쉐도잉 연습: Cambridge 12 Test 2 Section 4 Listening - 영상으로 영어 말하기 배우기
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Section 4.
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You will hear part of a lecture about conflict at work, given by a business studies lecturer.
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First, you have some time to look at questions 31 to 40.
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Thank you.
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Now listen carefully and answer questions 31 to 40.
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Over the years, attitudes towards workers have changed considerably.
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After all, there was a time when workers had no rights at all and laboured in appalling conditions.
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Conditions have improved a lot, but conflict in the workplace is still common,
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and human resources managers nowadays need to be able to deal with it when necessary.
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What is conflict in the workplace?
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Definitions vary, but I'm taking it to refer to a whole range of behaviours that the victim finds unacceptable.
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from minor, harmless arguments to, at the opposite extreme, physical violence.
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Much of this is covered by the term bullying,
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by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.
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Although all behaviour like this is a form of conflict, not all conflict can be described in these terms.
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As with all human behaviour, there are numerous reasons for it,
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but often it's caused by someone who feels the need to show their superiority over someone else,
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in order to feel that they aren't at the lowest level in a hierarchy or a group of people.
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In some cases, one person simply dislikes the other,
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on the basis that the personality of one is in some way incompatible with that of the other person.
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A general habit of optimism in one person could make them intolerant of a colleague who's constantly pessimistic.
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Not that that justifies treating them badly, of course.
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Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole.
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These conflicts are called structural and could come about, for example,
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when a sales team believe they are the only people in the business who do any useful work
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and look down on behind-the-scenes administrators.
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Conflict obviously affects the individuals concerned.
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The situation is likely to be very stressful for victims,
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resulting in their absence from work, possibly for months.
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For the company, if no effort is made to deal with conflict,
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it can spiral out of control and even lead to the breakdown of the business.
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Some interesting work with chief executives,
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CEOs, has uncovered some of the reasons why they may treat colleagues badly.
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Many CEOs combine two opposing characteristics.
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Confidence, that is, the belief that they're capable of great achievements, with a high level of anxiety,
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a fear of missing targets, whether set by themselves or by the directors of the company.
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This combination can make them respond badly to anyone who questions their decisions.
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In a high-pressure work environment,
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such characteristics become problematic, and it's particularly difficult to tackle the situation where colleagues,
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managers and board members are all trying to achieve their own visions.
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When they can't agree on strategic issues and on where they see the business going, there are real problems.
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For managers at lower levels within the organisation, it might seem that an autocratic form of management,
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where the chief executive gives orders and everyone else has to obey, would see more conflict than others.
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Interestingly, though, a company with a more democratic business model can suffer more
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when uncertainty about who to report to leads to conflicting demands.
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Now I'll say a little about dealing with the type of conflict that has harmful effects.
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Of course, the ideal is to prevent it arising in the first place.
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A good manager at any level will make efforts to earn the respect of the people they work with,
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particularly those who report to them.
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That will involve politeness in all communications and treating them as equals who happen to have a different role within the organisation.
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Sometimes, of course, conflict does occur and can get out of hand.
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In such cases, the Human Resources Department often gets involved.
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However, if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive,
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then an external mediator might be able to help.
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By talking to both sides and trying to find the truth of what's been happening,
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they can build a clear picture of the situation and give feedback that both sides will accept,
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precisely because they're independent.
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That is the end of section four.
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You now have half a minute to check your answers.
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That is the end of the listening test.
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In the IELTS test, you would now have 10 minutes to transfer your answers to the answer sheet.
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"Cambridge 12 Test 2 Section 4 Listening"으로 쉐도잉 기법을 사용해 영어를 연습합니다.
매일 15~30분 꾸준히 연습하면 IELTS 스피킹에 대한 자신감이 길러집니다.
쉐도잉이란? 영어 실력을 빠르게 키우는 과학적 방법
쉐도잉(Shadowing)은 원래 전문 통역사 훈련을 위해 개발된 언어 학습 기법으로, 다언어 학자인 Dr. Alexander Arguelles에 의해 대중화된 방법입니다. 핵심 원리는 간단하지만 매우 강력합니다: 원어민의 영어를 들으면서 1~2초의 짧은 지연으로 즉시 소리 내어 따라 말하는 것——마치 '그림자(shadow)'처럼 화자를 따라가는 것입니다. 문법 공부나 수동적인 청취와 달리, 쉐도잉은 뇌와 입 근육이 동시에 실시간으로 영어를 처리하고 재현하도록 훈련합니다. 연구에 따르면 이 방법은 발음 정확도, 억양, 리듬, 연음, 청취력, 말하기 유창성을 크게 향상시킵니다. IELTS 스피킹 준비와 자연스러운 영어 소통을 원하는 분들에게 특히 효과적입니다.