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之前大家对揽瓜阁精读的反馈很好，就想着自己的时间开始把一些精读的文章根据JJ出题目～ 然后focus上线，IR需求 大家也大。就想着 把揽瓜阁的阅读 逻辑 IR 都放在这贴里打卡
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1.CR
A hospital currently has a policy where each nurse is responsible for ten patients. A new regulation has been proposed to change this ratio to one nurse for every five patients. The hospital administration argues that this change will require hiring additional nurses from other regions. Which of the following, if true, most weakens the administration's argument?
A. Other hospitals in the region are also experiencing a shortage of nurses.
B. The hospital can reduce the average length of patient stays to manage with the current nursing staff.
C. The hospital is planning to use advanced medical technology to reduce the workload on nurses.
D. There has been a recent increase in nursing school graduates in the region.
E. The hospital has the financial resources to hire additional staff if needed.
In a village that relies heavily on fishing, a rule was established permitting only village residents to fish in the local lake. Due to the lake's abundance of fish, there were instances of outsiders coming at night to fish illegally. The villagers formed a patrol team to monitor the lake daily and the government confiscated equipment from those caught fishing illegally. The village now believes these measures will effectively prevent future fish theft. Which of the following, if true, most weakens this belief?
A. The roads to the village have been significantly improved, allowing quicker access to the lake.
B. Advanced fishing technology is becoming increasingly affordable and accessible.
C. The local government has implemented stricter penalties for those caught fishing illegally.
D. Fish stocks in the lake have been declining in recent years due to environmental changes.
E. The demand for fish in the market has significantly increased, raising the price and potentially incentivizing illegal fishing.
答案:
BE
2. RC
HAVING spent a decade in feverish re~ organisation, downsizing, de-layer-ing. re-engineering and so on, many companies are having to cast around for a new source of competitive advantage. Repetitive slimming can, after all. turn into debilitating anorexia. And as they ask what positive strategies they should try next. a striking number are coming up with the same answer: “globalisation".
Come again? As a slogan. globalisation is the stalest of buns. Lenin made a living complaining about it a century ago. In the 19605 every American firm worth its salt talked about being a "multinational". In the 1980s “globalisation" was a buzzword that launched a thousand strategies. For years. management gurus have pontificated on “the borderless corporation.“ Yet today's globalising firms are much more significant than their predecessors. for two reasons.
One is that there are so many of them. The number of “transnational corporations" in the world‘s 14 richest cottntries has more than tripled in the past 25 years. from 7,000 in 1969 to 24.000 today. according to the United Nations Conference on Trade and Development. The world now boasts a total of 37.000 transnational companies, which control about a third ofall private»sector assets. and enjoy worldwide sales of about $5.5 trillionaslightly less than America's GDP last year. American firms‘ revenues from manufacturing abroad are now twice their export earnings.
This all adds up to an impressive array of dots on the map. Yet many dots may be no more than distribution or assembly points for products manufactured in the home country. The second thing that is different about the current round of globalisation could change this. Its aim is to pit all a firm's resources, wherever they are. against its competitors. That means not only moving production facilities around to benefit from the quickest brains or the cheapest hands. but also breaking down internal barriers to the free movement of people and. particularly. of ideas.
The “multicultural multinational". as some are calling this new animal, is based on two ideas about modern business life.First. that innovation is the key to success. An organisation that relies on one culture for its ideas and treats foreign subsidiaries as dumb production-colonies might as well hire subcontractors. Second, that technology is slowly making the world seem smaller. It is now possible for software writers in Bangalore and Palo Alto to work together on programs, even if the programs then have to be specially tailored for local markets.
This has big implications for company management. AT&T admits that global reorganization accounted for most of the colossal $347m it paid in fees to consultants last year. Gillette. an American consumer-goods firm, likens its new global management system to operating in “over 500 states". Ford has just embarked on a colossal plan to turn itself into a borderless firm.
Matsushita's president. Yoichi Morishita. recently warned the Japanese electronics giant‘s managers that in order “to become a truly global company, we have to have diversity in top management". Sony now aims to give the top job in each of its subsidiaries to a manager from the host country; since 1989 it has appointed three foreigners to its board of directors.
European firms have done better. But they are also more realistic about their progress. “There are very few multicultural multinationals: the truly global multicultural company does not yet exist.“ David dc Pury. co-chairman of Asea Brown Boveri (A1313), a Swedish-Swiss electrical-engineering giant. flatly informed a recent international management symposium at St Gallen in Switzerland. He pointed out that few multinationals produce more than 20“u of their goods and services outside their immediate or wider home market: that most boards come predominantly from one culture; and that few multinationals are ready to let their shareholder base become as global as their business.
This dismissal is the more striking in coming from ABB, a firm with a board of eight directors from four different nationalities: an executive committee of eight people from five countries; English as its corporate language; and financial results reported in dollars. Perhaps only Royal Dutch/Shell—another European giant of mixed parentage. which has some 38 nationalities in its London head office—can claim to have ad vanced so far down the multicultural route. What chance is there then for big American or japanese firms that think globalisation simply means having occasional board meetings in London or Paris?
1. The author's primary purpose in writing this passage is to:
A. Highlight the importance of innovation in modern business practices
B. Describe the evolution and distinguishing features of contemporary globalization
C. Advocate for the adoption of a multicultural approach in multinational corporations
D. Critique the lack of diversity in the top management of global firms
E. Analyze the role of technology in facilitating cross-border collaboration
2. The passage suggests that the current wave of globalization differs from previous iterations in that:
A. It emphasizes the strategic allocation of resources to gain a competitive edge
B. It prioritizes cost-cutting measures and organizational restructuring
C. It relies heavily on outsourcing production to foreign subsidiaries
D. It has led to a significant increase in the number of transnational corporations
E. It advocates for a homogeneous corporate culture across all global operations
3. According to the passage, which of the following is NOT a characteristic of the "multicultural multinational"?
A. A belief in the importance of innovation for business success
B. A recognition of technology's role in making the world more interconnected
C. An emphasis on maintaining a single corporate culture across all subsidiaries
D. A willingness to allow the free movement of people and ideas within the organization
E. An openness to collaborating across borders on projects and initiatives
4. The author's mention of David de Pury's comments at the management symposium serves to:
A. Highlight the success of European firms in adopting a multicultural approach
B. Suggest that the concept of a truly global multicultural company is still an ideal rather than a reality
C. Criticize the lack of diversity in the top management of multinational corporations
D. Emphasize the importance of allowing a firm's shareholder base to become as global as its business operations
E. Illustrate the challenges faced by American and Japanese firms in their globalization efforts
5. Based on the information provided in the passage, which of the following companies is LEAST likely to be considered a "multicultural multinational"?
A. A firm with a board of directors comprising individuals from multiple nationalities
B. A company that reports its financial results in a single global currency
C. An organization that treats its foreign subsidiaries as equal partners in innovation
D. A corporation that relies on a single culture for its ideas and decision-making
E. A firm that allows for the free movement of people and ideas across its global operations
6. The author's attitude towards the globalization efforts of American and Japanese firms can best be described as:
A. Optimistic about their potential for success
B. Neutral and objective in his assessment
C. Skeptical of their ability to truly embrace a multicultural approach
D. Dismissive of their current strategies and practices
E. Uncertain due to a lack of sufficient evidence
7. The passage implies that the "debilitating anorexia" mentioned in the first paragraph is a result of:
A. The excessive focus on globalization strategies
B. The failure to innovate and generate new ideas
C. The repeated implementation of cost-cutting measures
D. The lack of diversity in top management positions
E. The inability to effectively leverage technology for collaboration
8. Which of the following can be inferred from the passage about the relationship between globalization and a firm's shareholder base?
A. Most multinational corporations have successfully globalized their shareholder base
B. Globalizing a firm's shareholder base is essential for achieving a true multicultural approach
C. American and Japanese firms are more likely to have a global shareholder base than their European counterparts
D. The globalization of a firm's shareholder base often precedes the globalization of its business operations
E. Few multinational corporations are prepared to allow their shareholder base to become as global as their business operations
1. 答案: B。通过分析全文,可以看出作者的主要目的是描述当代全球化的演变和独特特征。文章没有重点强调创新的重要性(A)、倡导跨国公司采用多元文化方法(C)、批评全球公司高层管理缺乏多样性(D)或分析技术在促进跨境合作方面的作用(E)。
2. 答案: A。文章表明,当前的全球化浪潮与以前的全球化不同之处在于,它强调战略性地分配资源以获得竞争优势。文章没有表明当前的全球化侧重于削减成本和组织重组(B)、严重依赖外包生产(C)、导致跨国公司数量显著增加(D)或主张在所有全球业务中保持同质的企业文化(E)。
3. 答案: C。根据文章,强调在所有子公司保持单一企业文化并不是"多元文化跨国公司"的特征。文章提到"多元文化跨国公司"的特征包括重视创新(A)、认识到技术使世界更加互联(B)、允许组织内部人员和思想的自由流动(D)以及愿意跨境合作(E)。
4. 答案: B。作者提到David de Pury在管理研讨会上的评论,是为了表明真正的全球多元文化公司仍然是一个理想,而不是现实。他的评论并没有突出欧洲公司在采用多元文化方面的成功(A)、批评跨国公司高层管理缺乏多样性(C)、强调允许公司股东基础与其全球业务一样全球化的重要性(D)或说明美国和日本公司在全球化努力中面临的挑战(E)。
5. 答案: D。根据文章提供的信息,一个依赖单一文化来获取创意和决策的公司最不可能被视为"多元文化跨国公司"。其他选项,如拥有来自多个国家的董事会成员(A)、以单一全球货币报告财务结果(B)、将外国子公司视为创新的平等合作伙伴(C)以及允许人员和思想在全球业务中自由流动(E),都是"多元文化跨国公司"的可能特征。
6. 答案: C。从文章的整体语气可以看出,作者对美国和日本公司真正采用多元文化方法的能力持怀疑态度。文章没有表达对它们成功潜力的乐观(A)、中立和客观的评估(B)、对它们当前策略和做法的否定(D)或由于证据不足而不确定(E)。
7. 答案: C。文章第一段暗示,"削弱性厌食症"是反复实施削减成本措施的结果。文章没有将其归因于过度关注全球化战略(A)、未能创新和产生新想法(B)、高层管理职位缺乏多样性(D)或无法有效利用技术进行协作(E)。
8. 答案: E。根据文章,可以推断出很少有跨国公司准备让其股东基础与其业务运营一样全球化。文章没有表明大多数跨国公司已成功实现股东基础全球化(A)、股东基础全球化对实现真正的多元文化方法至关重要(B)、美国和日本公司比欧洲公司更有可能拥有全球股东基础(C)或公司股东基础的全球化通常先于其业务运营的全球化(D)。
3.DI
The Italian food industry has witnessed a remarkable surge in growth in recent years, with exports of Italian cuisine products reaching an unprecedented €44.6 billion in 2021, representing a 7.2% increase from the previous year. This upward trajectory can be attributed to a multitude of factors, including the global popularity of the Mediterranean diet, which places a strong emphasis on the consumption of fresh vegetables, fruits, whole grains, and olive oil, all of which are staples of Italian cuisine. Moreover, the proliferation of e-commerce and online food delivery platforms has greatly facilitated access to authentic Italian ingredients and prepared meals for consumers worldwide, further fueling the demand for Italian food products.
However, the Italian food industry is not without its challenges. One of the most pressing concerns is the pervasive issue of food fraud, which involves the mislabeling or adulteration of Italian food products. A recent study conducted by the European Commission estimates that food fraud affects approximately 10% of all Italian food products sold within the European Union, resulting in annual losses of €4.2 billion for the Italian economy. The study further revealed that some of the most commonly counterfeited Italian food products include olive oil, cheese, wine, and pasta, with fraudsters often using inferior ingredients or misleading labeling to deceive consumers.
Another significant challenge faced by the Italian food industry is the intensifying competition from other countries that produce similar products, such as Spain and Greece. These countries are often able to offer lower prices for their products due to lower labor and production costs, putting pressure on Italian food companies to remain competitive in the global market. Additionally, the increasing consolidation of the food retail sector, with large multinational corporations dominating the market, has made it more difficult for small and medium-sized Italian food companies to negotiate favorable terms and access shelf space in supermarkets.
To address these challenges, the Italian government has implemented several initiatives aimed at protecting the integrity and authenticity of Italian food products. In 2016, the government launched the "Italian Sounding" campaign, which seeks to crack down on the use of Italian-sounding names and images on non-Italian food products. The campaign has been highly successful, resulting in the seizure of over 100,000 tons of counterfeit Italian food products worldwide. Furthermore, the government has introduced stricter labeling requirements for Italian food products, mandating the use of the "Made in Italy" logo on all authentic Italian products to help consumers distinguish genuine Italian products from imitations.
Despite these challenges, the outlook for the Italian food industry remains overwhelmingly positive. The global market for Italian cuisine products is projected to reach a staggering €62.3 billion by 2025, driven by the burgeoning demand from emerging markets such as China and India. To capitalize on this growth, Italian food companies are heavily investing in innovation and sustainability, developing new plant-based and gluten-free products to cater to changing consumer preferences and reducing their environmental impact through the adoption of sustainable packaging and supply chain practices.
However, the rapid expansion of the Italian food industry has also given rise to concerns about the sustainability and authenticity of Italian food products. Some critics argue that the increasing industrialization of Italian food production, particularly in the case of large-scale pasta and cheese manufacturers, risks eroding the traditional artisanal qualities that have long been associated with Italian cuisine. There are also concerns about the environmental impact of the Italian food industry, with issues such as water scarcity, soil degradation, and greenhouse gas emissions coming under increasing scrutiny.
In response to these concerns, many Italian food companies are taking steps to promote sustainability and preserve the authenticity of their products. For example, some companies are investing in regenerative agriculture practices, which aim to restore soil health and biodiversity while reducing the use of chemical inputs. Others are exploring the use of traditional processing methods and locally sourced ingredients to create products that are more closely aligned with the principles of the Slow Food movement, which emphasizes the importance of preserving cultural and culinary heritage.
Another emerging trend in the Italian food industry is the growing interest in regional specialties and lesser-known Italian cuisines. While dishes like pizza and pasta have long been synonymous with Italian cuisine in the global imagination, there is a growing appreciation for the diversity and richness of Italy's regional culinary traditions. From the hearty meat-based dishes of Tuscany to the seafood-centric cuisine of the Amalfi Coast, Italian food companies are increasingly showcasing the unique flavors and ingredients of different regions, appealing to consumers who are seeking more authentic and distinctive culinary experiences.
Despite these efforts, however, the Italian food industry faces an uphill battle in addressing the complex challenges posed by globalization, climate change, and shifting consumer preferences. One of the most pressing issues is the need to ensure the long-term sustainability of the Italian food supply chain, which is heavily dependent on the health and productivity of the country's agricultural sector. This will require significant investments in research and development, as well as collaborations between food companies, farmers, and government agencies to promote more sustainable and resilient farming practices.
Another key challenge is the need to protect the integrity and authenticity of Italian food products in an increasingly globalized and competitive market. While initiatives like the "Italian Sounding" campaign have helped to crack down on counterfeit products, there is still much work to be done to ensure that consumers can trust the labels on Italian food products and have confidence in their quality and provenance. This may require stronger regulations and enforcement mechanisms, as well as greater transparency and traceability throughout the supply chain.
At the same time, Italian food companies must also grapple with the changing tastes and preferences of consumers, both in Italy and around the world. With the rise of plant-based and flexitarian diets, as well as growing concerns about health and wellness, companies will need to innovate and adapt their product offerings to stay relevant and competitive. This may involve developing new products that cater to specific dietary needs or preferences, as well as investing in marketing and education campaigns to promote the nutritional and culinary benefits of Italian cuisine.
Ultimately, the future of the Italian food industry will depend on its ability to balance these competing demands and challenges, while staying true to the core values and traditions that have made Italian cuisine one of the most beloved and iconic in the world. By embracing innovation and sustainability, while also preserving the authenticity and quality of its products, the Italian food industry can continue to thrive and grow in the years to come, bringing the flavors and joy of Italian cuisine to even more people around the globe.
1. According to the passage, which of the following factors has NOT directly contributed to the recent growth of the Italian food industry?
A. The global popularity of the Mediterranean diet
B. The rise of e-commerce and online food delivery platforms
C. The increasing consolidation of the food retail sector
D. The proliferation of counterfeit Italian food products
2. The European Commission's study on food fraud in the Italian food industry found that approximately what percentage of Italian food products sold in the EU are affected by food fraud?
A. 5%
B. 10%
C. 15%
D. 20%
3. According to the passage, which of the following Italian food products are most commonly counterfeited?
A. Olive oil, cheese, wine, and pasta
B. Tomatoes, basil, garlic, and balsamic vinegar
C. Prosciutto, salami, pancetta, and mortadella
D. Gelato, tiramisu, cannoli, and panna cotta
4. The passage suggests that Spanish and Greek food companies are able to offer lower prices for their products compared to Italian companies due to:
A. The use of inferior ingredients and misleading labeling
B. The increasing consolidation of the food retail sector
C. Lower labor and production costs
D. The lack of government regulations and enforcement mechanisms
5. The "Italian Sounding" campaign, launched by the Italian government in 2016, has resulted in:
A. The seizure of over 50,000 tons of counterfeit Italian food products worldwide
B. The seizure of over 100,000 tons of counterfeit Italian food products worldwide
C. The introduction of stricter labeling requirements for Italian food products
D. The development of new plant-based and gluten-free products
6. According to the passage, the global market for Italian cuisine products is expected to reach what value by 2025?
A. €44.6 billion
B. €52.3 billion
C. €62.3 billion
D. €72.5 billion
7. The passage mentions that Italian food companies are investing in sustainability by:
A. Developing new plant-based and gluten-free products
B. Adopting sustainable packaging and supply chain practices
C. Promoting regenerative agriculture practices
D. All of the above
8. Critics argue that the increasing industrialization of Italian food production risks:
A. Eroding the traditional artisanal qualities associated with Italian cuisine
B. Increasing the environmental impact of the Italian food industry
C. Limiting the access of small and medium-sized Italian food companies to supermarket shelf space
D. Reducing the competitiveness of Italian food products in the global market
9. The passage suggests that to protect the integrity and authent icity of Italian food products, the industry may need to:
A. Invest in research and development to promote sustainable and resilient farming practices
B. Implement stronger regulations and enforcement mechanisms to prevent counterfeiting
C. Increase transparency and traceability throughout the supply chain
D. All of the above
10. According to the passage, which of the following is an emerging trend in the Italian food industry?
A. The growing interest in regional specialties and lesser-known Italian cuisines
B. The increasing demand for fast food and processed products among younger generations
C. The shift towards large-scale industrial food production methods
D. The declining popularity of traditional Italian dishes like pizza and pasta
答案:
DBACBCDADA
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发表于 2024-4-23 09:43:54
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