人邮版第四辑真题TEST 1 READING PART 1
Look at the statements below and thearticle about the development of future business leaders on the opposite page.
Which section of the article (A, B, C or D)does each statement (1-7) refer to?
For each statement (1-7), mark one letter(A, B, C or D) on your Answer Sheet.
You will need to use some of these lettersmore than once.
1 Managers need to take action to convincehigh-flyers of their value to the firm.
2 Organisations need to look beyond thehigh-flyers they are currently developing.
3 There is a concern that firms investingin training for high-flyers may not gain the benefits themselves.
4 Managers need expert assistance fromwithin their own firms in developing high-flyers.
5 Firms currently identify high-flyerswithout the support of a guidance strategy.
6 Managers are frequently too busy to dealwith the development of high-flyers.
7 Firms who work hard on their reputationas an employer willinterest high-flyers.
The Stars of the Future
A Existing management research does nottell us much about how to find and develop high-flyers, those people who havethe potential to reach the top of an organisation. As a result, organisationsare left to formulate their own systems. A more effective overall policy fordeveloping future leaders is needed, which is why the London Business School has launched theTomorrow's Leaders Research Group (TLRG). The group contains representativesfrom 20 firms, and meets regularly to discuss the leadership development of theorganisations' high-flyers.
B TLRG recognises just how significant linemanagers are in the process of leadership development. Unfortunately, withtoday's flat organisations, where managers have functional as well asmanagerial responsibilities, people development all too often falls victim toheavy workloads. One manager in the research group was unconvinced by the logicof sending his best people away on development courses, 'only to see thempoached by another department or, worse still, another firm'. This fear oflosing high-flyers runs deep in the organisations that make up the researchgroup.
C TLRG argues that the task of managementis not necessarily about employee retention, but about creating 'attractioncentres'. 'We must help line managers to realise that if their companies areknown as ones that develop their people, they will have a greater appeal tohigh-flyers,' said one advisor. Furthermore, selecting people for, say, aleadership development programme is a sign of commitment from management to anindividual. Loyalty can then be more easily demanded in return.
D TLRG has concluded that a company's HRspecialists need to take action and engage with line managers individuallyabout their role in the development of high-flyers. Indeed, in order to benefitfully from training high-flyers as the senior managers of the future, firmsmust actually address the development of all managers who will be supportingthe high-flyers. Without this, managers will not be in a position to giveappropriate advice. And when eventually the high-flyers do move on, new oneswill be needed to replace them. The next challenge will be to find a newgeneration of high-flyers.