1 . Plato, an ancient Greek philosopher, believed that men are divided into three classes: gold, silver and bronze. Vifredo Pateto, an Italian economist, argued that “the vital few” account for most progress. In the private sector, best companies struggle relentlessly to find and keep the vital few. They offer them fat pay packets, extra training, powerful mentors and more challenging assignments.
As the competition in business is getting increasingly fierce, companies are trying harder to nurture raw talent, or to poach it from their vitals. Private-equity firms rely heavily on a few stars. High-tech firms, for all their egalitarianism (平均主义), are ruthless about recruiting the brightest. Firms in emerging markets are desperate to find young high-flyers to cope with rapid growth and fast-changing environment.
Bill Conaty and Ram Charan’s recent book The Talent Masters provides a nice mix of portraits of well-known talent factories along with sketches of more recent converts to the cause. “Talent masters” are proud of their elitism. GE divides its employees into three groups based on their promise. Hindustan Unilever compiles a list of people who show innate leadership qualities. “Talent masters” all seem to agree on the importance of two things: measurement and differentiation. The best companies routinely subject employees to various “reviews” and “assessments.” But when it comes to high-flyers they make more effort to build up a three-dimensional picture of their personalities and to provide lots of feedback.
A powerful motivator is to single out high-flyers for special training. GE spends $1 billion a year on it. Novartis sends high-flyers to regular off-site training sessions. Many companies also embrace on-job training, speaking of “stretch” assignments or “baptisms by fire.” The most coveted are foreign postings: these can help young managers understand what it is like to run an entire company with a wide range of problems.
Successful companies make sure that senior managers are involved with “talent development.” Bosses of GE and P&G spent 40% of their time on personnel. Intel obliged senior managers to spend at least a week in a year teaching high-flyers. Involving the company’s top brass (高级职员) in the process prevents lower-level managers from monopolizing high-flyers and crates dialogues between established and future leaders. Successful companies also integrate talent development with their broader strategy to ensure that companies are more than the sum of their parts. P&G likes its managers to be both innovative and worldly. Goodyear replaced 23 of its 24 senior managers in two years as it shifted its target-consumers from carmakers to motorists.
Meanwhile, in their rush to classify people, companies can miss potential stars. Those who are singled out for special treatment can become too full of themselves. But the first problem can be fixed by flexibility; people who are average in one job can become stars in another. And people who become too smug can be discarded.
1. The author mentions the needs for talent of different firms in the second paragraph to show that _________.| A．the need for talent is universal |
| B．there is a cut-throat competition among them |
| C．the economy is more prosperous than before |
| D．the need for talent is confined to high-tech firms |
| A．How the well-known talent factories classify their staff. |
| B．How the talent factories and recent converts to the cause are like. |
| C．How to identify and recruit talent. |
| D．How to keep and foster elite employees. |
| A．checking and evaluating them frequently |
| B．compelling the senior managers to instruct the high-flyers |
| C．moving them into the positions that display their strengths |
| D．providing them with training or special mentoring classes |
| A．making sure that its senior managers spend enough time on personnel |
| B．changing the company’s strategy according to the status quo of talent |
| C．replacing most of the senior managers regularly to avoid monopoly |
| D．grooming future leaders from high-flyers rather than from lower-level managers |
| A．The importance of equality. |
| B．The necessity of flexibility. |
| C．The drawbacks of elitism. |
| D．The harm of self-conceit. |
2 . When you walk on the streets of cities like New York and Washington, D.C., it’s hard to miss the sculptures. Many mark parks and neighborhoods. Historic figures often can be seen standing upright. Or they can be seen sitting on their horses, stoically striking a pose. More often than not, these statues have another thing in common. It’s their
Of the estimated 5,193 public statues depicting historic figures on display throughout the U.S., only 394 are of
A group is looking to change this
The
Currently, few of the statues that do show women on city streets are
One campaign isn’t enough to solve ongoing issues of gender discrimination and
| A．style | B．material | C．size | D．gender |
| A．men | B．women | C．leaders | D．politician |
| A．contributes to | B．devotes to | C．focuses on | D．depends on |
| A．ratio | B．unfairness | C．prejudice | D．reality |
| A．particularly | B．notoriously | C．deliberately | D．exclusively |
| A．existence | B．ignorance | C．lack | D．absence |
| A．hides away | B．takes away | C．puts away | D．clear away |
| A．modeled on | B．based on | C．developed from | D．derived from |
| A．poverty | B．bias | C．inequality | D．gap |
| A．shadowed | B．faked | C．concealed | D．ignored |
3 . Think about a remote control. Something so simple in function is seemingly capable of invisible magic to most of us. Only those with an engineering and electronics background probably have any real idea of why a remote control works. The rest of us just assume it should. And the longer a given technology exists, the more we take it for granted.
Consider for a moment a split screen showing modern remote control users versus the first remote control users: the original users would be carefully aiming the remote directly at the television, reading the names of the buttons to find the right one, and intentionally pressing the button with a force that adds nothing to the effectiveness of the device. The modern users would be leaning on a sofa, pointing the remote any which way, and instinctively feeling for the button they desired, intuiting (凭直觉知道) its size, shape, and position on the remote.
Humans are known for being handy with tools, so it is no surprise that we get so comfortable with our technology. However, as we become increasingly comfortable with how to use new technologies, we become less aware of how they work. Most people who use modern technology know nothing of its underlying science. They have spent neither mental nor financial resources on its development. And yet, rather than be humbled by its originality, we consumers often become unfairly demanding of what our technology should do for us.
Many of the landmark inventions of the twentieth century followed predictable tracks: initial versions of each technology (television, video games, computers, cell phones, etc.) succeeded in impressing the general public. Then, these wonderful new inventions quickly became commonplace. Soon, the focus of consumer attitudes towards them changed from gratitude with respect to discriminating preference.
Televisions needed to be bigger and have a higher resolution. Video games needed to be more realistic. Computers needed to be more powerful yet smaller in size. Cell phones needed to be smaller yet capable of performing other tasks such as taking pictures, accessing the Internet, and even playing movies.
For children of the last twenty years born into this modern life, these technological marvels seem like elements of the periodic table: a given ingredient that is simply part of the universe. Younger generations don’t even try to imagine life without modern conveniences. They do not appreciate the unprecedented (史无前例的) technology that is in their possession; rather, they complain about the ways in which it fails to live up to ideal expectations. “My digital video recorder at home doesn’t allow me to program it from my computer at work.” “It’s taking too long for this interactive map to display on my portable GPS”.
If it sounds as though we’re never satisfied, we aren’t. Of course, our complaints do actually motivate engineers to continually refine their products. After all, at the root of our tool-making instinct is the notion that “there must be a better way.” Thus, the shortcomings of any current version of technology are pinned on the limitations of its designers, and the expectation is that someone, somewhere is working on how to make the existing product even better.
1. The second paragraph is used to illustrate the idea that ________.| A．modern humans do not pay enough attention to instructions |
| B．remote controls have become far more effective over the years |
| C．consumer behavior toward new forms of technology changes over time |
| D．the first consumers of new technology used new devices with ease and comfort |
| A．aim the remote directly at the television | B．feel instinctively for the desired button |
| C．read the names of the buttons carefully | D．use more strength pressing the button than is necessary |
| A．less realistic video games | B．wanting to make sacrifices |
| C．more powerful computers | D．needing to understand technology |
| A．space exploration gives us most of our technology |
| B．children learn technology while they learn chemistry |
| C．consumers complain when modern conveniences break down |
| D．consumers regard many technological inventions as unremarkable |
| A．critical | B．sympathetic | C．frightened | D．satisfied |
