题目内容
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To impress a future employer, one should dress neatly and be ______.
A．swift
B．instant
C．timely
D．punctual
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更多“To impress a future employer, one should dress neatly and be ______.A．swiftB．instantC．time”相关的问题
A．swift
B．instant
C．timely
D．punctual
To impress a future employer, one should dress neatly, be______ , and display in the job.
A．swift
B．instant
C．timely
D．punctual
A.impress
B.import
C.imply
D.improve
A.impress
B.import
C.imply
D.improve
A．instant
B．swift
C．punctual
D．timely
Giving credit where credit is due will not only ingratiate (讨……欢心) you with your helper, but it will impress the bosses into considering you for future promotion.
Part A
Directions: Read the following three texts. Answer the questions on each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1.
Fourteen-year-old Richie Hawley had spent five years studying violin at the Community School of Performing Arts in Los Angeles when he took part in a violin contest. Ninety-two young people were invited to the contest and Hawley came out first.
The contest could have been the perfect setup for fear, worrying about mistakes, and trying to impress the judges. But Hawley says "I did pretty well at staying calm. I couldn't be thinking about how many mistakes I'd make--it would distract me from playing. "he says. "I don't even remember trying to impress people while I played. It's almost as if they weren't there. I just wanted to make music."
Hawley is a winner. But he didn't become a winner by concentrating on winning. He did it by concentrating on playing well.
"The important thing in the Olympic Games is not to win but to take part," said the founder of the modem Olympics, Pierre de Coubertin. "The important thing in life is not the triumph but the struggle. The essential thing is not to have conquered but to have fought well."
New research shows that Coubertin's philosophy is exactly the path achievers take to win at life's challenging games.
A characteristic of high performers is their intense, pleasurable concentration on work, rather than on their competitors or future glory or money, says Dr. Charles Garfield, who has studied 1,500 achievers in business, science, sports, the arts, and professions. "They are interested in winning, but they're more interested in self-development, testing their limits."
One of the most surprising things about top performers is how many losses they've had--and how much they've learned from each. "Not one of the 1, 500 I studied defined losing as failing," Garfield says. "They kept calling their losses ' setbacks'."
A healthy attitude toward setbacks is essential to winning, experts agree.
"The worst thing you can do if you've had a setback is to let yourself get stuck in a prolonged depression. You should analyze carefully what went wrong, identify specific things you did right and give yourself credit for them." Garfield believes that most people don't give themselves enough praise. He even suggests keeping a diary of all the positive things you've done on the way to a goal.
Hawley won the contest because ______.
A．he tried his best to avoid making mistakes
B．he cared much about the judges' feelings
C．he put all his mind to his performance
D．he paid close attention to the people around
Part A
Directions: Read the following three texts. Answer the questions on each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1.
Fourteen-year-old Richie Hawley had spent five years studying violin at the Community School of Performing Arts in Los Angeles when he took part in a violin contest. Ninety-two young people were invited to the contest and Hawley cane out first.
The contest could have been the perfect setup for fear, worrying about mistakes l and trying to impress the judges. But Hawley says he" did pretty well at staying calm. I couldn' t be thinking about how many mistakes I'd make--it would distract me from playing," he says. "I don' t even remember trying to impress people while I played. It' s almost as if they weren' t there. I just wanted to make music."
Hawley is a winner. But he didn' t become a winner by concentrating on winning. He did it by concentrating on playing well.
"The important thing in the Olympic Games is not to win but to take part," said the founder of the modem Olympics, Pierre de Coubertin. "The important thing in life is not the triumph but the straggle. The essential thing is not to have conquered but to have fought well."
New research shows that Coubertin' s philosophy is exactly the path achievers take to win at life' s challenging games.
A characteristic of high performers is their intense, pleasurable concentration on work, rather than on their competitors or future glory or money, says Dr. Charles Garfield, who has studied 1,500 achievers in business, science, sports, the arts, and professions. "They are interested in winning, but they're most interested in self-development, testing their limits."
One of the most surprising things about top performers is how many losses they' ve had--and how much they' ve learned from each. "Not one of the 1,500 I studied defined losing as failing," Garfield says. "They kept calling their losses ' setbacks. '"
A healthy attitude toward setbacks is essential to winning, experts agree.
"The worst thing you can do if you' ve had a setback is to let yourself get stuck in a prolonged depression. You should analyze carefully what went wrong, identify specific things you did right and give yourself credit for them." Garfield believes that most people don' t give themselves enough praise. He even suggests keeping a diary of all the positive things you've done on the way to a goal.
Hawley won the contest because ______.
A．he put all his mind to his performance
B．he cared much about the judges' feelings
C．he tried his best to avoid making mistakes
D．he paid close attention to the people around
The reason for this was the firm's popularization of a concept known as "war for talent". It advocated finding the best and brightest and rewarding their innovations (创新) in proportion to "talent" instead of their performance or seniority (资格). But what is talent？ And how does a company measure its employees' talent, especially when assigning them to new projects？ The "war for talent" recommends a careful assessment of the inner skills and characteristics ready for success but gives few clues as to what those inner skirls might be, which might make the war standardless. For a company focused on quick growth, one shortcut could be young hires who had already been rewarded for their talent by receiving MBAs from well-respected schools. Thus as the idea of finding talented employees who could quickly learn the skills took off, so did the asking price of the star MBA graduates.
Unfortunately, now the "war for talent" seems less of a brilliant idea. The economic downturn, bringing with it less competition for the available talent, also did its part to control in indulgent (宽容的) employers.
Similarly, Professor Jeffrey Pfeifer emphasized that cultivating a talent means not just hiring the most effective performers, but being able to deal quickly and firmly with the least effective C performers. But he adds that the C refers not to the person but to the individual's performance in a given job. Some low-performing managers were A or B performers earlier in their careers—and may attain that level of performance again.
MBA programs will remain attractive recruiting areas, but the MBA model itself has come under increasing criticism. Prof. Pfeifer, in a 2007 article found little evidence that an MBA had much effect on future salary or career. Future MBA students might need to provide more evidence of their talent to impress potential employers.
According to the text, McKinsey is favored by American MBA students in that the company ______.
A．has a world wide reputation for high salary
B．is famous for its consulting business
C．makes very attractive job offers to MBA holders
D．successfully survived the burst of dotcom bubble
A.impressive
B.impressing
C.impress
D.impressed
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