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anaging others is always a tough task, but in the past that stress was balanced by hopes for career mobility and financial with a sizable pay raise,people chosen as managers would begin a nearly automatic climb up the career ladder to lucrative executive private benefits: pany cars, club memberships, plus the key to the executive washroom. But in today’s global , more petitive showground, a manager sits in an insecure has removed layer after layer of management as panies came to view their anizations as collections of talents rather than hierarchies(等級 ). There are far fewer steps for managers to , managerial jobs demand more hours and headaches than ever before but offer slim, if any, financial paybacks and perks. Now managers must manage many people who are spread over different locations,even over different must manage across functions with say, design,finance and marketing. In an age of entrepreneurship, when the most praised people in business are those launching something new , management seems like an invisible , thankless are looking for people who can do things, not for people who make other people do things. In addition, the Dilbert factor is at Dilbert’s popular cartoon character as well as many television situation edies routinely describing managers as fools or enemies, they just don’t get much respect any more. Moreover, it may not pay to be a manager at least not the way it once . Chmielewski says, “The emotional rewards can be great, and there were times I enjoyed a 10173。to173。 Sb./ likely to do...= It be likely that sb./sth....某人可能做某事;某事可能發(fā)生 注意: likely不能用 “ 不定式 ” 作主語,但可用 “ 某人 /某事物 /that從句 ” 作主語。 You’re lik