問題詳情
第 29~32 題為一題組 Despite its reputation for hi-tech wizardry, Japan can be stubbornly analogue. When the pandemic hit, only 40% ofJapanese firms had used digitized contracts at all and just 30% had systems in place to enable remote working. Faxes remainubiquitous; in many prefectures, doctors have been faxing coronavirus test results to public-health officials. The pandemic hasalso exposed Japan Inc’s unusually heavy reliance on face-to-face communication. Meeting clients or business partners inperson is
de rigueur. The Japanese style of collective decision-making depends on people huddling in a room together.Salarymen and women put in long days in the office to demonstrate their dedication to their company and colleagues—and thenlate nights of sake-fueled carousing to build camaraderie. Some firms are responding. Covid-19 is a headwind for revenues, but a tailwind “in terms of culture”, says HagiwaraShinichi, boss of Mitsui Foods, a big wholesaler. He has instructed staff to hold regular Zoom meetings. Many firms areshifting to digital contracts. Virtual drinking parties, or Zoom-nomi, are all the rage; as Honda Masakazu, a columnist, recentlyput it on Toyo Keizai, a business-news site, “You don’t have to worry about catching the last train.” So far the changes havebeen halting and uneven. Large Japanese companies are shifting to flexible work regimes more rapidly; they were more likelyto have computer systems in place, as well as cash on hand to make up for lost revenues and pay for investment in hardwareand software. Small and medium-sized firms “don’t have that luxury”, admits Mr. Hagiwara. The evolution may not endure. Once restrictions are relaxed, managers may demand to see their subordinates back at theirdesks. On April

the prime minister, Abe Shinzo, called for a rapid review of the practice. Even his minister of technologypolicy conceded that their traditional culture presents an obstacle to teleworking.
【題組】29. Which of the following is the best title for the passage?
(A)Japanese offices struggle to adapt to social distancing.
(B)Japanese offices manage to change their social values.
(C)Japanese companies endeavor to escape from recession.
(D)Japanese companies attempt to keep their human resources.
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儘管日本以高科技魔法而聞名,但它可能是頑固的類比。大流行來襲時,只有 40% 的日本公司完全使用了數字化合同,只有 30% 的公司擁有實現遠程工作的系統。傳真仍然無處不在;在許多縣,醫生一直在將冠狀病毒檢測結果傳真給公共衛生官員。大流行還暴露了日本公司對面對面交流的異常嚴重依賴。親自會見客戶或商業夥伴是必要的。日本式的集體決策取決於人們擠在一個房間裡。上班族和女工們在辦公室里花很長時間來展示他們對公司和同事的奉獻精神——然後是深夜以清酒為燃料的狂歡來建立友情。 一些公司正在做出回應。大型批發商三井食品的老闆 Hagiwara Shinichi 說,Covid-19 是收入的逆風,但“在文化方面”是順風。他已指示員工定期舉行 Zoom 會議。許多公司正在轉向數字合同。虛擬酒會或 Zoom-nomi 風靡一時;正如專欄作家本田正和最近在商業新聞網站 Toyo Keizai 上所說,“你不必擔心趕上末班車。”到目前為止,這些變化一直停滯不前且不平衡。大型日本公司正在更快地轉向靈活的工作制度;他們更有可能擁有計算機系統,以及手頭現金來彌補收入損失並支付硬件和軟件投資。 Hagiwara 先生承認,中小型企業“沒有那種奢侈”。 進化可能不會持久。一旦放寬限制,經理可能會要求下屬回到辦公桌前。 4 月,日本首相安倍晉三呼籲對這種做法進行快速審查。甚至他的技術政策部長也承認,他們的傳統文化對遠程辦公構成了障礙。【題組】29.以下哪項是該段落的最佳標題?(A) 日本辦公室難以適應社交距離。(B)日本辦公室設法改變他們的社會價值觀。(C)日本公司努力擺脫衰退。(D)日本公司試圖保留他們的人力資源。