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  3. Robots have been the stuff of science fiction for so long that it is surprisingly hard to see them as the stuff of management fa

Robots have been the stuff of science fiction for so long that it is surprisingly hard to see them as the stuff of management fa

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问题    Robots have been the stuff of science fiction for so long that it is surprisingly hard to see them as the stuff of management fact. It is time for management thinkers to catch up with science-fiction writers. Robots have been doing menial jobs on production lines since the 1960s. The world already has more than 1 million industrial robots. There is now an acceleration in the rates at which they are becoming both cleverer and cheaper: an explosive combination.
   Robots are learning to interact with the world around them. Their ability to see things is getting ever closer to that of humans, as is their capacity to ingest information and act on it. Tomorrow’s robots will increasingly take on delicate, complex tasks. And instead of being imprisoned in cages to stop them colliding with people and machines, they will be free to wander.
   Until now executives have largely ignored robots, regarding them as an engineering rather than a management problem. This cannot go on: robots are becoming too powerful and ubiquitous. Companies certainly need to rethink their human-resources policies—starting by questioning whether they should have departments devoted to purely human resources.
   The first issue is how to manage the robots themselves. An American writer, Isaac Asimov laid down the basic rule in 1942: no robot should harm a human. This rule has been reinforced by recent technological improvements: robots are now much more sensitive to their surroundings and can be instructed to avoid hitting people.
   A second question is how to manage the homo side of homo-robo relations. Workers have always worried that new technologies will take away their livelihoods, ever since the original Luddites’ fears about mechanised looms. Now, the arrival of increasingly humanoid automatons in workplaces, in an era of high unemployment, is bound to provoke a reaction.
   Two principles—don’t let robots hurt or frighten people—are relatively simple. Robot scientists are tackling more complicated problems as robots become more sophisticated. They are keen to avoid hierarchies among rescue-robots(because the loss of the leader would render the rest redundant). They are keen to avoid duplication between robots and their human handlers. This suggests that the world could be on the verge of a great management revolution: making robots behave like humans rather than the 20th century’s preferred option, making humans behave like robots.
To deal with the second problem, companies may not_____.
选项 A、show employees that the robot sitting alongside them is a complete helpmate
B、explain that robots can help preserve manufacturing jobs in the rich world
C、persuade workers that robots are productivity-enhancers
D、tell workers that robots are not just job-eating aliens
答案A
解析 推断题。根据题干关键词second problem，companies定位到第五段。根据第一、二 句的信息可知“第二个问题是如何处理人与机器人关系中人类一边。工人们总是担心新 技术会带走他们的生计……”，故A项“给职员展示坐在他们边上的机器人完全是一位 帮手”说法太绝对，否认了机器人也是“威胁”的事实，故为该题的正确答案。B、C、D三 项均客观地提到了机器人积极的作用，说法正确，故不选。
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