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1、1 the contact between coach and employee not solving alldifficulties at work2 the discussion of how certain situations could be betterhandled if they occur again3 a coach encouraging an employee to apply what has beentaught to routine work situations4 coaching providing new interest to individuals w
2、ho areunhappy in their current positions5 coaching providing a supportive environment to discussperformance6 employees being asked to analyse themselves and practisegreater self-awareness7 coaching enabling a company to respond rapidly to a lack ofexpertise in a certain areaCoachingACoaching involve
3、s two or more people sitting down together totalk through issues that have comeup recently at work,and analysing how they were managed andhow they might be dealt withmore effectively on subsequent occasions.Coaching thustransfers skills and information from oneperson to another in an on-the-job situ
4、ation so that the workexperience of the coach is used toadvise and guide the individual being coached.It also allowssuccesses and failures to beevaluated in a non-threatening atmosphere.BCoaching means influencing the learners personal development,for example his or her confidenceand ambition.It can
5、 take place any time during an individualscareer.Coaching is intended toassist individuals to function more effectively,and it is apowerful learning model.It begins whereskills-based training ends,and helps individuals to use formallylearnt knowledge in day-to-daywork and management situations.Indiv
6、iduals being coached arein a demanding situation withtheir coach,which requires them to consider their ownbehaviour and question their reasons fordoing things.CThe coach professionally assists the career development ofanother individual,outside the normalmanager/subordinate relationship.In theory,th
7、e coachingrelationship should provide answers toevery problem,but in practice it falls short of this.However,itcan provide a space for discussionand feedback on topics such as people management and skills,behaviour patterns,confidence-building and time management.Through coaching,an organisation can
8、 meet skillsshortages,discuss targets and indicate how employees shoulddeal with challenging situations,allat short notice.DEffective coaches are usually those who get satisfaction from thesuccess of others and who givetime to the coaching role.Giving people coachingresponsibilities can support thei
9、r development,either by encouraging management potential through small-scaleone-to-one assignments,or byproviding added job satisfaction to managers who feel they arestuck in their present jobs.A coachis also a confidential adviser,accustomed to developing positiveand effective approaches tocomplex
10、management,organisational and change problems.这篇文章讲的是培训（coaching）的作用。培训对一个公司的发展和员工的成长都是至关重要的。文章的内容比较泛，但是题目的答案比较明显。第一题，教练和员工之间的接触不能解决工作中的所有困难。答案是C 段的这么一句：In theory,the coaching relationship should provide answers toevery problem,but in practice itfalls short of this.理论上，培训可以提供所有问题的答案。但是实践中达不到这样。Fall
11、shortof是关键词。第二题，讨论某些情况如果再度出现的话怎么样可以处理的更好。答案是A 段的这么一句：analysing how they were managed and how they might bedealt with more effectively onsubsequent occasions.分析应该如何进行处理并且在接下来的情况下怎样可以处理的更有效。这里的dealt with more effectively对应于题干中的betterhandled,on subsequent occasions.也就是 occur again o第三题，教练鼓励员工将所学应用到日常的工
12、作中。答案是B 段的这么一句：helpsindividuals to use formally learnt knowledge in day-to-day workand management situations.帮助个人将学到的正式知识用在日常工作和管理情况下。这里的day-to-day work and managementsituations 就是题干中的 routine work situations,what has beentaught 也就是 formally learntknowledge o第四题，培训为在现有岗位上不高兴的个人提供了新的兴趣。答案是D段的这么一句：pro
13、viding added job satisfaction to managers who feel they arestuck in their present jobs。对感觉自己在现有岗位上受困的经理们提供附加的工作满足感。这里的 stuck in their present jobs 就是题干中的 unhappy in their current position,added jobsatisfaction可以对应于题干中的newinterest o第五题，培训提供了一个有力的、支持性的讨论工作表现的环境。答案是A段的：It alsoallows successes and failu
14、res to be evaluated in anon-threatening atmosphere.它允许成功和失败在 一 个 没 有 威 胁 的 气 氛 下 被 评 估。成功和失败也就是performance,supportive environment可以对应于 non-threatening atmosphereo第六题，员工被要求分析他们自己并且培养出更强的自知。有必要理解下self-awareness的含义，不能简单的从中文理解成自我意识，看英文解释：knowledge and understanding ofyourselfo所 以 答 案 是B段的这么一句：requires t
15、hem toconsider their own behaviour andquestion their reasons for doing things.要求他们考虑自 己的行为并且思考这么做的理由。consider their own behaviour 可以对应于题干中的 analysethemselves,思考这么做的理由也是为了进一步增进对自己的认识。第七题，培训可以使得公司对某个领域的技术缺失迅速做出反应。答案是C段的最后一句：indicate how employees should deal with challengingsituations,all at short not
16、ice.指出员工怎样处理有挑战性的情况，在短时间内。At short notice是一接到通知就，短时间内的意思，可以对应这一题的 respond rapidly,challenging situations可以指代题干中的a lack ofexpertise in a certain area.BUFFET ZONELucy Robertson started working at a takeaway food business tosupplement her income during herstudent days at Edinburgh University,Several ye
17、ars later shehad bought the business and now,17years on,she owns Grapevine Caterers,probably Scotlandsleading independent caterers,with aturnover of almost 6m.She had never planned to own a business,and had certainlynever considered a career in catering.(0).However,her unplanned career began in 1985
18、,whenshe returned to Edinburgh anddiscovered that the takeaway she had worked in was up for sale.On impulse,she bought it,butadmits that at the time she knew nothing about catering.(8).It was a difficult time,butessential in terms of gaining the experience she needed.The late1980s boom was good forb
19、usiness,with large numbers of office workers wantingtakeaway food for their lunches.(9).At one point there were 26 food outlets within a5-kilometre radius,Robertson recalls.Asthe economy changed and the once packed office blocks startedto become vacant,it became clearthat Robertson would need to div
20、ersify.(10).It changed thedirection of the company for good.As Robertson began to win catering contracts,she decided thatthe company would have to moveto larger premises.In 1994,the move was made when shebought another catering business thatalready had a number of profitable contracts for boardrooml
21、unches.Meanwhile,Robertsons main competitor,the oldest cateringcompany in Edinburgh,was causingher some anxiety.Customer loyalty is not to be underestimated,she warns.But Robertson is notsomeone who is easily put off.(ll).Partly as a result of this,turnover doubled,and havingoutgrown another site,Ro
22、bertson bought a city-centre locationfor the groups headquarters.By now,Grapevines main competitor was a new cateringcompany called Towngates.AlthoughRobertson tried to raise enough money to buy Towngates,shedid not succeed.Then luckintervened and Towngates went bankrupt.(12).Manyaccepted and the co
23、mpanys turnoverwent from 700,000 to 1.5 million almost overnight.However,the companys growth was not as smooth as it soundsin retrospect.Robertson admits,We were close to the edge during the growth period.Like manyunder-capitalised companiestrying to grow,it might easily have collapsed.But that,she
24、feels,is the challenge of developingyour own business.A But there are plenty of similar contracts to be won in the eastof Scotland before Robertson turnsher attention elsewhere.B Her way round this particular problem was to recruit thecatering manager of the rival company.C But this demand was short-lived,and before long,increasingcompetition made it harder tomake a profit.D It was a dramatic learning curve and very small amounts ofmoney were earned at first,5saysRobertson.E She decided that the solution,since many companies required