剑桥商务英语中级口语-8及答案解析.doc

《剑桥商务英语中级口语-8及答案解析.doc》由会员分享，可在线阅读，更多相关《剑桥商务英语中级口语-8及答案解析.doc（5页珍藏版）》请在麦多课文档分享上搜索。

1、剑桥商务英语中级口语-8 及答案解析(总分：100.00，做题时间：90 分钟)一、SPEAKING(总题数：1，分数：100.00)Helping to Develop EmployeesThe role of the manager in developing employees is to help employees figure out exactly what they want to go, and then to provide the support and organizational resources for employees to get there. But em

2、ployee development is a two-way street, and managers cannot take on this task in a vacuum. Employees must also participate by identifying the areas where development will help to make them better and more productive workers in the future and relaying this information to their managers. Once needs ar

3、e identified, plans developed, and resources identified, managers and employees can work together to turn them into reality.In the following steps, well explore the best way for managers to approach the development process with their employees.Step1: Meet with your employees about their careers. Wha

4、ts the best way to determine the path your employees want to take in their careers? Ask them! You might, for example, think that your top software engineer has her sights set on your organizations chief technology officer position, when she would actually much rather keep coding software. Once you d

5、etermine where in the organization your employee wants her career to go, then youll have a baseline from which to work.Step 2: Discuss your employees strengths and weaknesses. Every employee has certain areas of strengths, and other areas of weakness. A decision will have to be made: Do you further

6、develop an employees strengths (making him the best die cutter in the business), or do you try to shore up weaknesses (turning a lone wolf, for example, into a team player)? Or do you do both? Be flank with your employee about both his strengths and weaknesses, and then decide where you will direct

7、your focus and resources. Our own feeling is that its more important to develop your employees strengths (further increasing their value to the organization, along with their self-esteem) than to improve their weaknesses (which may raise these areas only to the barely adequate at best).Step 3: Asses

8、s where your employees are now. A career plan is like a story arcthere is a beginning, an end, and a lot of events in between. To better understand where your employee should go, youve got to first determine where she is now. By assessing the current state of her skills and talents, youll end up wit

9、h an overall road map to guide your development efforts.Step 4: Create career development plans. A career development plan formalizes the agreements that you make to provide formal support (tuition, time off, travel expenses, and so on) to your employee in developing his or her career. Effective car

10、eer development plans contain milestones for the achievement of learning goals and descriptions of any other resources and support needed to meet the goals that you agree to.Step 5: Follow through on your agreements, and make sure that your employees follow through on theirs. Once you agree on speci

11、fic career development plans with your employees, be sure that you uphold your end of the bargain, and that your employees uphold their end as well. Be sure to check your employees progress regularlyonce every quarter would not be too oftenand if they miss schedules because of other priorities, reas

12、sign their work as necessary to ensure that they have the time they need to focus on their career development plans.Career development is something that tends to get put off because of other priorities. And, even when it is conducted on a regular basis, the frequency of discussions is often few and

13、far in between. Many managers, for example, conduct career discussions only when they conduct annual employee performance appraisals. While this is certainly better than never having career development discussions at all, this really isnt often enoughespecially as most businesses find themselves in

14、a state of constant whitewater change, where markets and technology are anything but stable and predictable.（分数：100.00）(1).Answer the following question.As employees, how to set work-related goals?（分数：50.00）_(2).Discuss the following questions with your partner.a. What kinds of reasons might there b

15、e for staff leaving their jobs?b. What steps could be taken to reduce staff turnover?（分数：50.00）_剑桥商务英语中级口语-8 答案解析(总分：100.00，做题时间：90 分钟)一、SPEAKING(总题数：1，分数：100.00)Helping to Develop EmployeesThe role of the manager in developing employees is to help employees figure out exactly what they want to go,

16、and then to provide the support and organizational resources for employees to get there. But employee development is a two-way street, and managers cannot take on this task in a vacuum. Employees must also participate by identifying the areas where development will help to make them better and more

17、productive workers in the future and relaying this information to their managers. Once needs are identified, plans developed, and resources identified, managers and employees can work together to turn them into reality.In the following steps, well explore the best way for managers to approach the de

18、velopment process with their employees.Step1: Meet with your employees about their careers. Whats the best way to determine the path your employees want to take in their careers? Ask them! You might, for example, think that your top software engineer has her sights set on your organizations chief te

19、chnology officer position, when she would actually much rather keep coding software. Once you determine where in the organization your employee wants her career to go, then youll have a baseline from which to work.Step 2: Discuss your employees strengths and weaknesses. Every employee has certain ar

20、eas of strengths, and other areas of weakness. A decision will have to be made: Do you further develop an employees strengths (making him the best die cutter in the business), or do you try to shore up weaknesses (turning a lone wolf, for example, into a team player)? Or do you do both? Be flank wit

21、h your employee about both his strengths and weaknesses, and then decide where you will direct your focus and resources. Our own feeling is that its more important to develop your employees strengths (further increasing their value to the organization, along with their self-esteem) than to improve t

22、heir weaknesses (which may raise these areas only to the barely adequate at best).Step 3: Assess where your employees are now. A career plan is like a story arcthere is a beginning, an end, and a lot of events in between. To better understand where your employee should go, youve got to first determi

23、ne where she is now. By assessing the current state of her skills and talents, youll end up with an overall road map to guide your development efforts.Step 4: Create career development plans. A career development plan formalizes the agreements that you make to provide formal support (tuition, time o

24、ff, travel expenses, and so on) to your employee in developing his or her career. Effective career development plans contain milestones for the achievement of learning goals and descriptions of any other resources and support needed to meet the goals that you agree to.Step 5: Follow through on your

25、agreements, and make sure that your employees follow through on theirs. Once you agree on specific career development plans with your employees, be sure that you uphold your end of the bargain, and that your employees uphold their end as well. Be sure to check your employees progress regularlyonce e

26、very quarter would not be too oftenand if they miss schedules because of other priorities, reassign their work as necessary to ensure that they have the time they need to focus on their career development plans.Career development is something that tends to get put off because of other priorities. An

27、d, even when it is conducted on a regular basis, the frequency of discussions is often few and far in between. Many managers, for example, conduct career discussions only when they conduct annual employee performance appraisals. While this is certainly better than never having career development dis

28、cussions at all, this really isnt often enoughespecially as most businesses find themselves in a state of constant whitewater change, where markets and technology are anything but stable and predictable.（分数：100.00）(1).Answer the following question.As employees, how to set work-related goals?（分数：50.0

29、0）_正确答案：(Setting work goals can make your career and work life more manageable as well as more rewarding. When you set goals it gives you something to focus on and work toward. Achieving these goals will not only further your career, it will also give you a sense of accomplishment and confidence. Se

30、t goals by examining what you really want to accomplish and determine the most direct route to achieving this.Brainstorm ideas. Write down all of the things you want to achieve at work, whether they are big or small things. Dont edit yourself or over-think what you are writing, just write down every

31、thing that comes to mind. The point of brainstorming is to get the ideas flowing without hindering them by being critical or second-guessing yourself.Set a deadline for each goal. Determine when you would like to accomplish this goal, whether it is in the near future or years from now. This will hel

32、p you prioritize your goals and determine which to go after first. Deadlines are like a target that you have to hit to accomplish your goal. You might not hit the target exactly where you want, but it will help you get close.Start with short-term goals. Choose goals that you know you can achieve in

33、a realistic amount of time. A goal such as “becoming CEO in six months“ is not likely to happen and will leave you discouraged and frustrated. Choosing an easier goal that can be accomplished in a few months and then setting another goal after that will provide you with the encouragement and sense o

34、f accomplishment you need.Decide why you want to achieve these goals. Write out a list of reasons these goals will help your career. These reasons will help you choose which goals you want most and will also be your motivation when working toward them. When you come across obstacles or feel discoura

35、ged, looking at this list will help you find the strength you need to keep going.Make a plan. Write down whatever steps you need to take to achieve these goals, however small they may be. This will become a map that will help guide you to your goals. Start with the smallest steps first and work your

36、 way up. Crossing off each step as you take it will be a visual reminder of your success and will continue to motivate you.)解析：(2).Discuss the following questions with your partner.a. What kinds of reasons might there be for staff leaving their jobs?b. What steps could be taken to reduce staff turno

37、ver?（分数：50.00）_正确答案：(A: Lets get going. I think there might be a lot of reasons for staff leaving their jobs. Among these reasons, the most common one is that staff member feels that he/she is earning very little in his/her job. What do you see it?B: Well, I think there are several reasons. I mean,

38、as employees expand their horizon, their outlook becomes increasingly global. Employees may ask be asked: What do you enjoy about working here? In the past year, have you thought about leaving? If so, why? How can we improve our company and create an even better place to work? Employees are most lik

39、ely reply they want better training, better working conditions, better communications with their supervisors and, above all, wanted their bosses to “make me feel like I make a difference“.A: So how do we go about weighing up all these factors and taking steps to reduce staff turnover?B: Well, it is

40、crucial that the management knows precisely what theyre after from staff and that they fully understand their key steps. One of the steps is linking pay and bonuses with performance. What do you think about it?A: Yes, it is not easy to change how things are done. Bureaucracies, like people, fall int

41、o bad habits, and adapting to change can be painful. All the departments of the company need to do their parts to reform the rules and working environment. So far as I know, most employees are dependable and loyal and they are not afraid of hard work.B: Thats true. Weve conducted surveys recently. T

42、he result says that when 15, 000 in retail shops across the country employees were asked to list in order the 18 reasons for working where they did, they ranked “good pay“ third. In the first place was “appreciation of work done“, with “respect for me as a person“ second.A: So the management should

43、put high value on staff morale. High labor turnover rates resulting from the indiscriminate hiring of “cheap“ workers can be extremely costly. Many companies have declared a “war for people“ in an effort to recruit and keep better staff.B: If we take correct steps to boost staff morale, labor turnov

44、er is expected to decline by more than half. Evidence suggests that the management ought to spend more money on retaining employees in the hope of spending less on finding and training new ones.A: I agree with you. I think, to slow its labor turnover, we have to get a simple message accepted through

45、out our operating divisions: loyal, well-motivated employees make customers happy and that, in turn, creates fatter profits and happier shareholders. Improved training of middle manager could also help. So could a change in bonus arrangements.B: At the same time, the senior managers may become fussi

46、er about the people they recruited. They would rather screen out job applicants motivated mainly by money: applicants, which some companies pejoratively describe as “pay first people“. Such people form a surprisingly small, though apparently disruptive, part of the service-industry workforce. Many c

47、ompanies found in its employee-attitude surveys that only about 20% of their workers regarded pay as their primary reason for working there.A: Probably, you are right. But people are willing to do annoying things in exchange for money or entertainment, so they may go for the bait. And many middle managers in service industries are more comfortable coping with demands for more money than with demands for increased recognition and better communications. They will have to change their ways.)解析：