Energetics is a specialist management consultancy in the business of climate change。

　　There is a commonly held view that the only way to get (0) decent pay increase is to move on: togo out into the job market and find someone (31) is prepared to pay you a figure more in line (32)the talents you can offer. Whilst changing employers from time (33) time is something we probablyall need to do to advance our careers in the directions we want them to take, it is nevertheless anactivity that carries quite definite risks. Irrespective of (34) well we research prospectiveemployers, a new job is still largely a step into the unknown . It may turn (35) to be a good moveor it could prove to be a complete disaster : most of us (36) had experience of both. The pointhere, though, is that changing employers is not something we want to be doing all the time andcertainly not (37) time we feel the urge for better pay . We’d (38) taking more risks than weneeded to just to achieve a pay rise. Getting a pay rise should always be viewed (39) a seriousbusiness. There are no quick fixes or gold methods with “ guaranteed “ results. Quick fixes onlyserve to trivialize the issues and could (40) some circumstances get you into very serous troubleindeed.

　　答案及解析

　　關(guān)于加薪的文章，教你怎么樣實(shí)現(xiàn)加薪。這道題目不難，但是拋開題目，單說(shuō)文章里談的加薪的方法，各位還是要辯證的看。要想人生第一份工作就找到自己滿意的，是挺難，可是以加薪為目的跳槽，也未必是什么明智的好辦法。

　　31題，太明顯的定語(yǔ)從句，前面是someone，那么當(dāng)然填入表示人的關(guān)系代詞who。

　　32題，in line with，和什么一致，固定搭配，在中級(jí)的選詞版完型里?？嫉竭@個(gè)詞組。這句的意思是，找個(gè)一個(gè)愿意給你提供和你才能更加一致的薪水的人。

　　33題，from time to time，時(shí)不時(shí)的。changing employers from time to time，時(shí)不時(shí)的換老板。

　　34題，Irrespective of，同regardless of一樣，后面接讓步狀語(yǔ)從句，不管我們對(duì)可能的雇主研究的多么好，新的工作都是一個(gè)未知數(shù)。用how well。

　　35題，turn out to be，固定用法。

　　36題，換工作，要么是個(gè)好的舉措，要么將成為災(zāi)難。而我們大多數(shù)人這兩種經(jīng)歷都有。有這種經(jīng)歷，是過(guò)去完成時(shí)，用have+done。

　　37題，理解前后文意思。換老板不是件我們經(jīng)常愿意做的事情，并且也不是一想要加薪就要換老板。用every time，表示每次要加薪就準(zhǔn)備換老板。

　　38題，這題有點(diǎn)難度，考驗(yàn)人的語(yǔ)法功底。首先這個(gè)句子是虛擬語(yǔ)氣，We’d是we would的縮寫，而不是we had。是表示對(duì)將來(lái)的假設(shè)，我們要承擔(dān)更多的風(fēng)險(xiǎn)。所以用would be。

　　39題，比較明顯的，view as，將什么視作什么。

　　40題，和circumstance相關(guān)的詞組，很容易想到under/on some circumstance，在某種情況下。

　　1 Genuine feedback would release resources to be used elsewhere.

　　2 Managers are expected to enable their staff to work effectively.

　　3 Experts are unlikely to facilitate a move to genuine feedback.

　　4 There are benefits when methods of evaluating performance have been negotiated.

　　5 Appraisals tend to focus on the nature of the face-to-face relationship between employeesand their line managers.

　　6 The idea that employees are responsible for what they do seems reasonable.

　　7 Despite experts’ assertion, management structures prevent genuine feedback

　　8 An increasing amount of effort is being dedicated to the appraisal process.

　　A

　　Performance appraisal is on the up and up. It used to represent the one time of year whengetting on with the work was put on hold while enormous quantities of management hours werespent in the earnest ritual of rating and ranking performance. Now the practice is even morefrequent. This of course makes it all the more important how appraisal is conducted. Humanresources professionals claim that managers should strive for objectivity and thus for feedbackrather than judgement. But the simple fact of the matter is that the nature of hierarchy distorts theconcept of feedback because performance measure are conceived hierarchically. Unfortunately,all too many workers suffer from the injustices that this generates.

　　B

　　The notion behind performance appraisal- that workers should be held accountable for theirperformance-is plausible. However, the evidence suggests that the premise is wrong. Contraryto assumptions appraisal is not an effective means of performance improvement- it isjudgement imposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback, on the other hand, would be information that told both the manager and worker how well thework system functioned, and suggested ways to make it better.

　　C

　　Within the production system at the car manufacturer Toyota, there is nothing that isrecognizable as performance appraisal. Every operation in the system has an associatedmeasure. The measure has been worked out between the operators and their manager. In everycase, the measure is related to the purpose of the work. That measure is the basis of feedbackto the manager and worker alike. Toyota’s basic idea is expressed in the axiom “bad news first” .Both managers and workers are psychologically safe in the knowledge that it is the system- notthe worker –that is the primary influence on performance. It is management’s responsibility toensure that the workers operate in a system that facilitates their performance.

　　D

　　In many companies , performance appraisal springs from misguided as assumptions. To judgeachievement, managers use date about each worker’s activity, not an evaluation of the processor system’s achievement of purpose. The result is that performance appraisal involvesmanagers’ judgement overruling their staff’s, ignoring the true influences on performance. Thus theappraisal experience becomes a question of pleasing the boss, particularly in meetings, which ispsychologically unsafe and socially driven, determining who is “in” and who is “ out”.

　　E

　　When judgement is replaced by feedback in the true sense, organizations will have a lot moretime to devote to their customers and their business. No time will be wasted in appraisal . Thisrequires a fundamental shift in the way we think about the organization of performanceappraisals, which almost certainly will not be forthcoming from the human resources profession.

　　In the last few years, managers throughout industry have seen more changes than many of themcould have expected to see in their entire working lives having to communicate information whichoften leads to feelings of insecurity has become a key activity. From being regarded as relativelyunimportant in many companies , management employee communication has become a centralcorporate need.

　　Concordia International provides a good example of a company that has adjusted well to thechanging needs for communication . since 1995 , Concordia has been turned inside-out and upside-down, to ensure that it is a marketing –led, customer-responsive business, one that looksoutwards at customers and competitors, rather than inwards at its own processes and the waythings were done in the past. In the last eight years, Concordia has reduced its workforce by morethan 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated.

　　From being an engineering company, Concordia is now remaking itself as a service company.The role of employee communication in such a context is to build people’s self-confidence, topersuade them that, although it is inevitable that the changes will go ahead, they also bring withthem new opportunities for employees. However, this is not an easy task. People tend to beskeptical of these claims and to feel that they are losing touch with the company they have workedfor over many years. This is understandable, since many of the old certainties are being sweptaway , including the core activities of the company they work for. Above all , they have had to faceup to the fact that they no longer have a job for life.

　　Research indicates that people respond to this predicament in a variety of ways. The bulk ofemployees fall into two main categories in terms of their response to the new situation: on the onehand there are the “ pragmatists” and on the other “ the highly anxious” the former see their job asa means to an end and have a relatively short-term perspective, with strong loyalty to their localterm , rather than the company as a whole . The second category, usually the majority, mayrespond to threatened changes with a feeling of having been let down, and even feel anger at thecompany for what they see as changing the terms of their employment.

　　` The employee communication process needs to be capable of accurately directing itsmessages at a variety of employee groups and departments within the workforce . this is whymiddle managers and line managers are so key to communication. They are the people who knowabout the full rage of concerns among the workforce. The problem in the past was that this crucialarea was often the responsibility of a separate, relatively isolated unit. Concordia putsresponsibility for communication firmly on line managers. All their research points to the sameconclusion: people prefer to get their information face-to-face from their line managers. That is thekey relationship and where arguments and hearts and minds –are lost.

　　The general rule in company communication is to tell employees as much as you can as soonas you can. If you can’t provide details, then at least put the news in context and commit yourselfto providing greater detail when it becomes available another rule of company communication isthat there must be a fit between what the company is telling its employees and what it is telling itsshareholders.15 In the last eight years, Concordia has

　　A made over 80.000 employees reduncdant

　　B completed a period of downsizing

　　C reduced its workforce of 80.000 by 35%

　　D given 35% of departing employees voluntary redundancy

　　16 From Concordia’s point of view, the role of communication is to

　　A win employee support before going ahead with the changes

　　B change the company’s core activities.

　　C emphasise the positive aspects of the changes

　　D explain the need for the changes

　　17 what does research show about most employees’ response to change?

　　A they expect it to have a bad effect on the company

　　B they feel completely powerless

　　C they become less loyal

　　D they fell they have been treated unfairly

　　18 Concordia’s communication process mainly relies on

　　A printed communication

　　B departmental heads

　　C personal communication

　　D a separate, specialized unit

　　19 According to the writer, what is the guiding principle about giving information within anorganization?

　　A Never make promises about future developments

　　B Give people an overall view at the earliest possible stage

　　C always include plenty of hard information

　　D Hold back until all the details can be provided

　　20 which of the following would be the most suitable title for the article?

　　A employee attitudes to company communication

　　B making company communication more effective

　　C Researching company commmucation

　　D Making employees feel less powerless

　　文章取材自一本管理手冊(cè)，說(shuō)的是一個(gè)組織里的有效溝通問(wèn)題。這套題目有些特別，不像之前的閱讀的第三部分，六道題目分別依次對(duì)應(yīng)文章的六個(gè)段落，這題的答案稍微分散了些。

　　15題，答案很明顯，但是選項(xiàng)很有迷惑性。答案是第二段的最后一句：In the last eight years, Concordiahas reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, withfurther downsizing anticipated.減少了80000員工(或者說(shuō)減少了35%的員工)，預(yù)期還會(huì)減少更多。A選項(xiàng)是對(duì)的，made redundant是前面某套題目閱讀的第五部分考過(guò)的詞組;B不對(duì)，沒有完成(completed)，因?yàn)轭A(yù)期還會(huì)裁減更多(with further downsizing anticipated);C也不對(duì)，迷惑性最大，reduced its workforceof 80.000，用了介詞of，所以這句的意思是一共就80000員工，而實(shí)際情況是減少了80000員工;D不對(duì)，35%的員工被裁減，都是在自愿的基礎(chǔ)上的，而不是離開的人中有35%是自愿的。

　　16題，問(wèn)根據(jù)此人的觀點(diǎn)，溝通的角色是什么。也就是問(wèn)溝通的目的或者作用是什么。答案在第三段。溝通是為了幫助人樹立自信，說(shuō)服他們雖然要面臨一些變化，但是同樣也會(huì)擁有一些新的機(jī)會(huì)。說(shuō)白了，就是鼓勵(lì)這些被裁的人。答案選C，強(qiáng)調(diào)變化的積極方面。這里的positive aspects是對(duì)前面說(shuō)的bring with them newopportunities的一個(gè)概括。(想起了電影《在云端》，up in the air，里面那個(gè)老男人的工作就是職業(yè)裁員專家，專門對(duì)被裁的人說(shuō)些這樣的話。)

　　17題，問(wèn)調(diào)查顯示大多數(shù)人對(duì)change的反應(yīng)是什么。這題在答案中也很明顯，但是選項(xiàng)很糾結(jié)。都有點(diǎn)似是而非。The second category, usually the majority, may respond to threatened changes with afeeling of having been let down.,and even feel anger at the company for what they see as changingthe terms of their employment.大多數(shù)員工的反應(yīng)就是很失望，甚至?xí)軕嵟?。個(gè)人覺得這題出的不夠嚴(yán)謹(jǐn)，沒有哪個(gè)選項(xiàng)能嚴(yán)格從原文中提煉出來(lái)。對(duì)比下D要好點(diǎn)，因?yàn)閷?duì)公司失望和憤怒，就是覺得受到了不公正的待遇。此題有待高手補(bǔ)充更完美的理由。

　　18題，問(wèn)溝通過(guò)程主要依賴于什么。答案是第五段的這句：people prefer to get their information face-to-face from their line managers。喜歡面對(duì)面的從直屬經(jīng)理那里獲取信息。所以選C，個(gè)人的交流。

　　19題，問(wèn)組織內(nèi)部提供信息的指導(dǎo)準(zhǔn)則是什么。最后一段的第一句就是：The general rule in companycommunication is to tell employees as much as you can as soon as you can。盡可能的快，盡可能的多。不能提供細(xì)節(jié)的，至少給個(gè)大致的背景消息(put the news in context)。時(shí)機(jī)成熟了，再告知更多。選B：在可能的最早的階段讓人有個(gè)總體的印象。

　　20題，給文章選標(biāo)題。這種題在BEC的閱讀里還真不多見。選標(biāo)題，就是要挑選文章的最主要意思，從整體上把握文章的main ideas。這篇文章通篇說(shuō)的就是communication，前面介紹了溝通的背景：裁員;接著說(shuō)了員工對(duì)裁員的反應(yīng);然后最后兩段，一段說(shuō)員工喜歡什么樣的溝通方式，一段說(shuō)溝通的原則是什么。綜合起來(lái)，就是關(guān)于怎樣進(jìn)行有效溝通的問(wèn)題。選B。A不對(duì)，片面了，只是文中某部分的內(nèi)容，并且這部分內(nèi)容是為后面做背景介紹，不是主要的;C不對(duì)，不是簡(jiǎn)單的research，research僅僅是介紹狀況，文章還有關(guān)于實(shí)現(xiàn)措施的。