Felsőfok G

OLVASOTT SZVEG RTSE 1.
Develop Effective Work Relationsips

You can submarine your career and work relationships by the actions you take and the
behaviors you exhibit at work. No matter your education, your experience, or your title, if you
can't play well with others, you will never accomplish your work mission.
How important are effective work relationships? Effective work relationships form the basis
for promotion, pay increases, oal accomplishment, and !ob satisfaction.
"he #allup orani$ation studied indicators of work satisfaction. "hey found that whether you
have a best friend at work was one of the twelve key %uestions that predicted !ob satisfaction.
& supervisor in a several hundred person company %uickly earned a reputation for not playin
well with others.
He collected data and used the data to find fault, place blame, and make other employees look
bad. He en!oyed identifyin problems but rarely suested solutions.
He bued his supervisor weekly for a bier title and more money so he could tell other
employees what to do. 'hen he announced he was !ob huntin, not a sinle employee
suested that the company take action to convince him to stay. He had burned his brides.
"hese are the top seven ways you can play well with others at work. "hey form the basis for
effective work relationships.
!rin" s#""este$ sol#tions %it te pro&le's to te 'eetin" ta&le. (ome employees spend
an inordinate amount of time identifyin problems. )n my opinion, that's the easy part.
"houhtful solutions are the challene that will earn respect and admiration from coworkers
and bosses.
Don(t ever pla) te &la'e "a'e. You alienate coworkers, supervisors, and reportin staff.
Yes, you may need to identify who was involved in a problem. You may even ask the *emin
%uestion+ what about the work system caused the employee to fail? ,ut, not my fault and
publicly identifyin and blamin others for failures will earn enemies. "hese enemies will, in
turn, help you to fail. You do need allies at work.
*o#r ver&al an$ nonver&al co''#nication 'atters. )f you talk down to another
employee, use sarcasm, or sound nasty, the other employee hears you. 'e are all radar
machines that constantly scope out our environment.
+ever &lin$ si$e a co%orker, &oss, or reportin" staff person. )f the first time a coworker
hears about a problem is in a staff meetin or from an email sent to his supervisor, you have
blind sided the coworker. &lways discuss problems, first, with the people directly involved
who -own- the work system. &lso called lynchin or ambushin your coworkers, you will
never build effective work alliances unless your coworkers trust you. &nd, without alliances,
you never accomplish the most important oals.
-eep )o#r co''it'ents. )n an orani$ation, work is interconnected. )f you fail to meet
deadlines and commitments, you affect the work of other employees. &lways keep
commitments, and if you can't, make sure all affected employees know what happened.
.rovide a new due date and make every possible effort to honor the new deadline.
Sare cre$it for acco'plis'ents, i$eas, an$ contri&#tions. How often do you accomplish
a oal or complete a pro!ect with no help from others? )f you are a manaer, how many of the
reat ideas you promote were contributed by staff members? "ake the time, and expend the
enery, to thank, reward, reconi$e and specify contributions of the people who help you
succeed. "his is a no/fail approach to buildin effective work relationships.
.elp oter e'plo)ees fin$ teir "reatness. Every employee in your orani$ation has
talents, skills, and experience. )f you can help fellow employees harness their best abilities,
you benefit the orani$ation immeasurably. "he rowth of individual employees benefits the
whole. 0ompliment, reconi$e, praise, and notice contributions. You don't have to be a
manaer to help create a positive, motivatin environment for employees. )n this
environment, employees do find and contribute their reatness.
)f you reularly carry out these seven actions, you will play well with others and develop
effective work relationships. 0oworkers will value you as a colleaue. ,osses will believe
you play on the riht team. You'll accomplish your work oals, and you may even experience
fun, reconition, and personal motivation. 'ork can't et any better than that.
www.about.com
Els/ fela$at
1lvassa el a *evelop Effective 'ork 2elationships c3m4 s$5veet, ma!d e6s$3tse ki a
t7bl7$atot n6h7ny s$8val a meadott p6lda 9:; s$erint.
01+-A.EL*2 V2SEL-EDS -VET-EZ0+* TA+3R2
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Suggest solutions 0. .You will earn respect and
admiration .

,lamin others <.
=.
#ive credit for contributions >.
*iscussin problems first ?.
*eadlines not met @.
Help others to discover their strenth A.
ERED0+*
06so$ik fela$at
1lvassa el B!ra a s$5veet, 6s 7llap3tsa me, hoy a s$5ve s$erint a$ al7bbi 7ll3t7sok ia$ak
9); vay hamisak 9H;. C7las$ait 3r!a a t7bl7$atba, a p6lda 9:; s$erint.
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0. If you keep all the advice given in the article, you will be a valuable
team member.
I
D. Your education or title does not matter if you intend to develop work
relationships.
E. Effective work relationships influence your !ob satisfaction.
F. Effective work relationships can be developed if you reward people.
<:. "he supervisor was dismissed because he did not play well with
others.
<<. "he supervisor did not have a boss.
<=. )f your coworkers trust you, you will be able to accomplish your
oals.
<>. )f you identify who was involved in a problem you will earn
enemies.
<?. 1nly the manaers can motivate the employees.
<@. Havin a best friend at work influences !ob satisfaction.
ERED0+*
OLVASOTT SZVEG RTSE 7.
Airline 8oll#tion9 Te Sk) .as 2ts Li'its
:. G.The ederal !viation !gency has defined noise pollution. ..
)t is loud enouh to disturb a family's television watchin. ,ut the problem, as defined,
contains its own remedy. &eroplanes too loud above your house? 'ell, then+ "H2N H. "HE
C1IHJE 1N "HE "EIEC)()1N (E".
"here are less bi$arre ways to solve the problem of aeroplane noise, an annoyance rapidly
evolvin into a menace. ,ut do not look to the K&& or the aviation industry to help. Luality
of life is not their department. Not for people in the air, and certainly not for those on the
round.
<. GGGGGGGGGGGG.
0rowded airports, crowded and overbooked planes, delayed flihts, lousy service, awful food.
"errible. ,ut most articles are talkin about people in the air or in the airports, and not about
the vastly reater numbers on the round who are brutalised as the planes pass overhead. "he
solution to s%ualid air travel that experts propose is analoous to the fix 9turn up the volume;
when loud planes interrupt your television watchin. &ll will be well if you build more
runways, more airports, if you schedule more flihts, and flin more profit/makin, noise/
makin metal into the air.
=. GGGGGGGGGGGGGG.
'e are the people who fly, who use Kederal Express and all the other businesses that need
planes and airports in order to do their work. Jillions of !obs depend on aviation. "he eneral
public re%uires the convenience of air travel 9thouh it is often inconvenient;, and we are still,
for the most part, passive and stoical about the price paid by everyone in noise and other
forms of pollution. Jost people reard noise / plane noise, truck noise, city noise, siren noise,
car alarm noise, and so on / as a fact of life, at least until it becomes continuous and
intolerable, which, for many people, it already has. 1r until it dawns on people, those livin
around airports, that they are payin an unacceptable price in stress, lost sleep, impaired
hearin, inability to concentrate, in their children's ability to learn and in the enerally
deraded %uality of life that results when the mind is tormented by these intrusions.
>. ......................................................
"he expansionist loic of airlines and airports assumes that the air around and above us has an
infinitely absorptive capacity and can tolerate any pollution. 'e used to think that about
rivers. )t isn't true, in either case. )ndustries that pollute rivers have been forced to chane, to
clean up. "he people who worry about pollution from planes 9noise pollution, trails of fuel
waste rainin down; are no loner Iuddite crackpots.
?. GGGGGGGGGGGGG..
"he lone eale, soarin without boundaries in the purity of the upper air, symbolisin absolute
freedom.
"he aviation industry, with a sort of corrupt nostalia, still uses rhetoric about -the freedom
to fly.- ,ut Iindberh ultimately became profoundly disusted with the industry that he had
pioneered. He ended life reardin air travel as mere s%ualor and aviation in eneral as one of
the world's serious environmental problems.
@. GGGGGGGGGGGGGG
Not lon ao, a -noise consultant- named Jark Mohnson, workin for Iandrum N ,rown,
addressed a plannin meetin for the expansion of the &lbany, N.Y., airport. He waed his
eyebrows and declared+ -'e're not sayin that people who complain about noise are out of
their minds. Iet's !ust say it's a socioloical problem.- &s more and more people are driven
out of their minds by noise, Mohnson will find that it has become a political problem as well,
and therefore an industry problem. Eventually, the K&& will be forced to abandon its
disracefully intimate collusion with the aviation industry.
,y I&N0E J1221', =::A "ime )nc.
Els/ fela$at
1lvassa el a$ &irline pollution c3m4 s$5veet 6s a s$5vebOl kivett elsO mondatokat illess$e
be a mefelelO helyre. C7las$ait 3r!a a t7bl7$atba a meadott p6lda 9:; s$erint. &$ eyik
mondat feleslees.
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"he Kederal &viation &ency has defined noise pollution
&. &viationPs pioneer, Iindberh, embodied the romantic attraction of fliht.
,. Jost forums see only one side of the problem.
0. 1nly a reat culture could present its people with a dilemma like that.
*. "he industry is there to cater to our needs.
E. "he problems posed by flyin are still bein ovelooked, but will manisfest themselves in
followin years.
K. Environmentalists say the concept of how the atmosphere is viewed is wron.
06so$ik fela$at
1lvassa el ism6t a s$5veet, 6s e6s$3tse ki a t7bl7$atot !ey$eteivel, lefel!ebb @ s$8val, a
meadott p6lda 9:; s$erint.
SZE08O+TO- 4EG*ZETE- TA+3R2
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"harles #indbergh finally regarded
aviation as
0. a serious environmental problem
&ir traffic has become inconvenient for ..... A.
D.
E.
(ome consider the atmosphere to be like
water, because .....
F.
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5R3S-SZSG 0RSE
Qn, Ro8s ,6laS,e7ta ey Jayarors$7on m4k5dO nem$etk5$i c6 .2 os$t7ly7n dolo$ik.
&$ os$t7ly anol anyanyelv4 ve$etO!e 9&nthony "urner; s$7m7ra !elent6st kell k6s$3tenie <A:/
<E: s$8 ter!edelemben a mBlt h6ten Iondonban le$a!lott kereskedelmi v7s7rr8l, amelyen
c6Tk ki7ll3t8k6nt r6s$t vett.
)n your report write about
facilities in the fair 9location, stalls, e%uipment, decoration;
oranisation 9bookin, hostesses, sinpostin;
results of participation S recommendations
4ELE+TS TA+3R2
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-ZVET5TS -SZSGE
$gy k%lf&ldi nagyv'llalat magyarors('gi le'nyv'llalat'n'l nagyar'ny) le*p+t*s v'rhat,. $(t
megel-(-en a c*g ve(et-.e, aki a kedve(-tlen hely(etben megold'st pr,b'l keresni, a
magyarors('gi hely(etr-l t'.*ko(,dik. $hhe( foglal.a &ss(e angolul a( al'bbi cikket, a(
eredeti s(&veg kb. fele ter.edelm*ben.
&$ 5ss$efolal8ban a k5vetke$O t6m7kra t6r!en ki+
a ondoskod8 le6p3t6s ke$detei Jayarors$7on
!elenlei m6rt6ke 6s c6l!a
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kialakult kultBr7!a van, de a soro$atos elbocs7t7soknak 6s a le6p3t6s ut7ni -ondoskod7snak-
m6 nem. &nnak ellen6re, hoy a rends$erv7lt7s 8ta a mayar munkaerO/piacon is l6te$O
!elens6 a csoportos elbocs7t7s.
&$ Byneve$ett ondoskod8 le6p3t6s 9outplacement; a$ EyesTlt Vllamokban alakult ki a
m7sodik vil7h7borB ut7n, a frontr8l viss$a6rke$ett 6s les$erelt katon7k inter7l7s7ra. J7ra a
ondoskod8 le6p3t6s 9outplacement; annyira term6s$etess6 v7lt a$ H(&/ban, hoy a$
elbocs7tottak D:/E: s$7$al6k7nak automatikusan !7r. Ehhe$ a le6p3tetteket t7moat8
proramok s$Tks6esek.
Jayarors$7 m6 mess$e !7r a ondoskod7s ilyen fok7t8l. (ok v7llalat nem is ismeri e$t a
s$ol7ltat7st, pedi a$ elbocs7t7s 5ss$es k5lts66he$ vis$ony3tva annak kiad7sai
alacsonyabbak. & hum7nus meold7s alkalma$7s7val vis$ont nem csup7n p6n$t k5lt a
v7llalat, hanem !av3t!a h3rnev6t 6s a munkahelyi l6k5rt is. & ondoskod8 le6p3t6s / tudatosan
/ elOs$5r a multinacion7lis c6ek mayarors$7i meteleped6s6vel ey idOben !elentke$ett,
elsOsorban a$ ottani, erOs 6rdekk6pviseletek hayom7nyainak folytat7sak6nt. Ja
Jayarors$7on a$ ilyenfa!ta ondoskod7s m6 nem !ellem$O.
&$ok a !elentOs t5meek, melyeket a rends$erv7lt7st k5vetO 6vekben, a tula!donosi s$erke$et
v7lto$7sa valamint a hat6konys7i, a$das7oss7i s$empontok elOt6rbe kerTl6se miatt
bocs7tottak el 7ll7sukb8l, r7!5ttek, hoy ebben a s$7mukra B! vil7ban csak a$ 6rv6nyesTl, aki
el tud!a ma7t adni. "5bbs6Tk a$onban nem tudta, hoyan teye a$t, 6s hoyan lehet B!ra
piack6pes.
& ondoskod8 le6p3t6s c6l!a Jayarors$7on is term6s$etesen a$, hoy a$ elbocs7tott
munkaerO min6l hamarabb B! 7ll7st tal7l!on.
Ehhe$ a$ elbocs7t7st !8l elO kell k6s$3teni. Jiut7n a$ elbocs7t7sr8l a d5nt6s mes$Tletett,
se3ts6 kTl5nb5$O form7i adhat8k. )lyenek lehetnek a munka!oi tan7csa, a$ adminis$tr7ci8s
terhek 7tv7llal7sa 6s mindenekelOtt a munkaerO piaci 6rt6k6nek n5vel6se. E$en belTl a
dolo$8k 7tk6pe$hetOk 9hi7nys$akm7kra, vay s$akm7n belTl B! munkaterTletekre;.
Jinde$ek mellett m6is a lefontosabb a$ elbocs7t7sra kerTlO dolo$8k munkaerO/piaci
felk6s$3t6se.
&$ outplacement s$ol7ltat7s keret6n belTl a$ elbocs7tott alkalma$ottak kor7bbi c6e
7ltal7ban >/A h8napi tart8 ey6ni karrier/tan7csad7st fi$et, amelynek se3ts66vel a munka
n6lkTl maradt emberek !8val k5nnyebben tudnak 7ll7st tal7lni. & bi$onytalan hely$etben
tan7csad8k se3tik Oket, akik elmond!7k, melyek a$ aktu7lis munkaerO/piaci elv7r7sok 6s
milyen B! s$akm7t 6rdemes keresni a$ 6ppen aktu7lis piaci i6nyeknek mefelelOen.
igyel-/0001/02/23
==> s?:
T0R5TS TA+3R2
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folytat7s
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tartalom s$5vealkot7s st3lus s$8kincs nyelvhelyess6

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OLVASOTT SZVEG RTSE 1.

Develop Effective Work Relationsips

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