专业八级-484及答案解析.doc
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1、专业八级-484 及答案解析(总分:100.00,做题时间:90 分钟)一、READING COMPREHENSIO(总题数:5,分数:100.00)Harry Truman didn“t think his successor had the right training to be president. “Poor Ikeit won“t be a bit like the Army,“ he said. “He“ll sit there all day saying “do this, do that,“ and nothing will happen.“ Truman was wron
2、g about Ike. Dwight Eisenhower had led a fractious allianceyou didn“t tell Winston Churchill what to doin a massive, chaotic war. He was used to politics. But Truman“s insight could well be applied to another, even more venerated Washington figure: the CEO-turned cabinet secretary. A 20-year bull ma
3、rket has convinced us all that CEOs are geniuses, so watch with astonishment the troubles of Donald Rumsfeld and Paul O“Neill. Here are two highly regarded businessmen, obviously intelligent and well-informed, foundering in their jobs. Actually, we shouldn“t be surprised. Rumsfeld and O“Neill are no
4、t doing badly despite having been successful CEOs but because of it. The record of senior businessmen in government is one of almost unrelieved disappointment. 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,
5、 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 CEO. No one is. Power in a corporation is concentrated and vertically structured. Power in Washington is diffuse and horizontally spread out. The
6、 secretary might think he“s in charge of his agency. But the chairman of the congressional committee funding that agency feels the same. In his famous study “Presidential Power and the Modern Presidents,“ Richard Neustadt explains how little power the president actually has and concludes that the on
7、ly lasting presidential power is “the power to persuade.“ Take Rumsfeld“s attempt to transform the cold-war military into one geared for the future. It“s innovative but deeply threatening to almost everyone in Washington. The Defense secretary did not try to sell it to the Joint Chiefs of Staff, Con
8、gress, 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, O“Neill“s position as Treasury secretary is one with little formal authority. Unlike Finance ministers around the world, Treasury does not control the b
9、udget. 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 for the president. O“Neill has been publicly critical of the IMF“s bailout packages for developing countries while at the same time app
10、roving 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 investor confidence is limited because the markets are rattled by his skepticism. Perhaps the government doesn“t do bailouts well. But tha
11、t leads to a third rule: you can“t just quit. Jack Welch“s famous law for re-engineering General Electric was to be first or second in any given product category, or else get out of that business. But if the government isn“t doing a particular job at peak level, it doesn“t always have the option of
12、relieving itself of that function. The Pentagon probably wastes a lot of money. But it can“t get out of the national-security business. The key to former Treasury secretary Rubin“s success may have been that he fully understood that business and government are, in his words, “necessarily and properl
13、y very different.“ In a recent speech he explained, “Business functions around one predominate organizing principle, profitability. Government, on the other hand, deals with a vast number of equally legitimate and often potentially competing objectivesfor example, energy production versus environmen
14、tal protection, or safety regulations versus productivity.“ Rubin“s example shows that talented people can do well in government if they are willing to treat it as its own separate, serious endeavour. But having been bathed in a culture of adoration and flattery, it“s difficult for a CEO to believe
15、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 can“t live with it.(分数:20.00)(1).Which of the following is NOT true about Ike?(分数:5.00)A.He was the successor to President
16、 Harry Truman.B.He once worked together with Winston Churchill.C.He had been a CEO in an international company.D.He had been a commander of the allied forces.(2).In commenting on O“Neill“s record as Treasury Secretary, the passage seems to indicate that -|_|-.(分数:5.00)A.O“Neill has failed to use his
17、 power wellB.O“Neill“s policies were well receivedC.O“Neill has been consistent in his policiesD.O“Neill is uncertain about the package he“s approved(3).The author seems to suggest that CEO-turned government officials -|_|-.(分数:5.00)A.are able to fit into their new rolesB.are unlikely to adapt to th
18、eir new rolesC.can respond to new situations intelligentlyD.may feel uncertain in their new posts(4).Why did Rumsfeld“s attempt to reform the US military fail?(分数:5.00)Farmers in the developing world hate price fluctuations. It makes it hard to plan ahead. But most of them have little choice: they s
19、ell at the price the market sets. Farmers in Europe, the U.S. and Japan are luckier: they receive massive government subsidies in the form of guaranteed prices or direct handouts. Last month U.S. President Bush signed a new farm bill that gives American farmers $190 billion over the next 10 years, o
20、r $83 billion more than they had been scheduled to get, and pushes U.S. agricultural support close to crazy European levels. Bush said the step was necessary to “promote farmer independence and preserve the farm way of life for generations“. It is also designed to help the Republican Party win contr
21、ol of the Senate in November“s mid-term elections. Agricultural production in most poor countries accounts for up to 50% of GDP, compared to only 3% in rich countries. But most farmers in poor countries grow just enough for themselves and their families. Those who try exporting to the West find thei
22、r goods whacked with huge tariffs or competing against cheaper subsidized goods. In 1999 the United Nations Conference on Trade and Development concluded that for each dollar developing countries receive in aid they lose up to $14 just because of trade barriers imposed on the export of their manufac
23、tured goods. It“s not as if the developing world wants any favours, says Gerald Ssendawula, Uganda“s Minister of Finance. “What we want is for the rich countries to let us compete.“ Agriculture is one of the few areas in which the Third World can compete. Land and labour are cheap, and as farming me
24、thods develop, new technologies should improve output. This is no pie-in-the-sky speculation. The biggest success in Kenya“s economy over the past decade has been the boom in exports of cut flowers and vegetables to Europe. But that may all change in 2008, when Kenya will be slightly too rich to qua
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- 专业 484 答案 解析 DOC
