雅思阅读真题+题目+答案：What the Managers Really Do?

雅思阅读真题+题目+答案：What the Managers Really Do?

When students graduate and first enter the workforce, the most common choice is to find an entry-level position. This can be a job such as an unpaid internship, an assistant, a secretary, or a junior partner position. Traditionally, we start with simpler jobs and work our way up. Young professionals start out with a plan to become senior partners, associates, or even managers of a workplace. However, these promotions can be few and far between, leaving many young professionals unfamiliar with management experience. An important step is understanding the role and responsibilities of a person in a managing position. Managers are organisational members who are responsible for the work performance of other organisational members. Managers have formal authority to use organisational resources and to make decisions. Managers at different levels of the organisation engage in different amounts of time on the four managerial functions of planning, organising, leading, and controlling.

However, as many professionals already know, managing styles can be very different depending on where you work. Some managing styles are strictly hierarchical. Other managing styles can be more casual and relaxed, where the manager may act more like a team member rather than a strict boss. Many researchers have created a more scientific approach in studying these different approaches to managing. In the 1960s, researcher Henry Mintzberg created a seminal organisational model using three categories. These categories represent three major functional approaches, which are designated as interpersonal, informational and decisional.

Introduced Category 1: INTERPERSONAL ROLES. Interpersonal roles require managers to direct and supervise employees and the organisation. The figurehead is typically a top of middle manager. This manager may communicate future organisational goals or ethical guidelines to employees at company meetings. They also attend ribbon-cutting ceremonies, host receptions, presentations and other activities associated with the figurehead role. A leader acts as an example for other employees to follow, gives commands and directions to subordinates, makes decisions, and mobilises employee support. They are also responsible for the selection and training of employees. Managers must be leaders at all levels of the organisation; often lower-level managers look to top management for this leadership example. In the role of liaison, a manager must coordinate the work of others in different work units, establish alliances between others, and work to share resources. This role is particularly critical for middle managers, who must often compete with other managers for important resources, yet must maintain successful working relationships with them for long time periods.

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雅思阅读真题题目如下：

Questions 1-6

Look at the following descriptions or deeds (Questions 1-6 ) and the list of categories below.

Match each description or deed with the correct category, A,B or C.

Write the correct letter, A, B , or C , in boxes 1-6 on your answer sheet.

NB  You may use any letter more than once .

List of Categories

AINTERPERSONAL ROLES

BINFORMATIONAL ROLES

CDECISIONAL ROLES

1 _________ the development of business scheme

2 _________ presiding at formal events

3 _________ using employees and funds

4 _________ getting and passing message on to related persons

5 _________ relating the information to employees and organisation

6 _________ recruiting the staff

Questions 7-8

Choose TWO letters, A-E.

Write the correct letters in boxes 7-8  on your answer sheet.

Which TWO positive functions about Mintzberg’s research are mentioned in the last two paragraphs?

A offers waterproof categories of managers

B provides a clear concept to define the role of a manager

C helps new graduates to design their career

D suggests ways for managers to do their job better

E makes a fresh way for further research

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