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From: Clarence Fudge
To: All staff
Subject: Corporate plan
This year our corporate plan _____1_____ teamwork and the marketing of services.
From: Kalle Lepp
To: All staff
Subject: List of available positions
____2____ lists of available positions are posted on the Web site.
From: Jeanne Crispin
To: Ansell Dalton
Subject: Current career report
The current report highlights the changes in ____3____ careers.
From: William Munden
To: All staff
Subject: United Way appeal
Success in reaching our fund-raising goal ____4____ you.
From: Adem Yilmaz
To: Denise Walker
Subject: Your retirement date
We ____5____ to inform you of certain changes that ____6____ affect your retirement date.
From: Adem Yilmaz
To: Denise Walker
Subject: Your retirement date
We ____5____ to inform you of certain changes that ____6____ affect your retirement date.
From: Dominique Abdalla
To: Robert Wagorn
Subject: Translation
Attached is the translation of the above-noted article. I 7. appreciate it if one of your staff could check the accuracy of the translation, particularly 8. with respect to technical terms, and return the article 9. at my office by May 20. I will arrange the rest of the publication details.
From: Dominique Abdalla
To: Robert Wagorn
Subject: Translation
Attached is the translation of the above-noted article. I 7. appreciate it if one of your staff could check the accuracy of the translation, particularly 8. with respect to technical terms, and return the article 9. at my office by May 20. I will arrange the rest of the publication details.
From: Dominique Abdalla
To: Robert Wagorn
Subject: Translation
Attached is the translation of the above-noted article. I 7. appreciate it if one of your staff could check the accuracy of the translation, particularly 8. with respect to technical terms, and return the article 9. at my office by May 20. I will arrange the rest of the publication details.
From: David Feingold
To: Claud Bekker
Subject: Organizational values
Our organizational values must guide us in what we do every day, 10. be it within the workplace or with our clients. To make these values relevant, managers and staff members 11. must understand not only them but must also use them in their daily activities. These organizational values 12. will compliment the staffing values and principles that all departments must adopt to ensure the integrity of the staffing system.
From: David Feingold
To: Claud Bekker
Subject: Organizational values
Our organizational values must guide us in what we do every day, 10. be it within the workplace or with our clients. To make these values relevant, managers and staff members 11. must understand not only them but must also use them in their daily activities. These organizational values 12. will compliment the staffing values and principles that all departments must adopt to ensure the integrity of the staffing system.
From: David Feingold
To: Claud Bekker
Subject: Organizational values
Our organizational values must guide us in what we do every day, 10. be it within the workplace or with our clients. To make these values relevant, managers and staff members 11. must understand not only them but must also use them in their daily activities. These organizational values 12. will compliment the staffing values and principles that all departments must adopt to ensure the integrity of the staffing system.
From: Mathew Wayerich
To: All concerned staff
Subject: Bilingualism bonus
Departments are responsible 13. for termination payment of the bilingualism bonus two months after the official appraisal date if the employee is not confirmed 14. by one of the means listed. This does not preclude incumbents of bilingual positions 15. to continue to occupy their positions.
From: Mathew Wayerich
To: All concerned staff
Subject: Bilingualism bonus
Departments are responsible 13. for termination payment of the bilingualism bonus two months after the official appraisal date if the employee is not confirmed 14. by one of the means listed. This does not preclude incumbents of bilingual positions 15. to continue to occupy their positions.
From: Mathew Wayerich
To: All concerned staff
Subject: Bilingualism bonus
Departments are responsible 13. for termination payment of the bilingualism bonus two months after the official appraisal date if the employee is not confirmed 14. by one of the means listed. This does not preclude incumbents of bilingual positions 15. to continue to occupy their positions.
From: Danielle Clairmont
To: Brice Wendt
Subject: Your memorandum
This is 16. on reference to your memorandum requesting an appraisal of the above-mentioned conference. My staff and I found 17. it being to real benefit, particularly from the point of view of becoming better acquainted with colleagues and counterparts at both the regional and corporate levels. The conference was encouraging, 18. in that we realized we share a variety of concerns and problems, in spite of regional difference.
From: Danielle Clairmont
To: Brice Wendt
Subject: Your memorandum
This is 16. on reference to your memorandum requesting an appraisal of the above-mentioned conference. My staff and I found 17. it being to real benefit, particularly from the point of view of becoming better acquainted with colleagues and counterparts at both the regional and corporate levels. The conference was encouraging, 18. in that we realized we share a variety of concerns and problems, in spite of regional difference.
From: Danielle Clairmont
To: Brice Wendt
Subject: Your memorandum
This is 16. on reference to your memorandum requesting an appraisal of the above-mentioned conference. My staff and I found 17. it being to real benefit, particularly from the point of view of becoming better acquainted with colleagues and counterparts at both the regional and corporate levels. The conference was encouraging, 18. in that we realized we share a variety of concerns and problems, in spite of regional difference.
MANAGEMENT GUIDE
A Crisis intervention often consumes all a manager’s energy. Given the fact that the crisis threatens the very survival of the organization, it is advised that managers to assume responsibility for steering change in response to the crisis, meanwhile creating a special mechanism to look after day-to-day operations of the organization.
B It is equally important that managers _____20_____ of the organization of their intentions and of their temporary relinquishment of managing day-to-day operations.
C A common response to a crisis is a reluctance to share information inside the organization in case it makes matters worse. Nevertheless, the absence of information not only contributes to the proliferation of rumours; it also deprives the organization of the opportunity to make relevant contributions and to increase tension between management and staff. It is thus advisable to share all information, especially information concerning proposed lines of action.
MANAGEMENT GUIDE
A Crisis intervention often consumes all a manager’s energy. Given the fact that the crisis threatens the very survival of the organization, it is advised that managers to assume responsibility for steering change in response to the crisis, meanwhile creating a special mechanism to look after day-to-day operations of the organization.
B It is equally important that managers _____20_____ of the organization of their intentions and of their temporary relinquishment of managing day-to-day operations.
C A common response to a crisis is a reluctance to share information inside the organization in case it makes matters worse. Nevertheless, the absence of information not only contributes to the proliferation of rumours; it also deprives the organization of the opportunity to make relevant contributions and to increase tension between management and staff. It is thus advisable to share all information, especially information concerning proposed lines of action.
MANAGEMENT GUIDE
A Crisis intervention often consumes all a manager’s energy. Given the fact that the crisis threatens the very survival of the organization, it is advised that managers to assume responsibility for steering change in response to the crisis, meanwhile creating a special mechanism to look after day-to-day operations of the organization.
B It is equally important that managers _____20_____ of the organization of their intentions and of their temporary relinquishment of managing day-to-day operations.
C A common response to a crisis is a reluctance to share information inside the organization in case it makes matters worse. Nevertheless, the absence of information not only contributes to the proliferation of rumours; it also deprives the organization of the opportunity to make relevant contributions and to increase tension between management and staff. It is thus advisable to share all information, especially information concerning proposed lines of action.
MANAGEMENT GUIDE
A In a crisis situation, it is necessary taking shortcuts, spending very little time in preparation in order to move quickly to action with a view to resolving the immediate crisis. Because preparation is neglected, addressing the after effects of the crisis will later require careful work s that the changes that took place are well integrated into the organization.
B Most often during periods of change, only the large scale risks are known; as the situation develops, it is more and more possible to identify the forces in play and the risks are increasingly ____23____ . The preliminary analysis can thus limit itself to the following basic issues: a clear understanding of the significance of the pressure, the potential room to manoeuvre, the timetable, and the consequences for the organization.
MANAGEMENT GUIDE
A In a crisis situation, it is necessary taking shortcuts, spending very little time in preparation in order to move quickly to action with a view to resolving the immediate crisis. Because preparation is neglected, addressing the after effects of the crisis will later require careful work s that the changes that took place are well integrated into the organization.
B Most often during periods of change, only the large scale risks are known; as the situation develops, it is more and more possible to identify the forces in play and the risks are increasingly ____23____ . The preliminary analysis can thus limit itself to the following basic issues: a clear understanding of the significance of the pressure, the potential room to manoeuvre, the timetable, and the consequences for the organization.
MANAGEMENT GUIDE
A In a crisis situation, it is necessary taking shortcuts, spending very little time in preparation in order to move quickly to action with a view to resolving the immediate crisis. Because preparation is neglected, addressing the after effects of the crisis will later require careful work s that the changes that took place are well integrated into the organization.
B Most often during periods of change, only the large scale risks are known; as the situation develops, it is more and more possible to identify the forces in play and the risks are increasingly ____23____ . The preliminary analysis can thus limit itself to the following basic issues: a clear understanding of the significance of the pressure, the potential room to manoeuvre, the timetable, and the consequences for the organization.
INFORMATION BROCHURE
A Experience has shown that most development plans can be modified sufficiently, and mitigation technology applied in a common sense way, so that no loss or damage to fish habitats will result. In cases where damage is unavoidable, agreements to compensate for the loss of important fish habitats may be reached before developments proceed.
B As currently practiced, compensation may mean creating a new fish habitat, turning other existing habitats ____26____ more productive areas or constructing hatcheries and spawning channels. In certain instants, an activity that could have a totally unacceptable impact on the fisheries resource would be entirely prohibited since one of the specified goals of the Department is to maintain and develop the nation’s fisheries resource through natural production.
INFORMATION BROCHURE
A Experience has shown that most development plans can be modified sufficiently, and mitigation technology applied in a common sense way, so that no loss or damage to fish habitats will result. In cases where damage is unavoidable, agreements to compensate for the loss of important fish habitats may be reached before developments proceed.
B As currently practiced, compensation may mean creating a new fish habitat, turning other existing habitats ____26____ more productive areas or constructing hatcheries and spawning channels. In certain instants, an activity that could have a totally unacceptable impact on the fisheries resource would be entirely prohibited since one of the specified goals of the Department is to maintain and develop the nation’s fisheries resource through natural production.
INFORMATION BROCHURE
A Experience has shown that most development plans can be modified sufficiently, and mitigation technology applied in a common sense way, so that no loss or damage to fish habitats will result. In cases where damage is unavoidable, agreements to compensate for the loss of important fish habitats may be reached before developments proceed.
B As currently practiced, compensation may mean creating a new fish habitat, turning other existing habitats ____26____ more productive areas or constructing hatcheries and spawning channels. In certain instants, an activity that could have a totally unacceptable impact on the fisheries resource would be entirely prohibited since one of the specified goals of the Department is to maintain and develop the nation’s fisheries resource through natural production.
MANAGEMENT GUIDE
A Change management calls not only for administrative skills but also for content expertise. From the out set, a change management team must be made up of people in possession of the required expertise and the manager should not hesitate to add external resources to the team.
B Often individuals are unsure how to react to new ideas and, therefore, have some ____29____ a firm opinion. In order to do so, they turn to people who are credible in their eyes, and whom they accept as having some influence on them. These people act as opinion leaders; people who are respected and listened to by their colleagues. What this signifies is that new ideas are re-interpreted by these opinion leaders, who in turn influence those closed to them by their vision of things.
MANAGEMENT GUIDE
A Change management calls not only for administrative skills but also for content expertise. From the out set, a change management team must be made up of people in possession of the required expertise and the manager should not hesitate to add external resources to the team.
B Often individuals are unsure how to react to new ideas and, therefore, have some ____29____ a firm opinion. In order to do so, they turn to people who are credible in their eyes, and whom they accept as having some influence on them. These people act as opinion leaders; people who are respected and listened to by their colleagues. What this signifies is that new ideas are re-interpreted by these opinion leaders, who in turn influence those closed to them by their vision of things.
MANAGEMENT GUIDE
A Change management calls not only for administrative skills but also for content expertise. From the out set, a change management team must be made up of people in possession of the required expertise and the manager should not hesitate to add external resources to the team.
B Often individuals are unsure how to react to new ideas and, therefore, have some ____29____ a firm opinion. In order to do so, they turn to people who are credible in their eyes, and whom they accept as having some influence on them. These people act as opinion leaders; people who are respected and listened to by their colleagues. What this signifies is that new ideas are re-interpreted by these opinion leaders, who in turn influence those closed to them by their vision of things.