Leadership is hardly a new area of research, of co...

第1题

The "Real" Piryanka Sundarajan By Ranjit Singh, Staff ReporterWhile much has been written

The "Real" Piryanka Sundarajan

By Ranjit Singh, Staff Reporter

While much has been written about famous media mogul Piryanka Sundarajan, little is known about many aspects of her private life.

Ms. Sundarajan is married and has two sons. (145) her childhood in Indonesia, where her father was posted with the National Bank of India.

Ms. Sundarajan retains fond memories of the country. "I was (146) by everything about Indonesia—especially the architecture."

At United Media Corporation, (147) Ms. Sundarajan founded as a young college graduate, she is recognized as a tough negotiator. However, she is even better known for her ability to (148) quality employees satisfied: hardly one person from the company's senior staff—be it director, general manager, or deputy general manager—has left the organization in the last fifteen years. Employees attribute this to Ms. Sundarajan's outstanding leadership qualities.

(45)

A．To spend

B．When she had spent

C．While spending

D．She spent

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第2题

Section BDirections: There are 2 passages in this section. Each passage is followed by som

Section B

Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C and D. You should decide on the best choice.

Leadership is hardly a new area of research, of course. For years, academics have debated whether leaders are born or made, whether a person who lacks charisma(capacity to inspire devotion and enthusiasm) can become a leader, and what makes leaders fail. Warren G. Bennis, possibly the world's foremost expert on leading, has, together with his co-author, written two best-sellers on the topic. Generally, researchers have found that you can't explain leadership by way of intelligence, birth order, family wealth or stability, level of education, race, or sex. From one leader to the next, there's enormous variance in every one of those factors.

The authors' research led to a new and telling discovery: that every leader, regardless of age, had undergone at least one intense, transformational experience what the authors call a "crucible" (severe test). These events can either make you or break, you. For emerging leaders, they do more making than breaking, providing key lessons to help a person move ahead confidently.

If a crucible helps a person to become leader, there are four essential qualities that allow someone to remain one, according to the authors. They are: an "adaptive capacity" that lets people not only survive inevitable setbacks, heartbreaks, and difficulties but also learn from them; an ability to engage others through shared meaning or a common vision; a distinctive and compelling voice that communicates one's conviction and desire to do the right thing; and a sense of integrity that allows a leader to distinguish between good and evil.

That sounds obvious enough to be commonplace, until you look at some recent failures that show how valid these dictums (formal statements of opinion) are. The authors believe that former Coda Cola Co. Chairman M. Douglas Ivester lasted just 28 months because "his grasp of context was sorrowful." Among other things, Ivester degraded Coke's highest-ranking African-American even as the company was losing a $200 million class action brought by black employees. Procter & Gamble Co. ex-CEO Durk Jager lost his job because he failed to communicate the urgent need for the sweeping changes he was making.

It's striking, too, that the authors found their geezers(whose formative period, as the authors define them, was 1945 to 1954, and who were shaped by World War II) sharing what they believed to be a critical trait the sense of possibility and wonder more often associated with childhood. "Unlike those defeated by time and age, our geezers have remained much like our geeks (who came of age between 1991 and 2000, and grew up 'virtual, visual, and digital')—open, willing to take risks, hungry for knowledge and experience, courageous, and eager to see what the new day brings", the authors write.

The text indicates that leadership research ______.

A．has been a controversial study for years

B．predicts how a leader comes to be

C．defines the likelihood to be a leader

D．probes the mysteries of leadership

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第3题

Determined to make it on his own, Bush did not tell his father that he was applying to

Harvard Business School. (2) The "West Point of Capitalism" was not inundated with applicants in tile anti-business early' 70s, so Bush got in, despite mediocre grades that kept him out of his first choice of grad schools, the University of Tex- as Law School. Bush posed as a redneck rebel at Harvard, wearing his National Guard flight jacket and cowboy boots and chewing tobacco as he sat at the back of the class, spitting into a paper cup. (3) But he showed early signs of the self-discipline that would become more characteristic as time went on. He kept up with the grueling ease- work, particularly in a course called Human Organization and Behavior. Here were formal lessons in organizing and managing people that Bush had only intuited as an Andover cheerleader. He developed his basic approach to leadership at Harvard's training ground for future CEOs. The essence was to think Big Picture, don't get caught in the details, delegate and decide. (4) Bush whizzes through briefing books today, prefer- ring to listen rather than read, but his friends say he has an ability to cut to the chase. If Bush seems less substantive than a Bill Clinton--or an Al Gore--he can blame a Harvard education.

(5) Bush hardly mentions Harvard today. He loathed what he saw as the university's liberal, intellectually pretentious atmosphere. On weekends at the home of his aunt Nancy Ellis, who lived in Boston, Bush railed against the "smugness" of Cambridge. He pined to get back to Texas. While Bush's classmates headed for Wall Street, Bush went to look for a job in the oil Patch, again following his father whose portrait hangs in Midland's Petroleum Hall of Fame.

(81)

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第4题

A couple of years ago a group of management scholars from Yale and the University of Pitts

burgh tried to discover if there was a link between a company's success and the personality of its boss. To work out what that personality was, they asked senior managers to score their bosses for such traits as an ability to communicate an exciting vision of the future or to stand as a good model for others to follow. When the data were analyzed, the researchers found no evidence of a connection between how well a firm was doing and what its boss was like. As far as they could tell, a company could not be judged by its chief executive any better than a book could be judged by its cover.

A few years before this, however, a team of psychologists from Tufts University, led by Nalini Ambady, discovered that when people watched two-second-long film-clips of professors lecturing, they were pretty good at determining how able a teacher each professor actually was. At the end of the study, the perceptions generated by those who had watched only the clips were found to match those of students taught by those self-same professors for a full semester.

Now, Dr Ambady and her colleague, Nicholas Rule, have taken things a step further. They have shown that even a still photograph can convey a lot of information about competence—and that it can do so in a way which suggests the assessments of all those senior managers were poppycock.

Dr Ambady and Mr. Rule showed 100 undergraduates the faces of the chief executives of the top 25 and the bottom 25 companies in the Fortune 1,000 list. Half the students were asked how good they thought the person they were looking at would be at leading a company and half were asked to rate five personality traits on the basis of the photograph. These traits were competence, dominance, likeability, facial maturity (in other words, did the individual have an adult-looking face or a baby-face) and trustworthiness.

By a useful (though hardly unexpected) coincidence, all the businessmen were male and all were white, so there were no confounding variables of race or sex. The study even controlled for age, the emotional expression in the photos and the physical attractiveness of the individuals by obtaining separate ratings of these from other students-and using statistical techniques to remove their effects.

This may sound like voodoo. Psychologists spent much of the 20th century denigrating the work of 19th-century physiognomists and phrenologists who thought the shapes of faces and skulls carry information about personality. However, recent work has shown that such traits can, indeed, be assessed from photographs of faces with a reasonable accuracy.

And Dr Ambady and Mr. Rule were surprised by just how accurate the students' observations were. The results of their study, which are about to be published in Psychological Science, show that both the students' assessments of the leadership potential of the bosses and their ratings for the traits of competence, dominance and facial maturity were significantly related to a company's profits. Moreover, the researchers discovered that these two connections were independent of each other. When they controlled for the "power" traits, they still found the link between perceived leadership and profit, and when they controlled for leadership they still found the link between profit and power.

These findings suggest that instant judgments by the ignorant (nobody even recognized Warren BuffeR) are more accurate than assessments made by well-informed professionals. It looks as if knowing a chief executive disrupts the ability to judge his performance.

Sadly, the characteristics of likeability and trustworthiness appear to have no link to company profits, suggesting that when it comes to business success, being warm and fuzzy does not matter much (though these milts are not harmful). But this result also suggests yet ano

A．there was a link between a company's success and the personality of its boss.

B．There was no connection between a firm's success and its boss's personality.

C．people could judge a professor's ability by watching short film-clips of lecturing.

D．people could judge a professor's ability only after attending lectures for a full semester.

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第5题

Leadership identifies a process while leader identifies a person.

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第6题

One of the benefits of the integrated cost leadership/differentiation strategy is that it is less risky than either the cost leadership or differentiation strategies（）

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第7题

Part ADirections: Read the following four texts. Answer the questions below each text by c

Part A

Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)

At last weekend's consumer-electronics show in Las Vegas, digital convergence arrived with a vengeance. Among the avalanche of new products were lots of mobile phones. Those fitted with digital cameras and camcorders are hardly new, but they now take even better pictures. Others can be used to play three-dimensional video games. Download movies, watch live TV (and record it during an incoming call), operate home-security systems and listen to music files downloaded from the internet. More marvels are on the way. In the midst of this frenzy of new and unfamiliar gizmos, product features would seem to count for everything. But companies in the hypercompetitive electronics industry are discovering something unexpected, and curious: brands matter almost as much as dazzling new technology.

One of the clearest demonstrations of this is South Korea's Samsung Electronics, which made a big splash this year in Las Vegas. Samsung was once best known for making things like cheap microwave ovens. In the past few years it has transformed itself into one of the "coolest" brands around, and is successfully selling stylish flat-screen TVs digital cameras and mobile phones. After a record-breaking year, it is poised to overtake Motorola as the world's second-biggest maker of mobile phones. And it is snapping at the heels of Japan's Sony for leadership in the consumer-electronics business.

This would have seemed inconceivable a decade ago. But Samsung has proved that a combination of clever brand-building and well-designed, innovative products can work miracles. In such a competitive market, a brand without good products will quickly fade. But the real surprise is that the opposite is also true. The market is crowded with firms with a few snazzy products, but week brands. To thrive and grow on the scale Samsung has achieved requires a strong brand, as well as innovative products.

Years ago, when products did not change much and companies largely stuck to their knitting, American and European consumers faithfully bought cameras from Kodak, televisions from RCA and radios from Bush, because those brands represented a guarantee of quality. Then the Japanese got better at what they made. Now the South Koreans are doing the same. And yet with many American and European electronics companies making their gadgets in the same places, even sometimes the same factories, as their Asian competitors, the geography of production has become less important. Many consumers are now looking for a guide through a bewildering array of choices. A strong brand offers such guidance.

The word "gizmos"(Paragraph 1) most probably means

A．brands.

B．functions.

C．terminals.

D．devices.

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第8题

The difference between the cost leadership and differentiation business-level strategies, and the focused cost leadership and focused differentiation strategies, is their basis for customer value.（）

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第9题

One assumption of the trait view of leadership is that leaders cannot be trained.（）

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第10题

The integrated cost leadership/differentiation strategy is superior to the other business-level strategies.（）

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