阅读理解 The context for obtaining the people required will be the labor markets in which the organization is operating which are: (1) The internal labor market-the stocks and flows of people within the organization who can be promoted, trained, or re-deployed to meet future needs. (2) The external labor marker-the external local, regional, national and interna tional markets from which different sorts of people can be recruited. There are usually a number of markets, and the labor supply in these markets may vary considerably. Likely shortages will need to be identified so that steps can be taken to deal with them, for exam ple, by developing a more attractive "employment proposition". As part of the human resource planning process, an organization may have to formu late "make or buy" policy decisions. A "make" policy means that organization prefers to recruit people at a junior level or as trainee, and rely mainly on promotion from within and training programs to meet future needs. A "buy" policy means that more reliance will be placed on recruiting from outside "bringing fresh blood into the organization". In practice, organizations tend to mix the two choices together to varying degrees, depending on the situation of the firm and the type of people involves. A highly entrepreneurial company op erating in the turbulent conditions, or one which has just started up, will probably rely al most entirely on external recruitment. When dealing with knowledge workers, there may be little choice-they tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will be the main source of supply. Management consul tancies typically fall into this category. Firms which can predict people requirements fairly and accurately may rely more on developing their own staff once they have been recruited.
1. A "make" policy means that organization prefers to promote people from______.
A.regional labor market
B.national labor market
C.internal labor market
D.international labor market
A B C D
C
2. According to the passage, management consultancies______.
A.are less mobile than people at a junior level
B.should be recruited from external labor market
C.should be promoted from within the organization
D.are not knowledge workers
A B C D
B
3. If a firm can predict people requirements fairly accurately, it may not______.
A.develop their own staff
B.formulate training programs
C.promote people from within the organization
D.rely more on recruiting from outside
A B C D
D
4. "Make or buy" policy decision is a part of______.
A.human resource planning
B.training and development
C.performance appraisal
D.job analysis
A B C D
A
5. The best title of this passage is______.
A.the organizational context of human resource planning
B.aims of human resource planning
C.the labor market context for human resource planning
D.limitations of human resource planning
A B C D
C
"T-group" stands for "training group", which is not a very helpful description. It is also referred to as sensitivity training, group dynamics, and group relations training. T- group has three aims: (1) To increase sensitivity-the ability to perceive accurately how others are reacting to one's behavior. (2) To increase diagnostic ability-the ability to perceive accurately the state of rela tionships between others. (3) To increase action skill-the ability to carry out the skillful behavior required by the situation. In a T-group, the trainer will explain the aims of the program and may encourage dis cussion and contribute his or her own reactions. But he or she does not take a strong lead and the group is largely left to its own devices to develop a structure that takes account of the goals of both the members of the group and the trainer provides a climate where the group members are sufficiently trusting of one another to discuss their own behavior. They do this by giving "feedback" or expressing their reaction to one another. Member may not always accept comments about themselves, but as the T-group develops they will increas ingly understand how some aspects of their behavior are hidden to them and will, there fore, be well on the way to an increase in sensitivity, diagnostic ability, and action skill. Follow-up studies have noted three principle areas of change following the attendance of trainees at an external T-group laboratory: (1) Increased openness, receptivity, and tolerance of differences. (2) Increased operational skill in interpersonal relations, with overtones of increased capacity for collaboration. (3) Improved understanding and diagnostic awareness of self, others, and interactive processes in groups. T-groups have been attacked because of the possibility of negative or detrimental effects. But none of the follow-up studies has detected any significant prob lems. A more valid basis for doubt is that it has been difficult to prove that they have been cost effective for organizations who have used them on company or have strongly supported external programs. This criticism could be leveled at any other form of group training or, indeed, most off-the-job training. The degree to which it can be invalidated will depend on the effective ness of the training design and of the trainer. T-group laboratories in their purest form are unlikely ever to become a major part of company training programs, but the group dynamics approach has valid uses in the modified forms.
6. This article might most likely be extracted from the paper about______.
A.human resource planning
B.performance evaluation
C.international human resource management
D.training and development
A B C D
D
7. "T-group" is referred to as the following except______.
A.sensitivity training
B.on-the-job training
C.group dynamics
D.group relations training
A B C D
B
8. The author of this passage would most likely agree that______.
A.in a T-group, the trainer will take a strong lead
B.in a T-group, members may always accept comments about themselves
C.in a T-group, the trainer should provide a climate where the group members are sufficiently trusting of one another to discuss their own behaviors
D.in a T-group, members don't express their reaction to one another
A B C D
C
9. According to the passage, ______can't change the attendance of trainees at an external T-group laboratory.
A.poor effectiveness of the training design
B.improved understanding and diagnostic awareness of self and others
C.increased openness, receptivity, and tolerance of differences
D.increased operational skill in interpersonal relations
A B C D
A
10. From this passage, we can infer that______.
A.T-group laboratories are likely be used as a major part of training programs by company
B.there is no criticism on T-group laboratories
C.if T-group laboratories are modified well, it has also valid uses
D.T-group laboratories have no use for company
A B C D
C
Multiperson comparisons evaluate one individual's performance against one or more others. It is a relative rather than an absolute measuring device. The three most popular comparisons are group order ranking, individual ranking, and paired comparisons. Thegroup order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in rec ommending students to graduate schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. There fore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth. The individual ranking approach rank orders of employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the differ ence between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of the employees may be closely grouped, this ap proach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest. The paired comparison approach compares each employee with every other employee and rates each as either the superior or the weaker member of the pair. After all paired comparisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is com pared against every other, but it can obviously become unwieldy when many employees are being compared. Multiperson comparisons can be combined with one of the other methods to blend the best from both absolute and relative standards. For example, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students' performance. The A, B, C, D, or E. A prospective employer or grad uate school could then look at two students who each got a "B" in their different financial accounting courses and draw considerably different conclusions about each where next to one grade it says "ranked fourth out of twenty-six", while the other says "ranked seven teenth out of thirty". Obviously, the latter instructor gives out a lot more high grades!
11. Multiperson comparisons is a (an)______measuring device.
A.absolute
B.relative
C.accurate
D.false
A B C D
B
12. According to the passage, there are three most popular comparisons except______.
A.group order ranking
B.individual ranking
C.graphic rating scales
D.paired comparisons
A B C D
C
13. From this passage, we can infer that______.
A.recommending students to graduate schools often use individual ranking
B.the paired comparison approach assumes that the difference between the first and second employee is same
C.group order ranking ensures that each employee is compared against every other
D.each method of multiperson comparisons can be used simultaneously
A B C D
D
14. The following statements about individual ranking are false except______.
A.it rank orders of employees from the lowest performer up to the highest
B.the result is a clean ordering of employees
C.it assumes that the difference between the first and second employee is different
D.this approach allows for some of the employees who may be closely grouped
A B C D
B
15. This article might be extracted from the paper about______.
A.performance appraisal
B.recruitment and replacement
C.training and development
D.reward systems
A B C D
A
Flexible benefits allow employees to pick and choose from among a menu of benefit options. The idea is to allow each employee to choose a benefit package that is individually tailored to his or her own needs and situation. They replace the traditional "one-benefit-plan- fits-all" programs that have dominated organizations for fifty years. The average organization provides fringe benefits worth approximately forty percent of an employee's salary. But traditional benefit programs were designed for the typical employee of the 1950s--a male with a wife and two children at home. Less than ten percent of employees now fit this stereotype. Twenty-five percent of today's employees are single and a third are part of two-income families without any children. As such, these traditional programs don't tend to meet the needs of today's more diverse workforce. Flexible benefits, however, do meet these diverse needs. An organization sets up a flexible spending account for each employee, usually based on some percentage of his or her salary, and then a price tag is put on each benefit. Options might include inexpensive medical plans with high deductibles; expensive medical plans with low or no deductibles; hearing, dental, and eye coverage; vacation options; extended disability; a variety of savings and pension plans; life insurance; college tuition reimbursement plans; and extended vacation time. Employees then select benefit options until they have spent the dollar amount in their account. Giving all employees the same benefits assumes all employees have the same needs. Of course, we know this assumption is false. So flexible benefits turn the benefits' expenditure into a motivator. Consistent with expectancy theory's thesis that organizational rewards should be linked to each individual employee's goals, flexible benefits individualize rewards by allowing each employee to choose the compensation package that best satisfies his or her cur rent needs. That flexible benefits can turn the traditional homogeneous benefit program in to a motivator was demonstrated at one company. Eighty percent of the organization's employees changed their benefit packages when a flexible plan was put into effect.
16. Organizations had been using the "one-benefit-plan-fits-all" programs for______ years.
A.30
B.40
C.50
D.60
A B C D
C
17. According to the passage,______ of today's employees are single and ______are part of two-income families without any children.
A.1/4 1/3
B.1/3 1/4
C.1/5 1/3
D.1/4 1/2
A B C D
A
18. Benefit options employees can select include the following except______.
A.inexpensive medical plans with high deductibles
B.expensive medical plans with high deductibles
C.a variety of savings and pension plans
D.college tuition reimbursement plans
A B C D
B
19. The author of this passage would most likely agree that______.
A.the "one-benefit-plan-fits-all" programs assumes all employees have different needs
B.this assumption all employees have the same needs is true
C.flexible benefits are inconsistent with expectancy theory's thesis
D.flexible benefits turn the benefits' expenditure into a motivator
A B C D
D
20. From this passage, we can infer that______.
A.the domination of "one-benefit-plan-fits-all" programs has been replaced by flexible benefits
B.the domination of "one-benefit-plan-fits-all" programs will be replaced by flexible benefits
C.employees can select benefit options when they have spent the dollar amount in their account
D.the traditional benefit programs are designed for the typical employees who belong to two-income families without any children
A B C D
A
A training or a learning specification is a product of job analysis. It breaks down the broad duties contained in the job description into the detailed tasks that must be carried out. It then sets out the characteristics or attributes that the individual should have in order to perform these tasks successfully. These characteristics are. (1) knowledge--what the individual needs to know. It may be professional, technical or commercial knowledge. Or it may be about the commercial, economic or market environment; the machines to be operated; the materials or equipment to be used or the procedures to be followed; or the customers, clients, colleagues and subordinates he or she is in contact with and the factors that affect their behavior. Or it may refer to the problems that occur and how they should be dealt with. (2) skills-what the individual needs to be able to do if results are to be achieved and knowledge is to be used effectively. Skills are built progressively by repeated training or other experience. They may be manual, intellectual or mental, perceptual or social. (3) competences-the behaviors' competences needed to achieve the levels of performance required. (4) attitudes-the disposition to behave or to perform in a way that is in accordance with the requirements of the work. (5) performance-standards what the fully competent individual has to be able to achieve.
21. A training or a learning specification is a product of______.
A.job structure
B.job evaluation
C.job design
D.job analysis
A B C D
D
22. According to this passage, ______isn't the characteristic or attribute that the in dividual should have in order to perform the task successfully.
A.knowledge
B.mental ability
C.competences
D.attitudes
A B C D
B
23. According to this passage, the knowledge that the individual should have in order to perform the task successfully may include the following except______.
A.professional, technical or commercial knowledge
B.knowledge about the commercial, economic, or market environment
C.knowledge about the job description
D.the problems that occur and how they should be dealt with
A B C D
C
24. From this passage, we can infer that______.
A.in order to perform tasks successfully, individuals need know more than their professional knowledge
B.in order to perform tasks successfully, skills that the individual should have are built only by repeated training
C.in order to perform tasks successfully, the disposition to behave or to perform in a way needn't be in accordance with the requirements of the work
D.in order to perform tasks successfully, performance standards should be based on what the average individual has to be able to achieve
A B C D
A
25. The best title of this passage is______.
A.job analysis
B.training or learning specification
C.job description
D.performance standards
A B C D
B
What kind of practices would characterize an organization that understood the value of career development? The following summarizes a few of the more effective practices. There is an increasing body of evidence indicating that employees who receive especially challenging job assignments early in their careers do better on later jobs. More specifically, the degree of stimulation and challenge in a person's initial job assignment tends to be significantly related to later career success and retention in the organization. Initial challenges, particularly if they are successfully met, stimulate a person to perform well in subsequent years. To provide information to all employee about job openings, job opportunities should be posted. Job postings list key job specification data-abilities, experience, and seniority requirements to qualify for vacancies-and are typically communicated through bulletin board displays or organizational publications. One of the most logical parts of career development is career counseling. An effective program will cover the following issues with employees. (1) the employee's career goals, aspirations, and expectations for five years or longer. (2) Opportunities available within the organization and the degree to which the employee's aspirations are realistic and match the opportunities available. (3) Identification of what the employee would have to do in the way of further self-development to qualify for new opportunities. (4) Identification of the actual next steps in the form of plans for new development activities or new job assignments that would prepare the employee for further career growth. Organizations can offer group workshops to facilitate career development. By bringing together groups of employees with their supervisors and managers, problems and misperceptions can be identified and, it is hoped, resolved. These workshops can be general, or they can be designed to deal with problems common to certain groups of employees-new members, minorities, older workers, and so forth. Periodic job changes can prevent obsolescence and stimulate career growth. The changes can be lateral transfers, vertical promotions, or temporary assignments. The important element in periodic job changes is that they give the employee a variety of experience that offer diversity and new challenges.
26. According to the passage, ______ isn't key job specification data listed in job postings.
A.abilities
B.experience
C.knowledge
D.seniority requirements to qualify for vacancies
A B C D
C
27. An effective career counseling program will cover the following issues with employees except______.
A.the employee's career goals
B.opportunities available from outside the organization
C.the degree to which the employee's aspirations are realistic
D.the employee's career expectations for five years or longer
A B C D
B
28. About group workshops, the statement______ is true.
A.group workshops can facilitate career development
B.group workshops can't resolve problems and mispereeptions
C.group workshops can be general
D.group workshops can be designed to deal with problems common to certain groups of new members
A B C D
B
29. The author of this passage would most likely agree that______.
A.there is little evidence indicating that employees who receive challenging job assignments early in their careers do better on later jobs
B.initial challenges that aren't successfully met can stimulate a person to perform well in next years
C.temporary assignments can't stimulate career growth
D.periodic job changes can prevent obsolescence
A B C D
D
30. The main topic about this passage is______.
A.effective career development practices
B.group workshops
C.periodic job changes
D.effective career counseling program
A B C D
A
Although the notion of human resource planning is well established in the HRM vocabulary, it does not seem to be commonly practiced as a key HR activity. As Rothwell (1995) suggests, "apart from isolated examples, there has been little research evidence of increased use or of its success". She explains the gap between theory and practice as arising from: (1) The impact of change and the difficulty of predicting the future- "the need for planning may be in inverse proportion to its feasibility"; (2) The "shifting kaleidoscope" of policy priorities and strategies within organizations; (3) The distrust displayed by many managers of theory or planning-they often prefer pragmatic adaptation to conceptualization; (4) The lack of evidence that human resource planning works. Be that as it may, if is difficult to reject out of hand the belief that some attempt should be made broadly to forecast future human resource requirements as a basis for planning and action. On the basis of research conducted by the Institute for Employment Stud ies, Reilly (1999) has suggested a number of reasons why organizations choose to engage in some forms of human resource planning. These fall into the following three groups. (1) Planning for substantive reasons, that is, to have a practical effect by optimizing the use of resources and/or making them more flexible, acquiring and nurturing skills that take time to develop, identifying potential problems and minimizing the chances of making a bad decision. (2) Planning because of the process benefits, which involves understanding the present in order to confront the future, challenging assumptions and liberating thinking, making explicit decisions which can later be challenged, standing back and providing an over view, and ensuring that long-term thinking is not driven out by short-term focus. (3) Planning for organizational reasons, which involves communicating plans so as to obtain support/adherence to them, linking HR plans to business plans so as to influence them, regaining corporate control over operating units, and coordinating and integrating organizational decision-making and actions.
31. According Rothwell (1995), the gap between human resource planning theory and practice arised from the following except______.
A.the impact of change and the difficulty of predicting the future
B.the dramatic change of policy priorities and strategies within organizations
C.the distrust displayed by many managers of theory or planning
D.the redundance of evidence that human resource planning works
A B C D
D
32. According to the passage,______is true.
A.the definition of human resource planning is not well established
B.rothwell (1995) suggests there has been no example of success about human resource planning
C.human resource planning does not seem to be commonly practiced as a key HR activity
D.the gap between human resource planning theory and practice is very small
A B C D
C
33. Reilly (1999) has suggested a number of reasons why organizations choose to en gage in some forms of human resource planning, but______is not included.
A.planning has a theoritical effect by optimizing the use of resources
B.planning can be used to identify potential problems and minimize the chances of making a bad decision
C.planning involves understanding the present in order to confront the future
D.planning for organizational reasons
A B C D
A
34. About the human resource planning process benefits, the author of this passage might disagree that______.
A.it can challenge assumptions
B.it can minimize the chances of making a bad decision
C.it can liberate thinking
D.it can ensuring that long-term thinking is not driven out by short-term focus
A B C D
B
35. From this passage, we can infer that______.
A.we should forecast future human resource requirements as a basis for planning and action
B.there is no evidence that human resource planning works
C.there is no use for human resource planning
D.there is no organizational reasons for human resource planning
A B C D
A
Jackson and Bak (1998) suggest that motivation of Chinese workers can be under stood in terms of Katz and Kahn's (1978) categorization of "rule enforcement" "external rewards" and "internalized motivation", as follows. Rules and role prescriptions may be regarded as a form of role protection in the Chinese context, with job descriptions carrying little motivational content in terms of tasks or objectives to be achieved, but acting as an insurance against being asked to take on additional and unknown duties and against being overworked and avoiding the risk of punishment. China's economic reformers have used material incentives in order to stimulate performance and there is evidence that money is important in China as a motivator, as individual bonuses have existed in China since 1978 and performance-related bonus incentives schemes since 1983. However, there has been a tendency towards low differentiation of pay in an egalitarian reward system, reflecting a need to minimize competition and foster harmony in the workplace, a reflecting of a strongly collectivist culture. Limited pay differentials are often based on length of service. State enterprise employees' wage structures are extremely complex and based on a whole number of different subsidies, bonuses and allowances. Employees may be reluctant to leave this type of system for a less socially supportive one as there is an expectation that the enterprise will take care of employees through housing and other social benefits, which must have a strong loyalty effect. A major source of internalized motivation in China has been political indoctrination and campaigning, including "emulation campaigns" in communist China involving "labor he roes" in an attempt to appeal to high performers who might otherwise feel inhibited to per form in an exemplary manner in an egalitarian culture. In a related way Japanese companies in China send their best workers to Japan in order to learn from example and from being exposed to a foreign culture and encourage a willingness to change. Building a sense of be longingness and loyalty in Chinese workers creates a good opportunity to develop internalized motivation from developing corporate identity through a strong organizational culture. New patterns of behavior (including creativity and innovation) could be encouraged by emulation, both in the workplace and on training courses in China and, where appropriate (particularly for managerial and supervisory staff who can act as role models) a broad.
36. According Jackson and Bak (1998), motivations of Chinese workers include the following except______.
A.rule enforcement
B.external rewards
C.internalized enforcement
D.internalized motivation
A B C D
C
37. The statement______is false.
A.material incentives have been used to stimulate performance in China
B.money is important in China as a motivator
C.individual bonuses have existed in China since 1978
D.performance-related bonus incentives schemes have existed in China since 1980
A B C D
D
38. A tendency towards low differentiation of pay in China reflects the following except______.
A.a need to minimize competition
B.a need to foster harmony in the workplace
C.a strongly collectivist culture
D.a strongly individualist culture
A B C D
D
39. About the internalized motivation in China, the author might most likely disagree that______.
A.a major source of internalized motivation in China has been political indoctrination and campaigning
B."labor heroes" can't appeal to high performers
C.developing corporate identity can help to develop internalized motivation
D.a weak organizational culture can't help to develop internalized motivation
A B C D
B
40. The main topic of this article might be______.
A.motivation of Chinese workers
B.rewards system for Chinese workers
C.internalized motivation of Chinese workers
D.external rewards system for Chinese workers
A B C D
A
Human resource planning, in the broader meaning of the term, is one of the fund a mental strategic roles of the HR function. HR can make a major contribution to developing the resource capability of the firm and therefore its strategic capability by systematically re viewing the firm's strategic objectives and by ensuring that plans are made that will ensure that the human resources are available to meet those objectives. Thus HR is focusing on the acquisition and development of the human capital required by the organization. To make this contribution, heads of HR and their colleagues in the HR function need to: (1) Ensure that they are aware of the strategic plans of the business and can provide advice on the human resource implications of those plans; (2) Point out to management the strengths and weakenesses of the human resources of the organization, and the opportunities and treats they present, so that these can be considered when developing business plans; (3) Be capable of scenario planning in the sense that they can identify future issues concerning the acquisition, retention and employment of people and advise on methods of addressing those issues; (4) Understand the extent to which quantitative assessments of the future demand for and supply of people may be feasible and useful, and know the methods that can be used to prepare such forecasts; (5) Understand how to analyze the cost of labor turnover and to establish reasons for leaving; (6) Be aware of the scope to dear with future requirements by introducing various forms of flexibility; (7) Be capable of preparing relevant and practical resourcing plans and strategies for retaining people, based upon an understanding of the internal and external environment of the organization and the implications of analyses of labor turnover.
41. In the broader meaning of the term, human resource planning plays a (an) ______in the HR function.
A.strategic role
B.tactical role
C.objective role
D.no role
A B C D
A
42. ______isn't the one by which HR can make a major contribution to developing the resource capability of the firm and its strategic capability.
A.By systematically examining the firm's strategic objectives
B.By ensuring that plans will ensure the available human resources to meet the firm's strategic objectives
C.By focusing on the acquisition and development of the people required by the organization
D.By focusing on firing and outplacing the redunant employees
A B C D
D
43. To make a major contribution to developing the resource capability of the firm and its strategic capability, staff of HR need to do the following except______.
A.ensure that they learn the strategic plans of the business
B.point out to management the advantages and disadvantages of the human re sources of the organization
C.be aware of the scope to deal with existing requirements by introducing various forms of flexibility
D.be capable of preparing relevant and practical resourcing plans and strategies for retaining people
A B C D
C
44. From the passage, we can't infer that______.
A.human resource planning is one of the HR function
B.HR can make a major contribution to developing the resource capability of the firm and therefore its strategic capability without HR planning
C.it is the task of all staff of HR to develop the resource capability of the firm and therefore its strategic capability
D.to develop the resource capability of the firm and therefore its strategic capability, HR must be focus on the acquisition and development of the human capital required by the organization
A B C D
B
45. The main topic of this passage is______.
A.the contribution of HR to human resource planning
B.the contribution of human resource planning to HR
C.the contribution of HR
D.the contribution of human resource planning
A B C D
A
Coaching is a personal on-the-job technique designed to develop individual skills, knowledge, and attitudes. The term is usually reserved for management or supervisory training where informal but planned encounters take place between managers and subordinates. The agenda for such meetings may be based on a performance review system, which includes some elements of management or objectives or target setting. This would identify strengths to be developed or weaknesses in performance to be overcome, and the counseling sessions that should be part of the performance review process would indicate career development needs and the additional knowledge or skills that can be acquired on the job. Coaching is even more effective if it can take place informally as part of the normal process of management. This type of coaching, as suggested by Hawdon Hague, consists of: (1) Making a subordinate aware of how he or she is managing by, for example, asking questions on how well he or she has thought through what is being done. (2) Controlled delegation. (3) Using whatever situations arise as teaching opportunities. (4) Setting individual projects and assignments. (5) Spending time in looking at higher level problems as well as discussing the immediate job. Coaching may be informal, but it has to be planned. It is not simply going from time to time to see what a subordinate is doing and advising how to do it better. Neither is it occasionally telling a subordinate where he or she has gone wrong and throwing in a lecture for good measure. So far as possible, coaching should take place within the framework of a general plan of the areas and direction in which the subordinate should be developed. Coaching should provide motivation, structure, and effective feedback, if the coacher is skilled, dedicated, and able to develop mutual confidence. Its success depends on a clear definition of work and training objectives, and this can be a time-consuming process; ultimately, success depends on managers and supervisors recognizing that it is one of their key responsibilities and they should be encouraged and trained to do it.
46. Coaching is a______technique that can be used to develop individual skills, knowledge, and attitudes.
A.on-the-job
B.off-the-job
C.web-based training
D.classroom training
A B C D
A
47. According to the passage, which one of the foolowing satements is true?______
A.Before coaching, it is unnecessary to review performance.
B.Performance review can identify strengths to be developed, but not weaknesses in performance to be overcome.
C.The performance review process can indicate career development needs.
D.The performance review process can indicate the necessary knowledge or skills that can be acquired on the job.
A B C D
C
48. According to Hawdon Hague, types of coaching include the following except______.
A.making a subordinate aware of how he or she is managing by
B.spending time in discussing the immediate job
C.setting individual projects and assignments
D.spending time in looking at lower level problems
A B C D
D
49. According to the passage, the author might most likely agree that______.
A.coaching is formal
B.coaching has to be planned
C.coaching is going from time to time to see what a subordinate is doing and advising how to do it better
D.coaching is telling a subordinate where he or she has gone wrong and throwing in a lecture for good measure
A B C D
B
50. From the passage, we can infer that______.
A.coaching can provide motivation, structure, and effective feedback, regardless of the coacher's skill, dedicattion, and ablility to develop mutual confidence
B.the success of coaching needn't be based on the definition of work and training objectives
C.defining work and training objectives can be a time-consuming process
D.if managers and supervisors don't recognize that coaching is one of their key re sponsibilities, coaching can still succeed