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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.1.According to the passage, which of the following is true?2.According to the author, the model of Pepsi( ) .3.The two schools of thought( ) .4.This article is supposed to be most useful for those( ) .5.According to Fortune, successful international companies( ) .

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To understand why someone becomes an optimist or a pessimist, it helps to understand what distinguishes them. Say you crash your car. Do you expect good things to happen after the accident—an easy recuperation, a fat check from your insurer? Or do you worry that your neck will hurt forever?“Optimistic people tend to feel that bad things won’t last long and won’t affect other parts of life.” Seligman says. Pessimists tend to believe one negative incident will last and undermine everything else in their lives.Also important, researchers say, is the story you construct about why things happen—your explanatory style. Optimists believe that bad events have temporary causes—“The boss is a bad mood.” Pessimists believe the cause is permanent—“The boss is a jerk.”This sense of control distinguishes one type from the other. Positive thinkers feel powerful. Negative thinkers, Seligman says, feel helpless because they have learned to believe they’re doomed, no matter what. A young wife who’s told she’s incapable of handling household finances might later become a divorce woman who can’t balance a checkbook.Such learned helplessness causes much harm on health. Studies show that optimists are better at coping with the distress associated with everything from sore throat to heart surgery. Furthermore, scientists at U.C. L.A. discovered that optimists have more disease-fighting T cells.Pessimists also don’t believe in preventive care. Visit a doctor and you might find out you’re sick! My father was rushed to the emergency room for medical conditions that would have been easily treatable if he’d seen a doctor sooner.1.The word “undermine” (Para. 2) most probably means( ).2.“The boss is a jerk.” These words are used here to show( ).3.The example given about a young wife shows that( ).4.Which of the following statements is TRUE of “my father”?5.It can be inferred from the passage that Seligman should be( ).

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