《Getting Things Done》一书认为，压力不是来自任务本身，而是任务在大脑里的混沌塞积所造成心理

A.收集

B.整理

C.组织

D.回顾

E.执行

Managing is the process of getting things _________by and through others.

A． done

B． do

C． doing

D． did

A.收集

B.整理

C.组织

D.回顾

E.执行

Management is defined as______.

A．the creator of the Industrial Revolution

B．supervising subordinates

C．the art of getting things done

D．an emerging profession

Management is defined as ______.

A．accomplishing wonders

B．the creator of the Industrial Revolution

C．the art of getting things done

D．supervising subordinates

A、Do what really interests you rather than what brings you interests.

B、Follow your own course, and let people talk.

C、The wisdom of life consists in the elimination of non-essentials.

D、If you would have a thing well done, you must do it yourself.

__.

A．Money bills are important in getting things done for the United States

B．The president has got to do a wonderful job to save America

C．Clinton will change the United States to a free country

D．Clinton is going to solve the problems of the United States

sult in things getting done. Just as many tasks are still left uncompleted, phone calls un-returned, and appointments missed as there were in the days before this outbreak of busyness. Therefore, people must not be as busy as they claim. Which one of the following, if true, would most seriously weaken the conclusion in the passage？

A．These days, looking busy is a status symbol.

B．People have to do much more these days than before the so-called outbreak of busyness.

C．People waste so much time talking about being busy that they fail to get things done.

D．Just as many things are getting done now as before the so-called outbreak of busyness.

E．People have more leisure time these days than before the so-called outbreak of busyness.

The second to-do list that the author suggests we make is _

A. a comprehensive list of short-, medium-, and long-term projects and work

B. what you can reasonably expect to get done today, and today only

C. a specific timetable of getting coffee, reading e-mails, checking messages etc.

D. a list that includes all the things you need to do soon

The Science of Persuasion

If leadership consists of getting things done through others, then persuasion is one of the leader's essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic (有魅力的) and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied.

The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, ask peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it's worth the time to uncover real similarities and offer genuine praise.

Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It's sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and clearly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to(服从) experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it's self-evident. Finally, people want more of a commodity when it's scarce; it follows, then, that exclusive information is more persuasive than widely available data.

Experiments have confirmed the assumption of many executives.

A．Right

B．Wrong

C．Not mentioned