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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.
Success in the service economy is determined by__________.
选项 A、effectively assembling machine components
B、inspiring workers to achieve a greater productivity
C、cultivating staff’s artistic accomplishments
D、building social connections under instructions
答案 B
解析 根据题干关键词Success in the service economy定位至文章第一段第二句。该句描述服务经济的成功要素：服务经济的成功取决于人的因素(the human element)：挑选合适的员工并正确地激励他们(picking the right staff members and motivating them correctly)，可见关键因素在于激励员工创造更大的产能，选项[B]与此相符合，故为答案。
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