【考研类试卷】考研英语(阅读)-试卷9及答案解析.doc
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1、考研英语(阅读)-试卷 9 及答案解析(总分:60.00,做题时间:90 分钟)一、Reading Comprehensio(总题数:6,分数:60.00)1.Section II Reading Comprehension(分数:10.00)_2.Part ADirections: Read the following four texts. Answer the questions below each text by choosing A, B, C or D.(分数:10.00)_Organizations and societies rely on fines and rewards
2、 to harness people“s self-interest in the service of the common good. The threat of a ticket keeps drivers in line, and the promise of a bonus inspires high performance. But incentives can also backfire, diminishing the very behavior they“re meant to encourage. A generation ago, Richard Titmuss clai
3、med that paying people to donate blood reduced the supply. Economists were skeptical, citing a lack of empirical evidence. But since then, new data and models have prompted a sea change in how economists think about incentivesshowing, among other things, that Titmuss was right often enough that busi
4、nesses should take note. Experimental economists have found that offering to pay women for donating blood decreases the number willing to donate by almost half, and that letting them contribute the payment to charity reverses the effect. Dozens of recent experiments show that rewarding self-interest
5、 with economic incentives can backfire when they undermine what Adam Smith called “the moral sentiments.“ The psychology here has escaped blackboard economists, but it will be no surprise to people in business: When we take a job or buy a car, we are not only trying to get stuffwe are also trying to
6、 be a certain kind of person. People desire to be esteemed by others and to be seen as ethical and dignified. And they don“t want to be taken for suckers. Rewarding blood donations may backfire because it suggests that the donor is less interested in being altruistic than in making a dollar. Incenti
7、ves also run into trouble when they signal that the employer mistrusts the employee or is greedy. Close supervision of workers coupled with pay for performance is textbook economicsand a prescription for sullen employees. Perhaps most important, incentives affect what our actions signal, whether we“
8、re being self-interested or civic-minded, manipulated or trusted, and they can implysometimes wronglywhat motivates us. Fines or public rebukes that appeal to our moral sentiments by signaling social disapproval(think of littering)can be highly effective. But incentives go wrong when they offend or
9、diminish our ethical sensibilities. This does not mean it“s impossible to appeal to self-interested and ethical motivations at the same timejust that efforts to do so often fail. Ideally, policies support socially valued ends not only by harnessing self-interest but also by encouraging public-spirit
10、edness. The small tax on plastic grocery bags enacted in Ireland in 2002 that resulted in their virtual elimination appears to have had such an effect. It punished offenders monetarily while conveying a moral message. Carrying a plastic bag joined wearing a fur coat in the gallery of anti-social ana
11、chronisms.(分数:10.00)(1).From the first two paragraphs, we know that(分数:2.00)A.organizational and social progresses depend on economic incentives.B.economic incentives actually discourage people to behave well.C.economists didn“t agree with Titmuss for the lack of empirical evidenceD.economists now p
12、rompt businesses to note down Titmuss“s claim.(2).According to experimental economists,(分数:2.00)A.more money is offered, fewer people donate blood.B.economic incentives may run in the opposite direction.C.a decreasing number of people donate blood for charity.D.economic incentives clash with “the mo
13、ral sentiments“.(3).We know from the text that incentives are characterized as(分数:2.00)A.counterproductive.B.manipulating.C.implicative.D.effective.(4).The small tax on plastic grocery bags in Ireland is mentioned to show that(分数:2.00)A.Ireland is determined to eliminate plastic pollution.B.incentiv
14、e policies by the government are more effective.C.incentives can harness egoism and inspire altruism.D.monetary punishments usually have moral implications.(5).The text intends to tell us that(分数:2.00)A.businesses might as well put economic incentives to fuller play.B.incentives have more negative i
15、nfluences than positive ones.C.money is not everything, instead, there is always something else.D.incentives may go wrong when they clash with “the moral sentiments“.Superior customer service can be an essential source of strength as companies emerge from the recession, but managers need to understa
16、nd the extent to which the consumer landscape has shifted. Weakened brands, customers“ easy access to information about vendors, and the erosion of barriers to switching a-mong competitors have combined to create a much more challenging environment for service, whether it“s outsourced or delivered i
17、n-house. Evidence shows that customers will no longer tolerate the rushed and inconvenient service that has become all too common. Instead, they are looking for a satisfying experience. Companies that provide it will win their loyalty. Our recent research demonstrates that when customers contact com
18、panies for service, they care most about two things: Is the frontline employee knowledgeable? And is the problem resolved on the first call? Yet those factors often aren“t even on customer-service managers“ dashboards. Most service centers continue to measure time on hold and minutes per call, as th
19、ey have for decades. Such metrics encourage agents to hurry through callsresulting in just the kind of experience customers dislike. More than half of the customers we surveyed across industries say they“ve had a bad service experience, and nearly the same fraction think many of the companies they i
20、nteract with don“t understand or care about them. On average, 40% of customers who suffer through bad experiences stop doing business with the offending company. To get a better understanding of what customers experience, managers should draw on a variety of information sources, including customer s
21、atisfaction surveys, behavioral data collected through self-service channels, and recorded customer-agent conversations. In addition, companies must revise processes to give agents the leeway and authority to meet individual customers“ needs and provide positive, satisfying experiences. In evaluatin
22、g service, managers should measure across all channels the percentage of customer problems resolved within the first contact, determine what is at the root of problems that aren“t settled in one call, and make any necessary changes. They should also aim to have consistently high-quality interactions
23、 between customers and frontline employees. That may sound costly, but knowledge-management systems, speech recognition for automated calls, and other technologies can help to substantially offset the expense. Some executives believe that irritated customers will forgive vendors and come back for mo
24、re. Our research indicates that, on the contrary, alienated customers often disappear without the slightest warning. And as companies rebuild themselves after the recession, this silent attrition represents a host of lost opportunities for future sales and positive word of mouth.(分数:10.00)(1).Provid
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