考研英语听力

1、资料来源：来自本人网络整理！祝您工作顺利！考研英语听力 考研英语听力这一块，在考研时不行缺少。下面是我给大家整理的考研英语听力的相关学问，供大家参阅! 考研英语听力：quebecs demography考研英语听力：act chief executives business second-act chief executives comeback kings? jan 8th 2021 | new york from the economist print edition steve jobs triumphed, but most returning bosses do not do so

2、well does michael dell, founder of the worlds second-biggest computer-maker, regret going backto run the firm that bears his name? he says not. but nearly two years after returning as chiefexecutive to the troubled firm he had left on a high two years before, he shows no sign ofrepeating his earlier

3、 success. on december 31st dell announced another restructuring and thedeparture of some senior executives mr dell had recruited to lead his turnaround. the firmsshare price has fallen by more than half since mr dells return. meanwhile, at starbucks, a year after howard schultz (pictured) returned a

4、s chief executive,the coffee chains share-price has fallen by half and it is unclear whether his new strategy isworkingespecially as the recession makes sales data hard to analyse. so far, neither chiefexecutive seems likely to repeat the spectacular second act of steve jobs at apple. itsshareholder

5、s rejoiced this week when, responding to rumours that he was on his deathbed, mrjobs said his health is improving and he intends to carry on as chief executive (see article).since mr jobs returned to apple following its acquisition of another of his start-ups, next, in1996, its share price has grown

6、 roughly 20-fold. messrs dell and schultz and their shareholders can take some comfort from the fact that evenmr jobs got off to a shaky start the second time around. but there is an ominously long list ofdisastrous second-act chief executives. kenneth lays second act ended with the bankruptcyof enr

7、on, his trial for fraud and early death. ted waitt was unable to revive gateway, thecomputer-maker he founded, when he returned for a second stint as boss in 2021. paul allaire,who successfully ran xerox during the 1990s, lasted only 15 months the second time around.and so on. that there are so many

8、 disappointing second acts is perhaps not surprising, given the difficultcircumstances in which they tend to begin. according to rudi fahlenbach of ohio stateuniversity, former chief executives typically come back when the firm is doing awfully. in arecent study of 60 returning chief executives, he

9、and two other economists found that theytypically replaced bosses under whom the firms share price had dramatically underperformed itsindustry benchmarkby 20% a year on average. the returning chief executives in the study had been particularly strong first time around, andmost had not been retired f

10、or long, so they could plausibly claim to have remained familiar withthe inner workings of the firm, making them better placed to revive it than any outsidecandidate. indeed, most of them (including all but two of those studied by mr fahlenbach et al)were members of the board that reappointed them,

11、and in many cases the chairman. strikingly, apples mr jobs was an exception, having distanced himself from apple after being ousted in aboardroom battle in 1985a separation that may have contributed to his second-act success. this raises a troubling question: did most of these returning executives e

12、ver really leave? anddid they contribute to the poor performance of their successors? their presence on theboard may have hindered initiatives that they regarded as threatening their legacy. elvis has not left the building there was no alternative, said charles schwab after returning as chief execut

13、ive of thefinancial-services firm of the same name in 2021. there was really only one person in the worldwho could do the things required for the company. well, maybe: the firms share price hasdoubled since he returned, despite the financial crisis. but having a successful predecessorsitting on the

14、board (and, as is often the case with second-act chief executives, a bigshareholder to boot) cannot have made life easy for david pottruck, who had taken over frommr schwab in 2021. intriguingly, many chief executives whose poor performance prompts their predecessors toreturn75% in the fahlenbach st

15、udywere internal appointments, often hand-picked by thereturning boss. their failure typically became clear very quickly: on average, they were gonewithin two years. this suggests that many second-act chief executives deserve some of theblame for the problems they have to fix, if only because of ine

16、pt succession planning. in some cases returning chief executives remain so close to the helm of the firm that dismissingtheir successors and making a comeback is largely scapegoating. at starbucks mr schultzreplaced jim donald, and promptly changed the firms strategybut the rapid expansion thatgot s

17、tarbucks into trouble was mr schultzs strategy as much as mr donalds, says jeffsonnenfeld of the yale school of management. indeed, it is said that mr donald was in mrschultzs office twice a day to check he was doing the right thing. two crucial questions must be asked before a chief executive is al

18、lowed a second act, says mrsonnenfeld. first, does he or she have a strategy that is more than a quest to recaptureheroic stature? too often bosses, like generals, dislike being away from the heat of battle,and use their past heroic status to undermine their successors and lobby for their ownreturn.

19、 second, is the returning manager able to avoid being blinded by past triumphs? mr jobs isfamously unsentimental, and took being forced out of apple as an opportunity to think afresh.this may be the crucial test for mr dell who, after all, gave his name not just to the firm but toa whole business mo

20、del (just-in-time, made-to-order manufacturing using an outsourcedsupply chain), key elements of which have since been adopted by his competitors. to his credit, mr dell has consistently said that a new model is needed to revive his firm; hisdifficulty has been finding one. cost-cutting, selling in shops as well as online, a push intodeveloping markets and hiring some promine