2016年大学英语六级考试试题样卷
owing as if there were no tomorrow. Unlike the Americans, who felt that the markets knew best, the Europeans failed to anticipate how the markets would react to their endless borrowing. Today, the European Union is creating a $580 billion fund to ward off sovereign collapse. This will buy the EU time, but it will not solve the bloc’s larger problem.
56. What has contributed to the rapid economic growth in China and India?
B) Heavy reliance on the hand of government.
C) Copying western-style economic behavior.
D) Timely reform of government at all levels.
What does Ronald Reagan mean by saying “go
A) Government action is key to solving economic problems. B) Many
C) Many social ills are caused by wrong government policies.
D) Government regulation hinders economic development.
58. What stopped the American economy from collapsing in 2007?
A) Cooperation between the government and businesses.
B) Self-regulatory repair mechanisms of the free market.
C) Effective measures adopted by the government.
D) Abandonment of big government by the public.
59. What is the author’s suggestion to the American public in face of the government deficit?
A) They give up the idea of smaller government and less regulation.
B) They put up with the inevitable sharp increase of different taxes.
C) They urge the government to revise its existing public policies.
D) They develop green energy to avoid dependence on oil import.
60. What is the problem with the European Union?
A) Conservative ideology. C) Lack of resources.
B) Excessive borrowing. D) Shrinking market.
Passage Two
Questions 61 to 65 are based on the following passage.
Picture a typical MBA lecture theatre twenty years ago. In it the majority of students will have conformed to the standard model of the time: male, middle class and Western. Walk into a class today, however, and you’ll get a completely different impression. For a start, you will now see plenty more women—the University of Pennsylvania’s Wharton School, for example, boasts that 40% of its new enrolment is female. You will also see a wide range of ethnic groups and nationals of practically every country.
It might be tempting, therefore, to think that the old barriers have been broken down and equal opportunity achieved. But, increasingly, this apparent diversity is becoming a mask for a new type of conformity. Behind the differences in sex, skin tones and mother tongues, there are common attitudes, expectations and ambitions which risk creating a set of clones among the business leaders of the future.
Diversity, it seems, has not helped to address fundamental weaknesses in business leadership. So what can be done to create more effective managers of the commercial world? According to Valerie Gauthier, associate dean at HEC Paris, the key lies in the process by which MBA programmes recruit their students. At the moment candidates are selected on a fairly narrow set of criteria such as prior academic and career performance, and analytical and problem solving abilities. This is then coupled to a school’s picture of what a diverse class should look like, with the result that passport, ethnic origin and sex can all become influencing factors. But schools rarely dig down to find out what really makes an applicant succeed, to create a class which also contains diversity of attitude and approach—arguably the only diversity that, in a business context, really matters.
Professor Gauthier believes schools should not just be selecting candidates from traditional sectors such as banking, consultancy and industry. They should also be seeking individuals who have backgrounds in areas such as political science, the
creative arts, history or philosophy, which will allow them to put business decisions into a wider context.
Indeed, there does seem to be a demand for the more rounded leaders such diversity might create. A study by Mannaz, a leadership development company, suggests that, while the bully-boy chief executive of old may not have been eradicated completely, there is a definite shift in emphasis towards less tough styles of management—at least in America and Europe. Perhaps most significant, according to Mannaz, is the increasing interest large companies have in more collaborative management models, such as those prevalent in Scandinavia, which seek to integrate the hard and soft aspects of leadership and encourage delegated responsibility and accountability.
注意：此部分试题请在答题卡2上作答。
61. What characterises the business school student population of today?
A) Greater diversity. C) Exceptional diligence.