GMAT考试写作指导：Issue写作范文五十

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50.         Unsatisfactory employee performance demands appropriate response from a
" C2 k9 h" K6 E! l: A" |  [/ k' \manager or supervisor. The question is what is appropriate? Some managers might
claim that verbal abuse and intimidation are useful in getting employees to improve.
While this may be true in exceptional cases, my view is that the best managerial
3 }' a' |1 a+ d( ]responses generally fulfill two criteria; (1) they are respectful: and (2) they are likely to
be the most effective in the long run.
. l  [6 K2 H' \/ p/ N( u      Treating employees with respect is important in all contexts. Respect, in the most
  Z# C: k9 e' A' f. L, i4 d# dbasic sense, involves treating a person as equal in importance to oneself. For a manager
or supervisor, this means recognizing that occupying a subordinate position does not
make a worker a lesser person. And it means treating subordinates as one would want to
be treated—honestly and fairly. Using threats or verbal abuse to elicit better employee
2 G  F3 b# ]; f& @6 a8 Z5 Qperformance amounts to treating a worker like the office copy machine—as an object
. b+ k" O- [' j% |1 t* mfrom which to get what one wants.
  s+ n# M- z0 i' ~5 R6 y) `      Moreover, while verbal abuse might produce the desired reaction at a particular
0 F$ w5 d# r5 h, E8 i" v3 S! ctime, it is likely to backfire later. Nobody likes to be abused or intimidated. If such
methods were the general practice in an office or division, overall morale would
3 E  w: W* J2 ]1 Iprobably be low. And it is unlikely that employees would give 100 percent to managers
who so obviously disregarded them.
5 g/ [; M6 x+ e4 l; u      More beneficial in the long run would be careful but clear feedback to the worker
about specific deficiencies, along with ideas and encouragement about improvement. In
addition, supervisors should allow employees to explain the problem from their point of
% k$ K. L) F6 R: g* sview and to suggest solutions. Of course, a supervisor should never mislead a
$ ^2 f( L; z1 m3 t7 R, {7 K$ ysubordinate into thinking that major problems with work performance are insignificant
or tolerable. Still, an honest message can be sent without threats or assaults on self-
esteem.
6 D( F6 p1 y" s+ \      In conclusion, supervisors should avoid using verbal abuse and threats. These
5 ^" @3 z) O) p- p; p! a) omethods degrade subordinates, and they are unlikely to produce the best results in the
long run. It is more respectful, and probably more effective overall, to handle cases of
$ C! ?2 o+ Y3 a4 Csubstandard work performance with clear, honest and supportive feedback.