揽瓜阁训练营 第117天（含CR，RC和DI题目）

小白斩鸡

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

每日的解析在揽瓜阁2024群更新

RC题源：揽瓜阁精读的文章+机经的题目
CR题源：本月中文JJ改编
IR题源： 往届鸡精改编

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逻辑：写逻辑链分析
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【现在你的笔记越全，越能帮助你捋清思路，之后回顾总结。】
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1.CR
Five renowned food critics - Adrien, Béatrice, Clément, Delphine, and Étienne - have been selected by the prestigious culinary magazine "Le Gourmet" to embark on a gastronomic journey across France. Their mission is to review a diverse selection of the country's top Michelin-starred restaurants and provide readers with an in-depth exploration of the current state of French haute cuisine. The critics, each with a unique background and years of experience in the culinary world, must navigate a complex set of constraints and preferences as they plan their itinerary.

France has long been considered a global leader in the culinary arts, with its rich history, diverse regional specialties, and commitment to excellence. The Michelin Guide, first published in 1900, has become the definitive authority on fine dining worldwide, and France consistently ranks among the countries with the highest number of starred establishments. In 2021, the guide awarded stars to 628 restaurants across France, with 513 earning one star, 86 receiving two stars, and an elite group of 29 achieving the coveted three-star status.

The critics' primary focus will be on the three-starred restaurants, which represent the pinnacle of culinary achievement and innovation. These establishments are known for their exceptional cuisine, impeccable service, and unique dining experiences. However, securing reservations at these highly sought-after venues can be a challenge, as they often have limited seating and are in high demand among discerning diners.

To ensure a fair and comprehensive review process, the critics must adhere to several guidelines and constraints set forth by "Le Gourmet":

1. Each three-starred restaurant can accommodate a maximum of three critics per evening, with no more than one critic from a publication that has been awarded the prestigious "Palme d'Or" for its culinary journalism. This restriction is in place to maintain the exclusivity and intimacy of the dining experience.

2. To provide a diverse range of perspectives, the critics have agreed that no more than one "Palme d'Or" winner will join the group at any given restaurant. This ensures that each establishment is reviewed by a mix of experienced and emerging voices in the culinary world.

3. The critics must visit a minimum of 20 three-starred restaurants during their assignment, as well as a representative sample of one- and two-starred establishments. This will allow them to provide readers with a comprehensive overview of the French culinary landscape and identify emerging trends and talents.

In addition to these professional constraints, the critics also have individual preferences and requirements that must be taken into account when planning their restaurant visits:

1. Béatrice, known for her discerning palate and high standards, will only dine at a restaurant if Étienne, a fellow critic whose opinions she greatly respects, is present. However, Étienne has a long-standing rivalry with Clément and refuses to visit any establishment where Clément is dining.

2. Delphine, who specializes in writing in-depth, analytical reviews, insists on dining with at least two other critics to facilitate a more comprehensive and well-rounded assessment of each restaurant.

3. Adrien, as the senior critic and a two-time "Palme d'Or" winner, must visit at least 20 three-starred restaurants during the assignment to maintain his reputation as one of the most knowledgeable and experienced voices in the culinary world.

The magazine has provided the following statistics and background information to help the critics plan their itinerary and provide context for their reviews:

- France is home to approximately 32,000 restaurants, ranging from casual bistros to high-end dining establishments.
- Among the 628 Michelin-starred restaurants, 42% are located in Paris, highlighting the capital city's enduring status as a global culinary hub.
- The average price of a meal at a three-starred restaurant is €250 per person, reflecting the exceptional quality of the ingredients, the skill and creativity of the chefs, and the overall dining experience.
- The oldest three-starred restaurant in France has held its rating for an impressive 54 years, a testament to its consistent excellence and ability to evolve with changing culinary trends.
- In recent years, there has been a growing emphasis on sustainability, local sourcing, and innovative plant-based cuisine among France's top chefs, reflecting a shift in consumer preferences and a growing awareness of the environmental impact of the food industry.

- The Michelin Guide has faced criticism in recent years for its perceived bias towards traditional, formal dining establishments and its lack of diversity in terms of the chefs and cuisines represented. In response, the guide has made efforts to recognize a wider range of culinary styles and voices, including younger chefs, women, and those from diverse cultural backgrounds.

As the critics embark on their gastronomic journey, they will need to balance these industry trends and challenges with their own personal tastes, preferences, and professional obligations. They will also need to consider the logistical challenges of traveling across France, including transportation, accommodations, and scheduling conflicts.

To make the most of their time and resources, the critics have decided to focus their efforts on the following regions and cities, each known for its unique culinary heritage and concentration of Michelin-starred restaurants:

1. Paris: As the capital and cultural heart of France, Paris boasts an unparalleled concentration of three-starred restaurants, including such iconic establishments as Guy Savoy, Alain Ducasse au Plaza Athénée, and Arpège.

2. Lyon: Known as the gastronomic capital of France, Lyon is home to a number of legendary three-starred restaurants, including Paul Bocuse's l'Auberge du Pont de Collonges and Régis et Jacques Marcon's Restaurant Régis et Jacques Marcon.

3. Provence: This sun-drenched region in the south of France is known for its vibrant, Mediterranean-influenced cuisine, with three-starred restaurants like Mirazur and Le Petit Nice Passédat showcasing the best of local ingredients and flavors.

4. Bordeaux: The wine capital of France, Bordeaux also boasts a thriving culinary scene, with three-starred restaurants like Le Gabriel and Le Pavillon des Boulevards offering innovative takes on classic French cuisine.

5. Alsace: This picturesque region on the border with Germany is known for its hearty, flavorful cuisine and its impressive concentration of Michelin-starred restaurants, including the three-starred L'Auberge de l'Ill and La Maison des Têtes.

As the critics visit each of these regions and restaurants, they will need to take detailed notes on the quality of the food, the creativity and technical skill of the chefs, the level of service, and the overall dining experience. They will also need to consider factors like the restaurant's atmosphere, décor, and wine list, as well as its commitment to sustainability and ethical sourcing.

After completing their tour of France's top Michelin-starred restaurants, the critics will reconvene to compare notes, discuss their findings, and select the standout establishments to feature in their upcoming special issue of "Le Gourmet." They will also use their experiences and insights to identify emerging trends and talents in the world of French cuisine, and to offer readers a behind-the-scenes look at the passion, creativity, and dedication that goes into creating and maintaining a three-starred restaurant.

In the end, the critics' goal is not simply to provide a list of the best restaurants in France, but to celebrate the enduring legacy and influence of French cuisine, and to inspire and inform the next generation of chefs, food lovers, and culinary professionals. Through their words and experiences, they hope to capture the essence of what makes French cuisine so special, and to showcase the incredible diversity, creativity, and excellence that defines the country's gastronomic landscape.

Questions:
1. If Adrien and Clément, both "Palme d'Or" winners, decide to dine at the same three-starred restaurant, which of the following must be true?
   A. Béatrice will not dine at that restaurant.
   B. Delphine will not dine at that restaurant.
   C. Étienne will dine at that restaurant.
   D. The restaurant cannot accommodate all five critics.

2. If Étienne is the only critic dining at a particular restaurant, which of the following must be true?
   A. Adrien is dining at a different restaurant.
   B. Béatrice is dining at a different restaurant.
   C. Clément is dining at a different restaurant.
   D. Delphine is dining at a different restaurant.

3. If exactly three critics are dining together at a restaurant, which of the following could be a possible combination?
   A. Adrien, Béatrice, and Clément
   B. Béatrice, Delphine, and Étienne
   C. Clément, Delphine, and Étienne
   D. Adrien, Béatrice, and Étienne

4. Approximately what percentage of French restaurants have earned Michelin stars?
   A. 0.5%
   B. 1.2%
   C. 2.0%
   D. 3.5%

5. If the five critics visit a total of 15 three-starred restaurants during their assignment, approximately what percentage of France's three-starred restaurants will they have reviewed?
   A. 28%
   B. 42%
   C. 52%
   D. 65%

6. Based on the information provided, which of the following cities is most likely to have the highest number of three-starred restaurants?
   A. Lyon
   B. Bordeaux
   C. Paris
   D. Alsace

7. If a restaurant in Provence has held its three-star rating for 50 years, how does this compare to the oldest three-starred restaurant in France?
   A. The Provence restaurant has held its rating for 4 years less than the oldest three-starred restaurant.
   B. The Provence restaurant has held its rating for 4 years longer than the oldest three-starred restaurant.
   C. The Provence restaurant has held its rating for the same amount of time as the oldest three-starred restaurant.
   D. The information provided is insufficient to determine the relationship between the two restaurants' ratings.

8. If the critics visit a total of 40 restaurants during their assignment, with 20 being three-starred, 12 being two-starred, and the remainder being one-starred, what percentage of the restaurants they visit will have earned two stars?
   A. 20%
   B. 25%
   C. 30%
   D. 35%

9. If the average price of a meal at a two-starred restaurant is €150 per person, and the average price at a one-starred restaurant is €100 per person, how much more expensive is a meal at a three-starred restaurant compared to the average of the other two categories?
   A. €25
   B. €50
   C. €75
   D. €100

10. If the critics discover that 60% of the three-starred restaurants they visit are located in Paris, how does this compare to the overall percentage of Michelin-starred restaurants located in the city?
    A. The percentage of three-starred restaurants in Paris is 18 percentage points higher than the overall percentage of Michelin-starred restaurants in the city.
    B. The percentage of three-starred restaurants in Paris is 18 percentage points lower than the overall percentage of Michelin-starred restaurants in the city.
    C. The percentage of three-starred restaurants in Paris is the same as the overall percentage of Michelin-starred restaurants in the city.
    D. The information provided is insufficient to determine the relationship between the two percentages.
DCBCCCACDA



2.CR
It has been observed that many executives, primarily focused on maximizing profits, often overlook ethical considerations in their business decisions. To address this issue, a suggestion has been made to introduce ethics courses in business schools. Which of the following assumptions must be true for this suggestion to effectively address the issue?
A. Most managers in the business world are graduates of business schools.
B. Ethics courses in business schools will be mandatory for all students.
C. Business decisions made by executives are largely influenced by their education in business schools.
D. There is currently a lack of ethics education in most business school curricula.
E. Ethics courses have been proven to significantly alter the decision-making process of individuals in managerial positions.

In a recent survey of undergraduate students, it was found that 20% of the students are over 30 years old. Among these older students, one-third had interrupted their college education at some point. Which of the following conclusions can be drawn from the information above?
A. At least 6.67% of all the undergraduates surveyed have either entered college after the age of 30, or have dropped out for at least one year, or have done both.
B. Most students over the age of 30 have had continuous college education without any interruptions.
C. Students who interrupt their college education are more likely to be over 30 years old.
D. The remaining two-thirds of the students over 30 years old must have entered college after turning 30.
E. Less than 20% of the undergraduates surveyed are likely to graduate within four years.

ca







The prevalence of surveillance and sanctioning systems in modern organizations is undeniable. Over 60 percent of companies employ monitoring procedures, such as taping phone calls, examining e-mail messages, and utilizing spy cameras (Selnow and Gilbert, 1997). The increasing importance of these systems can be attributed to various managerial trends, including just-in-time inventory and total quality control, which heavily rely on benchmarking performance (Sewell and Wilkinson, 1992). Moreover, surveillance and sanctioning systems are considered crucial for promoting ethical behavior in organizations, as the absence of serious monitoring, measuring, and rewarding (or punishing) individual performance on the ethical plane may render codes of conduct ineffective (Lindsay, Irvine, and Lindsay, 1996).

Three studies investigate the impact of surveillance and sanctioning systems on cooperative behavior in dilemma situations. The first two studies reveal that a weak sanctioning system leads to less cooperation compared to the absence of a sanctioning system. The second study further suggests that sanctions influence the perceived nature of the decision, leading individuals to view it as a business decision rather than an ethical one. Based on these findings, a theoretical model is developed, positing that the relationship between sanctions and cooperation is influenced by two factors: a signaling effect, whereby sanctions shape the perceived type of decision, and a processing effect, in which the decision processing, including the consideration of sanction strength, is determined by the evoked decision frame. The third study supports the processing-effect hypothesis.

Hypothesis 1 proposes a counterintuitive notion: the presence of a weak sanctioning system, characterized by low detection probabilities and/or small penalties, may decrease cooperation compared to the absence of a sanctioning system. This suggests that introducing small penalties for defection in a social dilemma may paradoxically reduce cooperation rates.

The indirect effect of sanctions (Yamagishi, 1986, 1988, 1992), the connotative effect of decision frames in dependent variable "clusters" (Messick, 1999a), and the relationship between sanctioning systems and trust (Strickland, 1958; Kruglanski, 1970; Kipnis, 1972; Cialdini, 1996) collectively suggest that sanctioning systems should impact both cooperative behavior and expectations of others' cooperative behavior. This research predicts a negative relationship between weak sanctions and expectations, either due to the positive association between behavior and expectations (i.e., decreased expectations associated with decreased cooperative behavior) or a direct negative effect of sanctions on beliefs about others. Consequently, decreased expectations of others' cooperation should also be evident in situations with weak sanctions.

1. What is the main idea of the passage?
   A. Surveillance and sanctioning systems are essential for promoting ethical behavior in organizations.
   B. Weak sanctioning systems may have a counterintuitive effect on cooperative behavior.
   C. The prevalence of surveillance and sanctioning systems in modern organizations is increasing.
   D. The relationship between sanctions and cooperation is influenced by signaling and processing effects.
   E. Managerial trends have contributed to the increasing importance of surveillance and sanctioning systems.

2. According to the passage, which of the following is true about the first two studies?
   A. They demonstrate that a weak sanctioning system results in more cooperation than no sanctioning system.
   B. They suggest that sanctions affect the type of decision people perceive they are making.
   C. They provide evidence for the signaling effect hypothesis.
   D. They contradict the findings of the third study.
   E. They focus on the relationship between sanctioning systems and trust.

3. The theoretical model developed based on the first two studies postulates that:
   A. The relationship between sanctions and cooperation is due to a signaling effect only.
   B. The relationship between sanctions and cooperation is due to a processing effect only.
   C. The relationship between sanctions and cooperation is due to both a signaling effect and a processing effect.
   D. The strength of the sanction is not considered in the decision processing.
   E. The decision frame evoked does not influence the decision processing.

4. Hypothesis 1 suggests that:
   A. Adding small penalties for defection in a social dilemma may increase the rate of cooperation.
   B. A weak sanctioning system may decrease cooperation compared to no sanctioning system.
   C. The presence of a sanctioning system always promotes cooperative behavior.
   D. The effectiveness of a sanctioning system depends solely on the size of the penalties.
   E. Detection probabilities are irrelevant in the decision-making process.

5. According to the research, which of the following predictions is correct?
   A. There is a positive correlation between weak sanctions and expectations of others' cooperative behavior.
   B. There is a negative correlation between weak sanctions and expectations of others' cooperative behavior.
   C. Sanctions have no direct effect on individuals' perceptions of others' cooperative behavior.
   D. There is no association between individual behavior and expectations of others' behavior.
   E. In the presence of weak sanctions, expectations of others' cooperation should increase.

6. According to Sewell and Wilkinson (1992), which of the following has contributed to the increased importance of monitoring systems in organizations?
   A. Managerial trends such as just-in-time inventory and total quality control
   B. The need to increase employees' cooperative behavior
   C. The rise of unethical behavior in organizations
   D. Technological advancements, such as phone call recording and spy cameras
   E. The necessity to reward and punish individual performance

7. According to Lindsay, Irvine, and Lindsay (1996), what consequence may arise if organizations fail to seriously monitor, measure, and reward (or punish) individual performance on the ethical plane?
   A. Decreased importance of monitoring systems
   B. Reduced cooperative behavior among employees
   C. Codes of conduct will be ineffective in promoting ethical behavior
   D. Employees will perceive decisions as business decisions rather than ethical ones
   E. Organizational performance benchmarks will be difficult to maintain

8. Based on the discussions by Yamagishi, Messick, and other scholars, how should sanctioning systems affect individuals' expectations of others' cooperative behavior?
   A. Sanctioning systems should increase individuals' expectations of others' cooperative behavior.
   B. Sanctioning systems should decrease individuals' expectations of others' cooperative behavior.
   C. Sanctioning systems should have no effect on individuals' expectations of others' cooperative behavior.
   D. Weak sanctions should increase individuals' expectations of others' cooperative behavior.
   E. Strong sanctions should decrease individuals' expectations of others' cooperative behavior.

1. D。主旨题。通过仔细阅读全文,特别是第二段关于理论模型的描述,可以得出结论,本文的主要观点是制裁与合作之间的关系受到信号效应和处理效应的影响。

2. B。细节题。第二段明确指出,第二项研究表明制裁影响人们对所做决定的感知类型。

3. C。推理题。第二段提到,基于前两项研究开发的理论模型假设制裁与合作之间的关系是由信号效应和处理效应共同导致的。

4. B。细节题。假设1明确提出,与没有制裁系统的情况相比,存在弱制裁系统可能会降低合作。

5. B。推理题。根据研究预测弱制裁与对他人合作行为的预期之间存在负相关关系,即预期的降低与合作行为的减少相关,或者制裁对个人对他人的看法有直接的负面影响。

6. A。细节题。Sewell 和 Wilkinson (1992) 指出,及时库存和全面质量控制等管理趋势促成了组织中监控系统重要性的提高。

7. C。细节题。Lindsay, Irvine 和 Lindsay (1996) 认为,如果组织未能认真对个人在道德层面的表现进行监控、衡量和奖惩,行为准则将无法在促进道德行为方面发挥作用。

8. B。推理题。根据 Yamagishi、Messick 和其他学者的讨论,制裁系统应该减少个人对他人合作行为的预期,因为研究预测弱制裁与预期之间存在负相关关系。

徐公子~

CR1
我的答案：C
正确答案：C
P：大部分管理层只关注利润最大化而忽略商业决策的操守
C：商学院计划在课程中加入职业操守内容
任务类型：前提
选项分析
A：不足以成为前提
B：不足以成为前提
C：决策结果受到商学院课程影响——前提
D：不足以成为前提
E：课程极大改变决策过程，不足以使决策结果符合职业道德

CR2
我的答案：B
正确答案：A
任务类型：推断
选项分析
A：未提及
B：正确
C：未提及
D：未提及
E：未提及

为了G700

Day117 RC
第一题，❌选E，答案C。解决问题方案有效的充分条件。

A.道德课程有效的前提是大多数商业世界的经理人都是从学校出来的.（能够改变学校出来的经理人，和不从学校毕业的无关。）
B.道德课程对所有学生是必修课. (必要条件，不是前提和充分条件）
C. 商业决定很大程度被教育影响.（没说道德课程）
D. 现在的商业学校缺乏道德教育. (支持前提，但是没说加了后会好的理由）
E. 道德课程被证明能够很大程度改变个人在管理者位置的决定.(所以加道德课有效。）

第二题，演绎题+数学，❌选B，答案A。
A.文中没说中断学业至少一年。
B.大于30岁的只有1/3的学生有中断过，2/3的学生没有，大多数没有。
C.没有讲整个群体中断学业的人数。
D.什么时候入学的未知。
E.无法推导毕业时间。

为了G700

Day117 RC
P1:监视(SUR)和制裁(SAN)在现代公司很流行，在改善道德行为上发挥关键作用。
P2:有三个学说研究SUR和SAN在公司行为上处在尴尬的位置。头两个说明弱的监控比没有监控还能导致更少的合作。第二个进一步说明监控导致个人认为是一个商业决定而不是道德。
P3: 假说1提出一个违反直觉的概念：弱的制裁比没有制裁还能导致更少的合作。
P4: 间接作用是制裁制度应该影响合作行为和对他人合作行为的期望。

1.B 主旨题.
2.❌C，答案B。
3.C 第二段
4.B 第三段
5.B 最后一段
6.A 第一段
7.C 第一段
8.❌D，答案B。 最后一段This research predicts a negative relationship between weak sanctions and expectations or a direct negative effect of sanctions on beliefs about others。

单词：
surveillance and sanctioning：监视和制裁
utilizing spy cameras：利用间谍相机
render：呈现
the evoked decision frame：诱发决策框架
connotative effect：内涵效果
a signaling effect：信号效应
a processing effect：加工效应
defection in a social dilemma ：社会困境中的叛逃
clusters：集群

maryyy1019

看一下！               

Eunice12

我的选项：C
正确选项：CA
第一题：假设题
P：很多高管主要考虑利润最大化，而忽略商业决策中的道德
C：提议在商学院引进道德课程
高管都是从商学院出来
A:大部分企业管理者都是商学院的毕业生——增强
B:商学院的道德课程对所有学生都是强制性的——所有学生跟高管不划等号
C:高管的商业决策很大程度上会被商学院的教育所影响——比A更直接
D:解释现状，不能增强
E:道德课程能显著改变处于管理岗的人们的决策过程——决策过程≠决策
第二题：结论题
P：在最近的本科生调查中，20%的本科生超过30岁
P：在这些更年长的学生中，三分之一在某个时间中断过大学教育
A:不能得知(1/3*20%=6.67%，没认真看选项)
B:有没有继续，而且继续的比例不清楚
C:中断过学业的人大部分超过30岁——不能得知万一低于30岁的学生很多也中断过血液
D:不能得知
E:不能得知

fangjue987a

Day 117

CR

1C
2A

RC

1D
2C
3C
4B
5B
6A
7C
8B

hyjsamantha

看一下！               

我是小酥皮

CR：C B （正确答案：CA）
1）方案推理
P：许多高管在决策中往往忽略了道德因素
C：建议在商学院开设道德课程以解决此类问题
2）统计枚举
P：调查显示20%的学生超30岁，且其中的1/3曾中断过学业
Q：推断结论

RC：BBCB BACB? （正确答案：DBCB BACB）
P1：现代组织中监督和制裁系统盛行的意义
P2：关于监督和制裁系统对合作/决策影响的研究分析，并基于此开发的理论模型
P3：假设1提出的反向概念，与无制裁相比的弱制裁则有可能减少合作
P4：相关研究建议，文章结论

E杀G必成功

CR1:
前提：高管关注利润最大化，忽视决策的道德考虑
方案：在商学院开设伦理学课程
评估：C—高管的商业决策受到商学院教育的影响

CR2：
20%的学生年龄在30岁以上
在这些大龄学生中，1/3在过去某个时候中断了他们的大学教育
结论：B

RC
1. B
2. B
3. C
4. B
5. B
6. A
7. C
8. B