- 阅读理解A
题干：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.
题目： The author gives a detailed explanation of the examples of the Asian engineer and the Japanese manager to show（）. - A 、it’s necessary to build bridges over the cultural rivers
- B 、it’s important to learn different thinking patterns
- C 、it’s essential to communicate problems and complaints
- D 、it’s useful to give multinational training for businessmen
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参考答案【正确答案：B】
本文第五段及第六段给出了两个有关亚洲工程师和日本经理的例子。从全文可知，文中讲述的是如何消除跨文化交际中遇到的问题，并运用一些具体案例来说明不了解文化差异所造成的后果。在文章第三段最后作者指出：The penalties for ignoring different thinking patterns, they point out, can be disastrous.（他们指出，忽视不同的思维方式的惩罚后果会很严重。）根据英文篇章结构可知，具体细节是为主旨服务的，因此第四、五、六段给出的案例都是为了说明忽视不同的思维方式造成严重后果的问题，故B项是最佳答案。
您可能感兴趣的试题- 1 【英译汉】 An Asian engineer is assigned to a U.S. laboratory and almost suffers a nervous breakdown. A U.S. executive tells his staff he's going to treat them fairly—and creates dissension. A Japanese manager is promoted by his American president, but within six months asks for a transfer. Each of these real-life cases involved people who were regarded as superior employees, but were ill-equipped to cope with the complexities and dangers of intercultural management. "Multinational companies have studied everything else, now they're finally looking at culture", says Clifford Clarke, founder and president of the California-based IRI International Inc. "Never show the shoe to an Arab, never arrive in time for a party in Brazil, and in Japan, don't think ‘yes' means ‘yes'," advise U.S. consultants Lennie Copland and Lewis Brown Griggs, who have produced a series of films and a book to help managers improve their international business skills. But simply learning the social "do's" and "don'ts" is not the answer, according to the new culture specialists. The penalties for ignoring different thinking patterns, they point out, can be disastrous.
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