全新主题大学英语读写译教程45.docx
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全新主题大学英语读写译教程45.docx
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全新主题大学英语读写译教程45
Book4
Unit5
KeytoSuccess
SectionA
Pre-readingQuestions
1.WhatisBMWknownfor?
2.Whatdoestheinitialletters“BMW”standfor?
3.DoyoulikeBMWcarsandwhatcharacteristicsdoBMWcarshave?
BMWstandsfortopqualitycars.Itscontinuingsuccessiscertainlyattributabletoits“topquality”managementwhichseemstoberunningonthevergeofchaosalotoftimes.
TheSecretofBMW’sSuccess
1At4:
00p.m.onaFridayafternoon,whenmostGermanworkershavelongdepartedfortheweekend,themini-caféssprinkledthroughoutBMW’ssprawlingR&DcenterinMunicharejammedwithengineers,designers,andmarketingmanagersdeliberatingsointentlythatit’shardtohearabovethedin.Eventhecappuccinomachineisrunningonempty.It’sanatmospherefarmoreSiliconValleythanDetroit.
2“Atlunchandbreakseveryoneisdiscussingideasandprojectsallthetime.It’ssomewhatmanic.Butitmakesthingsmovefaster,”saysBMWchiefdesignerAdrianvanHooydonk.
3TheintenseemployeebuzzatBMWishotmanagementtheoryinaction.TopconsultantsandacademicssaythekindofinformalnetworksthatflourishatBMWandthenoiseandborderlinechaostheyengenderinbigorganizationsarevitalforinnovation—especiallyincompanieswhereknowledgesitsinthebrainsoftensofthousandsofworkersandnotinacomputerserver.Meldingthatbrainpower,theysay,isessentialtounleashingthebestideas.
4HandsAcrossDivisions
5“Cross-functionalteamslookmessyandinefficient,buttheyaremoreeffectiveatproblemsolving,”saysJamesM.Manyika,apartneratMcKinsey&Co.inSanFranciscowhohasstudiedtheeffectivenessofsuchnetworks.CompaniessuchasBMWthatleverageworkers’tacitknowledgethroughsuchnetworks“arewidelyaheadoftheircompetitors,”Manyikaadds.
6BMWisoneofahandfulofglobalcompaniesincludingNokia(NOK)andRaytheon(RTN)thathaveturnedtonetworkstomanageday-to-dayoperations,supersedingclassichierarchies.Thosepioneeringcompaniesstillturntomanagementhierarchiestosetstrategicgoals,butworkershavethefreedomtoforgeteamsacrossdivisionsandachievetargetsinthebestwaypossible—evenifthatwayisunconventional.
7Andtheyareencouragedtobuildtiesacrossdivisionstospeedchange.“Goodcompanieshavethislateralabilitytocommunicateacrossdivisionsandsilos,notjustupanddownthehierarchy.That’swhatmakesBMWtick,”sayschieffinancialofficerStefanKrause.
8Lightning-fastChanges
9Speedandorganizationalagilityisincreasinglyvitaltotheindustry,sinceelectronicsnowmakeupsome20%ofacar’svalue—andthatlevelisrising.BMWfiguressome90%oftheinnovationsinitsnewmodelsareelectronics-driven.Thatrequiresonce-slow-movingautomakerstoadapttothelightningpaceofinnovationandchangedrivingthesemiconductorandsoftwareindustries.Goneistheeraofthe10-yearmodelcycle.
10Nowautomakersmustraminnovationintohighgeartoavoidbeingovertakenbythecompetition.That’sespeciallytrueintheluxury-autoleagues,wheremarketleadersmustencouragenewinnovationsconstantlyintothemarket,frompodcastingforcarstoinfrarednightvisionsystems.
11Byshiftingeffectivemanagementofday-to-dayoperationstosuchhumannetworks,whichspeedknowledgelaterallythroughcompaniesfasterandbetterthanoldhierarchiescan,BMWhasbecomeasentrepreneurialasatechstartup,consultantssay.“NotmanylargecompaniestakeonlateralcommunicationsthewayBMWdoes.It’saknockingdownofbarriers,likeJackWelchdidatGeneralElectric(GE)tomakeaboundarylesscorporation,”saysJayGalbraith,aBreckenridge(Colo.)-basedmanagementconsultant.
12BMW’sabilitytodriveinnovationevenpervadesitsmarketingdivision.“Peopletalkaboutinnovationinproducts,butwhat’sunderestimatedisinnovationinprocessesandorganization,”saysErnstBaumann,headofpersonnelatBMW,whichhasitsshareofradicalnewideas.
13Fewlargecompaniesarewillingtoembracethelackoforganizationalclarityandnebulousstructuresthatdriveinnovativeideas.Atmostcompanies,headquarterswouldhaveputthekiboshontheshort-filmidea,whichhassincebeenwidelyimitated.Researcherssaymostexperimentwithnetworksonasmallscaleandveryfewusethepracticetofulleffectsincedoingsomeansanuncomfortablebalancingactbetweenhierarchyanddisciplineononehand,andfree-wheelingnetworksthatcanveertowardnear-chaos.
14Butforinnovation-drivencompanies,networksthatenableentrepreneurialrisk-takingareasilverbullet.“Theideasarericher,theyimplementmoreeffectively,andthereislessresistancetochange,”saysRobCross,assistantprofessorofmanagementattheUniversityofVirginia.
15IdeasFirst
16HowdoesBMWmanagedisciplinewithcreativityandkeeptheanarchyofnetworksfromcareeningoutofcontrol?
WorkersattheBavarianautomakerareencouragedfromtheirfirstdayonthejobtobuildanetworkorwebofpersonaltiestospeedproblem-solvingandinnovation,beitinR&D,design,production,ormarketing.Thosetiesrunacrossdivisionsandupanddownthechainofcommand.
17Whenitcomestodrivinginnovation,forgetformalmeetings,hierarchy,andstampsofapproval.Eachworkerlearnsquicklythatpushingfreshideasisparamount.“It’seasiertoaskforgivenessforbreakingtherulesthantoseekpermission,”saysRichardGaul,a33-yearveteranatBMWandformerheadofcommunicationsatthe$60billionautomaker.
18BMW’scomplexcustomizedproductionsystem,thepolaroppositeofToyota’s(TM)standardizedlines,iseasiertomanageifworkersfeelempoweredtodrivechange.LikeDellComputer(DELL),BMWconfiguresitscarstocustomers’orders,soeachautomovingdowntheproductionlineisdifferent.
19ForgetOld-schoolRigidity
20Makingsurethesystemworkswithoutahitchrequiressavvyworkerswhocontinuallysuggesthowtooptimizeprocesses.“Networkscandothingsthathierarchiescannot,becausehierarchieslackthefreedom.Withanetworkyougetthepowerfulabilitytoleverageknowledgequicklytobearonsolvingproblems,”saysKarenStephenson,managementconsultantandHarvardprofessor.“AnetworkistheonlywaytoeffectivelymanageBMW’skindofcomplexity.”
21Bycontrast,companiesthatdon’thavelateralnimblenessarecrippledinfast-movingtechnology-drivenindustries.RigidhierarchiesthatstiflefreshideasandslowreactiontimesareoneproblemfacingGeneralMotors(GM)andFordMotor(F).
22OncegiantslikeGMwereking,dominatingthemarketwiththeirhugevolumeandpurchasingmuscle.Bigisnolongerthetickettosuccess,andtheslow-movingbureaucraciesthatbigcompaniesaresaddledwitharenowamajorhandicap.“Leanispassé.Whatisinisleanandagile:
theabilitytoshiftandadjustascircumstancesinthemarketchange,”saysDavidCole,partnerattheCenterforAutomotiveResearchinAnnArbor,Mich.
23BMWmanagerseventalkaboutthe“physicsofchaos”andhowtoconstantlynurtureinnovationandcreativitybyoperatingontheveryedgeofchaoswithoutgettingoutofcontrol.“Disciplineandcreativityarenotaparadox,thereisaborderlinecaseofself-controllingsystems,”saysGaul.“Whereyoubreakrulesyouhavetobeverydisciplined.”That’stheindustry’snextkaizen—theartautomakerswillbeforcedtomasterinthe21stcentury.
24ExperimentalEnvironment
25Afteroneyear,thenumberofviewerswhohadvisitedBMW’sWebsitetodownloadTheHireshottoover21million,andwiththreemorefilmsaddedin2002,itrocketedto100million,sparkingaHarvardBusinessSchoolcasestudy.OnemillionenthusiastsorderedaDVDwithalleightfilms.
26CompaniessuchasBMWhavetotapintotacitknowledgetosparkfreshideas.“It’smoreofalearningandexperimentalenvironment.It’sbuildingonwhatpeopleknow.It’slearninginsteadofinstruction,”saysManyika.
27HowIdeasTravel
28Foracademicsandconsultantsstudyingthephenomenonofcorporatenetworks,themostfascinatingelementisthe“node”orthebrokerindividualwhocanjointwoseparateclusterswithdifferentpoolsofknowledge.SuchabrokermayhaveonceworkedinpurchasingbutnowsitsinR&D.Assuch,heorshecanbridgethetwoworldsby“reachingacrossthewhitespaceofdisconnectedpeople,”saysRonaldS.Burt,asociologistattheUniversityofChicago,whoisstudyingtheimpactcorporatenetworkshaveonperformance.
29Thatlinkagespeedslearningthroughoutcompanies—avitaltooltoindustriesthatshouldcontinuallyinnovate.“Peopleexposedtoadiversityofinformationareathigherriskofseeinganewangle,abetterwaytoframeideas,”saysBurt.Andcompaniesthatrecognizeandtapsuchsocialcapital“havebettergrowthratesandbetterpatentrates.Formalstructuresdecidewhotoblame.Informalstructuresdecidehowtogetthingsdone,”hesays.
(1377words)
NewWords
depart//v.1leaveaplaceandstartajourney启程,离开2(fml.)leaveone’sjob离职vi.behaveinawaythatisdifferentfromusual违反,背离
mini-café/n.[C]informalrestaurantwhereonecangetsimplecheapmealsanddrinks小餐馆;迷你咖啡馆
sprinkle★//vt.1distributeinsmallamounts星星点点地分布于,点缀2scattersmalldropsofliquidorsmallpiecesofsomething撒;洒在…上
sprawling//a.spreadinginanuntidyway蔓延的,无序延伸的
jam//v.1fillwithalotofpeopleorthings挤满,塞满2becomeunabletomoveorwork(使)卡住,(使)发生故障n.1[C/U]conserveofboiledfruitandsugar果酱2[C]situationwheretherearesomanypeopleorthingsinaplacethatitisimpossibletomove拥挤,堵塞
deliberate/d/v.thinkaboutordiscusssome
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