【正文】 G sale is in overseas marketsC. Cheer is not so effective in cold water D. The picture McDonnell Douglas Corp. used is culturally offensive32. What is the main topic of the passage?Cultural oversights can be disastrous B. The lesson Procter and Gamble learnedC. The superstition about number D. What illustrations showPassage ThreeAn Asian engineer is assigned to 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 British president, but within six months asks for a transfer.Each of these reallife cases involved people who were regarded as superior employees, but were illequipped to cope with the plexities and dangers of intercultural management.“Multinational panies have studied everything else, now they’re finally looking at culture,” says Clifford Clarke, founder and president of the Californiabased IRI International Inc. one of a small but growing number of consulting firms that specialize in teaching business people from differing cultures how to municate and work with each other.“Never show the sole of your shoe to an Arab, never arrive on time for a party in Brazil, and in Japan, don’t think ‘yes means yes,” advise U. S. consultants Lennie Copland and Lewis Browh Griggs, who have produced a series of films and a book to help managers improve their international business skills. But simply learning the social “dos” 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.For example, the American manager who promised to be fair thought he was telling his Japanese staff that their hard work would be rewarded, but when some workers received higher salary increases than others, there were plaints. “You told us you’d be fair, and you lied to us,” accused one salesman, “It took me a year and half” sighed the American, “to realize that ‘fair’ to my staff, meant being treated equally”.The Asian engineer who suffered in America was the victim of another mistaken expectation. He was accustomed to the warm group environment so typical in Japan, said his U. S manager. But in our pany, we’re all expected to be selfstarters, who thrive on working alone. For him, it was emotional starvation. He’s made the adjustment now, but he’d be humiliated if I told you his name. That’s another cultural difference.The Japanese manager who failed to respond to his promotion couldn’t bring himself to use the more direct language needed to municate with his Londonbased superiors. “I used to think all this talk about cultural munication was a lot of baloney,” says Eugene J. Flath, president of Intel Japan Ltd, a subsidiary of the American semiconductor maker. “Now, I can see it’s a real problem.” Mismunication has slowed our ability to coordinate action with our home office.That’s why Intel, with the help of consultant Clarke, began an intercultural training program this spring, which Flath expects will dramatically reduce decisionmaking time now lost in making sure the Americans and the Japanese understand each other.23. The best title for the passage would be .Building Bridges Over the Cultural Rivers B. Multinational training for BusinessmenC. Learning Different Thinking Patterns. D. Communication Problems and Complaints24. From the context, the word ‘baloney’ is close in meaning to .A. balcony B. feat C. nonsense D. simplicity25. Why did the Japanese staff plain to the American manager?The American manager had lied to them B. The salary increases were insufficientC. Most staff had not received salary increases D. There was a misunderstanding of the word ‘fair’26. The cultural munication problems are being especially urgent for .American managers B. multinational panies C. Japanese employees D. consulting firms27. From the passage, the Japanese people seem to be accustomed to .being frank and direct B. thriving on working aloneC. the warm team environment D. higher salary than others28. Why did the promoted Japanese manager ask for a transfer?He was not petent for the higher position B. He was not accustomed to working by himselfC. He could not make the adjustment to his new job D. He lacked adequate munication with his superiorsPassage One With our nation’s economic petitiveness slackening and our productivity levels not keeping pace with our international petitors, employers and policy makers have called for changes and improvements in how our schools prepare students. In multiple surveys, employers point to inadequacies in academic skills and work readiness among workers, including the lack of integrity and of willingness to assume responsibility and work cooperatively. They also point to the increasing need for workers to be lifelong learners—a need generated by the increasing speed with which skills bee obsolete and by the frequent changes in jobs that are typically made by workers during their lifetimes (one in five workers leave their jobs once every five years and younger workers even more often). According to the Committee for Economic Development, “Employers in both large and small businesses decry the lack of preparation for work among the nation’s high school graduates. Too many students lack reading, writing, and appropriate behavior on the job. Nor have they learned how to learn, how to solve problems, make decisions, or set priorities”. This view of young workers contributes to their poor prospects in the labor market as employers seek to hire older, more experienced workers, even for entrylevel positions.Yet students have correctly ascertained that there is little, if any, relationship between how well they do in