填空题
Recruitment policies in Britain’s businesses favor the young. Mature men and women are being marginalized and their considerable skills lost to the economy. Cost-cutting policies such as delayering and downsizing, now widely criticized (31) causing loss of valuable knowledge and experience, are hardest on more mature staff.
All around us can (32) seen the effects of ageism. Highly qualified, middle-aged people with excellent CVs apply for jobs, but do not get them because younger applicants are preferred (33) the basis of age alone. Similarly, when it comes (34) promotion, younger employees are often more successful than their older colleagues, because (35) former are seen as more dynamic and ambitious.
Our research, however, suggests otherwise: it is the mature manager who is considerably (36) capable of handling the complex dynamics of office life and creating an effective team. The challenge of working in today’s flatter organizations is best handled (37) experienced, older managers, provided they have positive personalities.
Our research demonstrates that it (38) older senior managers, not younger executives, who take the more balanced view (39) required to take decisions, and are more likely than younger colleagues to evolve positive relationships with people from other departments and from outside the organization.
Similarly, the effectiveness of strategic decision-making and the implementation of company policy benefit (40) the presence of older senior managers in the top team.