The more women and minorities make their way into the ranks of management, the more they seem to want to talk about things formerly judged to be best left unsaid. The newcomers also tend to see office matters with a fresh eye, in the process sometimes coming up with critical analyses of the forces that shape everyone’s experience in the organization.
Consider the novel views of Harvey Coleman of Atlanta on the subject of getting ahead. Coleman is black. He spent 11 years with IBM, half of them working in management department, and now serves as a consultant to the likes of AT&T, Coca Cola, Prudential, and Merch. Coleman says that based on what he’s seen at big companies, he weighs the different elements that make for long term career success as follows: performance counts a mere 10%, image, 30%; and exposure, a full 60%.
Coleman concludes that excellent job performance is so common these days that while doing your work well may win you pay increase
A. criticisms that shape everyone's experience
B. the opinions, which contradict the established beliefs
C. the tendencies that help the newcomers to see office matters with a fresh eye
D. the ideas, which usually come up with new ways of management in the organization
The more women and minorities make their way into the ranks of management, the more they seem to want to talk about things formerly judged to be best left unsaid. The newcomers also tend to see office matters with a fresh eye, in the process sometimes coming up with critical analyses of the forces that shape everyone’s experience in the organization.
Consider the novel views of Harvey Coleman of Atlanta on the subject of getting ahead. Coleman is black. He spent 11 years with IBM, half of them working in management department, and now serves as a consultant to the likes of AT&T, Coca Cola, Prudential, and Merch. Coleman says that based on what he’s seen at big companies, he weighs the different elements that make for long term career success as follows: performance counts a mere 10%, image, 30%; and exposure, a full 60%.
Coleman concludes that excellent job performance is so common these days that while doing your work well may win you pay increase
A. criticisms that shape everyone's experience
B. the opinions, which contradict the established beliefs
C. the tendencies that help the newcomers to see office matters with a fresh eye
D. the ideas, which usually come up with new ways of management in the organization
Text 2
The more women and minorities make their way into the ranks of management, the more they seem to want to talk a bout things formerly judged to be best left unsaid. The newcomers also tend to see office matters with a fresh eye, in the process sometimes coming up with critical analyses of the forces that shape everyone’ s experience in the organization.
Consider the novel views of Harvey Coleman of Atlanta on the subject of getting ahead.
Coleman is black. He spent 11 years with IBM, half of them working in management department, and now serves as a consultant to the likes of AT & T, Coca Cola, Prudential, and Merch. Coleman says that based on what he’s seen at big companies, he weighs the different elements that make for long term career success as follows: performance counts a mere 10%; image 30%; and exposure, a full 60%.
Coleman concludes that excellent job performance is so common these days that while doing your w
A. show off
B. be very modest
C. not show themselves
D. to debase themselves
Text 1
The more women and minorities make their way into the ranks of management, the more they seem to want to talk about things formerly judged to be best left unsaid. The newcomers also tend to see office matters with a fresh eye, in the process sometimes coming up with critical analyses of the forces that shape everyone’s experience in the organization.
Consider the novel view of ’Harvey Coleman of Atlanta on the subject of getting ahead. Coleman is black. He spent 11 years with IBM, half of them working in management development, and now serves as a consultant to the likes of AT&T, Coca-Cola, and Merth. Coleman says that based on what he’s seen at big companies, he weighs the different elements that make for long-term career success as follows: performance counts a mere 10%, image, 30%, and exposure, a full 60%. Coleman concludes that excellent performance is so common these days that while doing your work well may win you pay inc
A. know that someone in authority will reach down and give them a promotion
B. want to give people the impression that they work under false beliefs
C. don't want people to think that their promotions were due to sex or color
D. believe they can get promoted by reason of their sex or color
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