【正确答案】 B

【答案解析】[听力原文]23-30 F：These days more and more people are employed in multinational companies which require higher awareness of cultural diversity．ABD is a multinational car manufacturer that has been very successful in dealing with cross-cultural problems．Steve Denison，an internal business consultant，is in the studio today．Steve，could you explain why your company has been such a success in that field? M：Well，with the increased globalization of the economy and interaction of different cultures，the future of any organization depends on whether the employees can accept the differences and learn from each other．But we do have our‘secret weapon’． F：Interesting!What is it then? M：Our secret weapon is‘glocalization’． F：‘GIobalization’you mean? M：No，GLOCALIZATIONO The conflict between globalization and localization has led to the invention of this concept‘glocalization’．You know，companies that want to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way business is done． F：I see．So could you give us some examples about those local cultural characteristics? M：Sure．Take Latin and Asian cultures for example．Their status is not based on analysis or systems，but is automatically accorded to the boss，who is more likely to be in his fifties or sixties than in his thirties．This is particularly true in Japan，where companies traditionally have a policy of promotion by seniority．A 50-year-old Japanese manager，or a Greek or Italian one，would quite simply be offended by having to report to an aggressive，well-educated，but inexperienced American or German 20 years his junior． F：OK，What about the performance evaluation then?Would that be different as well? M：Sure．I'll use the salespeople to illustrate the difference．In countries like USA or Britain，the principle of pay-for-performance often successfully motivates them．The more you sell．the more you get paid．But the principle might well be resisted in countries where rewards and promotion are expected to come with age and experience．There was an example of a sales rep in an Italian subsidiary of a US multinational company who was given a huge quarterly bonus under a new policy imposed by head office．His sales—which had been high for years—declined dramatically during the following three months．It was later discovered that he was deliberately trying not to sell more than any of his colleagues，so as not to reveal their inadequacies．He was also desperate not to earn more than his boss，which he thought would be an unthinkable humiliation that would force the boss to resign immediately． F：What about the differences in management structures? M：Yes，I was just about to come to that．Another example of an American idea that doesn't work well in Latin countries is matrix management．The task-oriented logic of matrix management conflicts with the principle of loyalty to the all-important line supewisor，you know，the functional boss．And without the awareness and understanding of the other culture，each would think of the other as being ‘corrupt’。 F：So how do we tackle these misunderstandings?Are there any strategies to be applied? M：OK．Experience and knowledge will surely help us accommodate to another culture，but some key strategies may quicken the process．To begin with，the understanding and acceptance of differences；and that is followed by developing culture sensitivity and shared decision-making．Then organizational resources should be distributed equally．And er… F：Wow，that's already a whole lot of strategies．And there's more? M：Yes．And er，yes，flexible institutional policies，practices，and procedures should be applied． F：OK．So what kind of training programs or proposals would you offer your company，you know，to get all these ideas to really sink in? M：well，there are many different types of cross-cultural training to make sure that we can all get along in the work place，like conflict resolution；conducting cultural audits；managing sexual attraction in the workplace；preparing employees for international work，to name just a few． F：I'm particularly interested in what you call the‘diversity training’，could you brief me with some of the deta s? M：Sure.Diversity courses provide people with the skills they need to get the most out of interactions with people of a different race，gender，or nationality．Appreciation of differences is important，but it is not considered the highest priority competency．The abilities to make others comfortable and included are the most important，no matter how much you know about their culture．Institutional barriers are also considered without placing blame on individuals． F：That sounds good.Steve，thank you very much． M：Thank you． 本次访谈围绕的主题是跨文化管理，是对某汽车制造商ABD公司的内部商务顾问Steve Denison的一次采访录音。ABD公司因其在跨文化管理方面的卓越成就而成为采访对象。本题考查的是对“全球地方化”(glocalization)这个概念的理解。简言之，该概念融合了全球化(globalization)与地方化(localization)两个极端，用以强调二者的相辅相成和互动发展。在访谈中，Steve指出由于二者之间的冲突直接导致这个新概念的诞生，而其真正含义在于“companies that want．to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way business is done”，也就是说，在承认本土化或者地方化的基础上，尽量使公司与国际接轨，这样才能带来成功。在备选答案中，A项只谈到了全球地方化的一个方面，可以排除；而C项的内容为全球地方化产生的成因，而非其定义，所以也可以排除。因此正确选项为B。

【正确答案】 A

【答案解析】本题描述的是在跨文化管理中的一个常见现象，一名年长的日本经理在同年轻的美国经理打交道时，会觉得非常不快。至于原因，在听力材料中提到，这是因为在日本文化中，员工的晋升直接取决于老板或者其在公司的资历；这与在美国公司中根据业绩分析或者管理体系来得到升职完全不同。原材料中是这样表达的：“This is particularly true in Japan，wher。e companies traditionally have a policyr of promotion by seniority．”根据这个描述，我们判断A为正确答案。B选项非直接原因，而选项C则表述过于笼统，均予以排除。

【正确答案】 C

【答案解析】本题考查的是对于绩效的评估。在英美等国，以绩效为基础的工资制度(pay-for-performance)能够极好地激励员工。在听力材料中有这样一句通俗的表达：“The more you sell，the more you get paid．”显然同选项C非常契合，因此为正确答案。选项A是对这种制度的定性描述，不是定义；而选项B显然说的不是绩效工资制度，也可排除。

【正确答案】 C

【答案解析】本题考查的是对于绩效工资制度的反向理解。从听力材料中，我们判断出在意大利等拉丁语国家，这种制度是不受欢迎的。听力材料中以设在意大利的美国公司为例，某销售人员因业绩卓著而受到公司嘉奖，得到丰厚奖金，可令人奇怪的是，该销售人员在此后3个月内持续业绩平平。经过调查后发现，原来他“…was deliberately tying not to sell more than any of his colleagues．so as not to reveal their inadequacies”。经过比较，我们发现选项c是最适合的表述。选项A与B谈到的都是表面原因，真实原因还是因为销售人员不希望由于自己业绩过于突出而显出自己的老板能力上的不足，而这都是由于文化上的差异导致的。

【正确答案】 B

【答案解析】本题考查的是对于关键信息的把握，在听音时要留意“matrix management”“矩阵管理”。这种管理方式即美国式的管理风格，而对于matrix，后面也有解释，即“The task-oriented logc of matrix management…”从语法表达上分析，task-oriented logic与matrix是同位语，据此判断选项B正确；其他两个选项的内容都是比较明显的错误选项。

【正确答案】 B

【答案解析】本题是个反向选择题，题干中出现了大写的“EXCEPT”，考查在实际的商务管理中，有哪些主要策 略(key strategies)可以用来应对多种文化差异。在听音时如能做好笔记记下关键信息，这题就不难回答；听力材料中显然提到了对于差异的理解和接受(understanding and acceptance of differences)，即选项A；也谈到了组织资源的平等分配(equal distribution of organizational resources)，故排除选项C；至于选项B的内容，则是作为补充策略在后面提到的，因此选择B。

【正确答案】 C

【答案解析】本题依然是个反向选择题，题干中出现大写的“NOT”，考查跨文化培训的类型，同样可以通过精确的笔记获取正确的答案。咨询师在听力材料中，明确提到了冲突解决(conflict resolution)、文化审计(cultural audits)，以及性骚扰管理(managing sexual attraction)，最后还提到了使员工适应国际性工作的培训(preparing employees for international work)。这样我们可以判断选项A和B都是材料中提及的，而选项C的内容(domestic work)正好与材料中的相反，所以确定本题选择选项C。

【正确答案】 A

【答案解析】本题要关注另一个重要概念“多样化培训”(diversity training)，问此类培训中最重要的因素是什么。原材料中承认了“欣赏差异”(Appreciation of differences)的重要性——这也是选项C的内容，但是后面由连接词but引出“it is not considered the highest priority”，所以C被排除。选项B的内容在材料中并未明确提及，也应排除，而不能根据经验来判断，这是考生需要重视的。选项A在材料中明确说明了“The abilities to make others comfortable and included are the most important”，只有让对方感到舒适和归属感才是多样化培训中最重要的因素。因此选项A为正确答案。