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Much of many managers’ time is taken up with meetings. There are meetings with colleagues to agree a course of action. There are meetings with superiors to report and to discuss future policies. There are meetings with subordinates. Many would say that there are far too many meetings; some would be even less polite. There can, however, be no doubt that meetings are part of every manager’s life. He should therefore know how to cope with them. He should know the techniques of communication in meetings. He should know how to use these techniques to his own advantage. It is sometimes suggested that when a manager can’t think what to do, he holds a meeting. But meetings in themselves are not an end product, no matter what some may think. They are merely one of many means of management communication. It may well be that a problem can be solved by a one-to-one discussion, face-to-face, or even by telephone. If the need can be met without a meeting, so be it. Let us therefore define a meeting, in the management sense, as the gathering together of a group of people for a controlled discussion, with a specific purpose. Each of those attending the meeting has a need to be there and both discussion and its result would not be so well achieved in any other way. It is often advisable to calculate the cost of a meeting. A simple meeting of a few people on middle-executive salaries can soon run into three-figure costs for wages alone. Do not, therefore, have unnecessary people sitting in at meetings and do ensure that all meetings are both efficient and effective. It is implied in the last few instances that ______ .
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Monochronic time (M-time) and polychronic time (P-time) represent two variant solutions to the use of both time and space as organizing frames for activities. Space is included because the two systems (time and space) are functionally interrelated. M-time emphasizes schedules, segmentation, and promptness. P-time systems are characterized by several things happening at once. They stress involvement of people and completion of transactions rather than adherence to preset schedules. P-time is treated as much less tangible than M-time. P-time is apt to be considered a point rather than a ribbon or a road, and that point is sacred. Americans overseas are psychologically stressed in many ways when confronted by P-time systems such as those in Latin America and the Middle East. In the markets and stores of Mediterranean countries, one is surrounded by other customers vying for the attention of a clerk. There is no order as to who is served next, and to the northern European or American, confusion and clamor abound. In a different context, the same patterns apply within the governmental bureaucracies of Mediterranean countries: A cabinet officer, for instance, may have a large reception area outside his private office. There are almost always small groups waiting in this area, and these groups are visited by government officials, who move around the room conferring with each. Much of their business is transacted in public instead of having a series of private meetings in an inner office. Particularly distressing to Americans is the way in which appointments are handled by polychronic people. Appointments just don’t carry the same weight as they do in the United States. Things are constantly shifted around. Nothing seems solid or firm, particularly plans for the future, and there are always changes in the most important plans right up to the very last minute. In contrast, within the Western world, man finds little in life that is exempt from the iron hand of M-time. In fact, his social and business life, even his sex life are apt to be completely time dominated. A cabinet officer in Mediterranean countries-has large reception area outside his private office because he ______ .
Although I know that many of you think the opposite, most human beings have a high level of intelligence, a good memory and can solve problems easily. They live longer and therefore tend to be much more aware of past and future than we are. They communicate by a set of sounds which carry meaning from the order in which they are placed, and which vary from territory to territory, so that some humans find difficulty in communicating with others according to where they come from--if they have been raised in different country and have not had special training. Humans have also invented a set of marks on paper which they use to represent these sounds and which you may often see them concentrating on. In these two ways they have developed their eyes and ears to a higher level of interpretation than ourselves, but in doing so they have lost the ability to gather much of the information which we continually do both from these and our other senses. Most dogs are able to interpret at least part of the vocabulary (voice meanings) of humans, and some of us have learned to recognize some of the pattern of marks which they use to record them on paper so that humans at a different time and in a different place can understand their messages, but it would put our other abilities into danger if we ourselves developed these skills very far. Fortunately, most humans are able to understand a similar amount of our communicatory sounds and behaviour. Try going up to a human, sitting down in front of him and raising a front paw in a gesture. He will almost certainly take it and give it a shake, because it is a greeting gesture for humans, too. He will think you are behaving like a human--and nothing seems to please humans more. Careful, there is a danger here! You are not a human. You are a dog--and if you are going to be happy you should never forget it. You need to live as a dog. It is all very well changing yourself slightly-to fit in with a human pack, but if you deny your true nature you are going to end up a mad dog and, humans will think, a bad dog. There is always a reason for any animal choosing to live with an animal of a different sort, but all too often we have no choice. We have to live with humans. But humans have consciously decided that they want us with them, although not necessarily for the reason that they believe. They may want you as a watchdog to keep burglars away. They may have some idea that looking after you will teach their pups a sense of responsibility. Or they may simply be in desperate need of companionship, of something to love. According to the second paragraph, some of the dogs can be trained to ______ .
In the world of management, employees are nonexempt or exempt, depending on whether they get paid for overtime or not. (21) a creative scientist, like a creative artist, does not see his or her time. The very idea of a creative scientist (22) out time sheets is ludicrous. Fascination in science cannot be turned on or off on (23) The creative mind continues to wander (24) the body eats, exercises, or sleeps. Interruptions in or out of the laboratory, the library, the office or the home study may (25) a promising effort. (26) the well-established practice of moonlighting. Do what you need to do to keep the wolf (27) from the door, the world (28) your thesis adviser, team leader, or laboratory director. Then use the rest of your time, perhaps at night or on the weekends, to do (29) you really want to do. All of us who had done science know how to (30) effectively. So many scientific books are prefaced by remarks such as "I thank my spouse, who tolerated my awful antics while this book was being written." I (31) that some of the most creative results to come out of my laboratory were obtained by graduate students or postdoctoral assistants in the (32) of my instructions or even (33) against them. The creative mind has a vision. And vision, (34) Jonathan Smith, is the art of seeing things (35) . To try to explain a vision can get one into serious trouble, as Joan of Arc (圣女贞德) found out. It is better to moonlight until things become visible.
In the world of management, employees are nonexempt or exempt, depending on whether they get paid for overtime or not. (21) a creative scientist, like a creative artist, does not see his or her time. The very idea of a creative scientist (22) out time sheets is ludicrous. Fascination in science cannot be turned on or off on (23) The creative mind continues to wander (24) the body eats, exercises, or sleeps. Interruptions in or out of the laboratory, the library, the office or the home study may (25) a promising effort. (26) the well-established practice of moonlighting. Do what you need to do to keep the wolf (27) from the door, the world (28) your thesis adviser, team leader, or laboratory director. Then use the rest of your time, perhaps at night or on the weekends, to do (29) you really want to do. All of us who had done science know how to (30) effectively. So many scientific books are prefaced by remarks such as "I thank my spouse, who tolerated my awful antics while this book was being written." I (31) that some of the most creative results to come out of my laboratory were obtained by graduate students or postdoctoral assistants in the (32) of my instructions or even (33) against them. The creative mind has a vision. And vision, (34) Jonathan Smith, is the art of seeing things (35) . To try to explain a vision can get one into serious trouble, as Joan of Arc (圣女贞德) found out. It is better to moonlight until things become visible.
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