BEC中级第二辑阅读真题版文档格式.docx

BEC中级第二辑阅读真题版文档格式.docx

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evaluatedinanon-threateningatmosphere.

B

Coachingmeansinfluencingthelearner'

spersonaldevelopment,forexamplehisorherconfidence

andambition.Itcantakeplaceanytimeduringanindividual'

scareer.Coachingisintendedto

assistindividualstofunctionmoreeffectively,anditisapowerfullearningmodel.Itbeginswhere

skills-basedtrainingends,andhelpsindividualstouseformallylearntknowledgeinday-to-day

workandmanagementsituations.Individualsbeingcoachedareinademandingsituationwith

theircoach,whichrequiresthemtoconsidertheirownbehaviourandquestiontheirreasonsfor

doingthings.

C

Thecoachprofessionallyassiststhecareerdevelopmentofanotherindividual,outsidethenormal

manager/subordinaterelationship.Intheory,thecoachingrelationshipshouldprovideanswersto

everyproblem,butinpracticeitfallsshortofthis.However,itcanprovideaspacefordiscussion

andfeedbackontopicssuchaspeoplemanagementandskills,behaviourpatterns,

confidence-buildingandtimemanagement.Throughcoaching,anorganisationcanmeetskills

shortages,discusstargetsandindicatehowemployeesshoulddealwithchallengingsituations,all

atshortnotice.

D

Effectivecoachesareusuallythosewhogetsatisfactionfromthesuccessofothersandwhogive

timetothecoachingrole.Givingpeoplecoachingresponsibilitiescansupporttheirdevelopment,

eitherbyencouragingmanagementpotentialthroughsmall-scaleone-to-oneassignments,orby

providingaddedjobsatisfactiontomanagerswhofeeltheyarestuckintheirpresentjobs.Acoach

isalsoaconfidentialadviser,accustomedtodevelopingpositiveandeffectiveapproachesto

complexmanagement,organisationalandchangeproblems.

BUFFETZONE

LucyRobertsonstartedworkingatatakeawayfoodbusinesstosupplementherincomeduringher

studentdaysatEdinburghUniversity,Severalyearslatershehadboughtthebusinessandnow,17

yearson,sheownsGrapevineCaterers,probablyScotland'

sleadingindependentcaterers,witha

turnoverofalmost￡6m.

Shehadneverplannedtoownabusiness,andhadcertainlyneverconsideredacareerincatering.

（0）.......However,herunplannedcareerbeganin1985,whenshereturnedtoEdinburghand

discoveredthatthetakeawayshehadworkedinwasupforsale.Onimpulse,sheboughtit,but

admitsthatatthetimesheknewnothingaboutcatering.（8）.........Itwasadifficulttime,but

essentialintermsofgainingtheexperiencesheneeded.Thelate1980sboomwasgoodfor

business,withlargenumbersofofficeworkerswantingtakeawayfoodfortheirlunches.

（9）........'

Atonepointtherewere26foodoutletswithina5-kilometreradius,'

Robertsonrecalls.As

theeconomychangedandtheoncepackedofficeblocksstartedtobecomevacant,itbecameclear

thatRobertsonwouldneedtodiversify.（10）........Itchangedthedirectionofthecompanyforgood.

AsRobertsonbegantowincateringcontracts,shedecidedthatthecompanywouldhavetomove

tolargerpremises.In1994,themovewasmadewhensheboughtanothercateringbusinessthat

alreadyhadanumberofprofitablecontractsforboardroomlunches.

Meanwhile,Robertson'

smaincompetitor,theoldestcateringcompanyinEdinburgh,wascausing

hersomeanxiety.'

Customerloyaltyisnottobeunderestimated,'

shewarns.ButRobertsonisnot

someonewhoiseasilyputoff.（11）........Partlyasaresultofthis,turnoverdoubled,andhaving

outgrownanothersite,Robertsonboughtacity-centrelocationforthegroup'

sheadquarters.

Bynow,Grapevine'

smaincompetitorwasanewcateringcompanycalledTowngates.Although

RobertsontriedtoraiseenoughmoneytobuyTowngates,shedidnotsucceed.Thenluck

intervenedandTowngateswentbankrupt.（12）........Manyacceptedandthecompany'

sturnover

wentfrom￡700,000to￡l.5millionalmostovernight.

However,thecompany'

sgrowthwasnotassmoothasitsoundsinretrospect.Robertsonadmits,

'

Wewereclosetotheedgeduringthegrowthperiod.Likemanyunder-capitalisedcompanies

tryingtogrow,itmighteasilyhavecollapsed.'

Butthat,shefeels,isthechallengeofdeveloping

yourownbusiness.

AButthereareplentyofsimilarcontractstobewonintheeastofScotlandbeforeRobertsonturns

herattentionelsewhere.

BHerwayroundthisparticularproblemwastorecruitthecateringmanageroftherivalcompany.

CButthisdemandwasshort-lived,andbeforelong,increasingcompetitionmadeitharderto

makeaprofit.

D'

Itwasadramaticlearningcurveandverysmallamountsofmoneywereearnedatfirst,’says

Robertson.

EShedecidedthatthesolution,sincemanycompaniesrequiredworkinglunchesformeetings

withclients,wastoprepareanddelivermealstobusinesspremises.

FOnhearingthis,Robertsonimmediatelycontactedalloftheirclientsandofferedtheservicesof

GrapevineCaterers.

GInstead,shestudiedaccountancyafterleavinguniversity,andasteadyifunspectacular

professionalpathseemedset.

HOWTOMARKETYOURSELF

Wemanageourowncareersnow.Soknowinghowtobrandandpositionyourselfinthemarketas

Meplc'

atdifferentstagesofyourworkinglifeisbecominganincreasinglyvitalskill.Atleast

thatiswhatimageexpertMarySpillanebelieves.'

Employmentasweknowitisdecreasing.Jobs

don'

texist,workexists.Inthenextdecademostofuswillbesuppliers,notstaff.Wewillhave

clientsnotbosses.Ifyouareunder30,youprobablyknowthatthereisonlyonefirmtojoinfor

life:

Meplc.Itpromotesyouandyourpotentialtoothers.'

We'

reworkinginmulti-national,multicultural,multi-corporateteamsandit'

simportantto

understandtheimplicationsofthis.Weneedtocreateapersonalbrandthatisunique,but

complementsthebrandofthecorporationweareworkingfor.Youhavetofindawaytodoitso

thatyouarenotjustatypicalemployee,'

advisesSpillane.'

Youhavetodecidewhatcentralvalues

youwanttoproject,andalsowhatmayneedtoalterfromsituationtosituation.'

ManypeopleonlyrememberMarySpillanefortheyearsshespentrunningacosmeticscompany,

butsheactuallyhasmastersdegreesininformationscienceandpolitics.Sheusedtohidethat

hard-hittingside,butisnoweagertoshowitandforgetaboutcosmetics.'

NowthatI'

mworkingin

theboardroomsofmajorplcsandglobalcompanies,I'

mplayingupmydegreesandmanagement

backgroundsothattheimagesideisseenonlyasanadditiontothevalueside,'

saysSpillane.

Somecontractstakelongerthanothers.'

TheCitylawfirmsI'

mcurrentlyworkingforarereally

difficultbecausetheydon'

thaveanyideaofwhattheirbrandshouldbe,andarestillvery

traditionalevenwhentalkingaboutbecomingmodern.I'

mshowingthemhowtodoeverything

fromchangingtheirreceptionareas-whichtendtobeveryoff-puttingwiththeirhigh-fronted

receptiondesks-tohowtomakesmalltalkthatislessformalandrigid.Companiesrebrand

themselvesallthetime,spendingmillionsonnewofficeinteriorsandsoon.Butwithoutan

underlyingchangeofattitudes,itcanproveanemptyexercise.'

Shearguesthatforindividualstoo,theremustbemorethanasurfacechange,asrebrandinggoes

deeperthanamerechangeofwardrobe.Beyondadviceonappearance,shetellsclients,'

Remind

yourselfofwhatyouareselling:

thepersonalvaluesthatcompriseyourbrand.Learntopresent

yourselfinawaythatwillprojectwhatyouwanttodeliver.Lifelonglearningisessential,together

withthesortofdiscoveryandadventurethatpromotepersonalgrowth.Alwayshavean

up-to-the-minuteCVreadytoprintout,refreshingiteveryfewmonthswithyourmostrecent

achievements,justtoremindothersofyourbrandvalue.'

Shebelievesitisessentialthatyouunderstandbothyourpublicselfandyourprivateself,aswell

asyourblindspotsandyourpotential,inordertocreateaneffectivebrand.Thepublicselfisthe

imageyouprojecttotheworld,theprivateselfiswhatyouknowaboutyourselfbutothersdon'

t,

aridblindspotsarethosethingsthatothersseeaboutyoubutyoucan'

tseeforyourself.By

decidingwhatimageyouwantotherpeopletosee,emphasisingmoreofyourprivateselfand

sortingoutafewblindspots,youwillincreasenotonlyyourpotentialtoinfluenceothers,butalso

yourself-esteemandself-confidence.'

13Inthefirstparagraph,MarySpillanesayspeopleshouldlearnhowtomarketthemselves

because

Aitencouragescompaniestogivethemajobforlife.

Binthefutureitwillbeacompanyrequirement.