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With the breakneck speed at which today’s businesses move, there’s one mantra we’d all do well to remember: Change is constant. Even so, few businesses equip their employees with strategies for dealing with change. It’s often up to savvy employees to negotiate changes on their own. Few companies can guarantee they won’t need to redeploy workers or have them work a different shift. In fact, a quick search of the jobs on Yahoo! HotJobs found that 977 contained the words "subject to change. " When approached with changing roles and responsibilities, resist the urge to protest by pointing to your original job description. Employers expect their employees—unless they are under an employment contract—to be flexible, tackling whatever task they’re given with zeal. It’s OK to be concerned that you may lack some of the key skills and experiences required for the new position. If so, consider asking for additional training at a local college or other professional development organization. If classes are not in the budget, ask if you can expense instructional books related to the new job or visit your local library. Part of the fun of writing this newsletter is hearing all your stories. One came across my desk recently that I think gets to the heart of today’s tip. An employee was told that her company was adding a new managerial position that she would report into. Initially undaunted, she decided to interview for the managerial job (good for her), but when notified that she didn’t get the job, she shut down (bad for her). When I say "shut down", I’m being literal. She no longer speaks to co-workers. She does what her job description says—but nothing else. Having been a manager for more than a decade, I can tell you that this employee has forced herself into a dead end. It’s not enough to do your job while sending the message that you’d rather be "anywhere but here". Companies don’t stop and tend to bruised egos. The only way to win in this employee’s situation is to come to terms with the circumstances and adopt a professional demeanor, or move on. In fact, change can happen because you’re the best. Companies often redeploy star performers in an attempt to turn around problem areas. Management may also hope that a star employee’s good habits will rub off on others. Companies sometimes impose change on a strong performer expressly for that employee’s benefit. Smart executives move star employers to give them broader experience of operations and departments and to help groom them for senior management roles. Try not to focus on why you were tapped to change, but how you will turn it to your advantage. Don’t dwell too long on the topic or complain. The key is to be curious without appearing to be resistant. Convey that you’re eager to learn new skills and take on new challenges—and that more information will help you be more effective. Embrace your new role with enthusiasm and optimism. Remember that change is ultimately what you make of it. What is the expectation of the employers to their employees
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With the breakneck speed at which today’s businesses move, there’s one mantra we’d all do well to remember: Change is constant. Even so, few businesses equip their employees with strategies for dealing with change. It’s often up to savvy employees to negotiate changes on their own. Few companies can guarantee they won’t need to redeploy workers or have them work a different shift. In fact, a quick search of the jobs on Yahoo! HotJobs found that 977 contained the words "subject to change. " When approached with changing roles and responsibilities, resist the urge to protest by pointing to your original job description. Employers expect their employees—unless they are under an employment contract—to be flexible, tackling whatever task they’re given with zeal. It’s OK to be concerned that you may lack some of the key skills and experiences required for the new position. If so, consider asking for additional training at a local college or other professional development organization. If classes are not in the budget, ask if you can expense instructional books related to the new job or visit your local library. Part of the fun of writing this newsletter is hearing all your stories. One came across my desk recently that I think gets to the heart of today’s tip. An employee was told that her company was adding a new managerial position that she would report into. Initially undaunted, she decided to interview for the managerial job (good for her), but when notified that she didn’t get the job, she shut down (bad for her). When I say "shut down", I’m being literal. She no longer speaks to co-workers. She does what her job description says—but nothing else. Having been a manager for more than a decade, I can tell you that this employee has forced herself into a dead end. It’s not enough to do your job while sending the message that you’d rather be "anywhere but here". Companies don’t stop and tend to bruised egos. The only way to win in this employee’s situation is to come to terms with the circumstances and adopt a professional demeanor, or move on. In fact, change can happen because you’re the best. Companies often redeploy star performers in an attempt to turn around problem areas. Management may also hope that a star employee’s good habits will rub off on others. Companies sometimes impose change on a strong performer expressly for that employee’s benefit. Smart executives move star employers to give them broader experience of operations and departments and to help groom them for senior management roles. Try not to focus on why you were tapped to change, but how you will turn it to your advantage. Don’t dwell too long on the topic or complain. The key is to be curious without appearing to be resistant. Convey that you’re eager to learn new skills and take on new challenges—and that more information will help you be more effective. Embrace your new role with enthusiasm and optimism. Remember that change is ultimately what you make of it. The best title of the passage can be ______.
Ruth Handler invented something in 1959 which became so quintessentially American as to be included in the official " America’s Time Capsule" buried at the celebration of the Bicentennial in 1976: the Barbie doll. In the early 1950s, Handler saw that her young daughter, Barbara, and her girlfriends enjoyed playing with adult female dolls as much or more than with baby dolls. Handler sensed that it was just as important for girls to imagine what they themselves might grow up to become as it was for them to focus on what caring for children might be like. Inspired by her daughter’s fascination with adult paper dolls, Ruth Handier suggested making a three-dimensional doll through which little girls could act out their dreams. In 1959, Mattel introduced the Barbie doll (named after the Handlers’ daughter), a pint-sized model of the "girl next door. " Soon enough Barbie sprouted a coterie of friends and family. Ken (named for the Handlers’ son) , Barbie’s boyfriend, appeared in 1961. Meanwhile, the longtime Southern California resident defied prevailing trends in the toy industry of the late 1950s when she proposed an alternative to the flat-chest baby dolls then marketed to girls. "I believed it was important to a little girl’s self-esteem," Handler has said, "to play with a doll that has breasts. " Barbie, a teenage doll with a tiny waist, slender hips and impressive bust, became not only a best-selling toy with more than 1 billion sold in 150 countries, but a cultural icon analyzed by scholars, attacked by feminists and showcased in the Smithsonian Institution. "My whole philosophy of Barbie was that through the doll, the little girl could be anything she wanted to be," Handler wrote in her 1994 autobiography. "Barbie always represented the fact that a woman has choices. " Ruth Handier undeniably invented an American icon that functions as both a steady cynosure for girls’ dreams and an ever-changing reflection of American society. By 1966, Handler was 50 and Mattel ruled the highly competitive toy world: It controlled 12% of the $2-billion toy market in the United States. By 1970, however, her world began to unravel. Handler was diagnosed with breast cancer and underwent a mastectomy. New corporate managers began to diversify Mattel away from toys, and their machinations ultimately resulted in the Handlers’ ouster from the company they had founded. Although best known for her pivotal role as Barbie’s inventor, Handler devoted her later years to a second, trailblazing career: manufacturing and marketing artificial breasts for women who had undergone mastectomies. Herself a breast cancer survivor, she personally sold and fitted the prosthesis and crisscrossed the country as a spokeswoman for early detection of the disease in the 1970s, when it was still a taboo subject. The Nearly Me prosthetic breast was made of liquid silicone enclosed in polyurethane and had a rigid foam backing. Her goal was to make an artificial breast so real that "a woman could wear a regular brassiere (=bra) and blouse, stick her chest out and be proud." she said of" the prosthetics business. "It sure rebuilt my self-esteem, and I think I rebuilt the self-esteem of others." By 1980, sales of the Nearly Me artificial breast had surpassed $1 million. In 1991, Handler sold the company to a division of Kimberly-Clark. She died on April 27th, 2002. The family has asked that any memorial donations be made to the Stop Cancer Organization. Little girls like Barbara want to have a doll to ______ their dreams.
第三节 短文理解 2 阅读下列短文，从[A]、[B]、[C]三个选项中选择一个正确答案。 Joan worked in a hospital as a nurse. One evening there was a big dance at the hospital. Most of the doctors and nurses would be there, but of course somebody had to be left to look after the sick children, and Joan was not one of the lucky ones. She liked dancing very much, so when she had to start work that evening while her friends were getting ready to go to the dance, she felt very sorry for herself. She went to each sick child one after another and said good-night until she came to one little boy, Dicky. He was eleven years old, but he was already able to talk like an adult. Poor Dicky had a very serious illness, and now he was hardly able to move any part of his body except his hands. Joan knew he would never get any better, but he was always happy and always thinking about other people instead of about himself. Dicky knew that Joan loved dancing, so now when she came to say good-night to him, he greeted her with the words, "I’m very sorry that you have to miss the dance because of us. But we are going to have a party for you. If you look in my drawer (抽屉), you’ll find a piece of cake. I saved it from my supper today, so it’s quite fresh. And there is also a dollar there. You can buy something to drink with that. And I’d get up and dance with you myself if I were able to", he added. Suddenly the hospital dance seemed very far away and not at all important to Joan. What was wrong with Dicky [A] He was already able to talk like an adult. [B] He could only move his hands. [C] He didn’t like cakes.
阅读下面的短文，从短文后所给的[A]、[B]、[C]三个选项中选出一个能填入空白处的最佳选项。 Both of the Chinese (41) and the American ones are smaller than they used to be. Most young Chinese (42) have only one child while young Americans also prefer to have fewer (43) than their parents. Many young American people think (44) is not easy to get along (45) their parents. They will (46) their parents and have their (47) home once they get married. But it is still very common (48) today’s China to see married sons or (49) living with their parents. However, China no longer has the so-called four or five generations living under the same (50) .
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