看懂圖表你需要注意的幾個要點課后練習(xí)

看懂圖表你需要注意的幾個要點專項練習(xí)AWhenShouldaLeaderApologizeandWhenNot?WhyDifficult?Whenwewrongsomeoneweknow,evennotintentionally,wearegenerallyexpectedtoapologizesoastoimprovethesituation.Butwhenwe’reactingasleaders,thecircumstancesaredifferent.Theactofapologyiscarriedoutnotmerelyattheleveloftheindividualbutalsoattheleveloftheinstitution.Itisaperformanceinwhicheveryexpressionmattersandeverywordbecomespartofthepublicrecord.Refusingtoapologizecanbesmart,oritcanbestupid.So,readinesstoapologizecanbeseenasasignofstrongcharacterorasasignofweakness.Asuccessfulapologycanturnhateintopersonalandorganizationalharmony—whileanapologythatistoolittle,toolate,ortooobviouslystrategiccanbringonindividualandinstitutionalruin.What,then,istobedone?Howcanleadersdecideifandwhentoapologizepublicly?WhyNow?Thequestionofwhetherleadersshouldapologizepubliclyhasneverbeenmoreurgent.Duringthelastdecadeorso,theUnitedStatesinparticularhasdevelopedanapologyculture—apologiesofallkindsandforallsortsofwrongdoingsaremadefarmorefrequentlythanbefore.Morenewspaperwritershavewrittenaboutthegrowingimportanceofpublicapologies.Morearticles,cartoons,advicecolumns,andradioandtelevisionprogramshavesimilarlydealtwiththesubjectofprivateapologies.WhyBother?Whydoweapologize?Whydoweeverputourselvesinsituationslikelytobedifficult,embarrassing,andevenrisky?Leaderswhoapologizepubliclycouldbeaneasytarget.Theyareexpectedtoappearstrongandcapable.Andwhenevertheymakepublicstatementsofanykind,theirindividualandinstitutionalreputationsareindanger.Clearly,then,leadersshouldnotapologizeoftenorlightly.Foraleadertoexpressapology,thereneedstobeagood,strongreason.Leaderswillpubliclyapologizeifandwhentheythinkthecostsofdoingsoarelowerthanthecostsofnotdoingso.WhyRefuse?Whyisitthatleaderssooftenrefusetoapologize,evenwhenapublicapologyseemstobeinorder?Theirreasonscanbeindividualorinstitutional.Becauseleadersarepublicfigures,theirapologiesarelikelytobepersonallyuncomfortableandevenprofessionallyrisky.Leadersmayalsobeafraidthattheadmissionofamistakewilldamageordestroytheorganizationforwhichtheyareresponsible.Therecanbegoodreasonsforhangingtoughintoughsituations,asweshallsee,butitisahigh-riskstrategy.B“HappinessAdvantage”EffectInJuly2010Burt’sBees,apersonal-careproductscompany,wasgoingthroughenormouschangeasitbeganaglobalexpansioninto19newcountries.Inthiskindofhigh-pressuresituation,manyleadersbothertheirassistantswithfrequentmeetingsorfloodtheirin-boxeswithurgentdemands.Indoingso,managerslifteveryone’sanxietylevel,whichactivatesthepartofthebrainthatprocessesthreatsandstealsresourcesfromtheprefrontalcortex(大腦皮層),whichisresponsibleforeffectiveproblemsolving.Burt’sBees’sthen-CEO,JohnWolfgang,tookadifferentapproach.Eachday,he’dsendoutane-mailpraisingateammemberforworkrelatedtoglobalmarketing.He’dinterrupthisownpresentationstoremindhismanagerstotalkwiththeirteamsaboutthecompany’svalues.Heaskedmetofurtherathree-hoursessionwithemployeesonhappinessinthecourseoftheexpansioneffort.Asonememberoftheseniorteamtoldmeayearlater,Wolfgang’semphasisondevelopingpositiveleadershipkepthismanagersactivelyinvolvedandloyalastheysuccessfullytransformedthecompanyintoaglobalone.Thatoutcomeshouldn’tsurpriseus.Researchshowsthatwhenpeopleworkwithapositivemind-set(思維模式),performanceonnearlyeverylevel-productivity,creativity,involvement-improves.Yethappinessisperhapsthemostmisunderstooddriverofperformance.Forone,mostpeoplebelievethatsuccesscomesbeforehappiness.“OnceIgetapromotion,I’llbehappy,”theythink.Or,“OnceIhitsalestarget,I’llfeelgreat.”Butbecausesuccessisamovingtarget—assoonasyouhityourtarget,youraiseitagain——thehappinessthatresultsfromsuccessdoesnotlastlong.Infact,itworkstheotherwayaround:Peoplewhohaveapositivemind-setperformbetterinthefaceofchallenge.Icallthisthe“happinessadvantage”–everybusinessoutcomeshowsimprovementwhenthebrainispositive.I’veobservedthiseffectinmyroleasaresearcherandlecturerin48countriesontheconnectionbetweenemployeehappinessandsuccess.AndI’mnotalone:Inananalysisof225academicstudies,researchersfoundstrongevidenceofcause-and-effectrelationshipbetweenlifesatisfactionandsuccessfulbusinessoutcomes.Anothercommonmisunderstandingisthatourgenetics,ourenvironment,oracombinationofthetwodetermineshowhappyweare.Tobesure,bothfactorshaveanimpact.Butone’sgeneralsenseofwell-beingissurprisinglyunstable.Thehabitsyouform,thewayyouinteractwithcolleagues,howyouthinkaboutstress---allthesecanbemanagedtoincreaseyourhappinessandyourchancesofsuccess.看懂圖表你需要注意的幾個要點專項練習(xí)參考答案A1.performance解析：根據(jù)原文中的第一段的Itisaperformanceinwhicheveryexpressionmattersandeverywordbecomespartofthepublicrecord.因此可以填performance。2.easy解析：文章第一段but處點出當(dāng)我們是領(lǐng)導(dǎo)時，道歉的情況就和一般情況不一樣了，下面描述的都是作為領(lǐng)導(dǎo)人，道歉的難度。得出結(jié)論，itisnoeasyjob…3.properly/rightly/successfully解析：根據(jù)題干定位到文章第一段的最后，破折號處引出該題。可見如果這種道歉沒有很適當(dāng)/正確地提出，就會造成個人和組織的毀滅。因此此空應(yīng)填properly/rightly/successfully。4.urgent解析：根據(jù)文章第二段第一句，得出答案為urgent。5.culture解析：根據(jù)文章第二段第二句，破折號前面的anapologyculture,得出應(yīng)填culture。6.growing/increasing/rising解析：文章第二段倒數(shù)第二句，說明了Morenewspaperwritershavewrittenaboutthegrowingimportanceofpublicapologies.可見答案為growing/increasing/rising。7.expected/supposed/required解析：根據(jù)題干定位到原文第三段?？吹降谒木洹癟heyareexpectedtoappearstronyandcapable”,因此可以填expected/supposed/required。8.public解析：第三段第五句，寫明了Andwhenevertheymakepublicstatementsofanykind,….可見這里填public。9.likely解析：根據(jù)題干定位到原文第四段第三句，可見此空填likely。10.damage/harm解析：根據(jù)原文第四段第四句，說明”leadersmayalsobeafraidthattheadmissionofamistakewilldamageordestroy….”,可見此空可以填damage/harm。B1.bother/annoy解析：文中原句Inthiskindofhigh-pressuresituation,manyleadersbothertheirassistantswithfrequentmeetingsorfloodtheirin-boxeswithurgentdemands.此處考查同詞復(fù)現(xiàn)，也可以用近義詞annoy替換。2.anxiety/concern/worry解析：文中原句Indoingso,managerslifteveryone’sanxietylevel,…此處考查同詞復(fù)現(xiàn)，也可以用近義詞concern/worry替換。3.considerate/aware/conscious解析：提煉信息，總結(jié)概括，因為JohnWolfgang的管理方式不同于開篇所談到的諸多領(lǐng)導(dǎo)的做法，結(jié)合文中細(xì)節(jié)，可以得出結(jié)論，他對員工非常關(guān)心。4.loyal/faithful/devoted/committed解析：文中原句Wolfgang’semphasisondevelopingpositiveleadershipkepthismanagersactivelyinvolvedandloyalastheysuccessfullytransformedthecompanyintoaglobalone.中考查同詞復(fù)現(xiàn)和近義替換。5.difference解析：提煉概括，正是因為他的以人為本，注重快樂指數(shù)的管理理念，使得公司規(guī)模越來越大，效益越來越好，可以說是對公司發(fā)展產(chǎn)生重大影響。Makeadifference恰如其分，搭配得當(dāng)。6.positively解析：從文中原句Peoplewhoh