2018年7月21日雅思阅读考情回顾

雅思考试机经2018年7月21日雅思阅读考情回顾一、考试时间：2018年7月21日（周六）二、考试概述：本次考试两新一旧，而且两篇旧题都属于经典题库素材。进入到7月后，雅思考试似乎又恢复了去年下半年的状态，大量旧题涌现，这对于考生来说不啻为一个备考的好消息。第一篇文章Whatdomanagersreallydo?介绍经理的三种不同职责，这是2015年2月12日和2016年4月21日的考题，剑六第三套第二篇可作为参考。第二篇Australiancamouflagedcreatures介绍澳洲的动物伪装，说起来，介绍动物行为的文章，在每一本真题集中都能找到一两篇。第三篇GraffitiinNewYork是2012年8月25日和2014年12月6日的考题，介绍的是纽约如何管控和引导涂鸦艺术。三、文章简介Passage1:Whatdomanagersreallydo?经理是做什么的Passage2:Australiancamouflagedcreatures澳洲的动物伪装Passage3:GraffitiinNewYork，纽约的涂鸦四、篇章分析：Passage1：文章内容主要讲关于manager的新研究及研究结果。介绍管理学大师HenryMintzberg的经理角色理论。有一个人将经历职责分为三类，一类和人力有关，第二类和信息战有关，第三类涉及到做决策（makedecision）题型分布与答案参考1-6配对1.ThedevelopmentofbusinessschemeC2.PresidinginformaleventsA3.UsingemployeesandfundsC4.GettingandpassingmessageontorelatedpersonB5.RelatingtheinformationtoemployeesB6.RecruitingthestaffA7-8多选WhichTWOpositivefunctionsaboutMinzheng’sresearcharementioned?雅思考试机经7.Bcleartodefinetheroleofamanager8.Emakesafreshwayforfurtherresearch9-13判断9.False10.True11.NOTGIVEN12.allthemanagersdothesameworkFALSE13.Minzeng的理论在未来研究领域没用FALSE相关拓展WhattheManagersReallyDo?Whenstudentsgraduateandfirstentertheworkforce,themostcommonchoiceistofindanentry-levelposition.Thiscanbeajobsuchasanunpaidinternship,anassistant,asecretary,orajuniorpartnerposition.Traditionally,westartwithsimplerjobsandworkourwayup.Youngprofessionalsstartoutwithaplantobecomeseniorpartners,associates,orevenmanagersofaworkplace.However,thesepromotionscanbefewandfarbetween,leavingmanyyoungprofessionalsunfamiliarwithmanagementexperience.Animportantstepisunderstandingtheroleandresponsibilitiesofapersoninamanagingposition.Managersareorganisationalmemberswhoareresponsiblefortheworkperformanceofotherorganisationalmembers.Managershaveformalauthoritytouseorganisationalresourcesandtomakedecisions.Managersatdifferentlevelsoftheorganisationengageindifferentamountsoftimeonthefourmanagerialfunctionsofplanning,organising,leading,andcontrolling.However,asmanyprofessionalsalreadyknow,managingstylescanbeverydifferentdependingonwhereyouwork.Somemanagingstylesarestrictlyhierarchical.Othermanagingstylescanbemorecasualandrelaxed,wherethemanagermayactmorelikeateammemberratherthanastrictboss.Manyresearchershavecreatedamorescientificapproachinstudyingthesedifferentapproachestomanaging.Inthe1960s,researcherHenryMintzbergcreatedaseminalorganisationalmodelusingthreecategories.Thesecategoriesrepresentthreemajorfunctionalapproaches,whicharedesignatedasinterpersonal,informationalanddecisional.雅思考试机经IntroducedCategory1:INTERPERSONALROLES.Interpersonalrolesrequiremanagerstodirectandsuperviseemployeesandtheorganisation.Thefigureheadistypicallyatopofmiddlemanager.Thismanagermaycommunicatefutureorganisationalgoalsorethicalguidelinestoemployeesatcompanymeetings.Theyalsoattendribbon-cuttingceremonies,hostreceptions,presentationsandotheractivitiesassociatedwiththefigureheadrole.Aleaderactsasanexampleforotheremployeestofollow,givescommandsanddirectionstosubordinates,makesdecisions,andmobilisesemployeesupport.Theyarealsoresponsiblefortheselectionandtrainingofemployees.Managersmustbeleadersatalllevelsoftheorganisation;oftenlower-levelmanagerslooktotopmanagementforthisleadershipexample.Intheroleofliaison,amanagermustcoordinatetheworkofothersindifferentworkunits,establishalliancesbetweenothers,andworktoshareresources.Thisroleisparticularlycriticalformiddlemanagers,whomustoftencompetewithothermanagersforimportantresources,yetmustmaintainsuccessfulworkingrelationshipswiththemforlongtimeperiods.IntroducedCategory2:INFORMATIONALROLES.Informationalrolesarethoseinwhichmanagersobtainandtransmitinformation.Theseroleshavechangeddramaticallyastechnologyhasimproved.Themonitorevaluatestheperformanceofothersandtakescorrectiveactiontoimprovethatperformance.Monitorsalsowatchforchangesintheenvironmentandwithinthecompanythatmayaffectindividualandorganisationalperformance.Monitoringoccursatalllevelsofmanagement.Theroleofdisseminatorrequiresthatmanagersinformemployeesofchangesthataffectthemandtheorganisation.Theyalsocommunicatethecompany’svisionandpurpose.IntroducedCategory3:DECISIONALROLES.Decisionalrolesrequiremanagerstoplanstrategyandutiliseresources.Therearefourspecificrolesthataredecisional.Theentrepreneurrolerequiresthemanagertoassignresourcestodevelopinnovativegoodsandservices,ortoexpandabusiness.Thedisturbancehandlercorrectsunanticipatedproblemsfacingtheorganisationfromtheinternalorexternal雅思考试机经environment.Thethirddecisionalrole,thatofresourceallocator,involvesdeterminingwhichworkunitswillgetwhichresources.Topmanagersarelikelytomakelarge,overallbudgetdecisions,whilemiddlemanagersmaymakemorespecificallocations.Finally,thenegotiatorworkswithothers,suchassuppliers,distributors,orlaborunions,toreachagreementsregardingproductsandservices.AlthoughMintzberg’sinitialresearchin1960shelpedcategorisemanagerapproaches,Mintzbergwasstillconcernedaboutresearchinvolvingotherrolesintheworkplace.Minstzbergconsideredexpandinghisresearchtootherroles,suchastheroleofdisseminator,figurehead,liaisonandspokesperson.Eachrolewouldhavedifferentspecialc