[考研类试卷]考研英语(阅读)模拟试卷266及答案与解析.doc
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1、考研英语(阅读)模拟试卷 266 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 Organizations and societies rely on fines and rewards to harness peoples self-interest in the service of the common good. The threat of a ticket keeps d
2、rivers in line, and the promise of a bonus inspires high performance. But incentives can also backfire, diminishing the very behavior theyre meant to encourage.A generation ago, Richard Titmuss claimed that paying people to donate blood reduced the supply. Economists were skeptical, citing a lack of
3、 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 businesses should take note.Experimental economists have found that offering to pay women for donating blo
4、od 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 with economic incentives can backfire when they undermine what Adam Smith called “the moral sentiments
5、.“ 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 be a certain kind of person. People desire to be esteemed by others and to be seen as ethical and dign
6、ified. And they dont 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. Incentives also run into trouble when they signal that the employer mistrusts the employee or is greedy. Close
7、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 were being self-interested or civic-minded, manipulated or trusted, and they can implysometimes wronglywhat
8、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 diminish our ethical sensibilities.This does not mean its impossible to appeal to self-interested and ethi
9、cal 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-spiritedness. The small tax on plastic grocery bags enacted in Ireland in 2002 that resulted in their virtual elim
10、ination 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 anachronisms.1 From the first two paragraphs, we know that(A)organizational and social progresses depend on eco
11、nomic incentives.(B) economic incentives actually discourage people to behave well.(C) economists didnt agree with Titmuss for the lack of empirical evidence(D)economists now prompt businesses to note down Titmusss claim.2 According to experimental economists,(A)more money is offered, fewer people d
12、onate 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 moral sentiments“.3 We know from the text that incentives are characterized as(A)counterproductive.(B) manipulating.(C) implicative.
13、(D)effective.4 The small tax on plastic grocery bags in Ireland is mentioned to show that(A)Ireland is determined to eliminate plastic pollution.(B) incentive policies by the government are more effective.(C) incentives can harness egoism and inspire altruism.(D)monetary punishments usually have mor
14、al implications.5 The text intends to tell us that(A)businesses might as well put economic incentives to fuller play.(B) incentives have more negative influences than positive ones.(C) money is not everything, instead, there is always something else.(D)incentives may go wrong when they clash with “t
15、he moral sentiments“.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 access to information about vendors, and the erosion
16、 of barriers to switching a-mong competitors have combined to create a much more challenging environment for service, whether its outsourced or delivered in-house. Evidence shows that customers will no longer tolerate the rushed and inconvenient service that has become all too common. Instead, they
17、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? And is the problem resolved on the first call? Yet t
18、hose 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 kind of experience customers dislike. More than half
19、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 bad experiences stop doing business with the offendi
20、ng 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-agent conversations. In addition, companies must re
21、vise 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 within the first contact, determine what is at the ro
22、ot 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, speech recognition for automated calls, and other tec
23、hnologies 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 slightest warning. And as companies rebuild themselves af
24、ter 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 economic recession.(B) consumers can easily change vendor
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