[单项选择]Much of many managers’ time is taken up with meetings. There are meetings with colleagues to agree a course of action. There are meetings with superiors to report and to discuss future policies. There are meetings with subordinates. Many would say that there are far too many meetings; some would be even less polite. There can, however, be no doubt that meetings are part of every manager’s life. He should therefore know how to cope with them. He should know the techniques of communication in meetings. He should know how to use these techniques to his own advantage.
It is sometimes suggested that when a manager can’t think what to do, he holds a meeting. But meetings in themselves are not an end product, no matter what some may think. They are merely one of many means of management communication. It may well be that a problem can be solved by a one-to-one discussion, face-to-face, or even by telephone. If the need can be met without a meeting, so be it.
Let us therefore define
A. Two.
B. Three.
C. Four.
D. Fiv

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[单项选择]Much of many managers’ time is taken up with meetings. There are meetings with colleagues to agree a course of action. There are meetings with superiors to report and to discuss future policies. There are meetings with subordinates. Many would say that there are far too many meetings; some would be even less polite. There can, however, be no doubt that meetings are part of every manager’s life. He should therefore know how to cope with them. He should know the techniques of communication in meetings. He should know how to use these techniques to his own advantage.
It is sometimes suggested that when a manager can’t think what to do, he holds a meeting. But meetings in themselves are not an end product, no matter what some may think. They are merely one of many means of management communication. It may well be that a problem can be solved by a one-to-one discussion, face-to-face, or even by telephone. If the need can be met without a meeting, so be it.
Let us therefore define
A. a meeting is to be held when the manager does not know what to do
B. managers are not often required to attend meetings
C. holding a meeting is an end itself
D. a meeting is intended to be a controlled discussion with a definite purpose

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[单项选择]
Passage 1

Much of many managers’ time is taken up with meetings. There are meetings with colleagues to agree a course of action. There are meetings with superiors to report and to discuss future policies. There are meetings with subordinates. Many would say that there are far too many meetings; some would be even less polite. There can, however, be no doubt that meetings are part of every manager’s life. He should therefore know how to cope with them. He should know the techniques of communication in meetings. He should know how to use these techniques to his own advantage.
It is sometimes suggested that when a manager can’t think what to do, he holds a meeting. But meetings in themselves are not an end product, no matter what some may think. They are merely one of many means of management communication. It may well be that a problem ca
A. Two.
B. Three.
C. Four.
D. Five.

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[单项选择]

Managers spend a great deal of their time in meetings. According to Henry Mintzbery, in his book, The Nature of Managerial Work, managers in large organizations spend only 22 per cent of their time on meetings. So what are the managers doing in those meetings
There have conventionally been two answers. The first is the academic version: Managers are coordinating and controlling, making decisions, solving problems and planning. This interpretation has been largely discredited because it ignores the social and political forces at work in meetings.
The second version claims that meetings provide little more than strategic sites for corporate gladiators to perform before the organizational emperors. This perspective is far more attractive, and has given rise to a large, and often humorous, body of literature on gamesmanship and posturing in meetings.
It is, of course, true that meeting rooms serve as shop windows for managerial talent, but this is far from the
A. They can show off their talent.
B. They make them feel they belong to a team.
C. They are a welcome break from daily routine.
D. They are a useful alibi for inaction.

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