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질문에 나온 사람·시간·장소·수량을 해당 사건과 연결하세요.
The doors open at eight. The class starts at nine.
근무 방식 시범 운영 해석 · B2. 질문에 나온 사람·시간·장소·수량을 해당 사건과 연결하세요.
직접 작성한 영어 자료를 읽고 근거를 찾아 답하세요. 수준 표기는 편집상의 안내이며 인증 결과가 아닙니다.
This is a fictional workplace report created for reading practice.
Linden Services tested a revised working arrangement in its accounts and customer-support departments. For eight weeks, participating employees could work away from the office on two fixed days. The purpose was to explore whether a predictable schedule could combine uninterrupted work with reliable access to colleagues. It was not designed to compare every possible form of remote working.
Managers initially suggested allowing individuals to choose different days each week. Staff representatives objected that this would make it difficult to know when help was available in person. The final arrangement therefore used a shared timetable. Each team retained at least one experienced employee in the office every day, although the person covering that role rotated.
The report presents several kinds of evidence. Completed accounts work rose slightly during the trial, while customer response times remained broadly unchanged. However, these figures came from normal internal records, and no comparable department continued under the previous arrangement as a control group. A change in the amount or difficulty of incoming work could therefore have contributed to the results. The authors explicitly avoid claiming that the new schedule caused the increase in completed accounts work.
An anonymous questionnaire produced mostly favourable comments about concentration. Yet only employees who had participated completed it. Some staff had chosen not to join because their homes offered little private space. Their absence matters: a positive response from volunteers does not establish that the arrangement would suit the whole workforce. The report recommends asking non-participants about their needs before extending the scheme.
There were practical costs as well. New employees sometimes waited longer for informal advice, even though formal response targets were met. One supervisor suggested scheduled online question sessions. Another worried that making every question into an appointment would remove the spontaneous learning that happens when colleagues share a room. The authors propose testing a mentoring arrangement rather than assuming either suggestion is sufficient on its own.
The conclusion supports a longer, more carefully monitored pilot. It calls for records of work complexity, attention to new employees and a review of whether staff can access suitable equipment. Participation would remain optional during this next stage. The authors regard the initial results as a reason to investigate further, not as a final verdict on where everyone should work. A decision that affects different roles and home circumstances requires more than a single favourable average.
질문에 나온 사람·시간·장소·수량을 해당 사건과 연결하세요.
The doors open at eight. The class starts at nine.
실제로 제시된 이유를 찾으세요. 글 밖의 그럴듯한 이유만으로는 부족합니다. 질문에 나온 사람·시간·장소·수량을 해당 사건과 연결하세요.
We meet inside because it is raining.
근거가 있는 주장과 아직 모르는 것을 나누세요. 언급이 없다고 없다는 증거는 아닙니다. 실제 단서를 연결하되 근거 없는 사실을 더하지 마세요.
The notice gives a price, but says nothing about delivery.
This is a fictional workplace report created for reading practice.
Linden Services tested a revised working arrangement in its accounts and customer-support departments. For eight weeks, participating employees could work away from the office on two fixed days. The purpose was to explore whether a predictable schedule could combine uninterrupted work with reliable access to colleagues. It was not designed to compare every possible form of remote working.
Managers initially suggested allowing individuals to choose different days each week. Staff representatives objected that this would make it difficult to know when help was available in person. The final arrangement therefore used a shared timetable. Each team retained at least one experienced employee in the office every day, although the person covering that role rotated.
The report presents several kinds of evidence. Completed accounts work rose slightly during the trial, while customer response times remained broadly unchanged. However, these figures came from normal internal records, and no comparable department continued under the previous arrangement as a control group. A change in the amount or difficulty of incoming work could therefore have contributed to the results. The authors explicitly avoid claiming that the new schedule caused the increase in completed accounts work.
An anonymous questionnaire produced mostly favourable comments about concentration. Yet only employees who had participated completed it. Some staff had chosen not to join because their homes offered little private space. Their absence matters: a positive response from volunteers does not establish that the arrangement would suit the whole workforce. The report recommends asking non-participants about their needs before extending the scheme.
There were practical costs as well. New employees sometimes waited longer for informal advice, even though formal response targets were met. One supervisor suggested scheduled online question sessions. Another worried that making every question into an appointment would remove the spontaneous learning that happens when colleagues share a room. The authors propose testing a mentoring arrangement rather than assuming either suggestion is sufficient on its own.
The conclusion supports a longer, more carefully monitored pilot. It calls for records of work complexity, attention to new employees and a review of whether staff can access suitable equipment. Participation would remain optional during this next stage. The authors regard the initial results as a reason to investigate further, not as a final verdict on where everyone should work. A decision that affects different roles and home circumstances requires more than a single favourable average.
Interpreting a work trial
질문에 나온 사람·시간·장소·수량을 해당 사건과 연결하세요.
The doors open at eight. The class starts at nine.근거가 있는 주장과 아직 모르는 것을 나누세요. 언급이 없다고 없다는 증거는 아닙니다. 실제 단서를 연결하되 근거 없는 사실을 더하지 마세요.
The notice gives a price, but says nothing about delivery.실제로 제시된 이유를 찾으세요. 글 밖의 그럴듯한 이유만으로는 부족합니다. 질문에 나온 사람·시간·장소·수량을 해당 사건과 연결하세요.
We meet inside because it is raining.첫 답을 남기고 근거를 확인한 뒤 다른 문제를 풀어 보세요. 같은 자료에서 맞혔다고 새 지문에도 적용할 수 있다는 뜻은 아니에요.
아직 복습 노트가 없어요. 짧은 워밍업부터 해보세요.
질문에 나온 사람·시간·장소·수량을 해당 사건과 연결하세요.
The doors open at eight. The class starts at nine.실제로 제시된 이유를 찾으세요. 글 밖의 그럴듯한 이유만으로는 부족합니다. 질문에 나온 사람·시간·장소·수량을 해당 사건과 연결하세요.
We meet inside because it is raining.근거가 있는 주장과 아직 모르는 것을 나누세요. 언급이 없다고 없다는 증거는 아닙니다. 실제 단서를 연결하되 근거 없는 사실을 더하지 마세요.
The notice gives a price, but says nothing about delivery.정답을 열면 해당 문제에 도움 사용이 기록돼요.
Interpreting a work trial
근거에 맞는 답은 “Two fixed remote-working days within a predictable schedule.”입니다. 근거: “participating employees could work away from the office on two fixed days.”. 다른 선택지 “Completely unrestricted weekly choices for every employee.”와 비교하세요. 초기 상황과 이후 확인 또는 결정이라는 두 단계를 혼동했습니다. 다른 선택지 “A temporary closure of the offices on the remote-working days.”와 비교하세요. 본문에 없는 구체적인 내용을 덧붙였습니다. 그럴듯하다는 것만으로 본문 근거가 되지는 않습니다.
Interpreting a work trial
근거에 맞는 답은 “Staff representatives thought changing days would make in-person help less predictable.”입니다. 근거: “Staff representatives objected that this would make it difficult to know when help was available in person.”. 다른 선택지 “Staff representatives wanted to remove experienced employees’ office duties.”와 비교하세요. 특징이나 행동을 다른 집단 또는 화자의 것으로 돌렸습니다. 다른 선택지 “Customer response data had already shown the shared timetable was ineffective.”와 비교하세요. 초기 상황과 이후 확인 또는 결정이라는 두 단계를 혼동했습니다.
Interpreting a work trial
근거에 맞는 답은 “At least one experienced person remained each day, with the role rotating.”입니다. 근거: “Each team retained at least one experienced employee in the office every day, although the person covering that role rotated.”. 다른 선택지 “The experienced employees remained in the office throughout the trial.”와 비교하세요. 제한이 있는 결과를 예외 없는 주장으로 확대했습니다. 다른 선택지 “New employees took turns providing the experienced office support.”와 비교하세요. 특징이나 행동을 다른 집단 또는 화자의 것으로 돌렸습니다.
Interpreting a work trial
근거에 맞는 답은 “Completed accounts work.”입니다. 근거: “Completed accounts work rose slightly during the trial”. 다른 선택지 “The share of the workforce reporting improved concentration.”와 비교하세요. 측정하거나 보고한 결과를 다른 결과로 바꿨습니다. 다른 선택지 “Customer response times.”와 비교하세요. 본문에 제시된 관계를 반대로 해석했습니다.
Interpreting a work trial
근거에 맞는 답은 “Employees who had not joined the trial.”입니다. 근거: “only employees who had participated completed it.”. 다른 선택지 “People working in customer support rather than accounts.”와 비교하세요. 제한이 있는 결과를 예외 없는 주장으로 확대했습니다. 다른 선택지 “Supervisors responsible for organising the shared timetable.”와 비교하세요. 제한이 있는 결과를 예외 없는 주장으로 확대했습니다.
Interpreting a work trial
근거에 맞는 답은 “There was no comparable control department and work demands might have changed.”입니다. 근거: “no comparable department continued under the previous arrangement as a control group. A change in the amount or difficulty of incoming work could therefore have contributed to the results.”. 다른 선택지 “The work data were collected only through participants’ opinions.”와 비교하세요. 본문에 제시된 관계를 반대로 해석했습니다. 다른 선택지 “The report had established that workload difficulty remained constant.”와 비교하세요. 본문에 제시된 관계를 반대로 해석했습니다.
Interpreting a work trial
근거에 맞는 답은 “Their circumstances limit how far the volunteers’ positive feedback can be generalised.”입니다. 근거: “Some staff had chosen not to join because their homes offered little private space. Their absence matters: a positive response from volunteers does not establish that the arrangement would suit the whole workforce.”. 다른 선택지 “Their experience provides the strongest direct evidence of improved concentration.”와 비교하세요. 특징이나 행동을 다른 집단 또는 화자의 것으로 돌렸습니다. 다른 선택지 “Their absence shows the scheme was unsuitable for any role.”와 비교하세요. 본문에 제시된 관계를 반대로 해석했습니다.
Interpreting a work trial
근거에 맞는 답은 “A longer wait for informal advice.”입니다. 근거: “New employees sometimes waited longer for informal advice”. 다른 선택지 “Formal customer-response targets were removed for employees at home.”와 비교하세요. 제한이 있는 결과를 예외 없는 주장으로 확대했습니다. 다른 선택지 “Their formal requests routinely failed to meet the agreed response targets.”와 비교하세요. 본문에 제시된 관계를 반대로 해석했습니다.
Interpreting a work trial
근거에 맞는 답은 “They might not replace spontaneous learning between colleagues.”입니다. 근거: “making every question into an appointment would remove the spontaneous learning that happens when colleagues share a room.”. 다른 선택지 “Scheduling questions would make meeting formal response targets impossible.”와 비교하세요. 제한이 있는 결과를 예외 없는 주장으로 확대했습니다. 다른 선택지 “The sessions had been tested and found to solve the mentoring difficulty.”와 비교하세요. 초기 상황과 이후 확인 또는 결정이라는 두 단계를 혼동했습니다.
Interpreting a work trial
근거에 맞는 답은 “A mentoring arrangement.”입니다. 근거: “The authors propose testing a mentoring arrangement”. 다른 선택지 “A compulsory timetable limited to employees who joined recently.”와 비교하세요. 제안이나 주장에 붙은 조건을 없애거나 바꿨습니다. 다른 선택지 “Replacing face-to-face advice entirely with scheduled online questions.”와 비교하세요. 본문에 제시된 관계를 반대로 해석했습니다.
Interpreting a work trial
근거에 맞는 답은 “It will remain optional.”입니다. 근거: “Participation would remain optional during this next stage.”. 다른 선택지 “Employees without private home space will be required to join.”와 비교하세요. 본문에 없는 구체적인 내용을 덧붙였습니다. 그럴듯하다는 것만으로 본문 근거가 되지는 않습니다. 다른 선택지 “Participation will be restricted to those who declined the first trial.”와 비교하세요. 본문에 없는 구체적인 내용을 덧붙였습니다. 그럴듯하다는 것만으로 본문 근거가 되지는 않습니다.
Interpreting a work trial
근거에 맞는 답은 “The initial findings justify further investigation rather than a universal final decision.”입니다. 근거: “a reason to investigate further, not as a final verdict on where everyone should work.”. 다른 선택지 “The lack of a control group makes the initial findings unhelpful for planning.”와 비교하세요. 한계가 있다는 이유로 기여 전체를 버리려 합니다. 유용성과 한계는 구분해야 합니다. 다른 선택지 “The favourable average is sufficient grounds for permanent workforce-wide adoption.”와 비교하세요. 이 근거로 판단할 수 있는 확실성이나 적용 범위를 넘어섰습니다.