1 . Millions of people pass through the gates of Disney’s entertainment parks in California, Florida and Japan each year. What makes these places an almost universal attraction? What makes foreign kings and queens and other important people want to visit these Disney parks? Well, one reason is the way they’re treated once they get there. The people at Disney go out of their way to serve their “guests”, as they prefer to call them, and to see that they enjoy themselves.
All new employees, from vice presidents to part-time workers, begin their employment by attending Disney University and taking “Traditions I”. Here, they learn about the company’s history, how it is managed, and why it is successful. They are shown how each department relates to the whole. All employees are shown how their part is important in making the park a success.
After passing “Traditions I”, the employees go on to do more specialized training for their specific jobs. No detail is missed. A simple job like taking tickets requires four eight-hour days of training. When one ticket taker was asked why it took so much training for such a simple, ordinary job, he replied, “What happens if someone wants to know where the restrooms are, when the parade starts or what bus to take back to the campgrounds? We need to know the answers or where to get them quickly. Our constant aim is to helps our guests enjoy the party.”
Even Disney’s managers get involved in the daily management of the park. Every year, the mangers leave their desks and business suits and put on special service clothes. For a full week, the bosses sell hot dogs or ice cream, take tickets or drive the monorail (单轨车), and take up any of the 100 jobs that make the entertainment park come alive. The managers agree that this week helps them to see the company’s goals more clearly.
All these efforts to serve the public well have made Walt Disney Productions famous. Disney is considered by many as the best mass service provider in America or the world. As one longtime business observer once said, “How Disney treats people, communicates with them, rewards them, is in my view the very reason for his fifty years of success… I have watched, very carefully and with great respect and admiration, the theory and with great respect and admiration, the theory and practice of selling satisfaction and serving millions of people on a daily basis, successfully. It is what Disney does best.”
1. The first day they come to Disney parks, all new employees ________.| A．begin by receiving on-the-job training |
| B．must learn several jobs |
| C．begin as ticket takers |
| D．have started to get specialized training |
| A．set a good example for employees |
| B．remind themselves of their beginnings at Disney |
| C．gain a better view of the company’s objectives |
| D．replace employees on holiday |
| A．Tourists learn the history of Disney in its entertainment parks. |
| B．Disney attracts people almost from all over the world. |
| C．Parades are regularly held in Disney’s entertainment parks. |
| D．Disney’s managers are able to do almost all kinds of work in the Disney parks. |
| A．how Disney employees are trained |
| B．the history and traditions of the Disney enterprises |
| C．why Disney enterprises make a lot of money |
| D．the importance Disney places on serving people well |
2 . What do you want to be when you grow up? A teacher? A doctor? How about an ice-cream taster?
Yes, there really is a job where you can get paid to taste ice-cream. Just ask John Harrion, an “Official Taste Tester” for the past 21 years. Testing helps manufacturers to be sure of a product’s quality. During his career Harrison has been responsible for approving large quantities of the sweet ice cream — as well as for developing over 75 flavors (味道).
Some people think that it would be easy to do this job, after all, you just have to like ice cream, right? No — there’s more to the job than that, says Harrison, who has a degree in chemistry. He points out that a dairy or food-science degree would be very useful to someone wanting a career in this “cool” field.
In a typical morning on the job, Harrison tastes and assesses 60 ice-cream samples. He lets the ice cream warm up to about 12℉. Harrison explains, “You get more flavor from warmer ice cream, which is why some kids like to stir it, creating ice-cream soup.”
While the ice cream warms up, Harrison looks over the samples and grades each one on its appearance. “Tasting begins with the eyes,” he explains. He checks to see if the ice cream is attractive and asks himself, “Does the product have the color expected from that flavor?” Next it’s time to taste!
Continuing to think up new ideas, try out new flavors, and test samples from so many kinds of ice cream each day keeps Harrison busy but happy — working at one cool job.
1. What does the “cool field” refer to according to the passage?| A．chemistry experimenting. | B．Ice-cream manufacturing. |
| C．Ice-creaming tasting. | D．food science researching. |
| A．keep a diary of work | B．have a degree in related subjects |
| C．have new ideas every day | D．find out new flavors each day |
| A．He stirs the ice cream. | B．He examines the color of the ice cream. |
| C．He tastes the flavor of the ice cream. | D．He lets the ice cream warm up. |
3 . US Businesses Give in to Worker Demands to Keep Employees
As many American businesses struggle to fill jobs, some have started negotiating demands that used to be non-negotiable for most hourly employees.
One of the top demands for many workers is scheduling — the days and time they spend on the job.
A recent study from an employment company found that nearly 40 percent of jobseekers worldwide said schedule flexibility was one of their top three issues in career decisions. Instawork is an employment marketplace that connects local businesses with hourly workers.
Such changes are happening as companies try to hire more workers for the upcoming holiday season. Target Corporation, for example, said this month it will pay $2 an hour more to employees who agree to work schedules during busy days of the holiday season. Sumir Meghani is co-founder and CEO of Instawork.
During the pandemic (大流行病), hourly workers were hit especially hard when businesses like department stores and restaurants were forced to close for a few months during the spring of 2020. Those who remained employed at essential businesses like grocery stores found themselves working too much and too hard.
| A．There are currently many job openings in the United States. |
| B．Hourly workers are now seeking more flexibility in their schedules. |
| C．He thinks companies are learning that money alone cannot solve their hiring issues. |
| D．Now, he notes, it’s more about what you need as an employee and how we can make you happy. |
| E．It says the rate at which employers were able to fill weekend schedules dropped from January through August compared with weekday work. |
| F．That contributed to a labor shortage, forcing employers to look for ways to make their jobs seem more attractive while also cutting back on hours of operation. |
4 . 
Who we need
We are looking for talented and passionate people to work for health. WHO is committed to achieving workforce variety, aiming to achieve a broad representation of nationals of our member countries. Particular attention is paid to candidates from developing countries and gender balance. Selection of staff is made on a competitive basis. All posts are filled in accordance with WHOs ability model.
There are two key categories of staff at WHO：professionals(P) or directors(D) who are internationally recruited(招募) and general(G) or national professional(NPO) staff who are recruited locally for both fixed or short-term positions. We also run internship(实习) and opportunities for junior professional officers(JPOs).
| Internationally recruited(Por D) Professional staff and directors are hired internationally and occupy leadership functions or positions that require a significant level of technical expertise. P or D staff are mobile and are expected to work across the globe. | Locally recruited(G or NPO) General Service staff are hired locally at the respective duty station. Their main role is to work with and support internationally recruited staff in their roles and to assure the smooth functioning of all administrative matters. National Professional Officers are nationals of the country in which they serve and perform functions of a professional nature requiring local knowledge, professional knowledge and experience. | Internships We offer internships for current students with educational background in public health, management or administration fields. |
| Junior professional officer programme The Junior Professional Officer(JPO) Programme provides young professionals at an early stage in their career with practical experience in international technical co-operation. JPOs are sponsored by their respective governments. | Recruitment restrictions Please note the following restrictions on recruitment： Relatives of WHO Staff: Except where another equally well qualified person cannot be recruited, appointment shall not be granted to a person who bears any of the following relationships to a staff member: father, mother, son, daughter, brother or sister. Candidates under the age of 20 and above the age of 62 will not be considered for any vacancy. Policy on Non-Recruitment of Smokers: WHO has a smoke-free environment and does not recruit smokers or other tobacco users who do not indicate a willingness to stop smoking. This policy underscores the Organization’s commitment to promoting a tobacco-free environment. | |
| A．recruiting volunteers for WHO | B．achieving a broad representation of nationals |
| C．explaining the functions of WHO | D．providing information about WHO positions |
| A．Males in their later 60s. | B．People who have health problems. |
| C．Children of WHO staff. | D．Candidates with a smoking history. |
| A．General Service staff are recruited all around the world. |
| B．Junior Professional Officers work for local governments. |
| C．Current students majoring in engineering can apply for internships. |
| D．Professionals and directors are an internationally mobile workforce. |
