How often should Melinda report to the board on the progress of the project？（)

Describe your favourite park/garden.

You should say:

Where it is

What can be seen there

How often you go there

And explain why you like it.

A．every hour

B．every half hour

C．every two hours

D．every three hours

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”。

How often should filing be done？ It depends on how busy the office is. In very busy organizations, filing is done at least every day. In a small or less busy office, filing can be done once or twice a week.

Filing Equipment. Tools that people use in sorting out documents range from small instruments such as paper clips, office pins and staplers to big machines such as photocopiers, printers and paper shredders.

Kinds of Files. Documents taken out very often are usually kept in clip foldersB、otherwise they are often kept in lever arch files. Besides, suspension files and box files are also used for different purposes.

What should be filed？ People need to file documents that are sent to or received from by other people or organizations. These documents can be letters, reports, financial records, policy documents, etc.

* Filing should be done every day in each office.{T、F}

* It is necessary to do filing no less than once every week in a small office.{T、F}

* Only big instruments are useful in sorting out files.{T、F}

* If you need always read the documents, you can put them into lever arch files.{T、F}

* The company's annual reports usually need to be filed.{T、F}

A. of your manager’s interaction？ (More than one correct answer)

B.Is my manager a listener or a reader？

C.Does she prefer detailed facts and figures or just an overview？

D.How often does she want to receive information？

E.What colors she like？

ll kinds of illnesses,(1)backache to severe headaches, or even more serious complaints such as high blood pressure.

Many of us think(2)stress as something that other people impose on us. We often complain about how other people put us(3)pressure. But we should try not to let such pressure affect us. We should not forget that we are largely responsible for some of the stress ourselves. We sometimes take(4)more work than our bodies and our minds can handle. We should learn to(5)our limitations. We should be aware of which things are really important and which are not.

A.For many people, having to overcome some level of difficulty in their work is much preferable to the boredom of an easy, unchallenging job

B.they are often rejected for being different in some way, and that just makes them work harder

C.an entrepreneur doesn’t think anything is insurmountable. He looks adversity in the eye and keeps going

D.the challenges of a particular job are likely to be intrinsic to the role, but an employer should ensure that all staff know how to access training and support when faced with the more difficult tasks

It is certainly当然 true that worry担忧 and quarrel争吵 can cause导致 all kinds种类of illnesses疾病,(1) backache背疼 to severe严重的 headaches 头疼, or even甚至 more serious严重的 complaints投诉 such as igh blood pressure高血压

Many of us think of stress as some thing that other people (2) on us.We often complain fel 2 about how other people put us under pressure 压力.But we should try not to let such pressure affect影响us.We should not forget忘记 that we are largely大部分(3) for some of the stress ourselves.Sometimes 有时候 we take(4) more work than our bodies and our minds头脑 can handle处理, And we should be aware意识到Of(5) things are really important and which are not.(完型填空)

A.Impose强加

B.Responsible负责

C.Which

D.From

E.On

Translate the following into Chinese.

Attention to detail is something everyone can and should do especially in a tight job market. Bob Grossley, a human-resources expert notices this in the job applications that come across his desk every day. “It’s amazing how many candidates eliminate themselves.” He says.

“Resume(简历) arrive with stains. Some candidates don't bother to spell the company’s mane correctly. On seeing such a mistake, I eliminate the candidate,” Crossley concludes. “If they cannot take of these details, why should we trust them with a job？”

Can we pay too much attention to detail？ Absolutely. Perfectionists struggle over little things at the cost of something larger they work toward. “To keep from losing the forest of the trees”, says Charles Garfield, associate professor at the University of California, San Francisco, “we must constantly ask ourselves how the details we’re working on fit into the larger picture. If they don't, we should drop them and move to something else”.

Knowing where we want to go helps us judge the importance of every task we undertake.Too often we believe what accounts for others’ success is some special secret or a lucky break(机遇). But rarely is success so mysterious. Again and again, we see that by doing little things within our grasp well, large rewards follow.

and employees. This phenomenon often occurs not just within top management, but also within middle management.

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.

ial for all organizations. It links the activities of the various parts of the organization and ensures that everyone is working towards a common goal. It is also extremely important for motivating employees. Staff need to know how they are getting on, what they are doing right and in which areas they could improve. Working alone can be extremely difficult and it is much easier if someone takes an interest and provides support. Employees need to understand why their job is important and how it contributes to the overall success of the firm. Personal communication should also include target setting. People usually respond well to goals, provided these are agreed between the manager and subordinate and not imposed. However, firms often have communication problems that can undermine their performance. In many cases,these problems occur because messages are passed on in an inappropriate way. There are, of course, several ways of conveying information to others in the organization which include speaking to them directly, e-mailing, telephoning or sending a memo. The most appropriate method depends on what exactly it is you are communicating. For example, anything that is particularly sensitive or confidential, such as an employees appraisal, should be done face-to-face. One of the main problems for senior executives is that they do not have the time or resources needed to communicate effectively. In large companies, for example, it is impossible for senior managers to meet and discuss progress with each employee individually. Obviously this task can be delegated but at the cost of creating a gap between senior management and staff. As a result, managers are often forced to use other methods of communication, like memos or notes, even if they know these are not necessarily the most suitable means of passing on messages. The use of technology, such as e-mail, mobile phones and network systems, is speeding up communication immensely. However, this does not mean that more investment in technology automatically proves beneficial: systems can become outdated or employees may lack appropriate training. There are many communications tools now available but a firm cannot afford all of them. Even if it could, it does not actually need them all.The potential gains must be weighed up against the costs, and firms should realize that more communicationdoes not necessarily mean better communication." As the number of people involved in an organization increase, the use of written communication rises even faster. Instead of a quick conversation to sort something out numerous messages can be passed backwards and forwards. This can lead to a tremendous amount of paperwork and is often less effective than face-to-face communication. When you are actually talking to someone you can discuss things until you are happy that they have understood and feedback is immediate. With written messages, however, you are never quite sure how it will be received what you think you have said and what the other person thinks you have said can be very different. The amount of written information generated in large organizations today can lead to communication overload. So much information is gathered that it gets in the way of making decisions. Take a look at the average managers desk and you will see the problem -- it is often covered with letters, reports and memos. This overload can lead to inefficiencies. For example, managers may not be able to find the information they want when they need it. Communication is also becoming more difficult with the changes occurring in employment patterns. With more people working part-time and working at home, managing communication is becoming increasingly complex. In the first paragraph the writer recommends that communication with staff should include

A.some feedback on their job performance.

B.an explanation of how company targets have been set.

C.information on promotion prospects within the company.

D.an indication of which duties they can expect assistance with.