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  3. You are going to read an article which is followed by a list of examples or headings. Choose the most suitable one from the list

You are going to read an article which is followed by a list of examples or headings. Choose the most suitable one from the list

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问题 You are going to read an article which is followed by a list of examples or headings. Choose the most suitable one from the list A-F for each numbered position(41-45). There may be certain extra which you do not need to use. (10 points)

You are going to read a list of headings and a text about Managing the Dell Way.
A. No Excuse
B. Worry About saving Money, Not saving Face
C. Leave the Ego at the Door
D. No victory Laps
E. No Easy Targets
F. Be Direct

    Michael Dell revolutionized the PC biz with a direct-sales model that keeps costs low and customer satisfaction high. That was 19 years ago, yet Dell is still outdistancing rivals. Credit his management principles:
    (41)______.
    It’s an attitude, not just a business model. When the CEO talks, he doesn’t mince words, and workers shouldn’t either. They’re supposed to question everything and challenge their bosses. And no one is exempt. In Dell’s own annual 360-degree review, workers complained of his detached style, so he has pledged to be more emotionally engaged.
    (42)______.
    Dell believes in accountability above all else: "There’s no ’the dog ate my homework’ at Dell," he warns. A manager must quickly admit a problem, confront it, and never be defensive. Dell ruthlessly exposes weak spots during grueling quarterly reviews. And execs know they had better fix the problem before the next meeting.
    (43)______.
    To Dell, celebration breeds complacency. He once rejected an idea to display Dell artifacts in the company’s lobby because "museums are looking at the past." When they succeed, managers must make due with a short e-mail or a quick pat on the back. The founder s mantra: Celebrate for a nanosecond, then move on."
    (44)______.
    The company favors "two-in-a-box" management, in which two executives share responsibility for a product, a region, or a company function. That forces them to work as a team, playing off each other’s strengths and watching out for each other’s weaknesses.
    (45)______.
    It’s not enough to rack up profits or turbocharge growth—execs must do both. Miss a profit goal, and you’re not cutting costs fast enough. Overshoot it, and you’re leaving sales on the table. In the past year, the server, storage, and networking chiefs were reassigned, despite solid results. "Pity the folks who didn’t use all the bullets in their gun "says a former exec.
    Unlike its rivals, Dell is quick to pull the plug on disappointing new ventures. The latest: Despite a year of work and extensive news coverage, Michael Dell spiked a plan to put e-commerce kiosks in Sears stores after just four were installed. Instead, kiosks are going into public areas in malls.

选项
答案D
解析 本段中的"celebration breeds complacency"及"celebrate for a nanosecond，then move on"已经暗示了答案。而在选项中，D中的No victory Laps(胜不足喜)刚好与之对应。
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