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篇一：
Career Planning
For many employees, automatic promotion up the ranks of a company is becoming increasingly rare. A new study suggests that, in response, employers need to consider how they can help staff develop their careers.
Employers need to rethink their approach to career management completely, according to the latest research by the Institute of Employment Studies. The new study finds that in fact there is little opportunity for individual career development in many large organisations. (example)____ Institute of Employment Studies makes it clear that it is not good practice for companies to hand over career development to individual employees and then simply leave them to get on with it. (8) ____.
So how should employers help their staff develop a career? Most employees have come to accept that career development is not always the same thing as upward promotion and a higher salary. (9) ____ must also ensure that these opportunities are extended to all their staff and not just to selected individuals.
Nick Bridges, who is Director of Human Resources Policy at the Bank of Eastern England, believes there is more talk than action in this area. (10) ____. One way, he believes, for companies to show how serious they are about individual learning is to make it an official part of company practice, as the Bank of Eastern England has done. (11)____. This document, he points out, has made the role of managers clear, and the company has also invested huge amounts of money educating managers so that they can then train their staff.
Another company, British Chemicals, has contracted an independent organisation to help staff with confidential career advice. According to John Yates, the head of Individual Learning and Development at British Chemicals, there is an important role for outside agencies to play in the career management process. He adds that it is company policy for managers to give all staff ‘roadmaps’ which show possible career routes within the company structure. (12)____. This has worked especially well, he says, for staff who are used to depending on their line managers for guidance.
Many large organisations now recognise that career development cannot be regarded in isolation, and must be part of an overall business strategy. Human Resources has a real role to play in building a strong workforce which meets a company’s long-term business needs and makes it more competitive.
A Its policy statement says that by 2006, eighty per cent of its staff will have a professional qualification.
B His recommendations go even further than that, and he has called for a national debate on the issue of what should be regarded as a career in the future.
C This change of attitude means employers need to place more emphasis on giving staff the chance to develop a range of skills through horizontal job moves.
D It points out that employees need to know what the overall company vision is in order to achieve many of these.
E The problem that often arises is that, while they are increasingly encouraged to manage their own careers, they are not provided with the knowledge and training to do this.
F They are able to see that, contrary to expectations, jobs in different fields are similar, and they can also see how it is possible to cross over to other areas.
G Its employees are no longer motivated by these factors alone, and the problem today is matching a person’s motivation with the right job.
H He argues that while Human Resources managers are saying the way forward is through self-managed learning and self-development, they are still failing to provide adequate learning resources.
I The main reasons for this, it concludes, are the recent cuts in the number of middle-management posts, and the changes that have taken place in the responsibilities of personnel departments.
答案：8.E 9.C 10.H 11.A 12.D
篇二：
The Difficulties Of Managing A Small Business
Ronald Meers asks who chief executives of entrepreneurial or
small businesses can turn to for advice.
“The organisational weaknesses that entrepreneurs have to deal with every day would cause the managers of a mature company to panic, ” Andrew Bidden wrote recently in Boston Business Review. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialised body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.
Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big business. In part this is because those involved in gathering expertise about business and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.
The organisational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true – that people, particularly those who make the important decisions, are a business’s most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit.
Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest “management solution”. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young., inexperienced graduates. But such impatience with “management solutions” does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.
The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove enormously helpful in solving the specific problems of individuals. One leader’s problems have certainly been solved already by someone else. There is an organisation called KITE which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a “moderator”, an independently selected businessman or woman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This encourages a free sharing of problems and increase the possibility of solutions being discovered.
13. What does the writer say about entrepreneurs in the first paragraph?
A. It is wrong to assume that they are different from other managers.
B. The problems they have to cope with are specific to small businesses.
C. They find it difficult to attract staff with sufficient expertise.
D. They could learn from the organisational skills of managers in large companies.
14. According to the second paragraph, what has led to a lack of support for entrepreneurs?
A. Entrepreneurs have always preferred to act independently.
B. The requirements of big businesses have always taken priority.
C. It is difficult to find solutions to the problems faced by entrepreneurs.
D. Entrepreneurs are reluctant to provide information about their businesses.
15. What does the writer say about the expansion of small businesses?
A. Many small businesses do not produce enough profits to finance growth.
B. Many employees in small businesses have problems working as part of a team.
C. Being able to recruit the right people is the most important factor affecting growth.
D. Leaders of small businesses lack the experience to make their companies a success.
16. What does the writer say is an additional problem for entrepreneurs in the fourth paragraph?
A. They rely on management systems that are out of date.
B. They will not adopt measures that provide long-term solutions.
C. They have little confidence in the business advice that is available.
D. They do not take market changes into account when drawing up business plans.
17. What does the writer say the members of the KITE organisation provide?
A. Advice no how to select suitable staff.
B. A means of contacting potential clients.
C. A simple checklist for analyzing problems.
D. Direct experience of a number of industries.
18. The writer says that KITE groups are likely to succeed because
A. members are able to elect their leader.
B. the leaders have received extensive training.
C. members are encouraged to adopt a critical approach.
D. information is not passed on to non-members
答案：13.A;14.B;15.C;16.C;17.D;18.D
