问题 填空题

Attire, body language and manners count during interviews. After all, interviewers are regular people like the rest of us, easily impressed by good behavior and just as easily offended by inappropriate behavior. Yet, surveys show that job candidates’ interview manners and other professionalisms are on the decline.

On the next pages are tips for acting professionally before, during and after interviews, to avoid offending interviewers and increase your chances of landing a job. (For more interview tips and other job-searching help, click on the links in the sidebar, under Related Resources. ) These interview tips are based on good manners in the United States. Good manners are appreciated everywhere, but what constitutes then, may differ among other countries.

41. Do your homework:

Research the company and study the job description before you interview, as your inter viewer will likely ask what you know about the company and why you want the job. ( )

42. Get your personal papers ready:

Collect and neatly arrange your important papers and work samples in a nice briefcase or portfolio. ( )

Dress appropriately:

Practice good hygiene, comb or brush your hair, and dress appropriately. Even if you know that the company dress is business-casual, dress up anyway. It shows professionalism and respect, and most importantly, that you know how to dress for interviews.

43. Be punctual:

Unless otherwise instructed (e. g. , to fill out a job application), arrive five to ten minutes early for the interview; ( )

Sit with good pasture:

If you don’t know what to do with your hands, keep them folded in your lap. This is another indication of good manners. Avoid crossing your arms over your chesty as it subliminally demonstrates a closed mind to some.

44. Read the mood:

( )

45. Maintain eye contact:

Maintain eye contact with the interviewer. ( )

It’s okay to ask questions to better answer the questions the interviewer asks you. But withhold the bulk of your questions until the interviewer asks if you have any, which is typically toward the end of the interview. Avoid asking the frivolous just because interviewers expect you to have questions. Instead, ask about important matters, such as job duties, management style and the financial health of the company. It’s not a good idea to ask questions about vacation, sick days, lunch breaks and so on, right off the bat. Ask about the lesser matters of importance during follow-up interviews.

Typically, you’ll negotiate salary, benefits, perks and such in a follow-up interview. Regardless, don’t bring it up until asked, yet be ready to discuss it at anytime.

A. This makes you look organized and professional. Remember to pack relevant documents such as extra resumes and reference lists, immigrant work-authorization papers, letters of recommendation, and information required on job applications. Bring at least one pen and pencil, and a notepad too.

B. If the interviewer is formal, then you probably should be, too. If the interviewer is casual, then follow along while remaining courteous and professional. In either case, try to appear to be relaxed, but not too relaxed. It’s not a good idea to put your feet up on the interviewer’s desk!

C. Avoid staring or you might make the interviewer uncomfortable, but don’t look away too often either. To some, failure to maintain a comfortable level of eye contact indicates that you are lying, reaching for answers or lacking confidence.

D. It also helps you to formulate questions about the company and job. Interviewers typically expect you to ask such questions.

E. If it’s possible without making a commotion, scoot your chair a little closer to the interviewer’s desk or take the chair closet to the desk, like you’re ready to dive right in. This shows interest and confidence. But don’t invade the interviewer’s personal space, a perimeter of about two feet by U. 8. standards.

F. This shows that you are eager and punctual. If you’re not at least five minutes early for an interview, you’re five minutes late! But don’t arrive more than ten minutes early, aa it might be inconvenient for your interviewers. Definitely don’t be late!

42

答案

参考答案:A

解析:

标题及开头句的重点语义是个人文献(personal papers),选项A与此语义连贯,为正确答案。

单项选择题

杜邦公司的组织结构变革
在19世纪,杜邦公司是一个家族公司,基本上实行个人决策式经营,这一点在亨利这一代尤为明显。亨利在公司任职的40年中,挥动军人严厉、粗暴的铁腕统治着公司。他实行的一套管理方式,被称为“凯撒型经营管理”。公司的所有主要决策和许多细微决策都要由他亲自制定,所有支票都得由他亲自开,所有契约也都由他签订。他一人决定利润的分配,亲自周游全国,监督公司的数百家经销商。在每次会议上,总是他发问,别人回答。他全力加速回收账款,严格支付条件,促进交货流畅,努力降低价格。亨利接任时,公司负债高达50多万美元,但亨利后来却使公司成为火药制造业的领头羊。
在亨利时代,个人决策式的经营基本上是成功的。这主要是因为:第一,公司规模不大,直到1902年合资时才2400万美元;第二,产品比较单一,基本上是火药;第三,公司产品质量居于绝对领先地位,竞争者难以超越;第四,市场需求变化不甚复杂。单人决策之所以取得了较好效果,这与亨利的非凡精力也是分不开的。直到72岁时,亨利仍不要秘书的帮助;任职期间,他亲自写的信不下25万封。亨利的侄子尤金是公司的第三代继承人。尤金试图承袭其伯父的经营作风,也采取绝对的控制,亲自处理细枝末节,亲自拆信复函,但他最终陷入公司错综复杂的矛盾之中。1902年,尤金去世,合伙者也都心力交瘁,两位副董事长和秘书兼财务长也相继累死。这不仅是由于他们的体力不胜负荷,还由于当时的经营方式已与时代不相适应。
正当公司濒临危机、无人敢接重任、家族拟将公司出卖给别人的时候,三位堂兄弟廉价买下了公司,并果断地抛弃了亨利的那种单枪匹马的管理方式,精心设计了一种集团式经营的管理体制。
集团式经营最主要的特点是建立了“执行委员会”,隶属于最高决策机构董事会之下,是公司的最高管理机构。在董事会闭会期间,大部分权力由执行委员会行使,董事长兼任执行委员会 * * 。1918年,执行委员会有10个委员、6个部门主管、94个助理,高级经营管理者年龄大多在40岁上下。此外,杜邦公司抛弃了当时美国流行的体制,建立了预测、长期规划、预算编制和资源分配等管理方式。在管理职能分工的基础上,建立了制造、销售、采购、基本建设投资和运输等职能部门。在这些职能部门之上,是一个高度集中的总办事处,控制销售、采购、制造、人事等工作。
由于在集团经营的管理体制下,权力高度集中,实行统一指挥、垂直领导和专业分工的原则,所以秩序井然,职责清楚,效率显著提高,大大促进了杜邦公司的发展,公司的资产到1918年增加到3亿美元。
可是,杜邦公司在第一次世界大战中的大幅度扩展,以及逐步走向多角化经营,使组织机构遇到了严重问题。每次收买其他公司后,杜邦公司都因多角化经营而严重亏损。这种困扰除了由于战后通货从膨胀到紧缩之外,主要是由于公司的原有组织没有弹性,对市场需求的变化缺乏适应力。
杜邦公司经过周密的分析,提出了一系列组织机构设置的原则,创造了一个多分部的组织结构。在执行委员会下,除了设立由副董事长领导的财力和咨询两个总部外,还按各产品种类设立分部。在各分部下,则有会计、供应、生产、销售、运输等职能处。各分部是独立核算单位,分部的经理可以独立自主地统管所属部门的采购、生产和销售。新分权化的组织使杜邦公司很快成为一个具有效能的集团,所有单位构成了一个有机的整体,公司组织具有很大的弹性,能适应市场需要而变化。
20世纪60年代初,杜邦公司接二连三地遇到了难题,许多产品的专利权纷纷满期,在市场上受到日益增多的竞争者的挑战,可以说是四面楚歌,危机重重。为了摆脱危机,杜邦公司除了实施新的经营方针外,还不断完善和调整原有的组织机构,进行组织结构的创新。1967年底,科普兰把总经理一职史无前例地让给了非杜邦家族的马可,财务委员会议议长也让别人担任,自己专任董事长一职,从而形成了一个“三驾马车式”的体制。在新的体制下,最高领导层分别设立了办公室和委员会,作为管理大企业的“有效的富有伸缩性的管理工具”。科普兰说:“‘三驾马车式’的组织体制,是今后经营世界性大规模企业不得不采取的安全设施。”
根据上述案例回答下列问题:

杜邦公司多分部的组织结构属于______。

A.部门直线组织结构形式
B.直线职能制组织结构形式
C.事业部制组织结构形式
D.纯粹职能制组织结构形式

单项选择题