题目内容

John A. William
2195 Park Avenue
Monroe, LA 72102-3876
(318) 332-8471
Career Objective:
Laboratory Technician
Education:
1985—1989: University of Chicago, Chicago, III. B.Sc.,
majored in Chemistry
Scholastic Average: B plus
Minored in Mathematics, Scholastic Average: B plus
Scholarships:
1985—1987: Half-tuition scholarship
1988—1989: Full-tuition scholarship
Working Experience:
1987—1988 Laboratory Assistant, Chicago Downtown Hospital. Work involved blood, urine analyses; record-keeping. Average 10 hours per week during the school year. Worked full-time during summers of 1988 and 1989.
1988—1989 Clerical Assistant, Chemistry Department, University of Chicago.
RESUME
This is a【46】. The applicant graduated from【47】and majored in【48】. He is going to apply for【49】He worked as【50】during 1987 to 1988.

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[B] Knows that principles are more important than rules.
[C] Possesses a sense of humor.
[D] Communicates facts that are hard to take.
[E] Cares for others and their well-being.
[F] Has integrity and authenticity.
Much has been written about the tasks of leaders and the skills required for leadership. There has been considerable debate about the question of whether leaders are born or made. Likely behind these arguments is the difference between personal characteristics that some people have at birth and skills that one can acquire through education and practice. But the important personal characteristics, while they may seem innate in some people, can be cultivated, and indeed, require cultivation in all of us. For unless they are strengthened through conscious attention and cultivation, they can, for example, easily be forgotten or ignored in the frenzy of activity often associated with leadership. What are some of these characteristics？ One could make many lists, but here are five personal traits that seem especially important. A good leader:
1.
An effective leader is "genuine", internally and externally consistent. A good leader is one of whom it can be said, "What you see is what you get"-- there is never any wonder as to whether the image, the "person" presented to the world, really reflects the person. Such a leader has honesty--he/she says what he/she means, means what he/she says. A good leader has a consistency of purpose, operates out of discernible principles,and "stands for" something worthwhile and detectable. Honesty and reliability require self-reflection, the ability to understand oneself honestly, the capacity to assess one's strengths and weaknesses accurately, and acceptance of one's self.
2.
A good leader takes responsibility seriously but never takes himself seriously. Such a leader can help people relax and get through tough situations in good spirits.
3.
A good leader understands that nothing except a great work of art can be done by one person alone--that something of lasting value is almost always the result of a group effort. But even more than that, a good leader genuinely is concerned with and interested in others. Such concerning means that a good leader is collegial, building a sense of group identity and purpose. A good leader "brings out the best" in each of those who follow, seeks the development and advancement of each member of the group, and delights in each person's growth in ability and of character. A good leader rejoices in the success of group members without announce of jealousy. A good leader is deliberative, involving the group in decisions wherever possible and encourages, supports, and applauds the members of the group.
4.
One of the primary roles of the leader is to inspire hope, even in a difficult situation. This is not the same as being a Pollyanna. We think, for example, of Franklin Roosevelt's "We have nothing to fear but fear itself" or of Desmond Tutu's observation about apartheid in South Africa that since "it is difficult to be optimistic, one must have hope." Such a leader empowers followers, making them believe that they can accomplish worthwhile but very difficult things. He actually creates energy in the group by being active without becoming unrealistic.
5. __
A good leader understands that order is important to a group but that rigidity stultifies and destroys the followers' emotion state. Lasting, empowering order comes more from trust and the development of group norms than from regulations imposed by a leader.
Doubtless, everyone would develop a somewhat different, and in many cases, a longer list of personal characteristics. But a leader who is conscious of such a list, who quest

Thank you for your telephone call inquiring about rooms for a sales training course. There is a conference room available on 23 October, 2006 which holds 40 people.
If this is suitable, please confirm the booking in writing as soon as possible and also tell me how many trainees will attend the course.
&8226;Write a letter:
confirming the date of the booking
telling the manager how many trainees will attend
informing him which conference equipment you will need
asking if your company will receive its usual 10% discount.
&8226;Write 60 - 80 words.
&8226;Write on your Answer Sheet. Do not include any postal addresses.

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A Many business books assume that potential leaders are a blank canvas onto which must be hurled a particular set of habits and characteristics in order to form. the perfect chief executive of the future. Others assume that to become a better boss executives need do no more than ape other corporate high-flyers or draw inspiration from leaders in other walks of life. In this vein, for example, there is the Jack Welch model and the Richard Branson model.
B Military commanders are a favourite—military metaphors still abound in the corporate world—and Napoleon and:Alexander feature frequently. Alexander's record on globalisation, however, is the more appealing in the current business climate. Failure to make it in Moscow and being off shored on St Helena are not to be found on the CVs of potential business leaders of today.
C Rob Goffee and Gareth Jones, two British academics, eschew the notion that effective bosses can be constructed piecemeal. Their implicit message is that bosses are born, or at least made before they delve into books on management. Rather than suggesting that high-quality leaders can be constructed from what they dismiss as an "amalgam of traits", they stress that there are "no universal leadership characteristics". The talent that the pair thinks most Vital is "authenticity".
D After 25 years spent observing well-regarded chief executives and good managers further down the ladder, the authors conclude that authors who are true to characteristics they already possess make the best bosses. Their message to the aspiring high-flyer is "be yourself", have a lot of self-knowledge and be comfortable with who you are. Identikit executives hiding behind the latest management fad, ambitious role players, time-servers and office politicians may manage to creep to the top. However, Messrs Jones and Goffee insist that those they seek to lead will soon find them out. Authenticity cannot be faked, they say, and a little eccentricity won't hurt either. The authors approvingly cite Mr Branson's casual style. and endearing difference from the norm that his followers appreciate.
E Displaying other differences, foibles or even shortcomings, they say, adds to the authenticity, and they give examples of the kinds of differences that bosses should exude. When CEO of Unilever, Niall FitzGerald gave free vent to his Irishness; Franz Humer's passion was on display for all to see at Roche; and the BBC revelled in Greg Dyke's "blokeishness". The authors do concede that there are techniques which can improve leadership. Some characteristics work better than others, so play these up. However, they warn against phoney sincerity, and (perhaps surprisingly) they advocate displays of weakness. Mr Dyke had a notoriously bad temper; Alain Levy of PolyGram could be blunt and emotional. Appear human and your leadership will seem more attractive.
F The authors go on to make some fairly obvious points that the truly authentic and self-aware could probably work out for themselves: be conscious of how well you read situations (and try to get better); conform. (but not too much); get close to your underlings (but not too close); and communicate authentically too. Are you better on e-mail or face-to-face？ They cite Mr Welch's use of experiences from his boyhood in his communiqués as a way of conveying authenticity. They suggest trying a little humour—which is surely not a good idea if you are not authentically funny.
G It is a shame that the British authors offer many more examples from Europe than they do from America. The reader is left wondering whether revealing eccentricities in a land where conformity is more highly prized (and weaknesses where capitalism is reddest in tooth and claw) would meet with less success. Wal-Mart, Microsoft and other hugely successful American companies have been led by rather unexceptional people with little sense of humour.
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