阅读理解A
题干:Themainideaofthesebusiness-schoolacademicsisappealing.Inaworldwherecompaniesmustadapttonewtechnologiesandsourceofcompetition,itismuchharderthanitusedtobetooffergoodemployeesjobsecurityandanopportunitytoclimbthecorporateladder.Yetitisalsomorenecessarythaneverforemployeestoinvestinbetterskillsandsparklewithbrightideas.Howcanfirmsgetthemostoutofpeopleiftheycannolongerofferthemprotectionandpromotion?Manybosseswouldlovetohaveananswer.SumantrraGhoshaloftheLondonBusinessSchoolandChristopherBartlettoftheHarvardBusinessSchoolthinktheyhaveone:"Employability."Ifmanagersoffertherightkindsoftrainingandguidance,andchangetheirattitudetowardstheirunderlings,theywillbeabletoreassuretheiremployeesthattheywillalwayshavetheskillsandexperiencetofindagoodjob—evenifitiswithadifferentcompany.Unfortunately,theypromisemorethantheydeliver.Theirthoughtsonwhatanidealorganizationshouldaccomplisharehardtoquarrelwith:encouragepeopletobecreative,makesurethegainsfromcreativityaresharedwiththepainsofthebusinessthatcanmakethemostofthem,keeptheorganizationfromgettingstaleandsoforth.Therealdisappointmentcomeswhentheyattempttoshowhowfirmsmightactuallycreatesuchanenvironment.Atitsnubisthenotionthatcompaniescanattaintheirelusivegoalsbychangingtheirimplicitcontractwithindividualworkers,andtreatingthemasasourceofvalueratherthanacoginamachine.Theauthorsofferafewinspiringexamplesofcompanies—theyincludeMotorola,3MandABB—thathavemanagedtogosomewaytowardscreatingsuchorganizations.Buttheyofferlittleusefulguidanceonhowtogoaboutit,andleavethebiggestquestionsunanswered.Howdoyoucontinuouslytrainpeople,withoutdivertingthemfromtheireverydayjobofmakingthebusinessmoreprofitable?Howdoyoutrainpeopletobesuccessfulelsewherewhilestillencouragingthemtomakebigcommitmentstoyourownfirm?Howdoyougetyournewlyliberatedemployeestospendtheirtimeonideasthatcreatevalue,andnotsimplyonthosetheyenjoy?Mostoftheiranswersareplatitudinous,andwhentheyarenottheyareunconvincing.
题目:
We can infer from the passage that in the past an employee().