DAY3
实战演练 The Nature of Disputes Questions 14-18
Reading Passage1,”The Nature of Disputes” has 6 sections.
Choose the most suitable heading for each section from the list of headings(ixii)below. Write the appropriate numbers(ixii) in boxes 1418 on your answer sheet.
List of Headings
i The cost of adjudication
ii Handling rightsbased disputes iii Punishing acts of aggression
iv The role of dependence in disputes v The role of arbitrators
vi Methods of settling conflicting interests vii Ensuring choice for consumers viii Fulfilling employee's needs
ix The use of negotiation for different dispute types x Advantages of negotiation over mediation xi The role of power in settling disagreements xii Disagreement of interests
14.Section A 15.Section B Answer
Example Section C ix 16.Section D 17.Section E 18.Section F
To resolve a dispute means to turn opposing positions into a single outcome. The two parties may choose to focus their attention on one or more of three basic factors. They may seek to(1)reconcile their interests,(2)determine who is right, and/or(3)determine who is more powerful.
Section A
Interests are needs, desires, concerns, fears- the things one cares about or wants. They provide the foundation for a person's or an organisation's position in a dispute. In a dispute, not only do the interests of one party not coincide with those of the other party, but they are in conflict. For
example, the director of sales for an electronics company gets into a dispute with the director of manufacturing over the number of TV models to produce. The director of sales wants to produce more models because her interest is in selling TV sets; more models mean more choice for consumers and hence increased sales. The director of manufacturing, however, wants to produce fewer models. His interest is in decreasing manufacturing costs and more models mean higher costs.
Section B
Reconciling such interests is not easy. It involves probing for deeply rooted concerns, devising creative solutions, and making tradeoffs and compromises where interests are opposed. The most common procedure for doing this is negotiation, the act of communication intended to reach agreement. Another interestsbased procedure is mediation, in which a third party assists the disputants, the two sides in the dispute, in reaching agreement.
Section C
By no means do all negotiations (or mediations)focus on reconciling interests. Some negotiations focus on determining who is right, such as when two lawyers argue about whose case has the greater merit. Other negotiations focus on determining who is more powerful, such as when quarrelling neighbours or nations exchange threats and counter threats. Often negotiations involve a mix of all threesome attempts to satisfy interests, some discussion of rights, and some references to relative power.
Section D
It is often complicated to attempt to determine who is right in a dispute. Although it is usually straightforward where rights are formalised in law, other rights take the form of unwritten but socially accepted standards of behaviour, such as reciprocity, precedent, equality, and seniority.
There are often different-and sometimes contradictorystandards that apply to rights. Reaching agreement on rights, where the outcome will determine who gets what, can often be so difficult that the parties frequently turn to a third party to determine who is right. The most typical rights procedure is adjudication, in which disputants present evidence and arguments to a neutral third party who has the power to make a decision that must be followed by both disputants. (In mediation, by contrast, the third party does not have the power to decide the dispute.) Public adjudication is provided by courts and administrative agencies. Private adjudication is provided by arbitrators.
Section E
A third way to resolve a dispute is on the basis of power. We define power, somewhat narrowly, as the ability to pressure someone to do something he would not otherwise do. Exercising power typically means imposing costs on the other side or threatening to do so. The exercise of power takes two common forms: acts of aggression, such as physical attack, and withholding the benefits that derive from a relationship, as when employees stop working in a strike.
Section F
In relationships of mutual dependence, such as between labour and management or within an organisation or a family, the question of who is more powerful turns on who is less dependent on the other. If a company needs the employees' work more than employees need the company's pay, the company is more dependent and hence less powerful. How dependent one is turns on how satisfactory the alternatives are for satisfying one's interests. The better the alternative, the less dependent one is. If it is easier for the company to replace striking employees than it is for striking employees to find new jobs, the company is less dependent and thereby more powerful. Determining who is the more powerful party without a decisive and potentially destructive power contest is difficult because power is ultimately a matter of perceptions.
★ 答案与解析
14-18
题型：段落主旨题
14．Section A，通读全段，段落中有一句是for example句型，它前面的句子是主题句，也就是本段的第三句：
In a dispute, not only do the interests of one party not coincide with those of the other party, but they are in conflict.
中文译文：在一个冲突中，不仅一方的利益与另一方不一致，而且它们是冲突的。 对照选项列表，本段话的Heading是xii。
15．Section B，通读全段，本段话的第一句：
Reconciling such interests is not easy.
中文译文：使利益一致是不容易的。
根据前面讲的规律，这句话是该段话的主题句。
本段的Heading是vi Methods of settling conflicting interests（解决冲突利益的方法）
16．Section D，通读全段，没有明显的主题句。如果理解全段有困难，把本段话的第一句当作是该段话的主题句（实际上，它确实也是本段话的主题句）：
It is often complicated to attempt to determine who is right in a dispute.
中文译文：试图决定谁在冲突中是正确的通常是复杂的。
与选项一一对应，正确答案为ii Handling rightsbased disputes（处理基于对错的冲突）。
17．Section E，通读全段，没有明显的主题句。如果理解全段有困难，把本段话的第一句当作是该段话的主题句（实际上，它确实也是本段话的主题句）：
A third way to resolve a dispute is on the basis of power.
中文译文：解决冲突的第三种方法是基于力量。
关键词是power。与选项一一对应，正确答案为xi The role of power in settling disagreements（力量在解决冲突中的作用）。
18.Section F，通读全段，没有明显的主题句。如果理解全段有困难，把本段话的第一句当作是该段话的主题句（实际上，它确实也是本段话的主题句）：
In relationships of mutual dependence,such as between labour and management or within an organisation or a family,the question of who is more powerful turns on who is less dependent on the other. 中文译文：在相互依赖的关系中，例如，劳资关系或在一个家庭或一个组织中，谁更有力量的问题就转换成谁更少依赖于另一方。
本句比较复杂，中间有一个较长的插入语，可先略去不读。关键词是dependence 和dependent。与选项一一对应，正确答案为iv The role of dependence in disputes（依赖性在冲突中的作用）。
DAY4
实战演练
Questions 14 - 18
Reading Passage 2 has seven paragraphs A-G.
Choose the most suitable headings for paragraphs B-E and G from the list of headings below.
Write the appropriate numbers (i-x) in boxes 14-18 on your answer sheet.
NB There are more headings than paragraphs so you will not use all of them.
You may use any of the headings more than once.
List of Headings (i) The effect of changing demographics on organisations (ii) Future changes in the European workforce (iii) The unstructured interview and its validity. (iv) The person-skills match approach to selection (v) The implications of a poor person-environment fit (vi) Some poor selection decisions (vii) The validity of selection procedures (viii) The person-environment fit (ix) Past and future demographic changes in Europe (x) Adequate and inadequate explanations of organisational failure Example Paragraph A Answer (x) 14. Paragraph B 15. Paragraph C 16. Paragraph D
Example Paragraph F Answer (ix) 18. Paragraph G
PEOPLE AND ORGANISATIONS: THE SELECTION ISSUE
A In 1991, according to the Department of Trade and Industry, a record 48,000 British
companies went out of business. When businesses fail, the post-mortem analysis is traditionally undertaken by accountants and market strategists. Unarguably organisations do fail because of undercapitalisation, poor financial management, adverse market conditions etc. Yet, conversely, organisations with sound financial backing, good product ideas and market acumen often underperform and fail to meet shareholders' expectations. The complexity, degree and sustainment of organisational performance requires an explanation which goes beyond the balance sheet and the “paper conversion” of financial inputs into profit making outputs. A more complete explanation of “what went wrong” necessarily must consider the essence of what an organisation actually is and that one of the financial inputs, the most important and often the most expensive, is people.
B An organisation is only as good as the people it employs. Selecting the right person
for the job involves more than identifying the essential or desirable range of skills, educational and professional qualifications necessary to perform the job and then recruiting the candidate who is most likely to possess these skills or at least is perceived to have the ability and predisposition to acquire them. This is a purely person/skills match approach to selection.
C Work invariably takes place in the presence and/or under the direction of others, in a
particular organisational setting. The individual has to “fit” in with the work environment, with other employees, with the organisational climate, style of work, organisation and culture of the organisation. Different organisations have different cultures (Cartwright & Cooper, 1991;1992). Working as an engineer at British Aerospace will not necessarily be a similar experience to working in the same capacity at GEC or Plessey.
D Poor selection decisions are expensive. For example, the costs of training a
policeman are about ￡20,000 (approx. US$30,000). The costs of employing an unsuitable technician on an oil rig or in a nuclear plant could, in an emergency, result in millions of pounds of damage or loss of life. The disharmony of a poor person-environment fit (PE-fit) is likely to result in low job satisfaction, lack of organisational commitment and employee stress, which affect organizational
17. Paragraph E