Question 23 is based on the recording you have just heard.

Recording Three

听力原文

        Good afternoon. In today’s talk, we’ll discuss how managers can get their staff to do what they are asked. (22) [Much to their frustration, managers often struggle to get their staff to comply with even simple instructions.] Often, they blame their employees: “They don’t read emails, they don’t listen, they don’t care”—that kind of thing.

       But according to recent research conducted in Australia, it looks like it’s not the employees’ fault, but the managers’. It’s easy to understand why people sometimes disobey procedures intentionally. Occasionally, it’s because they’re pressured to finish in a short time. (23) [At other times, they may disagree with the spirit of the procedure—the effort demanded, the time consumed, the lack of potential effectiveness.] And every now and then, they just don’t want to, maybe deliberately or out of stubbornness.

        So apart from that, what else gets in the way of procedural compliance? The research scholars surveyed 152 blue-collar workers from two separate sites in the mining industry. They asked the workers a range of procedure-related questions, such as whether they found the procedures useful, how confident they felt in their job, how comfortable they were to speak up in the workplace, and how closely they followed any new procedures set by their managers. They were also asked to rate the extent to which they perceived their supervisors to be helpful. That last statement was the most instructive because, (24) [as the researchers found, there was a remarkably strong correlation between how helpful supervisors were perceived to be and how likely their employees were to follow their directives.] Supervisors’ helping behaviour was found to be motivational in nature. It increased employees’ perception of the likelihood of success in the attainment of job goals, and therefore fostered a willingness to dedicate their effort and ability to their work. 

        In short, managers should be ongoing role models for the change. As the saying goes: Do as I do, not just as I say. To affect behavioral change, what’s most required is interaction and involvement—the human touch—and, naturally, processes that add value. Although procedures are designed to guide and support employees’ work, employees, it seems, can’t always be expected to comply with procedures that are not seen as useful. And of course, managers shouldn’t keep resending emails. They are an effective tool for the sharing of data and report, (25) [but they are a hopeless tool if what a manager is desiring is a change in behaviour.]

23. Why do employees sometimes disobey procedures intentionally? （为什么员工有时会故意违反指令？）

解析：B。录音中给出了三种情况：有时他们迫于压力要在短时间内完成任务；有时他们可能并不认同工作流程的精神；有时他们只是不想服从。B 项的对管理不满意对应录音中的第二种情况，即不认同工作流程的精神，其中的the management 指的就是录音中的the spirit of the procedure，故B 项正确。

错项排除：关于员工故意违反指令的情况，录音中给出的三点为：时间紧压力大、对工作流程的精神不认可以及不愿意遵守指令。录音中没有提出其他情况，故排除与以上三点不符的A、C、D三项。