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  3. The main idea of these business-school academics is appealing. In a world wh

The main idea of these business-school academics is appealing. In a world wh

游客2023-12-11  43
问题     The main idea of these business-school academics is appealing. In a world where companies must adapt to new technologies and source of competition, it is much harder than it used to be to offer good employees job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than ever for employees to invest in better skills and sparkle with bright ideas. How can firms get the most out of people ff they can no longer offer them protection and promotion?
    Many bosses would love to have an answer. Sumantra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business School think they have one: "Employability." If managers offer the right of training and guidance, and change their attitude towards their underlings, they will be able to reassure their employees that they will always have the skills and experience to find a good job—even ff it is with a different company.
    Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that can make the must of them, keep the organization from getting stale and so forth. The real disappointment comes when they attempt to show how firms might actually create such an environment. At its nub is the notion that companies can attain their elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a cog in a machine.
    The authors offer a few inspiring example of companies—they include Motorola, 3M and ABB—that have managed to go some way towards mating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered, How do you continuously train people, without diverting them from their everyday job of making the business more profitable? How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm? How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy? Must of their answers are platitudinous, and when they are not they are unconvincing.
选项 A、had job security and opportunity of promotion
B、had to compete with each other to keep his job
C、had to undergo training all the time
D、had no difficulty climbing the corporate ladder
答案 A
解析 本题是推理题。从第一段的句子“... it is much harder than it used to be to offer good employees job security and an opportunity to climb the corporate ladder.”可以看出，过去一个好的职员很容易获得工作保障和晋升的机会，工作上的竞争并不残酷，所以B“必须和别人竞争”不对，C“必须总是接受培训”没有提及，D故意曲解了句子的意思。因此答案应该是A。
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