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●Whichnewitem(A,B,C,DorE)doseeachstatement1–8referto?
●Foreachstatement1–8,makeoneletter(A,B,C,DorE)onyourAnswerSheet.
●Youwillneedtousesomeoftheselettersmorethanonce.
Example:
1Someonehasleftacompetitortojointhiscompany.
ABCDE
1Genuinefeedbackwouldreleaseresourcestobeusedelsewhere.
2Managersareexpectedtoenabletheirstafftoworkeffectively.
3Expertsareunlikelytofacilitateamovetogenuinefeedback.
4Therearebenefitswhenmethodsofevaluatingperformancehavebeennegotiated.
5Appraisalstendtofocusonthenatureoftheface-to-facerelationshipbetweenemployeesandtheirlinemanagers.
6Theideathatemployeesareresponsibleforwhattheydoseemsreasonable.
7Despiteexperts’assertion,managementstructurespreventgenuinefeedback
8Anincreasingamountofeffortisbeingdedicatedtotheappraisalprocess.
A
Performanceappraisalisontheupandup.Itusedtorepresenttheonetimeofyearwhengettingonwiththeworkwasputonholdwhileenormousquantitiesofmanagementhourswerespentintheearnestritualofratingandrankingperformance.Nowthepracticeisevenmorefrequent.Thisofcoursemakesitallthemoreimportanthowappraisalisconducted.Humanresourcesprofessionalsclaimthatmanagersshouldstriveforobjectivityandthusforfeedbackratherthanjudgement.Butthesimplefactofthematteristhatthenatureofhierarchydistortstheconceptoffeedbackbecauseperformancemeasureareconceivedhierarchically.Unfortunately,alltoomanyworkerssufferfromtheinjusticesthatthisgenerates.
B
Thenotionbehindperformanceappraisal-thatworkersshouldbeheldaccountablefortheirperformance-isplausible.However,theevidencesuggeststhatthepremiseiswrong.Contrarytoassumptionsappraisalisnotaneffectivemeansofperformanceimprovement-itisjudgementimposedratherthanfeedback,ajudgementimposedbythehierarchy.Usefulfeedback,ontheotherhand,wouldbeinformationthattoldboththemanagerandworkerhowwelltheworksystemfunctioned,andsuggestedwaystomakeitbetter.
C
WithintheproductionsystematthecarmanufacturerToyota,thereisnothingthatisrecognizableasperformanceappraisal.Everyoperationinthesystemhasanassociatedmeasure.Themeasurehasbeenworkedoutbetweentheoperatorsandtheirmanager.Ineverycase,themeasureisrelatedtothepurposeofthework.Thatmeasureisthebasisoffeedbacktothemanagerandworkeralike.Toyota’sbasicideaisexpressedintheaxiom“badnewsfirst”.Bothmanagersandworkersarepsychologicallysafeintheknowledgethatitisthesystem-nottheworker–thatistheprimaryinfluenceonperformance.Itismanagement’sresponsibilitytoensurethattheworkersoperateinasystemthatfacilitatestheirperformance.
D
Inmanycompanies,performanceappraisalspringsfrommisguidedasassumptions.Tojudgeachievement,managersusedateabouteachworker’sactivity,notanevaluationoftheprocessorsystem’sachievementofpurpose.Theresultisthatperformanceappraisalinvolvesmanagers’judgementoverrulingtheirstaff’s,ignoringthetrueinfluencesonperformance.Thustheappraisalexperiencebecomesaquestionofpleasingtheboss,particularlyinmeetings,whichispsychologicallyunsafeandsociallydriven,determiningwhois“in”andwhois“out”.
E
Whenjudgementisreplacedbyfeedbackinthetruesense,organizationswillhavealotmoretimetodevotetotheircustomersandtheirbusiness.Notimewillbewastedinappraisal.Thisrequiresafundamentalshiftinthewaywethinkabouttheorganizationofperformanceappraisals,whichalmostcertainlywillnotbeforthcomingfromthehumanresourcesprofession.
PARTTWO
Questions9–14
●Readthetext,whichdescribestheexperienceofacompanythathasmadebigchangesinitsofficeprocedures
●Choosethebestsentencefromtheoppositepagetofilleachofthegaps.
●Foreachgap9–14,markoneletter(A-H)onyourAnswerSheet.
●Donotuseanylettermorethanonce.
●Thereisanexampleatthebeginning.(0)
Beyondpaperwork
TheDanishelectronicsmanufacturer,Oticon,isaleaderinthemovetowardsthepaperlessoffice,Intheircafeteriaahugeglasspiperunsfromceilingtofloor.Whenthemailcomesin,itisimmediatelyscannedintothecomputer,shredded,andthrowndownthetubetothegeneralcheersoftheemployees.(0)Havingallmailandmemosavailableonlyascomputerfilestobereadonthescreenmakesiteasytodispensewithlargephysicalstoragespacesforpeoplewhoworkatdesks(9)
Changingovertothepaperlessofficerequiredarapidincreaseincomputerliteracy,butratherthansetupacorporatetrainingprogrammetheyturnedtheproblemovertoemployees.Eightmonthsbeforethesystemwasinstalled,theyofferedeachemployeeapowerfulpersonalcomputerforuseathomeinexchangefortrainingthemselvestouseit.(10)
Thebigchangewasnotthemovefrompapermemostocomputermessages.Oticonrealisedthatthemoreradicaltransformationisfromwrittentoverbalcommunication.(11)thataddsuptoalargenumberofface-to-faceexchanges,abigimprovementovermemosandtheoccasionalmulti-hoursit-downconsultationtypicaloftheoldculture.Peopledonotsendeachothermemos,theytalk.AstheCEOputsit,“Wehavejumpedthroughthememowallandgonerighttoaction.”
OntheeighthofAugust1991,thecompanylefttheiroldwood-panelledoffices.(12)Sincethentheyhavecutinhalfthe“timetomarket”onnewproducts.Thefollowingyear,salesandprofitsgrewmorethaneverbefore.(13)infact,despiteadownsizingof15percentemployeesatisfactionishittingrecordhighs.
Oticonhascreatedanorganizationalpatternthatsupportsgreatfreedomiofactionforindividualsandterms.Theyhavetiedittogetherwithaminimumhierarchy.
Thefirstclearresultstoshowupwereinthegreaterefficienciesgeneratedbythefactthatlesstimeneededtobespentonmanagementactivities.(14)theyalsohavesomeinvestmentinthesuccessoftheprojecttheychoose.Oticonhassucceededinbreakingthemouldmouldandtakingaleadinnon-bureaucraticorganizationaldesign.
ABCDEFGH
AThissavingwaspossiblebecausewhenpeoplehaverealchoiceinthenatureoftheirjobs,theycommitthemselvestobeingresponsiblefortheirareasofchoice.
BTheywereheadedforanewbuildingandaneweraincommunication.
CInstead,theyhavelargeprivateareasontheirharddisksfortheircorrespondence.
DInspiteofthis,thephysicalofficelayoutatOticonisoneofitsmostcharmingfeatures.
EOver90percentaccepted,andtheyorganizedaclubtohelponeanotherlearn.
FTofacilitatethis,theon-sitecoffeebarshavenowbecomethevenueforabouttwentymeetingsaday,averagingtenminutesand2.7participantseach.
GSo,arepeoplehappywiththechange”
HOnlyabouttendocumentsaday,itemslikelegalcontracts,escapethistreatment.
PARTTHREE
Questions15–20
●Readthefollowingarticleaboutthedevelopmentoftheknowledgeeconomyandthequestionsontheoppositepage.
●Foreachquestion15–20,markoneletter(A,B,CorD)onyourAnswerSheetfortheansweryouchoose.
Therehavelongbeenmarketsintin,cocoa,silverandthelike.Thereusedtobesecurityinthinkingthatsomewheretherewasaproduct,somethingyoucouldtouchandsee.Nowtherearenewmarketsinabstractions,tradeinideasandknowledge.Everyonehasknowledgebutthereusedtobenowaytotradeit------exceptthroughjobs.Thatsimplefactofeconomiclifewasthebasisforwhitecollaremploymentforcenturies.Thewholejobculturegrewupbecausetherewasnoalternativewaytosellknowledge,otherthentheworkerormanagerproviding,forafixedprice,hisorherknowledgetoanemployertoownorcontrol.Thequantityofknowledgeprovidedhastypicallybeenmeasuredintime.
Buttodaywestandatthethresh-oldofanewera.Theinformationeconomyhasmaturedandbecomesmarter.Accordingtomanybusinesscommentators,wearenowlivinginaknowledgeeconomy.Therehasalwaysbeenamarketforknowledge,ofcourse.Thepublishingindustryisbasedonit.Buttodaytheinternetismakingthedistributionofknowledgeevereasier.Thedayswhenthepublisherdecidedwhatgotpublishedareover.AnyonewithaPcandamodemcantalktotheworld.Thisisreducingthefrictionintheknowledgeeconomy.
Everyonehasknowledgeofwhateverindustrysheorheisin.sayyouareacomputerdealer,forexample.Overtheyearsyourhavecompliedalistofthetenbestlowestpriceplacestobuywholesalecomputerequipment.Nowyoucansellyourknowledgetonewer,youngercomputerdealerswhohavenowaytobuildupthisknowledgewithoutlosingthousandsofpoundsfindingitoutthehardway.Untilnow,suchknowledgeremainedsecurelylockedintherecipient’shead,accumulatedandthenworthlesslywitheredaway.Thisnolongerneedstobethecase.Suchknowledgecanbesoldviawebsites.
Knowledgehasadistinctadvantageintoday’smarketplace.It’sarenewableresource.Betteryet,itsworthactuallyincreases,.“knowledgeistheonlyassetthatgrowswithuse.“observesScanfordUniversityProfessorPaulRomer.Butwhatexactlyisknowledgeandhowcanitbepackagedtotradeonanopenmarket”“knowledgeisexperientialinformation,intelligenceappliedthoroughandgainedfromexperience.”SayJosenphPineandJamesGilmoreintheirbookTheExperience