Part BDirections: Read the text, match the items （61-65) to one of the statements （A to G)

Part B

Directions: Read the text, match the items (61-65) to one of the statements (A to G) given below. Mark your answers on ANSWER SHEET 1.

Read the paragraphs on the Japanese management. For Questions 61 to 65, match the number of each paragraph to one of the topics (A to E)given below:

Paragraph 1:

Japanese managers believe that change and initiative within an organization should come from those closest to the problem. So they elicit change from below. Top-level Japanese managers see their task as creating an atmosphere in which subordinates are motivated to seek better solutions.

Paragraph 2:

Japanese managers do not view themselves as having all the answers. When a subordinate brings in a proposal, the manager neither accepts nor rejects it. Rather, he tactfully, politely asks questions, makes suggestions, and provides encouragement.

Paragraph 3:

In the Japanese system , junior(middle) managers are initiators who perceive problems and formulate tentative solutions in coordination with others; they are not functional specialists who carry out their boss' s directives. Because so much emphasis is placed on coordination and integration, solutions to problems evolve more slowly, but they are known and understood by all those who have been a part of the solution generation process. Horizontal communication is stressed as essential to the coordination of problem-solving efforts.

Paragraph 4:

The Japanese are less inclined to think in terms of absolutes, that is, the solution (which is right) versus the alternatives (which are wrong). Rather, they recognize a range of alternatives, several of which might work and all of which possess advantages and disadvantages. When a group makes a decision, all members become committed to the chosen solution. From a Japanese perspective, that commitment, and the ensuing dedication toward working to make the solution successful, is probably more important than the objective quality of the decision. The Japanese have an interesting concept of consensus. Those who consent to a decision are not necessarily endorsing it. Rather, con sent means that each person is satisfied that his point of view has been fairly heard, and although he or she may not wholly agree that the decision is the best one, he or she is willing to go along with it and even support-it.

Paragraph 5:

Japanese managers have a kind of paternalistic attitude toward their employees. Traditionally, Japanese organizations have offered their workers housing, extensive recreational facilities, and life time employment. The Japanese believe that it is impossible to divorce a worker' s personal and professional lives. Good managers express concern for workers as persons with homes and families as well as for the quality of products the workers produce. Managers work alongside their subordinates, counsel them regarding their personal lives, and encourage much peer interaction.

Statements

[A] Consensus as A Way of Making Decisions

[B] Top Management as Facilitator

[C] Bottom-up Initiative

[D] Concern for Employees' Personal Well-being

[E] Middle Management as Impetus for and Shaper of Solutions

Paragraph 1