- 閱讀理解A
題干：AnAsianengineerisassignedtoaU.S.laboratoryandalmostsuffersanervousbreakdown.AU.S.executivetellshisstaffhe’sgoingtotreatthemfairly—andcreatesdissension.AJapanesemanagerispromotedbyhisAmericanpresident,butwithinsixmonthsasksforatransfer.Eachofthesereal-lifecasesinvolvedpeoplewhowereregardedassuperioremployees,butwereill-equippedtocopewiththecomplexitiesanddangersofinterculturalmanagement.“Multinationalcompanieshavestudiedeverythingelse,nowthey’refinallylookingatculture”,saysCliffordClarke,founderandpresidentoftheCalifornia-basedIRIInternationalInc.“NevershowtheshoetoanArab,neverarriveintimeforapartyinBrazil,andinJapan,don’tthink‘yes’means‘yes’,”adviseU.S.consultantsLennieCoplandandLewisBrownGriggs,whohaveproducedaseriesoffilmsandabooktohelpmanagersimprovetheirinternationalbusinessskills.Butsimplylearningthesocial“dos”and“don’ts”isnottheanswer,accordingtothenewculturespecialists.Thepenaltiesforignoringdifferentthinkingpatterns,theypointout,canbedisastrous.Forexample,theAmericanmanagerwhopromisedtobefairthoughthewastellinghisJapanesestaffthattheirhardworkwouldberewarded,butwhensomeworkersreceivedhighersalaryincreasesthanothers,therewerecomplaints.“Youtoldusyou’dbefair,andyouliedtous,”accusedonesalesman.“Ittookmeayearandahalf”,sighedtheAmerican,“torealizethat‘fair’,tomystaff,meantbeingtreatedequally.”TheAsianengineerwhosufferedinAmericawasthevictimofanothermistakenexpectation.“HewasaccustomedtothewarmgroupenvironmentsotypicalinJapan,”saidhisU.S.manager.“Butinourcompany,we’reallexpectedtobeself-starters,whothriveonworkingalone.Forhim,itwasemotionalstarvation.He’smadetheadjustmentnow,buthe’dbehumiliatedifItoldyouhisname,that’sanotherculturaldifference.”TheJapanesemanagerwhofailedtorespondtohispromotioncouldn’tbringhimselftousethemoredirectlanguageneededtocommunicatewithhisBoston-basedsuperiors.“Iusedtothinkallthistalkaboutculturalcommunicationwasalogofbaloney,”saysEugeneJ.Flath,presidentofIntelJapanLtd.,asubsidiaryoftheAmericansemiconductormaker.“Now,Icanseeit’sarealproblem.Miscommunicationhasslowedourabilitytocoordinateactionwithourhomeoffice.”That’swhyIntel,withthehelpofconsultantClarke,begananinterculturaltrainingprogramthisspringwhichFlathexpectswilldramaticallyreducedecision-makingtimenowlostinmakingsuretheAmericansandtheJapaneseunderstandeachother.
題目： Why did the Japanese staff complain to the American manager?（） - A 、The American manager had lied to them
- B 、The salary increases were insufficient
- C 、Most staff had not received salary increases
- D 、There was a misunderstanding of the word “fair”
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參考答案【正確答案：D】
從文章第四段的例子可知，當(dāng)美國(guó)經(jīng)理許諾說要公平地對(duì)待日本雇員時(shí)，他的意思是他們的辛勤勞動(dòng)會(huì)得到相應(yīng)的回報(bào)，而日本雇員卻把公平（fair）理解為相同的待遇，因此出現(xiàn)了對(duì)不同工資增長(zhǎng)幅度的抱怨。故D項(xiàng)是本題答案。
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- A 、There is a lot of violence in the real world today.
- B 、Something has gone wrong with today's society.
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- B 、Their currency has slumped.
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