考研段落排序训练题十三Word格式文档下载.docx
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many
organizations
fall
into
is
leadership
cloning,where
senior
executives
appoint
new
leaders
their
own
image."
We
very
often
find
people
will
identify
potential
who
like
themselves,"
says
Robert
Myatt,a
director
at
Kaisen
Consulting."
It'
s
a
case
'
he
（and
it
usually
）
reminds
me
how
I
was
ten
years
ago'
."
He
even
when
do
successfully
future
leaders,they
go
about
developing
them
wrong
way.
[B]Companies
succeed
tend
look
beyond
performance
examine
factors
such
as
candidate'
style,ambitions,adaptability
ability
learn
experience.There
also
career
derailers
can
mark
out
high-flyer
potentially
bad
choice
for
management
role."
For
example,does
star
outshine
all
those
around
them?
"
Watkin
says."
That
be
big
problem
if
they
unable
rein
in.If
other
team
feel
contribution
being
ignored
demotivating
lead
high
attrition
rate."
[C]According
survey
carried
last
year
Said
Business
School
University
Oxford,British
businesses
waste
up
£
75million
programmes
fail
meet
company
objectives.About65percent
HR
directors
unsatisfied
with
way
develop
executives.More
recently
HayGroup
has
estimated
only
one
business
leader
five
confidence
talent
process.And,in
profiling
more
than10,000business
leaders,Kaisen
Consulting,a
psychology
company,has
found
lack
some
most
basic
skills.
[D]When
conducted
of27blue-chip
companies
development
focused
far
too
much
theory
rather
than
practice."
There'
lot
education,with
flip
charts
theoretical
model'
but
little
put
skills
practice.It'
trying
ski
watching
videos
instead
getting
slopes
practicing
proper
instructor."
[E]So,why
we
so
leaders?
wouldn'
t
want
tar
everybody
same
brush,"
Chris
Watkin,HayGroup'
specialist."
Some
well.But
there
number
areas
where
it'
easy
come
unstuck."
[F]The
common
mistake
focus
simply
performance.Most
organizations,for
obvious
reason,are
keen
reward
good
use
system
targets
appraisals
this.Employees
well
receive
bonuses,pay
rises
and,eventually,promotion.They
keep
promoted
until
stop
doing
promoting
level
incompetence
hardly
organization,and
job
doesn'
necessarily
mean
you
make
leader."
While
record
achievement
variety
roles
would
marker
potential,just
because
someone
performer
today
tomorrow,"
says.”Identifying
complex
process."
[G]Nobody
ever
claimed
easy.But
extent
which
UK
failing
discover
among
staff
quite
staggering.
Order:
G→41.____→42.____→43.____→44.____→45.____→D答案与解析
本文首段[G]段的大意是，虽说培养领导者并非易事，但有些英国公司的做法实在差劲得让人惊愕不已。
可以推测，此后将解释英国公司的做法何以会让人“惊愕不已”，因而，接下来应当是说明问题严重程度的[C]段。
41.【答案】[C]
如前所述，本段应举出调研得出的数据和事实，说明英国公司在培养领导人才方面所存在的问题有多么严重。
本段列出了一下事实：
“每年在领导者培养方面的浪费达7500万英镑”，有“约65%的人力资源主管不满意他们自己培养的高级管理人员的方式”，“自信的商界领导只占1/5”，“缺乏最基本的领导技能”等等。
既然作者在首段语出惊人：
“在雇员中发现和培养领导人才方面失败到令人惊愕的地步”（the
staggering）,那么本段就需要援引惊人的数据和事实以便说明问题的严重性，作为对该观点的具体佐证，这是衔接[G]段与[C]段内容的关键。
42.【答案】[E]
[C]段谈到问题的严重性后，下一段讨论造成这种状况的原因，是顺理成章的事。
实际上，其余各段的内容都从不同角度分析了这个不能令人满意的状况是怎么造成的，鉴于这个疑问由[E]段首先提出，因此[E]段应置于其他各相关段落之前。
本段首句中的So引出了这个问题，将本段与[C]段连接起来。
本段尾句点出有几个方面非常容易出问题。
因而，以下各段应着重分析这几个方面。
43.【答案】[F]
[E]段结尾处提及有若干方面（a
areas），而本段首句指出“最常见的错误”（The
mistake），形成衔接[E]段和[F]段的关键纽带。
这个最常见的错误是，提拔的依据仅限于工作业绩（to
performance），人人都被提拔到他不能胜任的位置为止，而且能做好本职工作的人并不见得就一定具备领导才干，发现领导人才远非如此简单。
至此，针对发现和选拔领导者标准方面的常见错误，作者作出了深入的分析。
44.【答案】[B]
本段首句中的tend
performance将本段与上一段一再强调的focus...on
performance紧凑地衔接起来。
随后关于examine
as...等既是对beyond
performance的注释，也呼应了[F]段尾句a
process的说法。
[F]段分析了发现与选拔人才标准上的谬误，[B]段则具体讨论发现与选拔人才的正确标准。
由此，[F]段与[B]段的先后关系可以得到确认。
45.【答案】[A]
本段首句以Another
trap...开头，表明[A]段将继续[F]段的话
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