2. 外语
  3. When Andrew Chadwick-Jones, a management consultant with Oliver Wyman in London, went to a private-equity(私募股权) firm late last y

When Andrew Chadwick-Jones, a management consultant with Oliver Wyman in London, went to a private-equity(私募股权) firm late last y

admin2012-12-13  109
问题      When Andrew Chadwick-Jones, a management consultant with Oliver Wyman in London, went to a private-equity(私募股权) firm late last year, he expected the usual: about 20 minutes and an unfriendly attitude. He was surprised to find the private-equity people instead explaining their strategy, offering introductions to senior staff and being more open and friendly. "Now that money and deals are lack, they’ve got to be nicer to all the people they interact with, and they might help bring business in future," he says.
     Rudeness is out, and politeness is the new rule in an uncertain world. The former kings of rude behavior -- Masters of the Universe bankers, private-equity chiefs -- have been humbled. On Wall Street, says a hanker, "it’s now all about charm and openness and taking time with people." Proud young things straight out of the best business schools have stopped letting interview appointments pass, and there is much less looking over people’s shoulders at drinks parties, reports one veteran (经验丰富的人). Many people, fearful for their jobs, are trying to smooth their contacts at other firms.
     The change in tone also reflects changes in the balance of power between companies. Before the crisis, says Michel Péreité, head of investment banking at Soeeit6 G6n6rale in Paris, he would go and see a senior chief executive with a mergers-and-acquisitions (并购)idea, get in for a short while and, on the way out, walk past a line of all his competitors. Now, he says, "You’re lead in, you get an hour with the CEO and he walks you to your car. "As the representative of a bank with money to lend, Mr. P6reti6 is now the chief executive’s potential savior. "During this crisis, when there is so much uncertainty about who will end up having power, the best strategy is to be polite to everyone," says Adam Galinsky of the Kellogg School of Management at Northwestern University.
     People have more time to be friendly when business is slow. Some reckon the new sincerity reflects a feeling that everyone is in the same boat: when some firms have to fire good performers as well as bad, no one is safe. But if people at different firms are being nicer to each other, things may not be getting any nicer inside companies. At many, stress and in-fighting are on the rise because of the threat of job cuts. And as soon as things turn up again, all agree, the extra niceness will disappear.  
The author gives the example of Michel Pereties experience for the reason that ______.
选项 A、he is now the potential savior of the chief executive
B、he is from the famous bank of Paris-Societe Generale
C、his experience shows he is the one with power now
D、his experience shows changes in the balance of power now
答案D
解析 推断题。由定位句可以看出，MichelP6reti6在危机前和现在受到了两种截然不同的待遇，这也就反映了作者在本段开头的观点：公司与公司之间的权力关系在发生着剧烈变化，D符合题意。
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