2. 考研
  3. [A] Not giving bonus to employees who deserve it [B] Not giving positive information [C] Not linking individual jobs to the big

[A] Not giving bonus to employees who deserve it [B] Not giving positive information [C] Not linking individual jobs to the big

admin2013-06-26  44
问题 [A] Not giving bonus to employees who deserve it
[B] Not giving positive information
[C] Not linking individual jobs to the big picture
[D] Not recognizing and rewarding great performance
[E] Failure to get employees obsessive about winning
[F] Not giving feedback
[G] Failure to give a clear vision of winning
Over the years, Gallup has surveyed millions of employees and customers on a variety of workplace issues. One very interesting fact emerges from all their research. Of all the employees Gallup has surveyed, just over half have a clear understanding of what’s expected of them when they show up to work every day.
And we wonder why excellence is such a rare commodity in the corporate world! As leaders, the things we don’t do or say often have more of an impact than those that we do. So I took my own informal poll and came up with the top five things managers don’t do that undermine excellence in organizations.
41. ______
Nothing is more important to creating a culture of excellence than defining what winning looks like for your organization, for teams and for individuals. Having a clear definition of winning provides focus and clarity at every level. It gets everyone aligned and moving in the same direction. It motivates and inspires people to perform at their best. And when unexpected adversity occurs, it gives people an anchor to rally around and keep their energy and spirits high.
42. ______
It’s not enough just todefine winning. To keep employees focused on winning, you have to infuse it into your employees’ minds! Otherwise, people get so distracted by everything they have on their plates that they lose sight of the big picture.
43. ______
Today’s employees want feedback, and lots of it! Without it, people don’t know where they stand in regards to performance expectations. More important, when you don’t tell employees how they’re doing, it sends the message that you don’t care. Without feedback, people make up information to fill the void. This made-up information is almost always negative. Giving regular feedback helps to prevent destructive "information gaps," and strengthens relationships between employees and their supervisors. It also leads to improved work quality, increased accountability, and a higher-performing work environment.
44. ______
Most employees want to feel like they’re doing more than just earning a paycheck. Start by making sure every individual job actually supports getting to your destination. Then let people know— specifically—how their jobs contribute to winning and why it’s so important for them to perform at a high level. This makes it easier to set priorities, make decisions that support reaching your destination, and eliminate activities that get in the way of achieving the goal.
45. ______
As leaders, we all know we need to acknowledge and reward employees for top performance. And I’m not talking about an automatic 1% bonus at the end of the year. I’m talking about small, ongoing, personalized rewards that show employees you really appreciate the effort they put in.
Nothing lets the air out of the excellence balloon quicker than a perceived attitude of indifference on the part of management. And nothing shouts "indifference" louder than failing to perform your job as a leader. Put these five tasks on your daily to-do list and watch your employees’ performance soar! Don’t do them and don’t be surprised by a lack of excellence in your organization.
选项
答案E
解析 第四段的内容非常少，意思也十分明确。作者谈到，仅仅定义成功还是不够的，管理者应该infuse it into your employees’minds，这个短语的意思是“向员工的大脑中不断地灌输成功的概念”，也就是充分激发员工的斗志，让他们充满战斗欲的意思。否则，人心很快就会涣散，人们很快就会只注意眼前的蝇头小利，而忘记了长远目标。[E]Failure to get employees obsessive about winning最能够概括这一段的内涵。
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