【每日阅读训练——速度越障5系列】【5-3】

balapupu

速度：
China Aims to Rein In Car Sales
1．A succession of government officials at a weekend conference called for China’s automakers to shift their focus from making ever more cars and toward producing more fuel-efficient and more advanced models, including gasoline-electric hybrids and all-electric cars.
“The government must take the leading role in controlling unrealistic growth” of the auto industry, Jiang Kejun, the influential director of the Energy Research Institute at the National Development and Reform Commission, China’s top economic planning agency, said Sunday during a speech at the conference.
Lu Shize, director of air pollution control at the Ministry of Environmental Protection, echoed Mr. Jiang, saying that “for the auto industry to develop, we should not try to sell more, but to improve the units sold.”
The government officials did not say how they would restrict growth. But growth has already slowed partly because of limits on the number of new cars that can be registered each month in Beijing, and mostly because government incentives expired at the start of this year. Those incentives were subsidies for rural buyers and a two-year reduction in the sales tax on new family vehicles.
The officials’ remarks strongly suggested that the Chinese auto industry’s lobbying for the reinstatement of the incentives would fail and that restrictions on registering new cars would be extended to more cities.
Any slowdown in growth is likely to shock the world’s automakers. Practically every American, European, Japanese and South Korean automaker is expanding in China, including General Motors, Ford Motor, Nissan Motor and PSA Peugeot Citroën. Chinese automakers are building assembly plants even faster.
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2.Years of double-digit expansion have increased Chinese auto production to almost 17 million cars, minivans, pickup trucks and sport utility vehicles last year, from fewer than two million in 2000, making it almost twice the size of the United States or Japanese industries and far larger than any European country’s auto manufacturing sector.
Growth in China culminated in a burst of sales in 2009 and 2010 as the government cut taxes on car sales to stimulate the economy during the global economic downturn.
J.D. Power & Associates, the global consults, estimated last month that China would have a manufacturing capacity of 31 million vehicles by 2013. Yet the domestic market has decelerated sharply this year, with sales of family vehicles up just 5 percent in the first seven months, compared with the period a year earlier. By contrast, sales had soared 33 percent in 2010, compared with 2009.
Much slower sales growth this year has prompted strong lobbying by the auto industry for a renewal of government incentives. But if anything, policy makers seem to be leaning toward more limits to address China’s steeply rising dependence on imported oil and its traffic jams, air pollution and shortages of land in many areas for more road construction.
Officials in Beijing have urged the auto industry to improve technology for years. But they clearly shifted their tone at the conference this weekend in calling for curbs on the industry’s overall growth in sales and production.
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3.Many Chinese automakers are partly or entirely owned by municipal or provincial governments, however, and these lower tiers of government have pushed their manufacturers to expand as fast as possible to maximize jobs and economic output.
But limits on car sales in big cities may pressure Chinese automakers to slow down. The municipal government of Beijing, China’s largest single market with 4 percent of sales last year, stunned the industry last December by imposing stringent limits on the number of new-car registrations each month, effectively imposing a decline in sales of close to 70 percent.
Industry executives argued that this was purely a response to severe traffic jams in Beijing and lobbied for the central government not to let other cities take the same course.
Shanghai is unusual in having limited car registrations since 1994 because its historic city center has many narrow old streets. But with the exception this summer of Guiyang in southern China, most Chinese cities have been awaiting signals from Beijing on whether to follow suit.
Mr. Jiang said during a brief interview Sunday on the sidelines of the conference in Tianjin that he expected other cities to do so. “Beijing is a very typical city from which other cities may learn,” he said.
Zhao Hang, the president of the China Automotive Technology and Research Center, a government-affiliated complex of laboratories based here that organized the conference and that collaborates closely with automakers, expressed misgivings about further limits on car registrations. He said that the limits could discourage the replacement of older cars.
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4.China has moved rapidly to adopt Western standards for automotive pollution control, gas mileage and safety. So cars just a few years old may pollute more, burn more gasoline and fare extremely badly in crashes.
Limits on car registrations have also meant that those who do win the right in lotteries to buy a car may be more likely to buy a large car than a small, more fuel-efficient model.
Mr. Zhao acknowledged that rapid growth in vehicle ownership had created problems.
Traffic accidents are the single biggest reason people in the Beijing area go to physical rehabilitation centers, he said.
Xiang Dihai, the director of economic construction at the Finance Ministry, said that the government would soon issue new subsidies for the auto industry, but that they would be aimed at high technology vehicles with very low fuel consumption. China already has national and local subsidies of 123,000 renminbi, or $19,300, for each all-electric car, but virtually none are sold.
Mr. Xiang said that China would proceed with plans to impose stricter fuel-economy standards by 2015, following recent moves by the United States, Japan and the European Union to require better gas mileage.
Auto executives from domestic and foreign automakers alike said in speeches at the conference and during interviews that they would do more to adopt advanced technologies, although domestic Chinese automakers tend to have modest research budgets and rely on multinational partners for their vehicle designs.
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5.Largely unaddressed at the conference was what would happen to the industry’s emerging overcapacity.
The government has prohibited Chinese automakers from making big jumps into the American market and severely restricted their entry into the European market. They have also demanded that automakers increase vehicle quality considerably, and have suggested that high-volume exports may not be allowed to start until 2015 or so.
The goal has been to make sure that when large-scale exports begin, Chinese cars do not initially acquire the same reputation for shoddy quality that bedeviled the South Korean industry when it entered the American market and that took many years and offers of long, costly warranties to overcome.
Wu Song, the deputy general manager of the Guangzhou Automobile Group, which has alliances with a several Japanese automakers, said that President Hu Jintao of China had visited the company on Aug. 14 and told executives to improve technology.
The company plans to do that and start selling cars under its own brands, Mr. Wu said, adding, “We must own our own brands to compete in the international market.”
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越障：[789]
Do Happier People Work Harder?
The Trouble With Work
Those who still have jobs are working longer for less, and don’t like their bosses. Can we do better?
The Limping Middle Class (September 4, 2011)
One Path to Better Jobs: More Density in Cities (September 4, 2011)
LABOR DAY is meant to be a celebration of work. Yet, on this Labor Day, few have reason to rejoice. Even those who have jobs.
The Gallup-Healthways Well-Being Index, which has been polling over 1,000 adults every day since January 2008, shows that Americans now feel worse about their jobs — and work environments — than ever before. People of all ages, and across income levels, are unhappy with their supervisors, apathetic about their organizations and detached from what they do. And there’s no reason to think things will soon improve.
Employee engagement may seem like a frill in a downturn economy. But it can make a big difference in a company’s survival. In a 2010 study, James K. Harter and colleagues found that lower job satisfaction foreshadowed poorer bottom-line performance. Gallup estimates the cost of America’s disengagement crisis at a staggering $300 billion in lost productivity annually. When people don’t care about their jobs or their employers, they don’t show up consistently, they produce less, or their work quality suffers.  
Over the past decade, we researched the micro-level causes behind this macro-level problem. To gain real-time perspective into everyday work lives, we collected  nearly 12,000 electronic diary entries from 238 professionals in seven different companies. Our study charted each person’s psychological state each day, and asked respondents to describe one event that stood out during that day. Our analysis revealed their inner work lives — the usually hidden perceptions, emotions and motivations that people experience as they react to and make sense of events in their workdays.
The results were sobering. In one-third of the 12,000 diary entries, the diarist was unhappy, unmotivated or both. In fact, workers often expressed frustration, disdain or disgust. Our research shows that inner work life has a profound impact on workers’ creativity, productivity, commitment and collegiality. Employees are far more likely to have new ideas on days when they feel happier. Conventional wisdom suggests that pressure enhances performance; our real-time data, however, shows that workers perform better when they are happily engaged in what they do.
Managers can help ensure that people are happily engaged at work. Doing so isn’t expensive. Workers’ well-being depends, in large part, on managers’ ability and willingness to facilitate workers’ accomplishments — by removing obstacles, providing help and acknowledging strong effort. A clear pattern emerged when we analyzed the 64,000 specific workday events reported in the diaries: of all the events that engage people at work, the single most important — by far — is simply making progress in meaningful work.
As long as workers experience their labor as meaningful, progress is often followed by joy and excitement about the work. “This time it looks good! I feel more positive about this project and my work than I’ve felt in a long time,” one programmer wrote after she’d completed a small but difficult task. This kind of rich inner work life improves performance, which further supports inner work life — a positive spiral.
Unfortunately, many companies now keep head count and resources to a minimum and this makes progress a struggle for employees. Most managers don’t understand the negative consequences of this struggle. When we asked 669 managers from companies around the world to rank five employee motivators in terms of importance, they ranked “supporting progress” dead last. Fully 95 percent of these managers failed to recognize that progress in meaningful work is the primary motivator, well ahead of traditional incentives like raises and bonuses.
This failure reflects a common experience inside organizations. Of the seven companies we studied, just one had managers who consistently supplied the catalysts — worker autonomy, sufficient resources and learning from problems — that enabled progress. Not coincidentally, that company was the only one to achieve a technological breakthrough in the months we studied it.
Working adults spend more of their waking hours at work than anywhere else. Work should ennoble, not kill, the human spirit. Promoting workers’ well-being isn’t just ethical; it makes economic sense. Fostering positive inner lives sometimes requires leaders to better articulate meaning in the work for everyone across the organization. Sometimes, all that’s required is that managers address daily hassles and help with technical problems. If those who lead organizations — from C.E.O.’s to small-team leaders — believe their mission is, in part, to support workers’ everyday progress, we could end the disengagement crisis and, in the process, lift our work force’s well-being and our economy’s productivity.

DREAMNENGNENG

速度：4
           4
              3
                 2
                    1
越障：主旨：依据文章题目，即可判断
第一段：工人（有工作的人）目前情况很糟糕
第二段：调查发现emotion的在工作中的重要性
第三段：传统的看法
第四段：企业（HR啊）之类的并没有意识到
第五段：倡议（一些改进的方法）

jxgzcly

LZ,以后能不能附带文章出处~好奇~

jxgzcly

1:06
1:00
1:06
0:56
0:54

jxgzcly

5:24
1.现象
2.调查.
3.解释
4.现象分析
5.得出结论,表明观点态度.

南瓜0729

每次都得读几篇才能进入状态
1'30
1'12
1'10
1'09
48S
越障 5‘00
调查一些adults发现很多feel worse 以及unhappy
接着调查是什么原因影响 结果显示是inner life 包括 emotion等
inner work life 越happier， adults 越 creative
最后一些建议，让manager pay attention to inner work life to increase productivity 等等

balapupu

LZ,以后能不能附带文章出处~好奇~

-- by 会员 jxgzcly (2011/9/6 0:48:24)

这两篇都是来自New york times 的

superbat28

先mark上，今天补fox姐昨天忘发的来着，这个。。。这个。。。明天看><

alina0127

2‘30
2’09
2‘30
2’16
1‘14
提出问题--现象，现在employees易对工作不满意
一些调查
调查分析--主要因为inner work life
给manager的建议
对progress在工作中重要性的调查-结果验证了现象发生的原因
改进方法

抓抓sandra

1 01:18
2 01:23
3 01:16
4 01:16
5 00:49

继续抗干扰练习,听着噪音做速度,好虐啊... ...
btw,问下bat啊~除了听力和口语,阅读和写作有没有必要训练抗干扰能力啊?