英語(yǔ)四級(jí)閱讀段落匹配練習(xí)題（10）

Robot Management

A. Robots have been the stuff of science fiction for so long that it is surprisingly hard to see them as the stuff of management fact. A Czech playwright, Karel Capek, gave them their name in 1920 (from the Slavonic word for "work" ). An American writer, Isaac Asimov, confronted them with their most memorable dilemmas.

Hollywood turned them into superheroes and supervillains. When some film critics drew up lists of Hollywood's 50 greatest good guys and 50 greatest baddies, the only character to appear on both lists was a robot, the Terminator.

B. It is time for management thinkers to catch up with science-fiction writers. Robots have been doing auxiliary jobs on production lines since the 1960s. The world already has more than lm industrial robots. There is now an acceleration in the rates at which they are becoming both cleverer and cheaper: an explosive combination.

Robots are learning to interact with the world around them. Their ability to see things is getting ever closer to that of humans, as is their capacity to ingest information and act on it. Tomorrow's robots will increasingly take on delicate, complex tasks. And instead of being imprisoned in cages to stop them colliding with people, they will be free to wander.

C. America's armed forces have blazed a trail here. They now have no fewer than 12,000 robots serving in their ranks. Peter Singer, of the Brookings Institution, a think-tank (智囊團(tuán)), says mankind's 5,000-year monopoly on the fighting of war is breaking down. Recent additions to the battlefield include tiny "insects" that perform reconnaissance (偵查) missions and giant "dogs" to terrify enemies. The Pentagon is also working on the EATR, a robot that fuels itself by eating whatever biomass (生物量) it finds around it.

D. But the civilian world cannot be far behind. Who better to clean sewers or suck up nuclear waste than these remarkable machines? The Japanese have made surprisingly little use of robots to clear up after the recent earthquake, given their world leadership in this area. They say that they had the wrong sort of robots in the wrong places. But they have issued a global call for robotic assistance and are likely to put more robots to work shortly.

E. As robots advance into the service industries they are starting to look less like machines and more like living creatures. The Paro (made by AIST, a Japanese research agency) is shaped like a baby seal and responds to attention. Honda's robot, ASIMO, is humanoid and can walk, talk and respond to commands.

F.Until now executives have largely ignored robots, regarding them as an engineering rather than a management problem. This cannot go on: robots are becoming too powerful and ubiquitous (無(wú)處不在的). Companies may need to rethink their strategies as they gain access to these new sorts of workers. Do they really need to outsource production to China, for example, when they have clever machines that work ceaselessly without pay? They certainly need to rethink their human-resources policies--starting by questioning whether they should have departments devoted to purely human resources.

G.The first issue is how to manage the robots themselves. Asimov laid down the basic rule in 1942: no robot should harm a human. This rule has been reinforced by recent technological improvements: robots are now much more sensitive to their surroundings and can be instructed to avoid hitting people. But the Pentagon's plans make all this a bit more complicated: many of its robots will be, in essence, killing machines.

H. A second question is how to manage the homo side of homo-robo relations. Workers have always worried that new technologies will take away their livelihoods, ever since the original Luddites' fears about mechanised looms. That worry takes on a particularly intense form when the machines come with a human face: Capek's play that gave robots their name depicted a world in which they initially brought lots of benefits but eventually led to mass unemployment and discontent. Now, the arrival of increasingly humanoid automatons in workplaces, in an era of high unemployment, is bound to provoke a reaction.

I.So, companies will need to work hard to persuade workers that robots are productivity-enhancers, not just job- eating aliens. They need to show employees that the robot sitting alongside them can be more of a helpmate than a threat. Audi has been particularly successful in introducing industrial robots because the carmaker asked workers to identify areas where robots could improve performance and then gave those workers jobs overseeing the robots. Employers also need to explain that robots can help preserve manufacturing jobs in the rich world: one reason why Germany has lost fewer such jobs than Britain is that it has five times as many robots for every 10,000 workers.

J.These two principles--don't let robots hurt or frighten people--are relatively simple. Robot scientists are tackling more complicated problems as robots become more sophisticated. They are keen to avoid hierarchies (層級(jí)) among rescue-robots (because the loss of the leader would render the rest redundant). So they are using game theory to make sure the robots can communicate with each other in egalitarian (平等) ways. They are keen to avoid duplication between robots and their human handlers. So they are producing more complicated mathematical formulae in order that robots can constantly adjust themselves to human intentions.

This suggests that the world could be on the verge of a great management revolution: making robots behave like humans rather than the 20th century's preferred option, making humans behave like robots.

46. Tomorrow's robots will be free to move around rather than being locked up in cages so as not to hurt people.

47. It is not easy for people to regard robots as management stuff, for the later are mostly seen in science fictions.

48. Robots appear more like living creatures as they enter into the service industry.

49. According to the Pentagon's plans, many of its robots will essentially become killing machines.

50. The Japanese didn't use a lot of robots to clear up after the recent earthquake, considering their world leadership in the robot field.

51. Companies should show their workers that robots can be more of a helper rather than a threat to them.

52. The fact that more and more human-like robots are used in workplaces will surely arouse reaction in a time of high unemployment.

53. Robots, who are considered as an engineering instead of a management problem, have been largely neglected by executives.

54. Scientists are trying to enable robots to constantly adjust themselves to people's intenlions.

55. The example that Germany has lost fewer manufacturing jobs than Britain shows that robots can help preserve manufacturing jobs in the rich world.

管理機(jī)器人

A.[47]很久以來(lái)。機(jī)器人都被認(rèn)為是科幻小說(shuō)里的東西，因此人們很難將它們視為管理的對(duì)象。捷克劇作家KarelCapek于1920年將它們命名為“機(jī)器人”(來(lái)源于斯拉夫語(yǔ)中的“工作”一詞)。在美國(guó)作家Isaac Asimov的筆下，機(jī)器人面對(duì)了令它們最為難忘的抉擇。好萊塢把機(jī)器人變成了超級(jí)英雄和超級(jí)惡魔。

在由電影評(píng)論家總結(jié)出的好萊塢50個(gè)最好角色和50個(gè)最壞角色的名單上，一個(gè)同時(shí)登上兩份榜單的角色就是一個(gè)機(jī)器人——終結(jié)者。

B.現(xiàn)在到了管理思想家跟上科幻小說(shuō)作家步伐的時(shí)候了。自20世紀(jì)60年代起機(jī)器人就在生產(chǎn)線上做一些輔助工作了。世界上已有超過(guò)100萬(wàn)的工業(yè)機(jī)器人?，F(xiàn)在機(jī)器人變得更聰明、更廉價(jià)的速度在不斷加快，這兩者簡(jiǎn)直是一種爆炸性的結(jié)合。機(jī)器人正在學(xué)著與周圍的世界互動(dòng)。它們看東西的能力正在變得越來(lái)越接近人類，它們獲取信息及做出相應(yīng)反應(yīng)的能力也在接近人類。未來(lái)，機(jī)器人將能夠從事越來(lái)越多精細(xì)而復(fù)雜的工作。[46]機(jī)器人將不會(huì)再被關(guān)起來(lái)以防止它們與人們發(fā)生沖突，而是可以自由移　動(dòng)。

C.美國(guó)軍隊(duì)已經(jīng)在這方面開拓了一條道路。他們現(xiàn)在有不少于l2000個(gè)機(jī)器人正在服役。智囊團(tuán)布魯金斯學(xué)會(huì)的PeterSinger說(shuō)，5000年來(lái)只有人類參與戰(zhàn)爭(zhēng)的局面正在被打破。近來(lái)被增派到戰(zhàn)場(chǎng)的機(jī)器人包括執(zhí)行偵察任務(wù)的小“昆蟲”和恫嚇敵人的大“狗”。五角大樓還在研發(fā)一種強(qiáng)動(dòng)力自動(dòng)戰(zhàn)術(shù)機(jī)器人，它們可以通過(guò)吞食其周邊的生物量來(lái)補(bǔ)給自己的能量。

D.但機(jī)器人在民用方面也沒(méi)有落后太遠(yuǎn)。有誰(shuí)能比這些神奇的設(shè)備更適于清潔下水道或清理核廢料呢?[50]日本人在近期的一次震后清理中所用的機(jī)器人數(shù)量驚人地少，即使他們?cè)谶@一領(lǐng)域處于世界領(lǐng)先地位。他們說(shuō)他們?cè)阱e(cuò)誤的地點(diǎn)選擇了錯(cuò)誤的機(jī)器人類別。但是他們已經(jīng)率先在全球范圍內(nèi)呼吁尋求機(jī)器人的援助.而且似乎馬上就會(huì)投入更多的機(jī)器人進(jìn)行作業(yè)。

E.[48]當(dāng)機(jī)器人進(jìn)入到服務(wù)產(chǎn)業(yè)時(shí)，它們開始變得不像機(jī)器，而更像生物了。日本產(chǎn)業(yè)技術(shù)研究院是一所研發(fā)機(jī)構(gòu)，它們制作的機(jī)器人Paro形似一只小海豹，并能對(duì)命令做出回應(yīng)。本田公司研制的機(jī)器人ASIM0具有很多人類的特征，它能夠走路、說(shuō)話以及回應(yīng)命令。

F.[53]時(shí)至今日，管理人員一直在很大程度上忽視了機(jī)器人，把它們當(dāng)做工程問(wèn)題而不是管理問(wèn)題。這種現(xiàn)象不能再繼續(xù)下去了：機(jī)器人正變得功能強(qiáng)大且無(wú)處不在。隨著企業(yè)可以使用機(jī)器人這種新型員工，它們可能需要重新考慮自身的人力資源戰(zhàn)略了。例如，在擁有不計(jì)報(bào)酬、可以持續(xù)工作的智能機(jī)器的情況下，它們是否真的需要把產(chǎn)品外包給中國(guó)加工?它們必然要重新考慮它們的人力資源政策——就從質(zhì)疑是否應(yīng)該有一個(gè)純粹管理人力資源的部門開始。

G.第一個(gè)問(wèn)題是如何管理機(jī)器人本身。Asimov在1942年確立了基本原則：機(jī)器人不能傷害人類。這一原則已經(jīng)通過(guò)近年來(lái)的技術(shù)改良得以加強(qiáng)：現(xiàn)在的機(jī)器人對(duì)于它們周圍的事物更加敏感，還可以遵照指示避免襲擊人類。[49]但是五角大樓的計(jì)劃使得這一切變堡更為復(fù)雜：從本質(zhì)上來(lái)說(shuō)，它們所制造的機(jī)器人有很多將成為殺人機(jī)器。

H.第二個(gè)問(wèn)題是如何處理人與機(jī)器人的關(guān)系中人類這一方的問(wèn)題。從最初的科技反對(duì)者恐懼機(jī)械織布機(jī)開始，勞動(dòng)者們總是擔(dān)心新技術(shù)會(huì)搶走他們的飯碗。當(dāng)機(jī)器以人類的面孔出現(xiàn)時(shí)，那種擔(dān)憂變得尤為強(qiáng)烈：capek那部給機(jī)器人取名字的戲劇中描繪了這樣一個(gè)世界：起初，機(jī)器人帶來(lái)了很多好處，最終，它們卻導(dǎo)致了大量的失業(yè)和不滿。[52]在現(xiàn)在這樣一個(gè)高失業(yè)率的時(shí)代，工作場(chǎng)所越來(lái)越多地使用類人機(jī)器人必然會(huì)激起反對(duì)。

I.所以，企業(yè)必須努力使工人相信機(jī)器人有助于提高產(chǎn)量，而不只是吞噬職位的外來(lái)者。[51]它們需要展現(xiàn)給員工們看：坐在他們身邊的機(jī)器人更多的是他們的幫手，而不是威脅。奧迪在引進(jìn)工業(yè)機(jī)器人方面一直做得特別成功，因?yàn)檫@家汽車制造商讓員工去發(fā)現(xiàn)那些機(jī)器人可以改進(jìn)工作的領(lǐng)域，然后將監(jiān)管那些機(jī)器人的崗位提供給員工。[55]企業(yè)還需要闡明，機(jī)器人有助于保留富有的生產(chǎn)崗位：德國(guó)之所以沒(méi)有象英國(guó)一樣喪失如此之多的生產(chǎn)崗位，原因之一就是，在德國(guó)，每一萬(wàn)名工人所對(duì)應(yīng)的機(jī)器人數(shù)量是英國(guó)的5倍。

J.這兩條原則，即不要讓機(jī)器人傷害或嚇到人類，是相對(duì)簡(jiǎn)單的。隨著機(jī)器人變得日益復(fù)雜，機(jī)器人科學(xué)家們正著手處理更復(fù)雜的問(wèn)題。他們盡量不在救援機(jī)器人中分出三六九等(因?yàn)橐坏](méi)有帶頭的機(jī)器人，其他的機(jī)器人就顯得多余了)。所以他們利用游戲理論來(lái)確保機(jī)器人能以平等的方式互相交流。他們盡力避免機(jī)器人與它們的人類操作者的作用重疊。[54]因此他們正在計(jì)算更多復(fù)雜的數(shù)學(xué)公式以使機(jī)器人能夠依照人類的意愿不斷地進(jìn)行自我調(diào)節(jié)。這表明世界即將發(fā)生一次重大的管理變革：讓機(jī)器人的行為更像人類，而不是像20世紀(jì)所傾向的那樣，使人類的行為日益向機(jī)器人靠攏。

【答案解析】

46.B

解析：題干意為，未來(lái)的機(jī)器人將能夠自由活動(dòng)，而不是被關(guān)起來(lái)以防止傷害人類。注意抓住題干中的關(guān)鍵信息tomorrow’s robots、free to move around和hurt people。文中論及機(jī)器人未來(lái)發(fā)展趨勢(shì)的內(nèi)容出 現(xiàn)在B段，該段末句提到，機(jī)器人將不會(huì)再被關(guān)起來(lái)以防止發(fā)生人機(jī)之間的沖突，它們將可以自由移動(dòng)。由此可知，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為B。

47.A

解析：題于意為，人們很難想象機(jī)器人是能夠被管理的事物，因?yàn)樗鼈円恢倍际浅霈F(xiàn)在科幻小說(shuō)中。注意抓住題干中的關(guān)鍵信息not easy、management stuff和science fictions。文中A段首句提到，很久以來(lái)，機(jī)器人都被認(rèn)為是科幻小說(shuō)里的東西，因此人們很難想象它們能夠被管理。由此可知，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為A。

48.E

解析：題干意為，當(dāng)機(jī)器人進(jìn)入服務(wù)產(chǎn)業(yè)時(shí)，它們往往看起來(lái)更像生物。注意抓住題干中的關(guān)鍵信息more like living creatures和enter into the service industry。文中論及機(jī)器人在服務(wù)業(yè)中表現(xiàn)的內(nèi)容出現(xiàn)在E段，該段首句提到，隨著機(jī)器人進(jìn)入到服務(wù)產(chǎn)業(yè)，它們開始變得不那么像機(jī)器，而更像生物了。接下來(lái)的第二句和第三句用兩個(gè)例子來(lái)證明這一觀點(diǎn)。由此可知，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為E。

49.G

解析：題干意為，依據(jù)五角大樓的計(jì)劃，它們所制造的很多機(jī)器人在本質(zhì)上都會(huì)成為殺人機(jī)器。注意抓住題干中的關(guān)鍵信息Pentagon’s plans、many of its robots和killing machines。文中G段論述了與五角大樓的計(jì)劃相關(guān)的內(nèi)容，該段提到了機(jī)器人管理的基本原則，即機(jī)器人不能傷害人類，該段末句提到，但是五角大樓的計(jì)劃使得這一切變得更為復(fù)雜：從本質(zhì)上來(lái)說(shuō)，它們所制造的機(jī)器人有很多將成為殺人機(jī)器。由此可知，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為G。

50.D

解析：題干意為，鑒于其在機(jī)器人領(lǐng)域的世界領(lǐng)先地位，日本在近期的一次地震后并沒(méi)有大量使用機(jī)器人來(lái)完成清理工作。注意抓住題千中的關(guān)鍵信息Japanese、clear up after the recent earthquake和world leadershipinthe robotfield。文中論及日本使用清潔機(jī)器人的內(nèi)容出現(xiàn)在D段，該段第三句提到，日本人在近期的一次震后清理中所用的機(jī)器人數(shù)量驚人地少，即使他們?cè)谶@一領(lǐng)域一直處于世界領(lǐng)先地位。由此可見，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為D。

51.I

解析：題干意為，企業(yè)應(yīng)該向員工們展示，機(jī)器人對(duì)他們來(lái)說(shuō)，更多的是起到幫手的作用，而不是威脅。注意抓住題干中的關(guān)鍵信息Companies、workers和a helper ratherthan athreat。文中論及企業(yè)、員工和機(jī)器人關(guān)系的內(nèi)容出現(xiàn)在1段，該段第二句提到，它們需要展現(xiàn)給員工們看：坐在他們身邊的機(jī)器人更多的是他們的幫手，而不是威脅。由此可見，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為I。

52.H

解析：題干意為，在目前這樣一個(gè)高失業(yè)率的年代，越來(lái)越多的類人機(jī)器人被用于工作場(chǎng)所的事實(shí)必然會(huì)引起一些反對(duì)。注意抓住題干中的關(guān)鍵信息human.1ike robots are used in workplaces和arouse reactionin atimeofhigh unemployment。文中論及高失業(yè)率以及機(jī)器人在工作場(chǎng)所的使用的內(nèi)容出現(xiàn)在H段，該段末句提到，在現(xiàn)在這樣一個(gè)高失業(yè)率的時(shí)代，工作場(chǎng)所越來(lái)越多地使用類人機(jī)器人必然會(huì)激起反對(duì)。原文中的humanoid automatons對(duì)應(yīng)題干中的human—like robots。由此可見，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為H。

53.F

解析：題干意為，管理人員在很大程度上忽視了機(jī)器人，他們把機(jī)器人當(dāng)做工程問(wèn)題而不是管理問(wèn)題。注意抓住題干中的關(guān)鍵信息anengineeringinsteadofamanagementproblem和largelyneglectedbyexecutives。

文中第F段對(duì)機(jī)器人管理問(wèn)題進(jìn)行論述，該段首句提到，時(shí)至今日，管理人員一直在很大程度上忽視了機(jī)器人，把它們當(dāng)做工程問(wèn)題而不是管理問(wèn)題。由此可見，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為F。

54.J

解析：題干意為，科學(xué)家們正在試圖使機(jī)器人可以根據(jù)人們的意愿不斷地進(jìn)行自我調(diào)節(jié)。注意抓住題干中的關(guān)鍵信息scientists和constantly adjustthemselves。文中提及機(jī)器人可以進(jìn)行自我調(diào)節(jié)的內(nèi)容出現(xiàn)在J段，該段第六句提到科學(xué)家們正在計(jì)算更多復(fù)雜的數(shù)學(xué)公式以使機(jī)器人能夠依照人類的意愿不斷地進(jìn)行自我調(diào)節(jié)。由此可見，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為J。

55.I

解析：題干意為，德國(guó)失去的生產(chǎn)崗位比英國(guó)要少的例子表明，機(jī)器人能夠幫助保留富裕的生產(chǎn)崗位。注意抓住題干中的關(guān)鍵信息Germany、Britain、fewer manufacturingjobs和help preserve manufacturingjobs。文中對(duì)比英德兩國(guó)制造業(yè)崗位的內(nèi)容出現(xiàn)在1段，該段末句提到，企業(yè)還需要闡明機(jī)器人有助于保留富裕的生產(chǎn)崗位：德國(guó)之所以沒(méi)有像英國(guó)一樣喪失如此之多的生產(chǎn)崗位，原因之一就是，在德國(guó)每一萬(wàn)名工人所對(duì)應(yīng)的機(jī)器人數(shù)量是英國(guó)的5倍。由此可見，題干是對(duì)原文的同義轉(zhuǎn)述，故答案為I。