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

Passage Two

Questions 62 to 66 are based on the following passage.

There are people in Italy who can’t stand soccer. Not all Canadians love hockey. A similar situation exists in America, where there are those individuals you may be one of them who yawn or even frown when somebody mentions baseball. Baseball to them means boring hours watching grown men in funny tight outfits standing around in a field staring away while very little of anything happens. They tell you it’s a game better suited to the 19th century, slow, quiet, and gentlemanly. These are the same people you may be one of them who love football because there’s the sport that glorifies “the hit”.

By contrast, baseball seems abstract, cool, silent, still.

On TV the game is fractured into a dozen perspectives, replays, close-ups. The geometry of the game, however, is essential to understanding it. You will contemplate the game from one point as a painter does his subject; you may, of course, project yourself into the game. It is in this projection that the game affords so much space and time for involvement. The TV won’t do it for you.