题目内容
（请给出正确答案）
What does a Swedish study show？
A．Parents play a key role in a child's longevity.
B．People with religious belief usually live longer.
C．The way of life contributes most to longevity.
D．The length of life is strongly linked with genes.
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更多“What does a Swedish study show…”相关的问题
What role does culture play in promotion decision at IKEA？
A．Only Sweden can become senior managers.
B．A knowledge of Swedish culture is vital for promotion.
C．Nationality plays no part in promotion decisions.
听力原文：M: When I say I live in Sweden, people always want to know about the seasons.
W: The seasons？
M: Yeah, you know, how cold it is in winter, what it is like when the days are so short.
W: So what is it like？
M: Well, it is cold, very cold in winter, sometimes as cold as 26 degrees below centigrade. And of course when you go out, you'll wrap up warm. But inside in the houses it's always very warm, much warmer than at home. Swedish people always complain that when they visit England, the houses are cold even in a good winter.
W: And what about the darkness？
M: Well, yeah, around Christmas time there's only one hour of daylight, so. you really look forward to the spring. It is sometimes a bit depressing, but you see the summers are amazing. From May to July, in the North of Sweden, the sun never sets. It's still light in the midnight. You can walk in the mountains and read a newspaper.
W: Oh, yeah, the land of the midnight sun.
M: That's right, but it's wonderful. You want to stay up all night. And the Swedes make the most of it. Often they start work earlier in summer and then leave at about 2 or 3 in the afternoon, so that they can really enjoy the long summer evenings. They like to work hard, but play hard too. I think Londoners work longer hours, but I'm not sure this is a good thing.
Questions 19 to 22 are based on the conversation you have just heard.
19. What do we learn about the man from the conversation？
20. What do Swedish people complain about when they visit England in winter？
21. How does the man describe the short hour of daylight around Christmas in Sweden？
22. What does the man say about the Swedish people？
(23)
A．He likes Sweden better than England.
B．He prefers hot weather to cold weather.
C．He is an Englishman living in Sweden.
D．He visits London nearly every winter.
听力原文：M: When does the Swedish woman in Room 308 want to be called？
W: She's to be called at seven.
Q: Where docs this conversation probably take place？
(15)
A．In a train compartment.
B．At a hotel.
C．In a dorm.
D．In an apartment building.
What was the main influence on the formation of IKEA's values？
A．Traditional Swedish values.
B．Ingvar Kamprad's personal values.
C．Different cultural values within IKEA
Read the passage and choose the right sub-title (A-E) for each paragraph.
A.The inexactitude of language
B.Preventing misunderstandings
C.Intercultural communication
D.Fostering respect
E.Avoiding conflicts
Para 1 （）
Intercultural communication refers to messages transmitted between members of two or more different societies. Effective intercultural communication helps firms avoid conflict, prevent misunderstandings, and foster respect.
Para 2 （）
The workplace is growing more diverse every day. Managers cannot assume that what they find inoffensive will also be inoffensive to their subordinates. A lack of sensitivity can lead to claims of discrimination or harassment, which costs firms big money. Intercultural communication involves exercising sensitivity and tact to avoid such conflicts.
Para 3 （）
We human beings have developed language to communicate ideas to one another. Still, our language represents an imperfect form. of communication. Sometimes, words cannot accurately convey an idea, because the information might be highly complex. Also, a concept that exists in one culture or language might not be part of another. Effective intercultural communication tries to bridge language gaps as effectively as possible so that everyone at the workplace finds themselves on the same page.
Para 4 （）
Given the inexactitude of language, misunderstandings can frequently arise between people from different cultures when they exchange information. Idioms often become lost in translation. For example, the English expression “to shoulder responsibility” translates into Swedish as “be a man for your hat”. Intercultural communication does not rely on expressions native to a particular language that could lead to confusion; rather, it relies on clear messages that all parties understand.
Para 5 （）
Communication happens differently in various cultures. What one society finds acceptable may be anathema to another. When coworkers from different cultures do not take these differences into account, not only does communication suffer but conflicts come to the fore. Effective intercultural communication does not try to ignore societal differences; rather, it respects the variations among the human race and enables people to transmit information clearly.
What did the Swedish study published last year reveal？
A．People who were unfit were more likely to live a miserable life.
B．Boys who served in the army would have better job prospects.
C．Soldiers' IQ scores were strongly influenced by strength training.
D．The fitter the young adults were, the higher IQs they would have.
听力原文：（I=interview G=Goran Nilsson）
1: And now to IKEA. The Swedish furniture retailer has just reported turnover of 56 billion Swedish kroner from its 150 stores worldwide. Now, IKEA puts its success down to corporate culture. So with me today to explain the secret of IKEA’s culture is Managing Director of IKEA UK, Goran Nilsson. Good morning, Mr Nillson.
G：Good morning.
I: Now is every IKEA store really exactly the same？
G: Well, in terms of culture they’re pretty well uniform. Although our culture will naturally bond with the local culture to some extent, our core values such as simplicity and cost-consciousness are valid in all cultures. So we don’t need to adapt the way we operate to run our stores. And as for products, although we make some minor adaptation to suit local tastes, we produce exactly the same catalogue in all 28 countries.
I: And where do these values originate？
G: It all goes back to Sweden in the 50s and 60s. IKEA’s former, Ingvar Kamprad, start the company at a time of democratic and social change.
I: Are IKEA’s values those of its founder, then？
G: Well, they have evolved over the last 57 years, of course, but I think our mission statement “A better life for the majority of people’s still very much reflects the spirit of those early years. Having said that though, I think Ingvar’s ability to relate to a co-worker in China today would be pretty limited, though.
I: You mentioned China. How does IKEA cope with such diversity amongst its employees？
G: Well, funnily enough, I’ve been working fro IKEA for 15 years in Sweden, Italy, Canada, the USA and what’s struck me most is how much we have in common. People may interpret certain concepts such as responsibility and freedom differently but our core values such as humbleness exist in every country.
I: So, what are the advantages of such a strong corporate culture？
G: They’re tremendous. For one, there’s a real bond between our operations around the world. It’s easy to transfer across borders because you know the values will be exactly the same. And from a marketing and positioning point of view it’s very advantageous as well. But the real pay-off is that it makes IKEA unique. You can clone our produce and our store concept but not our culture. It takes years to build and it has to be maintained daily.
I: But how do you educate 40,000 workers？
G: We begin by making sure people understand the values. That’s why the IKEA Way seminars are so vital. All managers attend them and then it’s their responsibility to pass the message on. Corporate culture also figures my meetings…
I: Do you use educational video and brochures as well？
G: Videos and brochures are helpful tools if only used in conjunction with “walking the talk” and discussing values with management. We have various initiatives which regularly provide co-worker with opportunity to participate and contribute to these discussions.
I: So, does culture affect IKEA’s recruitment process？
G: It has a major impact. Although it’s important for us to get highly-skilled people into the company, we’re not interested if there’s a conflict of value systems. Anyone expecting a flash car or status symbols has no future with us. Recruitment at IKEA’s an extensive process, based on judgments about a candidate’s value systems and attribute. We can add retail skills, no problem, but it’s tough to change someone’s mindset.
I: Does that go for career advancement too？
G: Yes, it does.
I: So Sweden managers will always have more chance of promotion then？
G: We find that many Scandinavians identify more easily with our culture but there is no written or unwritten rule concerning the nationality of senior managers. It would be impossible, however, for anyone to advance within IKEA without wholly understanding and buying into the company’s philosophy and culture. So managers are encouraged to visit Sweden and learn the language etc. and management i
A．Each store has the same management practices.
B．Each store carries a different product range.
C．Each store is adapted to the local culture.
A．The Academy's peculiar internal politics.
B．The academy's provincialism in its selection.
C．The academy's Swedish tastes.
D．The academy's physical distance from the great literary capitals of the world.
&8226;Read the text below about new premises.
&8226;In most of the lines 34—45, there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.
&8226;If a line is correct, write CORRECT on your Answer Sheet.
&8226;If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.
Just one year after moving into the suburbs of Stockholm, our largest Swedish branch this has outgrown its current premises. The center will be
34. moving again in the next few weeks, this time order to purpose-built
35. offices in the city center. Business has grown by more than a fifty per cent
36. during the past year. Moreover, the branch has recently been gained a
37. prestigious new contract with one of the city's major accountancy firms.
38. currently outsourcing its management training. The contract which will
39. initially be for a two-year period but we hope it will be extended. What
40. helped us win the contract was in the success of the training we have
41. been doing for similar companies in the recent years. Even though it is nor
42. yet clear how big the contract will be. but it is expected to grow steadily
43. as more and more management training is gradually outsourced. We are
44. positive the excellent new location will be provide further boosts, both to
45. sales and morale. We would like to take this chance to thank you staff and management for their efforts over the last twelve months.
(34)
The reason for this was the firm's popularization of a concept known as "war for talent". It advocated finding the best and brightest and rewarding their innovations (创新) in proportion to "talent" instead of their performance or seniority (资格). But what is talent？ And how does a company measure its employees' talent, especially when assigning them to new projects？ The "war for talent" recommends a careful assessment of the inner skills and characteristics ready for success but gives few clues as to what those inner skirls might be, which might make the war standardless. For a company focused on quick growth, one shortcut could be young hires who had already been rewarded for their talent by receiving MBAs from well-respected schools. Thus as the idea of finding talented employees who could quickly learn the skills took off, so did the asking price of the star MBA graduates.
Unfortunately, now the "war for talent" seems less of a brilliant idea. The economic downturn, bringing with it less competition for the available talent, also did its part to control in indulgent (宽容的) employers.
Similarly, Professor Jeffrey Pfeifer emphasized that cultivating a talent means not just hiring the most effective performers, but being able to deal quickly and firmly with the least effective C performers. But he adds that the C refers not to the person but to the individual's performance in a given job. Some low-performing managers were A or B performers earlier in their careers—and may attain that level of performance again.
MBA programs will remain attractive recruiting areas, but the MBA model itself has come under increasing criticism. Prof. Pfeifer, in a 2007 article found little evidence that an MBA had much effect on future salary or career. Future MBA students might need to provide more evidence of their talent to impress potential employers.
According to the text, McKinsey is favored by American MBA students in that the company ______.
A．has a world wide reputation for high salary
B．is famous for its consulting business
C．makes very attractive job offers to MBA holders
D．successfully survived the burst of dotcom bubble
