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The Stars of the Future
A Existing management research does not tell usmuch about how to find and develop high-flyers,those people who have the potential to reach thetop of an organisation. As a result, organisations areleft to formulate their own systems. A moreeffective overall policy for developing future leadersis needed, which is why the London Business Schoolhas launched the Tomorrow's Leaders ResearchGroup (TLRG). The group contains representativesfrom 20 firms, and meets regularly to discuss theleadership development of the organisations' high-flyers.
B TLRG recognises just how significant line managers are in the process of leadershipdevelopment. Unfortunately, with today's flat organisations, where managers have functionalas well as managerial responsibilities, people development all too often falls victim to heavyworkloads. One manager in the research group was unconvinced by the logic of sending hisbest people away on development courses, 'only to see them poached by another departmentor, worse still, another firm'. This fear of losing high-flyers runs deep in the organisations thatmake up the research group.
C TLRG argues that the task of management is not necessarily about employee retention,but about creating 'attraction centres'. 'We must help line managers to realise that if theircompanies are known as ones that develop their people, they will have a greater appeal tohigh-flyers,' said one advisor. Furthermore, selecting people for, say, a leadership developmentprogramme is a sign of commitment from management to an individual. Loyalty can then bemore easily demanded in return.
D TLRG has concluded that a company's HR specialists need to take action and engagewith line managers individually about their role in the development of high-flyers. Indeed, inorder to benefit fully from training high-flyers as the senior managers of the future, firmsmust actually address the development of all managers who will be supporting the out this, managers will not be in a position to give appropriate advice. And wheneventually the high-flyers do move on, new ones will be needed to replace them. The nextchallenge will be to find a new generation of high-flyers.
首先得搞明白的是這篇文章到底講的什麼。不用看具體內容，有兩個地方直接告訴了。一個是題目說明的第一句話，另一個是正文的標題。從這兩個地方就可以看出全文探討的是公司未來接班人——也就是潛力股——的培養問題。
A段講了TLRG這個貫穿全文的研究組織誕生的原因：現行的研究滿足不了需要，於是大多數公司只能自己探索發掘接班人的模式;(即第五題的答案)
B段講了直屬經理(line managers)對於發掘接班人的重要性(真是幹什麼都要從基層抓起)，以及經理們的一些疑慮;
C段講的是接班人問題對公司的重要性，並且應該讓院線經理們明白這種重要性;
D段是針對前面列出的問題，提出的解決建議，什麼專家協助等等。
整篇文章分為四個部分，層層遞進，有很強的邏輯性。拿這樣的文章來做閱讀材料應該是相對容易把握的。
題目解析：
圖中藍色的線為答案潛伏的地方。7個題幹基本是將原文中的句子用另外的詞語和句型表述出來，所以題幹中的關鍵詞都能在正文裡 找到與之匹配的，比如第四題題幹裡的expert對應D段的specialists,第六題的too busy to對應於B段裡的heavy workloads，第七題的interest對應於C段的al。
第一題說“經理們必須採取措施使潛力股們相信他們對公司的價值”，也就是要讓潛力股們對公司忠誠，即C段說的creating “attraction centres”和loyalty。
第二題說“組織必須把目光投向正在培養中的潛力股以外的地方”，即D段最後兩句話所說的尋找新一代的潛力股。
第三題和B段的最後一句話完全是一個意思：怕培養潛力股的投入收不回成本。
第四題說開發潛力股，經理們需要在公司內部得到專家支援。答案是D段的第一句話：公司的人力資源專家需要採取行動。HR specialists就是expert。
第五題說公司現在沒有在指導策略的支援下辨別潛力股。也就是說公司是依靠自己來發掘人才的。答案是A段的第一句：現行的研究滿足不了需要，所以公司只能形成自己的一套體系。
第六題，經理們太忙了，無暇顧及潛力股的發展。答案是B段的：Unfortunately, with today's flatorganisations, where managers have functional as well as managerial responsibilities, peopledevelopment all too often falls victim to heavy workloads.。不幸落在了高工作負荷的人的肩上。高工作負荷，也就是too busy。
第七題，看重作為僱主名聲的公司可以吸引潛力股。答案是C段的這麼一句：if their companies areknown as ones that develop their people, they will have a greater appeal to high-flyers。如果公司是以開發員工而著稱的話，將會對潛力股產生更大的吸引。以開發員工而著稱(known as ones thatdevelop their people)，名聲很好，也就是看重自己作為僱主的名聲。
疑似生詞：
1. line managers 直屬經理，業務經理
2. flat organization 扁平化的組織，即企業中的單層管理組織對應的單詞hierarchy 等級制的公司
