&8226;Read this text taken from an article on theories of management,&8226;Choose the best

&8226;Read the text below from a brochure for a company that rents out office space. &8226;In most of the lines （）

&8226;Read this text taken from an article on theories of management,

&8226;Choose the best sentence from the opposite page to fill each of the gaps.

&8226;For each gap 9-14, mark one letter (A-H) on your Answer Sheet.

&8226;Do not use any letter more than once.

&8226;There is an example at the beginning (O).

Don't follow that theory - think for yourself!

In the 1990s, according to US author Eileen Shapiro, managers have abandoned the right to manage. She argues that managers in the USA have lost confidence. (0) H

She describes a corporate culture which is extremely defensive and which has as its motto 'Managers should always follow the latest short-lived management theory, no matter how irrelevant it may be'. (9) In turn, these have been followed blindly by managers who have given up their central responsibility - taking decisions about their own business in their own particular circumstances.

"I really believe a manager's job is to manage", she says. But increasingly, she feels, they do everything but that. (10) That's because this, the identification of problems and opportunities, is the scariest part of management. Managers try to avoid the anxiety it brings by simply applying the latest theory to any problem. (11) Managers should, she believes, confront these head-on.

It is not that Ms Shapiro does not believe in cutting out unnecessary management layers and opening up organisations. Her criticism is that theories are often presented unthinkingly as solutions and are applied by managers who do not really understand what they are saying.

"Theories are often regarded as if they are some sort of miraculous cure for any type of problem", she says. "However, many projects have failed because theories have been applied which were not appropriate to the situation." (12) The blame for this inappropriate application of theories lies, she claims, mainly at the door of consultancy firms. It is difficult for big firms of consultants to specialise sufficiently. They cannot hope to offer exactly the service that a company requires at a price which the client is able to afford. (13) This is worse than having no help at all.

One of the most serious potential consequences of following theories without considering whether they are appropriate or not is a loss of staff morale and motivation. Obviously, this is something to be avoided. (14) However, Ms Shapiro believes that, unfortunately, unless managers begin again to take responsibility for their own actions that is exactly what will happen.

A. They therefore end up developing generalised solutions which are offered to clients regardless of an organisation's specific problems.

B. There are many firms of consultants offering help to companies.

C. No manager in their right mind would want to work with an angry, cynical or alienated workforce.

D. Just because a course of action has succeeded in one context, it does not mean it will be right in other circumstances.

E. From 'mission statements' to 're-engineering' she shows how one theory has replaced another in quick succession.

F. But in doing so, they often fail to address the real issues.

G. They fail to tackle the central management task, which is diagnosis.

H. They therefore no longer have the courage or the ability to take responsibility for their decisions.

(9)

Read the text slowly _______ you may understand the story better.

A、and

B、for

C、since

D、because

A、to read

B、read

C、reading

D、was reading

A.NO,I don't like to read.

B.No, I don't.

C.Yes, I don't.

D.Yes, you read it.

&8226;Read the article below about the body shop.

&8226;Choose the best sentence to fill in each of the gaps.

&8226;For each gap 8-12,mark one letter(A-G) on your Answer Sheet.

&8226;Do not use any letter more than once.

&8226;There is an example at the beginning(0).

The Body Shop--A New Kind of International Business

The Body Shop--good to its employees, its customers, the environment, worthy causes and the Third World--has pioneered a new kind of corporate culture, and made a great deal of money at the same time. When Anita Roddick, the founder of The Body Shop, is asked questions about her company, it is clear that she is passionate about the good work that The Body Shop does at the same time that it is a corporate business. Auckland businessman Roger Lampen of the job search Lampen Group Ltd says he's inspired by what he has read and heard about Roddick.

"Her level of passion and commitment is what's really required in business now," he says. (8) By all accounts, the huge British company, which makes and sells skin and hair-care products around the world, is

Good to employees: they are encouraged to have fun to challenge management, to put love where their labour is;

Good to customers: they can sample products with in-store "testers" and buy small bottles to start with; they are given information about ingredients; they are offered refills at a discount;

Good to the Third World: Anita Roddick, who runs the company, spends months each year traveling to remote regions to study the people's skin and hair care. (9)

Good to charities and worthy causes: Amnesty International, Romanian orphanages and the threatened rainforests of South America are among many beneficiaries of money, million-signature petitions, supplies, volunteers, membership sign-ups, shop-window campaigns;

Good to the environment: The Body Shop uses minimal packaging, recycles almost everything in sight and battles pollution. In one Body Shop paper-making business in Nepal, paper is made from water hyacinths that used to clog waterways, and from specially planted banana palms that have helped stop erosion and provide food. Residue from the paper-making is used to make pots for trans- planting much-needed trees. (10) .

While Roddick might say nasty things about some of the Body Shop shareholders--she loathes uncaring "speculators" who are just in for a quick profit--the company has certainly been good for their bank accounts. Since the shares were floated, in 1981, their price has increased almost 100--fold, says Fortune magazine. (11) Asked in a phone interview about how the Body Shop is likely to fare when Roddick retires, he says, "A couple of thousand years ago, you might have asked," What's going to happen to Christianity if Jesus Christ dies？ If Anita Roddick goes, the Body Shop could potentially become even stronger. The corporate culture is very strong." (12) Roddick gets angry about suspicious questioning "Anyone claiming to be altruistic is considered suspect." But, in a phone interview while she is visiting the Madison Avenue, New York, Body Shop, she gives some answers.

A But first let's look at what makes The Body Shop seem just too good to be true.

B One London stock analyst, John Richards of Country Natwest, even compares Roddick to Christ.

C All this, plus jobs and income!

D She has set up several Third World suppliers under a "Trade not Aid" policy;

E Still, no person and no business is perfect.

F Auckland businessman Roger Lampen of the job search Lampen Group Ltd says he's inspired by what he has read and heard about Roddick.

G But each year we're slowly getting better.

(8)