GMAT機(jī)經(jīng),2017年5月GMAT作文機(jī)經(jīng)AI(至5.15)(十五).

以下GMAT機(jī)經(jīng)為澳際留學(xué)獨(dú)家整理，轉(zhuǎn)載請(qǐng)注明出處，若無(wú)注明發(fā)現(xiàn)必究!

以下澳際留學(xué)獨(dú)家整理發(fā)布2011年GMAT機(jī)經(jīng)，以下2011年5月GMAT作文機(jī)經(jīng)，AI篇，2011年5月3日至2011年5月15日，共42題。澳際留學(xué)祝同學(xué)們GMAT考試順利！

29. 本月3次

講emploee是否have right to design their workplace

上月機(jī)經(jīng)6次

因?yàn)閜hysical work environment 可以增強(qiáng) employee的productivity，所以employees should have the rights to decide how is their workplace designed.

原題：“Since the physical work environment affects employee productivity and morale, the employees themselves should have the right to decide how their workplace is designed.”(68)

提供觀點(diǎn)：

1. brings creativity and coziness

2. makes colleagues more closely and companionate

3. Admittedly, some companies such as consulting/consultant? company must avoid too much decoration. However, no matter the employee or the employer, as for the environment is considered, compromise should be made from time to time.

View1: work character has great influence on the design of workplace.

Evidence: consulting company must avoid too much decoration in order to appear professionally and dependably. To some creative work such as AD agency and fashion design, the decorating of workplace is important not only for simulating inspirations but also for showing creative abilities.

View2: also, the designment of workplace should be compromise to company culture.

Evidence: Consider the influence it has done to co-workers and the harmony in work place.

北美范文：

I agree that physical workspace can affect morale and productivity and that, as a result, employees should have a significant voice in how their work areas are designed. However, the speaker suggests that each employee should have full autonomy over his or her immediate workspace, I think this view is too extreme, for it ignores two important problems that allowing too much freedom over workspace (工作區(qū)；工作空間) can create.

On the one hand, I agree that some aspects of workspace design are best lt to the individual prerences of each worker. Location of personal tools and materials, style and size of desk chair, and even desk lighting and decorative desk items, can each play an important role in a worker’s comfort, psychological wellbeing, concentration, and ficiency. Moreover, these features involve highly subjective prerences, so it would be inappropriate for anyone but the worker to make such choices.

On the other hand, control over one’s immediate workspace should not go unchecked, for two reasons. First, one employee’s workspace design may inconvenience (v. to subject to inconvenience: put to trouble), annoy, or even offend nearby coworkers. For example, pornographic pinups ([釘在墻上的]偶像，偶像照片[例如裸體女人或影星、歌星的照片]) may distract some coworkers and offend others, thereby impeding productivity, fostering ill-will and resentment, and increasing attrition—all to the detriment of the company. Admittedly, the consequences of most workspace choices would not be so far-reaching. Still, in my observation many people adhere, consciously or not, to the adage that one person’s rights extend only so far as the next person’s nose (or ears. or eyes). A second problem with affording too much workspace autonomy occurs when workspaces are not clearly delineated—by walls and doors—or when workers share an immediate workspace. In such cases, giving all workers concurrent authority would perpetuate conflict and undermine productivity.

In conclusion, although employees should have the freedom to arrange their work areas, this freedom is not absolute. Managers would be well-advised to arbitrate workspace disputes and, if needed, assume authority to make final decisions about workspace design.

30. 本月5次

A leader can be accepted only if he or she demonstrates the abilityto perform the same task he or she expects others to perform.

上月機(jī)經(jīng)5次

原題：“People are likely to accept as a leader only someone who has demonstrated an ability to perform the same tasks that he or she expects others to perform.”（33）

提供觀點(diǎn)：

1. 人們不會(huì)尊重一個(gè)不能完成他要求別人完成的任務(wù)自己卻不能完成的領(lǐng)導(dǎo)。這是人之常情，人們通常都只會(huì)欣賞和尊敬比自己優(yōu)秀的人，而不喜歡被一個(gè)不能完成任務(wù)卻命令自己去做的人心存敬意。例如克林頓總統(tǒng)當(dāng)commander-in-chi 的時(shí)候，由于眾所周知他曾經(jīng)逃避兵役，很自然的下級(jí)軍官和士兵都不是很尊重他。

2. 人們不信任一個(gè)自己完不成任務(wù)卻要求別人去完成的人。仍然舉克林頓總統(tǒng)的例子。由于他逃兵役被視為沒(méi)有能力，下級(jí)都對(duì)他的決策心存懷疑，這也就潛在的導(dǎo)致了執(zhí)行上的不盡心不盡力。

3. 誠(chéng)然是否能完成自己交給別人的任務(wù)并不是衡量一個(gè)leader重要指標(biāo)?？赡茴I(lǐng)導(dǎo)能力、,組織能力、運(yùn)籌能力更為重要，但是我們不能忽視人們心理上的看法，盡管它可能并不合理但它確實(shí)是存在的。

normal human feelings admire adore respect superior to evade escape military service subordinate soldier be doubtful of be suspicious of execution implement admittedly true potentially evaluate index leadership psychological psychology psychologic psychologist exist subsist ...in ... serves as a fitting and public example

1. 誠(chéng)然，如果在其領(lǐng)導(dǎo)的領(lǐng)域內(nèi)幾乎一竅不通，一個(gè)領(lǐng)導(dǎo)很難得到下屬的信任和支持，會(huì)被看作layperson. 比如，人們無(wú)法想象一個(gè)不具備任何電腦知識(shí)的人，該如何領(lǐng)導(dǎo)一個(gè)龐大的IT企業(yè)，比如MICROSOFT在激烈的市場(chǎng)中競(jìng)爭(zhēng)。

2. 但是，這是否意味著作為領(lǐng)導(dǎo)，必須要有能力完成每一項(xiàng)他要求下屬做的事呢？這個(gè)問(wèn)題，與領(lǐng)導(dǎo)和員工的真正作用有很大關(guān)系！首先，領(lǐng)導(dǎo)的職責(zé)是制定長(zhǎng)期的發(fā)展方針，并且保證這個(gè)方針的貫徹執(zhí)行，adhere to their strategic plans不被偏離。組織員工共同合作完成任務(wù)。on the other hand, 員工的作用是各司其職，更加具體的specific task.

3. 從以上兩種職責(zé)不難看出，領(lǐng)導(dǎo)與員工起到significantly different functions，讓領(lǐng)導(dǎo)完成每一個(gè)subordinate要做的工作，unfair的。比如，不能blame a CEO for lacking the skills of typing。要對(duì)下屬做的事有很好的了解，但不一定都要做。否則，領(lǐng)導(dǎo)就失去了意義，成為了一個(gè)全能的工人。omnipotent worker with all kinds of skills.

View1: It is human nature to admire then follow someone who is more competent than themselves.

View2: But a feature of a good leader is to organize people with different specialities together and let them perform as a whole. It is too ideal to expect the leaders to have all the specialities of his subordinates.

北美范文：

People are more likely to accept the leadership of those who have shown they can perform the same tasks they require of others. My reasons for this view involve the notions of respect and trust.

It is difficult for people to fully respect a leader who cannot, or will not, do what he or she asks of others. President Clinton’s difficulty in his role as Commander-in-Chi (n. 總司令) serves as a fitting and very public example. When Clinton assumed this leadership position, it was well known that he had evaded military service during the Vietnam conflict. Military leaders and lower-level personnel alike made it clear that they did not respect his leadership as a result. Contrast the Clinton case with that of a business leader such as John Chambers, CEO of Cisco Systems, who by way of his training and experience as a computer engineer earned the respect of his employees.

It is likewise difficult to trust leaders who do not have experience in the areas under their leadership. The Clinton example illustrates this point as well. Because President Clinton lacked military experience, people in the armed forces found it difficult to trust that his policies would rlect any understanding of their interests or needs. And when put to the test, he undermined their trust to an even greater extent with his naive and largely bungled attempt to solve the problem of gays (<美俚> 同性戀者, 尤指男性同性者) in the military. In stark contrast, President Dwight Eisenhower inspired nearly devotional trust as well as respect because of his role as a military hero in World War II.

In conclusion, it will always be difficult for people to accept leaders who lack demonstrated ability in the areas under their leadership. Initially, such leaders will be regarded as outsiders, and treated accordingly. Moreover, some may never achieve the insider status that inspires respect and trust from those they hope to lead.

以上澳際留學(xué)為大家收集整理發(fā)布2011年GMAT機(jī)經(jīng)，以上2011年5月GMAT作文機(jī)經(jīng)，AI篇，2011年5月3日至2011年5月15日，共42題。澳際留學(xué)祝同學(xué)們考試順利！

以下GMAT機(jī)經(jīng)為澳際留學(xué)獨(dú)家整理，轉(zhuǎn)載請(qǐng)注明出處，若無(wú)注明發(fā)現(xiàn)必究!

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以下GMAT機(jī)經(jīng)為澳際留學(xué)獨(dú)家整理，轉(zhuǎn)載請(qǐng)注明出處，若無(wú)注明發(fā)現(xiàn)必究!

以下澳際留學(xué)獨(dú)家整理發(fā)布2011年GMAT機(jī)經(jīng)，以下2011年5月GMAT作文機(jī)經(jīng)，AI篇，2011年5月3日至2011年5月15日，共42題。澳際留學(xué)祝同學(xué)們GMAT考試順利！

29. 本月3次

講emploee是否have right to design their workplace

上月機(jī)經(jīng)6次

因?yàn)閜hysical work environment 可以增強(qiáng) employee的productivity，所以employees should have the rights to decide how is their workplace designed.

原題：“Since the physical work environment affects employee productivity and morale, the employees themselves should have the right to decide how their workplace is designed.”(68) 上12345678910下

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