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It’s not difficult to set targets for staff. It is much harder,   1    , to understand their negative consequences. Most work-related behaviors have multiple components.  2    one and the others become distorted.

Travel on a London bus and you’ll     3    see how this works with drivers.Watch people get on and show their tickets. Are they carefully inspected? Never. Do people get on without paying? Of course! Are there inspectors to     4     that people have paid? Possibly, but very few. And people who run for the bus? They are  5  . How about jumping lights? Buses do so almost as frequently as cyclists.

Why? Because the target is     6      . People complained that buses were late and infrequent.     7      , the number of buses and bus lanes were increased, and drivers were        8      or punished according to the time they took. And drivers hit these targets. But they           9      hit cyclists. If the target was changed to     10      , you would have more inspectors and more sensitive pricing. If the criterion changed to safety, you would get more    11  drivers who obeyed traffic laws. But both these criteria would be at the expense of time.

There is another    12     : people became immensely inventive in hitting targets. Have you    13     that you can leave on a flight an hour late but still arrive on time? Tailwinds? Of course not! Airlines have simply changed the time a     14    is meant to take. A one-hour flight is now billed as a two-hour flight.

The  15    of the story is simple. Most jobs are multidimensional, with multiple criteria. Choose one criterion and you may well     16    others. Everything can be done faster and made cheaper, but there is a      17     . Setting targets can and does have unforeseen negative consequences.

This is not an argument against target-setting. But it is an argument for exploring consequences first. All good targets should have multiple criteria      18      critical factors such as time, money, quality and customer feedback. The trick is not only to    19      just one or even two dimensions of the objective, but also to understand how to help people better     20  the objective.


问题1选项
A.therefore
B.however
C.again
D.moreover
问题2选项
A.Emphasize
B.Identify
C.Assess
D.Explain
问题3选项
A.nearly
B.curiously
C.eagerly
D.quickly
问题4选项
A.claim
B.prove
C.check
D.recall
问题5选项
A.threatened
B.ignored
C.mocked
D.blamed
问题6选项
A.punctuality
B.hospitality
C.competition
D.innovation
问题7选项
A.Yet
B.So
C.Besides
D.Still
问题8选项
A.hired
B.trained
C.rewarded
D.grouped
问题9选项
A.only
B.rather
C.once
D.also
问题10选项
A.comfort
B.revenue
C.efficiency
D.security
问题11选项
A.friendly
B.quiet
C.cautious
D.diligent
问题12选项
A.purpose
B.problem
C.prejudice
D.policy
问题13选项
A.reported
B.revealed
C.admitted
D.noticed
问题14选项
A.break
B.trip
C.departure
D.transfer
问题15选项
A.moral
B.background
C.style
D.form
问题16选项
A.interpret
B.criticize
C.sacrifice
D.tolerate
问题17选项
A.task
B.secret
C.product
D.cost
问题18选项
A.leading to
B.calling for
C.relating to
D.accounting for
问题19选项
A.specify
B.predict
C.restore
D.create
问题20选项
A.modify
B.review
C.present
D.achieve
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