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[主观题]
The Japanese worker is fond of his company's product because of the close link between him
and his company.
A．Right
B．Wrong
C．Not mentioned
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题目内容
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A．Right
B．Wrong
C．Not mentioned
答案
更多“The Japanese worker is fond of his company's product because of the close link between him”相关的问题
第1题
The Japanese worker is fond of his company's products because of
A．his marriage with the daughter of the president.
B．the close link between him and his company.
C．his willingness to work overtime.
D．his active participation in quality control.
第2题
A．He will probably be underpaid.
B．He will not be entitled to some job benefits.
C．He has been accustomed to the teamwork.
D．He will be looked down upon by his prospective employer.
第3题
A．even a restaurant worker in Japan may feel the English infection on Japanese
B．the flood of katakana has covered most of countries in the world
C．Coca-Cola is the most popular brand of beverage on the earth and this product occupy all the global market
D．many other countries are influenced greatly by American English
第4题
Which of the following statements is INCORRECT？
A．Family and company interests are equally important.
B．The Japanese worker is very loyal to his company.
C．One's future is guaranteed through hard work.
D．Devotion to one's company is encouraged.
第5题
Lifetime Employment in Japanese Companies
In most large Japanese companies, there is a policy of lifetime employment. What this means is that when people leave school or university to join an enterprise, they can expect to remain with that organization until they retire. In effect, the employee gets job security for life, and can only be fired for serious mistakes in work. Even in times of business recession, he or she is free from the fear of being laid off.
One result of this practice is that the Japanese worker identifies closely with his company and feels strong loyalty to it. By working hard for the company, he believes he is safeguarding his own future. It is net surprising that devotion to one's company is considered a great virtue in Japan. A man is often prepared to put his firm's interests before those of his immediate family.
The job security guaranteed by this system influences the way employees approach their work. They tend to think in terms of what they can achieve throughout their career. This is because they are not judged on how they are performing during a short period of time. They can afford to take a longer perspective than their Western counterparts.
This marriage between the employee and the company-the consequence of lifetime employment - may explain why Japanese workers seem positively to love the products their company is producing and why they are willing to stay on after work, for little overtime pay, to participate in earnest discussions about the quality control of their products.
Lifetime employment in the Japanese company means that the employee
A．leaves his company only when business is bad.
B．gets a job soon after he leaves school or university.
C．can work there throughout his career.
D．can have his serious mistakes in work corrected.
第6题
Lifetime Employment in Japanese Companies
In most large Japanese companies, there is a policy of lifetime employment. What this means is that when people leave school or university to join an enterprise, they can expect or remain with that organization until they retire. In effect, the employee gets job security for life, and can only be fired for serious mistakes in work. Even in times of business recession, he or she is free from the fear of being laid off.
One result of this practice is that the Japanese worker identifies closely with his company and feels strong loyalty to it. By working hard for the company, he believes he is safeguarding his own future. It is not surprising that devotion to one's company is considered a great virtue in Japan. A man is often prepared to put his firm's interests before those of his immediate family.
The job security guaranteed by this system influences the way employees approach their work. They tend to think in terms of what they can achieve throughout their career. This is because they are not judged on how they are performing during a short period of time. They can afford to take a longer perspective than their western counterparts.
This marriage between the employee and the company--the consequence of lifetime employment-- may explain why Japanese workers seem positively to love the products their company is producing and why they are willing to stay on after work, for little overtime pay, to participate in earnest discussions about the quality control of their products.
Lifetime employment in the Japanese company perhaps means that the employee can make serious mistakes in work.
A．Right
B．Wrong
C．Not mentioned
第7题
Defenders of the system argue that those who call it inefficient do not understand how it really works, In the first place not every Japanese worker has the guarantee of a lifetime job. The lifetime employment system includes only "regular employees". Many employees do not fall into this category, including all women. All businesses have many part-time and temporary employees. These workers are hired and laid off during the course of the business cycle just as employees in the United States are. These "irregular workers" make up about 10 percent of the nonagricultural work force. Additionally, Japanese firms maintain some flexibility through the extensive use of subcontractors. This practice is much more common in Japan than in the United States.
The use of both subcontractors and temporary workers has increased markedly in Japan since the 1974—1975 recession. All this leads some to argue that the Japanese system is not all that different from the American system. During recessions Japanese corporations lay off temporary workers and give less business to subcontractors. In the United States, corporations lay off those workers with the least seniority. The difference then is probably less than the term "lifetime employment" suggests, but there still is a difference. And this difference cannot be understood without looking at the values of Japanese society. The relationship between employer and employee cannot be explained in purely contractual terms. Firms hold on to the employees and employees stay with one firm. There are also practical reasons for not jumping from job to job. Most retirement benefits come from the employer. Changing jobs means losing these benefits. Also, teamwork is an essential part of Japanese production. Moving to a new firm means adapting to a different team and at least temporarily, lower productivity and lower pay.
The observers are divided with regard to their attitudes towards______.
A．the guarantee of employment
B．the consequence of recessions and automation
C．the effect of lifetime employment
D．the prospects of capitalism
第8题
With a team of colleagues at Tokyo National University, Professor Taiju Matsuzawa【C3】______measuring brain volumes of a thousand people of different ages and【C4】______occupations.
Computer technology enabled the researchers to obtain【C5】______measurements of the volume of the【C6】______and side sections of the brain, which relate【C7】______intellect and emotion, and determine the human character.(The【C8】______section of the brain, which controls【C9】______functions as eating and breathing, does not【C10】______with age, and one can continue living without【C11】______or emotional faculties. )
Contraction of front and side parts -- as cells die【C12】______-- was observed in some subjects in【C13】______thirties, but it was still not evident in some sixty and seventy year olds.
Matsuzawa concluded from his tests that there is a simple【C14】______to the contraction normally associated with age -- using the head.
The findings show in general【C15】______that contraction of the brain begins【C16】______in people in the country than in the towns. Those【C17】______at risk, says Matsuzawa, are lawyers, followed by university professors and doctors. White collar workers doing【C18】______work in government offices are,【C19】______, as likely .to have shrinking brains【C20】______the farm worker, bus driver and shop assistant.
【C1】
A．result
B．outcome
C．finding
D．discovery
第9题
•Read the following article about Japanese style. of management and the questions.
•For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.
Time clocks are banned from the premises. Managers and workers converse on a first- name basis and eat lunch together in the company cafeteria. Employees are briefed once a month by a top executive on sales and production goals and are encouraged to air their complaints. Four times a year, workers attend company-paid parties. Says Tom Zolick, 49, an assembly-line worker. "Working for Sony is like working for your family."
His expression, echoed by dozens of other American Sony workers in San Diego, is a measure of success achieved at the sprawling two-story plant, where both the Stars and Stripes and the Rising Sun fly in front of the factory's glistening white exterior. In 1981 the San Diego plant turned over 700,000 color television sets, one-third of Sony's total world production. More significantly, company officials now proudly say that the plant's productivity approaches that of its Japanese branches.
Plant manager Tery Osaka, 47, insists that there are few differences between workers in the United States and Japan. Says he. "Americans are as quality conscious as the Japanese. But the question is how to motivate them." Osaka's way is to bathe his U.S. employees in personal attention. Workers with perfect attendance records are treated to dinner once a year at a luxurious restaurant downtown. When one employee complained that a refrigerator for storing lunches was too small, it was replaced a few days later with a larger one. Vice-President Masayoshi Yamada, known as Mike around the plant, has mastered Spanish so he can talk with his many Hispanic workers. The company has installed telephone hot lines on which workers can anonymously register suggestions or complaints.
The firm strives to build strong ties with its employees in the belief that the workers will then show loyalty to the company in return. It carefully promotes from within, and most of the assembly-line supervisors are high school graduates who rose through the ranks because of their hard work and dedication to the company. During the 1973-1975 recession, when TV sales dropped and production slowed drastically, no one was fired. Instead, workers were kept busy with plant maintenance and other chores. In fact, Sony has not laid off a single employee since 1972, when plant was opened. The Japanese managers were stunned when the first employee actually quit within one year. Says John Ford, the plant's human relations expert: "They came to me and wanted to know what they had done wrong. I had to explain that quitting is just the way it is sometimes in Southern California."
This personnel policy has clearly been a success. Several attempts to unionize the work force have been defeated by margins as high as 3 to 1. Says Jan Timmerman, 22, a parts dispatcher and former member of the Retail Clerks Union. "Union pay was better, and the benefits were probably larger. But basically I'm more satisfied here."
Sony has not forced American workers to accept Japanese customs. Though the company provides lemon-colored smocks for assembly-line workers, most of them prefer to wear jeans and running shoes. The firm doesn't demand that anyone put on uniforms. A brief attempt to establish a general exercise period for San Diego workers, similar to the kind Sony's Japanese employees perform, was dropped when managers saw it was not wanted.
Inevitably, there have been minor misunderstandings because of the differences in language and customs. One worker sandblasted the numbers 1264 on a series of parts she was testing before she realized that her Japanese supervisor meant that she was to lab
A．The difference between Americans and Japanese
B．American employees working for Sony
C．How Sony established business in the United States
D．How Japanese manage their business
第10题
听力原文： If you want to stay young, sit down and have a good think. This is the research finding of a team of Japanese doctors, who say that most of our brains are not getting enough exercise, and as a result, we are growing old unnecessarily soon. Professor Taiju Matsuzawa wanted to find out why quite healthy farmers in northern Japan appeared to be losing their ability to think and reason at a rather early age, and bow the speed of getting old could be slowed down.
With a team of researchers at Tokyo National University, he set about measuring brain volumes of a thousand people of different jobs.
Computer technology helped the researchers to get most measurements of the volume of the front and side parts of the brains, which have something to do with intellect and feelings, and decide the human character. As we all know, the back part of the brain, which controls tasks like eating and breathing, does not contract with age.
Contraction of the front and side parts—as cells die off—was seen in some people in their thirties, but it was still not found in some sixty and seventy-year olds.
Matsuzawa concluded from his tests that there is a simple way to prevent the contraction—using the head.
The findings show that contraction of the brain begins sooner in people in the country than in the towns. Those with least possibility, says Matsuzawa, are lawyers, followed by university professors and doctors. White collar workers doing the same work day after day in government offices are, however, as possible to have contracting brains as the farm worker, bus drivers and shop assistant.
(30)
A．An examination of farmers in northern Japan.
B．Tests given on a thousand old people.
C．Examining the brain volumes of different people.
D．Using computer technology.
