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  3. Much has been written about the potential for management to become isolated from customers and employees. This phenomenon often

Much has been written about the potential for management to become isolated from customers and employees. This phenomenon often

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问题    Much has been written about the potential for management to become isolated from customers and employees. This phenomenon often occurs not just within top management, but also within middle management.
   I’ve seen this isolation phenomenon in many companies. The symptoms are quite apparent: Managers spend a great deal of time talking to themselves and studying operating numbers. They spend precious little time with customers or with employees, trying to understand the system of the business. And when they do spend time with them, they often do not probe deeply into needs, concerns, and opportunities. This phenomenon, often referred to as being" internally focused," can be tremendously insidious.
   Although the need for understanding and spending time with customers has been well documented, I find few managers spending time in the field. The benefits of doing so are clear. A visit with your counterparts at customers’ distribution centers, for example, not only builds relationships that can prove useful when problems arise, but also uncovers numerous opportunities to enhance your performance and deepen your company’s linkage with those customers.
   There are many ways to connect with and understand employee perspectives. Some companies have found formal sessions in which senior managers solicit ideas from employees to be very useful. These can be run either as focus groups or as structured discussions.
   Managers also should exploit every opportunity to gather organizational knowledge from employees. Some successful managers collect employees’ opinions by what often is referred to as" managing by walking around" or the" 10-minute cup of coffee. "They may, for example, go to employees’ offices and solicit, their opinions. Or at lunch or when they take a cup of coffee, they" mix with the troops" and solicit their input.
   Rather than talk about the latest game, you can solicit employees’ ideas by asking questions like: What are you working on? How’s it going? What’s good about our organization? What could be better? How could we better serve our customers or improve our processes? What do you think we Should be doing differently?
   You’ll be surprised at how valuable a" 10-minute cup of coffee" together with a brief conversation with an employee can be. It will make you a more effective manager.
We can say a company has the problem of "isolation", if
选项 A、managers spend little time in talking to themselves.
B、managers often go to employees’ offices and talk to them.
C、managers seize every chance to gather information from employees.
D、managers seldom spend time with customers and employees.
答案D
解析 文章第二段描述了与客户和雇员隔绝的这种管理方式的表现，即管理者总是自己独自思考，花极少的时间与客户和雇员相接触。所以，当某个公司的管理者极少与客户和雇员联系，那么这个公司就出现了管理隔绝的问题。A与文章相反，管理者很喜欢自己独自思考；B和C都不是管理隔绝的表现，都恰恰与此相反。
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