- 阅读理解A
题干：TheroleofthemanagerasmerelyanoverseerofworkersisanartifactoftheIndustrialAgeparadigm,nolongerappropriatetotheKnowledgeAge.Increasingly,middlemanagers’ headsareonthechoppingblocksofbudget-tighteningcorporations,andthosewhofailtotransformthemselvesinto“player/coaches”willbecomeobsolete,suggestsThomasH.Davenport,directoroftheAccentureInstituteforStrategicChange.“Thereisstillanimportantrole,albeitadifferentone,formanagementinthefuture,”DavenportwritesinTheFutureofLeadership.“Thesinglemostimportantfactordrivingthechangeinwhatmanagemententailsistheriseandprevalenceofknowledgework.”Undertheoldmodelofmanagement,managerswereviewedasaseparatepartoftheorganizationworkforce,amerelinkbetweentheexecutiveswhomakethedecisionsandthelaborerswhocarryoutthework.Butinthenewmodel,managersbothmakedecisionsanddoworkthemselves.Inadvancedeconomies,knowledgeworkersnowmakeupmorethan50%ofworkers—ormore,dependingonhowyoudefine“knowledgeworkers”,Davenportreports,“IknowofaCEOofalargepizzachainwhoarguesthateveryworkerintheorganizationisaknowledgeworker,andunlesstheyalluseknowledgetomanagecosts,servecustomerswell,andmaintainhighqualitystandards,theorganizationwillnotsucceed.However,ifpizzamakersareknowledgeworkers,whoisn’t?”Davenportdefines“knowledgeworkers”asthosewhocreateknowledge,suchasproductdevelopmentengineers,orwhoseuseofknowledgeisadominantaspectoftheirwork,suchasfinancialauditors.Oneaspectofworkthathaschangedisthatusersandcreatorsofknowledgearemorelikelytobethesamepeople.“Workershavetraditionallybeenviewedasusersofideas,notcreatorsofthem,andiftheydocreateideastheyhavegenerallybeensmallones,”saysDavenport.“Myview,however,isthattheorganizationsthatwillbemoresuccessfulinthefuturewillbethoseinwhichit’severyone’sjobtobecreatingandusingideasthatarebothbigandsmall.”DavenportidentifieseightkeytrendscreatingtheKnowledgeManageroftheFuture:Fromoverseeingworktodoingit,too.Inmanycases,suchasinlaw,consulting,andaccountingfirms.Fromorganizinghierarchiestoorganizingcommunities.Fromimposingworkdesignsandmethodstounderstandingthem.Fromhiringandfiringworkerstorecruitingandretainingthem.Frombuildingmanualskillstobuildingknowledgeskills.Fromevaluatingvisiblejobperformancetoassessinginvisibleknowledgeachievements.Fromignoringculturetobuildingaknowledge－friendlyculture.Fromsupportingthebureaucracytofendingoff.“Althougheachoftheseattributesoffuturemanagementmayrepresentonlyanevolutionarychangefromhowmanagersworkedinthelatetwentiethcentury,inaggregatetheycompriseamanagerialrevolution.”Davenportconcludes.
题目： Davenport’s attitude to the CEO of the large pizza chains argument is that ?（） - A 、He agrees with the CEO and admits that every worker in the organization is a knowledge worker for they have contributed their intelligence
- B 、He doesn’t agree with the CEO and he defines the knowledge workers as those who create and apply knowledge to practice
- C 、He doesn’t agree with the CEO and shows his absolute respect to the common workers
- D 、He agrees with the CEO and he considers those who use knowledge as well as create knowledge are the most distinguished
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参考答案【正确答案：B】
从第2段可以看出达文波并不赞成CEO的观点，他认为知识型工人应该是创造知识或者在工作中以运用知识为主的人。
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