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The Workers' Role in Management
Traditionally, it has been the workers’ role to work and management’s role to manage. Managers have planned and directed the firm’s operations with little thought to consulting the labor force. Managers have rarely felt compelled to obtain the workers’ opinions or to explain their decisions to their employees. At most, companies have provided “suggestion boxes” in which workers could place ideas for improving procedures. In recent years, however, many management specialists have been arguing that workers are more than sellers of labor―they have a vital stake in the company and may be able to make significant contributions to its management. Furthermore, major company decisions profoundly affect workers and their dependents. This is particularly true of plant closings, which may put thousands on the unemployment lines. Should workers, then play a stronger role in management?
Workers should have a role in management. At the very least the labor force should be informed of major policy decisions. (A common complaint among rank-and-file workers is the lack of information about company policies and actions.)Between 1980 and 1985 about five million workers were the victims of plant closings and permanent layoffs, often with no warning. At least 90 days--notice ought to be given in such instances so that workers have time to adjust. Management should consult workers before closing a plant because the workers might be able to suggest ways of improving productivity and reducing costs and might be willing to make concessions that will help keep the plant operating.
It should become a general practice to include workers in some managerial decision making. There ought to be representatives of the workers on the firm’s board of directors or other major policymaking groups. If rank-and-file workers are given a voice in the planning and management of the work flow, they will help to make improvements, their morale will rise, and their productivity will increase. As a further incentive they must be given a share in the company's profits. This can be done through employee stockownership plans, bonuses, or rewards for efficiency and productivity. Finally, when a plant can no longer operate at a profit, the workers should be given the opportunity to purchase the plant and run it themselves.
练习
1. Traditional worker’s showed no interest in management.
A. Right B. Wrong C. Not mentioned
2. In recent years many management specialists have been arguing for the workers role in management with two major reasons.
A. Right B. Wrong C. Not mentioned
3. Since policy decisions are business secrets of a firm, workers should not be informed of them.
A. Right B. Wrong C. Not mentioned
4. Before closing, a plant should put up a notice and keep it for 90 days.
A. Right B. Wrong C. Not mentioned
5. The workers’ participation in management might save a plant from closing down.
A. Right B. Wrong C. Not mentioned
6. One of the advantages of involving workers in making a decision is that the interpersonal relationship between workers and managers can be improved.
A. Right B. Wrong C. Not mentioned
7. An efficient and productive worker should be rewarded with anything but shares of his plant.
A. Right B. Wrong C. Not mentioned
答案与题解：
c文章i一段说在传统上，工人的职责是干活，因而无法介入管理，但并没有说工人对管理 不感兴趣。
A第一段说近年来一些企业管理老师指出应该让工人参与一些管理工作，一方面是因为这 可以调动他们的积极性为工厂作贡献，另一方面是因为管理层作出的重大决定对工人及其 家人的生活会产生重大影响。
B第二段前两句说工人应当参与管理，至少应当告诉工人工厂的重大决策。
B第二段倒数第四行说工厂在宣布破产关闭之前应当提前90天通知工人，以便让他们有 时间做一些调整。“90 days' notice"的意思是“提前90天通知”，而不是“贴出告示，并保 留90天”
A第二i末尾说如果让工人参与管理工作,当工厂出现危机时工人可以献计献策以提高生 产率，降低成本，而且他们还可能做出一些让步或牺牲以使工厂渡过难关。由此可以推断， 如果让工人参与管理，他们有时会拯救一家工厂。
C文章最后一段列举了让工人参与管理的一系列好处，但并没有明确提到可以改善劳资关
B °最后一段倒数第四行说作为一种鼓励机制，可以让工人分享一部分利润。具体可以通过 股票持有权方案、红利或者发效益奖的方式来奖励那些工作出色的工人。
译文：
工人在企业管理中的角色
传统上，工人的角色是生产，管理者的角色是管理。管理者计划和指导公司的运作，而很少 想到去征求劳动者的意见。管理者们很少觉得应听取工人的意见或向他们的雇员解释公司的决定。 公司最多提供些“意见箱”，工人们至多将改善生产流程的意见投入意见箱。然而，近几年来， 许多管理老师一直在争论工人们不仅仅出卖劳动力，而且对公司有很大的利害关系，或许还能对 公司的管理作出重大贡献。此外，公司的重大决定往往对工人及其家属影晌极^：。如果工厂倒闭，
这一点就更加确定无疑了，它可能会把成百上千的人推到失业的边缘。那么，工人们应该在企业 管理中发挥举足轻重的作用吗?
工人们应该在管理中扮演自己的角色。至少，劳动者应该被告知公司的政策决定(普通工人 最普遍的抱怨就是对公司的政策和行动缺少了解)。在1980年和1985年之间，有500万工人在没 有被事先告知的情况下，成了工厂倒闭和永久性停工的牺牲品。在这种情况下，应至少提前90天 通知工人们，这样工人们才能有时间调整。管理者在关闭工厂之前，应该征求工人们的意见，因 为工人们也许会提出一些建^^来提高生产率，降低成本，或许他们还愿意为了帮助工厂运转而做 出让步。
工人参与制订管理决策应得到普遍实施。公司的董事会里或其他重大决策制订组里也应该有 工人代表。如果普通工人对流水线生产的计划和管理有发言权的话，他们会帮助改善状况，而且 他们的士气也会增加，生产效率也会提篼。作为进一步的刺激，公司应给他们一份利润分成。这 可以通过工人股票持有权方案、红利或者发效益奖得以实现。最后，当一个工厂不能再获利经营 的时候，工人们应该被赋予购买和经营本工厂的机会。
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