補(bǔ)全短文
At 21, Ricardo Semler became boss of his father's 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, "
There's nothing wrong with you. But if you continue, like this, you'll 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 cann't 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 doesn't 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) That's when he earns his salary. No one cares if he doesn't 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,
Semco's revenues have gone from $ 35 million to $212 million. The company has grown from 800 employees t0 3,000. Why?
Semler says it's 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 isn't 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 company's machiners for their own projects, and makes
them take holidays for at least thirty days a year.
解析：
46.B [解析]該空格前一句提到Semler去掉了一些不是必須的工作崗位，例如秘書和接待員，而后面一句就說明這樣做的好處：既經(jīng)濟(jì)又平等，即B選項(xiàng)的內(nèi)容。
47.C[解析]該段主要講的是辦公室的結(jié)構(gòu)變化，例如老板和員工的辦公室都是用植物隔開的，還提到了員工的著裝也較為自由，因此這里選C合適，即：?jiǎn)T工可以隨心所欲地裝飾他們自己的辦公室。
48.D[解析]該段以負(fù)責(zé)公司油泵維修的Rubin Agater為例來做說明。該段前一句提到公司的油泵( pump)出問題了，而Rubin Agater是這方面的專家。因此選D。
49.F[解析]該段第一句即說明該公司在工作時(shí)間和其他方面的靈活性和對(duì)員工的自由度和益處，例如員工可以自己決定幾點(diǎn)來上班。只有F選項(xiàng)的內(nèi)容(使用公司的機(jī)器用來做自己的項(xiàng)目，而且員工每年有至少三十天的假期)和這一思路吻合。
50.A [解析]該段前兩句中提到：Semler說這源自同事的壓力，來自同事的壓力讓每一個(gè)員工為其他員工努力工作。因此選A。
參考譯文
Semco
Ricardo Semler 21歲時(shí)成為他父親位于巴西的公司Semco的老板，這是一個(gè)船舶零件銷售公司。Semler是個(gè)工作狂，每天從上午七點(diǎn)半工作至午夜。一天下午，當(dāng)他在紐約一家工廠參觀時(shí)病倒了。他的主治醫(yī)生說："你沒什么大礙，不過如果你還繼續(xù)這樣拼命工作，你將在我們醫(yī)院里找到一個(gè)新家。"Semler領(lǐng)會(huì)了醫(yī)生的意思。他改變了工作方式，實(shí)際上他也改變了他的員工工作的方式。
他讓員工承擔(dān)更多的責(zé)任，以便于當(dāng)事情出差錯(cuò)時(shí)憂心忡忡的人不是他而是他的員工。他允許員工自己設(shè)定薪水，把他認(rèn)為可有可無的職位例如接待員和秘書去掉。這一做法既省錢又給公司帶來更多的公平。"在Semco的每個(gè)人，甚至是高層管理者都要親自負(fù)責(zé)接待來客、復(fù)印資料、收發(fā)傳真、打印信件和撥打電話。"
他完全重組了辦公室：在Semco，植物取代了墻壁，這樣一來，老板就不能把自己關(guān)在房間和大家隔絕。而且員工也可以隨心所欲地裝飾他們的辦公室。至于上班的制服，有人穿套裝也有人穿T恤。
Semler說："我們有一個(gè)銷售經(jīng)理名字叫做Rubin Agater，他整天坐在辦公室看報(bào)紙，甚至都不做出忙碌的樣子�？墒侨绻诘厍虻牧硪欢宋覀児镜囊慌_(tái)泵要是壞了，幾百萬加侖的石油流到大海里，那么他會(huì)立刻行動(dòng)起來。關(guān)于我們的泵以及泵的維修他了如指掌。這就是他賺錢的時(shí)候。至于其余時(shí)間他看上去一點(diǎn)也不忙碌，沒有人會(huì)在意的。"
Semco的工作時(shí)間很靈活，員工自己決定幾點(diǎn)上班。員工們還一年兩次對(duì)他們的老板進(jìn)行評(píng)估。此外，Semco還讓員工使用公司的機(jī)器來做自己的項(xiàng)目，并且員工每年有至少三十天的假期。
這種方法聽上去很好，不過奏效嗎?看一下數(shù)據(jù)就知道了：在過去的六年中，Semco的年收入從3千5百萬美元上升至2. 12億美元，公司員工規(guī)模已經(jīng)從800人壯大到3000人。這些是什么原因呢?
Semler說這源自同事的壓力，來自同事的壓力讓每一個(gè)員工為其他員工努力工作。如果有人工作不努力，那么其他人就不會(huì)讓這樣的局面繼續(xù)下去。換句話說，Ricardo Semler把他的員工當(dāng)做成年人對(duì)待，期望他們用成年人的方式去工作。他的員工也確實(shí)如他所愿。
