管理类联考mba英语真题模拟A2试卷.pdfVIP

? / 1 ? A2 . 2016? ? Section I Use of English Directions: Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D on the ANSWER SHEET. (10 points) During recent years we have heard much about “race“: how this race does certain things and that race believes certain things and so on. Yet, the 1 phenomenon of race consists of a few surface indications. We judge race usually 2 the coloring of the skin: a white race, a brown race, a yellow race and a black race. But 3 you were to remove the skin you could not 4 anything about the race to which the individual belonged. There is 5 in physical structure, the brain or the internal organs to 6 a difference. There are four types of blood. 7 types are found in every race, and no type is distinct to any race. Human brains are the 8 . No scientists could examine a brain and tell you the race to which the individual belonged. Brains will 9 in size, but this occurs within every race. 10 does size have anything to do with intelligence. The largest brain 11 examined belonged to a person of weak 12 . On the other hand, some of our most distinguished people have had 13 brains. Mental tests which are reasonably 14 show no differences in intelligence between races. High and low test results both can be recorded by different members of any race. 15 equal educational advantages, there will be no difference in average standings, either on account of race or geographical location. Individuals of every race 16 civilization to go backward or forward. Training and education can change the response of a group of people, 17 enable them to behave in a 18 way. The behavior and ideals of people change according to circumstances, but they can always go back or go on to something new 19 is better and higher than anything 20 the past. 1. A. complete B. full C. total D. whole 2. A. in B. from C. at D. on ? / 2 ? A2 . 3. A. since B. if C. as D. while 4. A. speak B. talk C. tell D. mention 5. A. something B. everything C. nothing D. anything 6. A. display B. indicate C. demonstrate D. appear 7. A. All B. Most C. No D. Some 8. A. same B. identical C. similar D. alike 9. A. remain B. increase C. decrease D. vary 10. A. Only B. Or C. Nor D. So 11. A. ever B. then C. never D. once 12. A. health B. body C. mind D. thought 13. A. big B. small C. minor D. major 14. A. true B. exact C. certain D. accurate 15. A. Provided B. Concerning C. Given D. Following 16. A. make B. cause C. move D. turn 17. A. and B. but C. though D. so 18. A. ordinary B. peculiar C. usual D. common 19. A. that B. what C. whichever D. whatever 20. A. for B. to C. within D. in Section II Reading Comprehension Part A Directions: Read the following four passages. Answer the questions below each passage by choosing A, B, C or D. Mark your answers on the ANSWER SHEET. (40 points) Text 1 The long years of food shortage in this country have suddenly given way to apparent abundance. Stores are choked with food. Rationing?is virtually suspended, and overseas suppliers have been asked to hold back deliveries. Yet, instead of joy, there is widespread uneasiness and confusion. Why do food prices keep on rising, when there seems to be so much more food about? Is the abundance only temporary, or has it come to stay? ? / 3 ? A2 . Does it mean that we need to think less now about producing more food at home? No one knows what to expect. The recent growth of export surpluses on the world food market has certainly been unexpectedly great, partly because a strange sequence of two successful grain harvests. North America is now being followed by a third. Most of Britains overseas suppliers of meat, too, are offering more this year and home production has also risen. But the effect of all this on the food situation in this country has been made worse by a simultaneous rise in food prices, due chiefly to the gradual cutting down of government support for food. The shops are overstocked with food not only because there is more food available, but also because people, frightened by high prices, are buying less of it. Moreover, the rise in domestic prices has come at a time when world prices have begun to fall, with the result that imported food, with the exception of grain, is often cheaper than the home-produced variety. And now grain prices, too, are falling. Consumers are beginning to ask why they should not be enabled to benefit from this trend. The significance of these developments is not lost on farmers. The older generation have seen it all happen before. Despite the present price and market guarantees, farmers fear they are about to be squeezed between cheap food imports and a shrinking home market. Present production is running at 51 percent above pre-war levels, and the government has called for an expansion to 60 percent by l956; but repeated Ministerial advice is carrying little weight and the expansion programme is not working very well. 21. Why is there “wide-spread uneasiness and confusion about the food situation in Britain?“ A. The abundant food supply is not expected to last. B. Britain is importing less food. C. Despite the abundance, food prices keep rising. D. Britain will cut back on its production of food. 22. The main reason for the rise in food prices is that _ . A. people are buying less food B. the government is providing less financial support for agriculture C. domestic food production has decreased D. imported food is driving prices higher 23. Why didnt the governments expansion programme work very well? A. Because the farmers were uncertain about the financial support the government guaranteed. B. Because the farmers were uncertain for the benefits of expanding production. C. Because the farmers were uncertain whether foreign markets could be found for their produce. D. Because the older generation of farmers were strongly against the programme. 24. The decrease in world food prices was a result of _. A. a sharp fall in the purchasing power of the consumers B. a sharp fall in the cost of food production C. the overproduction of food in the food-importing countries D. the overproduction on the part of the main food-exporting countries 25. What did the future look like for Britains food production at the time this article was written? A. The fall in world food prices would benefit British food producers. ? / 4 ? A2 . B. An expansion of food production was at hand. C. British food producers would receive more government financial support. D. It looks depressing despite government guarantees. Text 2 If sustainable competitive advantage depends on workforce skills, American firms have a problem. Human-resource management is not traditionally seen as central to the competitive survival of the firm in the United States. Skill acquisition is considered an individual responsibility. Labour is simply another factor of production to be hired?rented at the lowest possible cost?much as one buys raw materials or equipment. The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central?usually the second most important executive, after the CEO, in the firms hierarchy. While American firms often talk about the vast amounts spent on training their work force, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies. As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do), the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the bottom half of the population affect the wages of the top half. If the bottom half cant effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear. 26. Which of the following applies to the management of human resources in American companies? A. They hire people at the lowest cost regardless of their skills. B. They see the gaining of skills as their employees own business. C. They attach more importance to workers than to equipment. D. They only hire skilled workers because of keen competition. 27. What is the position of the head of human-resource management in an American firm? A. He is one of the most important executives in the firm. B. His post is likely to disappear when new technologies are introduced. C. He is directly under the chief financial executive. D. He has no say in making important decisions in the firm. ? / 5 ? A2 . 28. The money most American firms put in training mainly goes to_. A. workers who can operate new equipment B. technological and managerial staff C. workers who lack basic background skills D. top executives 29.!According to the passage, the decisive factor in maintaining a firms competitive advantage is_. A. the introduction of new technologies B. the improvement of workers basic skills C. the rational composition of professional and managerial employees D. the attachment of importance to the bottom half of the employees 30. What is the main idea of the passage? A. American firms are different from Japanese and German firms in human-resource management. B. Extensive retraining is indispensable to effective human-resource management. C. The head of human-resource management must be in the central position in a firms hierarchy. D. The human-resource management strategies of American firms affect their competitive capacity. Text 3 In America alone, tipping is now a $16 billion-a-year industry. A recent poll showed that 40% of Americans loathe (?) the practice. Consumers acting rationally ought not to pay more than they have to for a given service. Tips should not exist. So why do they? The conventional wisdom is that tips both reward the efforts of good service and reduce uncomfortable feelings of inequality. The better the service, the bigger the tip. But according to new research from Cornell University, tipping no longer serves any useful function. The paper analyses data from 2,547 groups dining at 20 different restaurants. The correlation between larger tips and better service was very weak: only a tiny part of the variability in the size of the tip had anything to do with the quality of service. Customers who rated a meal as “excellent“ still tipped anywhere between 8% and 37% of the meal price. Tipping is better explained by culture than by economics. In America, the custom has become institutionalized: it is regarded as part of the accepted cost of a service. In a New York restaurant?failing to tip at least 15% could well mean abuse from the waiter. Hairdressers can expect to get 15?20%, the man who delivers your groceries $2. In Europe, tipping is less common?in many restaurants?discretionary ? tipping is being replaced by a standard service charge. In many Asian countries, tipping has never really caught on at all. How to account for these national differences? According to Michael Lynn, the Cornell papers co-author, countries in which people are more extrovert, sociable or neurotic tend to tip more. Tipping relieves anxiety about being served by strangers. And, says Mr. Lynn, “in America, where people are outgoing and expressive, tipping is about social approval. If you tip badly, people think less of you. Tipping well is a chance to show off.“ Icelanders, by contrast, do not usually tip-a measure of their introversion, no doubt. While such explanations may be crude, the hard truth seems to be that tipping does not work. It does not ? / 6 ? A2 . benefit the customer. Nor, in the case of restaurants, does it actually encourage the waiter, or help the restaurant manager to monitor and assess his staff. Service people should “just be paid a decent wage“, which may actually make economic sense. 3l. Which of the following statements best expresses the main idea of the passage? A. Tipping is very popular in America. B. Better service deserves bigger tip. C. Discretionary tipping is not reasonable. D. Tipping embodies ones social status. 32. We can infer from the first paragraph that _. A. most Americans regard tipping as a rational practice, though some of them dislike it B. most Americans recognize the fact that tips encourage good service and make servants feel equal C. tipping is unnecessary and unreasonable, but people in America have to, for it is a social custom D. consumers only pay what they have to pay for a given service, because they dont like tipping 33.!In the third paragraph, several data are quoted in order to _. A. show the different tipping level between different jobs B. compare cultural difference between America and Europe C. show the tipping custom has become institutionalized D. tell us the Standardized tipping level in several cases 34. Which of the following word best describes the authors attitude towards the Cornell paper? A. Positive. B. Negative. C. Indifferent. D. Disapproval. 35. According to the last paragraph, which of the following is NOT true? A. Nobody benefits from tipping in the case of restaurant. B. Waiters are not motivated from tipping. C. Tipping does not benefit management of the restaurant. D. Tips should go into the decent wages of service people. Text 4 ? ? The main idea of these business-school academics is appealing. In a world where companies must adapt to new technologies and source of competition, it is much harder than it used to be to offer good employees job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than ever for employees to invest in better skills and sparkle with bright ideas. How can firms get the most out of people if they can no longer offer them protection and promotion? ? ? Many bosses would love to have an answer. Sumantrra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business School think they have one: “Employability.“ If managers offer the right kinds of training and guidance, and change their attitude towards their underlings, they will be able to reassure ? / 7 ? A2 . their employees that they will always have the skills and experience to find a good jobeven if it is with a different company. ? ? Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that can make the most of them, keep the organization from getting stale and so forth. The real disappointment comes when they attempt to show how firms might actually create such an environment. At its nub is the notion that companies can attain their elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a cog in a machine. The authors offer a few inspiring examples of companies?they include Motorola, 3M and ABB?that have managed to go some way towards creating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered. How do you continuously train people, without diverting them from their everyday job of making the business more profitable? How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm? How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy? Most of their answers are platitudinous, and when they are not they are unconvincing. 36. We can infer from the passage that in the past an employee ? A. had job security and opportunity of promotion B. had to compete with each other to keep his job C. had to undergo training all the time D. had no difficulty climbing the corporate ladder 37. What does the writer of this passage think of the ideas of Ghoshal and Bartlett? A. Very instructive. B. Very inspiring. C. Hard to implement. D. Quite harsh. 38. In their work, Ghoshal and Bartlett discuss ? A. changes in business organizations B. contracts between employers and employees C. employment situation D. management ideas 39. This passage seems to be a(n) ? A. book review B. advertisement ? / 8 ? A2 . C. news report D. research paper 40. According to Christopher Bartlett what will improve “employability“? A. Ability to lay out ones talents to employers. B. Skills and knowledge accumul