雅思备考练习提升17Word格式.docx

1、Introduced Category 2: INFORMATIONAL ROLES. Informational roles are those in which managers obtain and transmit information. These roles have changed dramatically as technology has improved. The monitor evaluates the performance of others and takes corrective action to improve the performance. Monit

2、ors also watch for changes in the environment and within the company that may affect individual and organisational performance. Monitoring occurs at all levels of management. The role of disseminator requires that managers inform employees of changes that affect them and the organisation. They also

3、communicate the companys vision and purpose.Introduced Category 3: DECISIONAL ROLES. Decisional roles require managers to plan strategy and utilise resources. There are four specific roles that are decisional. The entrepreneur role requires the manager to assign resources to develop innovative goods

4、 and services, or to expand a business. The disturbance handler corrects unanticipated problems facing the organisation from the internal or external environment. The third decisional role, that of resource allocator, involves determining which work units will get which resources. Top managers are l

5、ikely to make large, overall budget decisions, while middle managers may make more specific allocations. Finally. the negotiator works with others, such as suppliers, distributors, or labour unions, to reach agreements regarding products and services.Although Mintzbergs initial research in l960s hel

6、ped categorise manager approaches, Mintzberg was still concerned about research involving other roles in the workplace. Mintzberg considered expanding his research to other roles, such as the role of disseminator, figurehead, liaison and spokesperson. Each role would have different special character

7、istics, and a new categorisation system would have to be made for each role to understand it properly.While Mintzbergs initial research was helpful in starting the conversation, there has since been criticism of his methods from other researchers. Some criticisms of the work were that even though th

8、ere were multiple categories, the role of manager is still more complex. There are still many manager roles that are not as traditional and are not captured in Mintzbergs original three categories. In addition, sometimes, Mintzbergs research was not always effective. The research, when applied to re

9、al-life situations, did not always improve the management process in real-life practice.These two criticisms against Mintzbergs research method raised some questions about whether or not the research was useful to how we understand managers in todays world. However, even if the criticisms against Mi

10、ntzbergs work are true, it does not mean that the original research from the 1960s is completely useless. Those researchers did not say Mintzbergs research is invalid. His research has two positive functions to the further research.The first positive function is Mintzberg provided a useful functiona

11、l approach to analyse management. And he used this approach to provide a clear concept of the role of manager to the researcher. When researching human behaviour, it is important lo be concise about the subject of the research. Mintzbergs research has helped other researchers clearly define what a m

12、anager is, because in real-life situations, the is not always the same position title. Mintzbergs definitions added clarity and precision to future research on the topic.The second positive function is Mintzbergs research could be regarded as a good beginning to give a new insight to further researc

13、h on this field in the future. Scientific research is always a gradual process. Just because Mintzbergs initial research had certain flaws, does not mean it is useless to other researchers. Researchers who are interested in studying the workplace in a systematic way have older research to look back

14、on. A researcher doesnt have to start from the very beginning-older research like Mintzbergs have shown what methods work well and what methods are not as appropriate for workplace dynamics. As more young professionals enter the job market, this research will continue to study and change the way we

15、think about the modern workplace.Questions 1-6Look at the following descriptions or deeds （Questions I-6） and the list of categories below.Match each description or deed with the correct category, A, B or CWrite the correct letter. A. B, or C in boxes 1-6 on your answer sheet.NB You may use any lett

16、er more than once.List of categoriesA INTERPERSONAL ROLESB INFORMATIONAL ROLESC DECISIONAL ROLES1 the development of business scheme2 presiding at formal events3 using employees and funds4 getting and passing message on to related persons5 relating the information to employees and organisation6 recr

17、uiting the staffQuestions 7 and 8Choose TWO letters, A-E.Write the correct letters in boxes 7 and 8 on your answer sheet.Which TWO positive functions about Mintzbergs research are mentioned in the last two paragraphs?A offers waterproof categories of managersB provides a clear concept to define the

18、role of a managerC helps new graduates to design their careerD suggests ways for managers to do their job betterE makes a fresh way for further researchQuestions 9-13Do the following statements agree with the information given in Reading Passage 1?In boxes 9-13 on you answer sheet, write TRUE if the

19、 statement agrees with the information FALSE if the statement contradicts with the information NOT GIVEN if there is no information on this9 Young professionals can easily know management experience in the workplace.10 Mintzbergs theory broke well-established notions about managing styles.11 Mintzberg got a large amount of research limos for his contribution.12 All managers do the same work.13 Mintzbergs theory is invalid in the fixture studies.精析段一：精析：When students graduate and first enter the workforce, the most