Question: Section A Reading Comprehension (5 marks) Read the article Career Progression and answer Q1 to Q10. Career Progression P: OK. In the final part of
Section A Reading Comprehension (5 marks)
Read the article Career Progression and answer Q1 to Q10.
Career Progression
P: OK. In the final part of todays programme we continue our series on career progression, and this week were taking a special look at the move from a regular member of staff working alongside everyone else to becoming a manager. In the studio today weve invited Dade McGee, a freelance HR consultant, to talk to us. Dade, thanks for coming today. Whats the problem here? Presumably most people jump at the opportunity to move into management, dont they?
D: Well, no. Actually people often feel they should take a management position, but they dont really ask themselves if its really what they want.
P: How do you mean?
D: Well, deciding whether you want to continue working on the front line or whether youd rather take on a management position sounds like a straightforward, logical step. But in fact, it means changing how you work, how you think and the way you judge your own success. For example, do you want to be part of the team which solves big technical challenges or do you suddenly want to be the person who is in charge of encouraging others to come up with those solutions? You might find you miss being with your old colleagues. And thats another problem. New managers have to be able to tell people who were once their workmates or equals what to do.
P: Yes, that must be a big problem.
D: Well, it can work as long as you accept that your relationship with your old colleagues can never be the same. The dynamics of the relationship have to change. For example, you wont have the change to go for a drink after work and have a quiet moan about the company any more. When you become a manager, you are saying I agree with the values and direction of the company, and I will work to promote these. The other big mistakes, of course, is trying to please everyone all of the time. You cant. Youll have to make decisions that members of the team might not always like. You know, managers shouldnt expect love!
P: No. I see. OK. But imagine we have someone who has decided management is their next career goal. What should they do?
D: Funnily enough, the one thing that people dont think of doing is to go and tell their immediate boss that they want to move up.
P: Is that because theyre scared that their boss will think theyre trying to get his or her job?
D: Maybe, but in fact, your manager is the first person you should talk to. Theyre in the best position to help by telling you what you need to do to develop. Many companies can also give you the chance to try out management roles, for example, by taking more responsibility such as mentoring new staff or taking on the duties of your boss when he or she is away. My other golden rule is to say Yes to any courses or training that comes your way. If theres a course on leadership or finance, take it. Itll help your professional development, but also itll be noted by the company that youre keen. Its also all part of the networking process.
Based on the information in the reading text, complete the summary by writing NOT MORE THAN THREE WORDS for each blank.
| Problems of jumping from staff to management |
| First Problem |
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| Second Problem |
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| Third Problem |
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| Suggestion to those who want to be promoted |
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