题目内容
（请给出正确答案）
Women's success in almost every field is significant because ______.
A．women have fought very hard for success
B．women have to bear and rear children
C．women have never succeeded before
D．men still carry on the sex war
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更多“Women's success in almost ever…”相关的问题
Who are the first to make the success of sit-in become true？
A．Black college students and whites.
B．First-class citizens.
C．The Blacks of Atlanta.
D．Young men and women in Greensboro.
Consider the novel views of Harvey Coleman of Atlanta on the subject of getting ahead. Coleman is black. He spent 11 years with IBM, half of them working in management development, and now serves as a consultant to the likes of AT&T, CocaCola, Prudential, and Merch. Coleman says that based on what he's seen at big com panics, he weighs the different elements that make for longterm career success as follows: performance counts a mere 10%; image, 30%; and exposure, a full 60%. Coleman concludes that excellent job performance is so common these days that while doing your work well may win you pay increases, it won't secure you the big promotion. He finds that advancement more often depends on how many people know you and your work, and how high up they are.
Ridiculous beliefs？ Not to many people, especially many women and members of minority races who, like Coleman, feel that the scales have dropped from their eyes. "Women and blacks in organizations work under false beliefs," says Kaleel Jamison, a New York based management consultant who helps corporations deal with these issues. "They think that if you work hard, you'll get ahead that someone in authority will reach down and give you a promotion." She added, "Most women and blacks are so frightened that people will think they've gotten ahead because of their sex or color that they play down their visibility." Her advice to those folks: learn the ways that white males have traditionally used to find their way into the spotlight (公众注意中心).
According to the passage, "things formerly judged to be best left unsaid" (in Para. 1) probably refers to ______.
A．the opinions, which contradict the established beliefs
B．criticisms that shape everyone's experience
C．the tendencies that help the newcomers to see office matters with a fresh eye
D．the ideas which usually come up with new ways of management in the organization
？For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.
On a patch of grass on the outskirts of Delhi, 15 young Indian men and women are clapping their hands and punching the air. Sweat is dripping from their faces in the morning sun. "No.1 forever," they shout in unison. "We are the Champions."
Welcome to employee-motivation training, Korean-style. It's a far cry from what Indian employees are accustomed to. But when LG, the Korean consumer products giant, entered the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employees and, as he puts it, give them "aggressive targets that change their way of thinking." Kim, still in charge, also set out to change the local culture on sales targets, pricing, and dealer relationships.
The result？ LG, which makes everything from refrigerators to flat-screen TVs, is the hottest consumer products company in India. It has cornered 30% of the air-conditioner market, 21% of washing- machine sales, and 19% of the color-TV business, beating out such rivals as Whirlpool, Sony, and Samsung. And within three years it wants to overtake Nokia, the market leader in GSM mobile phones, a product LG introduced in India only last November.
How a Korean company managed to outsmart its foreign and Indian rivals is a story about culture change. Like two other Korean, an companies that have been successful in India — Samsung and Hyundai, India's No.2 car producer — LG had good products and smart marketing. But LG went further by challenging Indian work habits. Yasho Verma, LG's vice president for human resources in India, says ego problems" had to "be broken." He says he prefers recruits from second- tier colleges who "have fire in their bellies" to graduates from top management colleges who "come with a lot of attitudinal baggage."
The molding starts with shouting games, and it seems to work. "The first day it was very tough with all this exercise," says Amit Kumar, a production engineering team leader. "I thought I wouldn't be able to complete everything — the only game I can play is chess." He had to run round the factory as a punishment for not synchronizing his shouting exercises with the others, but the next day he was enthusiastic. "Stress brings out the best in people," says Vinay Madaan, a Six Sigma black belt who drills LG staff. "You have to prove yourself, and it stretches you beyond what you think you are capable of."
LG has also shaken things up on the marketing side. It has driven prices down by 18% to 20% over the past two years and has "steadily increased distribution outlets and the breadth of product ranges," says Bhuwan Singh, associate director of ORG-Gfk, an Indo-German market research venture. Anil Arora, head of marketing for LG in India, says the company has used its "brand power" to toughen up relationships with dealers. It has reversed the Indian tradition of giving 30-to 45-day credit on goods, and if dealers fall to pay on time, they lose LG's business. That gives dealers an incentive to promote LG products, and it gives LG enough cash flow to demand discounts from suppliers.
LG's success has bred critics. Rivals claim that tough treatment of suppliers and dealers will not work in the long run. And they argue that LG's price cutting cannot be sustained. Kim does not agree. He is proud of what he calls his "strategic aggressiveness" and, along with his slogan-shouting employees, is showing no signs of slowing down. Last year the company generated $960 million in sales in India, 5% of LG's global total. His target this year: 55% sales growth. That's something LG's Indian workforce can shout about.
Kwang-Ro Kim believes that the employee-motivation training program helps e
A．become financially aggressive.
B．win championship of marketing.
C．achieve success in their careers.
D．alter their way of doing business.
It can be inferred from the passage that, before the Progressive Movement, educated women of the middle class were expected to ______.
A．stay out of politics
B．vote on municipal issues only
C．pay a tax in order to vote
D．improve conditions in mills and mines
What is Cindy's secret of success both as a business executive and a woman？
A．Hard work.
B．Loyalty.
C．Enthusiasm.
D．Creativity.
A.satisfaction
B.solution
C.concentration
D.attraction
The secret of a writer's success is the use of words that ______.
A．recall to us the glad and sad events of our past
B．are arranged in a creative way
C．are as beautiful as music
D．agree with certain literary style
A.focusing on
B.concentrating in
C.focusing at
D.concentrating of
This is a tricky subject, because there are very sad real victims among us. Men still abuse women in alarming numbers. Racism and discrimination persist in subtle and not-so-subtle forms. But these days, almost anyone can find a therapist or lawyer to assure them that their professional relationship or health problems aren’t their fault. As Marc Peyser tells us in his terrific profile of Dr. Phil, the TV suits were initially afraid audiences would be offended by his stern advice to “get real!” In fact, viewers thirsted for the tough talk. Privately, we all know we have to take responsibility for decisions we control. It may not be revolutionary advice (and may leave out important factors like unconscious impulses). But it’s still an important message with clear echoing as, a year later, we contemplate the personal lessons of September 11.
Back at the ranch (livestock farm)—the one in Crawford, Texas—President Bush continued to issue mixed signals on Iraq. He finally promised to consult allies and Congress before going to war, and signaled an attack isn’t coming right now (“I’m a patient man”). But so far there has been little consensus-building, even as the administration talks of “regime change” and positions troops in the gulf. Bush’s team also ridiculed the press for giving so much coverage to the Iraq issue. Defense Secretary Rumsfeld called it a “frenzy,” and Press Secretary Ari Fleischer dismissed it as “self-inflicted silliness.” But as Michael Hirsh notes in our lead story, much of the debate has been inside the Republican Party, where important voices of experience argue Bush needs to prepare domestic and world opinion and think through the global consequences before moving forward. With so much at stake, the media shouldn’t pay attention？ Now who’s being silly？
第31题：Faced with diversified issues of injustice, Dr. Phil McGraw advised that people should __.
［A］ strongly voice their condemnation of those responsible
［B］ directly probe the root of their victimization
［C］ carefully examine their own problems
［D］ sincerely express their sympathy for the victims
