检查人们去付钱了吗也许有但很少。那追赶公交车的人呢司机对其视而不见闯红灯的行为有吗?公交车司机这样做的次数和骑车人几乎一样多。 为什么会出现这样的情景呢?因为设定的工作目标是准时守时的。人们抱怨公交车晚点且班次又少。因此,公交车和专用道已经增加了。司机的奖惩机制也以路上花费的时间为标准。司机完成了目标,但途中也会撞倒骑行者。如果目标改为收益,你就会看见更多的检察员和更为敏感的车票定价。 如果以安全行车为标准,就会有更加谨慎遵守交通法规的司机。但这两个标准,都以牺牲时间为代价。 There is another problem : people became immensely inventive in hitting targets 。 Have you noticed that you can leave on a flight an hour late but still arrive on time? Tailwinds? Of course not! Airlines have simply changed the time a trip is meant to take. A one-hour fight is now ballad as a two-hour flight. 还有一个问题:人们为达到目标会变得极具创造性。你是否注意到:乘坐的飞机延误一小时起飞,但仍然能准时到达?因为顺风,当然不是。航空公司只是改变了飞行所需要的时间,一个小时的航班就被宣称要两个小时。 The background of the story is simple. Most jobs are multidimensional, with multiple criteria. Choose one criterion and you may well sacrifice others. Everything Can be done faster and made cheaper, but there is a cost . Setting targets can and does have unforeseen negative consequences. 对这种现象的解释也很简单。大多数工作是多维度的,有着多重标准。选择了一种标准,你很可能就放弃其他的标准所有的事情都可以做得更快,成本更低,但这是有代价的。设定目标可能会,也确实会造成预料之外的负面影响。 This is not an argument against target-setting. But it is an argument for exploring consequences first. All good targets should have multiple criteria relating to critical factors such as time, money, quality and customer feedback. The trick is not only to specify just one or even two dimensions of the objective, but also to understand how to help people better achieve the objective. 这并不是反对设立目标的理由而是一种要优先探讨后果的论证。所有合理的目标都应该有多个,与时间金钱质量以及客户反馈等关键因素相关的标准。其中的诀窍,不仅是明确目标的一两个方面,还要了解如何帮人们更好地实现这一目标。 选项迷惑词: moreover 此外 assess评估 identify 确认 mock 嘲笑 hospitality 好客的 punctuality 准时 innovation 创新 besides 此外 hire 雇用 rather 相当 once 一旦 revenue 收入 diligent 勤奋的 reveal 揭露 transfer 换乘 departure 出发 form 形式 interpret 解释 calling for 号召 leading to 导致 specify 明确规定 restore 恢复 modify 改变 present 呈现

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