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My favorite picture at the party is of my coach and me enjoy the biscuits with happy laughter!

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Artificial intelligence (AI) is rushing into business. Firms of all types are using AI to forecast demand, hire workers and deal with customers. The McKinsey Global Institute, a think-tank within a consultancy, forecasts that just applying AI to marketing, sales and supply chains could create economic value of $2.7trn over the next 20 years.

Such grand forecasts fuel anxiety as well as hope. Less familiar, but just as important, is how AI will transform the workplace.

Start with the benefits.AI ought to improve productivity. Humanyze, a people analytics software provider, combines data from its badges£¨¹¤ÅÆ£©with employees¡¯ calendars and e-mails to work out, say, whether office layouts favour teamwork .Slack, a workplace messaging app, helps managers assess how quickly employees accomplish tasks. Companies will see when workers are not just dozing off but also misbehaving.

Employees will gain, too. Thanks to advance in computer vision, AI can check that workers are wearing safety equipment and that no one has been harmed on the factory floor. Some will appreciate more feedback on their work and welcome a sense of how to do better.

Machines can help ensure that pay rises and promotions go to those who deserve them. That starts with hiring. People often have biases but algorithms£¨Ëã·¨£©, if designed correctly, can be more unprejudiced. Software can flag patterns that people might miss.

Yet AI¡¯s benefits will come with many potential drawbacks. Algorithms may not be free of the biases of their programmers, which can have unintended consequences. The length of a travel may predict whether an employee will quit a job, but this focus may harm poorer applicants. Older staff might work more slowly than younger ones and could risk losing their positions if all AI looks for is productivity. And surveillance£¨¼à¿Ø£©may feel Orwellian¡ªa sensitive matter now that people have begun to question how much Facebook and other tech giants know about their private lives.

As regulators and employers weigh the pros and cons of AI in the workplace, three principles ought to guide its spread. First, data should be anonymized where possible. Microsoft, for example, has a product that shows individuals how they manage their time in the office, but gives managers information only in aggregated£¨ÕûºÏ£©form. Second, the use of AI ought to be transparent. Employees should be told what technologies are being used in their workplaces and which data are being gathered. As a matter of routine, algorithms used by firms to hire, fire and promote should be tested for bias and unintended consequences. Last, countries should let individuals request their own data, whether they are ex-workers wishing to contest a dismissal or jobseekers hoping to demonstrate their ability to prospective employers.

The march of Al into the workplace calls for trade-offs between privacy and performance. A fairer, more productive workforce is a prize worth having, but not if it chains employees. Striking a balance will require thought, a willingness for both employers and employees to adapt and a strong dose of humanity.

AI Spy

Passage outline

Supporting details

Introduction

While its future in business is full of ¡¾1¡¿, AI affects the workplace negatively.

Advantages of AI

¡¤AI makes business more productive by analyzing the office layout, assessing the employees¡¯ working efficiency and ¡¾2¡¿ their behavior.

¡¤AI can ¡¾3¡¿ employees¡¯ safety and provide feedback for them to better themselves.

¡¤AI helps businesses hire more suitable employees and develop a better ¡¾4¡¿ of promotion and pay rise.

Potential drawbacks of AI

¡¤Undesirable results may arise due to the biases of the programmers.

¡¤Poorer applicants and older staff are at a ¡¾5¡¿

¡¤Employees¡¯ privacy is ¡¾6¡¿ in the age of AI.

Principles ¡¾7¡¿ AI¡¯s spread

¡¤Keep the data anonymous when they are gathered and used.

¡¾8¡¿ employees of technologies used in the workplace and test the algorithms to avoid undesirable results.

¡¤¡¾9¡¿ employees to access data for their own sake.

Summary

Only when employees and employers are ¡¾10¡¿ to adapt and respect each other, can AI make workplace fairer and more productive.

¡¾ÌâÄ¿¡¿ÔĶÁÀí½â
A survey has shown that what you do on a plane can be determined by which nationality is listed on your passport.
According to the results of an international passenger survey, Australians are the biggest drinkers on board with 36 percent choosing to down the hatch, compared to 35 percent of Americans and 33 percent of Brits.
The Airline Passenger Experience Association(APEX) spoke to around 1,500 people, aged 18 and older, who have travelled by plane at least once during the last three months and were living in the United States, United Kingdom, Germany, Japan, China, Singapore, Australia and Brazil.
The results found Chinese travelers are most likely to nod off once the seat-belt sign switches off. They are also the first to take out their credit card for some in-flight shopping and the biggest fans of gaming. Americans on the other hand like to use their time in the air more productively¡ªwhen not drinking¡ªchoosing to work while flying at 35,000 feet.
Meanwhile, Brits and Germans are the best at making chat with random strangers¡ªspending 50 percent more time than any other nationality. Comparatively, Brazilians conduct their conversations online via email, messaging apps or social media.
Despite plane food having a bad reputation, seven out of ten interviewees said they were happy to eat up on the selection of in-flight snacks and meals. In-flight magazines were also popular with four out of five passengers.
The international flyers did however express their desire for better in-flight entertainment. ¡°The industry has greatly improved the comfort, entertainment and on board service, and passengers are accepting those improvements¡± said Russell Lemieux, APEX executive director. ¡°At the same time, passengers are demanding more from their air travel experiences which will drive more improvements touching all aspects of the journey. ¡± he added.
£¨1£©What can you probably see in the flight according to the passage?
A.Brazilians choose to drink.
B.Americans do in-flight shopping.
C.Germans chat to kill the time.
D.The Chinese switch off the seat-belt sign.
£¨2£©When on board the plane, ______.
A.passengers from one nation have little in common
B.most passengers like to read in-flight magazines
C.more than half of the passengers don¡¯t enjoy plane food
D.most people tend to use in-flight time to have a good sleep.
£¨3£©What can we learn from the last paragraph?
A.Flyers care little about entertainment.
B.Flyers are not satisfied with the improvements.
C.Flyers are expecting better flight experiences.
D.Flyers have more and more demands from airlines.
£¨4£©What's the purpose of the passage?
A.To entertain readers with interesting stories.
B.To encourage people to behave well in public.
C.To criticize impolite behaviors on the plane.
D.To inform readers of the results of a survey.

¡¾ÌâÄ¿¡¿¶ÌÎÄÌî¿Õ

A. access B. alternatives C. designed D. confirmed
E. conflicting F. elements G. function H. innovative
I. prospective J. separate K. supporting

Considering how much time people spend in effects, it is important that with A be well designed. Well-designed office spaces help create a corporation's image. They motivate workers and they make an impression on people who visit and might be potential, or , customers. They make business work better, and they are a part of the corporate culture to live in.
As we move away from an industrial-based economy to a knowledge-based one, office designers come up with to the traditional work environments of the past. The design industry has moved away from a fixed office setup and created more flexible ¡°strategic management environments.¡± These solutions are meant to support better organizational performance.
As employee hierarchies £¨µÈ¼¶Öƶȣ©have flattened or decreased, office designers' response to this change has been to move open-plan areas to more desirable locations within the office and create fewer formal private offices. The need for increased flexibility has also been by changes in workstation design. Office and work spaces often are not to a given person on a permanent basis. Because of changes to methods of working, new design allow for expansion or movement of desks, storage, and equipment within the workplace. Another important design goal is communication, which designers have improved by breaking the walls that workstations. Designers have also created informal gathering places and upgraded employees' to heavily trafficked areas such as copy and coffee rooms.
Corporate and institutional office designers often struggle to resolve a number of competing and often demands, including budgetary limits, employees hierarchies and technological innovation (especially in relation to computerization). These demands must also be balanced with the need to create interiors (ÄÚÊÎ) that in some way enhance, establish or possess a company's image and will enable employees to and their best.
All these of office design are related. The most successful office designs are like good marriage¡ªthe well-designed office and the employees that occupy it are seemingly made for each other.

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A. The mistaken belief
B. The need for tolerance
C. Unpunctuality at dinners
D. Punctuality and confidence
E. Self-discipline and punctuality
F. Avoid anxiety by being punctual


There is the belief that, if you arrive at an appointment late, you will be considered important. This is a mistaken view. Being unpunctual, we are not respectful of others ; we are interfering (ÈÅÂÒ)with another man's time. We must realise that keeping appointments or being punctual is a contract that is silently agreed and we are expected to respect this contract. It is only natural that we lose faith, trust and confidence in a person who is tardy(ÑÓ³ÙµÄ).

To be punctual one has to have self-discipline(×ÔÂÉ), and the lack of it affects others. A school boy or girl is unpunctual because he or she does not have the necessary human virtue of self-discipline. It is also a mark of disrespect for a system or an institution. Unpunctual people seldom realise that their habit cause problems to others. A salesman who is not punctual may not make a sale if he arrives late for an appointment. If one is late for a job interview, it is not likely that he will get the job.

Being punctual, we can avoid anxiety. Imagine the anxiety if you do not want to be considered unpunctual. You will be anxious if you set out for a dinner late. The person who sets out late might be careless in driving. He will ignore traffic rules. A traffic jam, flat tyres, etc. can delay him further. Happy and calm is the man who takes all these possibilities into consideration and arrives at the appointment either early or on time.

Many of those who attend dinners are notorious (ÉùÃûÀǽåµÄ)for unpunctuality. They ignore the appointed time and leave their homes only after the fixed time. They are indifferent to the inconvenience caused to others. If the self-centred guest arrives late, the nine others at the table set for ten will have to wait. The host is put in an unpleasant situation and this man seldom thinks of the inconvenience caused to all -the waiters, the management staff, etc. It is necessary for us to think of others and be considerate to them.

However, we cannot always be intolerant (ÎÞ·¨ÈÝÈ̵Ä) of tardiness, for ordinary living requires some tolerance. There can be a busy executive who fights to keep to his schedule. Such a person may be forgiven if he is late, but not those who are deliberately late to create impression.
In modern society, punctuality is a necessary virtue. It is a recognition of the importance of other people.

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