Q51 V31放狗
AWA 看到jj里有了 90%就是这样的是鸡精里25 bookstore那篇。 有家书店regional local bookstore，在卖书的同时也有开设餐厅，貌似是开放式可以让顾客看到cooking的过程的。书店的最近的profit 增加。然后说local bookstore看到了Internet seller 和 bookstore chains 采取了降价销售的方法来提升销量从而outsellcompetitors，所以local book store 就想也discount, 然后discountinue那个cooking来offset cost, 提升sales volume of books, 最后实现greater profit。
Q：1.有5个数，问这五个数的range是多少？ 一个条件是 最大的数是最小数的2倍，还有一个是最大的数是这五个平均数的7/5 我选了E都不能
2. 已知x小于等于y小于等于z小于等于s 问能否判断x大于等于30 条件1是x+y+z+s=150 条件2 是x大于等于s的3/4 我选了C连列可以
3. 就是jj212题给你一个表，是学生大学的费用由不同的人或者项目提供的，并且给出每个提供了多少钱，最后一列是总数，然后问你那个表的第一列（父母和家庭提供的费用）是总数的几分之几。这俩数都是六位数，并且不能约分！！！！！！只能用笔算 问最接近下面哪个数 ，答案是2/3，确定。
4.jj189 一道单位换算题 1acre=xxxx c 然后1c=xxxF 反正就是换算，但需要注意的是要平方！ 最后选的是1f=0.1acre
5.k=0.00004,下面哪个书最大 A 1/k B 1/2k C根号k 后面记不清了 反正选A就对了
6.两个数i和j平方和相加=20， 问i+j=? 答案6
7.说根号n是整数， 问下面有哪些的结果是另外一个整数的平方 A 9n B 4n+4根号n+1 反正就是这两个可以的 貌似选的是d 和jj一样
8.买$10披萨，可以挑三种花色（troppings）,有8种花色可挑，问三种花色不重复，买$10披萨，可以有几种选法 我选的是56 （个人感觉不用再排列去×P33的 虽然选项里有366）
9.以下哪个equivalent to丨2x+3丨＞0？ 选A x不等于-3/2 jj145题
10.有一个说股票前几年的closing price的range是r,然后6星期前的股票closing price是p，问一星期前股票的closing price可能是多少
A p-0.7r （反正小于1r，数字模糊）
B p-2r C D p+4r E p+5r
只记得只有一个答案是小于r的 不是A就是C 然后我以为历年range为r 所以不能超过r 就选了唯一一个小于r的数字
我遇到的和jj有点出入 应该选那个p-1/2r 其实只要选p-r到p+r范围里的就好了
11. jj112一个运动会 有80瓶饮料 然后给一堆运动员分，每个人必须分一样多的饮料，然后告诉你剩下的饮料比运动员的人数多还是少4，然后问你运动员不可能是多少人。（是不可能哦）
然后选项是：
A。12 B。14 C。17 D。24 E。28 应该选那个24的 原构筑可能记错了
还有一些jj确认的我就不放了，但还是强调一下考场自己要再做一遍，除非实在有点晕菜再参考jj吧
verbal的 遇到三篇jj的 一个是鸟类灭绝红绿皮书的 文章蛮长的 一屏多 而且问题都不简单（当然楼主是个verbal渣事先说明） 有道题把第一段全部高亮了 问第一段的写作思路是什么。。。 选项忘了
还有一篇是share information的 就是以下文章的缩减版 出入非常之小 大家认真看！题目我不放了 怕误导
Create Colleagues, Not CompetitorsIfmanagers want their employees to share information, why do they encourage themto hoard it by rewarding competition among them? My colleagues ErikBrynjolfsson at MIT and Nat Bulkley at the University of Michigan and I havebeen studying knowledge sharing and productivity in the executive recruitingindustry. We asked 71 employees, from partners to IT staff, at three recruitingfirms about their compensation structures and their attitudes toward sharinginformation with colleagues, and we tracked their individual contract revenuesand the e-mail activity among them. We found, as predicted by economic theory,that the people rewarded for individual performance shared information least;the people rewarded for team performance shared more; and the people rewardedfor company performance shared most. In each case, the degree of sharingreflected the sharer’s self-interest. Ifcompensation is linked to one’s performance relative toothers, then employees are likely to hoard information to both maximize theirown performance and undermine (or, at least, not benefit) others. But ifrewards are tied to firm performance, then individuals stand to gain most fromactivities—like free knowledge sharing—that benefit the company. This effect is demonstrated in the exhibitat right, which shows the network of e-mail traffic in a recruiting firmcomposed of two offices. Though this firm, overall, shared information to amoderate degree (as measured by the volume of e-mail among employees), theemployees in office 1, on the left side of the network, were rewardedprincipally for organizational performance. The employees in office 2, on theright, were rewarded principally for individual performance. It’s clear which office shared more. Though most executives intuitively graspthe relationship between incentives and knowledge sharing, it’s surprising how many companies—even those where knowledge sharing is critical—still emphasize rewards for individual performancerather than encourage team or firm performance. They turn colleagues intocompetitors. Most white-collar, up-or-out incentive schemes in law, accounting,management-consulting, and other fields rank employees on a few indicators suchas sales volume or hours billed, and then reward those at the top. Lines of Communication Consider IBM’s experience over the past 15 years. Before Lou Gerstner arrived,more than three-quarters of IBM’s bonuses were based onindividual performance—and the company was almostparalyzed by fiefdoms. But Gerstner made it clear he would reprimand or fireanyone who refused to share valuable information. Executive compensation becamemore team based, and management invoked Gerstner’s name and fearsome reputation to win compliance among recalcitrantemployees. The result was improved information flow, which contributedsignificantly to IBM’s enormous growth during the1990s. Our research confirms that aligningincentives with team or firm performance effectively enhances information flow.But as IBM’s experience shows, if youwant to maximize sharing, sometimes inducements to share are best coupled withdeterrents to hoarding 还考到了印第安文化的那什么。。。不过记不得了 建议大家考场还是仔细看看文章
然后jj里没看到的好像是说细菌的 大部分人都认为bacteria无所不在 所以不太会遭遇extinction 但事实上我们要对一些细菌做protection 然后说理由blablabla 还提到了和higher organism symbiosis 对不起实在失忆了 看看能否考古。。。。
逻辑太渣实在回忆不起来了。。。。
语法感觉不是很难
基本就这样吧
亲们加油！！！~
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发表于 2015-8-28 00:57:39
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