东北大学《大学英语》课件-第1章.pdf

College English TestBand IIIPart I Fast Reading(10 questions,10 points)Directions:In this section,you are going to read a passage with ten statements attachedto it.Each statement contains information given in one of the paragraphs.Identifythe paragraph from which the information is derived.You may choose a paragraphmore than once.Each paragraph is marked with a letter.Answer the questions bymarking the corresponding letter on Answer Sheet 2（答题纸）（答题纸）.注：快速阅读之信息匹配答案写在答题纸上。注：快速阅读之信息匹配答案写在答题纸上。Getting Things Done:the Art of Stress-free ProductivityA)A paradox has emerged in this new millennium:people have defined“work,”in itsmost universal sense,as meaning anything that they want,or anything that involveschanging their current situation.Though some people still distinguish between“work”and“personal life”,I dont;I too have adjusted my idea of work and made it morecomprehensive.For example,to me,weeding the garden or updating my will is just asmuch“work”as writing a book or coaching a client.As a result of these new attitudestoward work,people may have an enhanced quality of life,but at the same time theyare adding to their stress levels by taking on more than they can handle.It is as thoughtheir eyes were bigger than their stomachs.And most people are to some degreefrustrated and confused about how to improve the situation.B)A major factor in the mounting stress level is that the actual nature of our jobs haschanged much more dramatically and rapidly than has our training for and our abilityto deal with work.In just the last half of the twentieth century,what constituted“work”in the industrialized world was transformed from assembly line,make-it andmove-it kinds of activity to what has been termed“knowledge work.”C)In the old days,work was self-evident.Fields had to be plowed,machines tooled,boxes packed,and cows milked.You knew what work had to be done you couldsee it.It was clear when the work was finished,or not finished.Now,for many of us,there are no edges to most of our projects.Most people I know have at least half adozen things they are trying to achieve right now,and even if they had the rest of theirlives to try,they would not be able to finish these to perfection.Almost every projectcould be done better.You are probably faced with the same dilemma.How good could1Bthat conference potentially be?How effective could the training program be?Howinspiring is the essay you are writing?How motivating the staff meeting?Howfunctional the reorganization?And a last question:How much available data could berelevant to doing those projects“better”?The answer is,an infinite amount,easilyaccessible,or at least potentially so,through the Web.D)On another front,the lack of edges can create more work for everyone.Many oftodays organizational outcomes require cross-divisional communication,cooperation,and engagement.Our individual office silos are crumbling,and with them the luxuryof not having to read copied e-mails from the marketing department,human resources,or some ad hoc,deal-with-a-certain-issue committee.E)The disintegrating edges of our projects and our work in general would be challengingenough for anyone.But now we must add to that equation the constantly shiftingdefinition of our jobs.I often ask in my seminars,“Which of you are doing only whatyou were hired to do?”Seldom do I get a raised hand.As vague as edgeless work maybe,if you had the chance to stick with some specifically described job long enough,you would probably figure out what you needed to do how much,at what level to stay sane.But few have that luxury anymore for two reasons:We can never reallybe prepared for that which is wholly new.We have to adjust ourselves,and everyradical adjustment is a crisis in self-esteem:we undergo a test,and we have to proveourselves.One needs to subordinate self-confidence to face drastic change withoutfear and trepidation.F)The traditional approaches to time management and personal organization were usefulin their time.They provided helpful reference points for a workforce that was justemerging from an industrial assembly-line modality into a new kind of work thatincluded choices about what to do and judgment about when to do it.When“time”itself turned into a work factor,personal calendars became a key work tool.G)Along with flexible time also came the need to make good choices about what to do.“ABC”priority codes and daily“to-do”lists were key techniques that peopledeveloped to help them sort through their choices in some meaningful way.If you hadthe freedom to decide what to do,you also had the responsibility to make goodchoices,given your“priorities.”What you have probably discovered,at least at somelevel,is that a calendar,though important,can really effectively manage only a smallportion of what you need to organize.And daily to-do lists and simplified prioritycoding have proven inadequate to deal with the volume and variable nature of the2average professionals workload.More and more peoples jobs are made up o