宝春

各位同学们，为了督促帮助大家持续提升英语能力，培君老师们特意给大家准备了雅思每日一包。每天覆盖听说读写内容，坚持完成两周以上，就能见到自己的英语能力不断上涨哟。

1. 听写包答案：

Some interesting work with chief executives - CEOs - has uncovered some of the reasons why they may treat colleagues badly.

Many CEOs combine two opposing characteristics: confidence - that is, the belief that they're capable of great achievements
with a high level of anxiety, a fear of missing targets, whether set by themselves or by the directors of the company.
This combination can make them respond badly to anyone who questions their decisions.
In a high pressure work environment, such characteristics become problematic.
And it's particularly difficult to tackle the situation where colleagues,
managers and board members are all trying to achieve their own visions.
When they can't agree on strategic issues and on where they see the business going, there are real problems.
For managers at lower levels within the organisation, it might seem that an autocratic form of management
where the chief executive gives orders and everyone else has to obey would see more conflict than others.
Interestingly, though, a company with a more democratic business model
can suffer more when uncertainty about who to report to leads to conflicting demands.
Now I'll say a little about dealing with the type of conflict that has harmful effects.
Of course the idea is to prevent it arising in the first place.
A good manager, at any level, will make efforts to earn the respect of the people they work with, particularly those who report to them.
That will involve politeness in all communications, and treating them as equals who happen to have a different role within the organisation.
Sometimes, of course, conflict does occur, and can get out of hand.
In such cases the human resources department often gets involved.
However, if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive,
then an external mediator might be able to help.
By talking to both sides, and trying to find the truth of what's been happening,
they can build a clear picture of the situation, and give feedback that both sides will accept, precisely because they're independent.
一些针对CEO的研究发现了一些他们对同事不好的原因。
很多CEO身上结合了两种相反的特点：自信，即相信自己能取得伟大的成就，
以及高度的焦虑，害怕不能达成自己或是公司主管设立的目标。
这一结合可能会使得他们对质疑其决定的人有不好的回应。
在一个高压的工作环境中，这样的特点可能会有问题。
有一种情况尤其难处理，就是同事、
管理人员以及董事会成员都想尽量实现自己的愿景。
当他们无法就战略问题和企业未来方向达成一致时，就会有实际问题出现。
就组织内低级别的管理人员而言，独裁形式的管理，
即主管下命令所有人必须服从似乎会比其他形式产生更多的矛盾冲突。
不过，有趣的是，有着更加民主的商业模式的公司，
当向谁报告的不确定性导致需求冲突时，会遭受更多损失。
接下来我会说一下如何处理不利的矛盾冲突。
当然，思路是从一开始就阻止其发生。
一个好的管理人员，无论任何级别，都会下功夫去赢得与他共事的人的尊重，尤其是那些向他报告的人。
要做到的包括所有沟通交流中的礼貌，以及平等地对待共事的人，因为他们只不过是恰巧在组织里有着不同的角色。
当然，有时候，冲突会发生且会变得失控。
在这样的情况下，人力资源部门通常会介入。
然而，如果冲突中的一方仅将人力资源部门视为主管的喉舌，
那外部调解员或许就能派上用场了。
通过与冲突双方谈话，并努力探寻事情真相，
他们能够清晰地掌握冲突事件全貌，并给出双方都能接受的反馈，这是因为他们是独立的调解人。

2.阅读包答案：

科学家们立即拿出某些明显站不住脚的证据前来救驾，大致是说如果鸟类不能控制害虫数量的话，害虫就会把我们吃光。

3.写作包答案：

After interpreter Mr.Jin Di passed away,,his memorial services was quite uncommon.In his letter,they wrote:We invite all the friends to celebrate the 87 years of colorful life he lived and commemorate his meticulous attitude for work.We will say a few parting words and drink a cup of wine for his departure.On that day,among music and clusters of flowers,Mr.Jin's easy-going and happy happy life was told by family members and friends,which warmed the soul of every one present.Such farewell would draw nothing but signing emotion from one's heart.Saying farewell to the passed is usually a grief moment mournful songs are singing and people are sadly stepping away,lowering their heads,silently mourning with more bitter grief than cold wind.Just as leafs in the deep autumn return to the land so every season will die.