看懂图表你需要注意的几个要点课后练习

看懂图表你需要注意的几个要点专项练习AWhenShouldaLeaderApologizeandWhenNot?WhyDifficult?Whenwewrongsomeoneweknow,evennotintentionally,wearegenerallyexpectedtoapologizesoastoimprovethesituation.Butwhenwe’reactingasleaders,thecircumstancesaredifferent.Theactofapologyiscarriedoutnotmerelyattheleveloftheindividualbutalsoattheleveloftheinstitution.Itisaperformanceinwhicheveryexpressionmattersandeverywordbecomespartofthepublicrecord.Refusingtoapologizecanbesmart,oritcanbestupid.So,readinesstoapologizecanbeseenasasignofstrongcharacterorasasignofweakness.Asuccessfulapologycanturnhateintopersonalandorganizationalharmony—whileanapologythatistoolittle,toolate,ortooobviouslystrategiccanbringonindividualandinstitutionalruin.What,then,istobedone?Howcanleadersdecideifandwhentoapologizepublicly?WhyNow?Thequestionofwhetherleadersshouldapologizepubliclyhasneverbeenmoreurgent.Duringthelastdecadeorso,theUnitedStatesinparticularhasdevelopedanapologyculture—apologiesofallkindsandforallsortsofwrongdoingsaremadefarmorefrequentlythanbefore.Morenewspaperwritershavewrittenaboutthegrowingimportanceofpublicapologies.Morearticles,cartoons,advicecolumns,andradioandtelevisionprogramshavesimilarlydealtwiththesubjectofprivateapologies.WhyBother?Whydoweapologize?Whydoweeverputourselvesinsituationslikelytobedifficult,embarrassing,andevenrisky?Leaderswhoapologizepubliclycouldbeaneasytarget.Theyareexpectedtoappearstrongandcapable.Andwhenevertheymakepublicstatementsofanykind,theirindividualandinstitutionalreputationsareindanger.Clearly,then,leadersshouldnotapologizeoftenorlightly.Foraleadertoexpressapology,thereneedstobeagood,strongreason.Leaderswillpubliclyapologizeifandwhentheythinkthecostsofdoingsoarelowerthanthecostsofnotdoingso.WhyRefuse?Whyisitthatleaderssooftenrefusetoapologize,evenwhenapublicapologyseemstobeinorder?Theirreasonscanbeindividualorinstitutional.Becauseleadersarepublicfigures,theirapologiesarelikelytobepersonallyuncomfortableandevenprofessionallyrisky.Leadersmayalsobeafraidthattheadmissionofamistakewilldamageordestroytheorganizationforwhichtheyareresponsible.Therecanbegoodreasonsforhangingtoughintoughsituations,asweshallsee,butitisahigh-riskstrategy.B“HappinessAdvantage”EffectInJuly2010Burt’sBees,apersonal-careproductscompany,wasgoingthroughenormouschangeasitbeganaglobalexpansioninto19newcountries.Inthiskindofhigh-pressuresituation,manyleadersbothertheirassistantswithfrequentmeetingsorfloodtheirin-boxeswithurgentdemands.Indoingso,managerslifteveryone’sanxietylevel,whichactivatesthepartofthebrainthatprocessesthreatsandstealsresourcesfromtheprefrontalcortex(大脑皮层),whichisresponsibleforeffectiveproblemsolving.Burt’sBees’sthen-CEO,JohnWolfgang,tookadifferentapproach.Eachday,he’dsendoutane-mailpraisingateammemberforworkrelatedtoglobalmarketing.He’dinterrupthisownpresentationstoremindhismanagerstotalkwiththeirteamsaboutthecompany’svalues.Heaskedmetofurtherathree-hoursessionwithemployeesonhappinessinthecourseoftheexpansioneffort.Asonememberoftheseniorteamtoldmeayearlater,Wolfgang’semphasisondevelopingpositiveleadershipkepthismanagersactivelyinvolvedandloyalastheysuccessfullytransformedthecompanyintoaglobalone.Thatoutcomeshouldn’tsurpriseus.Researchshowsthatwhenpeopleworkwithapositivemind-set(思维模式),performanceonnearlyeverylevel-productivity,creativity,involvement-improves.Yethappinessisperhapsthemostmisunderstooddriverofperformance.Forone,mostpeoplebelievethatsuccesscomesbeforehappiness.“OnceIgetapromotion,I’llbehappy,”theythink.Or,“OnceIhitsalestarget,I’llfeelgreat.”Butbecausesuccessisamovingtarget—assoonasyouhityourtarget,youraiseitagain——thehappinessthatresultsfromsuccessdoesnotlastlong.Infact,itworkstheotherwayaround:Peoplewhohaveapositivemind-setperformbetterinthefaceofchallenge.Icallthisthe“happinessadvantage”–everybusinessoutcomeshowsimprovementwhenthebrainispositive.I’veobservedthiseffectinmyroleasaresearcherandlecturerin48countriesontheconnectionbetweenemployeehappinessandsuccess.AndI’mnotalone:Inananalysisof225academicstudies,researchersfoundstrongevidenceofcause-and-effectrelationshipbetweenlifesatisfactionandsuccessfulbusinessoutcomes.Anothercommonmisunderstandingisthatourgenetics,ourenvironment,oracombinationofthetwodetermineshowhappyweare.Tobesure,bothfactorshaveanimpact.Butone’sgeneralsenseofwell-beingissurprisinglyunstable.Thehabitsyouform,thewayyouinteractwithcolleagues,howyouthinkaboutstress---allthesecanbemanagedtoincreaseyourhappinessandyourchancesofsuccess.看懂图表你需要注意的几个要点专项练习参考答案A1.performance解析：根据原文中的第一段的Itisaperformanceinwhicheveryexpressionmattersandeverywordbecomespartofthepublicrecord.因此可以填performance。2.easy解析：文章第一段but处点出当我们是领导时，道歉的情况就和一般情况不一样了，下面描述的都是作为领导人，道歉的难度。得出结论，itisnoeasyjob…3.properly/rightly/successfully解析：根据题干定位到文章第一段的最后，破折号处引出该题。可见如果这种道歉没有很适当/正确地提出，就会造成个人和组织的毁灭。因此此空应填properly/rightly/successfully。4.urgent解析：根据文章第二段第一句，得出答案为urgent。5.culture解析：根据文章第二段第二句，破折号前面的anapologyculture,得出应填culture。6.growing/increasing/rising解析：文章第二段倒数第二句，说明了Morenewspaperwritershavewrittenaboutthegrowingimportanceofpublicapologies.可见答案为growing/increasing/rising。7.expected/supposed/required解析：根据题干定位到原文第三段。看到第四句“Theyareexpectedtoappearstronyandcapable”,因此可以填expected/supposed/required。8.public解析：第三段第五句，写明了Andwhenevertheymakepublicstatementsofanykind,….可见这里填public。9.likely解析：根据题干定位到原文第四段第三句，可见此空填likely。10.damage/harm解析：根据原文第四段第四句，说明”leadersmayalsobeafraidthattheadmissionofamistakewilldamageordestroy….”,可见此空可以填damage/harm。B1.bother/annoy解析：文中原句Inthiskindofhigh-pressuresituation,manyleadersbothertheirassistantswithfrequentmeetingsorfloodtheirin-boxeswithurgentdemands.此处考查同词复现，也可以用近义词annoy替换。2.anxiety/concern/worry解析：文中原句Indoingso,managerslifteveryone’sanxietylevel,…此处考查同词复现，也可以用近义词concern/worry替换。3.considerate/aware/conscious解析：提炼信息，总结概括，因为JohnWolfgang的管理方式不同于开篇所谈到的诸多领导的做法，结合文中细节，可以得出结论，他对员工非常关心。4.loyal/faithful/devoted/committed解析：文中原句Wolfgang’semphasisondevelopingpositiveleadershipkepthismanagersactivelyinvolvedandloyalastheysuccessfullytransformedthecompanyintoaglobalone.中考查同词复现和近义替换。5.difference解析：提炼概括，正是因为他的以人为本，注重快乐指数的管理理念，使得公司规模越来越大，效益越来越好，可以说是对公司发展产生重大影响。Makeadifference恰如其分，搭配得当。6.positively解析：从文中原句Peoplewhoh