職稱英語(yǔ)考題2010年衛(wèi)生B類補(bǔ)全短文
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第5部分：補(bǔ)全短文（第46~50題，每題2分,共10分）
下面的短文有5處空白,短文后有6個(gè)句子,其中5個(gè)取自短文 ,據(jù)短文內(nèi)容將其分別放回原有位置，以恢復(fù)文章原貌。
Semco
At 21, Ricardo Semler became boss of his fathers business in Brazil, Semco, which sold parts for ships. Semler Junior worked like a madman, 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,
Theres nothing wrong with you. But if you continue, like this, youll 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 worring 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. (46) 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 cannt shut themselves away from everyone else (47) As for uniforms, some people wear suits and others wear T-shirts.
Semler says, We have a sales manager named Rubin Agater who sits there reading the newspaper hour after hour. He doesnt even pretend to be busy. But when a Semco pump on the othe other side of the world failes millions of gallons of oil are about to spill into the sea. Rubin springs into action. (48) Thats when he earns his salary. No one cares if he doesnt look busy the rest of the time.
Semco has flexible working hours : the employees decide when they need to arrive at work. The employees also evaluate their bosses twice a year. (49)
It sounds perfect, but does it work? The answer is in the numbers: in the last six years,
Semcos revenues have gone from $ 35 million to $212 million. The company has grown from 800 employees t0 3,000. Why?
Semler says its because of peer pressure . Peer pressure makes employees work hard for everyone else. (50) In other words, Ricardo Semler treats his workers like adults and expects them to act like adults. And they do.
A. If somone isnt doing his job well, the other workers will not allow the situation to continue.
B. This saved money and brought more equality to the company.
C. And the workers are free to decorate their workspace as they want.
D. He knows everything there is to know about our pumps and how to fix them.
E. Most managers spend their time making it difficult for workers to work.
F. Also, Semco lets its workers use the companys machiners for their own projects, and makes
them take holidays for at least thirty days a year.
導(dǎo)語(yǔ)：以下英語(yǔ)網(wǎng)為大家整理了全面的職稱英語(yǔ)考試歷年真題及答案解析，《職稱英語(yǔ)考試試題匯總：歷年真題及答案解析》供大家參考學(xué)習(xí)。更多職稱英語(yǔ)考試試題敬請(qǐng)關(guān)注英語(yǔ)網(wǎng)！
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第5部分：補(bǔ)全短文（第46~50題，每題2分,共10分）
下面的短文有5處空白,短文后有6個(gè)句子,其中5個(gè)取自短文 ,據(jù)短文內(nèi)容將其分別放回原有位置，以恢復(fù)文章原貌。
Semco
At 21, Ricardo Semler became boss of his fathers business in Brazil, Semco, which sold parts for ships. Semler Junior worked like a madman, 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,
Theres nothing wrong with you. But if you continue, like this, youll 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 worring 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. (46) 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 cannt shut themselves away from everyone else (47) As for uniforms, some people wear suits and others wear T-shirts.
Semler says, We have a sales manager named Rubin Agater who sits there reading the newspaper hour after hour. He doesnt even pretend to be busy. But when a Semco pump on the othe other side of the world failes millions of gallons of oil are about to spill into the sea. Rubin springs into action. (48) Thats when he earns his salary. No one cares if he doesnt look busy the rest of the time.
Semco has flexible working hours : the employees decide when they need to arrive at work. The employees also evaluate their bosses twice a year. (49)
It sounds perfect, but does it work? The answer is in the numbers: in the last six years,
Semcos revenues have gone from $ 35 million to $212 million. The company has grown from 800 employees t0 3,000. Why?
Semler says its because of peer pressure . Peer pressure makes employees work hard for everyone else. (50) In other words, Ricardo Semler treats his workers like adults and expects them to act like adults. And they do.
A. If somone isnt doing his job well, the other workers will not allow the situation to continue.
B. This saved money and brought more equality to the company.
C. And the workers are free to decorate their workspace as they want.
D. He knows everything there is to know about our pumps and how to fix them.
E. Most managers spend their time making it difficult for workers to work.
F. Also, Semco lets its workers use the companys machiners for their own projects, and makes
them take holidays for at least thirty days a year.
