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    Ricardo Semler became boss of his father's business in Brazil

    作者:英语阅读 文章来源:英语阅读 点击数: 更新时间:2013-11-4 10:10:18 | 【字体:
     
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        At 21,Ricardo Semler became boss of his father's business in Brazil,Semco,which sold parts for ships. Semler Junior worked like a mad man,from 7:30 am,until midnight every day. One afternoon,while touring a factory in New York,he collapsed. The doctor who treated him said,"There's nothing wrong with you. But if you continue like this, you'll find a new home in our hospital. "Semler got the message. He changed the way he worked. In fact,he changed the ways his employees worked too.
        He let his workers take more responsibility so that they would be the ones worrying when things went wrong. He allowed them to set their own salaries,and he cut all the jobs he thought were unnecessary,like receptionists and secretaries. This saved money and brought more equality to the company. "Everyone at Semco,even top managers,meets guests in reception,does the photocopying,sends faxes,types letters and dials the phone."
        He completely reorganized the office:instead of walls,they have plants at Semco,so bosses can't shut themselves away from everyone else. And the workers are free to decorate their workspace as they want. As for uniforms,some people wear suits and others wear T-shirts.
        Semco has flexible working hours:the employees decide when they need to arrive at work. Also,Semco lets its workers use the company's machines for their own projects,and makes them take holidays for at least thirty days a year.
        It sounds perfect,but does it work? The answer is in the numbers:in the last six years,Semco's revenues have gone from$35 million to$212 million. The company has grown from eight hundred employees to 3,000. Why?
    Semler says it's because of "peer pressure". Peer pressure makes employees work hard for everyone else. If someone isn't doing his job well,the other workers will not allow the situation to continue. In other words,Ricardo Semler treats his workers like adults rather than children, and expects them to act like responsible adults. And they do.
        大意:本文主要介绍巴西企业家Ricardo Semler,摒弃传统管理模式,另辟蹊径,独创了一套人性化的现代企业管理模式:以自由和信任为基础,借助“"peer pressure”,增强员工的责任心,从而努力工作,实现双赢。
    31.According to Paragraph 1, which of the following statements is True?
       A. Ricardo Semler is a 21-year employer.
       B. Semco is the name of a ship.
       C. Ricardo Semler fell seriously ill because of overwork.
       D. The doctor’s words had a great effect on Ricardo Semler.
    解析:从第1段最后3行可知。
    32. Semler made a variety of changes in his company Except__________.
       A. the staff was lessened to save money
       B. the employees were given less holidays every year.
       C. flexible working hours were introduced       
       D. the employees enjoyed a lot of freedom
    解析:文章未提假期减少了,(并且很有可能是增加了),见第4段最后1句,故B不对,其余都对。
    33. What’s the main idea of Paragraph five?
       A. Ricardo Semler’s new management method succeeded.
       B. Ricardo Semler’s idea sounded perfect but not practical.
       C. The company earned a lot of money.        
       D. The reason for his success.
    解析:第5段先设问,在用数据回答,表明A正确。
    34. In his company, what does Ricardo Semler value most?
       A. freedom        B. rules        C. responsibility      D. hard work
    解析:从第2段的第1句中的“He let his workers take more responsibility”和文章最后1句中的“responsible adults”,C为最佳答案
    35. Which of the following best describes Semler’s quality?
       A. human and creative                 B. clever and diligent
       C. intelligent and casual             D. considerate and selfless
    解析:纵观全文,有“人情味和创造性”是他的最大特点,B.中的 diligent 是原来的他;C. 中的casual是“随意的”;D.中的selfless文章未提到。

    翻译

        21,在巴西,该李嘉图塞姆勒成为他父亲的生意的老板,这是一个船舶零件销售。Semler初级的工作就像一个疯子,从早上七点半,每天直到午夜。一天下午,在纽约的一家工厂参观时,他崩溃了。他的主治医生说,“你没有错。但如果你继续这样,你将在我们医院里找到一个新家。”Semler得到消息。他改变了工作方式。事实上,他改变了他的员工工作的方式。
    他让员工承担更多的责任,所以他们将那些担心当事情出错了。他允许员工自己设定薪水,把所有的工作他认为是不必要的,像接待员和秘书。这节省了金钱和带来更多平等的公司。”每个人都在台,甚至高层管理人员,满足客人在接待,并复印,发传真,打印信件和拨打电话。”
        他完全重组办公室没有墙,他们在该植物,所以老板不可能把自己远离其他人。和工人自由确实如他所愿。至于制服,有人穿西装,有人穿T恤。
        Semco有灵活的工作时间:员工决定什么时候上班。同时,该让员工使用公司的设备为自己的项目,并使他们休假一年至少三十天。
        这听起来很完美,但它的工作?答案在数字中:在过去的六年中,该公司的收入已经从35000000美元到212000000美元。公司员工数量从八百增加到3000。为什么呢?
        Semler说这是因为“同侪压力”。同伴的压力让员工每个人努力工作。如果某人不做他的工作,其他人就不会允许这种情况继续下去。换句话说,李嘉图semler把员工当做成年人比儿童,并希望他们做一个尽责的人。他们做的。

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