- 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 promoted Japanese manager asked for a transfer because（）. - A 、he was not competent for the higher position
- B 、he was not accustomed to working by himself
- C 、he could not make the adjustment to his new job
- D 、he lacked adequate communication with his superio
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参考答案【正确答案：D】
文章首段末句指出“一个日本经理获得了美国总裁的提升，但不到六个月就要求调任。”本文第六段首句指出了他申请调任的原因“The Japanese manager … needed to communicate with his Boston-based superiors.”（这个日本经理不能正确面对升职，他不能坦诚地与位于波士顿的上司进行沟通）。由此可知，D项是正确选项。
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