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  3. Though not the ideal shape for a Christmas stocking, this slim little volume could nevertheless make a welcome seasonal gift. La

Though not the ideal shape for a Christmas stocking, this slim little volume could nevertheless make a welcome seasonal gift. La

admin2010-07-19  63
问题    Though not the ideal shape for a Christmas stocking, this slim little volume could nevertheless make a welcome seasonal gift. Launched in Britain at the end of October, and covering just under 100 pages (with paragraphs inset almost to the middle of the page), it is not much more than an extended essay. But it presents an interesting idea eloquently and clearly, offering digestible brain food amid a surfeit of turkey and television.
   The author, Gerard Fairtlough, was a senior executive with Shell for many years before he left in 1980 to found a new biotechnology company called Celltech--recently bought by UCB, a Belgian group, for over $2 billion. He knows how businesses are run both well-established organisations, such as Shell, in which it can be hard to see an alternative to "the way things are done around here", and new start-ups, where the founders’ enthusiasm can evaporate if it has to be corralled into an organogram.
   The author’s thesis is that we are all addicted to hierarchy--partly because that is how we are hardwired, as are our simian cousins, but also because we do not realise there are other ways to run organisations. "The hegemony of hierarchy," writes Mr. Fairtlough, "makes us think the only alternative is disorganisation. we only compare hierarchy with anarchy or chaos."
   There are, he says, two alternatives to hierarchy (hence the title of the book). One is heterarchy; the other, "responsible autonomy".  Heterarchy is the form of structure commonly found in professional service firms, the partnerships of accountants or lawyers in which key decisions are taken by all the partners jointly. With responsible autonomy "an individual or a group has autonomy to decide what to do, but is accountable for the outcome of the decision." "Accountability," says Mr. Fairtlough, "is what makes responsible autonomy different from anarchy."
   The author says that hierarchy is so entrenched it will take years before there is any significant change. But he perhaps gives too little credit to the many companies that have moved (and are still moving) along the spectrum from hierarchy to responsible autonomy. BP, for example, a huge multinational, has managed to devolve authority to much smaller units in recent years and has decimated the staff in its headquarters. Toyota, likewise, evolved towards greater autonomy as it discovered that the only effective way to carry out its famous "just-in-time" system of stock control was by delegating responsibility for ordering stock to the person closest to the coal face. The fact that these are among the most successful companies in the world today strengthens Mr. Fairtlough’s case.
   The author has not just written a book, he has also set up a publishing firm to produce it. But Triarchy Press is not a vanity publisher, It exists because Mr. Fairtlough believes that traditional business-book publishers are too focused on engineering bestsellers. He wants Triarchy Press to provide a sort of transition, a way books can test the water, at low cost, to see how the public responds. If they get a warm reception they can subsequently be given the full publishing treatment. The danger is that the public will not notice. For first they have to find their way to a website: www. TriarchyPress. co. uk.
When the book reviewer talks about the book,______.
选项 A、he is in favor of it.
B、he is slightly critical of it.
C、he is strongly critical of it.
D、he is indifferent to it.
答案A
解析 态度题。由于本题是全文第一题，又非主旨题型，因此叫定位至文章首段。首句指出this slim little volume could nevertheless make a welcome seasonal gift，肯定了这本薄薄的书受欢迎的程度，最后一句明确指出：该书观点独特，论证有说服力，论述清楚，在圣诞节就要到来之际，除了火鸡和电视之外，还为人们提供了可以消化吸收的精神食粮。首段充满了对该书的赞誉，故[A]为答案。
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