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A．Wearing uniforms may eliminate people's creativity during their work.
B．Sense of identity can be achieved by the individual himself.
C．Organizations may have more intrinsic worth than wearing a uniform. would suggest.
D．Freedom of choice is a right that cannot be removed by anybody.
答案
更多“What's the direct reason for the author think it unnecessary to wear uniforms in an organi”相关的问题
第1题
听力原文：S=Sue P=Peter
S: And today on Business Sport we have this year's winner of 'South-East Company of 1999', Peter Jones, Manager of corporate travel agency Corporate Direct. Hello Peter. And congratulations on your award.
P: Thank you, Sue.
S: So. Peter, how has the award affected your company so for？
P: Well. Sue, we've been stunned by all the media attention, which might even generate me new business, you never know. But the real benefit is the boost to morale. Everyone's been working extremely hard to make the business a success and it's great to see their efforts rewarded.
S: So why did you start Corporate Direct？
P: Well, about six years ago I was made redundant. I couldn't really see myself working for any of the local travel/agencies. And I'd always wanted to do my own thing. So I decided it was now or never.
S: What did your wife think？
P: She wasn't too keen initially. She didn't want me turning her home into a travel agency. But thankfully it wasn't long before we could open a small office.
S: And business is still booming. Some of your services are expanding very rapidly.
P: Yes, they are. Core services like car rental were popular right from the word go, although what's really taken off is our monthly journal Travel Direct. Subscriptions are increasing at ten to twenty per cent a month. We're also looking at ways of promoting our currency exchange service.
S: So things are obviously going very well for you. But what exactly makes Corporate Direct so unique？
P: Well, although there are two other independent travel offices here in the area, offering people the same unbiased advice, as far as I know, we're still the only company keeping a comprehensive database of clients' travel guidelines, things like which airlines they use.
S: ... meaning you make arrangements in line with each company's policies.
P: Yes, that's right. And like the other big names, we can also provide very competitive rates too.
S: And as I understand it, you've also been developing the consultancy arm of the company as well. What services do you currently offer？
P: Well, advising companies on their trove/policies is a very popular service and one which looks set to develop even further. What really attracts companies, though, is our corporate hospitality consultancy. We advise people on all sorts of PR type things, everything from wine-tasting to car-racing. We've also seen an increase in the number of clients asking our advice on language training courses.
S: But why does a company use an agency rather than make its own arrangements？ Wouldn't it be cheaper？
P: Well, some companies do of course arrange things themselves. And in some cases it may indeed be cheaper for them to do so. But what's mast important for companies, though, is that by using a corporate travel agency, they get everything arranged far more quickly, without the hassle of dealing with numerous providers. And I suppose our clients appreciate not having to worry about quality. Quite simply, we take the stress out of organising corporate travel.
S: So, who are your biggest clients？
P: Well, there's quite a range. We've got clients in the retail industry, like fashion companies, for example, and we're seeing far more interest from hotels and catering companies. Although, in general, I'd say our customers are more often than not from accountancy firms or banks and I can't see that changing in the future.
S: Speaking of the future, what new ventures are planned for Corporate Direct？
P: Well, we're introducing a 24-hour emergency service in the next two to three months. Clients will be able to call our Hotline for help at any time.
S: I should imagine that'll be really useful.
P: Well, we hope so. But our biggest priority at the moment is updating our Internet site in time for the Travel Fair in a fortnight's time. Clients will be able to access our website arid book services directly from our home page. We
A．staff motivation.
B．media publicity.
C．new business.
第2题
Dell: I've still got the same job. We run the business together, and we're going to continue. But I thought it was appropriate to publicly recognize Kevin's achievements and capabilities. So he is the CEO now.
Rollins: People don't realize that the way Michael and I have been running the company was irrespective of rifles. We just worried about what needs to be done and who's available. When Michael talked to me about the CEO job, my first reaction was to ask, "You're not going to do anything different as part of the deal, right？" I wasn't interested in having a lot more to do. It's a big company, growing very rapidly, and it takes two of us to do it.
Dell has just come off another incredible quarter in which every single thing was at a peak — shipments, revenues, earnings per share, net income.
Rollins: Other than during the little dot-com dip around 2000, our quaterly earnings have always been records. It. was actually quite a wake-up call for us in 2000 when we stopped setting records. So we rethought where we were going.
Dell: Back to the drawing board.
Rollins: We set new strategic goals, financial goals, organizational goals, and started our change-of-culture activities, We set up a whole range of initiatives. Michael and I have changed in terms of our maturity about how to run a company this big and sustain growth -- how you become not just a great financial institution but also an organization where people develop. That's necessary to have a great company at $60 million or $70 million.
Dell: Your people want to build careers. We are starting to manage our cultural elements much in the way we manage operational excellence.
Did you have to change your own behavior？
Dell: We put a priority on it. We made examples of ourselves.
Rollins: We now have a 360-degree evaluation process. Michael and I share the 360 feedback, good and bad, with all our direct reports. They have a free shot at telling us what they don't like about us and what they think we could do better. They wanted more feedback. They wanted an opportunity to participate more in the decision-making. They wanted us to be more open. We were maybe not as friendly as we could have been in making them want to stay here socially.
Those changes have rippled through the company. How does that fie to Dell's strategy？
Rollins: Our strategy is the direct business model: bringing great value to customers through a unique and world-class supply chain, customer intimacy, and great support. It's also the bedrock for our relationships — direct communications. It's how Michael and I deal with each other. It's how we deal with our teams. It's how we expect our teams to deal with each other. It's how we expect them to deal with customers.
Dell: It's free flow of information, no intermediaries, no boundaries, fast reaction times.
So you're sure it's effective？
Dell: We'll be looking at much larger markets five to ten years from now than people can imagine today. Think about what's going on in Asia in the consumption and demand of technology. The U. S. is sort of the prototype for how the world could be massively productive using technology. But the U. S. is only 3.5 % of the world's population. The opportunity is pretty huge, as we see it.
Rollins: People usually gauge opportunity based on the static idea of what the world sells and buys today. But a few years ago people didn't think that little desktop computers would lead to the explosive use of digitization in all of entertainment. The same thing is true in the corporate world.
Dell: Small biotech startups with 15 to 20 employees call us on the phone and buy 64 servers, and all of a sudden they've got a high-performance computing cluster, and that's their production engine for research.
On the other hand, IBM has struggled to grow beyond the range of $ 80 billion to $ 90 billion in annual r
A．Harmonious and cooperative.
B．Competitive but cooperative.
C．Hostile but agreeable.
第3题
The passage is about ______.
A．migrant workers
B．poverty reduction
C．remittances
D．Latin America
第4题
What was the direct connection between members of the speaker's family and Shakespeare？
A．They owned Shakespeare's birthplace.
B．They went to Shakespeare's old school.
C．They lived near Shakespeare's house.
D．They shared Shakespeare's first name.
第5题
【C1】
A．in some way
B．in some ways
C．somehow
D．somewhat
第6题
M: We have six regional centers which employ between 300 and 700 people each.
W: Why did the company decide to offer its products directly by phone and Internet rather than through insurance brokers or high street shops？
M: Well, the major reason was cost. With a call centre you don't have to pay high rents for good high street locations or pay commission to brokers and agents. We can then pass on these cost savings to our customers through competitive pricing of our products.
W: Well. How does a call centre affect the quality of service a customer gets？
M: When a customer calls, he can get an instant response. The computer database shows all the customer's details. This means we can offer our customers good products, quick service and lower premiums.
W: And what products does Direct Line offer？
M: Our company provide motor, house, travel and life insurances. We also offer financial services such as mortgages, personal loans, savings and pensions.
W: Gosh, so many. Are your workers able to deal with all these different products？
M: Some workers only deal with one product, while multi-skilled staff can deal with two or three products. But the system is programmed to guide staff members in dealing with 80%--90% of enquires and claims.
W: What do you think of the future for call centers？
M: They're definitely here to stay. But as more and more new call centers are set up, it'll become harder to find good staff, so we will have to offer better conditions. In the future, staff might work at home on computer networks.
(27)
A．Because the company does not have to pay as many claims as competitors.
B．Because the company rent no shops and pay no commission.
C．Because the company does not have to pay for advertising.
D．Because the company offers many products and services.
第7题
A.911, how may I direct your call
B.How may I help you
C.What can I do for you
第8题
As you know, there are now 600 workers in our production engineering department. This work- force ranges from skilled machinists to production technologists. Their services are highly centralised in our production engineering department at our headquarters. I appreciate that this results in a slightly smaller workforce as well as greater ordination and a concentration of specialist know- how. But we're now finding that this very concentration of expertise here at headquarters encourages us to overlook some of the problems which many of our colleagues have in our twelve factories throughout the region. In a sense, the production engineering department is not aware of all that is happening in the factories and can't understand some of the day-to-day problems.
M2: If you mean that we are getting out of touch with our factories, I think I agree. We don't appreciate many of their difficulties. Shouldn't our factories have more power to make decisions for themselves？
M1: Well, both yes and no. The whole issue is very complex.
F1: But after all, if our factories have more power to act as they like with regard to production engineering, we run the risk of 'them losing sight of the company's overall objectives.
M1: That's true. And so what I'd like to aim for is making our factories more independent from the view of production engineering while, at the same time, encouraging a greater degree of integration in the company.
F2: What about your position as the company production director？ Surely, this is an, essential position, and it's essential for the company production director to have direct control of the factories.
M1: Yes, and, as the company production director, I'll continue to have direct responsibility for each factory as well as for our headquarters.
M2: What about the managers of the factories？
M1: They'll now have much more responsibility for their own factories.
F2: Will they be able to make decisions regarding production engineering？
M1: Yes, they will. But under each factory manager there'll be a production engineering manager, responsible to the factory manager. He'll be working at the factory itself and not at our headquarters. He'll also have authority in his own field.
M2: What about all the production engineers at headquarters？ Will they no longer be required here？
F1: A few will, but others will be transferred to our various factories to work there.. Our chief production engineer here at headquarters will be responsible for coordinating policy. And he'll be assisted by a small team of production engineers. This team will be given direct access to each factory but it own't be in a position to give instructions to the production engineering manager there un- less the general manager of the factory has first given permission.
•You will hear a discussion.
•For each question 23- 30 mark one letter (A, B or C) for the correct answer.
•After you have listened once, relay the recording.
The proposals being made affect ______.
A．every department in the company.
B．the production engineering department.
C．several other successful companies.
第10题
Some scientists supported the statement that ______.
A．people's dreams exactly reflected what they experienced
B．people already know the direct cause of dreams
C．all of people's wishes can be reflected in their dreams
D．we may know people's wishes from the content of the dreams
