PART THREE
Questions 13-18
Questions 13-18
Read the following article about general managers and the questions on the opposite page.
For question 13-18, mark one letter (A,B,C or D) on your Answer Sheet for the answer you choose.
General Managers (GMs) are a part of middle management and play a key role in
organizations. Depending on the size of the organization a CM can be, for example, a senior manager responsible for a division or a subsidiary company or a less senior manager in change of a department or section. They are a link between top management, who make policy decisions, and junior managers, who carry, out these policies. Top management work through GMs and they can make the difference between good and bad policy and a motivated or de-motivated workforce. The relationships, GMs have with their bosses, subordinates and each other are very important for the success or failure of an organization. GMs within the same organization need to have good working relationships with each other in order to apply policies in the same way throughout the organization. At the same time, GMs are also required to make broad policies into plans that suit their particular divisions or departments.
In a company conflicts between the activities of various departments will inevitably arise, and it is the job of the GM to act as a link between the departments. Research has shown that the personality of a GM is very important in helping to resolve these departmental problems. The research has also shown that (as far as the personalities of GMs are concerned) GMs are ambitious people
who have balanced temperaments and are good with people. In addition, good GMs combine these personality trait GMs a detailed knowledge of their business. They work hard to fit into and be accepted by the culture of their particular organization. It has also been demonstrated that high performing GMs have three sets of skills.
First, they need agenda-setting skills, so that they can identify and convince others of the most important objectives of a project. Second, GMs need to develop networking skills. Good GMs deliberately attempt to develop contacts within and outside the organization. Such a network of contacts means that the GM is aware of issues and can act on them quickly. To develop agenda-setting and networking skills it is essential for a GM to be skilful in dealing with people. This is particularly important as they spend such a large amount of time working with employees at all levels of a company.
In terms of work, and attitude, the research has shown that managerial work is done in short bursts, with managers working on man)' simultaneous projects which can sometimes have conflicting aims. GMs discuss a wide range of subjects in an unconnected way and tend to ask questions rather than give orders. They require large amounts of information which they pass on to top management to help them to make decisions. In order to collect this information, they must learn to work in uncertain and changing environments. Consequently, both the approach and style of a GM change to adapt to the setting in which they are operating. They must be flexible to be successful.
13.According to the writer, the key role of a Genera! Manager is to?
A.help to formulate company policy.
B.communicate between groups of people.
C.interpret plans made by senior, management.
D.divide the company into departments.
14.GMs must have good relationships with each other in order to
A.carry out policies uniformly.
B.manage each other's department.
C.motivate junior management.
D.find out the differences between Departments.
15.What does the writer say about problems between departments?
A.They are frequently caused by the personalities of GMs.
B.GMs are often reluctant to intervene.
C.They are often made worse by the GM's ambition.
D.GMs can help solve them by effective liaison.
16.We are told that agenda-setting skills
A.are more important than networking skills.
B.help a manager develop networking skills.
C.depend on having skills in dealing with people.
D.are the basis for interpersonal skills.
17.What has research shown about the way managers work?
A.They work ill situations of conflict
B.Their work is completed very quickly.
C.Managers do many things at the same time.
D.Managers give orders.
18.The main reason why GMs require a lot of information is
A.in order to be able to tell people what to do.
B.because their environment is always changing.
C.to enable them to be flexible.
D to help their bosses make decisions.
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