Changemanagementha*alwaysbeenanissueo（debateamongstscholars：
howcaremployerscreatesuitableconditionsforasuccessfulchangeprocess?
Andwhatcaremployeesdotogetthroughit?
Tipsfordealingvtithchangeinlheuorkplace.
•Makeyourselfawarethatchangehappens：
ithappensinpersona）life,ithappensinyourprofessionallife.Youcannotliveinthepast,sodenyingthatchangecouldoccuronlymakesthingsmorecomplicatedforyou.
•Stayalertintheworkplacesknowwhatishappeningaroundyou.Whenyoucomeacrosscluesthathintchangeisontheway•acknowledgethem!
•Maintainopencommunicationchannels：
Don'tlaybackandexpectthingstopassyoubysmoothly.Youneedtogetacquaintedwiththeoccurringchanges.Seekmoredetailsfromyourmnnngefnentandpeersloformanaccurateunderstandingofthematter.Betransparentandhonestaboutyourfe/irs：
dealingwiththeunknownisoftenresentedanddaunting.Makethepictureascleara、youcan.
•Assessyourself：
Changeisatimewhenone'sconfidenceabout□ne,sskillsandcapabilitiesgetsshaky.Recognizeyourstrengthsandwhereyoucouldbringthemintoplay.Atthesametime,stayawareofyourdevelopmentalareasandworkonimprovingthose.
•Don'tbestiff：
Ilwillmakethechangeprocessmuchharderifyouarerigid.Beflexibleenoughtolookatthedifferentanglesofthechangeandseewhereyoucouldapplyyour"existing"skillsandknowledge*andwhatnewsskillsyouneedtoacquire.
•Stayoptimistic：
Keepapositiveattitudeanddon'tletyourselfdrowninuncertainty.InvolveyourselfinthenewproceMilocateyourselfproperlyinthenewscenario.Adjust•
“Youcan?
tgettothetopofEverestbyjumpingupthemountain.Yougettothemountaintopbytakingincrementalsteps.Stepbystep,yougettothegoaf*,saysRobinSharma,oneoftheworld'smost-sought-afterleadershipandpersonalsuccessexperts.
21.Enterprisescarryoutdownsizing,reorganizingandcuningcostsinorder
to.
A.cutdownonthenumberofworkers
B.reshuffletheorganization
C.survive
22.“Noindustryisexempt"means・
A.Noindustryisanexception
B.Noindustryisanexample
C.Noteveryindustrycanbeexempted
23.ThefollowingquestionsareoftendiscussedamongscholarsEXCEPT・
A.Howcanbossescreatefavorableconditionsforchange
B.Howcanproductivitybeincreased
C.Whatcanworkersdotogetthroughchange
24.Howmanysuggestionsdoestheauthorputforward?
A.4B.5
C.6
25.Fromthepassage,weknowthatRobinSharmais.
A.anexpertonleadership♦andpersonalsuccess
B.agreatleader
C.someonewholikestoplaythegameofHideandSeek
26—30题：
请根据短文内容判断给岀的语句是否正确，正确的写“T・，错误的写“F”，并将答案写在答题纸上。
Nokiaexecutivesattemptedtoexplainitsfallfromthetopofthesmartphonepyramidwiththreefactors：
1）thatNokiawastechnicallyinferiortoApple,2）thatthecompanywascomplacentand3）thatitsleadersdidn'tseethedisruptiveiPhonecoming.
Ithasalsobeenarguedthatitwasnoneoltheabove.Nokialostthesmartphonebattlebecauseofdivergentshared（earsamongthecompany^middleandtopmanagerswhichledtocompany-wideinertiathatlekitpowerlesstorespondtoApple'sgame.
Basedonthefindingsofanin-depthinvestigationand76interviewswithtopandmiddlemanagers,engineersandexternalexperts,theresearchersdiscoveredacultureoffearduetotemperamenlalleadersandthatfrightenedmiddlemanagerswerescaredoftellingthetruth.
Thefearthatfrozethecompanycamefromtwoplaces.First,thecompany'stopmanagershadaterrifyingreputation.SomemembersofNokia*sboardandtopmanagementweredescribedas"extremelytemperamental”andtheyregularlyshoutedatpeopleuatthetopoftheirlungs".Itwasverydifficulttotellthemthingstheydidn'twanttohear.Secondly•topmanagerswereafraidoftheexternalenvironmentandnotmeetingtheirquarterlytargets,whichalsoimpactedhowtheytreatedmiddlemanagers.
Topmanagersthusmademiddlemanagersafraidofdisappointingthem.Middlemanagersweretoldthattheywerenotambitiousenoughtomeettopmanagersgcwls.
Fearingthereactionsoflopmanagers,middlemanagersremainedsilentorprovidedoptimistic,filteredinformation.Thus,middlemanagersdirectlyliedtotopmanagement.
Worse,acultureofstatusinsideNokiamadeeveryonewanttoholdontovestedpowerforfearofresourcesbeingallocatedelsewhereiftheydeliveredbadnewsorshowedthattheywerenotboldorambitiousenoughtoundertakechallengingassignments.
Beyondverbalpressure,topmanagersalsoappliedpressure（orfasterperformanceinpersonnelselection.Thisledmiddlemanagerstooverpromiseandunderdeliver.Onemiddlemanagertoldusthat“youcangetresourcesbypromisingsomethingearlier>orpromisingalot.hfssaleswork.”
Whilemodestfearmightbehealthyformotivation,abusingitcanbelikeoverusingadrug,whichrisksgeneratingharmfulsideeffects.Tqreducethisrisk,leadersshouldcoordinatewiththevariedemotionsofthestaff.Nokia'stopmanagersshouldhaveencouragedsafedialogue,internalcoordinationandfeedbacktounderstandthetrueemotionintheorganization.
26.NokialostthesmartphonebattlebecauseitstechnologyisnotasgoodasthatofApple.
27.Nokia'smiddlemanagerswerefranktotellthetruth,butthetoponesdidn'ilistentothem.
28.Nokia'stopmanagersweretoomoodytohearanythinggoodbutharsh.
29.MiddlemanagersinNokiadeliveredresultsmorethantheypromisedearlier.
30.Nokia'stopmanagersshouldhavehadbetterconversationtechniquestoencourageinternalcoordinationandtruth.
四■写作（共20分）
31：
根据要求写作文。
Write取least100wordsaboutaneventbasedonthefollowinginformation.Youmayneedthe5Wsand1Helements.
Titanic
31May1911
Shewaslaunched
Thelargestshipafloatjwithagrosstonnageof46,328tons
10April1912
maidenvoyage
fromSouthamptontoNewYork
atll：
40p.m.
onSunday14April1912
hitaniceberg；badlydamaged
2227passengersandcrewonboard
at2：
20a.m.onMonday15April1912
sank
1522weredrowned；705escaped
Atdawn
□n15
April1912
Someofthesurvivorswerepickedup
TheCunardlinerCarpathiaheardthewireless
distresscalls
试题答案及评分标准
供参考
一、交际用语（共计3分,每小题2分）
1一5题：
选择正确的语句完成下列对话，并狷答案序号写在答题纸上。
1.B2.A3.A4.C5.A
2.词汇与结构（共计30分，毎小题2分）
6-20®；阅读下面的句子，从A、B、C三个选项中选出一个能填入空白处的正确选项，并将答案序号写在答题纸上。
6.C
7.A
8.A
9.A
10.B
11.B
12.B
13.C
14.A
15.B
16.C
17.A
18.B
19.A
20.A
三、阅读理解（共40分，每小题4分）
21-25题：
阅读短文.从三个选项中选出一个正确答案，并将答案序号写在答聽纸上。
21.C22.A23.B24.C25.A
26-30题：
谪根据短文内容判断给出的语句是否正确，正确的写“T”，错误的写“F”，并将答案写在答题纸上。
26.F27.F28.T29.F30.T
區、写作（共20分）
31.Writeat100wordsaboutaneventbasedonthefollowinginforma
升级会员 