“No industry is exempt”means（）

单项选择题

How to Adapt to Change in the Workplace

　　If there's one word that captures the essence of what is occurring in the world today, it's “change.” Downsizing, reorganizing, and cutting costs, are now the norm for survival. No industry is exempt. Even the most conservative institutions are undergoing significant change just to survive.
　　Change management has always been an issue of debate amongst scholars: how can employers create suitable conditions for a successful change process? And what can employees do to get through it?
　　Tips for dealing with change in the workplace.
　　●Make yourself aware that change happens: it happens in personal life, it happens in your professional life. You cannot live in the past, so denying that change could occur only makes things more complicated for you.
　　●Stay alert in the workplace: know what is happening around you. When you come across clues that hint change is on the way, acknowledge them!
　　●Maintain open communication channels: Don't lay back and expect things to pass you by smoothly. You need to get acquainted with the occurring changes. Seek more details from your management and peers to form an accurate understanding of the matter. Be transparent and honest about your fears: dealing with the unknown is often resented and daunting. Make the picture as clear as you can.
　　●Assess yourself: Change is a time when one's confidence about one's skills and capabilities gets shaky. Recognize your strengths and where you could bring them into play. At the same time, stay aware of your developmental areas and work on improving those.
　　●Don't be stiff: It will make the change process much harder if you are rigid. Be flexible enough to look at the different angles of the change and see where you could apply your “existing” skills and knowledge, and what news skills you need to acquire.
　　●Stay optimistic: Keep a positive attitude and don't let yourself drown in uncertainty. Involve yourself in the new process; locate yourself properly in the new scenario. Adjust!
　　“You can't get to the top of Everest by jumping up the mountain. You get to the mountaintop by taking incremental steps. Step by step, you get to the goal”, says Robin Sharma, one of the world's most-sought-after leadership and personal success experts.

“No industry is exempt”means（）

A.No industry is an exception
B.No industry is an example
C.Not every industry can be exempted

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1.单项选择题
How to Adapt to Change in the Workplace
　　If there's one word that captures the essence of what is occurring in the world today, it's “change.” Downsizing, reorganizing, and cutting costs, are now the norm for survival. No industry is exempt. Even the most conservative institutions are undergoing significant change just to survive.
　　Change management has always been an issue of debate amongst scholars: how can employers create suitable conditions for a successful change process? And what can employees do to get through it?
　　Tips for dealing with change in the workplace.
　　●Make yourself aware that change happens: it happens in personal life, it happens in your professional life. You cannot live in the past, so denying that change could occur only makes things more complicated for you.
　　●Stay alert in the workplace: know what is happening around you. When you come across clues that hint change is on the way, acknowledge them!
　　●Maintain open communication channels: Don't lay back and expect things to pass you by smoothly. You need to get acquainted with the occurring changes. Seek more details from your management and peers to form an accurate understanding of the matter. Be transparent and honest about your fears: dealing with the unknown is often resented and daunting. Make the picture as clear as you can.
　　●Assess yourself: Change is a time when one's confidence about one's skills and capabilities gets shaky. Recognize your strengths and where you could bring them into play. At the same time, stay aware of your developmental areas and work on improving those.
　　●Don't be stiff: It will make the change process much harder if you are rigid. Be flexible enough to look at the different angles of the change and see where you could apply your “existing” skills and knowledge, and what news skills you need to acquire.
　　●Stay optimistic: Keep a positive attitude and don't let yourself drown in uncertainty. Involve yourself in the new process; locate yourself properly in the new scenario. Adjust!
　　“You can't get to the top of Everest by jumping up the mountain. You get to the mountaintop by taking incremental steps. Step by step, you get to the goal”, says Robin Sharma, one of the world's most-sought-after leadership and personal success experts.
Enterprises carry out downsizing，reorganizing and cutting costs in order to（）.

A.cut down on the number of workers
B.reshuffle the organization
C.survive

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2.判断题
Jack Welch Leading Organizational Change at GE
When Jack Welch，the Chairman and CEO at General Electric （GE）retired in 2001，he could look back at a very successful career.He became CEO in 1981 at the age of 45.At that time，GE had a very complex organizational structure with considerably bureaucratic rules.
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas.If this was not the case，managers had the options of fixing the problem，selling their particular business，or closing it.In an effort to streamline the organization，Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.
The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers.One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions.At the beginning of the meetings，the superior presented the challenges for his or her organizational unit.Then the superior had to leave，requesting the groups to find solutions to the problems.Facilitators （会议主持人）helped these discussions.On the last day，the superior was presented with proposed solutions.He or she then had three choices：to accept the proposal，not to accept it，or to collect more information.This process put great pressure on the superior to make decisions.
Another program to improve effectiveness and efficiency was Best Practices.The aim was to learn from other companies how they obtained customer satisfaction，how they related to their suppliers，and in what ways they developed new products.This helped the GE people to focus on the processes in their operations that would improve the company's performance.
Jack Welch was personally involved in developing managers at GE's training center in Crotonville.Leaders，Welch suggested，are not only those who achieve results but also those who share the values of the company.
The Work Out lasted a week.（）

参考答案：错

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3.判断题
Jack Welch Leading Organizational Change at GE
When Jack Welch，the Chairman and CEO at General Electric （GE）retired in 2001，he could look back at a very successful career.He became CEO in 1981 at the age of 45.At that time，GE had a very complex organizational structure with considerably bureaucratic rules.
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas.If this was not the case，managers had the options of fixing the problem，selling their particular business，or closing it.In an effort to streamline the organization，Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.
The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers.One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions.At the beginning of the meetings，the superior presented the challenges for his or her organizational unit.Then the superior had to leave，requesting the groups to find solutions to the problems.Facilitators （会议主持人）helped these discussions.On the last day，the superior was presented with proposed solutions.He or she then had three choices：to accept the proposal，not to accept it，or to collect more information.This process put great pressure on the superior to make decisions.
Another program to improve effectiveness and efficiency was Best Practices.The aim was to learn from other companies how they obtained customer satisfaction，how they related to their suppliers，and in what ways they developed new products.This helped the GE people to focus on the processes in their operations that would improve the company's performance.
Jack Welch was personally involved in developing managers at GE's training center in Crotonville.Leaders，Welch suggested，are not only those who achieve results but also those who share the values of the company.
The restructuring went before changing the organizational culture and the managerial styles of GE's managers.（）

参考答案：对

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4.判断题
Jack Welch Leading Organizational Change at GE
When Jack Welch，the Chairman and CEO at General Electric （GE）retired in 2001，he could look back at a very successful career.He became CEO in 1981 at the age of 45.At that time，GE had a very complex organizational structure with considerably bureaucratic rules.
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas.If this was not the case，managers had the options of fixing the problem，selling their particular business，or closing it.In an effort to streamline the organization，Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.
The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers.One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions.At the beginning of the meetings，the superior presented the challenges for his or her organizational unit.Then the superior had to leave，requesting the groups to find solutions to the problems.Facilitators （会议主持人）helped these discussions.On the last day，the superior was presented with proposed solutions.He or she then had three choices：to accept the proposal，not to accept it，or to collect more information.This process put great pressure on the superior to make decisions.
Another program to improve effectiveness and efficiency was Best Practices.The aim was to learn from other companies how they obtained customer satisfaction，how they related to their suppliers，and in what ways they developed new products.This helped the GE people to focus on the processes in their operations that would improve the company's performance.
Jack Welch was personally involved in developing managers at GE's training center in Crotonville.Leaders，Welch suggested，are not only those who achieve results but also those who share the values of the company.
If the business could not meet Welch’s change requirements，its manager had 3 choices.（）

参考答案：对

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5.判断题
Jack Welch Leading Organizational Change at GE
When Jack Welch，the Chairman and CEO at General Electric （GE）retired in 2001，he could look back at a very successful career.He became CEO in 1981 at the age of 45.At that time，GE had a very complex organizational structure with considerably bureaucratic rules.
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas.If this was not the case，managers had the options of fixing the problem，selling their particular business，or closing it.In an effort to streamline the organization，Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.
The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers.One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions.At the beginning of the meetings，the superior presented the challenges for his or her organizational unit.Then the superior had to leave，requesting the groups to find solutions to the problems.Facilitators （会议主持人）helped these discussions.On the last day，the superior was presented with proposed solutions.He or she then had three choices：to accept the proposal，not to accept it，or to collect more information.This process put great pressure on the superior to make decisions.
Another program to improve effectiveness and efficiency was Best Practices.The aim was to learn from other companies how they obtained customer satisfaction，how they related to their suppliers，and in what ways they developed new products.This helped the GE people to focus on the processes in their operations that would improve the company's performance.
Jack Welch was personally involved in developing managers at GE's training center in Crotonville.Leaders，Welch suggested，are not only those who achieve results but also those who share the values of the company.
Jack Welch insisted that each of the businesses should be at least number 3 in their respective area.（）

参考答案：错

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6.判断题
Jack Welch Leading Organizational Change at GE
When Jack Welch，the Chairman and CEO at General Electric （GE）retired in 2001，he could look back at a very successful career.He became CEO in 1981 at the age of 45.At that time，GE had a very complex organizational structure with considerably bureaucratic rules.
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas.If this was not the case，managers had the options of fixing the problem，selling their particular business，or closing it.In an effort to streamline the organization，Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.
The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers.One such program was the Work-Out（群策群力）.Groups of managers were assembled to share their views openly in three-day sessions.At the beginning of the meetings，the superior presented the challenges for his or her organizational unit.Then the superior had to leave，requesting the groups to find solutions to the problems.Facilitators （会议主持人）helped these discussions.On the last day，the superior was presented with proposed solutions.He or she then had three choices：to accept the proposal，not to accept it，or to collect more information.This process put great pressure on the superior to make decisions.
Another program to improve effectiveness and efficiency was Best Practices.The aim was to learn from other companies how they obtained customer satisfaction，how they related to their suppliers，and in what ways they developed new products.This helped the GE people to focus on the processes in their operations that would improve the company's performance.
Jack Welch was personally involved in developing managers at GE's training center in Crotonville.Leaders，Welch suggested，are not only those who achieve results but also those who share the values of the company.
Jack Welch retired at the age of 65.（）

参考答案：对

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7.判断题
Performance Management and Performance Appraisal
Performance management aims to acknowledge employee achievements，support their personal and professional development，and motivate and empower them to perform their work effectively.Performance management helps employees to develop their understanding，knowledge and skills so that they can contribute to the achievement of the enterprise’s goals and gain personal and job satisfaction.It is a vital part of any quality human resource system.
Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will，if implemented well，enable high performance which will define enterprise and personal success.Using performance management processes，an enterprise can be better placed to meet competitive challenges.This is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the education，training and feedback required by employees
●holding each person accountable for their results
The key to the performance management process is ‘performance appraisal’.Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards.It is a systematic process of feedback on an employee’s work performance，and agreement to future training plans，job goals and job aspirations.
To be effective，a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals.Units of competency provide a very effective tool for setting benchmarks or criteria for work performance.The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.
“Performance management”is also called “performance appraisal”.（）

参考答案：错

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8.判断题
Performance Management and Performance Appraisal
Performance management aims to acknowledge employee achievements，support their personal and professional development，and motivate and empower them to perform their work effectively.Performance management helps employees to develop their understanding，knowledge and skills so that they can contribute to the achievement of the enterprise’s goals and gain personal and job satisfaction.It is a vital part of any quality human resource system.
Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will，if implemented well，enable high performance which will define enterprise and personal success.Using performance management processes，an enterprise can be better placed to meet competitive challenges.This is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the education，training and feedback required by employees
●holding each person accountable for their results
The key to the performance management process is ‘performance appraisal’.Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards.It is a systematic process of feedback on an employee’s work performance，and agreement to future training plans，job goals and job aspirations.
To be effective，a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals.Units of competency provide a very effective tool for setting benchmarks or criteria for work performance.The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.
Every enterprise can expect high performance from each employee.（）

参考答案：错

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9.判断题
Performance Management and Performance Appraisal
Performance management aims to acknowledge employee achievements，support their personal and professional development，and motivate and empower them to perform their work effectively.Performance management helps employees to develop their understanding，knowledge and skills so that they can contribute to the achievement of the enterprise’s goals and gain personal and job satisfaction.It is a vital part of any quality human resource system.
Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will，if implemented well，enable high performance which will define enterprise and personal success.Using performance management processes，an enterprise can be better placed to meet competitive challenges.This is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the education，training and feedback required by employees
●holding each person accountable for their results
The key to the performance management process is ‘performance appraisal’.Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards.It is a systematic process of feedback on an employee’s work performance，and agreement to future training plans，job goals and job aspirations.
To be effective，a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals.Units of competency provide a very effective tool for setting benchmarks or criteria for work performance.The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.
An enterprise can be better placed to meet competitive challenges by providing the education，training and feedback required by employees，for example.（）

参考答案：对

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10.判断题
Performance Management and Performance Appraisal
Performance management aims to acknowledge employee achievements，support their personal and professional development，and motivate and empower them to perform their work effectively.Performance management helps employees to develop their understanding，knowledge and skills so that they can contribute to the achievement of the enterprise’s goals and gain personal and job satisfaction.It is a vital part of any quality human resource system.
Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will，if implemented well，enable high performance which will define enterprise and personal success.Using performance management processes，an enterprise can be better placed to meet competitive challenges.This is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the education，training and feedback required by employees
●holding each person accountable for their results
The key to the performance management process is ‘performance appraisal’.Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards.It is a systematic process of feedback on an employee’s work performance，and agreement to future training plans，job goals and job aspirations.
To be effective，a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals.Units of competency provide a very effective tool for setting benchmarks or criteria for work performance.The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.
The aim of performance management is to punish the unqualified employees.（）

参考答案：错

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