1、专业英语八级写作-55及答案解析 (总分：100.00，做题时间：90分钟)一、BWRITING/B(总题数：1，分数：100.00)1.CEO Is Hard to Be Great Politician（分数：100.00）_专业英语八级写作-55答案解析 (总分：100.00，做题时间：90分钟)一、BWRITING/B(总题数：1，分数：100.00)1.CEO Is Hard to Be Great Politician（分数：100.00）_正确答案：(Harry Truman didnt think his successor had the right training to
2、be president. Poor Ikeit wont be a bit like the Army, he said. Hell sit there all day saying do this, do that, and nothing will happen. Truman was wrong about Ike. Dwight Eisenhower had led a fractious allianceyou didnt tell Winston Churchill what to doin a massive, chaotic war. He was used to polit
3、ics. But Trumans insight could well be applied to another, even more venerated Washington figure: the CEO-turned cabinet secretary. A 20-year bull market has convinced us all that CEOs are geniuses, so watch with astonishment the troubles of Donald Rumsfeld and Paul ONeill. Here are two highly regar
4、ded businessmen, obviously intelligent and well-informed, foundering in their jobs. Actually, we shouldnt be surprised. Rumsfeld and ONeill are not doing badly despite having been successful CEOs but because of it. The record of senior businessmen in government is one of almost unrelieved disappoint
5、ment. In fact, with the exception of Robert Rubin. it is difficult to think of a CEO who had a successful career in government. Why is this? Well, first the CEO has to recognize that he is no longer the CEO. He is at best an adviser to the CEO, the president. But even the president is not really the
6、 CEO. No one is. Power in a corporation is concentrated and vertically structured. Power in Washington is diffuse and horizontally spread out. The secretary might think hes in charge of his agency. But the chairman of the congressional committee funding that agency feels the same. In his famous stud
7、y Presidential Power and the Modern Presidents. Richard Neustadt explains how little power the president actually has and concludes that the only lasting presidential power is the power to persuade. Take Rumselds attempt to transform the cold war military into one geared for the future. Its innovati
8、ve but deeply threatening to almost everyone in Washington. The Defense secretary did not try to sell it to the Joint Chiefs of Staff, Congress, the budget office or the White House. As a result, the idea is collapsing. Second, what power you have, you must use carefully. For example, ONeills positi
9、on as Treasury secretary is one with little formal authority. Unlike Finance ministers around the world, Treasury does not control the budget. But it has symbolic power. The secretary is seen as the chief economic spokesman for the administration and, if he plays it right, the chief economic adviser
10、 for the president. ONeill has been publicly critical of the IMFs bailout packages for developing countries while at the same time approving such packages for Turkey, Argentina and Brazil. As a result, he has gotten the worst of both worlds. The bailouts continue, but their effect in holstering inve
11、stor confidence is limited because the markets are rattled by his skepticism. Perhaps the government doesnt do bailouts well. But that leads to the third rule: you cant just quit. Jack Welchs famous law for re-engineering General Electric was to be first or second in any given product category, or e
12、lse get out of what business. But if the government isnt doing a particular job at peak level, it doesnt always have the option of relieving itself of that function. The Pentagon probably wastes a lot of money. But it cant get out of the national-security business. The key to former Treasury secreta
13、ry Rubins success may have been that he fully understood what business and government are, in his words. necessarily and properly very different. In a recent speech he explained, Business functions around one predominate organizing principle, profitability. Government, on the other hand, deals with
14、a vast number of equally legitimate and often potentially competing objectivesfor example, energy production versus environmental protection, or safety regulations versus productivity. Rubins example shows that talented people can do well in government if they are willing to treat it as its own sepa
15、rate, serious endeavour. But having been bathed in a culture of adoration and flattery, its difficult for a CEO to believe he needs to listen and learn, particularly from those despised and poorly paid specimens, politicians, bureaucrats and the media. And even if he knows it intellectually, he just cant live with it.)解析：
