gmat機經(jīng),2017年6月gmat閱讀機經(jīng)(至6.28)(十六).

以下澳際留學(xué)為正在準備GMAT考試的同學(xué)們整理了gmat機經(jīng)，2011年GMAT機經(jīng)，以下2011年6月gmat閱讀機經(jīng)，共59篇，2011年6月3日至2011年6月28日。澳際留學(xué)祝大家GMAT考試順利！

1.4.1 GWD-26-Q14-Q16 董事會經(jīng)常失敗的原因和改進措施

Although recent censure of corporate 指責(zé)董事會消極懶散雖有點過

boards of directors as “passive” and 火，但還是有充分理由的。

“supine” may be excessive, those who

Line criticize board performance have plenty

(5) of substantive ammunition. Too many 董事會錯在沒有執(zhí)行好兩個基

corporate boards fail in their two crucial 本職責(zé)：忽視長期戰(zhàn)略，沒制

responsibilities of overseeing long-term 定好的高層薪酬計劃。

company strategy and of selecting

evaluating, and determining appropriate

(10) compensation of top management. At 有時CEO業(yè)績不好工資卻高。

times, despite disappointing corporate

performance, compensation of chi

executive officers reaches indensibly

high levels, Nevertheless, suggestions 但建議政府立法其改革又言之

(15) that the government should legislate board 過早。董事會可以自己改善。

rorm are premature. There are ample

opportunities for boards themselves to

improve corporate performance.

Most corporate boards’ compensation 大多數(shù)董事會制定高層管理

(20) committees focus primarily on peer-group 人員薪酬時只和其他公司比

comparisons. They are content if the pay 較。如果工資和其它對手公

of top executives approximates that of 司或類似公司的相同，董事

the executives of competing firms with 會就會滿足。

comparable short-term earnings or even

(25) that of executives of competing firms of

comparable size. However, mimicking the 這種模仿忽視了長期業(yè)績表

compensation policy of competitors for the 現(xiàn)。

sake of parity means neglecting the value

of compensation as a means of stressing

(30) long-term performance. By tacitly detach- 這會危害公司危害經(jīng)濟。

ing executive compensation policy from

long-term performance, committees harm

their companies and the economy as a

whole. The committees must develop 薪酬必須與長期表現(xiàn)掛鉤。

(35) incentive compensation policies to empha-

size long-term performance. For example 舉例說明

a board’s compensation committee can, by

carully proportioning straight salary and

such short-term and long-term incentives

(40) as stock options, encourage top manage-

ment to pursue a responsible strategy.

結(jié)構(gòu)清楚

-------------------------------------------------

Q14

According to the passage, the majority of compensation committees put the greatest emphasis on which of the following when determining compensation for their

executives?

A Long-term corporate performance

B The threat of government regulation

C Salaries paid to executives of comparable corporations

D The probable fect the determination will have on competitors

E The probable fect the economic climate will have on the company

They are content if the pay of top executives approximates that of the executives of competing firms

-----------------------------------------------------

Q15

The passage suggests which of the following about government legislation requiring

that corporate boards undergo rorm?

A Such legislation is likely to discourage

candidates from joining corporate

boards.

B Such legislation is likely to lead to

reduced competition among com-

panies.

C. The performance of individual com-

panies would be affected by such

legislation to a greater extent than

would the economy as a whole.

D Such legislation would duplicate

initiatives already being made by

corporate boards to improve their

own performance.無

E Corporate boards themselves could

act to make such legislation unnec-

essary.

第一段最后部分表達的意思。

------------------------------------------------

Q16

Which of the following best describes the organization of the passage?

A A problem is acknowledged, the

causes are explored, and a solu-

tion is offered.

B A question is raised, opposing points

of view are evaluated, and several

alternative answers are discussed.

C A means of dealing with a problem is

proposed, and the manner in which

D a solution was reached is explained.

A plan of action is advanced, and the

probable outcomes of that plan are

discussed.

E Two competing theories are described

and then reconciled.

1.4.2 T-7-Q23-Q25企業(yè)新產(chǎn)品開發(fā)對市場供求的影響

Companies that must determine well 好賣的產(chǎn)品產(chǎn)量太少，難賣的產(chǎn)品 in advance of the selling season how 產(chǎn)量又太大。 many unites of a new product to manu- Line facture often underproduce products (5) that sell well and have overstocks of others. The increased incidence in 這種供求矛盾似乎很諷刺，因為 recent years of mismatches between 消費者購買模式的數(shù)據(jù)趨于精確， production and demand seems ironic, 彈性生產(chǎn)又允許小量商品的生產(chǎn)。 since point-of-sale scanners have (10) improved data on consumers’ buying patterns and since flexible manufacturing has enabled companies to 24 produce, cost-fectively, small quantities of goods. This type of 彈性生產(chǎn)導(dǎo)致美國每年新產(chǎn)品 (15) manufacturing has greatly increased 大量增加。但是頻繁引入新產(chǎn)品 the number of new products introduced 有兩個消極的副作用。 annually in the United States. However, frequent introductions of new products have two problematic side fects. For 一方面產(chǎn)品平均壽命縮短；它 (20) one, they reduce the average lifetime of 們既不處于初期（難以預(yù)計）， products; more of them are neither at the 也不處于末期（庫存昂貴）。 beginning of their life (when prediction is difficult) or at the end of their life (when keeping inventory is expen- (25) sive because the products will soon become obsolete). For another, as 另一方面，隨著新產(chǎn)品泛濫， new products proliferate, demand is 需求在增加的庫存單位內(nèi)分配 divided among a growing number of stock-keeping units (SKU’s). Even 雖然廠商和零售商有些把握預(yù) (30) though manufacturers and retailers can 計準確的累積總需求，但他們 forecast aggregate demand with some 難以準確預(yù)計這些需求在眾多 certainty, forecasting accurately how 庫存單位內(nèi)如何分配。 that demand will be distributed among the many SKU’s they sell is difficult. (35) For example, a company may be able 例如，一家公司可能可以準確 to estimate accurately the aggregate 估計鞋子總售量，但它不確定 number of shoes it will sell, but it may 哪種鞋子會賣更多，哪種鞋子 be uncertain about which specific 會賣更少。 types of shoes will sell more than other types. -------------------------------------------------------------------------------- Q23: Which of the following most accurately describes the function of the last sentence in the passage (lines 35-40)? A. To cite a situation in which the aggregate demand is more important than the distribution of demand among SKU’s B. To rute an assertion about the side fects of flexible manufacturing C. To illustrate an assertion about companies’ ability to forecast demand D. To provide an example of ways in which companies address the difficulties of forecasting demand E. To note an exception to the author’s assertion about distributing demand am-ong SKU’s

Q24: The passage suggests which of the following about divided demand among a growing number of SKU’s? A. It has increased the average lifetime of products. B. It has resulted from retailer’s attempts to predict demand more accurately and avoid both understocks and overstocks. C. It has decreased the use of flexible manufacturing by companies. D. It has not increased the expense of keeping inventory of certain products. E. It has not prevented companies from predicting aggregate demand with some certainty.

Q25:

According to the passage, which of the following has led to growth in the number of new products introduced in the United States each year?

1. Reduced average lifetime of products
2. Increased ability to forecast aggregate demand
3. More cost-fective ways of keeping inventory for products
4. Cost-fective production of small quantities of goods
5. Increased ability to divide demand among a number of SKU’s and to forecast how that demand will be distributed among those SKU’s

澳際留學(xué)為大家整理2011年gmat機經(jīng)，以上2011年6月gmat機經(jīng)，gmat閱讀機經(jīng)59篇，2011年6月3日至2011年6月28日。澳際留學(xué)祝大家考試順利！

以下澳際留學(xué)為正在準備GMAT考試的同學(xué)們整理了gmat機經(jīng)，2011年GMAT機經(jīng)，以下2011年6月gmat閱讀機經(jīng)，共59篇，2011年6月3日至2011年6月28日。澳際留學(xué)祝大家GMAT考試順利！

1.4.1 GWD-26-Q14-Q16 董事會經(jīng)常失敗的原因和改進措施

Although recent censure of corporate 指責(zé)董事會消極懶散雖有點過

boards of directors as “passive” and 火，但還是有充分理由的。

“supine” may be excessive, those who

Line criticize board performance have plenty

(5) of substantive ammunition. Too many 董事會錯在沒有執(zhí)行好兩個基

corporate boards fail in their two crucial 本職責(zé)：忽視長期戰(zhàn)略，沒制

responsibilities of overseeing long-term 定好的高層薪酬計劃。

company strategy and of selecting

evaluating, and determining appropriate

(10) compensation of top management. At 有時CEO業(yè)績不好工資卻高。

times, despite disappointing corporate

performance, compensation of chi

executive officers reaches indensibly

high levels, Nevertheless, suggestions 但建議政府立法其改革又言之

(15) that the government should legislate board 過早。董事會可以自己改善。

rorm are premature. There are ample

opportunities for boards themselves to

improve corporate performance.

Most corporate boards’ compensation 大多數(shù)董事會制定高層管理

(20) committees focus primarily on peer-group 人員薪酬時只和其他公司比

comparisons. They are content if the pay 較。如果工資和其它對手公

of top executives approximates that of 司或類似公司的相同，董事

the executives of competing firms with 會就會滿足。

comparable short-term earnings or even 上123456下

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