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标题: 请教OG阅读:欢迎大家参与讨论并给予指点(OG-3) [打印本页]

作者: IBMDELL2    时间: 2004-11-19 10:54
标题: 请教OG阅读:欢迎大家参与讨论并给予指点(OG-3)

我在总结考点的时候发现passage3中第13题问的是中心思想,第18题问的又是primary object。


请问:第一,二者的区别是什么?(因为要我看其实质一样,都是主题型考点)


         第二,从OG给出的正确答案看,是否将13题和18题的答案综合起来就是本文的主题概


                   括?如果还不是,那么NN是否可以给出主题概括?


请大家帮忙解答,谢谢!


[此贴子已经被作者于2004-11-30 22:13:47编辑过]

作者: wangyu73cn    时间: 2004-11-19 16:16

将文章和问题、解释贴出,供大家研究。看不出太大的区别。


可能ETS只是想让我们知道主题题可以有不同的提问和选项方式吧。第一问的选项是句子,第二问是句子的后半部分,以动词开始。同时,有点感觉是,第一问是主要内容,第二问是中心思想,虽然第一问用central idea, 第二问用primary objective。


哈哈,有点像小学课本的问题啊,我小学到高中的语文就没学好,对不起语文老师。到了gmat这里终于有机会补补课了。可能不仅仅是补习,还学到了原先学不到的东东吧。还是请大家再看看吧。也许哪位当过小学老师,可以解答。



Passage 3


Federal efforts to aid minority businesses began in the



1960’s when the Small Business Administration (SBA)



began making federally guaranteed loans and govern-



ment-sponsored management and technical assistance



(5) available to minority business enterprises. While this



program enabled many minority entrepreneurs to



form new businesses, the results were disappointing,



since managerial inexperience, unfavorable locations,



and capital shortages led to high failure rates. Even 15



(10) years after the program was implemented, minority



business receipts were not quite two percent of the national



economy’s total receipts.



Recently federal policymakers have adopted an



approach intended to accelerate development of the



(15) minority business sector by moving away from directly



aiding small minority enterprises and toward supporting



larger, growth-oriented minority firms through interme-



diary companies. In this approach, large corporations



participate in the development of successful and stable



(20) minority businesses by making use of government-



sponsored venture capital. The capital is used by a



participating company to establish a Minority Enterprise



Small Business Investment Company or MESBIC. The



MESBIC then provides capital and guidance to minority



(25) businesses that have potential to become future suppliers



or customers of the sponsoring company.



MESBIC’s are the result of the belief that providing



established firms with easier access to relevant manage-



ment techniques and more job-specific experience, as



(30) well as substantial amounts of capital, gives those firms



a greater opportunity to develop sound business founda-



tions than does simply making general management



experience and small amounts of capital available.



Further, since potential markets for the minority busi-



(35) nesses already exist through the sponsoring companies,



the minority businesses face considerably less risk in



terms of location and market fluctuation. Following



early financial and operating problems, sponsoring



corporations began to capitalize MESBIC’s far above



(40) the legal minimum of $500,000 in order to generate



sufficient income and to sustain the quality of manage-



ment needed. MESBIC’c are now emerging as increas-



ingly important financing sources for minority enter-



prises.



(45) Ironically, MESBIC staffs, which usually consist of



Hispanic and Black professionals, tend to approach



investments in minority firms more pragmatically than



do many MESBIC directors, who are usually senior



managers from sponsoring corporations. The latter



(50) often still think mainly in terms of the “social responsi-



bility approach” and thus seem to prefer deals that are



riskier and less attractive than normal investment criteria



would warrant. Such differences in viewpoint have pro-



duced uneasiness among many minority staff members,



(55) who feel that minority entrepreneurs and businesses



should be judged by established business considerations.



These staff members believe their point of view is closer



to the original philosophy of MESBIC’s and they are



concerned that, unless a more prudent course is fol-



lowed, MESBIC directors may revert to policies likely



to re-create the disappointing results of the original SBA



approach.






13. Which of the following best states the central idea of the passage?



(A) The use of MESBIC’s for aiding minority entrepreneurs seems to have greater potential for success than does the original SBA approach.



(B) There is a crucial difference in point of view between the staff and directors of some MESBIC’s.



(C) After initial problems with management and marketing, minority businesses have begun to expand at a steady rate.



(D) Minority entrepreneurs wishing to form new businesses now have several equally successful federal programs on which to rely.



(E) For the first time since 1960, large corporations are making significant contributions to the development of minority businesses.






18. The author’s primary objective in the passage is to



(A) disprove the view that federal efforts to aid minority businesses have been ineffective



(B) explain how federal efforts to aid minority businesses have changed since the 1960’s



(C) establish a direct link between the federal efforts to aid minority businesses made before the 1960’s and those made in the 1980’s



(D) analyze the basis for the belief that job-specific experience is more useful to minority businesses than is general management experience



(E) argue that the “social responsibility approach” to aiding minority businesses is superior to any other approach






13.



A is the best answer. The passage begins by indicating that the results of the SBA approach to aiding minority entrepreneurs “were disappointing” (line 11). Lines 62-64 state that “MESBIC’s are now emerging as increasingly important financing sources for minority enterprises.” Much of the passage is devoted to supporting the author’s view that MESBIC’s have the greater potential for success, and the last sentence in the passage confirms this view.


18.



B is the best answer. The passage describes efforts undertaken in the 1960’s to the minority businesses and then describes MESBIC’s , a newer approach to such efforts.






[此贴子已经被作者于2004-11-22 23:51:43编辑过]

作者: IBMDELL2    时间: 2004-11-20 17:30

还是Wangyu GG想得比较周到,谢谢!


各位NN赶紧看过来呀,帮忙出出主意啊


作者: IBMDELL2    时间: 2004-11-22 22:05

啊?怎么没有人回答啊?郁闷啊......


作者: IBMDELL2    时间: 2004-11-25 14:07
以下是引用wangyu73cn在2004-11-19 16:16:00的发言:

将文章和问题、解释贴出,供大家研究。看不出太大的区别。


可能ETS只是想让我们知道主题题可以有不同的提问和选项方式吧。第一问的选项是句子,第二问是句子的后半部分,以动词开始。同时,有点感觉是,第一问是主要内容,第二问是中心思想,虽然第一问用central idea, 第二问用primary objective


哈哈,有点像小学课本的问题啊,我小学到高中的语文就没学好,对不起语文老师。到了gmat这里终于有机会补补课了。可能不仅仅是补习,还学到了原先学不到的东东吧。还是请大家再看看吧。也许哪位当过小学老师,可以解答。


wangyu GG恐怕我不能苟同你的意见啊。我认为:第13题是问中心思想,人家用central idea是有道理的,第18题是问文章的主旨,换句话说就是写这篇文章的主要目的,因此人家才会用objective这个词。从实质上讲,这两个问题的侧重点是不一样的,虽然同属于主题题型。不知wangyu GG以及各位NN是否同意我这种说法?


还有一点,wangyu GG觉得这个是小学或者初中语文问题那就对了。我们现在学GMAT不就是在学语文吗?只不过是英语语文罢了。仔细想想,分析文章结构、归纳每段大意、提炼中心思想、找主题句、分析句子结构、语法改错、写作文等等,不都是我们从小学开始一直到中学的语文课的内容吗?我们就是通过准备GMAT考试提高自己对英语语言的综合运用能力,这样才可以到了学MBA的时候不至于对着那一堆一堆的、有可能是自己从来没有接触过的专业材料苦不堪言了。


总之,还是要谢谢wangyu GG的帮助。这段时间我反复琢磨这两道题,今天看到他的新comments以后突然有了新思路,就把想到的都写下来了,请各位指正。


[此贴子已经被作者于2004-11-25 14:07:50编辑过]

作者: 流沙    时间: 2004-11-26 14:54

我也认为这两道题目问的都是主题型,但侧重点不一样。如果仔细看过og的rc部分最前面的内容,也就是buddyk推荐的rc总纲,对主题型的出题方式会有所了解。

至于为什么一篇文章会出两道类似的题目,我的理解是,og的题目是从题库里抽出来的,而题库里面同种类型的题目可以有好几种不同问法的,所以碰到类似的题目就很正常。如果做过xdf的补充教材的题目,就会发现类似的题目更多。


作者: IBMDELL2    时间: 2004-11-26 16:04
感谢流沙版主的指点!
[此贴子已经被作者于2004-11-26 16:04:53编辑过]

作者: IBMDELL2    时间: 2004-11-29 15:06
标题: 还有一个关于og 3的问题

我还想补充问一个问题:各位认为这篇文章(og 3)从具体套路来讲,是属于哪一类?(新老观点对比型、现象解释型、问题解决型、结论解释性?)这个我有点拿不准。


谢谢!


[此贴子已经被作者于2004-11-29 15:06:18编辑过]

作者: skidals    时间: 2004-11-29 21:04
新老观点,确切的说是新老做法对比
作者: IBMDELL2    时间: 2004-11-30 10:02
有道理,谢谢skidals指点!
作者: IBMDELL2    时间: 2004-11-30 22:27
标题: 接着请教:OG 4

原文如下:


Passage 4
The majority of successful senior managers do not
closely follow the classical rational model of first clari-
fying goals, assessing the problem, formulating options,
estimating likelihoods of success, making a decision,
(5) and only then taking action to implement the decision.
Rather, in their day-by-day tactical maneuvers, these
senior executives rely on what is vaguely termed “intu-
ition” to mangage a network of interrelated problems
that require them to deal with ambiguity, inconsistency,
(10) novelty, and surprise; and to integrate action into the
process to thinking.
Generations of writers on management have recog-
nized that some practicing managers rely heavily on
intuition. In general, however, such writers display a
(15) poor grasp of what intuition is. Some see it as the oppo-
site of rationality: others view it as an excuse for ca-
priciousness.
Isenberg’s recent research on the cognitive processes
of senior managers reveals that managers’ intuition is
(20) neither of these. Rather, senior managers use intuition
in at least five distinct ways. First, they intuitively sense
when a problem exists. Second, managers rely on intu-
ition to perform well-learned behavior patterns rapidly.
This intuition is not arbitrary or irrational, but is based
(25) on years of painstaking practice and hands-on experi-
ence that build skills. A third function of intuition is to
synthesize isolated bits of data and practice into an inte-
grated picture, often in an “Aha!” experience. Fourth,
some managers use intuition as a check on the results
(30) of more rational analysis. Most senior executives are
familiar with the formal decision analysis models and
tools, and those who use such systematic methods for
reaching decisions are occasionally leery of solutions
suggested by these methods which run counter to their
(35) sense of the correct course of action. Finally, managers
can use intuition to bypass in-depth analysis and move
rapidly to engender a plausible solution. Used in this
way, intuition is an almost instantaneous cognitive
process in which a manager recognizes familiar patterns.
(40) One of the implications of the intuitive style of execu-
tive management is that “thinking” is inseparable from
acting. Since managers often “know” what is right
before they can analyze and explain it, they frequently
act first and explain later. Analysis is inextricably tied
(45) to action in thinking/acting cycles, in which managers
develop thoughts about their companies and organiza-
tions not by analyzing a problematic situation and then
acting, but by acting and analyzing in close concert.
Given the great uncertainty of many of the manage-
(50) ment issues that they face, senior managers often insti-
gate a course of action simply to learn more about an
issue. They then use the results of the action to develop
a more complete understanding of the issue. One impli-
cation of thinking/acting cycles is that action is often
(55) part of defining the problem, not just of implementing
the solution.



22. According to the passage, the classical model of decision analysis includes all of the following EXCEPT
(A) evaluation of a problem
(B) creation of possible solutions to a problem
(C) establishment of clear goals to be reached by the decision
(D) action undertaken in order to discover more information about a problem
(E) comparison of the probable effects of different solutions to a problem


D is the best answer. The question requires you to recognize which of the choices is NOT mentioned in the passage as a component of the classical model of decision analysis. Only this choice, “action undertaken in order to discover more information about a problem,” does not appear in the passage.


请问各位解答这道题时是如何找相应的信息点的?是从全文来看,还是仅从第一段来判断?我理解,选项D中in order to后面的表述不对,若改为in order to implement the decision就对了。你们觉得呢?


作者: philikittist    时间: 2004-12-1 01:14

其实可以不用回头去定位再找答案,因为这篇文章中心就是向我们介绍所谓经典模式和实际工作中高级经理人采用得模式有什么不同。经典模式就是先计划后实施,而这些有经验的经理人,是更多依靠直觉,常常在有计划前先实践一下从而帮助计划的制定。

D说用action来收集信息,显然是个“离经叛道”的做法,不用去回头找abce的出处,因为显然他们都是符合传统规则的。

其实不用去想怎么改就是对了。因为文章就是两种模式的:主要介绍senior manager的方式,以classic方式为参照。出这种题一定是把二者混淆在一起出,不会只是在表达上动脑筋。

还有,其实iceberg最好把你的帖子拆开。表明og 3或og 4。便于大家查寻。谢谢


作者: IBMDELL2    时间: 2004-12-1 09:51

谢谢蒙面侠的指点!


此外,我也觉得是应该把帖子分开,下次一定。






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