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Success in manufacturing depends on physical things: creating the best product using the best equipment with components assemble

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问题     Success in manufacturing depends on physical things: creating the best product using the best equipment with components assembled in the most efficient way. Success in the service economy is dependent on the human element: picking the right staff members and motivating them correctly. If manufacturing is akin to science, then services are more like the arts.
    Motivating people has an extra complexity. Widgets do not know when they are being manipulated. Workers make connections with their colleagues, for social or work reasons, which the management might not have anticipated.
    Marissa King is professor of organisational behaviour at the Yale School of Management, where she tries to make sense of these networks. She attempts a classification in her new book, "Social Chemistry: Decoding The Elements of Human Connection".
    The term "networking" has developed unfortunate connotations, suggesting the kind of person who sucks up to senior staff and ignores colleagues who are unlikely to help them win promotion. Ms King cites a study which found that two-thirds of newly promoted professionals were ambivalent about, or completely resistant to, thinking strategically about their social relationships.
    From the point of view of productivity, the most important networks are those formed by employees from different parts of the company. Diverse viewpoints should lead to greater creativity. They are good for workers, too. A study found that catching up with colleagues in different departments was linked to salary growth and employee satisfaction.
    Some employers had the bright idea of encouraging this co-operation by moving to open-plan offices. But research suggests that workers in open-plan layouts are less productive, less creative and less motivated than those in offices with a traditional, room-based design. The quality of interactions is more important than the quantity. The pandemic, by forcing many people to toil away at home, has probably corroded some of these co-operative arrangements.
    Ms King says that people tend to construct three types of network. "Expansionists" have a wide set of contacts but their relationships tend to be shallow. "Conveners" have a small number of relationships, but these are more intense. "Brokers" link people from different network types.
    On the surface, this categorisation seems reasonable. How useful is it? Readers can take an online test to see which category they fall into. I did so and found that I did not fit into any of them. Indeed, the author’s research shows that one in three people does not have a clearly defined style and 20-25% could be classed as mixed (for example, they are simultaneously brokers and expansionists). In other words, more than half of people cannot be neatly categorised.
Staff from different departments of a company__________.
选项 A、can form three types of network
B、can construct a better network
C、may impact employee satisfaction
D、can create more value for the company
答案 B
解析 由题干定位至文中第五段首句。首句表明最重要的关系网来自不同部门的员工(the most important networks are those formed by employees from different parts of the company)。选项[B]“(来自公司不同部门的员工)能构建一个更好的人际网”是对该句的改写，故为正确答案。
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