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Part ¢ô Reading Comprehension£¨Reading in Depth£©£¨25 minutes£©
Section  A
Directions: In this section, there is a passage with ten blanks. You are required to select one word for each blank from a list of choices given in a word bank following the passage. Read the passage through carefully before making your choices. Each choice in the bank is identified by a letter. Please mark the corresponding letter for each item on Answer Sheet 2 with a single line through the centre. You may not use any of the words in the bank more than once.
Questions 47 to 56 are based on the following passage.
Shopping habits in the United States have changed greatly in the last quarter of the 20th century. 47 in the 1900s most American towns and cities had a Main Street. Main Street was always the heart of a town. This street was lined on the both sides with many 48 businesses. Here, shoppers walked into stores to look at all sorts of merchandise: clothing, furniture, hardware, groceries. In addition, some shops offered 49 . There shops included drugstores, restaurants, shoe repair stores, and barber or hairdressing shops. But in the 1950s, a change began to 50 place. Too many automobiles had crowded into Main Street while too few parking places were 51 to shoppers. Because the streets were crowded, merchants began to look with interest at the open spaces outside the city limits. Open space is what their car driving customers needed. And open space is what they got when the first shopping centre was built. Shopping centers, or rather malls, 52 as a collection of small new stores away from crowded city centers. 53 by hundreds of free parking space, customers were drawn away from 54 areas to outlying malls. And the growing 55 of shopping centers led in turn to the building of bigger and better stocked stores. By the late 1970s, many shopping malls had almost developed into small cities themselves. In addition to providing the 56 of the stop shopping, malls were transformed into landscaped parks, with benches, fountains, and outdoor entertainment.
£ÛA£Ýdesigned   £ÛF£Ýconvenience   £ÛK£Ýcosmetics
£ÛB£Ýtake   £ÛG£Ýservices    £ÛL£Ýstarted
£ÛC£ÝEarly   £ÛH£Ýfame    £ÛM£Ýdowntown
£ÛD£ÝAttracted   £ÛI£Ývarious    £ÛN£Ýavailable
£ÛE£Ý though   £ÛJ£Ý popularity   £ÛO£Ýcheapness

Section  B
Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked £ÛA£Ý, £ÛB£Ý, £ÛC£Ý and £ÛD£Ý.You should decide on the best choice and mark the corresponding letter on Answer Sheet 2 with a single line through the centre.

Passage One
Questions 57 to 61 are based on the following passage.
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. 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 cultureª²one 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.
57. According to the passage, which of the following is true?
£ÛA£ÝAll international managers can learn culture.
£ÛB£ÝBusiness diversity is not necessary.
£ÛC£ÝViews differ on how to treat culture in business world.
£ÛD£ÝMost people do not know foreign culture well.
58. According to the author, the model of Pepsi.
£ÛA£Ýis in line with the theories of the school advocating the business is business the world around.
£ÛB£Ýis different from the model of McDonald¡¯s
£ÛC£Ýshows the reverse of globalization
£ÛD£Ýhas converged cultural differences
59. The two schools of thought.
£ÛA£Ýboth propose that companies should tailor business approaches to individual cultures
£ÛB£Ýboth advocate that different policies be set up in different countries
£ÛC£Ýadmit the existence of cultural diversity in business world
£ÛD£ÝBoth A and B
60. This article is supposed to be most useful for those.
£ÛA£Ýwho are interested in researching the topic of cultural diversity
£ÛB£Ýwho have connections to more than one type of culture
£ÛC£Ýwho want to travel abroad
£ÛD£Ýwho want to run business on International Scale
61. According to Fortune, successful international companies.
£ÛA£Ýearn 20 percent or more of their revenue overseas
£ÛB£Ýall have the quality of patience
£ÛC£Ýwill follow the overseas local cultures
£ÛD£Ýadopt the policy of internationalization

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