2022年广东考研英语考试真题卷(3).docx
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1、2022年广东考研英语考试真题卷(3)本卷共分为1大题50小题,作答时间为180分钟,总分100分,60分及格。一、单项选择题(共50题,每题2分。每题的备选项中,只有一个最符合题意) 1.Text 2Well, no gain without pain, they say. But what about pain without gain.’ Everywhere you go in America, you hear tales of corporate revival. What is harder to establish is whether the productivi
2、ty revolution that businessmen assume they are presiding over is for real.The official statistics are mildly discouraging. They show that, .if you lump manufacturing and services together, productivity has grown on average by 1.2% since 1987. That is somewhat faster than the average during the previ
3、ous decade. And since 1991, productivity has in creased by about 2% a year, which are more than twice the 1978 - 1987 averages. The trouble is that part of the recent acceleration is due to the usual rebound that occurs at the point in a business cycle, and so is not conclusive evidence of a revival
4、 in the underlying trend. There is, as Robert Rubin, the treasury secretary, says, a disjunction between the mass of business anecdote that points to a leap in productivity and the picture reflected by the statistics.Some of this can be easily explained. New ways of organizing the workplace all that
5、 reengineering and downsizing-are only one contribution to the overall productivity of an economy, Which is driven by many other factors such as joint investment in equipment and machinery, new technology, and investment in education and training. Moreover, most of the changes that companies make ar
6、e intended to keep them profitable, and this need not always mean increasing productivity: switching to new markets or improving quality can matter just as much.Two other explanations are more speculative. First, some of the business restructuring of recent years may have been ineptly done. Second,
7、even if it wag well done, it may have spread much less widely than people suppose.Leonard Schlesinger, a Harvard academic and former chief executive of Au Bong Pain, a rapidly growing chain of bakery cafes, says that much reengineering has been crude. In many cases, he believes, the loss of revenue
8、has been greater than the reductions in cost. His colleague, Michael Beer, says that far too many companies have applied reengineering in a mechanistic fashion, chopping out costs without giving sufficient thought to long - term profitability. B. B. D. O’ s A1 Rosen shine is blunter. He dismis
9、ses a lot of the work of re engineering consultants as mere rubbish- the worst sort of ambulance cashing.According to the author, the American economic situation is()Anot as good as it seemsBat its turning pointCmuch better than it seemsDnear to complete recovery2.Text 2Well, no gain without pain, t
10、hey say. But what about pain without gain.’ Everywhere you go in America, you hear tales of corporate revival. What is harder to establish is whether the productivity revolution that businessmen assume they are presiding over is for real.The official statistics are mildly discouraging. They sh
11、ow that, .if you lump manufacturing and services together, productivity has grown on average by 1.2% since 1987. That is somewhat faster than the average during the previous decade. And since 1991, productivity has in creased by about 2% a year, which are more than twice the 1978 - 1987 averages. Th
12、e trouble is that part of the recent acceleration is due to the usual rebound that occurs at the point in a business cycle, and so is not conclusive evidence of a revival in the underlying trend. There is, as Robert Rubin, the treasury secretary, says, a disjunction between the mass of business anec
13、dote that points to a leap in productivity and the picture reflected by the statistics.Some of this can be easily explained. New ways of organizing the workplace all that reengineering and downsizing-are only one contribution to the overall productivity of an economy, Which is driven by many other f
14、actors such as joint investment in equipment and machinery, new technology, and investment in education and training. Moreover, most of the changes that companies make are intended to keep them profitable, and this need not always mean increasing productivity: switching to new markets or improving q
15、uality can matter just as much.Two other explanations are more speculative. First, some of the business restructuring of recent years may have been ineptly done. Second, even if it wag well done, it may have spread much less widely than people suppose.Leonard Schlesinger, a Harvard academic and form
16、er chief executive of Au Bong Pain, a rapidly growing chain of bakery cafes, says that much reengineering has been crude. In many cases, he believes, the loss of revenue has been greater than the reductions in cost. His colleague, Michael Beer, says that far too many companies have applied reenginee
17、ring in a mechanistic fashion, chopping out costs without giving sufficient thought to long - term profitability. B. B. D. O’ s A1 Rosen shine is blunter. He dismisses a lot of the work of re engineering consultants as mere rubbish- the worst sort of ambulance cashing.The official statistics o
18、n productivity growth ()Aexclude the usual rebound in a business cycleBfall short of businessmen' s anticipationCmeet the expectation of business peopleDfail to reflect the true state of economy3.Text 2Well, no gain without pain, they say. But what about pain without gain.’ Everywhere you
19、go in America, you hear tales of corporate revival. What is harder to establish is whether the productivity revolution that businessmen assume they are presiding over is for real.The official statistics are mildly discouraging. They show that, .if you lump manufacturing and services together, produc
20、tivity has grown on average by 1.2% since 1987. That is somewhat faster than the average during the previous decade. And since 1991, productivity has in creased by about 2% a year, which are more than twice the 1978 - 1987 averages. The trouble is that part of the recent acceleration is due to the u
21、sual rebound that occurs at the point in a business cycle, and so is not conclusive evidence of a revival in the underlying trend. There is, as Robert Rubin, the treasury secretary, says, a disjunction between the mass of business anecdote that points to a leap in productivity and the picture reflec
22、ted by the statistics.Some of this can be easily explained. New ways of organizing the workplace all that reengineering and downsizing-are only one contribution to the overall productivity of an economy, Which is driven by many other factors such as joint investment in equipment and machinery, new t
23、echnology, and investment in education and training. Moreover, most of the changes that companies make are intended to keep them profitable, and this need not always mean increasing productivity: switching to new markets or improving quality can matter just as much.Two other explanations are more sp
24、eculative. First, some of the business restructuring of recent years may have been ineptly done. Second, even if it wag well done, it may have spread much less widely than people suppose.Leonard Schlesinger, a Harvard academic and former chief executive of Au Bong Pain, a rapidly growing chain of ba
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