[考研类试卷]考研英语(阅读)模拟试卷221及答案与解析.doc
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1、考研英语(阅读)模拟试卷 221 及答案与解析Part ADirections: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)0 Their defenders say they are motivated, versatile workers who are just what companies need in these difficult times. To others, however, the members of
2、“Generation Y“those born in the 1980s and 1990s, otherwise known as the Net Generationare spoiled, narcissistic idlers who cannot spell and waste too much time on instant messaging and Facebook. Ah, reply the Net Geners, but all thatmessing around online proves that we are computer-literate multi-ta
3、skers who are adept users of online collaborative tools, and natural team players. And, while you are on the subject of me, I need a months vacation to reconsider my personal goals.This culture clash has been going on in many organizations and has lately seeped into management books. The Net Geners
4、have grown up with computers; they are brimming with self-confidence; and they have been encouraged to challenge received wisdom, to find their own solutions to problems and to treat work as a route to personal fulfillment rather than merely a way of putting food on the table. Not all of this makes
5、them easy to manage. Bosses complain that after a childhood of being spoiled and praised, Net Geners demand far more frequent feedback and an over-precise set of objectives on the path to promotion.In a new report from PricewaterhouseCoopers, a consultancy, 61% of chief executives say they have trou
6、ble recruiting and integrating younger employees.For those hard-to-please older managers, the current recession is the joyful equivalent of hiding an alarm clock in a sleeping teenagers bedroom. Once again, the touchy-feely management fads that always spring up in years of plenty are being ditched i
7、n favor of more brutal command-and-control methods. Having grown up in good times, Net Geners have labored under the illusion that the world owed them a living. But hopping between jobs to find one that meets your inner spiritual needs is not so easy when there are no jobs to hop to. And as for that
8、 vacation: heres a permanent one, sunshine.In fact, compromise will be necessary on both sides. Net Geners will certainly have to lower some of their expectations and take the world as it is, not as they would like it to be. But their older bosses should also be prepared to make concessions. The eco
9、nomy will eventually recover, and demographic trends in most rich countries will make clever young workers even more valuable. Besides, many of the things that keep Net Geners happy are worth doing anyway. But for the moment at least, the Facebook-ers are under heavy criticism.1 In the eyes of the c
10、ritics of the Net Generation, the Net Geners are characterized as _.(A)aimless and incompetent(B) self-isolated and arrogant(C) self-centered and indulged(D)selfish and uncooperative2 According to Paragraph 2, Net Geners are not easy to manage in that _.(A)theyve attached too much importance to the
11、personal fulfillment(B) theyve been courageous enough to challenge the authorities(C) theyve had excessive confidence in themselves(D)theyve required excessive responses and goals3 The word “touchy-feely“ (Para. 3) most probably means _.(A)caring(B) cold-blooded(C) reckless(D)interesting4 We can lea
12、rn from the last paragraph that the author believes _.(A)Net Geners should give up their expectations(B) older bosses should give the Net Geners whatever they want(C) both Net Geners and bosses should face the reality(D)both Net Geners and bosses should learn to concede5 What is the authors attitude
13、 towards Net Geners?(A)Supportive.(B) Objective.(C) Biased.(D)Pessimistic.5 Superior customer service can be an essential source of strength as companies emerge from the recession, but managers need to understand the extent to which the consumer landscape has shifted. Weakened brands, customers easy
14、 access to information about vendors, and the erosion of barriers to switching a-mong competitors have combined to create a much more challenging environmentfor service, whether its outsourced or delivered in-house. Evidence shows that customers will no longer tolerate the rushed and inconvenient se
15、rvice 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 companies for service, they care most about two things: Is the frontline employee knowledgeable?
16、And is the problem resolved on the first call? Yet those factors often arent even on customer-service managers dashboards. Most service centers continue to measure time on hold and minutes per call, as they have for decades. Such metrics encourage agents to hurry through callsresulting in just the k
17、ind of experience customers dislike. More than half of the customers we surveyed across industries say theyve had a bad service experience, and nearly the same fraction think many of the companies they interact with dont understand or care about them. On average, 40% of customers who suffer through
18、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 satisfaction surveys, behavioral data collected through self-service channels, and recorded customer
19、-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 evaluating service, managers should measure across all channels the percentage of customer problems resolved w
20、ithin the first contact, determine what is at the root of problems that arent settled in one call, and make any necessary changes. They should also aim to have consistently high-quality interactions between customers and frontline employees. That may sound costly, but knowledge-management systems, s
21、peech 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 more. Our research indicates that, on the contrary, alienated customers often disappear without the sligh
22、test 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.6 Providing superior customer service now is more challenging mainly because _.(A)companies have just recovered from the ec
23、onomic recession(B) consumers can easily change vendors thanks to the Internet(C) customers prefer services delivered in-house to outsourced ones(D)consumers have come to demand satisfying customer services7 It is indicated in Paragraph 2 that _.(A)customers today are demanding and hasty(B) most cus
24、tomer-service managers are lazy(C) customer service needs to change with the times(D)customers surveyed dont care about the service8 We can infer from Paragraph 3 that companies _.(A)did not understand what customers experienced(B) did not record customer-agent conversations(C) did not allow agents
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