高级口译2010年3月真题（附加答案）(2)

women are not the only ones seeking flexibility. Responding to millennials demanding better work-life balance, young parents needing time to share child-care duties and boomers looking to ease gradually toward retirement, Deloitte is scheduled to roll out MCC to all 42,000 U.S. employees by May 2010. Deloitte executives are in talks with more than 80 companies working on similar programs.

Not everyone is on board. A 33-year-old Deloitte senior manager in a southeastern office, who works half-days on Mondays and Fridays for health reasons and requested anonymity because she was not authorized to speak on the record, says one ―old school‖ manager insisted on scheduling meetings when she wouldn‘t be in the office. ―He was like, ?Yeah, I know we have the program,‘ ―she recalls, ―?but I don‘t really care.‘‖

Deloitte CEO Barry Salzberg admits he‘s still struggling to convert ―nonbelievers,‖ but says they are the exceptions. The recession provides an incentive for compan ies to design more lattice-oriented careers. Studies show telecommuting, for instance, can help businesses cut real estate costs 20% and payroll 10%.What‘s more, creating a flexible workforce to meet staffing needs in a changing economy ensures that a company will still have legs when the market recovers. Redeploying some workers from one division to another—or reducing their salaries—is a whole lot less expensive than laying everyone off and starting from scratch.

Young employees who dial down now and later become managers may reinforce the idea that moving sideways on the lattice doesn‘t mean getting sidelined. ―When I saw other people doing it,‖ says Keehn, ―I thought I could try.‖ As the compelling financial incentives for flexibility grow clearer, more firms will be forced to give employees that chance.Turns out all Keehn had to do was ask.

1. The author used the example of Chris Keehn _____.

(A) to show how much he loved his daughter and the family (B) to tell how busy he was working as a tax accountant

(C) to introduce how telecommuting changed the traditional way of working

(D) to explore how the partners of a company could negotiate and cooperate smoothly

2. What is the major purpose of shifting fro m a corporate ladder to the career path of lattice? (A) To take both career targets and larger life goals of employees into consideration. (B) To find better ways to develop one‘s career in response to economic crisis. (C) To establish expectations which could persist after the economy reheats. (D) To create ways to keep both tale nted women and men in the workforce.

3. The expression ―on board‖ in the sentence ―N ot everyone is on board. ‖ (para. 4) means _____. (A) going to insist on old schedules (B) concerned about work-life balance

(C) ready to accept the flexible working system

(D) accustomed to the changing working arrangement

4. Which of the following is NOT the possible benefit of lattice-oriented careers for businesses? (A) reducing the costs on real estate. (B) cutting the salaries of employees.

(C) forming a flexible workforce to meet needs in a changing economy. (D) keeping a workforce at the minimal level.

5. According to the passage, the idea that ―moving sideways on the lattice doesn‘t mean getting sidelined‖______.

(A) would discourage employees from choosing telecommuting

(B) might encourage more employees to apply for flexible work hours (C) would give employees more chances for their professional promotion (D) could provide young employees with more financial incentives

Questions 6—10

Right now, there‘s little that makes a typical American taxpayer more resentful than the huge bonuses being dispersed at Wall Street firms. The feeling that something went terribly wrong in the way the financial sector is run—and paid—is widespread. It‘s worth recalling that the incentive structures now governing executive pay in much of the corporate world were hailed as a miracle of human engineering a generation ago when they focused once-complacent ECOs with laser precision on steering companies toward the brightest possible futures.

So now there‘s a lot of talk about making incentives smarter. That may improve the way companies or banks are run, but only temporarily. The inescapable flaw in incentives , as 35 years of research shows, is that they get you exactly what you pay for, but it never turns out to be what you want. The mechanics of why this happens are pretty simple: Out of necessity, incentives are often based on an index of the thing you care about—like sound corporate leadership—that is easily measured. Share price is such an index of performance. Before long, however, people whose livelihoods are based on an index will figure out how to manipulate it—which soon makes the index a much less reliable barometer. Once share price determines the pay of smart people, they‘ll find a way to move it up without improving—and in some cases by jeopardizing—their company.

Incentives don‘t just fail; they often backfire. Swiss economists Bruno Frey (University of Zurich) and Felix Oberholzer-Gee (Harvard Business School) have shown that when Swiss citizens are offered a substantial cash incentive for agreeing to have a toxic waste dump in their community, their willingness to accept the facility falls by half. Uri Gneezy (U.C. San Di ego‘s Rady School of Management) and Aldo Rustichini (University of Minnesota) observed that when Israeli day-care centers fine parents who pick up their kids late, lateness increases. And James Heyman (University of St. Thomas) and Dan Ariely (Duke‘s Fuqua School of Business) showed that when people offer passers-by a token payment for help lifting a couch from a van, they are less likely to lend a hand than if they are offered nothing …… 此处隐藏：13940字，全部文档内容请下载后查看。喜欢就下载吧 ……