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PLAYING GAMES AT WORKMany companies nowadays are finding that playing games can stages beneficial to their executives.Although (31) are certainly plenty of opportunities to play management games, it should not be thought that this is because business people are light-hearted. They are often quite (32) opposite, in fact. With all the pressures of modern business life, many people do not have the opportunity to relax. Games can allow individual self-expression and give business people the time (33) explore practical issues.Many team-based games take place outside. Here, the facilitators try to bring out issues of team communication, strategy and working style. Board games are also popular. In most of (34) teams are required to manage an organisation or practice skills which they will need in their day-to-day working life.At a different level, there are inter-company games in (35) teams from a range of organisations and industries come together in friendly competition. The teams never actually meet, but they are kept in touch with (36) well they are doing by the same organisers. Part of the attraction of this type of game is that (37) provides companies with the opportunity to let their learns build business awareness in a fairly realistic environment.(38) the object of the exercise is, as always, to maximise profits, the real benefit comes from the interaction within the team. There might even be some useful business lessons (39) well. Perhaps the most significant aspect (40) all, though, is that business games give workers permission simply to play. 39（）
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4. 女性，32岁，1年前发现左乳头溢液，呈酱红色。2个月前发现左乳晕旁肿块，无畏寒、发热，偶有疼痛。 （2） 最可能的诊断是：（）
Every year British universities turn out 15,000 graduates in business studies. Many dream that they will one day be running a major business, wielding power and influencing markets. But only a very few will climb to the top and realise their fantasies. For the rest, compromise, disappointment, mediocrity and an alternative career away from the mainstream action will be their let. Peter Blackburn is chairman and chief executive of Nestle UK, which employs more than 12,000 people and has a turnover of ￡ 1.8 billion. His advice to those who wish to move ahead of the pack is as straightforward as the man. "Take all your qualifications seriously. Although many top executives do not have first-class honours and it is often a disadvantage to be an intellectual, qualifications are increasingly important, as is the quest for improvement. ""1 do feel that an international dimension helps every career. It says something about the person and if they have worked in another language, it gives a manager the important dimension of realising that each market is part of something bigger. Also it is always important in any career to keep your options open as events can take an unexpected turn. When they did for me, I acted accordingly. I still have to pinch myself to remind myself what I am doing. Even 10 years ago I didn’t think this is what I would end up having achieved.""In the end, those that get right to the top retain their "people touch", which can be very difficult as one gets swept up on the fast track of corporate life. But those who never forget where they have come from and keep their feet on the ground have a real advantage. The important thing is that you should never ask someone else to do something you couldn’t do yourself. I am always looking for those who have the determination, the steel to see through our corporate objectives. I also want managers who can be role models for the next generation, people who will be an inspiration."Blackburn started out working for a small confectionery company and was responsible for clearing up a major financial scandal when it was taken over by a larger company, Rowntrees. This was a project which marked him out and gave him visibility in Rowntrees. While many successful careers can easily be seen as an almost predictable procession, there are always one or two moments when success in a project promotes the executive, bringing star quality and something of an aura. However, if at the decisive moment a mistake is made, then the executive, instead of moving sharply forward, disappears into the pack and others are given their chance.When Rowntrees was later taken over by Nestle, Peter Blackburn went on television and argued against the takeover. When the dust settled, the winners rewarded their spirited adversary. "I have always believed in doing the best that I can in any situation. Sometimes you have to make difficult decisions and then it’s important to meet them square on. I have been fortunate in that the evolving company that I am now involved with has always believed in strong social values and has behaved as humanely as possible when it has been forced to close or to sell one of its businesses."Peter Blackburn’s career has been marked by two company takeovers. Many successful takeovers have been characterised by the new owners looking at the second layers of management and giving them a free rein. Mr. Blackburn has benefited from this process twice and says: "In both the takeovers I have been involved with, success has been achieved because the new owners have not gone in for wholesale clearouts. They have realised that it is the existing people who understand the business and they must be the platform for any growth.\ Blackburn says that it’s important for a manager to （）.
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