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[考试辅导] GMAT考试写作指导:Issue写作范文五五

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发表于 2012-8-15 21:50:16 | 显示全部楼层 |阅读模式
55.        I agree that supervisors should under most circumstances merely tell subordinates
7 i2 m+ W; Q) mwhat to do, but not necessarily how to do it. Of course, employees need adequate
+ Y3 r; G+ k+ M' Otraining in order to do a job. But beyond that, trusting employees to discover and 3 `$ N$ C* d9 U. U) B/ t
develop their own methods for meeting a supervisor's expectations can produce + V" W0 g% X4 @! p/ r% f7 }4 R8 {
surprising rewards that outweigh any pitfalls of such an approach.7 E& J) I: l1 e1 u' F  |
      First of all, restraint in directing the how-to aspect of a project signals the # Q$ d7 M; a! z- h4 }$ @/ p
supervisor's confidence in an employee's intelligence and abilities. Sensing this
5 S0 n* R: ?% a5 `; I; a% pconfidence, the subordinate will often respond with his or her best work. This $ E/ z1 f; t, @, K$ ]# v- N; {' z' F
phenomenon lends truth to the adage that people rise to the level of what others expect 1 l6 e" e' Z3 N7 M( o
from them.9 k3 H2 h+ l  S0 D! ]
      Secondly, by allowing a subordinate to decide how best to attain an objective, a
' |" J9 @* F( T) y( i0 T! \  _supervisor imparts a larger share of responsibility for the project to the subordinate. This
' D0 r1 M) G# u  j) |alleviates some of the burden from the supervisor, who may have more time for other 0 o. K+ F/ Y7 J* H+ q4 u
tasks as a result. At the same time, when the subordinate shares in the responsibility, he
4 U+ h, D& y" }$ J* Y( lor she will probably feel more accountable for how the job turns out. The result is likely
6 ^& j. @* n, e9 mto be better job performance.9 r# l3 @4 Z2 J2 [, N6 i- Y( F. B1 ]
      Thirdly, directing every step of a project often blocks a worker's own creativity, as
- \4 e3 L4 k( v1 o& K  uwell as creating animosity. Except in the training of a new worker with little or no
' W6 Q0 k+ i! D/ bexperience, it would be naive and arrogant for any supervisor to assume there is one and & w; E+ r4 d1 s& \6 [
only one best way--the supervisor's own way--to get a job done. A bright, competent + U7 U2 ^/ }1 p' \2 Z- K8 ^
subordinate is likely to resent being led by the hand like a child. Allowing employees to 3 s/ N1 O1 q3 R! a1 W' \& H
choose their own means and methods will spark their ingenuity in ways that enhance 3 M5 Y7 L5 c1 C6 d
productivity now and in the future, and will foster goodwill and mutual respect in the
9 J- n1 C: E) G$ E$ iworkplace.: Y! d' f& k0 K: G9 g' t4 Q
      In sum, telling a subordinate how to do a job is rarely the best management - E* v1 l% J# R
approach. Instead, supervisors should assign tasks without directing each step. When + ~+ s5 w' o/ D7 S2 H9 Y
employees are left to choose methods for completing work, they will be bolstered by the % d8 U5 z& d# S& `+ h
supervisor's trust, motivated to greater creativity and inclined to feel accountable for
# G0 O/ l+ N0 \: l6 ~/ Xoutcomes.
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