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In America, people are faced with more and more decisions every day, whether it’s picking one of 31 ice cream （1）ordeciding whether and when to get married. That sounds like a great thing, but as a recent study has shown, too many choices can make us（2） , unhappy even paralyzed with indecision. That’s （3）true when it comes to the work place, says Barry Schwartz, an author of six books about human（4） .Students are graduating with a（5） skills and interests, but often find themselves（6） when it comes to choosing an ultimate career goal.In a study, Schwartz observed decision-making among college students during their（7）year. Based on answers to questions regarding their job hunting（8） and career decisions, he divided the students into two groups: “maximizers” who consider every possible option, and “satisficers” who look until they find an option that is good enough. You might expect that the student （9）But it turns out that’s not true. Schwartz found that while maximizers ended up with better-paying jobs than satisficers on average, they weren’t as happy with their decision. The reason（10）When you look at every possible option, you tend to focus more on what was given up than what was gained. After surveying every option, （11） 10（）
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导游员的讲解节奏要依听者的具体情况而定。 （ ）
Organised volunteering and work experience has long been a vital companion to university degree courses. Usually it is left to （1） to deduce the potential from a list of extracurricular adventures on a graduate's resume, （2）now the University of Bristol has launched an award to formalise the achievements of students who （3） time to activities outside their courses. Bristol PLuS aims to boost students in an increasingly（4）jobs market by helping them acquire work and life skills alongside（5）qualifications."Our students are a pretty active bunch but we found that they didn't （6）appreciate the value of what they did（7）the lecture hall," says Jeff Goodman, director of careers and employability at the university. "Employers are much more （8）than they used to be. They used to look for（9）and saw it as part of their job to extract the value of an applicant's skills. Now they want students to be able to explain why those skills are（10）to the job."Students who sign（11） for the award will be expected to complete 50 hours of work experience or （20）work, attend four workshops on employability skills, including interview techniques, take part in an intensive skills-related activity （13）, crucially, write a summary of the skills they have gained.（14）efforts will gain an Outstanding Achievement Award. Those who（15） best on the sports field can take the Sporting PluS Award which fosters employer-friendly sports accomplishments.The experience does not have to be（16）organised. "We're not just interested in easily identifiable skills," says Goodman. " （17）,one student took the lead in dealing with a difficult landlord and so（18）negotiation skills. We try to make the experience relevant to individual lives.Goodman hopes the（19）will enable active students to fill in any gaps in their experience and encourage their less-proactive（20）to take up activities outside their academic area of work. 12（）
导游服务集体要建立友情关系，就要尊重彼此的隐私权，尤其是不涉及对方个人的保密禁区。 （ ）
How good are you at saying “no” For many, it’s surprisingly difficult. This is especially true of editors, who by nature tend to be eager and engaged participants in everything they do. Consider these scenarios: It’s late in the day.That front page package you’ve been working on is nearly complete;one last edit and it’s finished. Enter the executive editor, who makes a suggestion requiring a more-than-modest rearrangement of the design and the addition of an information box.You want to scream: “No! It’s done!” What do you do The first rule of saying no to the boss is don’t say no. She probably has something in mind when she makes suggestions, and it’s up to you to find out what. The second rule is don’t raise the stakes by challenging her authority. That issue is already decided. The third rule is to be ready to cite options and consequences.The boss’s suggestions might be appropriate, but there are always consequenses. She might not know about the pages backing up that need attention, or about the designer who had to go home sick. Tell her she can have what she wants, but explain the consequences. Understand what she’s trying to accomplish and propose a Plan B that will make it happen without destroying what you’ve done so far. Here is another case.Your least-favorite reporter suggests a dumb story idea. This one should be easy, but it’s not. If you say no, even politely, you risk inhibiting further ideas, not just from that reporter,but from others who heard that you turned down the idea. This scenario is common in newsrooms that lack a systematic way to filter story suggestions. Two steps are necessary. First, you need a system for how stories are preposed and reviewed.Reporters can tolerate rejection of their ideas if they believe they were given a fair hearing. Your gut reaction (本能反应) and dismissive rejection, even of a worthless idea, might not qualify as systematic or fair.Second, the people you work with need to negotiate a “What if…” agreement covering “What if my idea is turned town” How are people expected to react Is there an appeal process？Can they refine the idea and resubmit it By anticipating “What if…” situations before they happen, you can reach understanding that will help ease you out of confrontations. One way of responding to your boss’s suggestion is to explain the （）to her and offer an alternative solution.
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