28. Which of the following is NOT one of the “emotional viruses” that threatened the success of the merger?
(A) The company’s French staff members thought they were better than their German colleagues, and vice versa.
(B) The company’s French workers considered their flexible style could be replaced by their German counterparts.
(C) The company’s French workers were worried about losing jobs.
(D) The company’s German workers are concerned about being made redundant.

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統計： A(75), B(95), C(148), D(75), E(0) #1965448

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A.Among the “viruses...
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When Air Liquide, the French industrial gases group, acquired two-thirds of its German rival Messer Griesheim, the newly combined business was a breeding ground for cross-cultural misunderstanding and resentment. Just beneath the surface, conflicting work styles, national stereotypes and insecurity about the future threatened to undermine the new entity, Air Liquide Deutschland, formed two years ago from the German operations of Air Liquide and Messer Griesheim. 

法國工業氣體集團液化空氣集團收購了其德國競爭對手梅塞爾·格里斯海姆公司三分之二的股份後，合併後的新公司成為了跨文化誤解和怨恨的溫床。表面上的矛盾重重，實則暗流湧動，工作方式的衝突、民族刻板印像以及對未來的不安全感，都威脅著這家兩年前由液化空氣集團和梅塞爾·格里斯海姆的德國業務合併而成的新公司——德國液化空氣公司。

　　The management team decided to take swift action to expose problems and address them head-on. With the help of JPB, a specialist consulting firm, it interviewed employees and identified 12 “emotional viruses” that could weaken the merger. “The main challenge was how to get people working together and retain customers so that we didn’t lose business,” says Markus Sieverding, Air Liquide Deutschland’s chief executive. 

管理團隊決定迅速採取行動，揭露問題並迎難而上。在專業顧問公司JPB的幫助下，他們對員工進行了訪談，並識別出12種可能削弱合併的「情緒病毒」。 「主要挑戰在於如何讓員工齊心協力，留住客戶，避免業務流失，」德國液化空氣公司執行長馬庫斯·西弗丁表示。
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　　Mr. Sieverding’s challenge will be familiar to senior executives from many other companies. Among the “viruses” discovered were a strong belief by both sides in their own superiority, a fear of job losses at Messer and anxiety at Air Liquide that its flexible management style would be deadened by German “rationality”. 

西弗丁先生面臨的挑戰，對許多其他公司的高階主管來說並不陌生。發現的「病毒」包括雙方都強烈相信自己優越，梅塞爾公司擔心裁員，以及液化空氣公司擔心其靈活的管理模式會被德國的「理性」扼殺。
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　　Management appointed 35 employees across the merged business to raise awareness of the “viruses”, spot outbreaks and prevent them spreading. The list was used as a light-hearted means of airing anxieties at workshops where hundreds of employees were asked to help define a new way of working together.

管理階層在合併後的公司中任命了35名員工，負責提高員工對這些「病毒」的認識，發現並防止其蔓延。這份名單被用作一種輕鬆的方式來表達員工在研討會上的焦慮，數百名員工被邀請參與制定新的合作方式。

Which of the following is NOT one of the “emotional viruses” that threatened the success of the merger?
(A) The company’s French staff members thought they were better than their German colleagues, and vice versa.
(B) The company’s French workers considered their flexible style could be replaced by their German counterparts.
(C) The company’s French workers were worried about losing jobs.
(D) The company’s German workers are concerned about being made redundant.

下列哪一項不屬於威脅合併成功的「情緒病毒」？
(A) 公司法國員工認為自己比德國同事優秀，反之亦然。
(B) 公司法國員工認為他們靈活的工作方式可能會被德國同事取代。
(C) 公司法國員工擔心失業。
(D) 公司德國員工擔心被裁員。
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