Text 3
Women account for almost half the workforce in western countries, and the lower ranks of many big companies reflect that ratio. But at the top of the corporate ladder it is a different story. For every ten men in the executive suite there is one woman, a ratio that has changed little since the term "the glass ceiling" was coined two decades ago to de scribe the barrier that allows women to see the top of the corporate ladder, but seems to stop them from reaching it. Despite much discussion, and efforts by both women’ s and business groups to break that barrier down, the world’ s biggest companies are still almost exclusively run’ by men.
Yet, at the same time, a growing number of those companies have become convinced that it makes good business sense to have more women in their executive suite. Hardnosed male bastions such as ABB, BP and General Electric have renewed their efforts to help women reach the higher levels, not
A. great changes have taken place in the field of computer.
B. the workforce has been simplified to avoid potential dangers.
C. threats from diverse groups have been acknowledged to achieve remarkable feats.
D. promoting women has yet to be high on the agenda of most companies.
Text 3
Women account for almost half the workforce in western countries, and the lower ranks of many big companies reflect that ratio. But at the top of the corporate ladder it is a different story. For every ten men in the executive suite there is one woman, a ratio that has changed little since the term "the glass ceiling" was coined two decades ago to de scribe the barrier that allows women to see the top of the corporate ladder, but seems to stop them from reaching it. Despite much discussion, and efforts by both women’ s and business groups to break that barrier down, the world’ s biggest companies are still almost exclusively run’ by men.
Yet, at the same time, a growing number of those companies have become convinced that it makes good business sense to have more women in their executive suite. Hardnosed male bastions such as ABB, BP and General Electric have renewed their efforts to help women reach the higher levels, not
A. its interest in lucrative business.
B. its conventional work-moral values.
C. its decline during the Depression years.
D. its anxiety over social progress.
Text 1
The Japanese government wants women like Taeko Mizuguchi to get married and start doing something about the nation’s plunging birthrate. But she’s not interested. At least, not if her prospective husband is Japanese.
A growing number of Japanese women are giving up on their male counterparts, and taking a gamble that looking abroad for love will bring them the qualities in a partner that seem rare at home. "They treat you like equals, and they don’t hesitate to express mutual feelings of respect—I think Western men are more adept at such things than Japanese men," says the 36-year-old Ms. Mizuguchi, who works at a top trading firm. "They don’t act like women are maids—I think they view women as individuals."
Underscoring that Japanese women are losing hope with the local boys, dating agencies to help snag a Western husband have sprung up in Tokyo, some with branches in the US and Europe.
A. unwilling to rear children.
B. discontented with the traditional idea.
C. eager to marry a western man for romance.
D. enthusiastic only in career pursuing.
Text 2
The more women and minorities make their way into the ranks of management, the more they seem to want to talk a bout things formerly judged to be best left unsaid. The newcomers also tend to see office matters with a fresh eye, in the process sometimes coming up with critical analyses of the forces that shape everyone’ s experience in the organization.
Consider the novel views of Harvey Coleman of Atlanta on the subject of getting ahead.
Coleman is black. He spent 11 years with IBM, half of them working in management department, and now serves as a consultant to the likes of AT & T, Coca Cola, Prudential, and Merch. Coleman says that based on what he’s seen at big companies, he weighs the different elements that make for long term career success as follows: performance counts a mere 10%; image 30%; and exposure, a full 60%.
Coleman concludes that excellent job performance is so common these days that while doing your w
A. show off
B. be very modest
C. not show themselves
D. to debase themselves
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