수능특강 라이트light 16강 원문

 

수능특강라이트 16강.hwp

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Unit 16 문단 요약

Gateway

There are two types of managers in business organizations: functional managers and project managers. Both types of managers have different roles and qualities. Functional managers head one of a firm's departments such as marketing or engineering, and they are specialists in the area they manage. They are skilled at breaking the components of a system into smaller elements, knowing something of the details of each operation for which they are responsible. On the other hand, project managers begin their career as specialists in some field. When promoted to the position of project manager, they must transform from technical caterpillar to generalist butterfly. They oversee many functional areas, each with its own specialists. Therefore, what is required is an ability to put many pieces of a task together to form a coherent whole. Thus, to understand a frog, for example, functional managers cut it open to examine it, but project managers watch it swim with other frogs and consider the environment.

 

01

People who are paid by the hour volunteer less of their time and tend to feel more nervous or impatient when they are not working. In an experiment carried out by Sanford DeVoe and Julian House at the University of Toronto, two different groups of people were asked to listen to the same passage of music — the first 86 seconds of "The Flower Duet" from the opera "Lakmé." Before the song, one group was asked to calculate their hourly wage. The participants who made this calculation ended up feeling less happy and more impatient while the music was playing. "They wanted to get to the end of the experiment to do something that was more profitable," Mr DeVoe explains.

 

02

When listening to provide support, it's important to avoid judgmental responses. Although Western culture emphasizes evaluation, we don't always need to judge others or what they feel, think, and do. When we judge what another says, we move away from that person and his or her feelings. To restrain evaluative tendencies, ask whether you really need to pass judgment in the present moment. Only if someone asks for our judgment should we offer it when we are listening to support. Even if our opinion is sought, we should express it in a way that doesn't offend others. Sometimes people excuse judgmental comments by saying, "I mean this as constructive criticism." Too often, however, the judgments are not constructive and harsher than needed. Good relational listening includes responses that support others.

 

03

We continually create false personal narratives. By enhancing ourselves and derogating others, we automatically create biased histories. We were more moral, more attractive, more beneficial to others than in fact we were. Recent evidence suggests that forty- to sixty-year-olds naturally push memories of negative moral actions roughly ten years deeper into their past than memories of positive ones. Likewise, there is a similar but not so pronounced bias regarding nonmoral actions that are positive or negative. An older self acted badly; a recent self acted better. I am conscious of this in my own life. When saying something personal, whether negative or positive, I displace it farther in the past, as if I am not revealing anything personal about my current self, but this is especially prominent for negative information — it was a former self acting that way.

 

04

Cultural miscommunication can occur between speakers of the same language with differing cultural backgrounds. A British boss asked a new, young American employee if he would like to have an early lunch at 11 A.M. each day. The employee answered as agreeably as he could, "Yeah, that would be great!" The boss, hearing the word yeah instead of the word yes, assumed that the employee was rude and ill-mannered. The boss responded rudely and coldly, "With that kind of attitude, you might as well forget about lunch!" The employee was hurt and confused. What had gone wrong? In the process of the employee's encoding agreement (the intended meaning) into yeah (a word symbol) and then the boss's decoding of that same symbol, the boss received a message entirely different from the message the employee had meant to send.