您現(xiàn)在的位置: 跨考網公共課英語復習指導正文

2014考研英語復習:模擬試題之閱讀理解專項練習(九)_跨考網

最后更新時間:2013-03-19 21:52:11
輔導課程:暑期集訓 在線咨詢
復習緊張,焦頭爛額?逆風輕襲,來跨考秋季集訓營,幫你尋方法,定方案! 了解一下>>

  2014考研英語復習:模擬試題之閱讀理解專項練習(九)

  Text 2

  The main idea of these business-school academics is appealing. In a word where companies must adapt to new technologies and source of competition, it is much harder than it used to be to offer good employees job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than ever for employees to invest in beter skills and sparkle with bright ideas. How can firms get the most out of people if they can no longer offer them protection and promotion?

  Many bosses would love to have an answer. Sumantrra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business school think they have one:“Employability.”If managers offer the right inds of training and guidance, and change their attitude towards their underlings, they will be able to reassure their employees that they will always have the skills and experience to find a good job-even if it is with a different company.

  Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that can make the most of them, keep the organization from getting stale and so forth. The real disappointment comes when they attempt to show how firms might actually create such an environment. At its nub is the notion that companies can attain their elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a cog in a machine.

  The authors offer a few inspiring example of companies-they include Motorola, 3M and ABB-that have managed to go some way towards creating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered. How do you continuously train people, without diverting them from their everyday job of making the business more profitable? How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm? How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy? Most of their answers are platitudinous, and when they are not they are unconvincing.

跨考考研課程

班型 定向班型 開班時間 高定班 標準班 課程介紹 咨詢
秋季集訓 沖刺班 9.10-12.20 168000 24800起 小班面授+專業(yè)課1對1+專業(yè)課定向輔導+協(xié)議加強課程(高定班)+專屬規(guī)劃答疑(高定班)+精細化答疑+復試資源(高定班)+復試課包(高定班)+復試指導(高定班)+復試班主任1v1服務(高定班)+復試面授密訓(高定班)+復試1v1(高定班)
2023集訓暢學 非定向(政英班/數(shù)政英班) 每月20日 22800起(協(xié)議班) 13800起 先行階在線課程+基礎階在線課程+強化階在線課程+真題階在線課程+沖刺階在線課程+專業(yè)課針對性一對一課程+班主任全程督學服務+全程規(guī)劃體系+全程測試體系+全程精細化答疑+擇校擇專業(yè)能力定位體系+全年關鍵環(huán)節(jié)指導體系+初試加強課+初試專屬服務+復試全科標準班服務

①凡本網注明“稿件來源:跨考網”的所有文字、圖片和音視頻稿件,版權均屬北京尚學碩博教育咨詢有限公司(含本網和跨考網)所有,任何媒體、網站或個人未經本網協(xié)議授權不得轉載、鏈接、轉帖或以其他任何方式復制、發(fā)表。已經本網協(xié)議授權的媒體、網站,在下載使用時必須注明“稿件來源,跨考網”,違者本網將依法追究法律責任。

②本網未注明“稿件來源:跨考網”的文/圖等稿件均為轉載稿,本網轉載僅基于傳遞更多信息之目的,并不意味著再通轉載稿的觀點或證實其內容的真實性。如其他媒體、網站或個人從本網下載使用,必須保留本網注明的“稿件來源”,并自負版權等法律責任。如擅自篡改為“稿件來源:跨考網”,本網將依法追究法律責任。

③如本網轉載稿涉及版權等問題,請作者見稿后在兩周內速來電與跨考網聯(lián)系,電話:400-883-2220