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《考研英语阅读理解100篇 基础版》第3章 信息技术类 Unit 43

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2019年01月12日

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DOTCOMS may be moribund,but inside companies,the Internet is still finding cost-saving new uses.“B2E—business-to-employee—didn’t have a crash,” says Bipin Patel,in charge of developing the potential of the corporate intranet at the Ford Motor Company.“It's still growing.” 
Ford has gone further than most companies to get its employees online: it offered its American employees personal computers,and 90% of them accepted.Ford hopes that the free PCs will save its own and its employees’ time by moving services online.General Motors,Ford's great rival,considered a similar scheme but found that most employees willing to use PCs already had them.It is helping staff to pay for high-bandwidth connections instead. 
At Ford,the human-resources department has pioneered a scheme to provide up-to-the-minute information to employees about pay and benefits.In the past,employees sometimes found that it took weeks to get a copy of the pay information they needed to do their tax returns,and the department's staff spent mind-numbing hours answering the same questions from hundreds of different employees.Now employees can look at a password-protected site that displays their payslips over the previous 18 months.They can see all deductions,and the hours they worked.All this information was on the human-resources database: displaying it to employees has saved staff time. 
“People want more and more of this self-service information,which they can manage themselves,” observes Mr Patel.“There is no such thing as information overload here,because it's their information.” Even training seems to work better online: Ford employees can now download a range of courses,including one on“Listening and Handling Tough Situations”,all designed for digestion in 10- or 15-minute gobbets.The company claims to have cut training costs by $2m during the past six months,as fewer people leave their desks to learn. 
The company also uses its intranet to communicate with its staff around the world.Jacques Nasser,Ford's boss,sends out“Let's chat” notes once a week.In fact,Mr Nasser does most of the chatting.He gets hundreds of e-mails in reply,but the communication is basically a one-way flow.The company also runs chatrooms,in which employees can question various inhouse experts and outside analysts live on the corporate intranet. 
In time,thinks Mr Patel,communications technology will reshape corporate behaviour.It will encourage collaboration and team-working.Already,the Internet is causing disintermediation within companies,he argues,just as it did in e-commerce: the human-resources department does much less administration once the benefits system is more self-service,but rather more advising and consulting. One day,working in human resources might even be fun. 
注(1):本文选自Economist; 
注(2):本文习题命题模仿对象:2004年真题Text 1。(其中个别题目顺序做了部分调整。) 
1.How does the author introduce his topic? 
A) Posing a contrast. 
B) Justifying an assumption. 
C) Explaining a phenomenon. 
D) Making a comparison. 
2.Why did Ford and GM intend to provide their employees with PCs? 
A) PCs can help them save a lot. 
B) B2E is a growing thing. 
C) The employees prefer to use PCs. 
D) Proving PCs is a way of competition. 
3.Which of the following is NOT the advantage of Internet? 
A) It can save time. 
B) It can save cost. 
C) It encourages collaboration and team-working. 
D) It makes human-resources department an easy job. 
4.The expression“a one-way flow”(Line 3,Paragraph 5)most probably means ______. 
A) not encouraging open answers 
B) only one side asking questions 
C) only yes or no questions 
D) the topics lacking variety 
5.Which of the following is TRUE according to the text? 
A) The Internet can help DOTCOMS come back to life. 
B) The courses downloaded are practical,but time-consuming. 
C) The Internet makes the work of human-resources department more direct and interesting. 
D) The employees can manage all the information by themselves. 

网络公司(DOTCOMS)也许即将灭亡,但是在公司内部,互联网仍然是节省成本的新办法。“B2E(企业对职员)并没有失败。”福特汽车公司负责开发企业内部网潜力的拜平·帕特尔说,“相反,它仍然在发展。” 
在员工上网工程建设方面,福特比多数公司做得都要多:它给每个美国员工提供个人电脑,而90%的员工都接受了。福特把一些服务性信息放到网上,意在节省公司及其员工的时间。福特公司的主要竞争对手通用汽车公司也已考虑实施相似的计划,但发现多数愿意使用个人电脑的员工已经有了电脑。因此,它正在帮助职员支付高速宽带连接费用。 
在福特公司,人力资源部新制定了一项计划,为员工提供有关薪水和津贴的最新信息。在过去,员工有时发现,他们要等上好几个星期才能得到一张用于纳税的薪水信息的复印件,而人力资源部的职员却不得不晕头晕脑地花好几个小时来回答几百个不同员工提出的同一个问题。现在,职员们可以在密码保护的网站上查看他们过去18个月的工资单。他们可查看所有的扣除额和工作时间等信息。所有这些信息都放在人力资源部的数据库里:公布这些信息节省了员工的时间。 
“人们越来越多地需要这类自助信息,这些信息能够帮助他们进行自我管理,”帕特尔先生说,“这里根本没有所谓的信息超载一说,因为这是他们需要的信息。”在线培训的效果甚至更好:现在,福特的员工可以从网上下载系列课程,其中包括一个有关“倾听和处理棘手情况”的课程。所有这些课程的设计保证学员能在10至15分钟内消化理解。公司声称,在过去的半年里,培训费用减少了200万美元,因为几乎没有人丢下他们的工作去学习。 
公司还用公司的内部网与世界各地的员工进行通信联络。福特公司的老板雅克·纳赛尔每周发一个“让我们聊天”的帖子。实际上,多数情况都是纳赛尔先生在聊天。他收到回复的电子邮件有几百封,但交流基本上是单向的。福特公司还经营聊天室。员工们可在聊天室向在线做客的公司内部专家和公司外的分析人员提各种各样的问题。 
帕特尔认为,通信技术最终将再造公司的行为方式。它将鼓励合作和团队精神。他论述说,正如电子商务中发生的脱媒现象一样—— 一旦津贴制度变得更加自助化,人力资源部所做的行政管理方面的工作会少得多,他们更多的是提供建议和咨询——互联网也正在导致公司之间的脱媒(非中介化)现象。总有一天,人力资源部的工作甚至会充满乐趣。 
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