Directions: Read the texts from an article, For five
questions, match each rule(1 to 5) to one of the statements (A to G) given
below. Mark your answer on your ANSWER SHEET.
James Belasco: When the employee causes a problem, help him
or her to recognize that. Describe how you feel about the situation and explain
possible consequences. You may also suggest other ways for the person to think
about the situation. For instance, tell the person how his or her difficult
behavior affects other people, such as coworkers or customers. Ken
Carlson: Encourage people instead of criticizing them.
Praise them and they’ll do more things right and discover talents and
abilities they never realized they had. Look for opportunities to compliment a
person who demonstrates high work standards. Show the person that you understand
everyone makes mistakes and that we can learn positive lessons from mistakes. Or
even briefly share one of your own mistakes and thereby strengthen trust between
you. Jack Carter: Although you’ ve got a lot to do each day,
give your first attention to approving and reviewing projects your employees are
working on that day. Don’t frustrate them by being too busy to OK their work or
give direction. Give feedback and share information, ideas and suggestions in a
timely manner. Don’ t hide behind voice mail and closed office door. Make
yourself easy to contact in case they need you. Kelly Hodges:
Often, it is the little things we do for people (such as letting workers
with long commutes leave early on a snowy day, or springing for dinner when
overtime is required) that determine their loyalty to you. Talk with people who
have faced challenge in and outside the workplace. Offer them your
encouragement. Ask them what things you can do that support them. Work with them
to develop a plan for building more supportive behaviors. Show your employees
that you care about them. Make certain every employee knows you are committed to
supporting his or her development, both professional and personal
developments. Robert Scott: Don’t shoot down a suggestion
before you’ ve heard it in full. Many of us are too quick or too eager to show
off our own experience and knowledge and say that something won’ t work because
"we’ ve tried it before" or "we don’t do it that way. ". Give complete attention
to his proposal. Listen carefully and respond with empathy. Seek
opportunities to praise and compliment constructive suggestions.
Now match each of the schools to the appropriate statement.
Note: there are two extra statements.
Statements [A] Don’t be overly critical. [B] Reward them for
their hard work. [C] Be available. [D] Challenge them with a difficult
task. [E] Take a personal interest in people. [F] Be open to ideas. [G]
Influence the person’ s attitude. ( )Kelly Hodges