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Success in manufacturing depends on physical things: creating the best product using the best equipment with components assemble

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问题     Success in manufacturing depends on physical things: creating the best product using the best equipment with components assembled in the most efficient way. Success in the service economy is dependent on the human element: picking the right staff members and motivating them correctly. If manufacturing is akin to science, then services are more like the arts.
    Motivating people has an extra complexity. Widgets do not know when they are being manipulated. Workers make connections with their colleagues, for social or work reasons, which the management might not have anticipated.
    Marissa King is professor of organisational behaviour at the Yale School of Management, where she tries to make sense of these networks. She attempts a classification in her new book, "Social Chemistry: Decoding The Elements of Human Connection".
    The term "networking" has developed unfortunate connotations, suggesting the kind of person who sucks up to senior staff and ignores colleagues who are unlikely to help them win promotion. Ms King cites a study which found that two-thirds of newly promoted professionals were ambivalent about, or completely resistant to, thinking strategically about their social relationships.
    From the point of view of productivity, the most important networks are those formed by employees from different parts of the company. Diverse viewpoints should lead to greater creativity. They are good for workers, too. A study found that catching up with colleagues in different departments was linked to salary growth and employee satisfaction.
    Some employers had the bright idea of encouraging this co-operation by moving to open-plan offices. But research suggests that workers in open-plan layouts are less productive, less creative and less motivated than those in offices with a traditional, room-based design. The quality of interactions is more important than the quantity. The pandemic, by forcing many people to toil away at home, has probably corroded some of these co-operative arrangements.
    Ms King says that people tend to construct three types of network. "Expansionists" have a wide set of contacts but their relationships tend to be shallow. "Conveners" have a small number of relationships, but these are more intense. "Brokers" link people from different network types.
    On the surface, this categorisation seems reasonable. How useful is it? Readers can take an online test to see which category they fall into. I did so and found that I did not fit into any of them. Indeed, the author’s research shows that one in three people does not have a clearly defined style and 20-25% could be classed as mixed (for example, they are simultaneously brokers and expansionists). In other words, more than half of people cannot be neatly categorised.
We learn from Paragraph 6 that open-plan offices__________.
选项 A、are a clever idea for encouraging co-operation
B、make company employees more productive
C、may not facilitate high-quality interactions
D、weaken all of the co-operative arrangements
答案 C
解析 由题干关键词Paragraph 6定位至第六段。该段讲述了开放式办公区对人际关系的影响。首句指出一些老板用开放式办公区来鼓励这种跨部门合作。第二句以But表明转折，说明这种设想并没有取得预想的结果(less productive，less creative and less motivated)。第三句说明“合作互动的质比量重要”(The quality of interactions is more important than the quantity)。最后一句说明的是“这次疫情迫使许多人在家里办公，可能已经影响了其中一些合作性的安排(corroded some of these co-operative arrangements)。由此可知，开放式办公并没有实现高质量的互动，促进人际关系，[C]选项“可能没有促进高质量的互动”与此相符合，故为正确选项。
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