首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
• You will hear an interview with Steve Marriott, an internal business consultant with Carserve, a vehicle breakdown service. •
• You will hear an interview with Steve Marriott, an internal business consultant with Carserve, a vehicle breakdown service. •
admin
2010-01-31
73
问题
• You will hear an interview with Steve Marriott, an internal business consultant with Carserve, a vehicle breakdown service.
• For each question (23-30), mark one letter (A, B or C) for the correct answer.
• After you have listened once, replay the recording.
Steve improved the situation at Carserve by
Woman: These days, more and more people are employed by a company, but work from home. They’re sometimes called ’remote workers’. Carserve is a vehicle breakdown company whose phone operators are all based at home. Steve Marriott, an internal business consultant with Carserve, is in the studio today. Steve, do people really enjoy working from home?
Man: If you measure enjoyment by staff retention and improved productivity, the answer is definitely yes. But this doesn’t happen by itself. In Carserve, we like the fact that our staff keep in touch with each other, through personal phone calls and emails. We also use email for company communications, instead of using office notice boards, though of course we can’t guarantee that everyone reads them all. But the absence of a sharp division between work and home sometimes creates a definite sense of insecurity, which we can’t always remove.
Woman: Wasn’t there a risk in introducing remote working?
Man: Before it was started, the greatest fear was that, with the change in the support provided, people would be less productive. As it’s turned out, staff have to be actively encouraged to take short breaks. You see, they tend to feel they have to answer the phone at the first ring, in case their manager thinks they’re sitting around watching TV, even though they know we don’t do that kind of checking up.
Woman: When you joined Carserve you weren’t happy with the ways things were being run, were you? What was the problem?
Man: The management focused on what could be put down on paper, like an organogram showing reporting lines. But they tended to avoid the less concrete issues, like how to ensure the workers knew what they were expected to achieve. So despite detailed planning and plenty of memos, in reality people were working in a bit of a vacuum.
Woman: How did you turn that around?
Man: Communication is important, but regular meetings are no substitute for a change of attitude. Managers have to start from the assumption that the remote workers are doing their job properly, even though they aren’t being supervised. So that’s what I focused on.
Woman: You do teamwork, don’t you, eventhough the teams aren’t physically working in the same place. How does that work?
Man: Surprisingly, perhaps, it makes them more effective. Because they know they’re only coming into the office for a team meeting, they plan that meeting much more carefully than perhaps they would do otherwise. And between meetings they communicate by email or phone, and that tends to take the pressure off reaching a decision before thinking it right through.
Woman: Earlier, you mentioned the use of electronic communication internally, like the phone, and computers for emails. Have these replaced face-to-face contact?
Man: Not entirely. In fact, managers often work from home too, and staff are sometimes afraid, wrongly in fact, that a phone call will disturb them, or that an email won’t be read on time. So, we make sure staff can regularly talk to their managers face-to-face.
Woman: Doesn’t remote working make it difficult for managers to carry out their work?
Man: It certainly changes its nature. As part of our performance management process, managers visit staff at home twice a month. When everyone works in one office, you get on with some, and have less rapport with others, and usually that doesn’t matter. But when you travel around visiting staff in their own homes, you have to develop relationships with them that are based on their needs, which may mean helping them with aspects of their non-working lives that are affecting their work.
Woman: So, have you organised training for managers, to deal with this new way of working?
Man: Yes, a great deal of thought goes into finding out what would most benefit staff. Many people would focus on how to use the technology, but in our experience that isn’t a priority. We’ve already run workshops on managing remote teams, but many managers find it hard to let go of their traditional control, and feel that remote working is a recipe for chaos. We’re trying to tackle this.
Woman: Steve Marriott, thank you very much.
Man: Thank you.
选项
A、introducing regular work meetings.
B、encouraging managers to trust staff.
C、modifying the system of supervision.
答案
B
解析
转载请注明原文地址:https://kaotiyun.com/show/cROd777K
本试题收录于:
BEC高级听力题库BEC商务英语分类
0
BEC高级听力
BEC商务英语
相关试题推荐
Whatisthepurposeofthespeech?
Whatisthepurposeofthisspeech?
Whomostlikelyarethelisteners?
Whattypeofbusinessdoesthemanhave?
Whenistheflushingscheduledtobecompleted?
A、 B、 C、 A所给出的问题询问信件是否已经寄出。因此以“sent”作为回答的选项(A)显然是正确答案。注意提问中的letter与选项(C)中的little发音上有些相似,不要混淆。
Whatinformationdoesthemanprovidethewoman?
A、 B、 C、 AThenI’llcallbackanothertime.SinceMr.Williamsisn’tintheofficenow,thespeakerdecides
Inthispartofthetest,youareaskedtogiveashorttalkonabusinesstopic.YouhavetochooseoneofthetopicsfrOmtheth
随机试题
在药物的杂质检查中,其限量一般不超过百万分之十的是:
郁证初起的常见证候是:
下列哪些属于靶向制剂
男,30岁,上腹痛7d,餐后突然加剧6h,并很快波及全腹,既往有胃病史。当时查体:全腹压痛、反跳痛、肌紧张,肝浊音界消失,肠鸣音减弱。入院后最可能的诊断是
严重吸气性呼吸困难最主要的特点是()
我国会计行业自律组织主要有()。
下列表述中不正确的是()。
甲公司为从事国家重点扶持的公共基础设施建设项目的公司,根据税法规定,2×20年度免交企业所得税。甲公司2×20年度发生的有关交易或事项如下:(1)以盈余公积转增资本500万元;(2)向股东分配股票股利800万元;(3)接受控股股东的现金捐赠350万元;(4
《簪花仕女图》的作者是()。
结构化设计中应用软件设计是其重要组成部分,它包含许多项内容,下述()是计算机进行信息处理时最基础性的工作。
最新回复
(
0
)