2020中级商务英语考试阅读材料1

2020中级商务英语考试阅读材料12020中级商务英语考试阅读材料1BEC考试，给大家整理了2020年中级商务英语考试阅读材料,下面就和大家分享，来欣赏一下吧。20202020年中级商务英语考试阅读材料WhySomeRulesAreMoreLikelytoBeBrokenDavidW.Lehman,BruceCooil,andRangarajRamanujamLegalrulesareinforcetoprotectshareholders,employees,andconsumersfromrisk.Manyofthemostnotoriouscorporateaccidentsandfailureshaveresultedfromnoncompliancewiththeserules.ConsidertheexamplesoftheBPDeepwaterHorizonoilLegalrulesareinforcetoprotectshareholders,employees,andconsumersfromrisk.Manyofthemostnotoriouscorporateaccidentsandfailureshaveresultedfromnoncompliancewiththeserules.ConsidertheexamplesoftheBPDeepwaterHorizonoilspill,WellsFargo’saccountscandal,andevenChipotle’sfoodborneillnessoutbreaks.Eachofthesecasesoriginatedwithsomesortofruleviolation.ruleviolation.Whenitcomestoresearchaboutruleviolations,thevastWhenitcomestoresearchaboutruleviolations,thevastmajorityofstudiesbybusinessscholarshasfocusedonasingularquestion:Whichorganizationsaremostlikelytobreaktherules?PriorstudieshaveshownthatruleviolationsaremorelikelyinPriorstudieshaveshownthatruleviolationsaremorelikelyinorganizationswithpoorfinancialperformance,deviantcultures,organizationswithpoorfinancialperformance,deviantcultures,andflawedorganizationalprocesses.Theseaccountsexplainruleviolationsbylookingatthecharacteristicsoferrantorganizations.Weaskedanaltogetherdifferentquestion:Whichrulesaremostlikelytobebroken?Totacklethisquestion,wecompiledadetaileddatasetofover80,000ruleobservationsfrom1,011Weaskedanaltogetherdifferentquestion:Whichrulesaremostlikelytobebroken?Totacklethisquestion,wecompiledadetaileddatasetofover80,000ruleobservationsfrom1,011hygieneinspectionsof289restaurantsinSantaMonica,California,from20XXto20XX.Ourfindingsfromaforthcomingpapersuggestthatthedesignofrulesthemselvescancreatesignificantthatthedesignofrulesthemselvescancreatesignificantchallengesforotherwisewell-intentionedorganizations.MoreComplexRulesAreMoreLikelytoBeBrokenThesystemofhygienerulesinforceinLosAngelesCountyduringourstudyperiodwascomposedof86differentrulesaroundissueslikeappropriatefoodtemperatures,employeehandwashing,andvermincontrol.Healthinspectorswouldvisiteachrestaurantduringourstudyperiodwascomposedof86differentrulesaroundissueslikeappropriatefoodtemperatures,employeehandwashing,andvermincontrol.Healthinspectorswouldvisiteachrestaurantabouteveryfourmonthstocheckforcompliancewitheachoftheserules.Restaurantownerswerehighlyincentivizedtofollowtherulesbecausetheseinspectionsdeterminedthescorespostedbytheirfrontdoor.Otherresearchhasalsofoundthatbetterbytheirfrontdoor.Otherresearchhasalsofoundthatbettergradesareassociatedwithhigheronlineratingsandincreasedgradesareassociatedwithhigheronlineratingsandincreasedrevenues.revenues.Tostudywhethersomerulesweremorepronetobeingbrokenthanothers,wefocusedonhowcomplexeachrulewas.Wecodedeachruleaccordingtotwotypesofcomplexity.First,wecodedthenumberofcomponentsforeachrule(i.e.,its“size”basedonthenumberofsectionsoftheCaliforniaStateCodethatcodedeachruleaccordingtotwotypesofcomplexity.First,wecodedthenumberofcomponentsforeachrule(i.e.,its“size”basedonthenumberofsectionsoftheCaliforniaStateCodethatmakeuptherule).Forexample,theruleaboutcoolingmethodswasmadeupofonlyonesection,whereastheruleaboutfood-contactsurfaceswasmadeupoffourdifferentsections.Second,wecodedthenumberofconnectionsforeachrule(i.e.,itsfunctionallinkstootherrulesinthesystem).Someruleswerefood-contactsurfaceswasmadeupoffourdifferentsections.Second,wecodedthenumberofconnectionsforeachrule(i.e.,itsfunctionallinkstootherrulesinthesystem).Someruleswerestand-alone,whereasotherswerelinkedtoasmanyasfiveotherrules,sothatnoncompliancewithonerulemightcausenoncompliancewithanother.Forexample,theruleaboutfood-contactsurfaceswasconnectedtofiveotherrulesaboutrodents,cockroaches,andotherpotentialcausesofdirtynoncompliancewithanother.Forexample,theruleaboutfood-contactsurfaceswasconnectedtofiveotherrulesaboutrodents,cockroaches,andotherpotentialcausesofdirtyfood-contactsurfaces.Ourintuitionwasthatrulesthatwerehighineithertypeofcomplexitywouldbehardertofollow.Becauseorganizationsrelyonroutinesforfollowingrules,complexruleswouldrequirecomplexitywouldbehardertofollow.Becauseorganizationsrelyonroutinesforfollowingrules,complexruleswouldrequirecomplexroutines,whichwouldbehardertoexecutereliably.Ascomplexroutines,whichwouldbehardertoexecutereliably.Asexpected,bothtypesofrulecomplexityincreasednoncompliance.expected,bothtypesofrulecomplexityincreasednoncompliance.Thetwoalsoreinforcedoneanothersuchthathavingmanycomponentsandconnectionsmadeitfarmorelikelythattherulewouldbebroken.Comparedtoastand-alonerulewithasinglecomponent,arulethathadthreecomponentsandwasconnectedtooneotherruleinthesystemwas78%morelikelytobeviolated,wouldbebroken.Comparedtoastand-alonerulewithasinglecomponent,arulethathadthreecomponentsandwasconnectedtooneotherruleinthesystemwas78%morelikelytobeviolated,allelsebeingequal.Whathappensafterarestaurantispenalizedforbreakingrules?Weexpectedthatmanagerswouldhaveahardertimelearningfromtheirmistakeandcleaninguptheiractiftheyhadbrokenacomplexrulecomparedtoasimplerule.But,surprisingly,wefoundWeexpectedthatmanagerswouldhaveahardertimelearningfromtheirmistakeandcleaninguptheiractiftheyhadbrokenacomplexrulecomparedtoasimplerule.But,surprisingly,wefoundthatthetwotypesofcomplexityhadoppositeeffectsonrepeatviolations.Althoughhighernumbersofconnectionswereindeedassociatedwithmorerepeatviolations,highernumbersofcomponentswereassociatedwithfewerrepeatviolations.Inotherwords,biggerrules,althoughmorelikelytobeviolated,werealsoassociatedwithmorerepeatviolations,highernumbersofcomponentswereassociatedwithfewerrepeatviolations.Inotherwords,biggerrules,althoughmorelikelytobeviolated,werealsomorelikelytobefixedbythetimetheinspectorreturnedforthesubsequentinspection.Whilewecouldn’tdeterminethemechanismatplayduetolimitationsofthedata,ourhunchisthatmanagershadlimitedattentionandthusfocusedtheireffortsonthebiggestrulesdeemedoutofcompliance(i.e.,highcomponents),mechanismatplayduetolimitationsofthedata,ourhunchisthatmanagershadlimitedattentionandthusfocusedtheireffortsonthebiggestrulesdeemedoutofcompliance(i.e.,highcomponents),yettheystruggledtodigdeeperandidentifytheunderlyingcausesyettheystruggledtodigdeeperandidentifytheunderlyingcausesofviolationsofthoseruleslinkedtootherrules(i.e.,highofviolationsofthoseruleslinkedtootherrules(i.e.,highconnections).Ourfindingsalsorevealedthatrule-breakingisverypersistentovertime.Arestaurantwasmorethantwiceaslikelytobreakaruleifitbrokethatsameruleinthepast,allelsebeingequal.This“sticky”natureofnoncompliancewastrueregardlessofeithertypeovertime.Arestaurantwasmorethantwiceaslikelytobreakaruleifitbrokethatsameruleinthepast,allelsebeingequal.This“sticky”natureofnoncompliancewastrueregardlessofeithertypeofrulecomplexity.Allofouranalysesaccountedstatisticallyforarangeoffactors,including,amongotherthings,differencesinrestaurants(e.g.,age,size,cuisine,pricelevel,etc.)andrules(e.g.,penalties,including,amongotherthings,differencesinrestaurants(e.g.,age,size,cuisine,pricelevel,etc.)andrules(e.g.,penalties,content,etc.),aswellasrestaurants’previousnoncompliancerecords.Ourfindingsdon’tcontradictpriorresearchbut,instead,offeramorecompletepicturebyhighlightingthecriticalroleofrulesthemselves.themselves.AFewRulesAboutRulesAFewRulesAboutRulesOrganizationsare“immersedinaseaoflaw”madeupofrulesthatareincreasinglycomplex.Regulatoryagenciesoftenmakerulesbiggerbytackingonadditionalstipulationstomakethemmorecomprehensive.Thesesameagenciesalsofrequentlyincreasetheinterconnectednessofrules,especiallyinresponsetocrises.Thecomprehensive.Thesesameagenciesalsofrequentlyincreasetheinterconnectednessofrules,especiallyinresponsetocrises.Thefindingsfromourstudysuggestthatbothtrendsmayhavefindingsfromourstudysuggestthatbothtrendsmayhaveunintendedconsequences.unintendedconsequences.Ofcourse,managersarenotonlyresponsibleforcompliancewithlegalrules;theyalsoroutinelydesignrulesfortheworkplace.Althoughourstudyfocusedontheformer,otherstudieshaveshownthatorganizationalrules,too,tendtoproliferateandgrowincreasinglycomplexovertime.ManagerswoulddowelltoAlthoughourstudyfocusedontheformer,otherstudieshaveshownthatorganizationalrules,too,tendtoproliferateandgrowincreasinglycomplexovertime.Managerswoulddowelltoconductperiodicauditsofworkplaceruleswithaneyetowardmakingthemassimpleandstraightforwardaspossiblesoastocurbnoncompliance.noncompliance.WesuggestthatmanagersmightbeabletobettercopewithWesuggestthatmanagersmightbeabletobettercopewiththeirregulatoryenvironments,andenforcecompliancewiththeirownrules,byfollowingafewsuggestions:DesignDeliberately–Rule-breakingispersistent;onceithappens,itishardtocorrect.EncouragemiddlemanagerstoestablishreliableroutinesaroundfollowingrulesearlyontoDesignDeliberately–Rule-breakingispersistent;onceithappens,itishardtocorrect.Encouragemiddlemanagerstoestablishreliableroutinesaroundfollowingrulesearlyontopreventbiggerhurdlesdowntheline.Betteryet,involvefrontlineemployeesintheprocess.CheckforConnections–Noncomplianceisparticularlypersistentwhenitcomestointerconnectedrules.Intheeventthataruleisbroken,lookbeyondthatoneruleinordertofindtheCheckforConnections–Noncomplianceisparticularlypersistentwhenitcomestointerconnectedrules.Intheeventthataruleisbroken,lookbeyondthatoneruleinordertofindtherootcauseoftheviolation.Withoutaddressin