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  3. Human beings, born with a drive to explore and experiment, thrive on learning. Unfortunately, corporations are oriented predomin

Human beings, born with a drive to explore and experiment, thrive on learning. Unfortunately, corporations are oriented predomin

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问题 Human beings, born with a drive to explore and experiment, thrive on learning. Unfortunately, corporations are oriented predominantly toward controlling employees, not fostering their learning. Ironically, this orientation creates the very conditions that predestine employees to mediocre performances. Over time, superior performance requires superior learning, because long-term corporate survival depends on continually exploring new business and organizational opportunities that can create new sources of growth.
To survive in the future, corporations must become "learning organizations," enterprises that are constantly able to adapt and expand their capabilities. To accomplish this, corporations must change how they view employees. The traditional view that a single charismatic leader should set the corporation’s direction and make key decisions is rooted in an individualistic worldview. In an increasingly interdependent world, such a view is no longer viable. In learning organizations, thinking and acting are integrated at all job levels. Corporate leadership is shared, and leaders become designers, teachers, and stewards, roles requiring new skills: the ability to build shared vision, to reveal and challenge prevailing mental models, and to foster broader, more integrated patterns of thinking. In short, leaders in learning organizations are responsible for building organizations in which employees are continually learning new skills and expanding their capabilities to shape their future.
According to the passage, traditional corporate leaders differ from leaders in learning organizations in that the former
选项 A、encourage employees to concentrate on developing a wide range of skills
B、enable employees to recognize and confront dominant corporate models and to develop alternative models
C、make important policy decisions alone and then require employees in the corporation to abide by those decisions
D、instill confidence in employees because of their willingness to make risky decisions and accept their consequences
E、are concerned with offering employees frequent advice and career guidance
答案C
解析 Supporting idea
This question requires understanding of the contrast the passage draws between leaders of traditional corporations and leaders of learning organizations. According to the second paragraph, the former are traditionally charismatic leaders who set policy and make decisions, while the latter foster integrated thinking at all levels of the organization.
A According to the passage, it is leaders in learning organizations, not traditional corporate leaders, who encourage the development of a wide range of skills.
B Leaders in learning organizations are those who want their employees to challenge dominant models.
C Correct. The second paragraph states that traditional corporate leaders are individualistic; they alone set the corporations direction and make key decisions.
D The passage does not address the question of whether traditional corporate leaders instill confidence in employees. In fact, the first paragraph suggests that they may not; rather, they might come across as objectionably controlling.
E The passage suggests that advice and guidance are more likely to be offered by leaders of learning organizations than by leaders of traditional corporations.
The correct answer is C.
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