He completely reorganized the office: instead of walls, they have plants at Semco, so bosses cannt shut themselves away from everyone else (47) As for uniforms, some people wear suits and others wear T-shirts.
Semler says, We have a sales manager named Rubin Agater who sits there reading the newspaper hour after hour. He doesnt even pretend to be busy. But when a Semco pump on the othe other side of the world failes millions of gallons of oil are about to spill into the sea. Rubin springs into action. (48) Thats when he earns his salary. No one cares if he doesnt look busy the rest of the time.
Semco has flexible working hours : the employees decide when they need to arrive at work. The employees also evaluate their bosses twice a year. (49)
It sounds perfect, but does it work? The answer is in the numbers: in the last six years,
Semcos revenues have gone from $ 35 million to $212 million. The company has grown from 800 employees t0 3,000. Why?
Semler says its because of peer pressure . Peer pressure makes employees work hard for everyone else. (50) In other words, Ricardo Semler treats his workers like adults and expects them to act like adults. And they do.
A. If somone isnt doing his job well, the other workers will not allow the situation to continue.
B. This saved money and brought more equality to the company.
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