Since the late 1970’s in the face of a severe loss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity—and therefore enhance their international competitiveness—through cost-cutting programs. (Cost-cutting here is defined as raising labor output while holding the amount of labor constant.) However, from 1978 through 1982, productivity—the value of goods manufactured divided by the amount of labor input—did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same time, it became clear that the harder manufactures worked to implement cost-cutting, the more they lost their competitive edge.
With this paradox in mind, I recently visited 25 companies; it became clear to me th
A. encourage innovation
B. keep labor output constant
C. increase their competitive advantage
D. permit business upturns to be more easily predicted
Since the late 1970’s in the face of a severe loss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity—and therefore enhance their international competitiveness—through cost-cutting programs. (Cost-cutting here is defined as raising labor output while holding the amount of labor constant.) However, from 1978 through 1982, productivity—the value of goods manufactured divided by the amount of labor input—did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same time, it became clear that the harder manufactures worked to implement cost-cutting, the more they lost their competitive edge.
With this paradox in mind, I recently visited 25 companies; it became clear to me th
A. summarizing a thesis
B. recommending a different approach
C. comparing points of view
D. making a series of predictions
| Late next century, when scholars are
scripting the definitive history of the PC, these last few years of high-octane
growth may actually be (1) as the Dark Ages. Historians will
marvel at (2) we toiled in front of monolithic, beige BUBs
(big ugly boxes), suffering under the oppressive glare of cathode-ray tubes
(3) our legs scraped against the 10-pound towers beneath our
desks. They may also mark 1999 (4) the start of the PC renaissance, (5) manufacturers finally started to get it: design matters. In this holiday season, computer shoppers will (6) unprecedented variety in shapes, sizes and colors—and (7) in Apple’s groundbreaking line of translucent iMacs and iBooks. (8) every major PC maker now has innovative desktop designs (9) the way to market, from hour A. join B. rejoin C. enjoy D. overjoy 我来回答: 提交
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