[外语类试卷]专业英语八级(阅读)模拟试卷70及答案与解析.doc
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1、专业英语八级(阅读)模拟试卷 70及答案与解析 0 If you are a youngish man who sits on a European corporate board, you should worry: the chances are that your chairman wants to give your seat to a woman. In January the lower house of Frances parliament approved a new law which would force companies to lift the proportion
2、of women on their boards to 40% by 2016. The law would oblige Frances 40 biggest listed firms to put women into 169 seats currently occupied by men. Spain has also introduced a quota at 40% , to be reached by 2015. Italy and the Netherlands are contemplating similar measures. This week Britains gove
3、rnment threatened to make companies report formally on their recruitment of female directors. Compared with America, where women held 15% of board seats at Fortune 500 companies in 2009 according to Catalyst, a lobbying organization, European countries have relatively few female board members. Brita
4、in is not too far behind at 12% , according to a survey of Europes 300 biggest firms by the European Professional Womens Network(EPWN). Spain, Italy, France and Germany, however, all lag behind the European average of 10%. The exception is Scandinavia, and in particular, Norway, where quotas for wom
5、en on boards originated. In 2005 the government gave listed firms two years to put women in 40% of board seats on pain of liquidation. Businessmen howled. Riulf Rustad, a professional investor with stakes in several Norwegian companies, said 70% of the new recruits would fail. In fact, there have be
6、en no obvious disasters. But a close look at Norway nonetheless suggests that imposing high gender quotas with tight deadlines can be bad for companies. The usual arguments for adding women directors are that diverse boards are more creative and innovative, less inclined to “ groupthink“ and likely
7、to be more independent from senior management. Numerous studies show that high proportions of women directors coincide with superior corporate performance. But there is little academically accepted evidence of a causal relationship. It may be that thriving firms allow themselves the luxury of attend
8、ing to social issues such as board diversity, whereas poorly performing ones batten down the hatches. Women do seem to be particularly effective board members at companies where things are going wrong. A 2008 paper on the impact of female directors by Renee Adams and Daniel Ferreira of the Universit
9、y of Queensland and the London School of Economics found that bosses of American firms whose shares perform poorly are more likely to be fired if the firm has a relatively high number of women directors. On average, however, the paper concluded that firms perform worse as the proportion of women on
10、the board increases. There is certainly no shortage of companies capable of producing stellar results with few or no women on the board. LVMH, a successful French luxury-goods group whose customers are mostly women, has had just one female director over the past ten years: Delphine Arnault, daughter
11、 of the firms chief executive and controlling shareholder. Nor is there any doubt that in many cases low female representation also reflects a broader lack of meritocracy in corporate culture. In France, for instance, interlocking board memberships are common. Women, and many other deserving busines
12、speople, are excluded from the system. Emma Marcegaglia, head of Confindustria, Italys main business lobby, says the dearth of women on boards and in management mainly reflects a controlling male elite at the top of business, the members of which have hardly changed for the past 30 years.(Silvio Ber
13、lusconi, Italys prime minister and a prominent tycoon, last year referred to Ms Marcegaglia as a “velina“ or showgirl.) But what most prevents women from reaching the boardroom, say bosses and headhunters, is lack of hands-on experience of a firms core business. Too many women go into functional rol
14、es such as accounting, marketing or human resources early in their careers rather than staying in the mainstream, driving profits. Some do so by choice, but others fear they will not get ahead in more chauvinist parts of a business. Getting men to show up at every board meeting another effect of hav
15、ing more women on boards is all very well, but what firms really need is savvy business advice. Yet according to EPWN, the pipeline of female executives is “almost empty“: women occupy only 3% of executive roles on boards, compared with 12% of non-executive ones. That suggests that the best way to i
16、ncrease the number of women on boards is to ensure that more women gain the right experience further down the corporate hierarchy. That may be a slower process than imposing a quota, but it is also likely to be a more meaningful and effective one. 1 According to the first three paragraphs, which of
17、the following is CORRECT? ( A) French firms have to give the 169 positions held by men to women by 2016. ( B) British companies would have to add women to their boardrooms after this week. ( C) Quotas for women policy dont arouse obvious sensation among the businessmen in Norway. ( D) The reason for
18、 European countries to impose quotas for women is that they lag behind America. 2 Which of the following will the author most probably agree with? ( A) Boardrooms with more women will be more likely to have new ideas. ( B) Boardrooms with more women tend to perform better than those with less. ( C)
19、Women can lead the boardrooms to think more independently. ( D) Boardrooms with more women may lead to worse performance. 3 The author quotes the example of LVMH in the fifth paragraph to_. ( A) show that Delphine Arnault is a successful female chief executive ( B) illustrate that a company with a f
20、ew women can still be very successful ( C) convince us that the company should list more female directors to get more success ( D) prove that a comparatively high number of females will produce good result 4 According to the passage, what is the real reason in blocking women from the higher position
21、s? ( A) The deficiency of experience on the mainstream of the corporations. ( B) The relatively bad performance of the corporations. ( C) The male-elite system existing among the corporations. ( D) The hierarchical system among the corporations. 5 It can be inferred from the passage that_. ( A) all
22、the European countries fall behind the average as far as the women on boards are concerned ( B) the more females in the boardroom, the better the corporations performance will be ( C) females first choice of their career may exert far-lasting influences on their future development ( D) meritocracy i
23、n the corporation is the root that causes low female representation 5 The bizarre antics of sleepwalkers have puzzled police, perplexed scientists, and fascinated writers for centuries. There is an endless supply of stories about sleepwalkers. Person have been said to climb on steep roofs, solve mat
24、hematical problems, compose music, walk though plate glass windows, and commit murder in their sleep. How many of these stories have a basic in fact, and how many are pure fakery? No one knows, but if some of the most sensational stories should be taken with a barrel of salt, others are a matter of
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