Ⅲ. Reading comprehension: Choose the most appropriate
answer.
Unexpectedly, after years of flying solo or in small
groups, I find myself a manager in a large corporation. Not
just that. I am that most unfashionable of creatures, a middle
manager. This takes some getting used to. The big company I
work for shall remain nameless, but it is a software
manufacturer located in a suburb of Seattle (Hint: the Janet
Reno fan club has been disbanded.).
The media these days are awash in managerial
pornography: adulatory profiles of the big-shot chief
executive, allegedly revealing the secrets of his success. The
bookstores offer shelves of advice about how to be a
successful manager. A middle manager with dreams, like so
many others, of becoming an upper-middle manager reads
the articles and scans the books looking for inspiration.
They aren’t much help. Bromides and tautologies are
common: treat people like human begins, not automatons;
cutting costs saves money. Self-contradiction masquerades as
Zenlike philosophical balance: Never lose your temper, but
don’t be afraid to get angry. When they don’t contradict
themselves, these guides often contradict one another. One
chief executive officer (CEO) succeeds because of his
maniacal attention to detail. The next CEO’s secret is setting
broad goals and keeping her eye on the big picture. One CEO
is glorified as a hyperkinetic workaholic. Another is praised
for the wisdom of adopting a measured pace and leaving
plenty of time for long-term reflection.
【題組】35. The CEOs described in the last paragraph _____ .
(A)have double or multiple personalities without
exception
(B) are commonly found in companies based in the
author’s area
(C) demonstrate the uselessness of the managerial
guides
(D) contradict themselves on a daily basis so as to create
a sense of superiority
answer for each question.