| MBA易错题（2019/8/2） |
| 第1题：There (1) not one type of reading but several according to your reasons for reading. To read carefully, you have to (2) your reading speed and technique (3) your aim (4) reading. Skimming is a technique necessary for quick and efficient reading. When skimming, you (5) the reading (6) quickly in order to get the (7) of it, to know how it is organized, (8) an idea of the tone or the intention of the writer. Skimming is (9) an activity which (10) an overall view of the text and (11) a definite reading competence. Skimming doesn’t need reading all the material, but it doesn’t mean that it is an (12) skill for the lazy, because it need a high degree of alertness and concentration. When you read, you usually start with (13) understanding and move towards detailed understanding rather than working the other way rounD、But (14) is also used after you have already carefully studied and you need to (15) the major ideas and concepts. In order to be able to skim quickly and (16) through a text, you should know where to look for what you want. In preview skimming you read the introductory information, the headings and subheadings, and the summary, if one is provideD、 (17) this skimming, decide whether to read the material more thoroughly, and select the appropriate speed (18) you reaD、 The same procedure (19) for preview skimming could also be used to get an overview.Another method would be to read only key words. This is done by omitting the unnecessary words, phrases, and sentences. In order to skim efficiently and fulfill your purpose, (20) practice is necessary. [A] is[B] are [C] was[D] were |
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| 第2题：{{B}}练习二十{{/B}} Conservatism in financing. The companies did not risk their capital gratuitously. They understood the meaning of money in an old-fashioned way; they knew the usefulness of spare cash in the kitty. Money in hand allowed them to snap up options when their competitors could not. They did not have to convince third-party financiers of the attractiveness of opportunities they wanted to pursue. Money in the kitty allowed them to govern their growth and evolution. Sensitivity to the world around them. Whether they had built their fortunes on knowledge (such asDupont’s technological innovations) or on natural resources (such as the Hudson’sBayCompany’s access to the furs ofCanadian forests), the living companies in our study were able to adapt themselves to changes in the world around them.As wars, depressions, technologies, and politics surged and ebbed, they always seemed to excel at keeping their feelers out, staying attuned to whatever was going on. For information, they sometimes relied on packets carried over vast distances by portage and ship, yet they managed to react in a timely fashion to whatever news they receiveD、They were good at learning and adapting. Awareness of their identity. No matter how broadly diversified the companies were, their employees all felt like parts of a whole. LordCole, chairman of Unilever in the 1960s, for example, saw the company as a fleet of ships.Each ship was independent, but the whole fleet was greater than the sum of its parts. The feeling of belonging to an organization and identifying with its achievements is often dismissed as soft.But case histories repeatedly show that a sense of community is essential for long-term survival. Managers in the living companies we studied were chosen mostly from within, and all considered themselves to be stewards of a longstanding enterprise. Their top priority was keeping the institution at least as healthy as it had been when they took over. Tolerance of new ideas. The long-lived companies in our study tolerated activities in the margin: experiments and eccentricities that stretched their understanding. They recognized that new businesses may be entirely unrelated to existing businesses and that the act of starting a business need not be centrally controlleD、W.R. Grace, from its very beginning, encouraged autonomous experimentation. The company was founded in 1854 by an Irish immigrant in Peru and traded in guano, a natural fertilizer, before it moved into sugar and tin.Eventually, the company established PanAmericanAirways. Today it is primarily a chemical company, although it is also the leading provider of kidney dialysis services in the United States. By definition, a company that survives for more than a century exists in a world it cannot hope to control. Multinational companies are similar to the long-surviving companies of our study in that way. The world of a multinational is very large and stretches across many cultures. That world is inherently less stable and more difficult to influence than a confined national habitat. Multinationals, like enduring companies, must be willing to change in order to succeeD、 These four traits form the essential character of companies that have functioned successfully for hundreds of years. Given this basic personality, what priorities do the managers of living companies set for themselves and their employees |
| 第3题：One of the most eminent of psychologists,Clark Hull, claimed that the essence of reasoning lies in the putting together of two ’behavior segments’ in some novel way, never actually performed before, so as to reach a goal. Two followers ofClark Hull, Howard and Tracey Kendler, (21) a test for children that was explicitly based onClark Hull’s principles. The children were given the (22) of learning to operate a machine so as to get a toy. In order to succeed they had to go through a two-stage (23) . The children were trained on each stage (24) . The stages consisted merely of pressing the correct one of two buttons to get a marble; and of (25) the marble into a small hole to release the toy. The Kendlers found that the children could learn the separate bits readily enough. (26) the task of getting a marble by pressing the button they could get the marble; given the task of getting a toy when a marble was handed to them, they could use the marble.All they had to do was put it in a hole.) (27) they did not for the most part ’integrate’, to use the Kendlers’ terminology. They did not press the button to get the marble and then (28) without further help to use the marble to get the toy. So the Kendlers concluded that they were incapable of deductive (29) . The mystery at first appears to deepen when we learn, from (30) psychologist, MichaelCole, and his colleagues, that adults in anAfrican culture apparently cannot do the Kendlers’ task either.But it lessens, (31) when we learn that a task was devised which was (32) to the Kendlers’ one but much easier for theAfrican males to handle. (33) the button-pressing machine,Cole used a locked box and two (34) colored match-boxes, one of which contained a key that would open the box. Notice that there are still two (35) segments--"open the right matchbox to get the key" and "use the key to open the box"--so the task seems formally to be (36) But psychologically it is quite different. Now the subject is dealing not with a strange machine but with familiar meaningful objects; and it is clear to him what he is meant to do. It then (37) that the difficulty of integration is greatly reduceD、 Recent work by Simon Hewson is of great interest here for it shows that, for young children, (38) , the difficulty lies not in the (39) processes which the task demands, but in certain perplexing features of the apparatus and the procedure. When these are changed in ways which do not at all affect the inferential nature of the problem, then five-year-old children solve the problem (40) college students did in the Kendlers’ own experiments. A、Apart fromB、Thanks toC、Instead of D、Except for |
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| 第4题：When theAmerican economy was running full tilt two years ago, few places were as breathlessly delighted as Seattle. Its port was thronged with ships bringing goods fromAsi A、TheBoeingCompany could barely keep up with demand for its airliners. Microsoft was hiring hordes of software engineers.After each rain shower, another Internet millionaire sprang up. Here was a city that had it all--OldEconomy, NewEconomy, Not-Yet-InventedEconomy. Now it has all gone sour. The past 12 months have been a non-stop succession of disappointments.Boeing’s headquarters decamped toChicago. The Internet economy popped alike a balloon in a nail factory, taking with it once promising local ventures such as Homegrocer.com and leaving can’t-possibly-miss companies such as drugstore.com barely hanging on.And an already troubledBoeing was hit even harder after September 11th both by a steep drop in airliner orders and by losing a $ 200 billion Joint Strike Fighter contract to Lockheed Martin. Washington State, battered by what is happening in Seattle, now has the highest unemployment rate in the United States--6.6% compared with 5.4% in the country as a whole. Right behind it is next-door Oregon, another former boom state, with 6.5% of its workforce out of a job, the country’s second worst figure. In Oregon, manufacturing’s collapse has caused the loss of nearly 30,000 jobs in a year, those hit range from Freightliner, a maker of heavy lorries, to high-tech companies such as Intel and Fujitsu. What makes the current plunge so painful is that every part of the economy seems to have stepped into an open manhole at the same time. Three years ago, whenBoeing began to remove more than 20,000 people thatBoeing expects to lay off by the middle of 2002 have to compete with unemployed workers not just from the high-tech industry but from construction work and even the retail sector. Portland now has more jobless than the other parts of Oregon: the opposite of how things were years ago. Even worse, the Pacific north west’s downturn, as well as being deeper than the rest of the country, may also last longer. One reason for fearing this isBoeing’s continuing woes. NowadaysBoeing accounts for less than 5% of employment in the Seattle area, down from 9% two decades ago.But it remains the foundation on which the rest is built. Its network of suppliers and subcontractors gives it a far stronger multiplier effect than, say, Microsoft, which is more an island of prosperity than a center of weB、The chances are thatBoeing will not really bounce back until the assumed revival in air travel persuades airline companies to start buying plenty of aircraft again.And that may not be until 2003. What can be inferred in the passage concerningBoeing A、Its headquarter has been moved fromChicago to Seattle. B、It’s to be blamed for the economic depression in Washington. C、Boeing itself is having a hard time. D、It’s expected to have a revival in the year 2003. |
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| 第5题： 利润表是反映企业在一定时期内经营成果的报表。从利润表中，我们不能获得的信息是：( )。 A．企业的短期偿债能力 B．评价企业的偿债能力 C．预测企业未来的现金流量 D．考评企业管理当局的经营业绩，为利润分配提供依据 |
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