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In some countries where racial prejudice is acute, violence has so come to be taken for granted as a means of solving differences, that it is not even questioned. There are countries where the white man imposes his rule by brute force; there are countries where the black man protests by setting fire to
cities and by looting and pillaging. Important people on both sides, who would in other respects appear to be reasonable men, get up and calmly argue in favor of violence – as if it were a legitimate solution, like any other. What is really frightening, what really fills you with despair, is the realization that
when it comes to the crunch, we have made no actual progress at all. We may wear
collars and ties instead of war-paint, but our instincts remain basically
unchanged. The whole of the recorded history of the human race, that tedious
documentation of violence, has taught us absolutely nothing. We have still not
learnt that violence never solves a problem but makes it more acute. The sheer
horror, the bloodshed, the suffering mean nothing. No solution ever comes to
light the morning after when we dismally contemplate the smoking ruins and
wonder what hit us. The truly reasonable men who know where the solutions lie
are finding it harder and herder to get a hearing. They are despised, mistrusted
and even persecuted by their own kind because they advocate such apparently
outrageous things as law enforcement. If half the energy that goes into violent
acts were put to good use, if our efforts were directed at cleaning up the slums
and ghettos, at improving living-standards and providing education and
employment for all, we would have gone a long way to arriving at a solution. Our
strength is sapped by having to mop up the mess that violence leaves in its
wake. In a well-directed effort, it would not be impossible to fulfill the
ideals of a stable social programme. The benefits that can be derived from
constructive solutions are everywhere apparent in the world around us. Genuine
and lasting solutions are always possible, providing we work within the
framework of the law. Before we can even begin to contemplate peaceful
co-existence between the races, we must appreciate each other's problems. And to
do this, we must learn about them: it is a simple exercise in communication, in
exchanging information. "Talk, talk, talk," the advocates of violence say, "all
you ever do is talk, and we are none the wiser." It's rather like the story of
the famous barrister who painstakingly explained his case to the judge. After
listening to a lengthy argument the judge complained that after all this talk,
he was none the wiser. "Possible, my lord," the barrister replied, "none the
wiser, but surely far better informed." Knowledge is the necessary prerequisite
to wisdom: the knowledge that violence creates the evils it pretends to
solve.
1. What is the best title for this passage?
[A] Advocating Violence.
[B] Violence Can Do Nothing to Diminish Race Prejudice.
[C] Important People on Both Sides See Violence As a Legitimate Solution.
[D] The Instincts of Human Race Are Thirsty for Violence.
2. Recorded history has taught us
[A] violence never solves anything. [B] nothing. [C] the bloodshed means
nothing. [D]everything.
3. It can be inferred that truly reasonable men
[A] can't get a hearing.
[B] are looked down upon.
[C] are persecuted.
[D] Have difficulty in
advocating law enforcement.
4. "He was none the wiser" means
[A] he was not at all wise in listening.
[B] He was not at all wiser than nothing before.
[C] He gains nothing after listening.
[D] He makes no sense of the argument.
5. According the author the best way to solve race prejudice is
[A] law enforcement. [B] knowledge. [C] nonviolence. [D] Mopping up the
violent mess.
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.
