Directions: In this part, you will have 15 minutes to go over the passage quickly and answer the questions on Answer Sheet 1.For questions 1-7, choose the best answer from the four choices marked [ A ], [ B ], [ C ] and [ D ]. For questions 8-10,complete the sentences with the information given in the passage.
Hate Your Job? Here’s How to Reshape It
Once upon a time, if you hated your job, you either quit or bit your lip. These days, a group of researchers is trumpeting a third option: shape your job so ifs more fruitful than futile.
"We often get trapped into thinking about our job as a list of things to do and a list of responsibilities," says Amy Wrzesniewski, an associate professor at the Yale School of Management. "But what if you set aside that mind-set?" If you could adjust what you do, she says, "who would you start talking to, what other tasks would you take on, and who would you work with?"
To make livelihoods more lively, Wrzesniewski and her colleagues Jane Dutton and Justin Berg have developed a methodology they call job-crafting. They’re working with Fortune 500 companies, smaller firms and business schools to change the way Americans think about work. The idea is to make all jobs--even mundane (平凡的) ones---more meaningful by empowering employees to brainstorm and implement subtle but significant workplace adjustments.
Step 1: Rethink Your Job--Creatively
"The default some people wake up to is dragging themselves to work and facing a list of things they have to do," says Wrzesniewski. So in the job-crafting process, the first step is to think about your job holistically. You first analyze how much
time, energy and attention you devote to your various tasks. Then you reflect on that allocation( 分配). See I0 perfect jobs for the recession--and after.
Take, for example, a maintenance technician at Burt’s Bees, which makes personal-care products. He was interested in process engineering, though that wasn’t part of his job description. To alter the scope of his day-to-day activities, the technician asked a supervisor if he could spend some time studying an idea he had for making the firm’s manufacturing procedures more energy-efficient. His ideas proved helpful, and now process engineering is part of the scope of his work.
Barbara Fredrickson, author of Positivity and a professor of psychology at the University of North Carolina at Chapel
Hill, says it’s crucial for people to pay attention to their workday emotions. "Doing so," she says, "will help you discover which aspects of your work are most life-giving-and most life-draining."
Many of us get stuck in ruts (慣例 ). Berg, a Ph.D. student at the Wharton School at the University of Pennsylvania who helped develop the job-crafting methodology, says we all benefit from periodically rethinking what we do. "Even in the most
constraining jobs, people have a certain amount of wiggle room," he says. "Small changes can have a real impact on life at work."
Step 2: Diagram Your Day
To lay the groundwork for change, job-crafting participants assemble diagrams detailing their workday activities. The first objective is to develop new insights about what you actually do at work. Then you can dream up fresh ways to integrate what the job-crafting exercise calls your "strengths, motives and passions" into your daily routine. You convert task lists into flexible building blocks. The end result is an "after" diagram that can serve as a map for specific changes.
lna Lockau-Vogel, a management consultant who participated in a recent job-crafting workshop, says the exercise helped her adjust her priorities. "Before, 1 would spend so much time reacting to requests and focusing on urgent tasks that I never
had time to address the real important issues." As part of the job-crafting process, she decided on a strategy for delegating and outsourcing (外包) more of her administrative responsibilities.
In contrast to business books that counsel, managers to influence workers through incentives, job-crafting focuses on what employees themselves can do to re-envision and adjust what they do every day. Given that according to the Bureau of Labor
Statistics, it now takes the average job seeker more than six months to find a new position, it’s crucial to make the most of the job you’ve got.
Step 3: Identify Job Loves and Hates
By reorienting (使適應(yīng) ) how you think about your job, you free yourself up for new ideas about how to restructure your workday time and energy. Take an IT worker who hates dealing with technologically incompetent callers. He might enjoy
teaching more than customer service. By spending more time instructing colleagues--and treating help-line callers as curious students of tech--the disgruntled IT person can make the most of his 9-to-5 position.
Dutton, a professor at the University of Michigan’s Ross School of Business, says she has seen local auto-industry workers benefit from the job-crafting process. "They come in looking worn down, but after spending two hours on this exercise, they come away thinking about three or four things they can do differently."
"They start to recognize they have more control over their work than they realized," says Dutton, who parmered with Wrzesniewski on the original job-crafting research.
Step 4: Put Your Ideas into Action To conclude the job-crafting process, participants list specific follow-up steps: Many plan a one-0n-one meeting with a supervisor to propose new project ideas. Others connect with colleagues to talk about trading certain tasks. Berg says as long as their goals are met, many managers are happy to let employees adjust how they work.
Job-crafting isn’t about revenue, per se, but juicing up ( 活躍 ) employee engagement may end up beefing up the bottom line. Amid salary, job and benefit cuts, more and more workers are disgruntled. Surveys show that more than 50% aren’t happy
with what they do. Dutton, Berg and Wrzesniewski argue that emphasizing enjoyment can boost efficiency by lowering turnover rates and jacking up productivity. Job-crafting won’t rid you of a lousy boss or a subpar salary, but it does offer some remedies for job dissatisfaction. If you can’t ditch or switch a job, at least make it more likable.
注意：此部分試題請(qǐng)?jiān)诖痤}卡1上 作答；8-10題在答題卡1上。
1. A long time ago when a person hated his/her job, what would he/she do?
[A] Resign or bear it.
[B] Argue with the boss.
[C] Do it well or quit.
[D] Complain every day.
2. What does Amy Wrzesniewski think about job?
[A] It’s a list of things to do.
[B] It could be adjusted.
[C] It’s a list of responsibilities.
[D] It’s about talking with others.
3. What’s your first thing to do in the job-crafting process?
[A] To think about your job wholly.
[B] To analyze your energy and attention.
[C] To analyze how much time you spend.
[D] To think about what to do.
4. The idea of a maintenance technician at Burt’s Bees turned out to be
[A] part of his job description
[B] helpful and energy-efficient
[C] useless to the supervisor
[D] life-draining
5. What’s Berg’s suggestion about work?
[A] To get stuck in ruts.
[B] To pay attention to the emotions.
[C] To rethink and make small changes.
[D] To take the most constraining jobs.
6. According to Ina Lockau-Vogel, what’s the benefit from job-crafting?
[A] It helps her use her administrative responsibilities.
[B] It helps her adjust her time to do what she wants.
[C] It helps her make decisions about company strategy.
[D] It helps her set priorities properly.
7. According to the Bureau of Labor Statistics, what’s the situation in job market?
[A] It is difficult to find a job.
[B] It’s easy to find a new position.
[C] Job-crafting helps you find a job.
[D] Outsourcing jobs are very hot.
8. Dutton has seen that local auto-industry workers profit from__________
9. According to Berg, if the job-crafting process is successful, the supervisors are willing to let employees __________hat to do.
10. If you can’t quit your job, using job-crafting may at least offer__________ for job dissatisfaction.
文章精要
日常生活中，人們往往認(rèn)為工作是一些不得不做的任務(wù)、不得不承擔(dān)的責(zé)任。以前，當(dāng)人們討厭他們的工作時(shí)，通常會(huì)辭職或掩飾不滿。而耶魯大學(xué)管理學(xué)院的副教授Amy Wrzesniewski及其同事卻提出了一個(gè)新的理念：雕琢工作(job—crafting)。文章通過(guò)舉例子，講述了如何運(yùn)用這種方法來(lái)改變?nèi)藗儗?duì)工作的看法，使工作更討人喜歡。
1．A根據(jù)題干信息溺hated和job定位到文章首句：從前，如果你討厭你的工作，要么辭職，要么掩飾自己的不滿，bite one’s lip意為“努力掩飾某人的怒火或不滿”。選項(xiàng)A(辭職或忍耐)，選項(xiàng)B(與老板吵架)，選項(xiàng)C(要么干好要么辭職)，選項(xiàng)D(每天抱怨)，只有選項(xiàng)A最合適。
2．B根據(jù)題于信息詞Amy Wrzesniewski和job定位到文章第二段，即：我們經(jīng)常會(huì)陷入這種思維定勢(shì)，認(rèn)為我們的工作就是一系列要做的事情和一系列責(zé)任，但是，如果你換一種心態(tài)呢?如果做些什么可以調(diào)整這種心態(tài)呢?也就是說(shuō)Amy Wrzesniewski認(rèn)為工作是可以調(diào)整的，故選B。選項(xiàng)A、C是人們通常的想法，不是Amy Wrzesniewski的想法，排除。工作也不僅僅是跟人談話，所以選項(xiàng)D也不對(duì)。
3．A根據(jù)題于信息詞first和in the job-crafting process定位到第一個(gè)小標(biāo)題下的首段第二句：在job-crafting的過(guò)程中，首先就是要整體考慮你的工作，故選A。holistically意為“整體地，全盤(pán)地”。原文的意思是先整體考慮，然后是具體分析時(shí)間、能量、注意力如何分配到不同的任務(wù)中，故排除B、C、D。
4．B根據(jù)題干信息詞At Burt’s Bees和maintenance technician定位到第一個(gè)小標(biāo)題F的第二段：在Burt’s Bees的一個(gè)技術(shù)人員，對(duì)程序工程感興趣，雖然這不屬于他的職責(zé)范疇，但為了改變他日常工作的范圍，他爭(zhēng)取到一些時(shí)間研究出一個(gè)點(diǎn)子使公司的生產(chǎn)過(guò)程更節(jié)能，最后，他成功r。結(jié)合選項(xiàng)可知，本題選B。
5．C根據(jù)題干信息詞Berg定位到第一個(gè)小標(biāo)題下最后一段。Berg說(shuō)道：階段性的反思會(huì)讓我們收益?即便是限制的工作也有改動(dòng)的余地，一些小改變對(duì)工作狀態(tài)會(huì)有實(shí)實(shí)在在的影響。故本題選C。get stuck in ruts并不是Berg的建議，關(guān)注情緒是Barbara Fredrickson的觀點(diǎn)，the most constraining jobs只是Berg舉的一個(gè)例子，A、B、D均排除。
6．D根據(jù)題干信息詞job-crafting和Ina Lockau—Vogel定位到文章第二個(gè)小標(biāo)題下的第二段：Ina提到，她參加了一個(gè)job—crafting研討會(huì)，在那的訓(xùn)練幫助她調(diào)整事情的優(yōu)先級(jí)別，priority意為“優(yōu)先，優(yōu)先權(quán)”，故選D。選項(xiàng)A(幫助她行使行政職責(zé))、選項(xiàng)B(幫助她調(diào)整做想做之事的時(shí)間)、選項(xiàng)C(幫助她制定公司戰(zhàn)略的決定)文中均未提及，排除。
7．A根據(jù)題干信息詞the Bureau of Labor Statistics定位到文章第二個(gè)標(biāo)題下的第三段末句：根據(jù)勞動(dòng)統(tǒng)計(jì)局的數(shù)據(jù)，現(xiàn)在找一個(gè)新工作平均需要6個(gè)月，限度去做好你現(xiàn)在的工作是至關(guān)重要的，由此可知本題選A。文中并未提及雕琢工作能幫助人們找到新工作，故排除選項(xiàng)B。
8．the job-crafting process。根據(jù)題干信息詞Dutton和local auto-industry workers定位到文章第三個(gè)小標(biāo)題下的第二段：Dutton說(shuō)她已經(jīng)看到當(dāng)?shù)仄?chē)行業(yè)的工作者受益于job—crafting的過(guò)程，故填the job-crafting process。
9．a(chǎn)djust。根據(jù)題干信息詞the job—crafting process和employees定位到文章第四個(gè)小標(biāo)題下的第一段末句：Berg說(shuō)，一旦他們的目標(biāo)實(shí)現(xiàn)，許多管理者都樂(lè)意讓他們的員工安排他們?cè)鯓庸ぷ?，題干中的be willing to意為“愿意，樂(lè)意”，與be happy to同義，故填adjust。
10．some remedies。根據(jù)題于信息詞quit，at least和for job dissatisfaction定位到文章末段最后兩句：job-crafting不會(huì)使你擺脫糟糕的老板或低廉的薪水，但是它可以為你對(duì)工作的不滿提供補(bǔ)救。如果你不能丟棄或換掉工作，至少可以讓工作更討人喜歡，由此可知應(yīng)填some remedies。
Hate Your Job? Here’s How to Reshape It
Once upon a time, if you hated your job, you either quit or bit your lip. These days, a group of researchers is trumpeting a third option: shape your job so ifs more fruitful than futile.
"We often get trapped into thinking about our job as a list of things to do and a list of responsibilities," says Amy Wrzesniewski, an associate professor at the Yale School of Management. "But what if you set aside that mind-set?" If you could adjust what you do, she says, "who would you start talking to, what other tasks would you take on, and who would you work with?"
To make livelihoods more lively, Wrzesniewski and her colleagues Jane Dutton and Justin Berg have developed a methodology they call job-crafting. They’re working with Fortune 500 companies, smaller firms and business schools to change the way Americans think about work. The idea is to make all jobs--even mundane (平凡的) ones---more meaningful by empowering employees to brainstorm and implement subtle but significant workplace adjustments.
Step 1: Rethink Your Job--Creatively
"The default some people wake up to is dragging themselves to work and facing a list of things they have to do," says Wrzesniewski. So in the job-crafting process, the first step is to think about your job holistically. You first analyze how much
time, energy and attention you devote to your various tasks. Then you reflect on that allocation( 分配). See I0 perfect jobs for the recession--and after.
Take, for example, a maintenance technician at Burt’s Bees, which makes personal-care products. He was interested in process engineering, though that wasn’t part of his job description. To alter the scope of his day-to-day activities, the technician asked a supervisor if he could spend some time studying an idea he had for making the firm’s manufacturing procedures more energy-efficient. His ideas proved helpful, and now process engineering is part of the scope of his work.
Barbara Fredrickson, author of Positivity and a professor of psychology at the University of North Carolina at Chapel
Hill, says it’s crucial for people to pay attention to their workday emotions. "Doing so," she says, "will help you discover which aspects of your work are most life-giving-and most life-draining."
Many of us get stuck in ruts (慣例 ). Berg, a Ph.D. student at the Wharton School at the University of Pennsylvania who helped develop the job-crafting methodology, says we all benefit from periodically rethinking what we do. "Even in the most
constraining jobs, people have a certain amount of wiggle room," he says. "Small changes can have a real impact on life at work."
Step 2: Diagram Your Day
To lay the groundwork for change, job-crafting participants assemble diagrams detailing their workday activities. The first objective is to develop new insights about what you actually do at work. Then you can dream up fresh ways to integrate what the job-crafting exercise calls your "strengths, motives and passions" into your daily routine. You convert task lists into flexible building blocks. The end result is an "after" diagram that can serve as a map for specific changes.
lna Lockau-Vogel, a management consultant who participated in a recent job-crafting workshop, says the exercise helped her adjust her priorities. "Before, 1 would spend so much time reacting to requests and focusing on urgent tasks that I never
had time to address the real important issues." As part of the job-crafting process, she decided on a strategy for delegating and outsourcing (外包) more of her administrative responsibilities.
In contrast to business books that counsel, managers to influence workers through incentives, job-crafting focuses on what employees themselves can do to re-envision and adjust what they do every day. Given that according to the Bureau of Labor
Statistics, it now takes the average job seeker more than six months to find a new position, it’s crucial to make the most of the job you’ve got.
Step 3: Identify Job Loves and Hates
By reorienting (使適應(yīng) ) how you think about your job, you free yourself up for new ideas about how to restructure your workday time and energy. Take an IT worker who hates dealing with technologically incompetent callers. He might enjoy
teaching more than customer service. By spending more time instructing colleagues--and treating help-line callers as curious students of tech--the disgruntled IT person can make the most of his 9-to-5 position.
Dutton, a professor at the University of Michigan’s Ross School of Business, says she has seen local auto-industry workers benefit from the job-crafting process. "They come in looking worn down, but after spending two hours on this exercise, they come away thinking about three or four things they can do differently."
"They start to recognize they have more control over their work than they realized," says Dutton, who parmered with Wrzesniewski on the original job-crafting research.
Step 4: Put Your Ideas into Action To conclude the job-crafting process, participants list specific follow-up steps: Many plan a one-0n-one meeting with a supervisor to propose new project ideas. Others connect with colleagues to talk about trading certain tasks. Berg says as long as their goals are met, many managers are happy to let employees adjust how they work.
Job-crafting isn’t about revenue, per se, but juicing up ( 活躍 ) employee engagement may end up beefing up the bottom line. Amid salary, job and benefit cuts, more and more workers are disgruntled. Surveys show that more than 50% aren’t happy
with what they do. Dutton, Berg and Wrzesniewski argue that emphasizing enjoyment can boost efficiency by lowering turnover rates and jacking up productivity. Job-crafting won’t rid you of a lousy boss or a subpar salary, but it does offer some remedies for job dissatisfaction. If you can’t ditch or switch a job, at least make it more likable.
注意：此部分試題請(qǐng)?jiān)诖痤}卡1上 作答；8-10題在答題卡1上。
1. A long time ago when a person hated his/her job, what would he/she do?
[A] Resign or bear it.
[B] Argue with the boss.
[C] Do it well or quit.
[D] Complain every day.
2. What does Amy Wrzesniewski think about job?
[A] It’s a list of things to do.
[B] It could be adjusted.
[C] It’s a list of responsibilities.
[D] It’s about talking with others.
3. What’s your first thing to do in the job-crafting process?
[A] To think about your job wholly.
[B] To analyze your energy and attention.
[C] To analyze how much time you spend.
[D] To think about what to do.
4. The idea of a maintenance technician at Burt’s Bees turned out to be
[A] part of his job description
[B] helpful and energy-efficient
[C] useless to the supervisor
[D] life-draining
5. What’s Berg’s suggestion about work?
[A] To get stuck in ruts.
[B] To pay attention to the emotions.
[C] To rethink and make small changes.
[D] To take the most constraining jobs.
6. According to Ina Lockau-Vogel, what’s the benefit from job-crafting?
[A] It helps her use her administrative responsibilities.
[B] It helps her adjust her time to do what she wants.
[C] It helps her make decisions about company strategy.
[D] It helps her set priorities properly.
7. According to the Bureau of Labor Statistics, what’s the situation in job market?
[A] It is difficult to find a job.
[B] It’s easy to find a new position.
[C] Job-crafting helps you find a job.
[D] Outsourcing jobs are very hot.
8. Dutton has seen that local auto-industry workers profit from__________
9. According to Berg, if the job-crafting process is successful, the supervisors are willing to let employees __________hat to do.
10. If you can’t quit your job, using job-crafting may at least offer__________ for job dissatisfaction.
文章精要
日常生活中，人們往往認(rèn)為工作是一些不得不做的任務(wù)、不得不承擔(dān)的責(zé)任。以前，當(dāng)人們討厭他們的工作時(shí)，通常會(huì)辭職或掩飾不滿。而耶魯大學(xué)管理學(xué)院的副教授Amy Wrzesniewski及其同事卻提出了一個(gè)新的理念：雕琢工作(job—crafting)。文章通過(guò)舉例子，講述了如何運(yùn)用這種方法來(lái)改變?nèi)藗儗?duì)工作的看法，使工作更討人喜歡。
1．A根據(jù)題干信息溺hated和job定位到文章首句：從前，如果你討厭你的工作，要么辭職，要么掩飾自己的不滿，bite one’s lip意為“努力掩飾某人的怒火或不滿”。選項(xiàng)A(辭職或忍耐)，選項(xiàng)B(與老板吵架)，選項(xiàng)C(要么干好要么辭職)，選項(xiàng)D(每天抱怨)，只有選項(xiàng)A最合適。
2．B根據(jù)題于信息詞Amy Wrzesniewski和job定位到文章第二段，即：我們經(jīng)常會(huì)陷入這種思維定勢(shì)，認(rèn)為我們的工作就是一系列要做的事情和一系列責(zé)任，但是，如果你換一種心態(tài)呢?如果做些什么可以調(diào)整這種心態(tài)呢?也就是說(shuō)Amy Wrzesniewski認(rèn)為工作是可以調(diào)整的，故選B。選項(xiàng)A、C是人們通常的想法，不是Amy Wrzesniewski的想法，排除。工作也不僅僅是跟人談話，所以選項(xiàng)D也不對(duì)。
3．A根據(jù)題于信息詞first和in the job-crafting process定位到第一個(gè)小標(biāo)題下的首段第二句：在job-crafting的過(guò)程中，首先就是要整體考慮你的工作，故選A。holistically意為“整體地，全盤(pán)地”。原文的意思是先整體考慮，然后是具體分析時(shí)間、能量、注意力如何分配到不同的任務(wù)中，故排除B、C、D。
4．B根據(jù)題干信息詞At Burt’s Bees和maintenance technician定位到第一個(gè)小標(biāo)題F的第二段：在Burt’s Bees的一個(gè)技術(shù)人員，對(duì)程序工程感興趣，雖然這不屬于他的職責(zé)范疇，但為了改變他日常工作的范圍，他爭(zhēng)取到一些時(shí)間研究出一個(gè)點(diǎn)子使公司的生產(chǎn)過(guò)程更節(jié)能，最后，他成功r。結(jié)合選項(xiàng)可知，本題選B。
5．C根據(jù)題干信息詞Berg定位到第一個(gè)小標(biāo)題下最后一段。Berg說(shuō)道：階段性的反思會(huì)讓我們收益?即便是限制的工作也有改動(dòng)的余地，一些小改變對(duì)工作狀態(tài)會(huì)有實(shí)實(shí)在在的影響。故本題選C。get stuck in ruts并不是Berg的建議，關(guān)注情緒是Barbara Fredrickson的觀點(diǎn)，the most constraining jobs只是Berg舉的一個(gè)例子，A、B、D均排除。
6．D根據(jù)題干信息詞job-crafting和Ina Lockau—Vogel定位到文章第二個(gè)小標(biāo)題下的第二段：Ina提到，她參加了一個(gè)job—crafting研討會(huì)，在那的訓(xùn)練幫助她調(diào)整事情的優(yōu)先級(jí)別，priority意為“優(yōu)先，優(yōu)先權(quán)”，故選D。選項(xiàng)A(幫助她行使行政職責(zé))、選項(xiàng)B(幫助她調(diào)整做想做之事的時(shí)間)、選項(xiàng)C(幫助她制定公司戰(zhàn)略的決定)文中均未提及，排除。
7．A根據(jù)題干信息詞the Bureau of Labor Statistics定位到文章第二個(gè)標(biāo)題下的第三段末句：根據(jù)勞動(dòng)統(tǒng)計(jì)局的數(shù)據(jù)，現(xiàn)在找一個(gè)新工作平均需要6個(gè)月，限度去做好你現(xiàn)在的工作是至關(guān)重要的，由此可知本題選A。文中并未提及雕琢工作能幫助人們找到新工作，故排除選項(xiàng)B。
8．the job-crafting process。根據(jù)題干信息詞Dutton和local auto-industry workers定位到文章第三個(gè)小標(biāo)題下的第二段：Dutton說(shuō)她已經(jīng)看到當(dāng)?shù)仄?chē)行業(yè)的工作者受益于job—crafting的過(guò)程，故填the job-crafting process。
9．a(chǎn)djust。根據(jù)題干信息詞the job—crafting process和employees定位到文章第四個(gè)小標(biāo)題下的第一段末句：Berg說(shuō)，一旦他們的目標(biāo)實(shí)現(xiàn)，許多管理者都樂(lè)意讓他們的員工安排他們?cè)鯓庸ぷ?，題干中的be willing to意為“愿意，樂(lè)意”，與be happy to同義，故填adjust。
10．some remedies。根據(jù)題于信息詞quit，at least和for job dissatisfaction定位到文章末段最后兩句：job-crafting不會(huì)使你擺脫糟糕的老板或低廉的薪水，但是它可以為你對(duì)工作的不滿提供補(bǔ)救。如果你不能丟棄或換掉工作，至少可以讓工作更討人喜歡，由此可知應(yīng)填some remedies。