The team didn’t expect to win; ____, they were disappointed at their heavy defeat.A.moreov

A.They arose from cultural differences.

B.Indian team didn’t finish their job on tim

C.American didn’t give Indian team enough tim

D.Indian team and American team didn’t work at the same tim

The team leader didn't know who___（blame)for the loss of the match.

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THE RIGHT WAY TO MOTIVATE EMPLOYEES

It's important for a CEO to be passionate and enthusiastic, but there's a line of professionalism that must always be maintained.

According to a report from the technology website Venture Beat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn't have the passion to use the products they work for.

According to the website, part of the leaked letter reads:

“It's been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn't even remember their PayPal passwords. That's unacceptable to me, and the rest of my team, everyone at PayPal should use our products where available. That's the only way we can make them better, and better.”

“In closing, if you are one of the folks who refused to install the PayPal app or if you can't remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.”

While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, when faced with a situation where staff isn't embracing what they make, you need to investigate the root of the problem -- not threaten.

When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it. Sending out a one-sided note about the problem is not leading, it's retreating.

Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it？ Marcus should have focused on three questions:

Why are you not using the app？

What is it that we can do to ensure you use our app？

What do you need from me？

操作提示：正确选T，错误选F。

1. A CEO only needs to be passionate and enthusiastic.{T; F}

2. It is not professional that PayPal CEO blames his employees not to use PayPal or forget PayPal passwords.{T; F}

3. “A one-sided note” refers to the root of PayPal's problem.{T; F}

4. When faced with internal problems, good executives find the root of a problem in their executive team first.{T; F}

5. Good executives need to give feedback immediately when they are listening to the staff.{T; F}

The Right Way to Motivate Employees

It’s important for a CEO to be passionate and enthusiastic, but there’s a line of professionalism that must always be maintained.

According to a report from the technology website Venture Beat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn’t have the passion to use the products they work for.

According to the website, part of the leaked letter reads:

“It’s been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn’t even remember their PayPal passwords.That’s unacceptable to me, and the rest of my team, everyone at PayPal should use our products where available.That’s the only way we can make them better, and better.”

“In closing, if you are one of the folks who refused to install the PayPal app or if you can’t remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.”

While not obvious at first, the letter reveals a problem of morale and culture at PayPal.As an executive, you certainly want your employees to use and promote your products.However, when faced with a situation where staff isn’t embracing what they make, you need to investigate the root of the problem -- not threaten.

When faced with internal problems, good executives start by asking “why”.They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it.Sending out a one-sided note about the problem is not leading, it’s retreating.

Leadership starts by listening.Good executives need to get out among the staff and ask questions and listen without judgment or reaction.The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection.At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it？ Marcus should have focused on three questions:

• Why are you not using the app？

• What is it that we can do to ensure you use our app？

• What do you need from me？

1.A CEO only needs to be passionate and enthusiastic.()

2.It is not professional that PayPal CEO blames his employees not to use PayPal or forget PayPal passwords.()

3.“A one-sided note” refers to the root of PayPal’s problem.()

4.When faced with internal problems, good executives find the root of a problem in their executive team first.()

5.Good executives need to give feedback immediately when they are listening to the staff.()

. kids wear clothes with his picture on them. Jerseys(球服)with his number 23 on the front, jackets with the Bulls on the back, and Air Jordan sports shoes all reflect the fame of this superstar. Michael Jordan has become the most famous attraction of the world’s favorite spectator sport.

Michael Jordan was born in 1963 in Brooklyn, New York. Growing up Michael did not look like a future superstar. He was very shy and didn’t like to talk to other people about himself. He was also very short. He showed little promise of having a future career in basketball. When he tried out for the freshman team in high school, Michael didn’t make it. The next year, however, he grew tall enough to join the team.

Michael’s road to fame began at the University of North Carolina. He brought an acrobatic styleto the game that few had seen before. Michael used his quickness and strength to reach the basket again and again. He became famous for his powerful slam dunk(灌蓝). Basketball fans from all over the world began to take notice. One reporter wrote that when Michael went up to dunk the basketball , it looked like he could fly. He was given the nickname "Air Jordan".

Kids all over the world wear the things related to Jordan except ______.

A．shoes

B．jerseys

C．jackets

D．socks

Even in traditional offices, “the lingua franca of corporate America has gotten much more emotional and much more right-brained than it was 20 years ago,” said Harvard Business School professor Nancy Koehn. She started spinning off examples. “If you and I parachuted back to Fortune 500 companies in 1990, we would see much less frequent use of terms like journey, mission, passion. There were goals, there were strategies, there were objectives, but we didn’t talk about energy; we didn’t talk about passion.”

Koehn pointed out that this new era of corporate vocabulary is very “team”-oriented—and not by coincidence. “Let’s not forget sports—in male-dominated corporate America, it’s still a big deal. It’s not explicitly conscious; it’s the idea that I’m a coach, and you’re my team, and we’re in this together. There are lots and lots of CEOs in very different companies, but most think of themselves as coaches and this is their team and they want to win.”

These terms are also intended to infuse work with meaning—and, as Khurana points out, increase allegiance to the firm. “You have the importation of terminology that historically used to be associated with non-profit organizations and religious organizations: Terms like vision, values, passion, and purpose,” said Khurana.

This new focus on personal fulfillment can help keep employees motivated amid increasingly loud debates over work-life balance. The “mommy wars” of the 1990s are still going on today, prompting arguments about why women still can’t have it all and books like Sheryl Sandberg’s Lean In, whose title has become a buzzword in its own right. Terms like unplug, offline, life-hack, bandwidth, and capacity are all about setting boundaries between the office and the home. But if your work is your “passion,” you’ll be more likely to devote yourself to it, even if that means going home for dinner and then working long after the kids are in bed.

But this seems to be the irony of office speak: Everyone makes fun of it, but managers love it, companies depend on it, and regular people willingly absorb it. As Nunberg said, “You can get people to think it’s nonsense at the same time that you buy into it.” In a workplace that’s fundamentally indifferent to your life and its meaning, office speak can help you figure out how you relate to your work—and how your work defines who you are.

31. According to Nancy Koehn, office language has become_____

[A] more emotional

[B] more objective

[C] less energetic

[D] less strategic

32. “Team”-oriented corporate vocabulary is closely related to_______

[A] historical incidents

[B] gender difference

[C] sports culture

[D] athletic executives

33.Khurana believes that the importation of terminology aims to______

[A] revive historical terms

[B] promote company image

[C] foster corporate cooperation

[D] strengthen employee loyalty

34.It can be inferred that Lean In________

[A] voices for working women

[B] appeals to passionate workaholics

[C] triggers debates among mommies

[D] praises motivated employees

35.Which of the following statements is true about office speak？

[A] Managers admire it but avoid it

[B] Linguists believe it to be nonsense

[C] Companies find it to be fundamental

[D] Regular people mock it but accept it

idn’t wait for my signal. John Smith: I improvised. Jane Smith: You （1） from the plan. John Smith: The plan was flawed. JaneSmith: The plan was not flawed. John Smith: Anal. Jane Smith: Organized John Smith: Jane, 90 percent of thisjob is （2）. Jane Smith: Your instincts set off every alarm in the building. John Smith: My instincts got the job done. May not have been the Jane show. Jane Smith: No. It was the John show. It was half-assed. Like Christmas. Like our anniversary. Like the time you forgot to bring my mother's birthday present. John Smith: Your fake mother's birthday. Jane Smith: The point is, you are always the first to break a team. John Smith: You don’t want a team, you-you want a （3） for hire. Jane Smith: I want someone I can （4）. John Smith: Jane, there’s no air around youanymore. Jane Smith: OK. What is that supposed to mean？ John Smith: It means there’s no room for （5）. No mistakes what’s so ever. No spontaneity ([ˌspɒntəˈneɪəti] 自发行为) . I mean who can answer to that. Jane Smith: Well, you don’t have to, do you？ ’ Cause this isn’t even a real marriage.

ic team with keen enthusiasm and desire to learn and grow.

One day the team was called to play a game in a hall.As they entered the hail, they found the hall decorated beautifully with colourful decorative papers and balloons.It was more like a kid’s play area than a corporate meeting hall.Everyone was surprised and gazed at each other.Also, there was a huge box of balloons placed at the centre of the hall.

The team leader asked everyone to pick a balloon from the box an blow it.Then he asked them to write their names on their balloon carefully so that the balloons didn’t blow up.

Those who failed were ruled out of the game.Altogether 25 employees were qualified for the next level.All the balloons were collected and then put into a room.

The team leader asked the 25 employees to go to the room and pick the balloon with their own name on it.All 25 employees reached the room.While they were in a rush to find the respective balloons, they tried not to burst the balloons.It was almost 15 minutes and no one was able to find the balloon carrying his own name.

The team was told that the second level of the game was over.

Now it was the third and final level.The employees were asked to pick any balloon in the room and give it to the person named on the balloon.Within a couple of minutes ail balloons reacted the hands of the respective employee.

The team leader announced: This is called real solutions to the problems.

21.When the employees were called to play a game, they ____.

A.knew what game they were going to play

B.laughed at the idea of adults playing a game

C.had no idea what they were asked to do

D.looked forward to playing a kid’s game

22.At the first level of the game, each employee was asked to ____.

A.blow a balloon and write his name on it

B.put his name on a balloon and blow it

C.pick up a balloon with his name on it

D.write his name on a floating balloon

23.How many employees failed the second level of the game？()

A.30

B.25

C.15

D.5

24.The key to success at the third level of the game lies in ____.

A.thinking positively

B.helping each other

C.believing in oneself

D.increasing efficiency

25.What does the software company aim to do？()

A.Encourage its employees to learn from each other

B.Train its employees to face all kinds of challenges

C.Select the employees most suitable for their jobs

D.Teach its employees the importance of teamwork