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  3. The usual arguments for adding women directors are that diverse boards are more creative and innovative, less inclined to "group

The usual arguments for adding women directors are that diverse boards are more creative and innovative, less inclined to "group

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问题     The usual arguments for adding women directors are that diverse boards are more creative and innovative, less inclined to "groupthink" and likely to be more independent from senior management. Numerous studies show that high proportions of women directors coincide with superior corporate performance. But there is little academically accepted evidence of a causal relationship. It may be that thriving firms allow themselves the luxury of attending to social issues such as board diversity, whereas poorly performing ones batten down the hatches.
    Women do seem to be particularly effective board members at companies where things are going wrong. A 2008 paper on the impact of female directors by Renee Adams and Daniel Ferreira of the University of Queensland and the London School of Economics found that bosses of American firms whose shares perform poorly are more likely to be fired if the firm has a relatively high number of women directors. On average, however, the paper concluded that firms perform worse as the proportion of women on the board increases. There is certainly no shortage of companies capable of producing stellar results with few or no women on the board.
    Nor is there any doubt that in many cases low female representation also reflects a broader lack of meritocracy (rule by merit) in corporate culture. In France, for instance, interlocking board memberships are common. Women, and many other deserving businesspeople, are excluded from the system. Emma Marcegaglia, head of Confindustria, Italy’s main business lobby, says the dearth of women on boards and in management mainly reflects a controlling male elite at the top of business, the members of which have hardly changed for the past 30 years.
    But what most prevents women from reaching the boardroom, say bosses and headhunters, is lack of hands-on experience of a firm’s core business. Too many women go into functional roles such as accounting, marketing or human resources early in their careers rather than staying in the mainstream, driving profits. Some do so by choice, but others fear they will not get ahead in more chauvinist parts of a business. Getting men to show up at every board meeting—another effect of having more women on boards—is all very well, but what firms really need is savvy business advice. Yet according to the European Professional Women’s Network, the pipeline of female executives is "almost empty": women occupy only 3% of executive roles on boards, compared with 12% of non-executive ones.
    That suggests that the best way to increase the number of women on boards is to ensure that more women gain the right experience further down the corporate hierarchy. That may be a slower process than imposing a quota, but it is also likely to be a more meaningful and effective one.
What can we infer from the last paragraph?
选项 A、It’s tough for women to be top executives.
B、The best way to increase female board directors is to break the corporate hierarchy.
C、Imposing quotas for women in boardrooms just cures the symptom, not the diseases.
D、Imposing a quota may be more effective in increasing the proportion of women directors.
答案C
解析 在最后一段中，作者将gain the right experience和imposing a quota对比，说明确保女性获得直接经验虽然进程缓慢，但比配额制来得更高效和更有意义，反之即说明配额制只是见效快，但并不能根治这一问题。故选C项“实行配额制是治标不治本”。A项本身正确，由倒数第二段可得出这一结论，但题干问的是最后一段。排除。首句提到女性获得相关经验后能在企业的等级制度里进一步发展，并不是要打破企业的等级制度，排除B项。由最后一句可知提高女高管比例的有效方法是保证女性能获取相关经验，而不是实行配额制，D项与之相反，排除。
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