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 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.

　　57.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.

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

　　[A]is in line with the theories that 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

　　59.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

　　60.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

　　61.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

　　【全文翻譯】

　　文化是國際商業中最具是挑戰性的因素之一。作為一種體系，文化具有既定社會成員習得性行為模式的特點，不斷受到一些動態變量的塑造，如：語言、宗教信仰、價值觀、態度、行為方式和風俗習慣、美學、科技、教育和社會制度。為了應對這一體系，一個國際經理需要了解文化知識并對此作出詮釋。在某種程度上，文化知識可以通過學習獲得，但對文化的詮釋只能通過實踐獲得。

　　應對文化環境最復雜的問題源于這樣一個事實：人生在文化中但卻不能學習文化。關于如何應對文化的多樣性，商界中存在兩種觀點。一種認為，商業是世界性的，遵循百事(Pepsi)和麥當勞(McDonald)的模式。在某些情況下，全球化就是生活;但是，文化差異仍然難以趨同。

　　另外一種觀點認為，企業必須調整其策略以適應特別的文化。在各個國家建立政策和程序就如同器官移植，關鍵的問題是以接受或排斥為中心。國際經理面臨的主要挑戰是要確認排斥不是由文化近視或者盲目所引起的。

　　財富(Fortune)對十二個海外收入占其總收入20%或更多的大公司的國際業績進行了研究。成功的國際公司都有一個重要的特征：耐心。它們不是冒失地闖入而是遵循最基本的商業原則認真地營造自己的經營活動。這些原則就是了解對手、了解觀眾以及了解顧客。

　　【答案解析】

　　57.【解析】[C]推斷題。意為“在商業中怎樣對待文化有著不同意見”。 文化在商業中是一個很具挑戰性的因素,不同的國家與地區可能會有不同的文化體系。在商業中，應該怎樣對待不同的文化，商業界存在著不同的看法。

　　58.【解析】[A]細節題。Pepsi采納的是國際化的商業風格，這與那些主張國際化的派別的意見是相一致的。

　　59.【解析】[C]推斷題。意為“承認商業世界中文化的多元性”。兩個派別都承認商業世界中文化的多元性。他們的不同在于，如何對待不同的文化，應該搞國際化還是對不同的文化采取不同的策略。

　　60.【解析】[D]主旨題。由文中的例子可以知道，作者主要關心的并不是研究多種文化形態，而是文化背景對商業運作的影響。所以D是正確答案。

　　61.【解析】[B]細節題。意為“都具有耐心這一素質”。即他們并不急于對號入座而是依據最基本的商業原則謹慎地建立自己的運行模式。