雅思阅读真题+题目+答案：That Vision Thing

雅思阅读真题+题目+答案：That Vision Thing

雅思阅读真题原文如下：

In the past, management took a minor role in influencing motivation. It was generally considered that if the correct tools, training, and environment were provided, individuals would do their jobs, and that this was sufficient in itself. People in organisations were considered ‘personnel’. But look how it has now changed. ‘Personnel’ have become ‘human resources’. and staff are now seen in terms of strategic potential, and with appropriate development, are one of the most important assets organisations may have.

A key aspect of this is motivation, and to achieve it, the latest buzzword is envisioning. We often hear management gurus propounding the thesis that any leader of worth must have a vision. This can unite, inspire, and direct the energies of the staff in the right direction. In the absence of such a ‘visionary leader’, the organisation necessarily flounders in complete aimlessness – or at least, that is what we are led to believe. And yet I strongly disagree that this ‘vision thing’ (as famously referred to by former American President, George Bush Senior) is worth much at all. I’d even go further, stating that it can be distinctly bad for the organisation.

The first fact to realise is that ‘envisioning’ fails to acknowledge the true human nature of organisations. These places are not composed of lemmings., all with a simplistic and single-minded dedication towards one goal. They are most obviously composed of groups of human beings, and with their rich variety of personalities and experiences, no such community can be homogenous and share exactly the same sat of personal values. These people are, in fact, merely loosely-bound cohorts pursuing different objectives (status, money, power, or individually defined agendas), in different manners. Thus a truly shared and meaningful vision is very difficult, and often impossible, to generate.

Yet the ‘visionary’ manager attempts to do just this. The trouble is, the high-minded dictates of his fresh MBA do not mention becoming bogged down in a long, laboured excess of word-smithing, or how, in order to reach a consensus, the vision necessarily loses all individuality. The books do not mention the passionless and sterile written exhortation which is ultimately produced, of working towards ‘unshakeable integrity’. As admirable in content as these may be, they are merely corporate mantras rather than words to be lived by. Few will believe in something imposed from above, instead merely complying at a superficial level.

The unfortunate fact is, when turning from rhetoric to reality, the contradictions can be overwhelming. Deep down, all staff members know that envisioning is attempted not to create a more egalitarian company, but only as a means of enriching the company directors. But what about those staff member? Few of them work merely for the love of their job. In a materialistic and consumer-driven world, they work for hard and tangible rewards. This can take many forms, but certainly involves the company giving back profit in the form of salary, overtime, TOIL, bonuses, perks and extra days off. Personal visions never, ever, mention these.

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SECTION 2: QUESTIONS 14-26

Questions 14-17

Answer the questions.

Choose NO MORE THAN TWO WORDS from the passage for each answer

Broadly, what do staff need in order to most benefit a company?

14 ____________

Which people advise envisioning?

15 ____________

What do they believe a lack of vision might cause?

16 ____________

What aspect can groups of people never have in common?

17 ____________

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