求GWD上的阅读一篇！

Latiaslee · 发表于 2011-3-27 21:52:43

Q11~Q15: GWD-4-Q22to Q25      Many managers are influenced by dangerous myths aboutpay that lead to counterproductivedecisionsabout how their companies compensate employees. One such mythis that labor rates, the rate per hour paid to workers, are identical withlabor costs, the money spent on labor in relation to the productivity of thelabor force. This myth leads to the assumption that a company can simply lowerits labor costs by cutting wages.  Butlabor costs and labor rates are not in fact the same:  one company could pay its workersconsiderably more than another and yet have lower labor costs if that company’sproductivity were higher due to the talent of its workforce, the efficiency ofits work processes, or other factors. The confusion of costs with rates persists partly because labor ratesare a convenient target for managers who want to make an impact on their company’sbudgets.  Because labor rates are highlyvisible, managers can easily compare their company’s rates with those ofcompetitors.  Furthermore, labor ratesoften appear to be a company’s most malleable financial variable:  cutting wages appears an easier way tocontrol costs than such options as reconfiguring work processes or alteringproduct design.      The myth that labor rates and labor costsare equivalent is supported by business journalists, who frequently confoundthe two.  For example, prominent business journals oftenremark on the “high” cost of German labor, citing as evidence the averageamount paid to German workers.  The mythis also perpetuated by the compensation-consulting industry, which has its own incentivesto keep such myths alive. First, although some of these consulting firms haverecently broadened their practices beyond the area of compensation, theirmainstay continues to be advising companies on changing their compensation practices.  Suggesting that a company’s performance canbe improved in some other way than by altering its pay system may beempirically correct but contrary to the consultants’ interests.  Furthermore, changes to the compensationsystem may appear to be simpler to implement than changes to other aspects ofan organization, so managers are more likely to find such advice from consultantspalatable.  Finally, to the extant thatchanges in compensation create new problems, the consultants will continue tohave work solving the problems that result from their advice. TTGWD-15-Q24: The passage suggests thatthe “myth”mentioned in line 5 persists partly because A.     managers find it easier to compare their companies’ laborrates with those of competitors than to compare labor costs B.     managers tend to assume that labor rates affect theircompanies’ budgets less than they actually do C.     managers tend to believe that labor rates can have animpact on the efficiency of their companies’ work processes D.     the average amount paid to workers differs significantlyfrom one country to another E.      many companies fail to rely on compensation consultantswhen making decisions about labor rates KEY A 完全不明白为什么选A。。。。

buffonjuventus · 发表于 2011-3-31 14:52:26

The confusion of costs with rates persists partly because labor ratesare a convenient target for managers who want to make an impact on their company’sbudgets. Because labor rates are highlyvisible, managers can easily compare their company’s rates with those ofcompetitors.
楼主啊，这是原文啊，以上摘抄是原文啊，不觉得A只是总结了一下换种说法么？！

vivian2011 · 发表于 2011-10-15 18:24:13

但是没有涉及rates和cost的比较啊！！！！！！！！！！！！！

求GWD上的阅读一篇！

所属分类: GMAT考试

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