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1、Cause of redundancyRedundancy,like the poor that it helps to create,has always been with us.At one time,however,itwas mainly a result of adverse trading conditions,especially during times of recession.This is,ofcourse,still a major cause of redundancy,exacerbated by the pressures of global competiti
2、on andinternational recession.But the drive for competitive advantage has forced organization to takecost out of the business,-euphemism for getting rid of people,employment costs being the oneson which companies focus,as they are usually the largest element in their cost structures.Resulthas been d
3、elayering(eliminating what are deemed to be unnecessary layers of management andsupervision)and downsizing(another euphemism)or even uright-sizing,(a yet more egregiouseuphemism)The introduction of new technology has contributed hugely to reduction in the number ofsemi-skilled or unskilled people in
4、 offices and on the shop floor.But the thrust for productivity(more from less)and added value(increasing the income derived from the expenditure on people)has led to more use of such indices as added value per$of employment costs to measure businessperformance with regard to the utilization of its h
5、uman resources(the use of human resources inthis connection implies a measure of exploitation).Business process re-engineering techniques aredeployed as instruments for downsizing.Benchmarking to establish which organizations are infact doing more with less(and if so how they do it)is another popula
6、r way of preparing the casefor downsizing.Setting higher performance standardThe pressure for improved performance to meet more intense global competition explains whymany organizations are seeing higher standards for employees and are not retaining those who donot meet those standards.This may be d
7、one through disciplinary procedures,but performancemanagement process are being used to identify under-performers.Properly administered,suchprocesses will emphasize positive improvement and development plans but they will inevitablyhighlight weaknesses and,if these are not overcome,disciplinary proc
8、eedings may be invoked.Voluntary releaseOf course,people also leave organizations voluntarily to further their careers,get more money,move away from the district or because they are fed up with the way they feel they have beentreated.They may also take early retirement(although this is sometimes inv
9、oluntary)or volunteerfor redundancy(under pressure or because they are being rewarded financially for doing so).According to the passage,which of the following is a main cause of redundancy?(A)根据文章，下面哪一个是人员冗余的主要原因A.adverse trading conditions负面的贸易条件B.the pressures of global competitionC.international
10、 recessionD.the drive for competitive advantage2.Redundancy might force organizations to do the following except（D）人员冗余的状况会导致企业做下面一些事情，除了A.delayeringB.downsizingC.right-sizingD.eliminating what are deemed to be necessary levels of management and supervision削减组织中那些必要的管理和监督层3.The author of this passag
11、e might most likely disagree that（D）文章的作者最不同意下面哪一个观点A.The introduction of new technology has contributed to redundancy.B.Added value per$of employment costs can be used to measure business performance.C.Business process re-engineering techniques can be used for downsizing.D.Benchmarking cant be used
12、 for downsizing.标杆管理法不能用作规模精简4.From the passage,we can infer that（A）从文章中，我们能归纳出A.More intense global competition has brought the pressure for improved performance.越来越剧烈的全球化竞争对提升绩效带来了压力B.Those who do not meet higher standards can still retain in the organization.C.Performance management processes tha
13、t are properly administered will not emphasize theweaknesses.D.People had never left organizations voluntarily.5.The reasons why people leave organizations voluntarily dont include（C）人们主动离开组织的原因不包括A.They wish to further their careers.B.They want to get more money.C.They hope to take early retirement
14、.他们想提早退休D.They are fed up with the way they feel they have been treated.冗余的原应冗余，就像它容易带来的绩效低下一样，一直与我们相伴。然后，它曾经是恶劣的经济状况尤其是萧条时期的恶劣经济状况的主要结果。当然，由于，全球竞争的压力和国际经济的不景气，恶劣的经济现在仍然是冗余的主要原因。但是，山于雇佣成本常常是公司成本构成中的最大部分，雇佣成本成为公司关注的焦点。竞争优势的驱动已经迫使公司去寻找“实行商业以外的成本”-裁员的一种委婉说法。结果是公司扁平化（减少那些管理和和监督中不必要的部分）和缩小规模（另一个委婉用词），甚 至
15、“合理规模”（一个更加委婉的措辞）。新技术的引入已经在减少办公室和车间工厂工作的不熟练雇工或无技能雇工数量方面发挥了巨大作用。但是盲目提高劳动生产率（从很小到很大）和附加价值（增加了来自人头支出的收入）已经导致了更多的公司使用如每就业成本每英镑的指标来衡量与工资自身的“人力资源”利用相关的商业绩效。作为缩减规模的主要工具，是商业过程的再造技术。建立何种组织的基准实际上正在或多或少地发挥作用。它其实是准备消减规模的另一种流行方式。设定高绩效标准为应对更加激烈的全球竞争，公司面临提升绩效的压力。这种压力可解释为什么许多公司在寻找高水准的雇工而不愿留人那些水平不够的员工。这将通过纪律约束程序进行。但
16、是绩效管理方法正被用来识别不合格的员工。经过恰当的管理，这样的过程将突出积极的改善和开发计划但他们将不可避免地暴露出缺点，并且如果这些确定不被克服，可能会引发纪律性行动。自愿离职当然，人们为了拓展事业或是更高收入或离开社区或因厌倦工作凡是而自愿离开公司。他们可以提前退休（尽管有时这不是自愿的），可以自愿成为冗员（在压力下或因如此做法可得到财务酬报）。CoachingCoaching is a personal on-the-job technique designed to develop individual skills,knowledge,andattitudes.The term is
17、 usually reserved for management or supervisory training where informal butplanned encounters take place between managers and subordinates.The agenda for such meetings may be based on a performance review system,which includessome elements of management or objective or target setting.This would iden
18、tify strengths to bedeveloped or weaknesses in performance to be overcome,and the counseling sessions that shouldbe part of the performance review process would indicate career development needs and theadditional knowledge or skills that can be acquired on the job.Coaching is even more effective if
19、it can take place informally as part of the normal process ofmanagement.This type of coaching,as suggested by Hawdon Hauge,consists of:Making a subordinate aware of how he or she is managing by,for example,asking questionson how well he or she has thought through what is being done.Controlled delega
20、tion Using whatever situations arise as teaching opportunities.Setting individual projects and assignments.Spending time in looking at higher level problems as well as discussing the immediate jobCoaching may be informal,but it has to be planned.It is not simply going from time to time to seewhat a
21、subordinate is doing and advising how to do it better.Neither is it occasionally telling asubordinate where he or she has gone wrong and throwing in a lecture for good measure.So far aspossible,coaching should take place within the frame work of general plan of the areas anddirection in which the su
22、bordinate should be developed.Coaching should provide motivational,structural,and effective feedback,if the coacher is skilled,dedicated,and able to develop mutual confidence.Its success depends on a clear definition ofwork and training objectives,and this can be a time-consuming process;ultimately,
23、successdepends on managers and supervisors recognizing that it is one of their key responsibilities andthey should be encouraged and trained to do it.coaching is a(A)technique that can be used to develop individual skills,knowledge,and attitudes,教练式培训是一种在职培训，能够提升个人的技能、知识和态度A,on-the-jobB,off-the-jobC
24、,web-based trainingD,classroom training2,According to the passage,which one of the following statement is true?(C)根据文章，下面哪一个说法是正确的A,before coaching,it is unnecessary to review performanceB,performance review can identify strengths to be developed,but not weakness in performance tobe overcomeC,the pe
25、rformance review process can indicate career development needs绩效回顾过程可以表明职业发展的需求D,the performance review process can indicate the necessary knowledge or skills that can beacquired on the job3,According to Hawdon,Hague,types of coaching include the following except(D)根据HawdonHague的说法，教练式培训包括下面的形式，除了A,
26、making a subordinate aware of how he or she is manageingB,spending time in discussing the immediate jobC,setting individual projects and assignmentsD,spending time in looking at lower level problems把时间花在低层次的问题上4,According to the passage,the author might most likely agree that(B)根据文章，作者可能最同意A,coachin
27、g is formalB,coaching has to be planned教练式培训应该事先好好计划一下C,coaching is going from time to time to see what a subordinate is doing and advising how to doit betterD,coaching is telling a subordinate where he or she has gone wrong and throwing in a lecture forgood measure5,From the passage,we can infer th
28、at(C)从这篇文章，我们能归纳出A,coaching can provide motivation,structure,and effective feedback,regardless of the coachersskill,dedication,and ability to develop mutual confidence.B,the success of coaching neednt be based on the definition of work and training objectives,C,defining work and training objectives
29、can be a time-consuming process定义工作和培训目标要花很多时间D,if manger and supervisors donl recognize that coaching is one the their key responsibilities,coaching can still succeed,教练法是针对个人的一种在职培训方法，用于发展个人的技能、知识和态度。这种方法通常用于管理或监督培训中发生在管理者和下属之间的一种非正式但有计划地交流。管理者与下属间的交流必须根据绩效评估系统做出变动，应考虑到评估中的一些要素：管理、目的或目标设定。这样才能发现下属
30、在工作中的优点和需克服的缺点。作为绩效评估过程中的一个环节。咨询应该成为确定员工值夜发展需求，发现工作中可获得的额外知识或技能的一种手段。教练法如果在常规管理过程中以非正式的方式开展，效果会更好。Hawdon Hauge认为，教练法包括以下方式 通过询问下属怎样评价自己的所作所为来提醒他们一是到自己是如何在进行管理的 有限制的授权 每一次出现状况时，都视为个教学机会。制定个人计划和分配任务。把时间用于讨论更高水平的问题和讨论当前的工作。教练法可以以非正式的方式进行，但实施之前必须经过周密计划。它不是简单地指偶尔去看看下属正在做什么，然后建议他们如果做得更好；也不是告诉他们哪里做错了，而后简单地
31、提供一个好的解决对策。只要有可能，教练法应在下属可以得到发展的领域和方向中按计划时候is。如果教练技能熟练、态度认真并有能力增进彼此的自信心，那么就可激发员工的学习动机，得到结构化的、有效的反馈。教练法的成功与否取决于对工作和培训目标的明确定位，当然，这是一个长期的过程；最后，还取决于管理者和监督人员的意识。他们必须认识到作为 个教练是他们的重要职责，是被鼓励的。此外，他们也需要接受培训，知道如何成为一名好教练。Demand forecastingDemand forecasting is the process of estimating the future numbers of peop
32、le required and thelikely skills and competences they will need.The ideal basis of the forecast is an annual budgetand longer-term business plan,translated into activity levels for each function and department ordecisions on downsizing,in a manufacturing company the sales budget is translated into a
33、manufacturing plan giving the numbers and types of products to be made in each period.From thisinformation the number of hours to be worked by each skill category to make the quota for eachperiod can be computed.Details are required of any plans or projects which would result in demands for addition
34、alemployees or different skills:for example,setting up a new regional organization,creating a newsales department,carrying out a major project,or developing new products or services.So far aspossible,plan should also be reviewed which may result in rationalization and,possibly,downsizing as a result
35、 of a cost-reduction derive,a business process re-engineering exercise,newtechnology leading to increased productivity,or merger or acquisition.The demand forecasting techniques that can be used to produce quantitative estimates of futurerequirements are described below.Managerial or expert judgment
36、This is the most typical method of forecasting,and may be linked to some forms of scenarioplanning.It simply requires managers or specialists to sit down,think about future workloads,anddecide how many people are needed.This can be no more than guesswork unless there is reliableevidence available of
37、 forecast increases in activity levels or new demands for skills.Ratio-trend analysisThis is can ied out by studying past ratios between,say,the number of direct(production)workersand indirect(support)workers in a manufacturing plant,and forecasting future ratios,havingmade some allowance for change
38、s in organization or methods.Activity-level forecasts are thenused to determine,in this example,direct labor requirements,and the forecast ratio of indirect todirect would be used to calculate the number of indirect workers needed.Work study techniquesWork study techniques can be used when it is pos
39、sible to apply work measurement to calculatehow long operations should take and the number of people required.Work study techniques fordirect workers can be combined with ratio-trend analysis to calculate the number of indirectworkers needed.Forecasting skill and competence requirementsForecasting s
40、kill requirements is largely a matter of managerial judgment.This judgment should,however,be exercised on the basis of a careful analysis of the impact of projected product-marketdevelopments and the introduction of new technology,either information technology ofcomputerized manufacturing.1,Demand f
41、orecasting is the process of estimating the following except(D)需求预测是预测下面一些方面的过程，除了，A,the future numbers of people requiredB,the likely skills people will needC,the likely competences people will needD,the future numbers and types of products对于未来的产品的数量和类型2,Which of the following about demand forecast
42、ing in a manufacturing company is false?(B)关于在一个生产性的企业里做需求预测，下面哪个说法是错误的A,The ideal basis of the forecast is an annual budget and longer-term business planB,the forecast cant be based on decisions on downsizing预测不能给予规模精简的决定C,The sales budget should be translated into a manufacturing planD,the number
43、of hours to be worked by each skill category to make the quota for each period canbe computed3,Which of the following demand forecasting techniques cant be used to produce quantitativeestimates of future requirements?(C)下面哪一种需求预测的技术不能用作量化的预测A,managerial or expert judgmentB,ratio-trend analysisC,crit
44、ical incident method关键事件法D,work study techniques4,The author of this passage might disagree that(B)这篇文章的作者可能最不同意A,managerial or expert judgment can be guesswork if there isnt reliable evidence available offorecast increases in activity levels or new demands for skillsB,when ratio-trend analysis is b
45、eing carried out,we neednt consider changes in organization当我们使用比率趋势分析法的时候，我们不需要考虑组织发生的变化C,work study techniques for direct workers can be combined with ratio-trend analysis to calculatethe number of indirect workers neededD,forecasting skill requirements is largely a matter of managerial judgment5,
46、This article might most like be extracted from the paper about(A)这篇短文最可能选自哪篇文章A,human resource planning人力资源规划B,recruitment and replacementC,compensation and incentiveD,training and development需求预测需求预测是估计未来所需的人数，所需的可能等技能，竞争力的过程。理想的预测依据是年预算和长期的商业计划，这些都被转为适用于功能和部门或裁减决定的行为等级，在一个制造企业，销售预算被转为生产计划，列出了每时期产品
47、的数量和型号。从这些信息中，我们可以计算出每一时期为完成配额使用每种技能时所需的小时数。任何计划或项目都需要细节描述，这将导致对于额外员工或不同技能的需求：例如，开创一家全新的地区性的组织机构，设立一个新的销售部门，实施一个重要项目，或是开发新产品，新服务。目前为止，审核计划可能导致实施的合理化，部门精简可能是成本缩减的结果，商业过程重新进行训练，新技术导致产量增加，产品合并或重定位。用于做出未来需求产品数量估计的需求预测技术如下所述：管理或专家判断这是最典型的预测方法，可以对应到流程计划的某些形式上。这一方法只要求经理和专家坐下来考虑未来的工作量来决定需要多少人力。除非已经掌握了可靠的证据，
48、包括预见到的行为等级的增长或技能的新需求，否则这种方法仅仅是猜想。比例分析通过研究已获得允许在组织上和方法上有所改变的制造厂内直接员工人数（生产方面）和非直接员工人数（支持方面）过去的比例，预测未来的比例来实现这一分析。在这个例子中，可以决定行为级的预测，直接劳动力需求，间接与直接预测率被用于计算所需的间接员工人数。工作研究技术当工作测量法被用来计算操作的持久性和所需员工人数成为可能时，工作研究方法的运用也成为可能了。对直接员工的工作研究方法可以同比例分析结合使用来计算所需的间接员工人数。预测技能和能力需求预测技能需求基本上就是一种管理判断。然而，这种判断应该在产品市场开发影响的基础上和新技术
49、的引用，或计算制造业的信息技术技术上进行实践。Development and implementationTo develop and implement 360-degree feedback the following steps need to be taken:1.Define objectives.It is important to define exactly what 360-degree feedback is expected toachieve.It will be necessary to spell out the extent to which it is conc
50、erned which personaldevelopment,appraisal or pay2.decide on recipients.Who is to be at the receiving end of feedback.This may be an indicationof who will eventually be covered after a pilot scheme.3.decide on who will give the feedback.The individuafs manager,direct reports,teammembers,other colleag