题目
Picture a typical MBA lecture theatre twenty years ago.In it the majority of students will have conformed to（符合）the standard model of the time：male，middle class and Western.Walk into a class today，however，and you'll get a completely different impression.For a start，you will now see plenty more women the University of Pennsylvania's Wharton School，for example，boasts that 40% of its new enrolment is female；you will also see a wide range of ethnic groups and nationals of practically every country. It might be tempting，therefore，to think that the old barriers have been broken down and equal opportunity achieved.But，increasingly，this apparent diversity（多样化） is becoming a mask for a new type of conformity.Behind the differences in sex，skin tones and mother tongues，there are common attitudes，expectations and ambitions which risk creating a set clones among the business leaders of the future. Diversity，it seems，has not helped to deal with basic weaknesses in business leadership.So，what can be done to create more effective managers of the commercial world？According to Valerie Gauthier，associate dean at HEC Paris，the key lies in the process by which MBA programs recruit their students.At the moment candidates are selected on a fairly narrow set of standards such as previous academic and career performance，and analytical and problem solving abilities.This is then coupled to a school's mixture of what a diverse class should look like，with the result that passport，ethnic origin and sex can all become influencing factors.But schools rarely dig down to find out what really makes an applicant succeed，to create a class which also contains diversity of attitude and approach arguably the only diversity that，in a business context，really matters. Professor Gauthier believes schools should not just be selecting candidates from traditional sectors such as banking，consultancy and industry.They should also be seeking individuals who have backgrounds in areas such as political science，the creative arts，history or philosophy，which will allow them to put business decisions into a wider context. Indeed，there does seem to be a demand for the more rounded leaders such diversity might create.A study by Mannaz，a leadership development company，suggests that，while the bully boy chief executive of old may not have been removed completely，there is a definite shift in emphasis towards less tough styles of management at least in America and Europe.Perhaps most significant，according to Mannaz，is the increasing interest large companies have in more collaborative management models，such as those popular in Scandinavia，which seek to combine the hard and soft aspects of leadership and encourage delegated responsibility.（1）What characterizes the business school student population of today？ ____ A.Greater diversityB.Intellectual maturity.C.Exceptional diligence.D.Higher ambition.（2）What is the author's concern about current business school education？ ____ A.It will arouse students' unrealistic expectation.B.It will produce business leaders of a uniform style.C.It focuses on theory rather than on practical skills.D.It stresses competition rather than cooperation.（3）What aspect of diversity does Valerie Gauthier think is most important？ ____ A.ge and educational background.B.Social and professional experience.C.Attitude and approach to business.D.Ethnic origin and gender.（4）What applicants does the author think MBA programs should consider recruiting？ ____ A.pplicants with prior experience in business companies.B.Applicants with sound knowledge in math and statistics.C.Applicants from outside the traditional sectors.D.Applicants from less developed regions and areas.（5）The underlined word in the last paragraph is closest in meaning to ____ .A.effectiveB.traditionalC.decisiveD.joint
Picture a typical MBA lecture theatre twenty years ago.In it the majority of students will have conformed to（符合）the standard model of the time：male，middle class and Western.Walk into a class today，however，and you'll get a completely different impression.For a start，you will now see plenty more women the University of Pennsylvania's Wharton School，for example，boasts that 40% of its new enrolment is female；you will also see a wide range of ethnic groups and nationals of practically every country.
It might be tempting，therefore，to think that the old barriers have been broken down and equal opportunity achieved.But，increasingly，this apparent diversity（多样化） is becoming a mask for a new type of conformity.Behind the differences in sex，skin tones and mother tongues，there are common attitudes，expectations and ambitions which risk creating a set clones among the business leaders of the future.
Diversity，it seems，has not helped to deal with basic weaknesses in business leadership.So，what can be done to create more effective managers of the commercial world？According to Valerie Gauthier，associate dean at HEC Paris，the key lies in the process by which MBA programs recruit their students.At the moment candidates are selected on a fairly narrow set of standards such as previous academic and career performance，and analytical and problem solving abilities.This is then coupled to a school's mixture of what a diverse class should look like，with the result that passport，ethnic origin and sex can all become influencing factors.But schools rarely dig down to find out what really makes an applicant succeed，to create a class which also contains diversity of attitude and approach arguably the only diversity that，in a business context，really matters.
Professor Gauthier believes schools should not just be selecting candidates from traditional sectors such as banking，consultancy and industry.They should also be seeking individuals who have backgrounds in areas such as political science，the creative arts，history or philosophy，which will allow them to put business decisions into a wider context.
Indeed，there does seem to be a demand for the more rounded leaders such diversity might create.A study by Mannaz，a leadership development company，suggests that，while the bully boy chief executive of old may not have been removed completely，there is a definite shift in emphasis towards less tough styles of management at least in America and Europe.Perhaps most significant，according to Mannaz，is the increasing interest large companies have in more collaborative management models，such as those popular in Scandinavia，which seek to combine the hard and soft aspects of leadership and encourage delegated responsibility.
（1）What characterizes the business school student population of today？ ____
A.Greater diversity
B.Intellectual maturity.
C.Exceptional diligence.
D.Higher ambition.
（2）What is the author's concern about current business school education？ ____
A.It will arouse students' unrealistic expectation.
B.It will produce business leaders of a uniform style.
C.It focuses on theory rather than on practical skills.
D.It stresses competition rather than cooperation.
（3）What aspect of diversity does Valerie Gauthier think is most important？ ____
A.ge and educational background.
B.Social and professional experience.
C.Attitude and approach to business.
D.Ethnic origin and gender.
（4）What applicants does the author think MBA programs should consider recruiting？ ____
A.pplicants with prior experience in business companies.
B.Applicants with sound knowledge in math and statistics.
C.Applicants from outside the traditional sectors.
D.Applicants from less developed regions and areas.
（5）The underlined word in the last paragraph is closest in meaning to ____ .
A.effective
B.traditional
C.decisive
D.joint
It might be tempting，therefore，to think that the old barriers have been broken down and equal opportunity achieved.But，increasingly，this apparent diversity（多样化） is becoming a mask for a new type of conformity.Behind the differences in sex，skin tones and mother tongues，there are common attitudes，expectations and ambitions which risk creating a set clones among the business leaders of the future.
Diversity，it seems，has not helped to deal with basic weaknesses in business leadership.So，what can be done to create more effective managers of the commercial world？According to Valerie Gauthier，associate dean at HEC Paris，the key lies in the process by which MBA programs recruit their students.At the moment candidates are selected on a fairly narrow set of standards such as previous academic and career performance，and analytical and problem solving abilities.This is then coupled to a school's mixture of what a diverse class should look like，with the result that passport，ethnic origin and sex can all become influencing factors.But schools rarely dig down to find out what really makes an applicant succeed，to create a class which also contains diversity of attitude and approach arguably the only diversity that，in a business context，really matters.
Professor Gauthier believes schools should not just be selecting candidates from traditional sectors such as banking，consultancy and industry.They should also be seeking individuals who have backgrounds in areas such as political science，the creative arts，history or philosophy，which will allow them to put business decisions into a wider context.
Indeed，there does seem to be a demand for the more rounded leaders such diversity might create.A study by Mannaz，a leadership development company，suggests that，while the bully boy chief executive of old may not have been removed completely，there is a definite shift in emphasis towards less tough styles of management at least in America and Europe.Perhaps most significant，according to Mannaz，is the increasing interest large companies have in more collaborative management models，such as those popular in Scandinavia，which seek to combine the hard and soft aspects of leadership and encourage delegated responsibility.
（1）What characterizes the business school student population of today？ ____
A.Greater diversity
B.Intellectual maturity.
C.Exceptional diligence.
D.Higher ambition.
（2）What is the author's concern about current business school education？ ____
A.It will arouse students' unrealistic expectation.
B.It will produce business leaders of a uniform style.
C.It focuses on theory rather than on practical skills.
D.It stresses competition rather than cooperation.
（3）What aspect of diversity does Valerie Gauthier think is most important？ ____
A.ge and educational background.
B.Social and professional experience.
C.Attitude and approach to business.
D.Ethnic origin and gender.
（4）What applicants does the author think MBA programs should consider recruiting？ ____
A.pplicants with prior experience in business companies.
B.Applicants with sound knowledge in math and statistics.
C.Applicants from outside the traditional sectors.
D.Applicants from less developed regions and areas.
（5）The underlined word in the last paragraph is closest in meaning to ____ .
A.effective
B.traditional
C.decisive
D.joint
题目解答
答案
（1）A.细节理解题。根据第一段For a start，you will now see plenty more women-the University of Pennsylvania's Wharton School，for example，boasts that 40% of its new enrolment is female，you will also see a wide range of ethnic groups and nationals of practically every country.（首先，你会看到更多的女性--例如，宾夕法尼亚大学沃顿商学院宣称其新入学的学生中有40%是女性，你还会看到来自几乎每个国家的不同种族和民族的学生。）可知，如今商学院的学生群体存在的特点是多样化。故选A。
（2）B.推理判断题。根据第二段Behind the differences in sex，skin tones and mother tongues，there are common attitudes，expectations and ambitions which risk creating a set clones among the business leaders of the future.（在性别、肤色和母语差异的背后，存在共同的态度、期望和雄心，这可能会在未来创造出特点同质化的商业领袖。）可知，作者担心会产生同质化的商业领袖。故选B。
（3）B.细节理解题。根据第四段They should also be seeking individuals who have backgrounds in areas such as political science，the creative arts，history or philosophy，which will allow them to put business decisions into a wider context.（他们还应该寻找具有政治科学、创意艺术、历史或哲学等领域背景的个人，这将使他们能够将商业决策置于更广泛的背景中。）可知，作者认为社会或者专业领域的多样性是最为重要的。故选B。
（4）C.推理判断题。根据最后一段Perhaps most significant，according to Mannaz，is the increasing interest large companies have in more collaborative management models，such as those popular in Scandinavia，which seek to combine the hard and soft aspects of leadership and encourage delegated responsibility.（曼纳兹表示，或许最重要的是，大公司对更具合作性的管理模式越来越感兴趣，比如在斯堪的纳维亚流行的模式，这种模式寻求将领导力的硬和软方面结合起来，并鼓励授权责任。）可知，作者认为传统的商业领域以外成长起来的领袖是MBA项目应该招收培养的。故选C。
（5）D.词义猜测题。根据最后一段Perhaps most significant，according to Mannaz，is the increasing interest large companies have in more collaborative management models，such as those popular in Scandinavia，which seek to combine the hard and soft aspects of leadership and encourage delegated responsibility.（曼纳兹表示，或许最重要的是，大公司对更具合作性的管理模式越来越感兴趣，比如在斯堪的纳维亚流行的那种模式，这种模式寻求将领导力的硬和软方面结合起来，并鼓励授权责任。）句中的"which seek to combine the hard and soft aspects of leadership and encourage delegated responsibility."是对前面的名词collaborative management models的解释，所以此处collaborative与D项joint（联合的）的意思最为接近。A.effective有效率的；B.traditional传统的；C.decisive决定性的；D.joint联合的。故选D。
（2）B.推理判断题。根据第二段Behind the differences in sex，skin tones and mother tongues，there are common attitudes，expectations and ambitions which risk creating a set clones among the business leaders of the future.（在性别、肤色和母语差异的背后，存在共同的态度、期望和雄心，这可能会在未来创造出特点同质化的商业领袖。）可知，作者担心会产生同质化的商业领袖。故选B。
（3）B.细节理解题。根据第四段They should also be seeking individuals who have backgrounds in areas such as political science，the creative arts，history or philosophy，which will allow them to put business decisions into a wider context.（他们还应该寻找具有政治科学、创意艺术、历史或哲学等领域背景的个人，这将使他们能够将商业决策置于更广泛的背景中。）可知，作者认为社会或者专业领域的多样性是最为重要的。故选B。
（4）C.推理判断题。根据最后一段Perhaps most significant，according to Mannaz，is the increasing interest large companies have in more collaborative management models，such as those popular in Scandinavia，which seek to combine the hard and soft aspects of leadership and encourage delegated responsibility.（曼纳兹表示，或许最重要的是，大公司对更具合作性的管理模式越来越感兴趣，比如在斯堪的纳维亚流行的模式，这种模式寻求将领导力的硬和软方面结合起来，并鼓励授权责任。）可知，作者认为传统的商业领域以外成长起来的领袖是MBA项目应该招收培养的。故选C。
（5）D.词义猜测题。根据最后一段Perhaps most significant，according to Mannaz，is the increasing interest large companies have in more collaborative management models，such as those popular in Scandinavia，which seek to combine the hard and soft aspects of leadership and encourage delegated responsibility.（曼纳兹表示，或许最重要的是，大公司对更具合作性的管理模式越来越感兴趣，比如在斯堪的纳维亚流行的那种模式，这种模式寻求将领导力的硬和软方面结合起来，并鼓励授权责任。）句中的"which seek to combine the hard and soft aspects of leadership and encourage delegated responsibility."是对前面的名词collaborative management models的解释，所以此处collaborative与D项joint（联合的）的意思最为接近。A.effective有效率的；B.traditional传统的；C.decisive决定性的；D.joint联合的。故选D。
解析
- （1）题：考查对文章主旨的把握，需关注商学院学生群体特征的描述，核心点在于“多样性”。
- （2）题：需理解作者隐含的批评，关键在于表面多样性掩盖下的同质化问题。
- （3）题：需明确Valerie Gauthier的核心观点，强调“背景多样性”而非表面特征。
- （4）题：需结合作者建议，重点在于打破传统行业限制。
- （5）题：需根据上下文推断词义，“collaborative”与“joint”均强调合作性。
第（1）题
关键信息：第一段明确指出当前商学院学生群体的显著变化——性别、种族、国籍的多样性。例如，沃顿商学院女性占比40%，学生来自全球各地。
答案：A. Greater diversity（更大的多样性）。
第（2）题
关键信息：第二段指出，表面的多样性掩盖了共同的态度、期望和雄心，可能导致未来商业领袖的“克隆化”。
答案：B. It will produce business leaders of a uniform style（将产生同质化的商业领袖）。
第（3）题
关键信息：第四段强调，商学院应关注申请者的背景多样性（如政治科学、创意艺术等），而非单一行业经验。
答案：B. Social and professional experience（社会和专业经验）。
第（4）题
关键信息：最后一段提到，大公司对合作型管理模型（如斯堪的纳维亚模式）的兴趣增加，此类模式结合硬性与软性领导力。
答案：C. Applicants from outside the traditional sectors（来自传统领域以外的申请者）。
第（5）题
关键信息：collaborative management models指“合作型管理模式”，与Scandinavia的联合型管理（joint management）含义一致。
答案：D. joint（联合的）。