32. What is NOT true according to the passage?
A) 40% American families end in divorce.
B) Among the older poor Americans, 75% are female.
C) Every woman has to be responsible for her own living at old age.
D) A woman generally survives her husband by 4～6 years.
33. According to Adele Morrissette, women .
A) should not work too hard
B) pay more attention to making than saving money
C) should think out better ways to make money
D) are so busy that they are not able to make money
34. The main idea of paragraph 2 is .
A) if a woman does not save money, she will lose her property
B) a woman will have to live on her own when her husband dies or when she gets divorced
C) 90% American old women live by themselves
D) a woman should save money for her possible future independence
35. In paragraph 3 line 2 “the language” most probably means .
A) human speech in general
B) the speech used by the men living in that society
C) the special terms concerning financial matters
D) words used in everyday communication
Questions 36 to 40 are based on the following passage:
The main idea of these business-school academics is appealing. In a world where companies must adapt to new technologies and sources of competition, it is much harder than it used to be to offer good employees job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than ever for employees to invest in better skills and sparkle with bright ideas. How can firms get the most out of people if they can no longer offer them protection and promotion?
Many bosses would love to have an answer. Sumantra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business School think they have one:“employability”. If managers offer the right kinds of training and guidance, and change their attitude towards their underlings, they will be able to reassure their employees that they will always have the skills and experience to find a good job — even if it is with a different company.
Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the parts of the business that can make the most of them, keep the organization from getting stale and so forth. The real disappointment comes when they attempt to show how firms might actually create such an environment. At its nub is the notion that companies can attain these elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a cog in a machine.
The authors offer a few inspiring examples of companies — they include Motorola, 3M and ABB — that have managed to go some way towards creating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered. How do you continuously train people, without diverting them from their everyday job of making the business more profitable? How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm? How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy? Most of their answers are platitudinous; and when they are not they are unconvincing.
36. We can infer from the passage that in the past a good employee .
A) had job security and opportunity of promotion
B) had to compete with each other to keep his job
C) had to undergo training all the time
D) had no difficulty climbing the corporate ladder
