1、2012 年北京外国语大学英语专业（基础英语）真题试卷及答案解析(总分：64.00，做题时间：90 分钟)一、短文改错(总题数：1，分数：20.00)People and organizations in relationships play certain roles. For example, business organizations in India may play the role of the Morally Superior in negotiations about the United States and Japan. They are an old and.【M1】_
2、venerable culture with well-established regulations for social behavior and deep-rooted expectations for business behavior. They have not been responsible for atrocities or moral behavior, in their own view.【M2】_They cast both the United States and Japan the role of the Morally【M3】_Inferior. This me
3、ans they persuade with great moral authority, not on the basis of facts but on the basis of what is morally right. This gives in them【M4】_higher status than their Japanese or United States counterparts, and status has priority in India. Here is for an example from recent history.【M5】_In 1984, a pest
4、icide manufacturing company in the city of Bhopal, India experienced a disastrous leak of toxic gas. Thousands died, with【M6】_thousands more suffered terrible injuries. The episode was viewed as morally wrong by the Indians felt the company had failed to behave【M7】_responsively. The company was a jo
5、int venture, 50.9% owned by Union【M8】_Carbide, a United States chemical company, and 49. 1% owned by Indian investors and the government. Some Indians called on the【M9】_extradition of the American president of Union Carbide at the time. The morally outraged victims who survived continue more than 20
6、 years later to charge the company about not releasing information about【M10】_the gas and about possible treatment, and to ask for more compensation.（分数：20.00）(1).【M1】（分数：2.00）_(2).【M2】（分数：2.00）_(3).【M3】（分数：2.00）_(4).【M4】（分数：2.00）_(5).【M5】（分数：2.00）_(6).【M6】（分数：2.00）_(7).【M7】（分数：2.00）_(8).【M8】（分数：2.0
7、0）_(9).【M9】（分数：2.00）_(10).【M10】（分数：2.00）_二、阅读理解(总题数：2，分数：20.00)Staffing in a Foreign Subsidiary If you travel to another country, you will be struck at how the whole feel of the place is different. You will therefore not be surprised to learn that in general, the nature of institutions, the structur
8、e of commerce and work organization and the behavior of people in the workplace differ from country to country. These national differences form a crucial part of our understanding of the International Human Resource Management(IHRM). The role of Human Resource(HR)manager of a foreign subsidiary is t
9、o develop HR practices that are(1)acceptable within the local culture and(2)acceptable to management at the headquarters of the multinational corporation(MNC). However, the balancing of these two requirements is a difficult task. Whether subsidiary HR managers are home, host, or third country nation
10、als, they bring their own “ cultural baggage, “ which may affect their ability to accommodate cultural differences in the host work force. Employees in a subsidiary may consist of a mixture of home, host, and third country nationalsall with their own distinct cultural backgrounds and preferences. Th
11、e subsidiary“s HR manager must help all employees adapt to the HR practices operating in the subsidiary, even though these practices may be derived from the cultures very different from their own. The following text will focus on staffing in describing the difficulties faced by subsidiary HR manager
12、s in developing an effective HR system. A subsidiary HR manager ought to use a hiring process that fits the local labor market. For example, an MNC may need the services of a local personnel selection agency to identify the sources of skilled employees. Local employment laws must be adhered to, and
13、premium salaries may have to be offered to lure highly qualified individuals away from local firms. In Japan, the collective nature of Japanese society traditionally has made it difficult for foreign companies to hire qualified Japanese employees. These individuals tend to “stay in the family“ and w
14、ork for Japanese, not foreign, employers. Although during the downturn in the Japanese economy during the early 1990s this attitude became less prevalent, it still remains a problem. In some countries, hiring may require using a government-controlled labor bureau. This may be particularly prevalent
15、in hierarchical cultures with high power distance. In Vietnam, for example, local labor bureaus are heavily involved in the hiring process. Sometimes the local bureaus may supply a foreign subsidiary with employees who are not adequately skilled for the job, and it may be difficult for the subsidiar
16、y to refuse employment. Important staffing issues may have to be approved by very high government officials. The development of a selection system may be complicated by the fact that selection tests used in the home country of the MNC may be culturally biased and inappropriate elsewhere. For example
17、, many personality tests were developed using Western samples. The personality profiles provided by such tests, and certainly their normative data, would be meaningless in trying to understand the behavior of Japanese or Thai job applicants. Assertive individuals who take initiative and stand out fr
18、om the crowd may appear well adjusted according to the norms of Western personality tests. However, a Japanese job applicant with a similar score might be a disaster if hired to work in the MNC“s subsidiary in Tokyo because “ standing out“ as an individual is inconsistent with the more collectivist
19、Japanese culture. Even if the concepts measured by the tests are applicable, there are difficulties in getting many tests adequately translated into the host country language. Issues of race, age and sex discrimination can cause considerable difficulties for the subsidiary HR manager. In Singapore,
20、a fairly hierarchical and masculine culture, it is acceptable and legal to place job advertisements that specifically state the race, age range, and sex of employees being sought. This would blatantly violate American EEO laws. An American working as HR manager in a Singapore subsidiary could experi
21、ence a considerable moral dilemma in following practices that are in line with local laws and culture but conflict with home country laws and home country organizational culture. There also can be unexpected disadvantages associated with hiring particular types of local employees. For example, in a
22、multicultural society, the use of an employee from one ethnic group in a managerial position may not be acceptable to members of other ethnic groups. In India, the caste system, which historically has played a prominent role in Indian society, could make it inappropriate to hire someone from a lower
23、 caste to supervise employees of a higher caste. In some countries(Japan, for example), it may be inappropriate to hire a younger person for a job that has supervisory responsibilities over older employees.（分数：10.00）(1).Balancing the dual role of a subsidiary company“s HR manager is difficult becaus
24、e_.（分数：2.00）A.local employees are reluctant to accept the subsidiary“s corporate cultureB.the HR manager does not understand the host country“s customsC.employees from different cultures need to accept the subsidiary“s HR practicesD.important staffing issues may have to be approved by local governme
25、nts(2).In Japan, people tend to “stay in the family“ , which means_.（分数：2.00）A.they would work at home, away from the officeB.they prefer to work for a Japanese companyC.they would choose to work for a family businessD.they have to care for family due to economic downturn(3).According to the passage
26、, job advertisements specifying race, age range, and sex of prospective employees are legal in_.（分数：2.00）A.SingaporeB.JapanC.IndiaD.Thailand(4).The selection tests used in an American MNC may be inappropriate for hiring employees in Tokyo because_.（分数：2.00）A.the Japanese job applicants tend to assoc
27、iate with themselvesB.Japan has developed its own HR management practicesC.the behavior of Japanese job applicants is hard to understandD.the American personality profiles do not apply in Japanese recruitment(5).What is the central idea of this passage?（分数：2.00）A.Understanding two cultures is obliga
28、tory for a subsidiary“s HR management.B.Cultural differences pose many difficulties to a subsidiary“s hiring process.C.Cultural practices have immense influence on an MNC“s HR activities.D.A subsidiary“s hiring process ought to fit the local labor market.Chinese College Students Flocking to U. S. Ca
29、mpuses Bo Sun knew next to nothing about footballor the state of Nebraska, for that matteruntil he started looking for U. S. colleges and universities on the Internet. Now, as one of a growing number of Chinese students at the state“s flagship university, he catches every game he can. President Obam
30、a announced plans last month to “dramatically expand“ to 100, 000 the number of U. S. students who study in China over the next four years, calling such exchanges “a clear commitment to build ties among our people in the steady pursuit of cooperation that will serve our nations, and the world. “ But
31、 Sun, who grew up in China“s Jiangxi Province, is part of a surge already taking place in the other direction. In 2008 alone, 98, 510 Chinese graduate and undergraduate students poured into U. S. colleges and universities, lured by China“s emphasis on academic achievement and the prestige of U. S. h
32、igher education. China is second only to India when graduate students and undergrads are counted. But undergraduates such as Sun are the newer phenomenon. Nationally, an 11% growth in undergrad enrollments in 2008 was driven largely by a 60% increase from China, a report by the Institute of Internat
33、ional Education(IIE)says. Graduate student enrollments were up 2%. U. S. colleges and universities have long welcomed students from China, where the higher education system can“t meet the demand. Two years ago, a record 10 million students throughout China took the national college entrance test, co
34、mpeting for 5. 7 million university slots. Because foreign undergraduates typically aren“t eligible for U. S. federal aid, colleges here can provide limited financial help. Now, thanks to China“s booming economy in recent years, more Chinese families can afford to pay. The increase also reflects a “
35、strong dialogue“ between the two countries, says U. S. State Department deputy assistant secretary Alina Romanowski. She says the recent growth can“t be pinned to specific changes in visa policy, but some U. S. college officials say they detect a friendlier attitude among U. S. embassies and consula
36、tes, which review visa applications. One key question for any country is whether visa-seeking students can prove they will return to their home country upon graduating from a U. S. college. “Because the Chinese economy has improved, students feel there are opportunities there waiting for them, “ say
37、s Gretchen Olson, director of international programs at Drake University in Des Moines, where there are 28 undergraduates from China this fall, up from one in 2003. In turn, the United States has greatly benefited from hosting foreign students. They contributed nearly $18 billion last year in tuitio
38、n and living expenses to the U. S. economy, including about $89 million in Nebraska, according to a November report from the Institute of International Education. Though it“s costly for colleges to recruit abroad, that population “ has the potential to be a significant source of revenue, “ says Univ
39、ersity of Nebraska chancellor Harvey Perlman. Nearly half(47%)of Chinese undergraduates, and 29% of all foreign undergraduates, receive some discounts on their tuition based on their academic record. But most international students, including Sun, pay the entire non-resident rate for tuition and fee
40、sabout $18, 000 this year. That“s money the school otherwise might not have seen, because Nebraska“s high-school-age population is declining. A legislative task force in 2003 encouraged its public institutions to “ more actively recruit non-Nebraska high school graduates“ but with a caveat: They can
41、“t “ diminish the state“s priority of providing appropriate need-based aid to Nebraska“s high school graduates. “ Nebraska, which admits any resident or non-resident who meets basic academic requirements, is largely spared the criticism sometimes aimed at more selective institutions. Among concerns
42、voiced by USA TODAY readers in response to a story on the topic was whether American students were being denied entrance to more elite universities because slots were being set aside for students overseas. But Paul Thiboutot, admissions dean at Carleton College in Northfield, Minn. , which admits ab
43、out 27% of applicants, says that argument misunderstands one of U. S. higher education“s greatest strengths. Although some American students may be displaced by those students, Thiboutot says it“s true “only if you“re looking at a single institution. It isn“t true when you look across the entire sys
44、tem of higher education and all the options. There“s no one being denied a good college education. “ Moreover, it works both ways, he says. Carleton, which enrolled 18 Chinese freshmen this year, admitted no more than 10% of the 300 Chinese who applied.（分数：10.00）(1).Which of the following is a reaso
45、n for the surge of Chinese students into U. S. campuses?（分数：2.00）A.China“s inability to meet students“ education demand.B.Obama“s plan to expand education exchange.C.China“s determination to raise its education level.D.U. S. offer of financial aid to foreign students.(2).According to U. S. State Dep
46、artment official Romanowski, the sharp increase of Chinese students in U. S. is a reflection of_.（分数：2.00）A.major changes in U. S. visa policyB.enhanced opportunities in ChinaC.closer ties between the U. S. and ChinaD.friendlier attitude of U. S. towards Chinese(3).The author uses Bo Sun“s case to show the surge of Chinese students in the category of_.（分数：2.00）A.Graduate studentsB.Science studentsC.Undergraduate studentsD.Government-supported students(4).By the word “caveat“(Paragraph 8), the author means _.（分数：2.0
