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最新高等商务英语浏览懂得出格操练
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In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives having to communicate information which often leads to feelings of insecurity has become a key activity. From being regarded as relatively unimportant in many companies , management employee communication has become a central corporate need.
Concordia International provides a good example of a company that has adjusted well to the changing needs for communication . since 1995 , Concordia has been turned inside-out and upside-down, to ensure that it is a marketing –led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated.
From being an engineering company, Concordia is now remaking itself as a service company. The role of employee communication in such a context is to build people’s self-confidence, to persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the company they have worked for over many years. This is understandable, since many of the old certainties are being swept away , including the core activities of the company they work for. Above all , they have had to face up to the fact that they no longer have a job for life.
Research indicates that people respond to this predicament in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the new situation: on the one hand there are the “ pragmatists” and on the other “ the highly anxious” the former see their job as a means to an end and have a relatively short-term perspective, with strong loyalty to their local term , rather than the company as a whole . The second category, usually the majority, may respond to threatened changes with a feeling of having been let down, and even feel anger at the company for what they see as changing the terms of their employment.
` The employee communication process needs to be capable of accurately directing its messages at a variety of employee groups and departments within the workforce . this is why middle managers and line managers are so key to communication. They are the people who know about the full rage of concerns among the workforce. The problem in the past was that this crucial area was often the responsibility of a separate, relatively isolated unit. Concordia puts responsibility for communication firmly on line managers. All their research points to the same conclusion: people prefer to get their information face-to-face from their line managers. That is the key relationship and where arguments and hearts and minds –are lost.
The general rule in company communication is to tell employees as much as you can as soon as you can. If you can’t provide details, then at least put the news in context and commit yourself to providing greater detail when it becomes available another rule of company communication is that there must be a fit between what the company is telling its employees and what it is telling its shareholders.15 In the last eight years, Concordia has
15A made over 80.000 employees reduncdant
B completed a period of downsizing
C reduced its workforce of 80.000 by 35%
D given 35% of departing employees voluntary redundancy
16 From Concordia’s point of view, the role of communication is to
A win employee support before going ahead with the changes
B change the company’s core activities.
C emphasise the positive aspects of the changes
D explain the need for the changes
17 what does research show about most employees’ response to change?
A they expect it to have a bad effect on the company
B they feel completely powerless
C they become less loyal
D they fell they have been treated unfairly
18 Concordia’s communication process mainly relies on
A printed communication
B departmental heads
C personal communication
D a separate, specialized unit
19 According to the writer, what is the guiding principle about giving information within an organization?
A Never make promises about future developments
B Give people an overall view at the earliest possible stage
C always include plenty of hard information
D Hold back until all the details can be provided
20 which of the following would be the most suitable title for the article?
A employee attitudes to company communication
B making company communication more effective
C Researching company commmucation
D Making employees feel less powerless
文章取材自一本办理手册，说的是一个构造里的有用相同标题题目。这套标题题目有些出格，不像之前的浏览的第三局部，六道标题题目别离顺次对应文章的六个段落，这题的谜底略微分离了些。
15题，谜底很较着，可是选项很有利诱性。谜底是第二段的最初一句：In the last eight years, Concordia has reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated.削减了80000员工(或说削减了35%的员工)，预期还会削减更多。A选项是对的，made redundant是前面某套标题题目浏览的第五局部考过的词组;B错误，不完成(completed)，由于预期还会扩充更多(with further downsizing anticipated);C也错误，利诱性最大，reduced its workforce of 80.000，用了介词of，以是这句的意义是一共就80000员工，而现实环境是削减了80000员工;D错误，35%的员工被扩充，都是在志愿的根本上的，而不是分开的人中有35%是志愿的。
16题，问按照这人的概念，相同的脚色是甚么。也便是问相同的目标或感化是甚么。谜底在第三段。相同是为了赞助人建立自傲，压服他们固然要面临一些变更，可是一样也会具有一些新的机遇。说白了，便是鼓动勉励这些被裁的人。谜底选C，夸大变更的主动方面。这里的positive aspects是对前面说的bring with them new opportunities的一个归纳综合。(想起了片子《在云端》，up in the air，外面阿谁老汉子的任务便是职业裁员专家，特地对被裁的人说些如许的话。)
17题，问查询拜访显现大大都人对change的反映是甚么。这题在谜底中也很较着，可是选项很纠结。都有点貌同实异。The second category, usually the majority, may respond to threatened changes with a feeling of having been let down.,and even feel anger at the company for what they see as changing the terms of their employment.大大都员工的反映便是很绝望，乃至会很愤慨。小我感觉这题出的不够松散，不哪一个选项能严酷从原文中提炼出来。对照下D要好点，由于对公司绝望和愤慨，便是感觉遭到了不公道的报酬。此题有待妙手补充更完善的来由。
18题，问相同进程首要依靠于甚么。谜底是第五段的这句：people prefer to get their information face-to-face from their line managers。喜好面临面的从直属司理那边获得信息。以是选C，小我的交换。
19题，问构造外部供给信息的指点准绳是甚么。最初一段的第一句便是：The general rule in company communication is to tell employees as much as you can as soon as you can。尽能够的快，尽能够的多。不能供给细节的，最少给个大抵的背景动静(put the news in context)。机会成熟了，再奉告更多。选B：在能够的最早的阶段让人有个全体的印象。
20题，给文章选标题。这类题在BEC的浏览里还真未几见。选标题，便是要遴选文章的最首要意义，从全体上掌握文章的main ideas。这篇文章通篇说的便是communication，前面先容了相同的背景：裁员;接着说了员工对裁员的反映;而后最初两段，一段说员工喜好甚么样的相同体例，一段说相同的准绳是甚么。综合起来，便是对于如何停止有用相同的标题题目。选B。A错误，单方面了，只是文中某局部的内容，并且这局部内容是为前面做背景先容，不是首要的;C错误，不是简略的research，research仅仅是先容状态，文章另有对于完成办法的。
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