2. 外语
  3. •Look at the statements below and the five extracts from an article about "Dilution" of control inward and outward. •Which artic

•Look at the statements below and the five extracts from an article about "Dilution" of control inward and outward. •Which artic

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问题 •Look at the statements below and the five extracts from an article about "Dilution" of control inward and outward.
•Which article (A, B, C, D or E) does each statement 1—8 refer to?
•For each statement 1—8, mark one letter (A, B, C, D or E) on your Answer Sheet.
•You will need to use some of these letters more than once.
A
   One dimension of loss of control in management might be labeled "inward", toward computers, via artificial intelligence and greater sophistication in general. In this ever more pervasive environment, control flows not toward subordinates or teams, but toward electronics. Circuits, memory, and software seem to replace what is in a manager’s head. One specific example might be the confrontations between man and’ electronics in chess matches. Granted, winning at chess does not have to mean that "the machines are taking over" any more than cloning a sheep automatically presages doing so with people. Nevertheless, these events should provoke serious thought. In 1997, an IBM computer called "Deep Blue" was pitted against world champion Gary Kasparov and beat him in a majority of matches, although earlier in the year the reverse was true. Nagging questions arise.. Can the creation surpass the creator? Are humans kidding themselves by thinking they will always be "smarter than the machine"?
B
   Management, of course, represents only one part of society, but such questions are relevant here too. Programmed decision-making is likely to broaden； inevitably, some would say. One reason is, simply, "What can be done will be done." Another is that this is essentially applying technology to what management has always been advised to do: set policies. Once made, "generic" decisions can be efficient time-savers. One "maxi-decision" can replace repetitive, similar "mini-decisions". However, both people and situations are infinitely variable. Is it possible to anticipate everything, even with sophisticated software deploying gigabytes of memory and the ability to "learn" by past mistakes? It will not happen overnight, but the potential clearly exists.
C
   In addition to a threatened loss of control inward, other threats have also developed, all oriented "outward". One example is outsourcing in general, and using temporary employment agencies in particular. By trying to reduce costs, companies have discovered that letting specializing firms perform certain work can increase efficiency. Often they can remove a substantial work burden and save money at the same time, such as with the initial screening of job applicants. Regardless of advantages, however, if such efforts are not done well and monitored closely, they risk entropy and decrease management control.
D
   Temporary employment, or "temp" agencies can involve similar advantages and risks. Because people employed this way are often paid less, have less generous benefits, and are less likely to have union membership security, their services can be obtained at substantial cost savings to employers. One risk here is displaced loyalty. Because control follows the dollar, and because temp workers are paid directly by the temp agency, problems can be encountered. Even among permanent workers, employee loyalty is said to be weaker today than earlier. Though not inevitable, a danger exists because a more tenuous relationship is present when a firm employs people only temporarily.  Less loyalty,  with all the inherent implications, can again mean less management control.
E
   Telecommuting has become another potential challenge to management control. Work formerly done at the office is now done at home, on the road, at satellite offices or at dedicated neighborhood facilities typically shared by employees of several firms.  Working at home can have many advantages.  However,  a disadvantage not yet fully appreciated is how remote control of employees working at widely scattered locations is likely to affect managing.  "Remote" can be interpreted as outward migration of the essential control function. "Outward" in turn, can easily translate into "less" or at least "more difficult". Supervision at a distance, even with instant communication, can require more skills than when employees are physically observable.
Supervising employees by remote control requires more skills than when employees are within physical reach.
选项
答案E
解析
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