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Section D
Even if you get work done and generally get along with co-workers, you could
have habits that bug your boss (not to mention your officemates). While these
quirks may not necessarily get you fired, they certainly can keep you from
climbing the corporate ladder. We’ve uncovered a number of habits that bug your
boss and offer tips on how to avoid them.
According to LaRhonda Edwards, a human resources manager with thirteen years
of HR experience, tardiness is one of the biggest concerns for managers. “If the
normal work day starts at 8 o’clock, then the expectation is that you’re in the
office ready to start your day,” she explains. Her advice to the chronically
late? “Plan ahead,” she urges. “If you live 50 minutes away, you don’t leave 50
minutes early. Tag on extra time and anticipate road blocks.” Some people even
set their clocks a few minutes early to ensure that they’re on time. Different
bosses prefer different modes of communication. Lindsey Pollak, a workplace
expert and author of Getting from College to Career, says if you text your boss
and she prefers in-person meetings, “either your information won’t get across or
you’ll irritate [her].” Fortunately, there’s a simple fix: ask your boss how and
when to send updates. If you’re too shy to ask outright, then Pollak suggests
observing how they communicate with you. “If you have a boss who communicates
once a day by email, that’s the boss’ preferred frequency and method of
communication,” explains Pollak.
A cluttered, messy work space can give your boss the impression that you’re
lazy or disorganized, so try to keep your desk neat. “Never put more on your
desk than you’re going to work on for the day,” recommends Edwards. “At the end
of the day, make sure you set up for the next day. I may be working on five
things at once, but at the end of the day, they’re gone, and I set up for the
next day.” Most managers would rather you ask a question than make a mistake,
but many questions can be answered on your own. “Is this something you could
Google or ask a colleague?” wonders Pollak. “The internet is so vast that a lot
of information you can get yourself.” If you must approach your boss with a
question or issue, then Pollak recommends brainstorming beforehand. “Rather than
saying ‘This client is terrible. What should I do?’ think about potential
solutions,” she says.
Cell phones are practically ubiquitous in the workplace these days, but it’s
still disruptive and disrespectful when they go off during a meeting. Edwards
says that you should, “put your cell phone on vibrate or leave it in your own
office so it’s not a distraction.” That way you won’t be tempted to text
either
( )6.According to the article, how many pieces of advice are offered here?
.
A. Two B. Three C. Four D. Five(B)
( )7.What is this article about? .
A. How to be successful in the workplace.
B. How to communicate with your boss.
C. How to avoid quirks that annoy your boss.
D. How to utilize your mobile phones at work.
( )8.What does the phrase “to get across” in the sentence “…she prefers
in-person meetings, “either your information won’t get across or you’ll irritate
…” of the second paragraph mean? .
A. To be communicated B. To be passed
C. To be promoted D. To be anticipated(A)
( )9.According to the article, which of the following modes of communication
is the best when communicating with your boss? .
A. Any ways you think are appropriate.
B. In-person meetings.
C. Correspondence.
D. The way your boss communicates with you.(D)
( )10.Which of the following statements is not mentioned?
A. Employees should pay respect to their bosses anytime.
B. Employees should plan beforehand so as to show up at work on time.
C. Employees should not let their mobile phones go off during meetings.
D. Employees should keep their desks neat and organized.
The Importance of Good Communications
Effective communication is essential for all organizations. It links the
activities of the various parts of the organization and ensures that everyone is
working towards a common goal. It is also extremely important for motivating
employees. Staff need to know how they are getting on, what they are doing right
and in which areas they could improve. Working alone can be extremely difficult
and it is much easier if someone takes an interest and provides support.
Employees need to understand why their job is important and how it contributes
to the overall success of the firm. Personal communication should also include
target setting. People usually respond well to goals, provided these are agreed
between the manager and subordinate and not imposed.
However, firms often have communication problems that can undermine their
performance. In many cases,these problems occur because messages are passed on
in an inappropriate way. There are, of course, several ways of conveying
information to others in the organization which include speaking to them
directly, e-mailing, telephoning or sending a memo. The most appropriate method
depends on what exactly it is you are communicating. For example, anything that
is particularly sensitive or confidential, such as an employee's appraisal,
should be done face-to-face.
One of the main problems for senior executives is that they do not have the
time or resources needed to communicate effectively. In large companies, for
example, it is impossible for senior managers to meet and discuss progress with
each employee individually. Obviously this task can be delegated but at the cost
of creating a gap between senior management and staff. As a result, managers are
often forced to use other methods of communication, like memos or notes, even if
they know these are not necessarily the most suitable means of passing on
messages.
The use of technology, such as e-mail, mobile phones and network systems, is
speeding up communication immensely. However, this does not mean that more
investment in technology automatically proves beneficial: systems can become
outdated or employees may lack appropriate training. There are many
communications tools now available but a firm cannot afford all of them. Even if
it could, it does not actually need them all.The potential gains must be weighed
up against the costs, and firms should realize that more communicationdoes not
necessarily mean better communication."
As the number of people involved in an organization increase, the use of
written communication rises even faster. Instead of a quick conversation to sort
something out numerous messages can be passed backwards and forwards. This can
lead to a tremendous amount of paperwork and is often less effective than
face-to-face communication. When you are actually talking to someone you can
discuss things until you are happy that they have understood and feedback is
immediate. With written messages, however, you are never quite sure how it will
be received what you think you have said and what the other person thinks you
have said can be very different.
The amount of written information generated in large organizations today can
lead to communication overload. So much information is gathered that it gets in
the way of making decisions. Take a look at the average manager's desk and you
will see the problem -- it is often covered with letters, reports and memos.
This overload can lead to inefficiencies. For example, managers may not be able
to find the information they want when they need it. Communication is also
becoming more difficult with the changes occurring in employment patterns. With
more people working part-time and working at home, managing communication is
becoming increasingly complex.
1.In the first paragraph the writer recommends that communication with staff
should includeA. some feedback on their job performance.
B. an explanation of how company targets have been set.
C. information on promotion prospects within the company.
D. an indication of which duties they can expect assistance with.areas they
could improve
2.According to the writer, the best way of achieving effective communication
is toA. adapt the message to suit a particular audience.
B. make the content of messages brief and direct.
C. select the most suitable means of conveying a particular message.
D. ensure that information is targeted at the appropriate group of
people.
3.What does the writer say about the communication options available to
senior managers?A. Sending memos to staff is one of the most efficient
methods.
B. It is important to find the time to discuss certain matters with
staff.
C. They should increase the range of options that they use.
D. Getting junior managers to talk to staff can create different
problems.
4.What advice is given about the communication tools made available by
technology?A. Aim to limit staff use of certain communication tools.
B. Evaluate them in terms of the expenditure involved.
C. Select them on the basis of the facilities they offer.
D. Encourage more staff to attend training courses in their use.
5.According to the writer, a problem with written communication is thatA. the
message can be interpreted differently to what was intended.
B. it can be easy for people to ignore the contents of a written message.
C. most people are more comfortable with face-to-face communication.
D. it is possible for correspondence to get lost within a large
organization.
6.According to the article, what is the effect of receiving large amounts of
written information?A. It is counter-productive. "
B. It causes conflict in a company.
C. It leads to changes in work patterns.
D. It makes the main points more difficult to identify.
