How do male employees usually wear in a relatively casual work environment？A.Suit and

How do male employees usually wear in a relatively casual work environment？

A.In suit and tie.

B.In smart trousers.

C.In professional attire.

D.In a jacket.

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HOW TO HANDLE A BAD PERFORMANCE REVIEW

Getting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it's not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions:

Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review.

WHAT TO DO WHEN RECEIVING A BAD PERFORMANCE REVIEW

It's best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree.

WHAT TO DO AFTER RECEIVING A BAD PERFORMANCE REVIEW

Don't be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bed performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions.

WAYS TO IMPROVE A BAD PERFORMANCE REVIEW

A way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his/her employees. Learning what it was that caused a bad performance review helps to improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time.

操作提示：通过题目后的下拉选项框选择正确答案。

1. What should you do when you are given a bad performance review？{A; B; C}

A. Argue with your boss.

B. Make immediate remarks.

C. Stay calm and listen carefully.

2. What should you do after you are given a bad performance review？{A; B; C}

A. Quit your job immediately.

B. Insist on making comments.

C. Learn from the review.

3. What should you do if you do not agree with the bad performance review？{A; B; C}

A. Tell the boss directly that you do not agree with the review.

B. Make a written statement on your own behalf if it is allowed.

C. Do not express your different understanding in a written statement.

4. How do you improve a bad performance review？{A; B; C}

A. Understand the established performance standards.

B. Learn more about what the employee wants or expects.

C. Learn what the person who gives the review may think.

5. Why should we understand the cause of a bad performance review？{A; B; C}

A. Because it helps the employee to get promoted immediately.

B. Because it encourages and motivates the worker to do better.

C. Because it prevents the employee from professional growth.

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HOW GOOGLE CONTINUES TO KEEP EMPLOYEES HAPPY

Working for Google is a dream of many, not just because of what this company has achieved in the last 15 years, but because of its enviable work culture. With about 37,000 employees in 40 countries, you might wonder how Google maintains a motivating work experience throughout its entire company.

Working for Google comes with perks that most other organizations can't provide -- bowling alleys, free haircuts, gym memberships, and shuttles to and from work. The company's secret to success is putting the same amount of time and effort into keeping employees happy as it does into innovating products.

Back when the company was just a start-up, co-founders Larry Page and Sergey Brin had the goal of making Google a place the most talented people wanted to work at. Their idea was simple: creating a work culture that keeps employees happy will motivate them to do their best and will keep them loyal to the company.

“It's less about the aspiration to be No. 1 in the world, and more that we want our employees and future ones to love it here, because that's what's going to make us successful,” said Karen May, the Vice President of people development at Google.

Google also makes its employees want to work because managers provide tasks that are inspiring and challenging. Every employee at Google has the opportunity to spend 20% of his or her working time on a project they choose. This freedom takes employees out of their routine and away from the mundane tasks that often make workers feel uninspired about their jobs.

Lastly, Google shows each employee just how important he or she is to the company. Each employee, regardless of her spot on the totem pole, has an influence on how Google performs.

“If you value people, and care about them as whole people, one thing you do is giving them a voice, and you really listen,” May said.

Google does just that by hosting employee forums every Friday, where they discuss the 20 most-asked questions. Employees have access to all company information, adding a sense of trust, and employees and leaders work together to solve problems.

操作提示：通过题目后的下拉选项框选择正确答案。

1. How would you describe Google？{A; B; C}

A. Medium-sized international company

B. Large global enterprises

C. Large American company

2. Which one does NOT belong to the methods that Google motivate its employees？{A; B; C}

A. Promoting the employee who has more influence on Google the higher job position.

B. Shuttling the employees between home and office.

C. Offering entertaining equipment in workplace.

3. Who founded Google？{A; B; C}

A. Larry Page and Sergey Brin

B. Karen May

C. Sergey Brin

4. If you are a normal employee of Google, what could you do EXCEPT？{A; B; C}

A. Know all information of Google and discuss questions with your leaders.

B. Only work for the project you choose.

C. Play bowling with your colleagues and get away from mundane errands.

5. What is Google's secret to success？{A; B; C}

A. Innovating hi-tech products.

B. Paying high salary to the employees and practicing strict management.

C. Valuing the happiness of its employees as much as innovating good products.

TWO TYPES OF TRAINING

There are two common forms of employee training-on-the-job training and off-the-job training. On-the-job training is the most widely used and least expensive form. of training. It consists of an employee learning from a supervisor or co-worker how to do the job. On-the-job training could be described as an apprenticeship. It is efficient because it is done at the workplace while the employee is fulfilling work duties. As time goes by, the employee becomes more and more skilled at the job and eventually can train other employees in turn.

Off-the-job training is the most expensive form. of training. It consists of an employee being sent away from the workplace to a training program where training is provided. It is less efficient because it requires the employee to take time away from work duties. In addition, depending on where the training site is located, travel and accommodation expenses may be incurred. And of course, fees must be paid to the person or organization providing the training.

When deciding which form. of training to provide, an employer must consider such things as the availability of staff with necessary skills and time to provide on-the-job training and the types of off-site training available, in addition to the expense. It may well be decided that off-the-job training is worth the cost. While the requirements are different for on-the-job training as compared to off-the-job training, the purpose of both types is the same-to improve employee efficiency and productivity.

Which of the following best describes on-the-job training？

A．Expensive

B．Ineffective

C．Common

D．Quick

I've seen this isolation phenomenon in many companies. The symptoms are quite apparent: Managers spend a great deal of time talking to themselves and studying operating numbers. They spend precious little time with customers or with employees, trying to understand the system of the business. And when they do spend time with them, they often do not probe deeply into needs, concerns, and opportunities. This phenomenon, often referred to as being" internally focused," can be tremendously insidious.

Although the need for understanding and spending time with customers has been well documented, I find few managers spending time in the field. The benefits of doing so are clear. A visit with your counterparts at customers' distribution centers, for example, not only builds relationships that can prove useful when problems arise, but also uncovers numerous opportunities to enhance your performance and deepen your company's linkage with those customers.

There are many ways to connect with and understand employee perspectives. Some companies have found formal sessions in which senior managers solicit ideas from employees to be very useful. These can be run either as focus groups or as structured discussions.

Managers also should exploit every opportunity to gather organizational knowledge from employees. Some successful managers collect employees' opinions by what often is referred to as" managing by walking around" or the" 10-minute cup of coffee. "They may, for example, go to employees' offices and solicit, their opinions. Or at lunch or when they take a cup of coffee, they" mix with the troops" and solicit their input.

Rather than talk about the latest game, you can solicit employees' ideas by asking questions like: What are you working on？ How's it going？ What's good about our organization？ What could be better？ How could we better serve our customers or improve our processes？ What do you think we Should be doing differently？

You'll be surprised at how valuable a" 10-minute cup of coffee" together with a brief conversation with an employee can be. It will make you a more effective manager.

What is the common problem in management？

A．Infrequent contact with customers and employees.

B．Managers spend little time on study.

C．Managers do not know their employees well.

D．Managers lack of experience.

阅读理解：阅读下面的短文，根据文章内容进行判断，正确写“T”错误写“F”。

Cross training is training an employee to do a different part of the organization's work. Training worker A to do the task that worker B does and training B to do A’s task is cross training. Cross training is good for managers because it provides more flexibility in managing the workforce to get the job done. On the other hand, cross training has some benefits for the employees as well. It lets them learn new skills, makes them more valuable, keeps them stimulated and reduces worker boredom.

Cross training can be used in almost any position in almost any industry.I cross trained some of my design engineers to go on field installation trips and get first hand knowledge of how their designs worked, or didn’t work, in the field. Cashiers can be trained to stock shelves and stockers trained to cashier. This allows you to quickly open additional registers if the customer queue gets too long.

As you prepare cross training plans, you need to consider both the company benefits and the employee benefits. Carefullyselect the employees to be cross trained. Some people like to learn new things. Some are more comfortable sticking to what they know. Don’t decide which employees are ready for a change based on their age or performance.

1. Cross training is training an employee to do a different job in a different company. {T、F}

2. Cross training is beneficial not only for managers but also for employees.{T、F}

3. Cross training can apply to almost any position and almost any industry.{T、F}

4. Not all employees are suitable to be cross trained.{T、F}

5. You can decide which employees to be cross trained according to their age.{T、F}