It is essential that the logistics manager understand the role of materials management and its impact on the company’s _______________

The Workers' Role in Management

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

Workers should have a role in management. At the very least, the labor force should be informed of major policy decisions. (A common complaint among rank-and-file workers is the lack of information about company policies and actions.) Between 1980 and 1985 about five million workers were the victims of plant closings and permanent layoffs, often with no warning. At least 90 days' notice ought to be given in such instances so that workers have time to adjust. Management should consult workers before closing a plant, because the workers might be able to suggest ways of improving productivity and reducing costs and might be willing to make concessions that will help keep the plant operating.

It should become a general practice to include workers in some managerial decision making. There ought to be representatives of the workers on the firm's board of directors or other major policymaking groups. If rank-and-file workers are given a voice in the planning and management of the work flow, they will help to make improvements, their morale will rise, and their productivity will increase. As a further incentive, they must be given a share in the company's profits. This can be done through employee stockownership plans, bonuses, or rewards for efficiency and productivity. Finally, when a plant can no longer operate at a profit, the workers should be given the opportunity to purchase the plant and run it themselves.

Traditional workers showed no interest in management.

A．Right

B．Wrong

C．Not mentioned

When there is a vacancy in a company, it is the job of the personnel manager and his department to manage the recruitment of a new employee. One way an organization can find staff for job vacancies is to recruit in company. Management can inform. people of new appointments by means of the firm's notice board or news bulletin. Another possibility is to ask for recommendations from departmental managers and supervisors. If it is necessary to recruit outside the company, the personnel department may use commercial and government employment offices or consultants. It may prefer to put its own advertisement in a newspaper or magazine.

It is usual for an advertisement to give a short description of the job, conditions of work and salary, and to invite introductory letters from applicants. After studying these, management decides who receives an application form.

In order to assess the applications, managers can work from a personnel specification such as Rodger's Seven-Point Plan. They do not choose applicants who do not have a good profile. For this reason, it is important that the application form. requests clear information about such things as the applicant's age, education, qualifications and work experience. It must also ask for references from other employers or people who know the applicant well. This information helps management to make a final decision on the number of applicants they can short-list for interview.

The staff who hold an interview together are called an interview "panel". It is important that they know what information they need to get from the applicants. This comes from a careful reading of job descriptions, personnel specifications, and applications. To help the panel in their selection, some companies use an interview assessment form. This is used by the panel during the interview when each applicant is checked under the same point on the form.

Many employers say that the success of a good business begins in the personnel manager's office.

Which of the following means is NOT mentioned in the passage when recruiting staff outside the company?

A．Consultants.

B．Written examinations.

C．Advertisements.

D．Government employment offices.

The role of each stakeholder is determined by:

A.the stakeholder and the sponsor .

B.the project manager and the sponsor .

C.the team and the project manager .

D.the project manager and the stakeholder .

请根据短文内容，回答题。

The Workers" Role in Management

Traditionally, it has been the workers&39; role to work and management&39;s role to manage.<br>

Managers have planned and directed the firm&39;s operations with little thought to consulting the labor force. Managers have rarely felt compelled to obtain the workers&39; opinions or to explain their decisions to their employees. At most, companies have provided "suggestion boxes" in which workers could place ideas for improving procedures. In recent years, however, many management specialists have been arguing that workers are more than sellers of labor--they have a vital stake in the company and may be able to make significant contributions to its management. Furthermore,major company decisions profoundly affect workers and their dependents. This is particularly true of plant closings, which may put thousands on the unemployment lines. Should workers, then play a stronger role in management?<br>

Workers should have a role in management. At the very least the labor force should be informed of major policy decisions. (A common complaint among rank-and-file workers is the lack of information about company policies and actions.) Between 1980 and 1985 about five million workers were the victims of plant closings and permanent layoffs, often with no warning. At least 90 days- notice ought to be given in such instances so that workers have time to adjust.<br>

Management should consult workers before closing a plant because the workers might be able to suggest ways of improving productivity and reducing costs and might be willing to make concessions that will help keep the plant operating.<br>

It should become a general practice to include workers in some managerial decision making.<br>

There ought to be representatives of the workers on the firm&39;s board of directors or other major policymaking groups. If rank-and-file workers are given a voice in the planning and management of the work flow, they will help to make improvements, their morale will rise, and their productivity will increase. As a further incentive they must be given a share in the company&39;s profits. This can be done through employee stock ownership plans, bonuses, or rewards for efficiency and productivity. Finally, when a plant can no longer operate at a profit, the workers should be given the opportunity to purchase the plant and run it themselves.

It can be inferred from Paragraph 1 that managers__________. 查看材料

A.were not qualified.

B.seldom obtain workers"opinion.

C.dislike suggestion workers opinions.

D.never consulted the labor force.

The director (and) manager of (the) department (are) very strict (with) the employees.

A．and

B．the

C．are

D．with

Which is the best titlefor this passage? A．Importance of Selfesteem． B．The Role of Managers． C．The Praises for Employees． D．Improvement of Self-esteem．

Older female managers are【51】that working under the【52】of younger female managers can be particularly【53】. While older women generally have long accepted the【54】of working for younger men, some are having difficulty in coming to grips with the idea that younger women are occupying more and more【55】positions. Today, nearly 1. 5 million women under the age of thirty-five hold managerial jobs, up from 322,000 in the early 1970s. On one hand, this【56】signals improvement in the status of career-minded women. On the other hand, it can stifle progression and lead to dissatisfaction. Older women tend to be deferential (恭敬的，恭顺的) with coworkers and maternal with supervisors. Such【57】can infuriate young female executives and can【58】stressful working conditions. Conflict often arises because older workers frequently feel that they wow how things ought to be【59】. Their advice is sought in some cases, but most of the time they are perceived as a【60】of the "problem" by younger, career-oriented female managers.

(51)

A．founding

B．find

C．founded

D．finding

Which is the best title for this passage?

A．Importance of Self-esteem.

B．The Role of Managers.

C．The Praises for Employees.

D．Improvement of Self-esteem.

听力原文：Man: We looked at the role of leaders in large companies and we talked about the personality,communication skills that we thought they needed in order to get people working for them. We looked at some case studies where managers had worked very hard at getting groups of staff to work together, then we discussed how this made these projects more successful.

(15)

•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