Culture is one of the most challenging elements of the international marketplace. This system of learned behavior patterns characteristic of the members of a given society is constantly shaped by a set of dynamic variables(变量): language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions. To deal with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience.   

    The most complicated problems in dealing with the cultural environment lie in the fact that one cannot learn culture—one has to live it. Two schools of thought exist in the business world on how to deal with cultural differences. One is that business is business the world around, following the model of Pepsi and McDonald’s. In some cases, globalization is a fact of life; however, cultural differences are still far from disappearing.   

    The other school suggests that companies must adjust business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia(近视) or even blindness.   

    Fortune examined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your rivals, know your audience, and know your customer.   

According to the passage, which of the following is true?   

A. Business diversity is not necessary.

B. All international managers can learn culture.  

C. Most people do not know foreign culture well.  

D. Views differ on how to treat culture in business world.   

According to the author, the model of Pepsi                .   

    A. is different from the model of McDonald’s .

    B. reflect the idea that business is business.  

    C. has converged cultural differences .

    D. shows the reverse of globalization .

The two schools of thought               .   

    A. both think dealing with cultural environment is the most complicated problem in business   

    B. both admit the existence of cultural diversity in business world.  

    C. both advocate that different policies be set up in different countries.   

D.both propose that companies should tailor business approaches to individual cultures.

This article is supposed to be most useful for those                 .   

    A. who have connections to more than one type of culture

    B. who are interested in researching the topic of cultural diversity  

    C. who want to run business in other countries   

    D. who want to travel abroad 

Culture is one of the most challenging elements of the international marketplace. This system of learned behavior patterns characteristic of the members of a given society is constantly shaped by a set of dynamic variables(变量): language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions. To deal with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience.   

    The most complicated problems in dealing with the cultural environment lie in the fact that one cannot learn culture—one has to live it. Two schools of thought exist in the business world on how to deal with cultural differences. One is that business is business the world around, following the model of Pepsi and McDonald’s. In some cases, globalization is a fact of life; however, cultural differences are still far from disappearing.   

    The other school suggests that companies must adjust business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia(近视) or even blindness.   

    Fortune examined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your rivals, know your audience, and know your customer.   

1.According to the passage, which of the following is true?   

A. Business diversity is not necessary.

B. All international managers can learn culture.  

C. Most people do not know foreign culture well.  

D. Views differ on how to treat culture in business world.   

2.According to the author, the model of Pepsi                .   

    A. is different from the model of McDonald’s .

    B. reflect the idea that business is business.  

    C. has converged cultural differences .

    D. shows the reverse of globalization .

3.The two schools of thought               .   

    A. both think dealing with cultural environment is the most complicated problem in business   

    B. both admit the existence of cultural diversity in business world.  

    C. both advocate that different policies be set up in different countries.   

D.both propose that companies should tailor business approaches to individual cultures.

4.This article is supposed to be most useful for those                 .   

    A. who have connections to more than one type of culture

    B. who are interested in researching the topic of cultural diversity  

    C. who want to run business in other countries   

    D. who want to travel abroad 

 

       Culture is one of the most challenging elements of the international marketplace. This system of learned behavior patterns characteristic of the members of a given society is constantly shaped by a set of dynamic variables: language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions.』① To cope with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience.

　　The most complicated problems in dealing with the cultural environment stem from the fact that one cannot learn culture—one has to live it. Two schools of thought exist in the business world on how to deal with cultural diversity. One is that business is business the world around, following the model of Pepsi and McDonald’s. In some cases, globalization is a fact of life; however, cultural differences are still far from converging.

　　The other school proposes that companies must tailor business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia or even blindness.

　　Fortune examined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your adversary, know your audience, and know your customer.

8. According to the passage, which of the following is true?

　 A. All international managers can learn culture.

　 B. Business diversity is not necessary.

　 C. Views differ on how to treat culture in business world.

　 Ｄ. Most people do not know foreign culture well.

9. According to the author, the model of Pepsi .

　Ａ. is in line with the theories of the school advocating the business is business the world around

　Ｂ. is different from the model of McDonald’s

　Ｃ. shows the reverse of globalization

　Ｄ. has converged cultural differences

10. The two schools of thought .

　　Ａ. both propose that companies should tailor business approaches to individual cultures

　　Ｂ. both advocate that different policies be set up in different countries

　　Ｃ. admit the existence of cultural diversity in business world

　　Ｄ. Both Ａ and Ｂ

11. This article is supposed to be most useful for those .

　　A. who are interested in researching the topic of cultural diversity

　  B. who have connections to more than one type of culture

　　C. who want to travel abroad

　　D. who want to run business on International Scale

12. According to Fortune, successful international companies .

　  Ａ. earn 20 percent or more of their revenue overseas

　  Ｂ. all have the quality of patience

　  Ｃ. will follow the overseas local cultures

　　Ｄ. adopt the policy of internationalization

Culture is one of the most challenging elements of the international marketplace. This system of learned behavior patterns characteristic of the members of a given society is constantly shaped by a set of dynamic variables(变量): language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions. To deal with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience.   
The most complicated problems in dealing with the cultural environment lie in the fact that one cannot learn culture—one has to live it. Two schools of thought exist in the business world on how to deal with cultural differences. One is that business is business the world around, following the model of Pepsi and McDonald’s. In some cases, globalization is a fact of life; however, cultural differences are still far from disappearing.   
The other school suggests that companies must adjust business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia(近视) or even blindness.   
Fortune examined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your rivals, know your audience, and know your customer.   
【小题1】According to the passage, which of the following is true?   

A．Business diversity is not necessary.

B．All international managers can learn culture.

C．Most people do not know foreign culture well.

D．Views differ on how to treat culture in business world.

【小题2】According to the author, the model of Pepsi               .   

A．is different from the model of McDonald’s .

B．reflect the idea that business is business.

C．has converged cultural differences .

D．shows the reverse of globalization .

【小题3】The two schools of thought              .   

A．both think dealing with cultural environment is the most complicated problem in business

B．both admit the existence of cultural diversity in business world.

C．both advocate that different policies be set up in different countries.

D．both propose that companies should tailor business approaches to individual cultures.

【小题4】This article is supposed to be most useful for those                .   

A．who have connections to more than one type of culture

B．who are interested in researching the topic of cultural diversity

C．who want to run business in other countries

D．who want to travel abroad