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If you know exactly what you want, the best route to a job is to get specialized training. A recent survey shows that companies like graduates in such fields as business and health care who can go to work immediately with very little on-the-job training. That"s especially true of booming fields that are challenging for workers. At Cornell"s School of Hotel Administration, for example, bachelor"s degree graduates get an average of four or five job offers with salaries ranging from the high teens to the low 20s and plenty of chances for rapid advancement. Large companies, especially, like a background of formal education coupled with work experience. But in the long run, too much specialization doesn"t pay off. Business, which has been flooded with MBAs, no longer considers the degree an automatic stamp of approval. The MBA may open doors and command a higher salary initially, but the impact of a degree washes out after five years. As further evidence of the erosion (销蚀) of corporate (公司的) faith in specialized degrees, Michigan State"s Scheetz cites a pattern in corporate hiring practices, although companies tend to take on specialists as new hires, they often seek out generalists for middle and upper-level management. "They want someone who isn"t constrained (限制) by nuts and bolts to look at the big picture," says Scheetz. This sounds suspiciously like a formal statement that you approve of the liberal-arts graduate. Time and again labor-market analysts mention a need for talents that liberal-arts majors are assumed to have: writing and communication skills, organizational skills, open-mindedness and adaptability, and the ability to analyze and solve problems. David Birch claims he does not hire anybody with an MBA or an engineering degree, "I hire only liberal-arts people because they have a less-than-canned way of doing things," says Birch. Liberal-arts means an academically thorough and strict program that includes literature, history, mathematics, economics, science, human behavior—plus a computer course or two. With that under your belt, you can feel free to specialize. "A liberal-arts degree coupled with an MBA or some other technical training is a very good combination in the marketplace," says Scheetz. (365 words) According to Scheetz"s statement (Lines 4—5, Para. 4), companies prefer______.
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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) To be successful in negotiations, one must______.
In 1985 when a Japan Air Lines (JAL) jet crashed, its president, Yasumoto Takagi, called each victim"s family to apologize, and then promptly resigned. And in 1987, when a subsidiary of Toshiba sold sensitive military technology to the former Soviet Union, the chairman of Toshiba gave up his post. These executive actions, which Toshiba calls "the highest form of apology", may seem bizarre to US managers. No one at Boeing resigned after the JAL crash, which may have been caused by a faulty Boeing repair. The difference between the two business cultures centers around different definitions of delegation. While US executives give both responsibility and authority to their employees, Japanese executives delegate only authority—the responsibility is still theirs. Although the subsidiary that sold the sensitive technology to the Soviets had its own management, the Toshiba top executives said they "must take personal responsibility for not creating an atmosphere throughout the Toshiba group that would make such activity unthinkable, even in an independently run subsidiary. " Such acceptance of community responsibility is not unique to businesses in Japan. School principals in Japan have resigned when their students committed major crimes after school hours. Even if they do not quit, Japanese executives will often accept primary responsibility in other ways, such as taking the first pay cut when a company gets into financial trouble. Such personal sacrifices, even if they are largely symbolic, help to create the sense of community and employee loyalty that is crucial to the Japanese way of doing business. Harvard Business School professor George Lodge calls the ritual acceptance of blame "almost a feudal (封建的) way of purging (清除) the community of dishonor", and to some in the United States, such resignations look cowardly. However, in an era in which both business and governmental leaders seem particularly good at evading responsibility, many US managers would probably welcome an infusion (灌输) of the Japanese sense of responsibility. If, for instance, US automobile company executives offered to reduce their own salaries before they asked their workers to take pay cuts, negotiations would probably take on a very different character. (359 words) What"s Professor George Lodge"s attitude towards the resignations of Japanese corporate leaders
In 1985 when a Japan Air Lines (JAL) jet crashed, its president, Yasumoto Takagi, called each victim"s family to apologize, and then promptly resigned. And in 1987, when a subsidiary of Toshiba sold sensitive military technology to the former Soviet Union, the chairman of Toshiba gave up his post. These executive actions, which Toshiba calls "the highest form of apology", may seem bizarre to US managers. No one at Boeing resigned after the JAL crash, which may have been caused by a faulty Boeing repair. The difference between the two business cultures centers around different definitions of delegation. While US executives give both responsibility and authority to their employees, Japanese executives delegate only authority—the responsibility is still theirs. Although the subsidiary that sold the sensitive technology to the Soviets had its own management, the Toshiba top executives said they "must take personal responsibility for not creating an atmosphere throughout the Toshiba group that would make such activity unthinkable, even in an independently run subsidiary. " Such acceptance of community responsibility is not unique to businesses in Japan. School principals in Japan have resigned when their students committed major crimes after school hours. Even if they do not quit, Japanese executives will often accept primary responsibility in other ways, such as taking the first pay cut when a company gets into financial trouble. Such personal sacrifices, even if they are largely symbolic, help to create the sense of community and employee loyalty that is crucial to the Japanese way of doing business. Harvard Business School professor George Lodge calls the ritual acceptance of blame "almost a feudal (封建的) way of purging (清除) the community of dishonor", and to some in the United States, such resignations look cowardly. However, in an era in which both business and governmental leaders seem particularly good at evading responsibility, many US managers would probably welcome an infusion (灌输) of the Japanese sense of responsibility. If, for instance, US automobile company executives offered to reduce their own salaries before they asked their workers to take pay cuts, negotiations would probably take on a very different character. (359 words) The passage is mainly about______.
If you know exactly what you want, the best route to a job is to get specialized training. A recent survey shows that companies like graduates in such fields as business and health care who can go to work immediately with very little on-the-job training. That"s especially true of booming fields that are challenging for workers. At Cornell"s School of Hotel Administration, for example, bachelor"s degree graduates get an average of four or five job offers with salaries ranging from the high teens to the low 20s and plenty of chances for rapid advancement. Large companies, especially, like a background of formal education coupled with work experience. But in the long run, too much specialization doesn"t pay off. Business, which has been flooded with MBAs, no longer considers the degree an automatic stamp of approval. The MBA may open doors and command a higher salary initially, but the impact of a degree washes out after five years. As further evidence of the erosion (销蚀) of corporate (公司的) faith in specialized degrees, Michigan State"s Scheetz cites a pattern in corporate hiring practices, although companies tend to take on specialists as new hires, they often seek out generalists for middle and upper-level management. "They want someone who isn"t constrained (限制) by nuts and bolts to look at the big picture," says Scheetz. This sounds suspiciously like a formal statement that you approve of the liberal-arts graduate. Time and again labor-market analysts mention a need for talents that liberal-arts majors are assumed to have: writing and communication skills, organizational skills, open-mindedness and adaptability, and the ability to analyze and solve problems. David Birch claims he does not hire anybody with an MBA or an engineering degree, "I hire only liberal-arts people because they have a less-than-canned way of doing things," says Birch. Liberal-arts means an academically thorough and strict program that includes literature, history, mathematics, economics, science, human behavior—plus a computer course or two. With that under your belt, you can feel free to specialize. "A liberal-arts degree coupled with an MBA or some other technical training is a very good combination in the marketplace," says Scheetz. (365 words) By saying " — but the impact of a degree washes out after five years" (Lines 3~4, Para. 3), the author means______.
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