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含I A各25篇
继续更新 从26开始 I26. (10) “In any enterprise, the process of making or doing something is ultimately more important than the final product.” Discuss the extent to which you agree or disagree with the opinion expressed above. Support your point of view with reasons and/or examples from your own experience, observations, or reading. The question at hand is whether the process of making or doing something is ultimately more important than the final product. Process may not always be more important than product, but it often is. A process may provide an opportunity for new and important discoveries with ramifications far beyond the current product; moreover, a process can often be an important end in and of itself for those engaged in it. New discoveries are often unexpectedly made during routine processes. Such was the case with Alexander Fleming in 1928, who while conducting an unremarkable study of bacteria, discovered inadvertently that mold growing on one of his cultures was killing the bacteria. His ordinary process led to an unexpected and remarkable end: the development of penicillin. Process also offers opportunities for refining old methods and inventing new ones. For example, as the defense industry slowed down after the cold war, many methods and technologies for weapons production proved useful in other areas from commercial aviation to medical technology. The same has been true of technologies developed for the space program, which now find broad application in many other fields. Finally, in my observation and experience, people become caught up in processes primarily for the challenge and enjoyment of the activity, not merely to produce some product. Once the process has culminated in a final product, the participants immediately search for a new process to involve themselves with. From a psychological standpoint, then, people have a need to busy themselves with meaningful activities—i.e., processes. So most processes can fittingly be characterized as ends in themselves insofar as they fulfill this psychological need. In sum, the process of making or doing something frequently has implications far beyond the immediate product. For this reason, and because process fills a basic human need, I strongly agree with the speaker’s assertion the process is ultimately more important than product. 27. No art exhibition or public performance should be cancelled because of a community's objection to its content.
28. (B2)Although most people wish to live long lives, attempting to significantly extend the average human life span would be a mistake. If achieved, this would place an enormous burden on resources, lowering the quality of life for everyone.
29 (33)“People are likely to accept as a leader only someone who has demonstrated an ability to perform the same tasks that he or she expects others to perform.” “人们只愿意接受这样的领导：他能完成他要求其他人完成的任务。”
1. 诚然，如果在其领导的领域内几乎一窍不通，一个领导很难得到下属的信任和支持，会被看作layperson. 比如，人们无法想象一个不具备任何电脑知识的人，该如何领导一个庞大的IT企业，比如MICROSOFT在激烈的市场中竞争。 2. 但是，这是否意味着作为领导，必须要有能力完成每一项他要求下属做的事呢？这个问题，与领导和员工的真正作用有很大关系！首先，领导的职责是制定长期的发展方针，并且保证这个方针的贯彻执行，adhere to their strategic plans不被偏离。组织员工共同合作完成任务。on the other hand, 员工的作用是各司其职，更加具体的specific task. 3. 从以上两种职责不难看出，领导与员工起到significantly different functions，让领导完成每一个subordinate要做的工作，unfair的。比如，不能blame a CEO for lacking the skills of typing。要对下属做的事有很好的了解，但不一定都要做。否则，领导就失去了意义，成为了一个全能的工人。omnipotent worker with all kinds of skills.
People are more likely to accept the leadership of those who have shown they can perform the same tasks they require of others. My reasons for this view involve the notions of respect and trust. It is difficult for people to fully respect a leader who cannot, or will not, do what he or she asks of others. President Clinton’s difficulty in his role as Commander-in-Chief serves as a fitting and very public example. When Clinton assumed this leadership position, it was well known that he had evaded military service during the Vietnam conflict. Military leaders and lower-level personnel alike made it clear that they did not respect his leadership as a result. Contrast the Clinton case with that of a business leader such as John Chambers, CEO of Cisco Systems, who by way of his training and experience as a computer engineer earned the respect of his employees. It is likewise difficult to trust leaders who do not have experience in the areas under their leadership. The Clinton example illustrates this point as well. Because President Clinton lacked military experience, people in the armed forces found it difficult to trust that his policies would reflect any understanding of their interests or needs. And when put to the test, he undermined their trust to an even greater extent with his naive and largely bungled attempt to solve the problem of gays in the military. In stark contrast, President Dwight Eisenhower inspired nearly devotional trust as well as respect because of his role as a military hero in World War II. In conclusion, it will always be difficult for people to accept leaders who lack demonstrated ability in the areas under their leadership. Initially, such leaders will be regarded as outsiders, and treated accordingly. Moreover, some may never achieve the insider status that inspires respect and trust from those they hope to lead. A: 26. (124)The following appeared in a memorandum from the owner of Carlo’s Clothing to the staff. “Since Disc Depot, the music store on the next block, began a new radio advertising campaign last year, its business has grown dramatically, as evidenced by the large increase in foot traffic into the store. While the Disc Depot’s owners have apparently become wealthy enough to retire, profits at Carlo’s Clothing have remained stagnant for the past three years. In order to boost our sales and profits, we should therefore switch from newspaper advertising to frequent radio advertisements like those for Disc Depot.” Carlo's服饰老板给员工的备忘录：
由于Disc Depot，相邻街区的音像店从去年开始新的电台广告，它的业务显著增长，从商店人流量的大量增加就可以看出。当Disc Depot的老板显然已经足够富有可以退休时，Carlo's服饰的利润3年来一直停滞不变。为了促进我们的销售和利润，我们应该像DiscDepot一样从报纸广告转向经常的电台广告. 1， 人流量是否代表利润？ 2， CARLO的停滞是否有其他原因 3， 错误类比。——服装与音像。
27．The following appeared in a letter from a part-owner of a small retail clothing chain to her business partner: “Commercial real prices have been rising steadily in the Sandida Heights neighborhood for several years, while the prices in the adjacent neighborhood of Palm Grove have remained the same. It seems obvious, then, that a retail space in Sandida Heights must now be much more expensive than a similar space in Palm Grove, which was not the case several years ago. So, it appears that retail spaces in Sandida Heights are now overpriced relative to those in Palm Grove. Therefore, it would be in our financial interest to purchase a retail space in Palm Grove rather than in Sandida Heights.” Discuss how well reasoned . . . etc.
28. (110) The following appeared as part of a memorandum from the loan department of the Frostbite National Bank. “We should not approve the business loan application of the local group that wants to open a franchise outlet for the Kool Kone chain of ice cream parlors. Frostbite is known for its cold winters, and cold weather can mean slow ice cream sales. For example, even though Frostbite is a town of 10,000 people, it has only one ice cream spot — the Frigid Cow. Despite the lack of competition, the Frigid Cow’s net revenues fell by 10 percent last winter.” Frostbite国家银行的借贷部门的备忘录：
我们不应该批准那个希望开一家KK冰激凌连锁店的特许店的本地团体的借贷请求。Frostbite以其寒冷的冬天而闻名，而冷天气意味着冰激凌的销售不利。比如，虽然Frostbite是个有10000人的镇子，它却只有一家冰激凌店Frigid Cow。尽管缺乏竞争，Frigid Cow的净收入去年冬天下降了10％。 1. Other factors in deciding whether to give loan to a company such as the credit of the company should be considered. 2. the author of the memorandum shows no sufficient evidence to support his or her proposal that the bank should not give loan to Kool Kone chain of ice cream parlors. 3.The statistics last year does not necessarily denote the future trend. In this memorandum the loan department of Frostbite National Bank recommends against approval of a business loan to a local group that wants to open an ice cream parlor. In support of this decision the loan department points out that Frostbite has a reputation for cold winters and sales of ice cream decrease in cold weather. This latter point is buttressed by the fact that Frostbite’s only ice cream parlor suffered a 10 percent decline in net revenues the previous winter. The loan department’s decision is questionable for the following reasons. To begin with, since it is reasonable to expect a decline in ice cream sales during winter months, it is difficult to assess the relevance of the fact that Frostbite has cold winters to the potential success of the Kool Kone franchise. Common sense suggests that this fact would be significant only if it turned out that Frostbite’s winter season lasted 9 or 10 months as it does in arctic regions. In that case slow sales could be expected for most of the year and the loan department’s opposition to the loan would be readily understandable. If, on the other hand, Frostbite’s winter season lasts only a few months and the remainder of the year is warm or hot, it is difficult to comprehend the loan department’s reasoning. Next, the loan department assumes that the Frigid Cow’s decline in net revenue last winter was a result of slow sales occasioned by cold weather. While this is a possible reason for the decline, it is not the only factor that could account for it. For example, other factors such as poor business practices or lack of inventory could be responsible for the Frigid Cow’s loss of revenue. The loan department’s failure to investigate or even consider these and other possible explanations for the Frigid Cow’s decline in revenue renders their decision highly suspect. In conclusion, the loan department’s decision is ill-founded. To better evaluate the decision, we would need to know more about the length and severity of Frostbite’s winter season. Moreover, evidence would have to be provided to support the assumption that the Frigid Cow’s loss of revenue last winter was a direct result of the cold weather.
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