¡GoConqr estrena diseño! Cuéntanos qué te parece.

Test

Sporting Futures USA | SAT Prep | Critical Reading 1.2

SportingFutures USA 20 preguntas 5,0 (1 valoración)

Hacer el test

Preguntas del test (20)

  1. 1Esther could not believe her eyes; her once ________ little grandson had now become a(n) ________ man.

    Select the words that best complete the sentence.
    1. Aobnoxious . . deferential
    2. Bincorrigible . . unruly
    3. Cexcitable . . joyful
    4. Dopinionated . . obstinate
    5. Edepressed . . apathetic
  2. 2Please Read Passage and Answer Question Below:

    1 Don Hedger had lived for four years on the top floor of
    2 an old house on the south side of Washington Square,
    3 and nobody had ever disturbed him. He occupied
    4 one big room with no outside exposure except on the
    5 north. His room was very cheerless, since he never
    6 got a ray of direct sunlight; the south corners were
    7 always in shadow. In the front corner, the one farther
    8 from the window, was a sink, and a table with two
    9 gas burners where he sometimes cooked his food.
    10 There, too, in the perpetual dusk, was the dog's bed,
    11 and often a bone or two for his comfort.

    12 The dog was a Boston bull terrier, and Hedger
    13 explained his surly disposition by the fact that he had
    14 been bred to the point where it told on his nerves. His
    15 name was Caesar III, and he had taken prizes at very
    16 exclusive dog shows. When he and his master went
    17 out to prowl about University Place, or to promenade
    18 along West Street, Caesar III was invariably fresh and
    19 shining. His pink skin showed through his mottled
    20 coat, which glistened as if it had just been rubbed with
    21 olive oil, and he wore a brass-studded collar, bought
    22 at the smartest saddler's. Hedger, as often as not, was
    23 hunched up in an old striped blanket coat, with a
    24 shapeless felt hat pulled over his bushy hair, wearing
    25 black shoes that had become gray, or brown ones
    26 that had become black, and he never put on gloves
    27 unless the day was biting cold.

    28 Early in May, Hedger learned that he was to have a
    29 new neighbor in the rear apartment. His studio was
    30 shut off from these rooms by double doors, which,
    31 though they were fairly tight, left him a good deal
    32 at the mercy of the occupant. The rooms had been
    33 leased, long before he came there, by a trained nurse
    34 who considered herself knowing in old furniture. She
    35 went to auction sales and bought up mahogany and
    36 dirty brass and stored it away here, where she meant
    37 to live when she retired from nursing. Meanwhile,
    38 she sub-let her rooms, with the precious furniture, to
    39 young people who came to New York to "write" or
    40 "paint"--who proposed to live by the sweat of the
    41 brow rather than of the hand, and who desired artistic
    42 surroundings. When Hedger first moved in, these
    43 rooms were occupied by a young man who tried to
    44 write plays,--and who kept on trying until a week ago,
    45 when the nurse had put him out for unpaid rent.
    46
    A few days after the playwright left, Hedger heard
    47 an ominous murmur of voices through the bolted
    48 double doors: the lady-like intonation of the nurse--
    49 doubtless exhibiting her treasures--and another voice,
    50 also a woman's, but very different; young, fresh,
    51 unguarded, confident. All the same, it would be very
    52 annoying to have a woman in there. The only bath-
    53 room on the floor was at the top of the stairs in the
    54 front hall, and he would always be running into her
    55 as he came or went from his bath. He would have to
    56 be more careful to see that Caesar didn't leave bones
    57 about the hall, too; and she might object when he
    58 cooked steak and onions on his gas burner.

    59 As soon as the talking ceased and the women left,
    60 he forgot them. He was absorbed in a study of para-
    61 dise fish at the Aquarium, staring out at people through
    62 the glass and green water of their tank. It was a
    63 highly gratifying idea; the incommunicability of one
    64 stratum of animal life with another,--though Hedger
    65 pretended it was only an experiment with unusual
    66 lighting. When he heard trunks knocking against the
    67 sides of the narrow hall, then he realized that she was
    68 moving in at once. Toward noon, groans and deep
    69 gasps and the creaking of ropes, made him aware
    70 that a piano was arriving. After the tramp of the
    71 movers died away down the stairs, somebody touched
    72 off a few scales and chords on the instrument, and
    73 then there was peace. Presently he heard her lock her
    74 door and go down the hall humming something; going
    75 out to lunch, probably. He stuck his brushes in a can
    76 of turpentine and put on his hat, not stopping to wash
    77 his hands. Caesar was smelling along the crack
    78 under the bolted doors.

    79 Hedger encouraged him. "Come along, Caesar.
    80 You'll soon get used to a new smell."

    81 In the hall stood an enormous trunk, behind the
    82 ladder that led to the roof, just opposite Hedger's
    83 door. The dog flew at it with a growl of hurt amaze-
    84 ment. They went down three flights of stairs and out
    85 into the brilliant May afternoon.

    86 Hedger strolled about the Square for the dog's health.
    87 The fountain had but lately begun operations for the
    88 season and was throwing up a mist of rainbow water.
    89 Plump robins were hopping about on the soil; the
    90 grass was newly cut and blindingly green. Looking
    91 up the Avenue through the Arch, one could see the
    92 young poplars with their bright, sticky leaves, and
    93 shining horses and carriages,--occasionally an auto-
    94 mobile, mis-shapen and sullen, like an ugly threat in
    95 a stream of things that were bright and beautiful and
    96 alive.

    97 While Caesar and his master were standing by the
    98 fountain, a girl approached them, crossing the Square.
    99 Hedger noticed her because she wore a lavender cloth
    100 suit and carried in her arms a big bunch of fresh lilacs.
    101 He saw that she was young and handsome,--beautiful,
    102 in fact. She, too, paused by the fountain and looked
    103 back through the Arch up the Avenue. She smiled
    104 rather patronizingly as she looked, and at the same
    105 time seemed delighted. Her slowly curving upper lip
    106 and half-closed eyes seemed to say: "You're gay,
    107 you're exciting, you are quite the right sort of thing;
    108 but you're none too fine for me!"

    109 In the moment she tarried, Caesar stealthily ap-
    110 proached her and sniffed at the hem of her lavender
    111 skirt, then he ran back to his master and lifted a face
    112 full of emotion and alarm, his lower lip twitching under
    113 his sharp white teeth and his hazel eyes pointed with
    114 a very definite discovery. He stood thus, motionless,
    115 while Hedger watched the lavender girl go up the
    116 steps and through the door of the house in which he
    117 lived.

    118 "You're right, my boy, it's she!"


    Question: Hedger's reaction to hearing the voice of his new neighbor implies that:
    1. Ahe is excited at the prospect of living next to a young, confident woman.
    2. Bhe usually disapproves of the artists to whom the nurse sub-leases her apartment.
    3. Che believes females to be more fastidious than males.
    4. Dhe has little experience with women.
    5. Ehe is embarrassed at the prospect of sharing space with a woman.
  3. 3His ________ manipulation of the space shuttle's robotic arm demonstrated his skills as a seasoned astronaut.

    Select the word that best completes the sentence.
    1. Anefarious
    2. Badroit
    3. Cparochial
    4. Defficient
    5. Einept
  4. 4Please read the passage and answer the question below.

    1 Ever since the Census Bureau released figures
    2 showing that married-couple households are now a
    3 minority, my phone has been ringing off the hook with
    4 calls from people asking: "How can we save mar-
    5 riage? How can we make Americans understand that
    6 marriage is the most significant emotional connection
    7 they will ever make?"

    8 I think these are the wrong questions--indeed, such
    9 questions would have been almost unimaginable
    10 through most of history. It has only been in the last
    11 century that Americans have put all their emotional
    12 eggs in the basket of coupled love. Because of this
    13 change, many of us have found joys in marriage our
    14 great-great-grandparents never did. But we have also
    15 neglected our other relationships, placing too many
    16 burdens on a fragile institution and making social life
    17 poorer in the process. In fact, according to the Census
    18 Bureau's figures, the number of people who depended
    19 totally on a spouse for important conversations, with no
    20 other person to turn to, almost doubled, to 9.4 percent
    21 from 5 percent. Not surprisingly, the number of people
    22 saying they didn't have anyone in whom they confided
    23 nearly tripled.

    24 The solution to this isolation is not to ramp up our
    25 emotional dependence on marriage. Until 100 years
    26 ago, most societies agreed that it was dangerously
    27 antisocial to elevate marital affection and nuclear-
    28 family ties above commitments to neighbors, extended
    29 kin, civic duty and religion.

    30 From medieval days until the early 19th century, diaries
    31 and letters more often used the word love to refer to
    32 neighbors, cousins and fellow church members than
    33 to spouses. Victorian novels and diaries were as
    34 passionate about brother-sister relationships and
    35 same-sex friendships as about marital ties.

    36 By the early 20th century, though, the sea change in the
    37 culture wrought by the industrial economy had
    38 loosened social obligations to neighbors and kin,
    39 giving rise to the idea that individuals could meet their
    40 deepest needs only through romantic love, culminat-
    41 ing in marriage. Under the influence of Freudianism,
    42 society began to view intense same-sex ties with sus-
    43 picion and people were urged to reject the emotional
    44 claims of friends and relatives who might compete with
    45 a spouse for time and affection.

    46 The insistence that marriage and parenthood could
    47 satisfy all an individual's needs reached a peak in the
    48 cult of "togetherness" among middle-class suburban
    49 Americans in the 1950s. Women were told that
    50 marriage and motherhood offered them complete
    51 fulfillment. Men were encouraged to let their wives
    52 take care of their social lives.

    53 But many men and women found these prescriptions
    54 stifling. Women who entered the work force in the
    55 1960s joyfully rediscovered social contacts and
    56 friendships outside the home. And women's lead in
    57 overturning the cult of 1950s marriage inspired many
    58 men to rediscover what earlier generations of men had
    59 taken for granted -- that men need deep emotional
    60 connections with other men, not just their wives.
    61 Researchers soon found that men and women with
    62 confidants beyond the nuclear family were mentally
    63 and physically healthier than people who relied on just
    64 one other individual for emotional intimacy and
    65 support.

    66 So why do we seem to be slipping back in this regard?
    67 It is not because most people have voluntarily em-
    68 braced nuclear-family isolation. Indeed, the spread of
    69 "virtual" communities on the Internet speaks to a deep
    70 hunger to reach out to others. Instead, it is the expan-
    71 sion of the post-industrial economy that seems to be
    72 driving us back to a new dependence on marriage.
    73 According to the researchers Kathleen Gerson and
    74 Jerry Jacobs, 60 percent of American married couples
    75 have both partners in the work force, up from 36 per-
    76 cent in 1970, and the average two-earner couple now
    77 works 82 hours a week. This increase in working
    78 hours is probably why the time Americans spend
    79 socializing with others off the job has declined by
    80 almost 25 percent since 1965. Their free hours are
    81 spent with spouses.

    82 As Americans lose the wider face-to-face ties that build
    83 social trust, they become more dependent on romantic
    84 relationships for intimacy and deep communication,
    85 and more vulnerable to isolation if a relationship
    86 breaks down. In some cases we even cause the
    87 breakdown by loading the relationship with too many
    88 expectations. Marriage is generally based on greater
    89 equality and deeper friendship than in the past, but
    90 even so, it is hard for marriage to compensate for the
    91 way that work has devoured time once spent cultiva-
    92 ting friendships.

    93 The solution is not to revive the failed marital experi-
    94 ment of the 1950s, as so many commentators noting
    95 the decline in married-couple households seem
    96 to want. Nor is it to lower our expectations that we'll
    97 find fulfillment and friendship in marriage. Instead, we
    98 should raise our expectations for, and commitment to,
    99 other relationships. Paradoxically, we can strengthen
    100 our marriages the most by not expecting them to be
    101 our sole refuge from the pressures of the modern work
    102 force. Instead, we need to restructure both work and
    103 social life so we can reach out and build ties with
    104 others, including people who are single or divorced.
    105 That indeed would be a return to marital tradition--not
    106 the 1950s model, but the pre-20th-century model that
    107 has a much more enduring pedigree.


    Question: Which of the following techniques is not used strategically at some point in the passage to develop the author's argument?
    1. Acompare/contrast
    2. Bpersuasion
    3. Ccause/effect
    4. Dchronology
    5. Eallegory
  5. 5On July 16, 1935 parking meters were first installed on the business streets of Oklahoma City much to the _________ of the merchants of the city.

    Select the word that best completes the sentence.
    1. Achagrin
    2. Bclamor
    3. Credress
    4. Dhaste
    5. Esurmise
  6. 6The employees had always thought their boss was ________ and fair, so they were shocked to hear of her ________ decisions.

    Select the words that best complete the sentence.
    1. Ascrupulous . . unconscionable
    2. Btruculent . . disingenuous
    3. Csympathetic . . haphazard
    4. Dsupportive . . saccharine
    5. Ereprehensible . . magnanimous
  7. 7Please read the passages and answer the question below.


    Passage 1

    1 Even the most jaded observer of American corporate
    2 culture had to blink when, earlier this month, Home
    3 Depot's board of directors handed the company's
    4 C.E.O., Bob Nardelli, more than two hundred million
    5 dollars after pushing him out of his job. Nardelli had
    6 not delivered for shareholders: Home Depot's stock
    7 price went down about six percent during his tenure.
    8 And, while his operating performance was actually
    9 quite good, he would have made a lot of money even if
    10 it hadn't been: most of his contract was guaranteed,
    11 and, when he had a hard time meeting a particular tar-
    12 get for his bonus, the board generously substituted an
    13 easier one.

    14 The size of Nardelli's severance was startling, but his
    15 "heads I win, tails you lose" arrangement is far from
    16 unusual in corporate America these days. For all the
    17 talk of restraining C.E.O. pay, most compensation
    18 committees remain what Warren Buffett once called
    19 them--"tail-wagging puppy dogs." At some companies,
    20 this is simply because the C.E.O. has packed the
    21 board with cronies. But at Home Depot Nardelli did not
    22 pick the board members, and most of them were what
    23 are usually called independent directors--ones who
    24 don't work for the company or do any business with it.
    25 Even when an independent board negotiates a
    26 C.E.O.'s contract, however, the directors are often, in a
    27 sense, negotiating with themselves. Of the ten inde-
    28 pendent members of Home Depot's board, for in-
    29 stance, eight are or have been C.E.O.s. Since C.E.O.
    30 pay is often driven by comparisons between compa-
    31 nies, directors have a certain interest in keeping
    32 executive pay high. Furthermore, the salaries keep
    33 escalating because, board members argue, there just
    34 aren't enough good C.E.O. candidates out there.
    35 There's no evidence that this is actually the case, but
    36 who is more likely to feel that good C.E.O.s are rare
    37 other than C.E.O.s?

    38 A more complex problem lies in the nature of the social
    39 networks that bind directors and executives together.
    40 Home Depot has an exceptionally well-connected
    41 board. On average, its directors sit on two other out-
    42 side boards, and the compensation-committee chair-
    43 man sits on four. Connections are often beneficial--
    44 they insure that people are well-informed, creating
    45 opportunities for new business. Unfortunately, the
    46 more connected board members are, the likelier they
    47 are to overpay for executive talent. In some cases,
    48 which economists call "interlocking" directorates, this
    49 is straightforward: I sit on your board and you sit on
    50 mine, and we both have an incentive to be generous.
    51 Sure enough, several studies have found that compa-
    52 nies with interlocking directors pay C.E.O.s significantly
    53 more. Surprisingly, though, connectedness remains
    54 important even when the links are not direct. A study of
    55 S&P 500 companies, by Amir Barnea and Ilan Guedj,
    56 finance professors at the University of Texas, found
    57 that, even after other factors were accounted for,
    58 C.E.O.s at companies whose directors sat on a num-
    59 ber of other boards were paid thirteen per cent more
    60 than C.E.O.s at companies whose directors were not.

    61 Why? One reason is that the more connections board
    62 members have, the more likely they are to end up with
    63 what you could call "friend of a friend" links to the com-
    64 pany's C.E.O. A recent study by a team of business-
    65 school professors mapped the social networks of
    66 twenty-two thousand directors at more than three
    67 thousand companies, charting the degrees of separa-
    68 tion between directors and C.E.O.s, and found that
    69 at companies where there are what the study's authors
    70 termed "short, friendly" links between directors and
    71 executives, C.E.O.s are paid significantly more. But
    72 even in the absence of this kind of explicit back-
    73 scratching, the tight connections between board
    74 members insure that, once an idea takes hold at a few
    75 companies, it's easier for it to spread, in a viral fashion.


    Passage 2

    76 Unlike many Americans, whose salaries aren't keep-
    77 ing up with inflation, chief executives are seeing their
    78 compensation packages rise by 13 percent annually. A
    79 tight market allows C.E.O.s to command top dollars,
    80 since there are so few with the leadership skills
    81 needed to run a public company, some experts say
    82 Critics argue the system for setting C.E.O. pay is
    83 flawed and does not give enough consideration to
    84 performance. They worry that giving C.E.O.s large per-
    85 centage increases year after year causes resent-
    86 ment among many workers, who have endured
    87 decreases in wages, increases in health care costs,
    88 pension reductions, and the loss of jobs overseas
    89 during a slumping economy.

    90 "We believe all employees should be paid fairly and
    91 that includes workers and the C.E.O.," said Brandon
    92 Rees, a research analyst with the AFL-CIO, a national
    93 association of labor unions. "The trend has been that
    94 C.E.O.s take a disproportionate share of compen-
    95 sation." In 2004, the average chief executive earned
    96 $10 million in total compensation, a 13 percent
    97 increase over 2003, according a survey by consulting
    98 firm Pearl Meyer & Partners for The New York Times.
    99 However, the average American worker in a non-
    100 supervisory job earned a salary of $27,485 in 2004,
    101 only a 2.2 percent increase over 2003, according to
    102 the AFL-CIO.
    103 Many experts insist that comparing an executive's job
    104 to that of a front-line worker is unfair, since the
    105 expectations are different. They add that many of
    106 the increases in compensation are tied directly to
    107 a company's performance in a given year. That's the
    108 case with A.L. "Tom" Giannopoulos, head of informa-
    109 tion systems company Micros Systems Inc., whose
    110 total compensation grew 69 percent, to $3.5 million,
    111 in 2004 from $2.08 million in 2003. The increase
    112 reflected an 80 percent growth in the value of the com-
    113 pany's stock during 2004, said Louise Casamento,
    114 a company spokeswoman. Excluding stock options
    115 and other perks, Giannopoulos' annual salary grew 19
    116 percent to $820,000 in 2004, compared with average
    117 workers, whose salaries increased by 5.5 percent to
    118 6 percent each year, she said.

    119 Defending CEOs, some argue: "Not everyone is
    120 capable of running a truly global company. Companies
    121 pay them for literally giving over their entire lives to
    122 the company . . Yes, they make a lot of money, but
    123 you have to compare what it takes to do it."


    Question: The description of Nardelli's compensation arrangement in lines 14-16 serves to suggest that:
    1. ANardelli's compensation package, as a whole, is unusually generous.
    2. Bmere chance determines a C.E.O.'s compensation package.
    3. CNardelli's lawyers tricked Home Depot's board of directors into approving his compensation package.
    4. DAmerican C.E.O.s are the highest paid C.E.O.s in the world.
    5. Emany C.E.O.s are guaranteed high pay regardless of performance.
  8. 8Please read passage and answer question below.


    Passage 1

    1 Sarah Lam, an eighth-grader at Presidio Middle
    2 School in San Francisco, has learned to manage her
    3 time better since sixth grade, when she spent three to
    4 four hours toiling over nightly assignments, she said.
    5 But her schedule these days--which includes orches-
    6 tra, working as a tutor, plus two to three hours of
    7 homework--is packed. Her father has occasionally
    8 had to use college texts to help her answer science
    9 homework questions.

    10 Yet there's no evidence that lobbing on the home-
    11 work in elementary grades boosts test scores later,
    12 according to Harris Cooper, a psychology professor
    13 at University of Missouri, who reviewed dozens of
    14 studies and concluded homework may begin to pay
    15 off in junior high. Cooper said giving large amounts of
    16 homework in elementary school may have "negative
    17 benefits" such as frustration, negative self-image and
    18 not enough time to do other important activities. The
    19 National Parent Teacher Association has
    20 recommended 10 minutes per grade level, but
    21 acknowledges that some kids have less and some
    22 have a lot more. So why are schools doing it?
    23 "There seem to be two sources," said Cooper. "Some
    24 of the pressure is coming from parents who are
    25 highly achievement-oriented. The other source is new
    26 state standards, which are requiring teachers to
    27 teach more, while at the same time requiring more
    28 non-academic activities. In my district, for example,
    29 fourth-graders learn swimming." There are parents
    30 who protest, but principals and teachers say just as
    31 many ask for more homework. Many believe that
    32 heavy homework, while stressful, is a necessary bur-
    33 den in a world that's increasingly competitive. They
    34 assist when they can. Some hire homework coaches
    35 to help their kids keep up and relieve the stress that
    36 arguing over doing it can cause. Others sign up their
    37 kids for test-taking classes or enrichment courses.
    38 Businesses like Kumon and Score--which give kids
    39 test practice--and the Report Card in San Rafael,
    40 which sells educational materials and offers both
    41 regular tutoring and enrichment classes, have
    42 sprouted around the Bay area.

    43 "The amount of homework kids are getting is out-
    44 rageous," said Donna Gray, a tutor who offers not
    45 only remedial help to students, but also enrichment
    46 work some parents feel is necessary for their kids to
    47 stay competitive. "If you don't develop physically,
    48 emotionally and socially as well, it's not good . . ."
    49 said Gray, a retired teacher who has a waiting list of
    50 clients in Tiburon. "It's society today. I believe that
    51 teachers today wouldn't give homework like this if it
    52 weren't for the parents. The young teachers here
    53 worry about the parents. They're smart, high-
    54 achieving. It's hard for them to live up to what the
    55 parents expect."

    56 Now that homework appears to be at a peak, the
    57 pendulum is bound to swing in the other direction,
    58 said Gill, who believes reasonable amounts of home-
    59 work can be a useful learning tool and give parents
    60 "a window into the classroom." There already may be
    61 a modest backlash brewing. Take, for example, Gill's
    62 research colleague Steven Schlossman, head of the
    63 history department at Carnegie Mellon University. He
    64 said he had pulled his ninth-grade son out of private
    65 school near Pittsburgh because of the unwieldy
    66 amount of homework. One week, as an experiment,
    67 Schlossman did the homework himself. It took him 35
    68 hours. "That's what stimulated my interest in the
    69 subject of homework," he said. "This is one of the
    70 dramas going on throughout middle class America
    71 that very few people want to talk about. They fear if
    72 their child can't do it, he's destined to failure. But the
    73 amount of trauma, if anyone wants to measure it, I'll
    74 venture is extraordinary."


    Passage 2

    75 A comprehensive review of academic performance
    76 around the world gives bad marks to excessive
    77 homework. Teachers in Japan, the Czech Republic
    78 and Denmark assign relatively little homework, yet
    79 students there score well, researchers said this week.
    80 "At the other end of the spectrum, countries with very
    81 low average scores--Thailand, Greece, Iran--have
    82 teachers who assign a great deal of homework," says
    83 Penn State researcher David Baker. "American stu-
    84 dents appear to do as much homework as their peers
    85 overseas--if not more--but still only score around the
    86 international average," said co-researcher Gerald
    87 LeTendre. Baker and LeTendre examined the Third
    88 International Study of Mathematics and Sciences
    89 (TIMSS), which in 1994 collected data from schools
    90 in 41 nations on performance in grades 4, 8 and 12.
    91 Additional similar data from 1999 was factored in.
    92 The homework burden is especially problematic in
    93 poorer households, where parents may not have the
    94 time or inclination to provide an environment condu-
    95 cive to good study habits, the researchers conclude.
    96 In particular, drills designed to improve memorization
    97 may not be suited to many homes.

    98 "An unintended consequence may be that those chil-
    99 dren who need extra work and drill the most are the
    100 ones least likely to get it," Baker said. "Increasing
    101 homework loads is likely to aggravate tensions within
    102 the family, thereby generating more inequality and
    103 eroding the quality of overall education."

    104 In the early 1980s, U.S. teachers began assigning
    105 more homework, the researchers say. The shift was
    106 in response to mediocre performance in comparison
    107 to Japanese students. At the same time, the trend
    108 was going the other way in Japanese schools. The
    109 new study found U.S. math teachers assigned more
    110 than two hours of homework a week in 1994-95,
    111 while in Japan the figure was about one hour per
    112 week. "Undue focus on homework as a national
    113 quick-fix, rather than a focus on issues of instruc-
    114 tional quality and equity of access to opportunity to
    115 learn, may lead a country into wasted expenditures of
    116 time and energy," LeTendre says. The homework
    117 burden might also affect performance among children
    118 of higher-income parents. "Parents are extremely
    119 busy with work and household chores, not to mention
    120 chauffeuring young people to various extracurricular
    121 activities, athletic and otherwise," LeTendre said.
    122 "Parents might sometimes see exercises in drill and
    123 memorization as intrusions into time."


    Question: The first two sentences of Passage 2 imply that:
    1. Agiving less homework allows students more time to prepare for standardized tests.
    2. Bgiving more homework does not raise test scores.
    3. Cinternational test score comparison yields little helpful information.
    4. Dlarge homework assignments help boost test scores.
    5. EAmerican teachers are not as effective as their counterparts in foreign countries.
  9. 9At nineteen, Derek Jacobi played the part of Julius Caesar only as an ________.

    Select the word that best completes the sentence.
    1. Aacrobat
    2. Baristocrat
    3. Camateur
    4. Dunderstudy
    5. Eadvocate
  10. 10Please Read the passage bellow and answer question below.


    Passage 1

    1 Even the most jaded observer of American corporate
    2 culture had to blink when, earlier this month, Home
    3 Depot's board of directors handed the company's
    4 C.E.O., Bob Nardelli, more than two hundred million
    5 dollars after pushing him out of his job. Nardelli had
    6 not delivered for shareholders: Home Depot's stock
    7 price went down about six percent during his tenure.
    8 And, while his operating performance was actually
    9 quite good, he would have made a lot of money even if
    10 it hadn't been: most of his contract was guaranteed,
    11 and, when he had a hard time meeting a particular tar-
    12 get for his bonus, the board generously substituted an
    13 easier one.

    14 The size of Nardelli's severance was startling, but his
    15 "heads I win, tails you lose" arrangement is far from
    16 unusual in corporate America these days. For all the
    17 talk of restraining C.E.O. pay, most compensation
    18 committees remain what Warren Buffett once called
    19 them--"tail-wagging puppy dogs." At some companies,
    20 this is simply because the C.E.O. has packed the
    21 board with cronies. But at Home Depot Nardelli did not
    22 pick the board members, and most of them were what
    23 are usually called independent directors--ones who
    24 don't work for the company or do any business with it.
    25 Even when an independent board negotiates a
    26 C.E.O.'s contract, however, the directors are often, in a
    27 sense, negotiating with themselves. Of the ten inde-
    28 pendent members of Home Depot's board, for in-
    29 stance, eight are or have been C.E.O.s. Since C.E.O.
    30 pay is often driven by comparisons between compa-
    31 nies, directors have a certain interest in keeping
    32 executive pay high. Furthermore, the salaries keep
    33 escalating because, board members argue, there just
    34 aren't enough good C.E.O. candidates out there.
    35 There's no evidence that this is actually the case, but
    36 who is more likely to feel that good C.E.O.s are rare
    37 other than C.E.O.s?

    38 A more complex problem lies in the nature of the social
    39 networks that bind directors and executives together.
    40 Home Depot has an exceptionally well-connected
    41 board. On average, its directors sit on two other out-
    42 side boards, and the compensation-committee chair-
    43 man sits on four. Connections are often beneficial--
    44 they insure that people are well-informed, creating
    45 opportunities for new business. Unfortunately, the
    46 more connected board members are, the likelier they
    47 are to overpay for executive talent. In some cases,
    48 which economists call "interlocking" directorates, this
    49 is straightforward: I sit on your board and you sit on
    50 mine, and we both have an incentive to be generous.
    51 Sure enough, several studies have found that compa-
    52 nies with interlocking directors pay C.E.O.s significantly
    53 more. Surprisingly, though, connectedness remains
    54 important even when the links are not direct. A study of
    55 S&P 500 companies, by Amir Barnea and Ilan Guedj,
    56 finance professors at the University of Texas, found
    57 that, even after other factors were accounted for,
    58 C.E.O.s at companies whose directors sat on a num-
    59 ber of other boards were paid thirteen per cent more
    60 than C.E.O.s at companies whose directors were not.

    61 Why? One reason is that the more connections board
    62 members have, the more likely they are to end up with
    63 what you could call "friend of a friend" links to the com-
    64 pany's C.E.O. A recent study by a team of business-
    65 school professors mapped the social networks of
    66 twenty-two thousand directors at more than three
    67 thousand companies, charting the degrees of separa-
    68 tion between directors and C.E.O.s, and found that
    69 at companies where there are what the study's authors
    70 termed "short, friendly" links between directors and
    71 executives, C.E.O.s are paid significantly more. But
    72 even in the absence of this kind of explicit back-
    73 scratching, the tight connections between board
    74 members insure that, once an idea takes hold at a few
    75 companies, it's easier for it to spread, in a viral fashion.


    Passage 2

    76 Unlike many Americans, whose salaries aren't keep-
    77 ing up with inflation, chief executives are seeing their
    78 compensation packages rise by 13 percent annually. A
    79 tight market allows C.E.O.s to command top dollars,
    80 since there are so few with the leadership skills
    81 needed to run a public company, some experts say
    82 Critics argue the system for setting C.E.O. pay is
    83 flawed and does not give enough consideration to
    84 performance. They worry that giving C.E.O.s large per-
    85 centage increases year after year causes resent-
    86 ment among many workers, who have endured
    87 decreases in wages, increases in health care costs,
    88 pension reductions, and the loss of jobs overseas
    89 during a slumping economy.

    90 "We believe all employees should be paid fairly and
    91 that includes workers and the C.E.O.," said Brandon
    92 Rees, a research analyst with the AFL-CIO, a national
    93 association of labor unions. "The trend has been that
    94 C.E.O.s take a disproportionate share of compen-
    95 sation." In 2004, the average chief executive earned
    96 $10 million in total compensation, a 13 percent
    97 increase over 2003, according a survey by consulting
    98 firm Pearl Meyer & Partners for The New York Times.
    99 However, the average American worker in a non-
    100 supervisory job earned a salary of $27,485 in 2004,
    101 only a 2.2 percent increase over 2003, according to
    102 the AFL-CIO.
    103 Many experts insist that comparing an executive's job
    104 to that of a front-line worker is unfair, since the
    105 expectations are different. They add that many of
    106 the increases in compensation are tied directly to
    107 a company's performance in a given year. That's the
    108 case with A.L. "Tom" Giannopoulos, head of informa-
    109 tion systems company Micros Systems Inc., whose
    110 total compensation grew 69 percent, to $3.5 million,
    111 in 2004 from $2.08 million in 2003. The increase
    112 reflected an 80 percent growth in the value of the com-
    113 pany's stock during 2004, said Louise Casamento,
    114 a company spokeswoman. Excluding stock options
    115 and other perks, Giannopoulos' annual salary grew 19
    116 percent to $820,000 in 2004, compared with average
    117 workers, whose salaries increased by 5.5 percent to
    118 6 percent each year, she said.

    119 Defending CEOs, some argue: "Not everyone is
    120 capable of running a truly global company. Companies
    121 pay them for literally giving over their entire lives to
    122 the company . . Yes, they make a lot of money, but
    123 you have to compare what it takes to do it."


    Question: The primary purpose of Passage 2 is to:
    1. Adebunk the idea that C.E.O.s' high salaries can be attributed to social networking.
    2. Bexonerate C.E.O.s from the charges of unfair pay lobbed at them by critics.
    3. Cquestion a widely-accepted view about why C.E.O.s are paid such a generous amount.
    4. Dexplain the workings of Micros Systems Inc.'s compensation plan.
    5. Edescribe two opposing views regarding C.E.O. compensation.

Información

Descripción
Sporting Futures USA SAT Study Program
Idioma
English
Visitas
180
Valoración
5,0 de 5 · 1 valoración
Valora este test
Valora este test

Escríbenos

¿Sobre qué es tu mensaje?

¿Qué te parece el nuevo diseño?

¿Te gusta?