题目内容
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. The author’s second warning is that we should avoid running a greater risk by （）
查看答案
搜索结果不匹配？点我反馈
更多问题
No agreement was reached in the discussion between the two parties, as（）(任何一方都不肯放弃自己的立场).
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. 16（）
Picture a typical MBA lecture theatre twenty years ago. In it the majority of students will have conformed to the standard model of the time: male, middle class and Western. Walk into a class today, however, and you’ll get a completely different impression.For a start, you will now see plenty more women—the University of Pennsylvania’s Wharton School, for example, boasts that 40% of its new enrolment is female, you will also see a wide range of ethnic groups and nationals of practically every country. It might be tempting, therefore, to think that the old barriers have been broken down and equal opportunity achieved.But, increasingly, this apparent diversity is becoming a mask for a new type of conformity. Behind the differences in sex, skin tomes and mother tongues, there are common attitudes, expectations and ambitions which risk creating a set of clones among the business leaders of the future.Diversity, it seems, has not helped to address fundamental weaknesses in business leadership.So, what can be done to create more effective managers of the commercial world According to Valerie Gauthier, associate dean at HEC Paris, the key lies in the process by which MBA programmes recruit their students. At eh moment candidates are selected on a fairly narrow set of criteria such as prior academic and career performance, and analytical and problem solving abilities.This is then coupled to a school’s mixture of what a diverse class should look like, with the result that passport, ethnic origin and sex can all become influencing factors.But schools rarely dig down to attitude and approach—arguably the only diversity that, in a business context really matters. Professor Gauthier believes schools should not just be selecting candidates from traditional sectors such as banking, consultancy and industry.They should also be seeking individuals who have backgrounds in areas such as political science, the creative arts, history or philosophy, which will allow them to put business decisions into a wider context. Indeed, there does seem to be a demand for the more rounded leaders such diversity might create.A study by Mannaz, a leadership development company, suggests that, while the bully-boy chief executive of old may not have been eradicated completely, there is a definite shift in emphasis towards less tough styles of management—at least in America and Europe. Perhaps most significant,according to Mannaz, is the increasing interest large companies have in more collaborative management models, such as those prevalent in Scandinavia, which seek to integrate the hard and soft aspects of leadership and encourage delegated responsibility and accountability. What is the author’s concern about current business school education（）
What might women do at office meetings nowadays according to the speaker（）
微信支付 
支付宝支付