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It came as something of a surprise when Diana, Princess of Wales, made a trip to Angola in 1997, to support the Red Cross"s campaign for a total ban on all anti-personnel landmines. Within hours of arriving in Angola, television screens around the World were filled with images of her comforting victims injured in explosions caused by landmines. "I knew the statistics," she said. "But putting a face to those figures brought the reality home to me; like when I met Sandra, a 13-year-old girl who had lost her leg, and people like her. " The Princess concluded, with a simple message: "We must stop landmines. " And she used every opportunity during her visit to repeat this message. But, back in London, her views were not shared by some members of the British government, which refused to support a ban on these weapons. Angry politicians launched an attack on the Princess in the press. They described her as "very ill-informed" and a "loose cannon (乱放炮的人)". The Princess responded by brushing aside the criticisms: "This is a distraction (干扰) we do not need. All I"m trying to do is to help. " Opposition parties, the media and the public immediately voiced their support for the Princess. To make matters worse for the government, it soon emerged that the Princess"s trip had been approved by the Foreign Office, and that she was in fact very well-informed about both the situation in Angola and the British government"s policy regarding landmines. The result was a severe embarrassment for the government. To try and limit the damage, the Foreign Secretary, Malcolm Rifkind, claimed that the Princess"s views on landmines were not very different from government policy, and that it was "working towards" a worldwide ban. The Defense Secretary, Michael Porti-llo, claimed the matter was "a misinterpretation or misunderstanding". For the Princess, the trip to this war-torn country was an excellent opportunity to use her popularity to show the world how much destruction and suffering landmines can cause. She said that the experience had also given her the chance to get closer to people and their problems. (357 words) Some members of the British government criticized Diana because______.
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It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints (约束) influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don"t at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth"s story: I did not get what I wanted when I did not ask for it. We had cubicle (小隔间) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way. It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn"t a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you"ll probably have to ask for it. Performance is your best bargaining chip (筹码) when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want. Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your services Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction. (345 words) What can be inferred from Beth"s story
It came as something of a surprise when Diana, Princess of Wales, made a trip to Angola in 1997, to support the Red Cross"s campaign for a total ban on all anti-personnel landmines. Within hours of arriving in Angola, television screens around the World were filled with images of her comforting victims injured in explosions caused by landmines. "I knew the statistics," she said. "But putting a face to those figures brought the reality home to me; like when I met Sandra, a 13-year-old girl who had lost her leg, and people like her. " The Princess concluded, with a simple message: "We must stop landmines. " And she used every opportunity during her visit to repeat this message. But, back in London, her views were not shared by some members of the British government, which refused to support a ban on these weapons. Angry politicians launched an attack on the Princess in the press. They described her as "very ill-informed" and a "loose cannon (乱放炮的人)". The Princess responded by brushing aside the criticisms: "This is a distraction (干扰) we do not need. All I"m trying to do is to help. " Opposition parties, the media and the public immediately voiced their support for the Princess. To make matters worse for the government, it soon emerged that the Princess"s trip had been approved by the Foreign Office, and that she was in fact very well-informed about both the situation in Angola and the British government"s policy regarding landmines. The result was a severe embarrassment for the government. To try and limit the damage, the Foreign Secretary, Malcolm Rifkind, claimed that the Princess"s views on landmines were not very different from government policy, and that it was "working towards" a worldwide ban. The Defense Secretary, Michael Porti-llo, claimed the matter was "a misinterpretation or misunderstanding". For the Princess, the trip to this war-torn country was an excellent opportunity to use her popularity to show the world how much destruction and suffering landmines can cause. She said that the experience had also given her the chance to get closer to people and their problems. (357 words) What did Diana mean when she said "…putting a face to those figures brought the reality home to me" (Lines 5~6, Para. 1)
It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints (约束) influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don"t at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth"s story: I did not get what I wanted when I did not ask for it. We had cubicle (小隔间) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way. It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn"t a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you"ll probably have to ask for it. Performance is your best bargaining chip (筹码) when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want. Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your services Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction. (345 words) To get a pay raise, a person should______.
It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints (约束) influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don"t at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth"s story: I did not get what I wanted when I did not ask for it. We had cubicle (小隔间) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way. It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn"t a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you"ll probably have to ask for it. Performance is your best bargaining chip (筹码) when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want. Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your services Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction. (345 words) According to the passage, before taking a job, a person should______.
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