"34. Вставьте пропущенное слово 1) break 2) give 3) come 4) find   Margaret worked for a multinational company as a successful project manager in Brazil and was transferred…

"34. Вставьте пропущенное слово 1) break 2) give 3) come 4) find   Margaret worked for a multinational company as a successful project manager in Brazil and was transferred to manage a team in Sweden. She was excited about her new role but soon it 30_______ out that managing her new team would be a challenge. Despite their friendliness, Margaret didn’t feel respected as a leader. Her new staff would question her proposals openly in meetings, and when she gave them instructions on how to carry 31_______ a task, they would often go about it in their own way without checking with her. When she announced her decisions on the project, they would continue giving their opinions as if it was still up for discussion. After weeks of frustration, Margaret emailed her Swedish manager about the issues she was 32_______ with. Her manager simply asked her if she felt her team was still performing, and what she thought would help her better get 33_______ with her team members. Margaret found her manager vague and didn't feel as if he was managing the situation satisfactorily. What Margaret was experiencing was a cultural clash in expectations. She was used to a more hierarchical framework where the team leader and manager took control and gave specific instructions on how things were to be done. This more directive management style worked well for her and her team in Brazil but did not transfer well to her new team in Sweden, who were more used to a flatter hierarchy where decision making was more democratic. When Margaret took the issue to her Swedish manager, rather than stepping in with directions about what to do, her manager took on the role of coach and focused on getting her to 34_______ up with her own solutions instead. When she 35________ out the cultural differences between her and her team, she took the initiative to have an open conversation with them about their feelings about her leadership With a better understanding of the underlying reasons behind each other's behaviour, Margaret and her team were able to adapt their way of working. Margaret was then able to make adjustments to her management style so as to better fit the expectations of her team and more effectively motivate her team to 36________ up with the pace to achieve success."