1 .

A．Because the working hours were not suitable.	B．Because the job was quite difficult.
C．Because he had to do a lot of travelling.	D．Because the job was not well paid.

6 . Some of us take on second jobs to make ends meet. Some do it for a chance to do the work they actually enjoy. And some of us create our own second jobs to build a business or create our own projects. No matter what the reason, though, juggling more than one job is guaranteed to be a “crash” course in time management.

We all know that we’ll have to figure out a time management system when we take on a second job. Equally obvious is the fact that what works for one person (and their jobs) probably won’t work for anyone else.     1    . There are a few tricks, though, that can help.

    2    . Even if you are the boss on your second job — you’re working for yourself — you have an obligation to keep that work separate from your day job. Focus on what’s in front of you. There’s actually a benefit to punching a clock when you work for more than one supervisor. When you’re on the clock for Company A, you know exactly which projects you should be working on. If Company A is paying for this time, you should be theirs, heart and soul, at least until you clock out.

Good records can also help. I’m not just talking about the calendars and task lists most of us rely on. Making sure that you have any contact information available whether you’re at Job A, Job B or home can take some extra effort, but it’s worth it.     3    .

I know plenty of people who bring their work to their primary job. It seems to be a favorite tactic of folks starting up a freelancing career or small business. I don’t think that’s the best way to manage a packed schedule. If you don’t have your primary employer’s permission, the arrangement is secret at best. That said, these situations do happen. If you’re in one of them, the best advice is to just keep things quiet.

Some companies don’t want to work anywhere else. They want to put in your eight hours, go home, sleep well and come back rested. Others consider employees who go looking for other projects as its benefits --such employees have a jump start on networking and have a wider variety of experiences.

Unfortunately, most supervisors do not come with a label describing which variety they belong to.     4    . So the general rule seems to be that you keep quiet on your extracurricular activities. I wouldn’t talk about Job A at Job B, although, if my boss was to bring up the matter, I’d be entirely truthful.

A．Priority should definitely be given to your day job

B．The same goes for your notes and other paperwork

C．It’s up to you to find a system and stick with it

D．Sometimes it is no easy task to make decisions between Job A and Job B

E．Keep firm dividers between your different jobs

F．It can be very hard to figure out your boss’s attitude

7 . Suppose you become a leader in an organization. It’s very likely that you’ll want to have volunteers to help with the organization’s activities.     1    

Let’s begin with the question of why people volunteer. Researchers have identified several factors that motivate people to get involved. For example, people volunteer to express personal values related to unselfishness, to expand their range of experiences, and to strengthen social relationships. If volunteer positions do not meet these needs, people may not wish to participate.     2    

People also volunteer because they are required to do so. To increase levels of community service, some schools have launched compulsory volunteer programs. Unfortunately, these programs can shift people’s wish of participation from an internal factor (e.g., “I volunteer because it’s important to me”) to an external factor (e.g., “I volunteer because I’m required to do so”).     3     People must be sensitive to this possibility when they make volunteer activities a must.

Once people begin to volunteer, what leads them to remain in their positions over time? To answer this question, researchers have conducted follow-up studies in which they track volunteers over time. Having followed 238 volunteers in Florida over a year, they have found that one of the most important factors that influenced their satisfaction as volunteers was the amount of suffering they experienced in their volunteer positions. This result may lead to practical advice. The researchers note that attention should be given to “training methods that would prepare volunteers for troublesome situations or provide them with strategies for coping with the problem they do experience”.

    4     It was assumed that those people for whom the role of volunteer was most part of their personal identity would also be most likely to continue volunteer work. Participants indicated the degree to which the social role mattered by responding to statements such as “Volunteering in Hospital is an important part of who I am.” Consistent with the researchers’ expectations, they found a positive correlation between the strength of role identity and the length of time people continued to volunteer.

A．Another study of 302 volunteers at hospitals in Chicago focused on individual differences in the degree to which people view “volunteer” as an important social role.

B．To select volunteers, you may need to understand the motivations of the people you wish to attract.

C．When that happens, people become less likely to volunteer in the future.

D．So it is of great importance to study volunteer behaviors and how to organize volunteer activities.

E．To do so, it should help to understand why people undertake volunteer work and what keeps their interest in the work.

F．These results also suggest that continued efforts might focus on developing a volunteer role identity.

8 . When Liam McGee departed as president of Bank of America in August, his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuse, he came right out and said he was leaving “to pursue my goal of running a company.” Broadcasting his ambition was “very much my decision,” McGee says. Within two weeks, he was talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29.

McGee says leaving without a position lined up gave him time to reflect on what kinds of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isn’t alone. In recent weeks the No. 2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure, executives who don’t get the nod also may wish to move on. A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations.

As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a year ago as nervous boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders.

The decision to quit a senior position to look for a better one is unconventional. For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must be poached. Says Korn Ferry, senior partner Dennis Carey: “I can’t think of a single search I’ve done where a board has not instructed me to look at sitting CEOs first.”

Those who jumped without a job haven’t always landed in top positions quickly. Ellen Marram quit as chief of Tropicana when the business became part of PepsiCo (PEP) a decade ago, saying she wanted to be a CEO. It was a year before she became head of a tiny internet-based commodities exchange. Robert Willemstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later.

Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. “The traditional rule was it’s safer to stay where you are, but that’s been fundamentally inverted,” says one headhunter. “The people who’ve been hurt the worst are those who’ve stayed too long.”

1. When McGee announced his departure, his manner can best be described as being _______.

A．arrogant.

B．frank.

C．self-centered.

D．impulsive.

2. According to Paragraph 2, senior executives’ quitting may be encouraged by _______.

A．their expectation of better financial status	B．their need to reflect on their private life
C．their strained relations with the boards	D．their pursuit of new career goals

3. It can be inferred from the last paragraph that _______.

A．top performers used to cling to their posts

B．loyalty of top performers is getting out-dated

C．top performers care more about reputations

D．it’s safer to stick to the traditional rules

4. Which of the following is the best title for the text?

A．CEOs; Where to Go?	B．CEOs: All the Way Up?
C．Top Managers Jump without a Net	D．The Only Way Out for Top Performers

10 .

A．She wonders which letter to finish.	B．She will make copies later.
C．She will meet Mr. Brown first.	D．She hopes to become a typist.