问题 单项选择题

The following questions present a sentence, part of which or all of which is underlined. Beneath the sentence, you will find five ways of phrasing the underlined part. The first of these repeats the original; the other four are different. If you think the original is best, choose the first answer; otherwise choose one of the others.

These questions test correctness and effectiveness of expression. In choosing your answer, follow the requirements of standard written English; that is, pay attention to grammar, choice of words, and sentence construction. Choose the answer that produces the most effective sentence; this answer should be clear and exact, without awkwardness, ambiguity, redundancy, or grammatical error.

The explorers’ chances of surviving the winter, which were good at the beginning of the expedition, dropped as their food supplies dwindled, but not dramatically enough that anyone advocated cannibalism.()

A. dwindled, but not dramatically enough that anyone advocated

B. have dwindled, but not dramatically enough for anyone to advocate

C. dwindled, but not so dramatically as for anyone to advocate

D. has dwindled, but not dramatically enough that anyone advocated

E. dwindling, but not so dramatically that anyone advocated

答案

参考答案:A

解析:

The verb tense of "dwindled" should correspond to that of "dropped," because these are simultaneous developments; thus, the use of "dwindled" in A and C makes these choices preferable to B, D, and E. The construction "not dramatically enough that" in A is more idiomatic than "not so dramatically as for" in C; A is the best answer.

选择题
问答题 案例分析题

东风服装公司的前身是一家乡镇企业,主要生产童装,也为大型企业承揽一些加工业务。当时有员工不足百人,采用的是直线职能制的组织结构形式。经过多年努力,产品已经发展到童装、西装、皮衣、衬衣等十几个系列,年销售额在10亿元以上,员工达到了16000人,成为一家大型企业。

近几年来,公司总经理王先生感到企业发展中的某些问题越来越突出:销售额增长缓慢,产品开发不力,生产组织混乱,各部门推委现象严重,协调十分困难。比如,营销部门认为销售业绩不好的原因是产品设计落后,质量不稳定,并且不能根据市场的要求及时供货,错过了商机;生产部门认为问题在于设计部门不重视生产技术的特点,而营销部门又随意改变供货计划,导致生产组织困难,产品质量下滑;设计部门抱怨营销部门不能及时提供充分的市场信息,而生产部门又不能贯彻设计思路,导致产品样式落后。

王总经理数次召开部门负责人协调会,试图化解矛盾,明确责权,但效果并不理想,因为各部门之间的纠纷都要到王总经理那里“讨个说法”。从而使王总经理陷入了调解、仲裁等烦琐的事务中,无暇顾及公司的战略决策。为此,王总经理准备将原来的直线职能制结构改为事业部制结构,以形成不同的利润中心,来调动各部门的积极性。根据这样一种设想,准备按产品系列成立6个事业部。

不同部门的领导对组织结构的变革反应不一。营销部张经理认为,这种变革并不能解决问题,明确反对变革;生产部李经理认为应当进行变革,支持变革;技术部马经理认为变革是必要的,该变革方案应当进一步细化,使之具有更强的科学性和可行性。

该公司是进行变革,还是不进行变革,正在酝酿中……

根据库尔特•卢因的变革步骤理论,结合本案例的实际情况,为了确保组织变革达到预期的效果,指出实施组织变革的步骤。