题目内容
（请给出正确答案）
"What Gianni Agnelli of Fiat was to Italy" referred in the passage implies ______.
A．Mr. Tata's uncle is important to India
B．Tata Airlines is important to India
C．Mr. Tata's uncle is dispensable to India
D．Tata Airlines is dispensable to India
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更多“"What Gianni Agnelli of Fiat was to Italy" referred in the passage implies ______.A．Mr. Ta”相关的问题
It can be inferred from Paragraph 5 that______.
A．it's out of Fiat's capability to sort out the mess in most analysts' eyes
B．GM is desperate to take over Fiat Auto as soon as possible
C．GM will take over Fiat Auto after ridding its own problems in Europe
D．it's up to Gianni Agnelli to decide whether GM will merge the Fiat Auto
A.what
B.that
C.when
D.if
Part Ⅱ Reading Comprehension (Skimming and Scanning)
Directions: In this part, you will have 15 minutes to go over the passage quickly and answer the questions on Answer Sheet 1. For questions 1-7, choose the best answer from the four choices marked A), B), C) and D). For questions 8-10, complete the sentences with the information given in the passage.
The Shy Architect
Casting about for someone to run a big family firn when a successful tyrant is due to retire is usually a troublesome business. When the firm is still controlled by the same family that founded it back when John D. Rockefeller was gobbling up refineries in Cleveland, it becomes still more daunting. Add the fact that the ruling family is Parsees, a small Zoroastrian sect who have been intermarrying in India for over a thousand years, and the odds of finding someone who is up to the job lengthen again.
The "individualist" or" loner"
Yet after indifferent early reviews, Ratan Tata has transformed the Tata group, of which he is chairman. When he took over from his uncle, J. R. D. Tata, it was a troublesome conglomerate(企业集团) with stakes in a huge collection of companies that seemed likely to wither in the face of foreign competition. Now it makes foreign acquisitions and ventures into unfamiliar markets. Tata Steel's bidding war with CSN, a Brazilian firm, over Corus, an Anglo-Dutch steelmaker, is just one example of the once-staid group's new boldness. Mr. Tara was recently voted Indian of the year by viewers of an Indian television channel, beating both Sachin Tendulkar, India's greatest cricketer, and Aishwarya Rai, the country's most famous screen goddess. And he has succeeded partly because he is what his friends call an individualist, and others might call a loner.
Mr. Tata does hot like publicity and avoids the platforms and applause of conferences. He lives frugally, does not drink or smoke and seems baffled by the idea of time spent not working. Asked what he would do with it, he usually replies that he would walk his dog along the beach near Mumbai. He does not seem to be motivated by money, and talks constantly about fairness and doing the right thing. "I want to be able to go to bed at night and say that I haven't hurt anybody." Mr. Tara says twice in the course of an interview at a hotel in New Delhi owned by the sprawling group.
Mr. Tata became chairman in 1991, just as India's economy was opening up. His uncle, who had run Tata for more than 50 years, had started Tata Airlines (which became Air India) and was to India what Gianni Agnelli of Fiat was to Italy. He was a good-looking philanthropist (慈善家) with a French wife and held the first pilot's licence to be issued in India. His shy and unglamorous nephew, in contrast, trained as an architect at Cornell University, joined quietly into the family firm and was not marked out for the succession even when his: uncle was due to retire.
Despite all the glory that surrounded J. R. D., when he retired in 1991, Tata was a group of companies ill-equipped to deal with the changes about to sweep through India. It earned most of its money in old-fashioned industries that had grown fat during the centrally planned" licence raj", when the government set limits on how much firms were allowed to produce and protected them from foreign competitors.
The stakes held by the family in many of the 300-odd companies in the group were tiny, and the main Tata businesses were run as independent fiefs by men much older than Mr. Tata. They might have expected Mr. Tata, who had never held an executive position, to leave them alone. Instead, he retired them, improving their pensions to soften the blow. He sold stakes in some companies and used cash from the sales and revenue from Tata Consultancy Services, I
A．difficult
B．hopeful
C．uncertain
D．convenient
A、Gianni Versace
B、Tom Ford
C、Yves Saint Laurent
D、Alexander McQueen
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