Most bosses who assess subordinates see appraisals as an effective way to improve employees' wor

The Bosses Speak

John Stuart is an executive recruitment specialist who has turned to writing. The result is this book, based on interviews with twenty Chief Executives.

Each top manager--none of them famous names, surprisingly--is given a short chapter, and there is some introductory material and a conclusion. This means you can jump from one person to another, in any order, which is good for people who are too busy to read a book form. cover to cover. For a management book it isn't expensive, although whether it's good value for money is doubtful.

Some of the twenty interviewees started their own businesses, while others joined a company and fairly new in their position, and others have had years of experience, though, strangely, Stuart doesn't seem interested in these differences. The interviewees work in everything, from retailing to airlines to software, and it is this variety that forms the main theme of Stuart's book.

I have to say that Stuart's approach annoys me. He rarely stays at a distacne from his interviewees, who are mostly presented in their own, positive words. If this were always the case, at least you would know where you were. But he seems to dislike certain interviewees. As a result, I don't know whether to accept any of his opinions.

It also means that the book gives no clear lessons. At the very least, I expected to learn what makes a successful Chief Executive. But these people seem to share two types of qualities. Some of them are very common, suggesting that anyone can be equally successful, which is definitely not the case. And the other qualities are ones which most successful bosses I've seen definitely do not have. So in the end I'm no wiser about what really goes on.

Perhaps I'm being unfair. As long as you don't think about whether you'd like them as friends, and pay no attention to most of the advice they give, the most readable parts are where the bosses describle their route to their present position.

Stuart seems to think that his book would be useful for people aiming for the top, and that it might even make a few want to start their own company; but, in fact, what they could learn here is very limited Seen as light business reading for a doctor or teacher, though, this book would provide some good entertainment.

The reviewer suggests that one advantage of the book is that ______ .

A．it is better value than other management books.

B．it does not need to be read right through.

C．it is about well-known people.

•Read the following review of a book called The Bosses Speak.

•For each question (23-28) , choose the correct answer.

•Mark one letter (A, B or C) on your Answer Sheet.

The Bosses Speak

Adam Rogers is an executive recruitment specialist who has turned to writing. The result is this book, based on interviews with twenty Chief' Executives.

Each top manager -- none of them famous names, surprisingly -- is .given a short chapter, and there is some introductory material and a conclusion. This means you can jump from one person to another, in any order, which is good for people who are too busy to read a book from cover to cover. For a management book it isn't expensive, although whether it's good value for money is doubtful.

Some of the twenty interviewees started their own businesses, while others joined a company and worked their way up. Some are fairly new in their position, and others have had years of experience, though, strangely, Rogers doesn't seem interested in these differences. The interviewees work in everything, from retailing to airlines to software, and it is this variety that forms the main theme of Rogers's book.

I have to say that Rogers's approach annoys me. He rarely stays at a distance from his interviewees, who are mostly presented in their own, positive words. If this were always the case, at least you would know where you were. But he seems to dislike certain interviewees. As a result, I don't know whether to accept any of his opinions.

It also means that the book gives no clear lessons. At the very least, I expected to learn what makes a successful Chief Executive. But these people seem to share two types of qualities. Some of them are very common, suggesting that anyone can be equally successful, which is definitely not the ease. And the other qualities are ones which most successful bosses I've seen definitely do not have. So in the end I'm no wiser about what really goes on.

Perhaps I'm being unfair. As long as you don't think about whether you'd like them as friends, and pay no attention to most of the advice they give, the most readable parts are where the bosses describe their route to their present position. Rogers seems to think that his book would be useful for people aiming for the top, and that it might even make a few want to start their own company; but, in fact, what they could learn here is very limited. Seen as light business reading for a doctor or teacher, though, this book would provide some good entertainment.

The reviewer suggests that one advantage of the book is that

A．it is better value than other management books.

B．it does not need to be read right through.

C．it is about well-known people.

t from the characteristics of the dominant majority determined the extent of that group's acceptance. Immigrants who were like the earlier settlers were accepted. The large numbers of immigrants with significantly different characteristics tended to be viewed as a threat to basic American values and the American way of life.

This was particularly true of the immigrants who arrived by the million during the late nineteenth and early twentieth centuries. Most of them came from poverty-stricken nations of southern and eastern Europe. They spoke languages other than English, and large numbers of them were Catholics or Jews.

Americans at the time were very fearful of this new flood of immigrants. They were afraid that these people were so accustomed to lives of poverty and dependence that they would not understand such basic American values as freedom, self-reliance and competition. There were so many new immigrants that they might even change the basic values of the nation in undesirable ways.

Americans tried to meet what they saw as a threat to their values by offering English instruction for the new immigrants and citizenship classes to teach them basic American beliefs. The immigrants, however, often felt that their American teachers disapproved of the traditions of their homeland. Moreover, learning about American values gave them little help in meeting their most important needs such as employment, food, and a place to live.

Far more helpful to the new immigrants were the "political bosses" of the larger cities of the northeastern United States, where most of the immigrants first arrived. Those bosses saw too many of the practical needs of the immigrants and were more accepting of the different homeland traditions. In exchange for their help, the political bosses expected the immigrants to keep them in power by voting for them in elections.

In spite of this, many scholars believe that the political bosses performed an important function in the late nineteenth and early twentieth centuries. They helped to assimilate large numbers of disadvantaged white immigrants into the larger American culture. The fact that the United States had a rapidly expanding economy at the turn of the century made it possible for these new immigrants, often with the help of the bosses, to better their standard of living in the United States. As a result of these new opportunities and new rewards, immigrants came to accept most of the values of the larger American culture and were in mm accepted by the great majority of Americans. For white ethnic groups, therefore, it is generally true that their feeling of being a part of the larger culture, that is, "American" is much stronger than their feeling of belonging to a separate ethnic group-Irish, Italian, Polish, etc.

A minority group's acceptance to the country was determined by

A．the difference they showed from the majority.

B．the time when they arrived at the new land.

C．the background conditions they came from.

D．the religious group to which they belonged.

e the correct answer. Mark letter (A,B or C) on your Answer Sheet. John Stuart is an executive recruitment specialist who has turned to writing. The result is this book, based on interviews with twenty Chief Executives. Each top manager—none of them famous names, surprisingly is given a short chapter, and there is some introductory material and a conclusion. This means you can jump from one person to another, in any order, which is good for people who are too busy to read a book form. cover to cover. For a management book it isnt expensive, although whether its good value for money is doubtful. Some of the twenty interviewees started their own businesses, while others joined a company and worked , and fairly new in their position, and others have had years of experience—though, strangely, Stuart doesnt seem interested in these differences. The interviewees work in everything, from retailing to airlines to software, and it is this variety that forms the main theme of Stuarts book. I have to say that Stuarts approach annoys me. He rarely stays at a distance from his interviewees, who are mostly presented in their own, positive words. If this were always the case, at least you would know where you were. But he seems to dislike certain interviewees. As a result, I dont know whether to accept any of his opinions. It also means that the book gives no clear lessons. At the very least, I expected to learn what makes a successful Chief Executive. But these people seem to share two types of qualities. Some of them are very common, suggesting that anyone can be equally successful, which is definitely not the case. And the other qualities are ones which most successful bosses Ive seen definitely do not have. So in the end Im no wiser about what really goes on. Perhaps Im being unfair. As long as you dont think about whether youd like them as friends, and pay no attention to most of the advice they give, the most readable parts are where the bosses describe their route to their present position. Stuart seems to think that his book would be useful for people aiming for the top, and that it might even make a few want to start their own company; but, in fact, what they could learn here is very limited. Seen as light business reading for a doctor or teacher, though, this book would provide some good entertainment.

The reviewer suggests that one advantage of the book is that .

A.it is better value than other management books

B.it does not need to be read right through

C.it is about well-known people

● Read the article below about a book.

● For each question 23-28, choose the correct answer.

● Mark one letter (A, B or C) on your Answer Sheet.

The Bosses Speak

John Stuart is an executive recruitment specialist who has turned to writing. The result is this book, based on interviews with twenty Chief Executives.

Each top manager--none of them famous names, surprisingly--is given a short chapter, and there is some introductory material and a conclusion. This means you can jump from one person to another, in any order, which is good for people who are too busy to read a book form. cover to cover. For a management book it isn't expensive, although whether it's good value for money is doubtful.

Some of the twenty interviewees started their own businesses, while others joined a company and fairly new in their position, and others have had years of experience, though, strangely, Stuart doesn't seem interested in these differences. The interviewees work in everything, from retailing to airlines to software, and it is this variety that forms the main theme of Stuart's book.

I have to say that Stuart's approach annoys me. He rarely stays at a distance from his interviewees, who are mostly presented in their own, positive words. If this were always the case, at least you would know where you were. But he seems to dislike certain interviewees. As a result, I don't know whether to accept any of his opinions.

It also means that the book gives no clear lessons. At the very least, I expected to learn what makes a successful Chief Executive. But these people seem to share two types of qualities. Some of them are very common, suggesting that anyone can be equally successful, which is definitely not the case. And the other qualities are ones which most successful bosses I've seen definitely do not have. So in the end I'm no wiser about what really goes on.

Perhaps I'm being unfair. As long as you don't think about whether you'd like them as friends, and pay no attention to most of the advice they give, the most readable parts are where the bosses describle their route to their present position.

Stuart seems to think that his book would be useful for people aiming for the top, and that it might even make a few want to start their own company; but, in fact, what they could learn here is very limited Seen as light business reading for a doctor or teacher, though, this book would provide some good entertainment.

The reviewer suggests that one advantage of the book is that ______ .

A．it is better value than other management books.

B．it does not need to be read right through.

C．it is about well-known people.

It has been a wretched few weeks for America's celebrity bosses. AIG's Maurice Greenberg has been dramatically ousted from the firm through which he dominated global insurance for decades. At Morgan Stanley a mutiny is forcing Philip Purcell, a boss used to getting his own way, into an increasingly desperate campaign to save his skin. At Boeing, Harry Stonecipher was called out of retirement to lead the scandal-hit firm and raise ethical standards, only to commit a lapse of his own, being sacked for sending e-mails to a lover who was also an employee. Carly Fiorina was the most powerful woman in corporate America until a few weeks ago, when Hewlett-Packard (HP) sacked her for poor performance. The fate of Bernie Ebbers is much grimmer. The once high-profile boss of World-Corn could well spend the rest of his life behind bars following his conviction last month on fraud charges.

In different ways, each of these examples appears to point to the same, welcome conclusion: that the imbalance in corporate power of the late 1990s, when many bosses were allowed to behave like absolute monarchs, has been corrected. Alas, appearances can be deceptive. While each of these recent tales of chief-executive woe is a sign of progress, none provides much evidence that the crisis in American corporate governance is yet over. In fact, each of these cases is an example of failed, not successful, governance.

At the very least, the boards of both Morgan Stanley and HP were far too slow to address their bosses' inadequacies. The record of the Boeing board in picking chiefs prone to ethical lapses is too long to be dismissed as mere bad luck. The fall of Messrs Greenberg and Ebbers, meanwhile, highlights the growing role of government—and, in particular, of criminal prosecutors—in holding bosses to account, a development that is, at best, a mixed blessing. The Sarbanes-Oxley act, passed in haste following the Enron and World-Com scandals, is imposing heavy costs on American companies; whether these are exceeded by any benefits is the subject of fierce debate and may not be known for years.

Eliot Spitzer, New York's attorney-general, is the leading advocate and practitioner of an energetic "law enforcement" approach. He may be right that the recent burst of punitive actions has been good for the economy, even if some of his own decisions have been open to question. Where he is undoubtedly right is in arguing that corporate America has done a lamentable job of governing itself. As he says in an article in the Wall Street Journal this week: "The honour code among CEOs didn't work. Board oversight didn't work. Self-regulation was a complete failure. " AIG's board, for example, did nothing about Mr Greenberg's use of murky accounting, or the conflicts posed by his use of offshore vehicles, or his constant bullying of his critics—let alone the firm's alleged participation in bid-rigging—until Mr Spitzer threatened a criminal prosecution that might have destroyed the firm.

In the opening paragraph, the author introduce his topic by ______.

A．citing America's celebrity bosses

B．listing a number of America's celebrity bosses

C．depicting the plight of some reputed American bosses

D．writing some most powerful persons in American firms.

m bosses who believe man is much more competent than women.

A．Y

B．N

C．NG

？？ most of her work is for her company"s Managing Director， she works for six bosses

41__________ ？？

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C1】______five has people living in it who have【C2】______there for more than five years. One may be born in one city, and go to school in【C3】______. He may finish his middle school【C4】______in two or three cities and attend a college far across the country. And when he has entered business, he【C5】______possibly move from job to job. Moving from job to job, or "jobhopping", is a very common practice in the United States. This【C6】______is not good by and large. Yet every【C7】______to change a job offers the worker an opportunity to move【C8】______to a higher position and to get better wages. And jobhopping also gives employers—the bosses, the managers—the chance to benefit【C9】______the new ideas and skills that different people bring to【C10】______firms or factories. Then, most Americans love traveling. People often【C11】______their automobiles 120 to 160 kilometers just to have【C12】______with a friend or even fly to Europe and back just for watching a football match. It is because of this—the fact that Americans are in【C13】______motion—you are likely to be asked questions that are【C14】______personal and impolite in Europe. And, in this way, it is also【C15】______for you to become friends with Americans. And the【C16】______can be close and strong for a while, but then disappears as soon as the individuals move【C17】______from each other. But if these people should【C18】______again, even years later, they would be delighted to【C19】______the friendship. So don't be【C20】______when you fail to find lifetime friendships or relationships in the United States.

【C1】

A．with

B．in

C．from

D．on

We learn from the passage that the establishment of Labor Day ______.

A．was accepted by most bosses as a compromise

B．marked a turning point in the workers' struggle for more rights

C．indicated the improvement of the workers' welfare

D．signaled the end of "wage slavery"