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Five Ways to Work Smarter, Not Harder

No matter how hard we work, it seems that there is never enough time to get all the important tasks done. Rather than working longer, consider working smarter, not harder. Here are some ways to work smarter:

Make a careful plan. Just like every organization needs a business plan, an efficient worker needs a work plan. ¡¾1¡¿ Schedule your tasks throughout the days, weeks, and months, but do it ahead of time.

Set your goals. As a part of your work plan, you should set clear and measurable goals. Goals should state which tasks are to be completed and when they get completed. Rather than setting firm deadlines, which can lead to pressure and stress, allow a period of time to reach goals. ¡¾2¡¿

¡¾3¡¿ Develop a consistent daily work schedule and stick to it! If a typical workday consists of some writing tasks£¨emails, reports£©, one-on-one meetings, and processing data, set aside specific time each day to accomplish each kind of tasks.

Delegate£¨ÊÚȨ£©effectively. ¡¾4¡¿ The person who tries to do everything himself or herself not only is overloaded and overstressed, but is bad for their colleagues, by not allowing them to be challenged and grow by taking on important duties.

Don¡¯t make work harder than it actually is. Much of the pressure is produced by ourselves. ¡¾5¡¿ We feel like we should do more. Remember that tasks should be completed step by step. Focus on each step rather than on the entire project, which can help us cut down on feelings that we are ¡°overwhelmed¡±.

A. Stick to your plan.

B. We set unrealistic goals or standards for ourselves.

C. Also, take time to reward yourself for achieving a goal.

D. Organize your workday.

E. We cannot expect to complete the tasks quickly.

F. Learn which tasks can be delegated and which need personal attention.

G. It is a well-thought-out plan to help guide and direct work activities.

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Reading Comprehension

Section A

Directions: For each blank in the following passage there are four words or phrases marked A, B, C and D. Fill in each blank with the word or phrase that best fits the context.

In the 1960s, Douglas McGregor, one of the key thinkers in the art of management, developed the mow famous Theory X and Theory Y. Theory X is the idea that people instinctively ______ work and will do anything to avoid it. Theory Y is the view that everyone has the potential to find satisfaction in work.

In any case, despite so much evidence to the ______, many managers still agree to Theory X. They believe, ______, that their employees need constant supervision if they are to work effectively, or that decisions must be imposed from ______ without consultation. This, of course, makes for authoritarian (רÖƵÄ) managers.

Different cultures have different ways of ______ people. Unlike authoritarian management, some cultures, particularly in Asia, are well known for the consultative nature of decision-making¡ªall members of the department or work group are asked to ______ to this process. This is management by the collective opinion. Many western companies have tried to imitate such Asian ways of doing things, which are based on general ______. Some experts say that women will become more effective managers than men because they have the power to reach common goals in a way that traditional ______ managers cannot.

A recent trend has been to encourage employees to use their own initiative, to makedecisions on their own without ______ managers first. This empowerment (ÊÚȨ) has been part of the trend towards downsizing: ______ the number of management layers in companies. After de-layering in this way, a company may be ______ with just a top level of senior managers, front-line managers and employees with direct contact with the public. Empowerment takes the idea of delegation (ίÍÐ) much further than has ______ been the case. Empowerment and delegation mean new forms of management control to ______ that the overall business plan is being followed, and that operations become more profitable under the new organization, rather than less.

Another trend is off-site or ______ management, where teams of people linked by e-mail and the Internet work on projects from their own houses. Project managers evaluate the ______ of the team members in terms of what they produce for projects, rather than the amount of time they spend on them.

¡¾1¡¿A. desire B. seek C. lose D. dislike

¡¾2¡¿A. contrary B. expectation C. degree D. extreme

¡¾3¡¿A. vice versa B. for example C. however D. otherwise

¡¾4¡¿A. outside B. inside C. below D. above

¡¾5¡¿A. replacing B. assessing C. managing D. encouraging

¡¾6¡¿ A. refer B. contribute C. object D. apply

¡¾7¡¿A. agreement B. practice C. election D. impression

¡¾8¡¿A. bossy B. experienced C. western D. male

¡¾9¡¿A. asking B. training C. warning D. firing

¡¾10¡¿A. doubling B. maintining C. reducing D. estimating

¡¾11¡¿A. honored B. left C. crowded D. compared

¡¾12¡¿A. economically B. traditionally C. inadequately D. occasionally

¡¾13¡¿A. deny B. admit C. assume D. ensure

¡¾14¡¿A. virtual B. ineffective C. day-to-day D. on-the-scene

¡¾15¡¿A. opinion B. risk C. performance D. attractiveness

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