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更多“Japanese workers often form. close personal relationships and older staff may even become”相关的问题
第1题
Scientists at Carnegie Menon University tried to find out
A．why office doors were often 1eft open．
B．when it was a good time to turn off the computer．
C．what questions office workers were bothered with．
D．which behaviors could tell whether a person was busy
第2题
第3题
What do most American workers think of the Japanese management style？
A．They think it is inefficient
B．They think it is family style
C．They think it is far from being satisfactory
D．They prefer it any way
第4题
A．More workers are dissatisfied with their jobs.
B．The life-style. has been influenced by Western values.
C．Women's participation in social activities is limited.
D．Excessive emphasis has been placed on the basics.
第5题
According to the author, Japanese auto makers achieve higher efficiency chiefly by______.
A．using more advanced machines
B．using more efficient workers
C．making improvements in techniques
D．making smaller components
第6题
It can be inferred from the first paragraph that？？？______.
A．American auto plants have lower efficiency because they often have fewer workers
B．American auto plants cannot improve their efficiency by hiring Japanese workers
C．Japanese auto makers achieve higher productivity because of their unique culture
D．Japanese auto makers will see a lower efficiency if they hire American workers
第7题
According to the passage, we know that
A．although Sony did not fire employees, many U. S. workers quit within one year
B．Sony employers are good at motivating their U. S. employees
C．Sony has strict rules against workers joining the union
D．compared with Japanese workers, American workers are more difficult to manage
第8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
What can we learn from the last paragraph？
A．The country can benefit nothing from the national identity crisis.
B．The Japanese economy in recent years is not very good.
C．Lots of young workers were fired for the national identity crisis.
D．Writers and politicians in Japan gave an ironic description to tile crisis.
