Employees know what their objectives are and have the freedom to achieve them.（)

A.Understand the corporate culture and how it will affect security.

B.Understand employees preferences for information security.

C.Know what security awareness products are availabl

D.Identify weakness in line management support.

A.People who have understood the key responsibility of their job role

B.New members of staff

C.Existing employees who have doing the same job for years

D.People who have know about the work place very well

To:Human Resource Management

From:P.Neal Date:Feb.28

Re:Tokyo interviews

I am really excited about the opportunity that the International Job Fair in April presents lo our firm.By recruiting at an overseas location9 we increase our chances of attracting employees with global awareness.I o ensure that we hire employees who will fit into our corporate culture^ I have listed some suggestions for the interview team.

(1)Determine early in the interview if the employee is a team player.Aside from the obvious work-experience questions, find out what type of learning environment the interviewee preferred in school and what sports and hobbies he or she enjoys.Use this line of questioning to get to know younger applicants who do not have a lot of formal work experience.

(2) In the interviewt find out the interviewee 1 s attitude toward other languages and cultures.How many languages has he or she studied？ Would the prospective employee be willing to go through language training if

assigned to our new branch office？

(3) If possible* look at portfolios on site to get a sense of the interviewees9 artistic accomplishments and check up on local references in the interviewee's country.

(4) Clearly communicate our company,s goals and bring back some great recruits!

21.Who is this memo directed to？

A.Mr.Neal

B.The interview team

C.Prospective employees

22.Recruiting at an international job fair will help the company find employees who

A.fit the corporate culture

B.are team players

C.have global awareness

23.Why does the author suggest the interview team ask interviewees questions about their hobbies？

A.To know whether the interviewees enjoy playing sports.

B.To know whether the interviewees are team players.

C.To know whether the interviewees have work experience.

24.The new employees must be ________.

A.willing to participate in language training

B.able to speak several languages

C.capable of learning any language quickly

25.What should the intervieweesportfolios demonstrate？

A.Excellent references

B.Sensible components

C.Artistic merit

The survey of more than 6,000managers and employees in 26 organizations in the U.S. and Canada showed that employees and managers felt their employers did a good job explaining their performance objectives and the way their performance is measured. They were unclear, though, about how performance was related to pay. Surprisingly, employees reported they knew more about stock options at their companies and how they are determined than how base pay is. However, the results showed that base pay knowledge plays a larger role in overall pay satisfaction than do other forms of compensation, such as bonuses. Employees who had higher levels of pay knowledge showed greater overall pay satisfaction, which, in turn, was linked to higher levels of retention(聘用), commitment to the company, and even trust in management. In other words, Heneman emphasizes, ensuring that employees understand their pay is good for a company’s bottom line.

He feels that corporate culture is often a major problem in dealing with the lack of pay knowledge among workers. In many companies, it is considered taboo—or even explicitly forbidden—to discuss matters dealing with salary. In lieu of (代替) disclosing actual pay amounts of employees to others within the company, management can provide more information about pay practices and policies, such as the process used to determine salary, and the average of raises in a particular year. Workers want more than generalities; they want to know how pay policies apply to their particular situation, Heneman points out. That often means managers need to sit down with their employees one-on-one.

21. What does the North American Survey mainly suggest？

A. If the employers make their pay policy known better, the company would get more in return.

B. If the employers make their pay policy known better, they would get pay raises and bonuses.

C. If the employees know more about the pay policy of the company, they would get more.

D. If the employees know more about the pay policy of the company, they would become one in the management.

22. The employers of many companies failed to ______.

A. explain what their performance objectives were

B. explain the way performance was measured

C. explain the way performance was related to pay

D. explain how performance was related to promotion

23. Which of the following is the most important factor in overall pay satisfaction？

A. Stock options.

B. Bonuses.

C. Corporate culture.

D. Base pay.

24. The employees who understand and are satisfied with their pay would ______.

A. be willing to remain in the bottom line

B. be willing to be loyal and dedicated to the company

C. be ensured that their pay is justified

D. be ensured that their employers are worthwhile

25. What can employers do to help their employees know better how pay is determined？

A. They can shatter the taboo by encouraging discussion about salary matters among the employees.

B. They can disclose pay amounts of employees to others within the company.

C. They can talk with individual employee about how pay policies apply to his particular situation.

D. They can tell all employees the total of raises in a particular year.

nt of a public sector labor union with 45,000 members. "() with my employees are probably different from those of male managers () me," she says. "I know what it's like to have to call and say my kid got the () so I won't be coming in. I have a more () style. - not soft, just more understanding." The man who is Monica's () agrees, "She tends to () more and is always looking for a (). People are happy and flourish because they have an input into decisions and they are not mere (); their energies are harnessed. On the other hand, consensus takes longer."

All new employees, from vice-presidents to part-time workers, begin their employment by attending Disney University and taking “Traditions I”. Here, they learn about the company's history, how it is managed and why it is successful. They are shown how each department relates to the whole. All employees are shown how their part is important in making the park a success.

After passing “Traditions”, the employees go on to more specialized training for their specific (具体的 ) jobs. No detail is missed. A simple job like taking tickets requires eight-hour days of training. When one ticket taker was asked why it took so much training for such a simple, ordinary job, he replied, “What happens if someone wants to know where the rest rooms are, when the parade starts or what bus to take back to the campgrounds？ ... We need to know the answers or where to get them quickly. Our constant aim is to help our guests enjoy themselves.

Even Disney's managers get involved in the daily management of the park. Every year, the managers leave their desks and business suits and put on special service clothes. For a full week, the bosses sell hot dogs or ice cream, take tickets or drive the monorail, and take up any of the 100 jobs that make the park come alive. The managers agree that this week helps them to see the company’s goals more clearly.

All these efforts to serve the public well have made Walt Disney famous. Disney is considered by many as the best mass (团体) service provider in America or the world.

(1)The first day they come to Disney parks, all new employees _________.

A、begin by receiving on-the-job training

B、must learn several jobs

C、begin as ticket takers

D、have already attended Disney University

(2)The main aim of the Disney employees is to _________.

A、learn all parts of the business

B、see that their guests enjoy themselves

C、be able to answer all kinds of questions

D、keep their important guests happy

(3)After passing “Traditions I”, the new employees ________.

A、must start their work at once

B、can begin with some simple jobs

C、must receive another 32 hours of training

D、must go on to more specialized training

(4)Each year, managers wear special service clothes and work in the parks to______

A、set a good example for employees

B、remind themselves of their beginnings at Disney

C、replace employees on holiday

D、get a good view of the company's aims

(5)Which of the following is NOT true according to the passage？

A、Visitors learn about the history of Disney in its entertainment parks.

B、Disney attracts people from all over the world.

C、Parades are regularly held in Disney's entertainment parks.

D、Disney's managers are able to do almost all kinds of work in the Disney parks.

I've seen this isolation phenomenon in many companies. The symptoms are quite apparent: Managers spend a great deal of time talking to themselves and studying operating numbers. They spend precious little time with customers or with employees, trying to understand the system of the business. And when they do spend time with them, they often do not probe deeply into needs, concerns, and opportunities. This phenomenon, often referred to as being" internally focused," can be tremendously insidious.

Although the need for understanding and spending time with customers has been well documented, I find few managers spending time in the field. The benefits of doing so are clear. A visit with your counterparts at customers' distribution centers, for example, not only builds relationships that can prove useful when problems arise, but also uncovers numerous opportunities to enhance your performance and deepen your company's linkage with those customers.

There are many ways to connect with and understand employee perspectives. Some companies have found formal sessions in which senior managers solicit ideas from employees to be very useful. These can be run either as focus groups or as structured discussions.

Managers also should exploit every opportunity to gather organizational knowledge from employees. Some successful managers collect employees' opinions by what often is referred to as" managing by walking around" or the" 10-minute cup of coffee. "They may, for example, go to employees' offices and solicit, their opinions. Or at lunch or when they take a cup of coffee, they" mix with the troops" and solicit their input.

Rather than talk about the latest game, you can solicit employees' ideas by asking questions like: What are you working on？ How's it going？ What's good about our organization？ What could be better？ How could we better serve our customers or improve our processes？ What do you think we Should be doing differently？

You'll be surprised at how valuable a" 10-minute cup of coffee" together with a brief conversation with an employee can be. It will make you a more effective manager.

What is the common problem in management？

A．Infrequent contact with customers and employees.

B．Managers spend little time on study.

C．Managers do not know their employees well.

D．Managers lack of experience.

not usually make it into the top three reasons for job satisfaction on such surveys. Most people know they could make more money elsewhere, but it’s not enough to get them to leave a job they like. Advancement doesn’t rank at the top of the list, either. That’s probably because so many people think that moving up can make life on the job more unpleasant. The only thing one gets in return is more money.

So what creates job satisfaction？ One typical answer is “I like to be challenged.” People who say this like to work toward goals. They like new challenging assignments so that they can test their skills and creativity. Another typical answer is “I like to feel I’m making a contribution.” Many people get a sense of community when they are working with a group of co-workers toward a common goal. It is very important for them to have close, friendly relationships with co-workers, and they thrive when others praise their work and appreciate their efforts.

Finally, there are those who say “I get satisfaction from a job well done.” Such people love the technical work they do; they feel proud of the results of their efforts. These people have high standards of quality and work best when they have control over a project. They thrive when others know about the work they have done. Ultimately, the main reason people work is to earn money, but it is not money that gives them satisfaction. Offer employees something more, and you are likely to get more from them.

41)What’s the best title for the reading？（）

A . Reasons for Staying with the Current Job

B . Survey of the Working Situations

C . A Job Survey of Employees’ Thinking

D . How Employees Think about Their Job

42)What is the most important reason for people to keep their current job？（）

A . Flexible schedule and work-life balance.

B . The nature of the work and job satisfaction.

C . Work environment and corporate culture.

D . Advancement opportunity and personal growth.

43)Why is making more money not enough to make people leave a job they like？（）

A . They like their current work environment.

B . They are not sure whether the employer will be nicer.

C . They don’t think money is important.

D . They think they probably won’t get job satisfaction.

44)What are the most important factors to make people feel happy about a job？（）

A . Meaningful but stress-free.

B . Flexible in life and work.

C . Challenging but feel contributed.

D . Technical and beneficial.

45)What’s the implication of this reading？（）

A . Money is ultimately what makes people work.

B . High salary cannot make people feel happy about their job.

C . Only when you contribute to the work can you earn more money.

D . Job satisfaction will eventually bring you job success.