- 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： 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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参考答案【正确答案：D】
从文章第四段的例子可知，当美国经理许诺说要公平地对待日本雇员时，他的意思是他们的辛勤劳动会得到相应的回报，而日本雇员却把公平（fair）理解为相同的待遇，因此出现了对不同工资增长幅度的抱怨。故D项是本题答案。
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