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Câu hỏi: Read the following passage and mark the letter A, B, C or D to indicate the answer to each of the question
How busy is too busy? For some it means having to miss the occasion long lunch; for others, it means missing lunch together. For a few, it is not being able to take a "sickie" once a month. Then there is a group of people for whom working every evening and weekend is normal, and frantic is the tempo of their lives. For most senior executives, workloads swing between extremely busy and frenzied. The vice-president of the management consultancy AT Kearney and its head of telecommunications for the Asia-Pacific region, Neil Plumridge, says his work weeks vary from a "manageable" 45 hours to 80 hours, but average 60 hours.
Three warning signs alert Plumcidge about his workload: sleep, scheduling and family. He knows he has too much on when he gets less than six hours of sleep for three consecutive nights; when he is constantly having to reschedule appointments; "and the third one is on the family side", says Plumridge , the father of a three-year-old daughter, and expecting a second child in October. "If I happen to miss a birthday or anniversary, I know things are out of control." Being "too busy" is highly subjective. But for any individual, the perception of being too busy over a prolonged period can start showing up as stress: disturbed sleep, and declining mental and physical health. National workers' compensation figures show stress causes the most lost time of any workplace injury. Employees suffering stress are off work an average of 16.6 weeks. The effects of stress are also expensive.
Comcare, the Federal Government insurer, reports that in 2003-04, claims for psychological injury accounted for 7% of claims but almost 27% of claim costs. Experts say the key to dealing with stress is not to focus on relief -a game of golf or a massage - but to reassess workloads. Neil Plumridge says he makes it a priority to work out what has to change; that might mean allocating extra resources to a job, allowing more time or changing expectations. The decision may take several days. He also relies on the advice of colleagues, saying his peers coach each other with business problems. "Just a fresh pair of eyes over an issue can help," he says.
A. focusing on extra resources
B. consulting colleagues
C. maintaining workload
D. continuing expectations
How busy is too busy? For some it means having to miss the occasion long lunch; for others, it means missing lunch together. For a few, it is not being able to take a "sickie" once a month. Then there is a group of people for whom working every evening and weekend is normal, and frantic is the tempo of their lives. For most senior executives, workloads swing between extremely busy and frenzied. The vice-president of the management consultancy AT Kearney and its head of telecommunications for the Asia-Pacific region, Neil Plumridge, says his work weeks vary from a "manageable" 45 hours to 80 hours, but average 60 hours.
Three warning signs alert Plumcidge about his workload: sleep, scheduling and family. He knows he has too much on when he gets less than six hours of sleep for three consecutive nights; when he is constantly having to reschedule appointments; "and the third one is on the family side", says Plumridge , the father of a three-year-old daughter, and expecting a second child in October. "If I happen to miss a birthday or anniversary, I know things are out of control." Being "too busy" is highly subjective. But for any individual, the perception of being too busy over a prolonged period can start showing up as stress: disturbed sleep, and declining mental and physical health. National workers' compensation figures show stress causes the most lost time of any workplace injury. Employees suffering stress are off work an average of 16.6 weeks. The effects of stress are also expensive.
Comcare, the Federal Government insurer, reports that in 2003-04, claims for psychological injury accounted for 7% of claims but almost 27% of claim costs. Experts say the key to dealing with stress is not to focus on relief -a game of golf or a massage - but to reassess workloads. Neil Plumridge says he makes it a priority to work out what has to change; that might mean allocating extra resources to a job, allowing more time or changing expectations. The decision may take several days. He also relies on the advice of colleagues, saying his peers coach each other with business problems. "Just a fresh pair of eyes over an issue can help," he says.
(Source: www.ielts-mentor.com)
According to the third paragraph, what measure does Neil Plumridge take to reduce work pressure?A. focusing on extra resources
B. consulting colleagues
C. maintaining workload
D. continuing expectations
Giải thích:
Theo đoạn 3, Neil Plumridge đã thực hiện biện pháp gì để giảm bớt áp lực công việc?
A. tập trung vào các nguồn bổ sung
B. tham khảo ý kiến đồng nghiệp
C. duy trì khối lượng công việc
D. tiếp tục kỳ vọng
Thông tin:
Neil Plumridge says he makes it a priority to work out what has to change; that might mean allocating extra resources to a job, allowing more time or changing expectations. The decision may take several days. He also relies on the advice of colleagues, saying his peers coach each other with business problems. "Just a fresh pair of eyes over an issue can help," he says. (Neil Plumridge cho biết anh ưu tiên tìm ra những gì cần thay đổi; điều đó có thể có nghĩa là phân bổ thêm nguồn lực cho một công việc, cho phép nhiều thời gian hơn hoặc thay đổi kỳ vọng. Quyết định có thể mất vài ngày. Anh ấy cũng dựa vào lời khuyên của các đồng nghiệp, nói rằng các đồng nghiệp của anh ấy hướng dẫn lẫn nhau về các vấn đề kinh doanh. "Chỉ cần một cách nhìn tươi mới về một vấn đề cũng có thể hữu ích", anh ấy nói.)
Theo đoạn 3, Neil Plumridge đã thực hiện biện pháp gì để giảm bớt áp lực công việc?
A. tập trung vào các nguồn bổ sung
B. tham khảo ý kiến đồng nghiệp
C. duy trì khối lượng công việc
D. tiếp tục kỳ vọng
Thông tin:
Neil Plumridge says he makes it a priority to work out what has to change; that might mean allocating extra resources to a job, allowing more time or changing expectations. The decision may take several days. He also relies on the advice of colleagues, saying his peers coach each other with business problems. "Just a fresh pair of eyes over an issue can help," he says. (Neil Plumridge cho biết anh ưu tiên tìm ra những gì cần thay đổi; điều đó có thể có nghĩa là phân bổ thêm nguồn lực cho một công việc, cho phép nhiều thời gian hơn hoặc thay đổi kỳ vọng. Quyết định có thể mất vài ngày. Anh ấy cũng dựa vào lời khuyên của các đồng nghiệp, nói rằng các đồng nghiệp của anh ấy hướng dẫn lẫn nhau về các vấn đề kinh doanh. "Chỉ cần một cách nhìn tươi mới về một vấn đề cũng có thể hữu ích", anh ấy nói.)
Đáp án B.