20160421雅思阅读考情分析

科目

考试日期

考题概述与分析：

Passage One

题目：

What do managers do

相似背景文章仅供参考

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2016

年

4

月

21

日

Development of

Public management theory

Bureaucracy management: The classic one

A

Several theorists bridged the gap between strictly private and public sector management. One good

example

is

Max

Weber

exploring

sociologist,

who

explored

the

ideal

bureaucracy

in

The

Protestant

Ethic and

the

Spirit

of

Capitalism.

Bureaucratic

Theory

was developed

by

a

German

Sociologist

and

political economist Max Weber (1864- 1920). According to him, bureaucracy is the most efficient form

of organisation. The organisation has a well-defined line of authority. It has clear rules and regulations

which

are

strictly

followed.

According

to

Max

Weber,

there

are

three

types

of

power

in

an

organisation: Traditional Power, Charismatic Power, and [3lBureaucratic Power or Legal Power.

The characteristics or features of Bureaucratic Organisation

B

Weber admired bureaucracy for its trustworthiness. The bureaucracy was constituted by a group of

professional,

ethical

public

officials.

These

servants

dedicate

themselves

to

the

public

in

return

for

security of job tenure(

长期任职

) among the many advantages of public employment. There is a high

degree of Division of Labour and Specialisation as well as a defined Hierarchy of Authority. There are

well

defined

Rules

and

Regulations

which

follows

the

principle

of

Rationality,

Objectively

and

Consistency. There rules cover all the duties and rights of the employees. These rules must be strictly

followed.

Selection

and

Promotion

is

based

on

Technical

qualifications.

There

are

Formal

and

Impersonal

relations

among

the

member

of

the

organisation.

Interpersonal

relations

are

based

on

positions and not on personalities.

C

Bureaucratic organisation is criticised because of the following reasons: Bureaucratic orgartisation is

a very rigid (adj.

僵硬的，死板的

) type of organisation. Too much emphasis on rules and regulations

which are rigid and inflexible. It does not give importance to human relations. No importance is also

given to informal groups which nowadays play an important role in all business organisations. Yet, too

much

importance

is

given

to

the

technical

qualifications

of

the

employees

for

promotion

and

transfers. Dedication and commitment of the employee is not considered. It is suitable for government

organisations. It is also suitable for organisations where change is very slow. There will be unnecessary

delay in decision-making due to formalities and rules. It is appropriate for static organisations. There is

difficulty in coordination and communication.

Management : A consolidated discipline

D

Herbert Simon, Chester Barnard, and Charles Lindblom are among the first of those recognized as

early

American

public

administrators.

These

men

ushered

in

an

era

during

which

the

field

gained

recognition

as

independent

and

unique,

despite

its

multidisciplinary

nature.

Simon

contributed

theoretical separation to discern management, decisions based upon fact versus those made based on

values. Since one cannot make completely responsible decisions with public resources based solely on

personal

values,

one

must

attempt

to

upon

objectively

determined

facts.

Simon

developed

other

relevant

theories

as

well.

Similar

to

Lindblom’s

subsequently

discussed

critique

of

comprehensive

rationality, Simon also taught that a strictly economic man, one who maximizes returns or values by

making

decisions

based

upon

complete

information

in

unlimited

time,

is

unrealistic.

Instead,

most

public

administrators

use

a

sufficient

amount

of

information

to

make

a

satisfactory

decision:,

they

satisfice.

E

In

decision-making,

Simon

believed

that

agents

face

uncertainty

about

the

future

and

costs

in

acquiring information in the present. These factors limit the extent to which agents can make a fully

rational

decision,

thus

they

possess

only

rationality

and

must

make

decisions

by

behavior,

in

economics,

means

that

individuals

maximizes

his

utility

function

under

the

constraints

they

face

(e.

g.

,

their

budget

constraint,

limited

choices,

.

.

.)

in

pursuit

of

their

self-interest.

F

Chester

Barnard

was

also

one

of

the

watershed

scholars.

Barnard

published

Economy

of

Incentives

(1938),

in

an

attempt

to

explain

individual

participation

in

an

organization.

Barnard

explained

organizations

as

systems

of

exchange.

Low-level

employees

must

have

more

incentive

to

remain with the organization for which they exchange their labor and loyalty. The organization (and

higher level employees) must derive sufficient benefit from its employees to keep them. The net pull

of

the

organization

is

determined

by

material

rewards,

environmental

conditions,

and

other

intangibles like recognition. He gives great importance to persuasion, much more than to economic

incentives. He described four general and four specific incentives including Money and other material

inducements;

Personal

non-material

opportunities

for

distinction;

Desirable

physical

conditions

of

work; Ideal benefactions, such as pride of workmanship etc.

A new humanist era: Rethinking power and management

G

Humanists embrace a dynamicconcept of an employee and management techniques. This requires a

theoretical

shift

away

from

the

idea

that

an

employee

is

a

cog

in

the

industrial

machine.

Rather,

employees are unique individuals with goals, needs, desires, etc.

H

The

humanist

era

ushered

in

other

possible

interpretations

of

such

topics

as

power

and

management.

One

of

the

most

significant

was

Douglas

McGregor’s

X

a

nd

Theory

Y

.

McGregor’s work provided a basis for a

management framework, a structure upon whose rungs the

classic

and

new-aged

management

might

be

hung.

First,

commonly

held

by

early

management

theorists,

Theory

X

begins with

the

assumption

that

humans

possess

an

inherent

aversion

to

work.

Employees must therefore be coerced and controlled if management expects to see results. Further,

lazy humans prefer direction bordering micromanagement whenever possible.

I

Theory Y is much more compatible with the humanist tradition. This begins with the assumption that

work is as natural for humans as rest or play. Further, employees will direct and control themselves as

they

complete

objectives.

Humans

learn

naturally

and

seek

responsibility.

Consequently,

managers

need only to steer employees in a cooperative manner toward goals that serve the organization. There

is room for many to create and share power.

j

The Z-

Organization can be thought of as a complimentary third element to McGregor’s dichotomy.

Zorganizations are a Japanese organizational model. Similar to Theory-Y management, Z organizations

place a large degree of responsibility upon the employees. Further, relatively low-level employees are

entrusted

with

the

freedom

to

be

creative,

around

the

organization

and

become

truly

unique, company-specific employees. However, employees achieve only after

set of objectives and ways of doing business

participatory. Despite the many advantages of this organizational model, there are several draw-backs.

These include the depredation of a large professional distance

—

de-personalization is impossible

in

Z-organizations.

Since,

in

reality,

there

is

high

percentage

of

workers

would

like

work

for

the

financial return than the job objectives. A high level of self- discipline is also necessary.

Questions 14-21

Choose Two appropriate letters and fill in boxes 14-15.

What are the features and advantages for Bureaucratic Management?

A There are equal opportunities coming from little hierarchy of authority among companies.

B employees’ promotion can be much fairer which is based on job duties not on characters

C employees enjoy a greater freedom of duties than their strict right

D Selection and Promotion is based on mastery of new technology.

E These employees can dedicate themselves to the public for stability of a long term job

Choose Two appropriate letters and fill in boxes 16-17.

What are the limitations for the ideas of Bureaucratic Management?

A Commitment of the employee is not taken into consideration enough.

B There is difficulty in decision- making based on formalities and rules.

C Employees are casually oragnised as no importance is given to formal groups.

D There is difficulty in enforcement of rules and regulations

E It is not applicable to dynamic organisations where change is very fast.

Choose Two appropriate letters and fill in boxes 18-19.

What are the aims of management as Douglas McGregor’s work of the “Theory Y

.”

A Employees must be coerced and controlled if management expects to see results.

B Employees has natural tendency for rest or play.

C Humans will not automatically seek responsibility.

D managers may guide employees in a cooperative manner toward objectives

E There is little room for manager to designate or share his power.

Choose Two appropriate letters and fill in boxes 20-21.

What are the limitations for the “Theory Z.”

A decision-making is democratic and participatory

B organization mode has inherent design fault

C not all employee set higher interest in the job than that of wages

D Personalization remains un- eliminated in organizations

E self- discipline is an unnecessary quality

Questions 22-26

Use

the

information

in

the

passage

to

match

the

people(listed

A-E)

with

opinions

or

deeds

below.

Write the

appropriate letters

A-E

in boxes 22-26 on your answer sheet.

NB Some people may match more than one ideas

A Mark weber

B McGregor

C Herbert Simon

D Chester Barnard

E Charles Lindblom

22 Employees like to follow professional, ethical public officials to secure a job.

23 Highly effective can be achieved only after

things

24

Managers

need

to

take

the

employees’

emotional

feeling,

besides

the

material

rewards,

into

incentives

system.

25 Individuals can maximize their self- interest when all the budget and choices are utilised well

26

The

assumption

that

humans

possess

a

natural

dislike

to

work

who

ought

to

be

forced

and

controlled

Passage Two

题目：

Unique golden texitile

答案：待补充

Passage Three

题材：科研

题目：

Memory champions or just a trick

？

近似背景文章仅供参考

：

Memory decoding

Try this memory test: Study each face and compose a vivid image for the person's first

and last

name. Rose

Leo,

for example, could

be a

rosebud and a

lion. Fill

in the

blanks

on the next page. The Examinations School at Oxford University is an austere building

of

oak- paneled

rooms, large

Gothic windows, and

looming

portraits of eminent dukes and

earls.

It

is

where

generations

of

Oxford

students

have

tested

their

memory

on

final

exams,

and

it

is

where,

last

August,

34

contestants

gathered

at

the

World

Memory

Championships

to be examined in an entirely different manner.

A

In

timed

trials,

contestants

were

challenged

to

look

at

and

then

recite

a

two-page

poem,

memorize

rows

of

40-digit

numbers,

recall

the

names

of

110

people

after

looking

at

their

photographs,

and

perform

seven

other

feats

of

extraordinary

retention.

Some

tests

took

just

a

few

minutes;

others

lasted

hours.

In

the

14

years

since

the

World

Memory

Championships

was

founded,

no

one

has

memorized

the

order

of

a

shuffled

deck

of

playing

cards in less than 30 seconds. That nice round number has become the four-minute mile