雅思考试阅读考题回顾朗阁海外考试研究中心徐航考试日期 2015年2月12日Reading Passage 1Title Role of Managers / What do managers do? 经理人角色（管理类）Question types 分类题6题判断题TRUE/ FALSE/NOT GIVEN 5题多选题2题文章内容回顾原文是关于manager的新研究及研究结果。
介绍管理学大师亨利·明茨伯格(Henry Mintzberg)的经理角色理论。
1-6分类题：文中提到明氏对经理人角色的3种分类：A. 说经理人主要发挥的是仪式性的角色作用，如同大学校长颁发毕业证书，还包括人员的招聘培训等。
B. 主要是信息的发布和联络人。
C. 实际决策作用。
问某种行为属于第几种：1. 负责企业的发展计划(scheme) 选：C2. 主持仪式选：A3. 使用资金选：C4. 研究竞争对手动向选：B5. 告知员工消息选：B6. 招聘新人选：A7-11判断题TRUE/ FALSE/NOT GIVEN:7. 说以前关于经理人角色的理论不容易理解，原文说了以前的理论非常的simple。
FALSE8. 说MS的理论挑战了以前well established的理论。
TRUE9. NOT GIVEN10. FALSE11. FALSE12-13多选题：最后两段说了MS学者的理论的积极面是哪两点？12. 选：B（带divide的选项）原文倒数第二段说elaborate classification。
13. 选：E（带fresh way的选项）原文最后一段说关于经理人角色理论，要give a new insight。
相关原文阅读The role of a Development Manager can be a very stressful one. You are the "man in the middle'', being pulled in different directions by management, customers, sales, developers etc.. If you are doing your job well nobody notices: things work fluently, the work gets done without drama and everyone gets what they want. If things go wrong, no matter what the cause, then it is your fault.The secret to being successful as a Development Manager is managing expectations and making sure everyone understands your role is the first step. Both you, and the people you work, with need to agree on what is expected of you as a Development Manager.I have seen job postings for Development Managers that leave me shaking my head. One required in depth knowledge of a large number of a programming languages and environments, in another the position was 66% (why not 2/3rds?) programming, still others required PMO certification and this list could go on. While I agree the role of the Development Manager is sort of nebulous, job postings like these give me the feeling that the companies posting the jobs really have not thought about the role. This is a recipe for disaster for both the company and anyone hired under these conditions.As Development Manager you have a number of responsibilities, but the primary one is to get a product out the door. Your goal is deliver results to the customer, or market, and do everything necessary to achieve this. To do this you need to make sure the development team is able to work as efficiently as possible and this means making sure they have clear goals, both short term and long term, and that nothing prevents them from doing their work. From the initial project scope to deploying the product out to customer sites, each step is your responsibility. You can, and should, delegate as much as you can but be ready to check that things are being done as you want and be ready to jump in if it is not.Project ScopingAs Development Manager you need to know how to scope out a project. Depending on your organization and how you work with outside groups this could be a major part of your work. If you regularly take on projects on behalf of 3rd parties, then you should know how to respond to an RFP (Request For Proposal), complete with Deliverables, Time Lines, Budget etc.. Even if you only deal with internal projects, without a formal document system, you should get in the habit of putting together a Project Scope Document for every project. Also, if you are practicing Agile development, thesedocuments need to be living things and maintained and updated as the project progresses.Over Head ProjectsThis is part of Project Scoping, but it deserves a separate paragraph. I’ve heard people talk about “Over Head” projects that don’t need a budget and time line. This is so wrong! A failure to work out what the cost and deliverables are on these “Over Head” projects can stifle your team as they eat into your schedule and divert resources away from other work. Every project you undertake has at least an internal cost and at least one deliverable. You need to be able to negotiate both with the other stake holders for everything you undertake.Managing RelationshipsRemember, you are the ''man in the middle'' and any failures are going to belong to you, even if the cause is something beyond your control. You need to keep good and open relationships with the people involved.Get to know not just your immediate boss, but who he reports to and the people who are on the same level. You also need to get to know other stake holders on the projects you manage. Make sure they are ''in the Loop'' and get regular status updates and have good visibility on what your team is doing.Who handles customer relations? Besides your boss, this is probably the most important person you need to get to know. They can manage customer expectations, handle complaints (real or imagined) and provide critical customer contacts. On the other hand they can make your life miserable, making promises to customers without checking with you, posting bug reports that are unnecessary, pestering you to deliver on unrealistic time lines etc.Get to know you team, how long have they been with the company, what are the individual strengths and weaknesses? Who works well with whom? How busy are they? Keep track of little things like birthdays, anniversaries, etc.. Just acknowledging these little things make for sense of community.Making sure that management knows what you are working on and can see your progress is critical to keeping them happy. Communication and visibility are key getting this to work. I have used all sorts of tools to keep management in the loop and discover more all the time. Keep a tool box of programs, bulletin boards, whiteboards and anything else you can think of and keep them up-to-date. If the stakeholders understand the challenges you and your team are experiencing then they are less likely have unreal expectation. I say less likely, but not never. Some management will never understand why things don’t just ''work''. In these cases it may be time to start looking for another job.题型难度分析第一篇是经典机经旧文，版本号V091219, 收录在很多机经原文练习里。