A typical first-level manager spends more of his or her time leading than planning.

THYSSEN ELEVATIRS is one of his leading elevators companies in the world with more than 120 branch companies around the globe. GUANGDING THYSSEN ELEVATIRS LTD.In Zhongshan produces high-quality elevators. We are offering the following positions:

Plant Manager

Excellent Senior English with experience in this field to manage our plant in Zhongshan

Senior Engineer (Mechanical and Electrical)

For production and Engineering Department, good command of Internet

Junior Positions

For those who wish for success

One purchaser(购货员)

Preferably with experience in a mechanical engineering company and international markets

Cost Accountant (会计)

5 years experience in mechanical factory costing, good knowledge in Office 95, CET level. For these senior level positions, we expect preferable a university degree or an excellent job record.3 - 5 years of experience on the job and good command of English. If you are ready to work with us, we will offer attractive salary packet and bright future.

THYESSEN

GUANGDING THYSSEN ELEVATORS LTD.

LONGHUAN. HUANCHENG

Zhongshan (5284655) Guangdong Province

1) Secretary

University graduate

Good at English speaking, writing & translating

Good PC knowledge and typing skill

Pleasant character with good personal skill

2) Accountants

College or university graduate

Good command of English and PC operation

Work experience

3) Production Trainees

College or university graduate

Good engineering/machinery or chemistry

1-2 years experience in food factory

Leadership ability and PC knowledge

4) Production Workers

Polytechnic school (中专) graduate

Food technology or chemistry

Knowledge of basic English

1-2 years experience in food factory

NESTLE

DONGGUAN NESTLE COMPANY LTD

If you don’t know how to use a computer, you had better ask for the position of______.

A．a secretary in NESTLE

B．a production worker in THYSSEN

C．a production trainee in THYSSEN

D．a cost accountant in THYSSEN

1 Do you ever feel as though you spend all your time in meetings?

2 Henry Mintzberg, in his book The Nature of Managerial Work, found that in large organizations managers spent 22 per cent of their time at their desk, 6 per cent on the telephone, 3 per cent on other activities, but a whopping 69 per cent in meetings.

3 There is a widely-held but mistaken belief that meetings are for "solving problems"and "making decisions". For a start, the number of people attending a meeting tends to be inversely roportional to their collective ability to reach conclusions and make decisions. And these are the least important elements.

4 Instead hours are devoted to side issues, playing elaborate games with one another. It seems, therefore, that meetings serve some purpose other than just making decisions.

5 All meetings have one thing in common: role-playing. The most formal role is that of chairman. He sets the agenda, and a good chairman will keep the meeting running on time and to the point. Sadly, the other, informal, role-players are often able to gain the upper hand. Chief is the "constant talker", who just loves to hear his or her own voice.

6 Then there are the "can't do" types who want to maintain the status quo. Since they have often been in the organization for a long time, they frequently quote historical experience as an excuse to block change: "It won't work, we tried that last year and it was a disaster. "A more subtle version of the "can't do" type, the "yes, but... ," has emerged recently. They have learnt about the need to sound positive, but they still can't bear to have things changed.

7 Another whole sub-set of characters are people who love meetings and want them to continue until 5: 30 p.m. or beyond. Irrelevant issues are their speciality. They need to call or attend meetings, either to avoid work, or to justify their lack of performance, or simply because they do not have enough to do.

8 Then there are the "counter-dependents", those who usually disagree with everything that is said, particularly if it comes from the chairman or through consensus from the group. These people need to fight authority in whatever form.

9 Meetings can also provide attenders with a sense of identification of their status and power. In this case, managers arrange meetings as a means of communicating to others the boundaries of their exclusive club: who is "in", and who is not.

10 Because so many meetings end in confusion and without a decision, another game is played at the end of meetings, called reaching a false consensus. Since it is important for the chairman to appear successful in problem-solving and making a decision, the group reaches a false consensus. Everyone is happy, having spent their time productively. The reality is that the decision is so ambiguous that it is never acted upon, or, if it is, there is continuing conflict, for Which another meeting is necessary.

11 In the end, meetings provide the opportunity for social intercourse, to engage in battle in front of our bosses, to avoid unpleasant or unsatisfying work, to highlight our social status and identity. They are, in fact, a necessary though not necessarily productive psychological sideshow. Perhaps it is our civilized way of moderating, if not preventing, change.

On role-playing, the passage seems to indicate that chairman

A．talks as much as participants.

B．is usually a "constant talker".

C．prefers to take the role of an observer.

D．is frequently outshone by participants.

in Dan's opinion, his line manager is good at

A．motivating her staff.

B．managing her time.

C．listening to her staff.

1 Surveys have shown that the primary skill needed to be a project manager is communication skill. The typical project manager spends approximately ______percent of his or her time communicating.

A. 40-50

B. 50-60

C. 60-75

D. 75-90

E. 90-95

119 Surveys have shown that the primary skill needed to be a project manager is communication skill. The typical project manager spends approximately ______percent of his or her time communicating. A. 40-50

B. 50-60

C. 60-75

D. 75-90

E. 90-95

阅读理解

JACK WELCH LEADING ORGANIZATIONAL CHANGE AT GE

When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career. He became CEO in 1981 at the age of 45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules.

One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas. If this was not the case, managers had the options of fixing the problem, selling their particular business, or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.

The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers. One such program was the Work-Out(群策群力).Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators (会议主持人) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions.

Another program to improve effectiveness and efficiency was Best Practices. The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company's performance.

Jack Welch was personally involved in developing managers at GE's training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company.

操作提示：正确选T，错误选F。

1. Jack Welch retired at the age of 65.{T; F}

2. Jack Welch insisted that each of the businesses should be at least number 3 in their respective area.{T; F}

3. If the business could not meet Welch's change requirements, its manager had 3choices.{T; F}

4. The restructuring went before changing the organizational culture and the managerial styles of GE's managers.{T; F}

5. The Work Out lasted a week.{T; F}

If a customer wants a quick settlement of his or her problem, it's better to complain to ______.

A．the store manager

B．a shop assistant

C．the producer

D．a public organization