第三篇 The Worker’sRole in Management

Traditionally,it has been the worker's role to worker and management's role to manage．Managers have planned and directed the firm's operation with little thoughtconsulting the labor force．Managers have rarely felt compelled to obtain theworker's opinions or to explain their decisions to their employees．At most,companies have provided "suggestion boxes" in which workers couldplace ideas for improving procedures．In recent years, however, many managementspecialists have been arguing that workers are more than sellers of labor-they havea vital stake in the company and many be able to make significant contributionsto its management．Furthermore, major company decisions profoundly affectworkers and their dependents．This is particularly true of plant closings,which may put thousands on the unemployment lines．Should workers, then, play astronger role in management?

Workersshould have a role in management．At the very least, the labor force should beinformed of major policy decisions．(A common complaint among rank-and-fileworkers is the lack of information about company policies and actions．) Between1980 and 1985 about five million workers were the victims of plant closings andpermanent layoffs, often with no warning． At least 90 days’ notice ought to begiven in such instances so that workers have time to adjust．Management shouldconsult workers before closing a plant, because the workers might be able tosuggest ways of improving productivity and reducing costs and might be willingto make concessions that will keep the plant operating．

Itshould become a general practice to include workers in some managerial decisionmaking．There ought to be representatives of the workers on the firm's board ofdirectors or other major policymaking groups．If rank-and-file workers aregiven a voice in the planning and management of the work flow, they will helpto make improvement, their morale will rise, and their productivity willincrease．As a further incentive, they must be given a share in the company'sprofits．This can be done through employee stockownership plans, bonuses, orrewards for efficiency and productivity．Finally, when a plant can no longeroperate at a profit, the workers should be given the opportunity to purchasethe plant and run it themselves．

（來自于2014職稱英語(yǔ)教材綜合類B級(jí)閱讀判斷第十篇）

41．It can be inferred from the passage 1 that managers

A．were not qualified

B．disliked “suggestion boxes”

C．seldom obtained worker’s opinions

D．never consulted the labor force

42．In recent years, many management specialists have been arguing that workers

A．a(chǎn)re no longer sellers of the products

B．a(chǎn)re less affected by company decisions than before

C．a(chǎn)re able to make final decisions for the company

D．should have a way in management of the company

43．The word “rank and file” paragraph 2 is closest in meaning to

A．ordinary

B．senior

C．intelligent

D．capable

44．According to the passage, what happened between 1980 and 1985?

A．Managers consulted workers before closing a plant．

B．Workers did not make necessary concessions

C．About five million workers were laid off without advance notice．

D．Many companies were closed because of strikes．

45．If not given a voice in managerial decision making workers

A．cannot get a share in the company’s profits

B．can still get bonuses for efficiency and productivity

C．may lack the incentive to increase their productivity

D．will not have the opportunity to purchase the plant．

（責(zé)任編輯：vstara）

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