上课要求-主题班会活动方案

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[分享]GMAT作文黄金80题范文
GMAT作文黄金80题范文
一．Analysis of Issue Questions

2. “It is unrealistic to expect individual nations to make, independently, the sacrifices necessary to
conserve energy. International leadership and worldwide cooperation are essential if we expect
to protect the world’s energy resources for future generations.”
The speaker asserts that an international effort is needed to preserve the world’s energy resources for future
generations. While individual nations, like people, are at times willing to make voluntary sacrifices for the benefit of
others, my view is that international coordination is nevertheless necessary in light of the strong propensity of
nations to act selfishly, and because the problem is international in scope.
The main reason why an international effort is necessary is that, left to their own devices, individual nations, like
people, will act according to their short-term motives and self-interest. The mere existence of military weapons
indicates that self-interest and national survival are every nation’s prime drivers. And excessive consumption by
industrialized nations of natural resources they know to be finite, when alternatives are at hand demonstrates that
self-interest and short-sightedness extend to the use of energy resources as well. Furthermore, nations, like
people, tend to rationalize their own self- serving policies and actions. Emerging nations might argue, for example,
that they should be exempt from energy conservation because it is the industrialized nations who can better afford
to make sacrifices and who use more resources in the first place.
Another reason why an international effort is required is that other problems of an international nature have also
required global cooperation. For example, has each nation independently recognized the folly of nuclear weapons
proliferation and voluntarily disarmed? No: only by way of an international effort, based largely on coercion of
strong leaders against detractors, along with an appeal to self-interest, have we made some progress. By the same
token, efforts of individual nations to thwart international drug trafficking have proven largely futile, because
efforts have not been internationally based. Similarly, the problem of energy conservation transcends national
borders in that either all nations must cooperate, or all will ultimately suffer.
In conclusion, nations are made up of individuals who, when left unconstrained, tend to act in their own self-interest
and with short-term motives. In light of how we have dealt, or not dealt, with other global problems, it appears that
an international effort is needed to ensure the preservation of natural resources for future generations.
3. “Corporations and other businesses should try to eliminate the many ranks and salary grades that
classify employees according to their experience and expertise. A ‘flat’ organizational structure
is more likely to encourage collegiality and cooperation among employees.”
Which is a better way to classify and reward employees of a business: a “flat” organizational structure or a
hierarchical structure? The speaker prefers a “flat” structure in which distinctions between employees based on
education or experience are not used as a basis for monetary rewards. I strongly disagree with the speaker’s view,
for two reasons.
In the first place, the speaker’s preference for a “flat” structure is based upon the claim that cooperation and
collegiality among employees is more likely under this system than under a hierarchical one. However, this claim
ignores our everyday experience in human interaction. Disagreements among coworkers are inevitable. Without a
clear authoritative figure to resolve them and to make final decisions, disputes are more likely to go unresolved and
even worsen, thereby undermining cooperation, congeniality and, ultimately, productivity and profit.
In the second place, whether or not collegiality and cooperation are best fostered by a flat organizational structure
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is beside the point. My main reason for rejecting an organizational structure that does not distinguish workers in
terms of their abilities or experience is that under such a system workers have little incentive to improve their
skills, accomplish their work-related goals, or assume responsibility for the completion of their assigned tasks. In
my experience, human motivation is such that without enticements such as money, status or recognition, few people
would accomplish anything of value or assume responsibility for any task. A flat system actually might provide a
distinct disincentive for productivity and efficiency insofar as workers are not held accountable for the quality or
quantity of their work. By ignoring human nature, then, a company may be harming itself by encouraging laziness and
complacency.
In sum, the speaker’s opinion that a “flat” organizational structure is the best way to promote collegiality and
cooperation among employees runs counter to the common sense about how people act in a work environment, and in
any case provides a feeble rationale for the preference of one organizational structure over another.
9. “Employees should keep their private lives and personal activities as separate as possible from
the workplace.”
Should employees leave their personal lives entirely behind them when they enter the workplace, as the speaker
suggests here? While I agree that employees should not allow their personal lives to interfere with their jobs, the
speaker fails to consider that integrating personal life with work can foster a workplace ambiance that helps
everyone do a better job, thereby promoting success for the organization.
Engaging coworkers in occasional conversation about personal interests and activities can help build collegiality
among coworkers that adds to their sense of common purpose on the job. Managers would be well advised to
participate in and perhaps even plan the sharing of personal information—as a leadership tool as well as a morale
booster. An employee feels valued when the boss takes time to ask about the employee’s family or recent vacation.
The employee, in turn, is likely to be more loyal to and cooperative with the boss. Company-sponsored social
events—picnics, parties, excursions, and so forth—also help to produce greater cohesiveness in an organization, by
providing opportunities for employees to bond with one another in ways that translate into better working
relationships.
Admittedly, employees should guard against allowing their personal life to impinge upon their job performance or
intrude on coworkers. Excessive chatting about non-business topics, frequent personal telephone calls, and the like,
are always distracting. And romances between coworkers are best kept confidential, at least to the extent they
disrupt work or demoralize or offend other employees. By the same token, however, employees who are too
aloof—sharing nothing personal with others—may be resented by coworkers who perceive them as arrogant,
unfriendly, or uncooperative. The ill-will and lack of communication that is likely to result may ultimately harm the
organization.
In the final analysis, employees should strike a careful balance when they mix their personal lives with their jobs.
Although there are some circumstances in which bringing one’s personal life to the job may be counterproductive,
for many reasons it is a good idea to inject small doses of personal life into the workplace.
11. “When someone achieves greatness in any field — such as the arts, science, politics, or business
— that person’s achievements are more important than any of his or her personal faults.”
Perhaps in some instances the personal failings of great achievers are unimportant relative to the achievements. In
many cases, however, the relative significance of personal failings can be very great, depending on two factors: (1)
the extent to which the failing is part of the achievement process itself, and (2) the societal impact of the
achiever’s failing apart from his or her own success.
Personal failings and achievement are often symbiotically related. The former test the would-be achiever’s mettle;
they pose challenges—necessary resistance that drives one to achieve despite the shortcoming. Personal failings
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may also compel one to focus on one’s strengths, thereby spawning achievement. For example, poor academic or job
performance may propel a gifted entrepreneur to start his or her own business. In the arts, a personal failing may
be a necessary ingredient or integral part of the process of achieving. Artists and musicians often produce their
most creative works during periods of depression, addiction, or other distress. In business, insensitivity to the
“human” costs of success has bred grand achievements, as with the questionable labor practices of the great
philanthropist Andrew Carnegie.
A second type of personal failing is one that is unrelated to the achievement. Modern politics is replete with
examples: the marital indiscretions of the great leader John F. Kennedy and the paranoia of the great statesman
Richard Nixon, to name just two. Were the personal failings of these two presidents less “important” than their
achievements? In the former example, probably so. In the latter example, probably not since it resulted in the
Watergate scandal—a watershed event in American politics. In cases such as these, therefore, the societal impact
of shortcoming and achievement must be weighed on a case-by-case basis.
In sum, history informs us that personal failings are often part-and-parcel of great achievements; even where they
are not, personal shortcomings of great achievers often make an important societal impact of their own.
12. “Education has become the main provider of individual opportunity in our society. Just as
property and money once were the keys to success, education has now become the element that
most ensures success in life.”
Which factor offers more opportunities for success in our society: education or money and property? In my view,
education has replaced money and property as the main provider of such opportunities today. I base my view on two
reasons. First, education—particularly higher education—used to be available only to the wealthy but now is
accessible to almost anyone. Second, because of the civil-rights movement and resulting laws, businesses are now
required to hire on the basis of merit rather than the kinds of personal connections traditionally common among the
wealthy.
Education probably always played a key role in determining one’s opportunities for success. But in the past, good
post-secondary education was available mainly to the privileged classes. Because money and property largely
determined one’s access to higher education, money and property really were the critical factors in opening doors to
success. However, higher education is more egalitarian today. Given our vast numbers of state universities and
financial-aid programs, virtually anyone who meets entrance requirements for college can obtain an excellent college
education and open up windows of opportunity in life.
Another reason those opportunities will be open to educated young people from middle- class and poorer
backgrounds is that hiring is more meritocratic today than ever before. In principle, at least, we have always been a
society where all people are equal; yet in the past, children of the wealthy and the well connected could expect to
obtain higher-status jobs and to receive better pay. But the laws and programs resulting from our civil-rights
struggles have produced a modern business climate in which jobs are available on an equal- opportunity basis, and in
which candidates have a legal right to be judged on the merit of their educational background and experience.
In conclusion, education is probably the main factor in opening doors to success for young people in our society. The
fact that education has supplanted money and property in this role is owing to a more egalitarian system of higher
education, as well as to more merit-based hiring practices that generally value individual education over family
fortune or connections.
13. “Responsibility for preserving the natural environment ultimately belongs to each individual
person, not to government.”
While nearly everyone would agree in principle that certain efforts to preserve the natural environment are in
humankind’s best interest, environmental issues always involve a tug of war among conflicting political and economic
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interests.
For
this reason,
and because
serious environmental problems are generally large in scale, government
participation is needed to ensure environmental preservation.
Experience tells us that individuals (and private corporations owned by individuals) tend to act on behalf of their
own short-term economic and political interest, not on behalf of the environment or the public at large. For example,
current technology makes possible the complete elimination of polluting emissions from automobiles. Nevertheless,
neither automobile manufacturers nor consumers are willing or able to voluntarily make the short-term sacrifices
necessary to accomplish this goal. Only the government holds the regulatory and enforcement power to impose the
necessary standards and to ensure that we achieve such goals.
Aside from the problems of self-interest and enforcement, environmental issues inherently involve public health
and are far too pandemic in nature for individuals to solve on their own. Many of the most egregious environmental
violations traverse state and sometimes national borders. Environmental hazards are akin to those involving food
and drug safety and to protecting borders against enemies; individuals have neither the power nor the resources to
address these widespread hazards.
In the final analysis, only the authority and scope of power that a government possesses can ensure the attainment
of agreed-upon environmental goals. Because individuals are incapable of assuming this responsibility, government
must do so.
16. “Public buildings reveal much about the attitudes and values of the society that builds them.
Today’s new schools, courthouses, airports, and libraries, for example, reflect the attitudes and
values of today’s society.”
The extent to which new public buildings reflect societal values and attitudes depends on whether one considers a
building’s intended function or its design. In the former sense, new public buildings do mirror society, while in the
latter sense they do not.
The intended uses of new public buildings say something about our priorities and values as a society. For example,
proliferation of public cultural centers and schools reflects a societal concern for the arts and education,
respectively, while new prison construction indicates a heightened concern for safety and security.
The design of new public buildings, however, fails to mirror society, for two reasons. First, modern democratic
states do not have the luxury of making cultural “statements” at any expense. Functionality and fiscal accountability
dictate the face of public architecture today. Second, public participation in the process is limited. New buildings
typically reflect the architect’s eccentric vision or the preference of a few public officials, not the populace’s
values and attitudes. In England, for example, Prince Charles oversees and approves the design of new public
buildings. The resulting conventional designs suggest his unwillingness to break from tradition. Yet it would seem
unfair to assign his lack of vision to English society. In Denver, the controversial design of a new airport met with
public outcry for its appearance, expense, and lack of functionality. Does the airport reflect the values of Denver’s
denizens? Probably not.
In conclusion, while modern public buildings seem to reflect the values and attitudes of a society in their function,
they do not necessarily do so in their design.
18. “If the primary duty and concern of a corporation is to make money, then conflict is inevitable
when the corporation must also acknowledge a duty to serve society.”
We take for granted that a primary objective and obligation of a corporation is to maximize profits. But does this
mean a corporation cannot also fulfill its obligations to society? The speaker claims that the two duties necessarily
conflict. In my view, however, a corporation’s duties to maximize shareholder wealth and to serve society will at
times coincide and at times conflict; and when they do conflict, neither takes automatic precedence over the other.
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Beyond the obvious duty to maximize shareholder wealth, corporations indeed owe a duty to serve society,
especially the immediate community, which permits corporations to operate in exchange for an implicit promise that
the corporations will do no harm and will bring some benefit to the community. These duties can often be fulfilled
together. For example, a successful corporation brings jobs and related economic benefit to the community. And, by
contributing to community activities and changes in other ways, the corporation gains a reputation for social
responsibility that often helps it become even more successful.
However, at times these duties do conflict. Consider, for instance, a company that unknowingly leaks into the ground
a toxic substance that threatens to contaminate local groundwater. While the company may favor an inexpensive
containment program, community leaders may want the company to go further by cleaning up and restoring their
environment—even if the expense will force the company to leave and take jobs from the community. Whatever the
company decides, it should not assume that protecting profits automatically outweighs social obligation. In many
instances it does not, as highly visible tobacco, automobile safety, and asbestos liability cases aptly illustrate. Such
examples reveal a limit as to how far a corporation can ethically go in trading off the well being of the community
for the sake of its own profits.
In sum, corporations have duties both to do well and to do good. Although conflict between these duties is not
inevitable, it does occur. Determining which duty takes precedence in time of conflict requires careful
consideration of all the ethical ramifications of each alternative.
21. “Job security and salary should be based on employee performance, not on years of service.
Rewarding employees primarily for years of service discourages people from maintaining
consistently high levels of productivity.”
According to the statement, in order to ensure high productivity, companies should base their employees’ salaries
and job security solely on job performance, and not on length of service to the company. I agree that salary
increases and job security are powerful incentives to high achievement and should generally go to those who do the
best work. However, to ensure employee productivity, companies must also reward tenured employees with
cost-of-living raises—though not with job security.
On the one hand, rewarding average job performance with large pay increases or promises of job security is a waste
of resources—for two reasons. First, complacent employees will see no reason to become more productive. Secondly,
those normally inclined to high achievement may decide the effort isn’t worthwhile when mediocre efforts are
amply compensated. Companies should, therefore, adjust their pay schedules so that the largest salaries go to the
most productive employees.
On the other hand, employees who perform their jobs satisfactorily should be given regular, though small,
service-based pay increases—also for two reasons. First, the cost of living is steadily rising, so on the principle of
fair compensation alone, it is unjust to condemn loyal employees to de facto salary reductions by refusing them
cost-of-living raises. Secondly, failure to adjust salaries to reflect the cost of living may be counterproductive for
the firm, which will have difficulty attracting and retaining good employees without such a policy.
In the final analysis, the statement correctly identifies job performance as the single best criterion for salary and
job security. However, the statement goes too far; it ignores the fact that a cost-of-living salary increase for
tenured employees not only enhances loyalty and, in the end, productivity, but also is required by fairness.
24. “A powerful business leader has far more opportunity to influence the course of a community or
a nation than does any government official.”
Historical examples of both influential public officials and influential business leaders abound. However, the power
of the modern-era business leader is quite different from that of the government official. On balance, the CEO
seems to be better positioned to influence the course of community and of nations.
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Admittedly the opportunities for the legislator to regulate commerce or of the jurist to dictate rules of equity are
official and immediate. No private individual can hold that brand of influence. Yet official power is tempered by our
check-and-balance system of government and, in the case of legislators, by the voting power of the electorate. Our
business leaders are not so constrained, so, their opportunities far exceed those of any public official. Moreover,
powerful business leaders all too often seem to hold de facto legislative and judicial power by way of their direct
influence over public officials, as the Clinton Administration’s fund- raising scandal of 1997 illuminated all too well.
The industrial and technological eras have bred such moguls of capitalism as Pullman, Rockefeller, Carnegie, and
Gates, who by the nature of their industries and their business savvy, not by force of law, have transformed our
economy, the nature of work, and our very day- to-day existence. Of course, many modern-day public servants have
made the most of their opportunities—for example, the crime-busting mayor Rudolph Giuliani and the new-dealing
President Franklin Roosevelt. Yet their impact seems to pale next to those of our modern captains of industry.
In sum, modem business leaders by virtue of the far-reaching impact of their industries and of their freedom from
external constraints, have supplanted lawmakers as the great opportunists of the world and prime movers of
society.
25. “The best strategy for managing a business, or any enterprise, is to find the most capable people
and give them as much authority as possible.”
Is the most effective management approach to hire the best people, then to give them as much autonomy as
possible to serve the firm’s goals? This strategy would certainly enhance an employee’s sense of involvement,
purpose and personal worth. It would also benefit the firm by encouraging employees to work creatively and
productively. But the strategy requires two constraints to operative effectively.
First, the strategy must be constrained by strong leadership that provides clear vision and direction. Simply putting
the most capable people together, and letting them loose on projects will provide neither. Thinking so involves the
mistaken assumption that just because the parts of a whole are good, the collection of the parts into a whole will be
equally good. Business organizations are more than just the sums of their excellent parts; to be similarly excellent,
the organization must also be unified and cohesive. And it is strong and visionary leadership that provides these two
ingredients.
Second, the strategy must be constrained by an organizational structure that brings all individual efforts together
as a coherent whole. Of course, structure can be crippling, heavily layered; overly bureaucratic organizations
probably stifle more creative productivity than they inspire. Still, individuals will be capable at some things and not
others, so some organization of efforts is always called for. The moderate—and perhaps optimal—approach would
be to create a structure that gives individuals some authority across areas relating to their field of expertise, while
reserving final authority for higher-level managers. For example, no individual in a finance department should have
much authority over a design department. However, within the design department, individual researchers, artists,
drafters, and engineers can all contribute meaningfully to one another’s projects, and a flexible organizational
structure would allow them to do so.
In sum, the advice to hire the best people and give them wide authority requires modification. Hiring capable people
and granting them some concurrent authority across areas related to their expertise is better advice. Moreover,
solid leadership and a cohesive organizational structure are prerequisites—both are needed to coordinate individual
efforts toward the accomplishment of common goals.
29. “Too many people think only about getting results. The key to success, however, is to focus on
the specific task at hand and not to worry about results.”
This advice means fundamentally that if we focus our attention on the details of a project rather than on the end
product, the result will be better than if we proceed the other way around. Admittedly, this advice has some merit;
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by focusing on the details at hand one is less likely to become discouraged by the daunting or overwhelming tasks
ahead in an ambitious project. Otherwise, however, I think this advice is poor,
The central problem with this advice is that focusing attention completely on the task at hand without reference to
how that task is related to the end product would be virtually impossible to do. The reason for this is simple.
Without some reference to a goal or a result we would have no idea of what task to perform in the first place. As a
result, the various tasks we engage in would be somewhat random and, in turn, no matter how diligent and careful we
were in performing them the likelihood of producing worthwhile or successful end products would be minimal.
To ensure good results, one should instead take a balanced approach to the task at hand. By a balanced approach I
mean paying attention to both the desired result and the specific tasks that are required to achieve it. House
building provides a good example of this approach. The house plan not only contains a rendering of the finished
product but also contains detailed drawings and descriptions of each of the specific components required to ensure
a successful result. Moreover, the order of the tasks is determined with reference to this result. In my estimation,
virtually all successful projects proceed in the fashion illustrated in this example.
In sum, I don’t think that the advice offered in the statement is worth following. In my view, following this advice is
more likely to produce unsuccessful results than successful ones.
31. “Financial gain should be the most important factor in choosing a career.”
Financial gain is certainly one factor to consider when selecting a career. But many people do not, and should not,
focus on this factor as the main one. The role that money plays in career choice should depend on the priorities,
goals and values of the particular person making the choice.
The main problem with selecting a career primarily on the basis of money is that for many people to do so would be
to ignore one’s personal values, needs, and larger life goals. Indeed, many people appreciate this notion when they
choose their career. For example, some people join one of the helping professions, such as nursing, teaching or social
work, well aware that their career will not be financially lucrative. Their choice properly stems from an overriding
altruistic desire, not from an interest in financial gain. Others choose to pursue intellectual or creative
fulfillment—as writers, artists, or musicians—knowing that they are trading off dollars for non-tangible rewards.
Still others forego economic gain to work as full-time parents; for these people, family and children are of
paramount importance in life. Finally, many people subordinate economic prospects to their desire to live in a
particular location; these people may place a high value on recreation, their physical health, or being near a circle of
friends.
Another problem with focusing primarily on money when selecting a career is that it ignores the notion that making
money is not an end in the end of itself, but rather a means of obtaining material goods and services and of attaining
important goals—such as providing security for oneself and one’s family, lifelong learning, or freedom to travel or to
pursue hobbies. Acknowledging the distinction, one may nevertheless select a career on the basis of money—since
more money can buy more goods and services as well as the security, freedom, and time to enjoy them. Even so, one
must strike a balance, for if these things that money is supposed to provide are sacrificed in the pursuit of money
itself, the point of having money—and of one’s career selection—has been lost.
In conclusion, economic gain should not be the overriding factor in selecting a career. While for a few people the
single- minded pursuit of wealth may be fulfillment enough, most people should, and indeed do,
temper
the pursuit of
wealth
against
other values, goals, and priorities. Moreover, they recognize that money is merely a means to more
important objectives, and that the pursuit itself may undermine the achievement of these objectives.
32. “You can tell the ideas of a nation by its advertisements.”
In order to determine whether advertisements reflect a nation’s ideas, it is necessary to determine whether
advertisements present real ideas at all, and, if so, whose ideas they actually reflect. On both counts, it appears
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that advertisements fail to accurately mirror a nation’s ideas.
Indisputably, advertisements inform us as to a nation’s values, attitudes, and priorities—what activities are
worthwhile, what the future holds, and what is fashionable and attractive. For instance, a proliferation of ads for
sport-utility vehicles reflects a societal concern more for safety and machismo than for energy conservation and
frugality, while a plethora of ads for inexpensive on-line brokerage services reflects an optimistic and perhaps
irrationally exuberant economic outlook. However, a mere picture of a social more, outlook, or fashion is not an
“idea”—it does not answer questions such as “why” and “how”?
Admittedly, public-interest advertisements do present ideas held by particular segments of society—for example,
those of environmental and other public-health interest groups. However, these ads constitute a negligible
percentage of all advertisements, and they do not necessarily reflect the majority’s view. Consequently, to assert
that advertisements reflect a nation’s ideas distorts reality. In truth, they mirror only the business and product
ideas of companies whose goods and services are advertised and the creative ideas of advertising firms. Moreover,
advertisements look very much the same in all countries. Western and Eastern alike. Does this suggest that all
nations have essentially identical ideas? Certainly not.
In sum, the few true ideas we might see in advertisements are those of only a few business concerns and interest
groups; they tell us little about the ideas of a nation as a whole.
34. “All citizens should be required to perform a specified amount of public service. Such service
would benefit not only the country as a whole but also the individual participants.”
The potential benefits of mandatory public service must be weighed against administrative problems and concerns
about individual liberty. On balance, the costs to a nation and to the participants would probably exceed the
benefits.
Admittedly, a colorable argument can be made for mandatory public service. It would help alleviate “free-rider”
problems, where those who do not contribute benefit from the efforts of those who do. It would mitigate pressing
social problems—with education, public health and safety, and the environment. It might instill in participants a
sense of civic duty, community, and individual responsibility. Finally, it has worked on a smaller scale, particularly in
urban areas, where renewal projects succeed in making communities safer, healthier, and more prosperous.
Far more compelling, however, are the arguments against mandatory public service. First, who would make
assignments and decide what projects are worthwhile, and how would compliance be assured? Resolving enforcement
issues would require government control, in turn requiring increased taxes andor cuts in other social programs,
thereby nullifying the benefits of mandatory public service. Second, a mandatory system would open the floodgates
to incompetence and inexperience. Finally, the whole notion seems tantamount to Communism insofar as each citizen
must contribute, according to his or her ability, to a strong state. Modern history informs us that such systems do
not work. One could argue that mandatory public service is simply a tax in the form of labor rather than dollars.
However, compulsory labor smacks of involuntary servitude, whereas financial taxes do not.
In conclusion, logistical and philosophical barriers to mandating public service outweigh its potential benefits for
the nation as well as for participants.
36. “Businesses and other organizations have overemphasized the importance of working as a team.
Clearly, in any human group, it is the strong individual, the person with the most commitment
and energy, who gets things done.”
The relationship between teamwork and individual strength, energy, and commitment is complex; whether they
operate in a complementary or antagonistic manner depends on: (1) the goals toward which the traits are directed,
(2) the degree of emphasis on teamwork, and (3) the job of the individual within an organization.
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A person’s ability to work effectively in a team is not in consistent per se with personal strength, energy, and
commitment. If exercised in a self-serving manner—for example, through pilfering or back stabbing—these traits
can operate against the organization. Conversely, if directed toward the firm’s goals, these traits can motivate
other team members, thereby advancing common goals. World War II generals Patton and Rommel understood this
point and knew how to bring out the best individual qualities in their troops, while at the same time instilling a strong
sense of team and common purpose.
Nevertheless, over-emphasizing teamwork can be counterproductive for an organization. A successful team
requires both natural leaders and natural followers; otherwise, a team will accomplish little. Undue emphasis on
teamwork may quell initiative among natural leaders, thereby thwarting team goals. Also, teamwork can be
overemphasized with a commissioned sales force of highly competitive and autonomic individuals. Overemphasis on
teamwork here might stifle healthy competition, thereby defeating a firm’s objectives. In other organizational
areas, however, teamwork is critical. For example, a product-development team must progress in lock-step fashion
toward common goals, such as meeting a rollout deadline.
In sum, individual strength, commitment, and energy can complement a strong team approach; as long as individual
autonomy is not undermined, all can operate in a synergistic manner to achieve an organization’s goals.
37. “Since science and technology are becoming more and more essential to modern society,
schools should devote more time to teaching science and technology and less to teaching the
arts and humanities.”
Because scientific knowledge is increasingly important in our technological world and in the practical world of jobs
and careers, schools should devote sufficient time to teaching mathematics and science. This is not to say, however,
that schools should devote less time to the arts or humanities. To the contrary, in a technological age the study of
arts and humanities is probably more important than ever—for three reasons.
First of all, studying the arts and humanities can help students become better mathematicians and scientists. For
example, recent studies of cognitive development show that studying music at an early age can strengthen a child’s
later grasp of mathematics. And understanding philosophical concepts has helped scientists recognize their own
presuppositions, and frame their central questions more accurately.
Secondly, studying the creative and intellectual achievement of others helps inspire our own creativity and
intellectual questioning. This is particularly important in an era dominated by technology, where we run a serious risk
of becoming automatons who fit neatly into the efficient functioning of some system.
Finally, technology is valuable as an efficient means to our important goals. But neither technology, nor the science
on which it is founded, decides which goals are best, or judges the moral value of the means we choose for their
attainment. We need the liberal arts to help us select worthwhile ends and ethical means.
In conclusion, schools should not devote less time to the arts and humanities. These areas of study augment and
enhance learning in mathematics and science, as well as helping to preserve the richness of our entire human legacy
while inspiring us to further it. Moreover, disciplines within the humanities provide methods and contexts for
evaluating the morality of our technology and for determining its proper direction.
38. “Courtesy is rapidly disappearing from everyday interactions, and as a result, we are all the
poorer for it.”
The speaker claims that simple courtesy and good manners are disappearing from modern life, and that the quality
of our lives is therefore deteriorating. While I do encounter frequent instances of discourtesy and bad manners, I
also encounter many instances of the opposite behavior. For this reason, and because negative experiences tend to
be more memorable and newsworthy, I find the speaker’s claim to be dubious.
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Most people encounter multiple instances of ordinary courtesy and good manners every day—simple acts such as
smokers asking whether anyone minds if they light up, people letting others with fewer items ahead in
grocery-store lines, and freeway drivers switching lanes to accommodate faster drivers or those entering via
on-ramps. Admittedly, most people also encounter discourtesy or poor manners on a daily basis—people using
obscene language in public places where young children are present, and business associates intentionally ignoring
phone calls, to name a few. However, such acts do not prove that good manners and courtesy are disappearing; they
simply show that both courtesy and discourtesy abound in everyday life. Thus the claim that courtesy and good
manners are disappearing grossly distorts reality.
Another reason that the claim is suspect is that we tend to remember negative encounters with people more so than
positive ones, probably because bad experiences tend to be more traumatic and sensational, if not more interesting
to talk about. The news stories that the media chooses to focus on certainly support this rationale. However the
fact that we remember, hear about, and read about discourtesy more than about courtesy shows neither that
discourtesy is increasing nor that courtesy is decreasing. It simply shows that negative experiences leave stronger
impressions and tend to be more sensational. In fact, I suspect that if one were to tally up one’s daily encounters
with both types of behavior, one would conclude that good manners and courtesy are far more prevalent than the
opposite behavior.
In conclusion, the speaker’s claim that common courtesy and good manners are disappearing is not born out by
everyday experience. I suspect the speaker has failed to consider that negative experiences leave stronger
impressions on our memory and are more interesting to relate to others than positive ones.
39. “It is difficult for people to achieve professional success without sacrificing important aspects of
a fulfilling personal life.”
Are professional success and a fulfilling personal life mutually exclusive? Probably not, although it is more difficult
today to achieve both.
Undeniably, today’s professionals must work long hours to keep their heads above water, let alone to get ahead in
life financially. This is especially true in Japan, where cost of living, coupled with corporate culture, compel
professional males to all but abandon their families and literally to work themselves to death. While the situation
here in the states (United States) may not be as critical, the two-income family is now the norm, not by choice but
by necessity.
However, our society’s professionals are taking steps to remedy the problem. First, they are inventing ways—such
as job sharing and telecommuting—to ensure that personal life does not take a backseat to career. Second, they are
setting priorities and living those hours outside the workplace to the fullest. In fact, professional success usually
requires the same time-management skills that are useful to find time for family, hobbies, and recreation. One need
only look at the recent American presidents—Clinton, Bush, Reagan, and Carter—to see that it is possible to lead a
balanced life which includes time for family, hobbies, and recreation, while immersed in a busy and successful career.
Third, more professionals are changing careers to ones which allow for some degree of personal fulfillment and
self- actualization. Besides, many professionals truly love their work and would do it without compensation, as a
hobby. For them, professional fulfillment and personal fulfillment are one and the same.
In conclusion, given the growing demands of career on today’s professionals, a fulfilling personal life remains
possible by working smarter, by setting priorities, and by making suitable career choices.
40. “With the increasing emphasis on a global economy and international cooperation, people need
to understand that their role as citizens of the world is more important than their role as
citizens of a particular country.”
With the growth of the global economy and the need for international cooperation, every human being has assumed
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a role as citizen of the world. Does this mean that our roles as citizens of our respective nations are thereby
superseded by our role as world citizens, as the speaker suggests? Not at all. Good citizenship at one level is often
compatible with good citizenship at another. In fact, being a good citizen in one social domain can help one be a
better citizen in another.
Good global citizenship is not incompatible with good citizenship at other levels. Consider, for example, one’s efforts
as a citizen to preserve the natural environment. One particular person might, for example: (1) lobby legislators to
enact laws preserving an endangered redwood forest, (2) campaign for nationally-elected officials who support
clean air laws, and (3) contribute to international rainforest preservation organizations. This one person would be
acting consistently as a citizen of community, state, nation and world.
Admittedly, conflicting obligations sometimes arise as a result of our new “dual” citizenship. For example, a U.S.
military official with an advisory role in a United Nations peace-keeping force might face conflicting courses of
action—one that would secure U.S. military interests, and another that would better serve international interests.
However, the fact that such a conflict exists does not mean that either action is automatically more
obligatory—that is, that one’s role as either U.S. citizen or world citizen must invariably supersede the other.
Instead, this situation should be resolved by carefully considering and weighing the consequences of each course of
action.
Moreover, being a good citizen in one social context can often help one be a better citizen in another. For example,
volunteering to help underprivileged children in one’s community might inspire one to work for an international
child-welfare organization. And inculcating civic values—such as charity and civic pride—may give rise to personal
traits of character that transfer to all social domains and contexts.
In sum, although our “dual” citizenship may at times lead to conflicts, one role need not automatically take
precedence over the other. Moreover, the relationship between the two roles is, more often than not, a
complementary one—and can even be synergistic.
45. “The most effective way for a businessperson to maximize profits over a long period of time is
to follow the highest standards of ethics.”
The speaker claims that following high ethical standards is the best way to maximize profits in the long run.
However, this claim seems to be more of a normative statement than an empirical observation. The issue is more
complex than the speaker suggests. In my observation, the two objectives at times coincide but at other times
conflict.
In many ways behaving ethically can benefit a business. Ethical conduct will gain a company good reputation that
earns repeated business. Treating suppliers, customers and others fairly is likely to result in their reciprocating.
Finally, a company that treats its employees fairly and with respect will gain their loyalty which, in turn, usually
translates into higher productivity.
On the other hand, taking the most ethical course of action may in many cases reduce profits, in the short run and
beyond. Consider the details of a merger in which both firms hope to profit from a synergy gained thereby. If the
details of the merger hinge on the ethical conviction that as few employees as possible should lose their jobs, the
key executives may lose sight of the fact that a leaner, less labor-intensive organization might be necessary for
long-term survival. Thus, undue concern with ethics in this case would results in lower profits and perhaps ultimate
business failure.
This merger scenario points out a larger argument that the speaker misses entirely- that profit maximization is per
se the highest ethical objective in private business. Why? By maximizing profits, businesses bestow a variety of
important benefits on their community and on society: they employ more people, stimulate the economy, and
enhance healthy competition. In short, the profit motive is the key to ensuring that the members of a free market
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society survive and thrive. While this argument might ignore implications for the natural environment and for
socioeconomic justice, it is a compelling argument nonetheless.
Thus the choice to follow high ethical standards should not be made by thinking that ethical conduct is profitable.
While in some cases a commitment to high ethical standards might benefit a company financially, in many cases it
will not. In the final analysis, businesses might best be advised to view their attempts to maximize profits as highly
ethical behavior.
46. Businesses are as likely as are governments to establish large bureaucracies, but bureaucracy is
far more damaging to a business than it is to a government.
Contrary to the statement’s premise, my view is that businesses are less likely than government to establish large
bureaucracies, because businesses know that they are more vulnerable than government to damage resulting from
bureaucratic inefficiencies. My position is well supported by common sense and by observation.
First, public administrators lack the financial incentives to avoid bureaucratic waste. In contrast, inefficiencies in a
private corporation will reduce profits, inflicting damage in the form of job cuts, diminishing common-stock value,
and reducing employee compensation. These are ample incentives for the private firm to minimize bureaucratic
waste.
Second, there is almost no accountability among government bureaucrats. The electorate’s voting power is too
indirect to motivate mid-level administrators, whose salaries and jobs rarely depend on political elections. In
contrast, private corporations must pay strict attention to efficiency, since their shareholders hold an immediate
power to sell their stock, thereby driving down the company’s market value.
Third, government is inherently monopolistic, large, and unwieldy; these features breed bureaucracy. Admittedly
some corporations rival state governments in size. Yet even among the largest companies, the profit motive breeds a
natural concern for trimming waste, cutting costs, and streamlining operations. Even virtual monopolies strive to
remain lean and nimble in order to maintain a distance from upstart competitors. When government pays lip service
to efficiency, shrewd listeners recognize this as political rhetoric designed only to pander to the electorate.
In the final analysis, financial incentives, accountability, and competition all
distinguish
private business
from

government, both in terms of their likelihood of establishing large bureaucracies and in terms of the damage that
these bureaucracies can inflict on the organization.
57. “Everywhere, it seems, there are clear and positive signs that people are becoming more
respectful of one another’s differences.”
In determining whether we are becoming more respectful of one another’s differences, one must examine both
overt actions and underlying motives, as well as examining whether our differences are increasing or decreasing.
The issue, therefore, is quite complex, and the answer is unclear.
Disrespect for one another’s differences manifests itself in various forms of prejudice and discrimination. Since
the civil rights and feminist movements of the 60s and 70s, it would seem that we have made significant progress
toward eliminating racial and sexual discrimination. Anti- discriminatory laws in the areas of employment, housing,
and education, now protect all significant minority groups racial minorities and women, the physically challenged and,
more recently, homosexuals. Movies and television shows, which for better or worse have become the cynosure of
our cultural attention, now tout the rights of minorities, encouraging acceptance of and respect for others.
However, much of this progress is forced upon us legislative. Without Title 10 and its progenies, would we
voluntarily refrain from the discriminatory behavior that the laws prevent? Perhaps not. Moreover, signs of
disrespect are all around us today. Extreme factions still rally around bigoted demagogues; the number of “hate
crimes” is increasing alarmingly; and school- age children seem to flaunt a disrespect toward adults as never before.
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Finally, what appears to be respect for one another’s differences may in fact be an increasing global
homogeneity—that is, we are becoming more and more alike.
In sum, on a societal level it is difficult to
distinguish between
genuine respect for one another’s differences
on the
one hand and
legislated morality and increasing homogeneity
on the other.
Accordingly, the claim that we are
becoming more respectful of one another’s differences is somewhat dubious.
60. “Employers should have no right to obtain information about their employees’ health or other
aspects of their personal lives without the employees’ permission.”
Determining whether employers should have access to personal information about employees requires that the
interests of businesses in ensuring productivity and stability be weighed against concerns about equity and privacy
interests. On balance, my view is that employers should not have the right to obtain personal information about
current employees without their consent.
A business’ interest in maintaining a stable, productive workforce clearly justifies right of access to certain
personal information about prospective employees. Job applicants can easily conceal personal information that
might adversely affect job performance, thereby damaging the employer in terms of low productivity and high
turnover. During employment, however, the employee’s interests are far more compelling than those of the employer,
for three reasons.
First, the employer has every opportunity to monitor ongoing job performance and to replace workers who fail to
meet standards, regardless of the reason for that failure. Second, allowing free access to personal information
about employees might open the floodgates to discriminatory promotions and salary adjustments. Current federal
laws—which protect employees from unfair treatment based on gender, race, and marital status, may not adequately
guard against an employer’s searching for an excuse to treat certain employees unfairly. Third, access to personal
information without consent raises serious privacy concerns, especially where multiple individuals have access to the
information. Heightening this concern is the ease of access to information which our burgeoning electronic
Intranets make possible.
In sum, ready access to certain personal information about prospective employees is necessary to protect
businesses; however, once hired, an employee’s interest in equitable treatment and privacy far outweighs the
employer’s interest in ensuring a productive and stable workforce.
62. “What education fails to teach us is to see the human community as one. Rather than focus on
the unique differences that separate one nation from another, education should focus on the
similarities among all people and places on Earth.”
This view of education seems to recommend that schools stress the unity of all people instead of their diversity.
While I agree that education should include teaching students about characteristics that we all share, doing so need
not necessarily entail shifting focus away from our differences. Education can and should include both.
On the one hand, we are in the midst of an evolving global community where it is increasingly important for people to
recognize our common humanity, as well as specific hopes and goals we all share. People universally prefer health to
disease, being nourished to starving, safe communities to crime- riddled ones, and peace to war. Focusing on our
unity will help us realize these hopes and goals. Moreover, in our pluralistic democracy it is crucial to find ways to
unify citizens from diverse backgrounds. Otherwise, we risk being reduced to ethnic, religious or political factions
at war with one another, as witnessed recently in the former Yugoslavia. Our own diverse society can forestall such
horrors only if citizens are educated about the democratic ideals, heritage, rights and obligations we all have in
common.
On the other hand, our schools should not attempt to erase, ignore, or even play down religious, ethnic or cultural
diversity. First of all, schools have the obligation to teach the democratic ideal of tolerance, and the best way to
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teach tolerance is to educate people about different religions, cultures and so on. Moreover, educating people about
diversity might even produce a unifying effect—by promoting understanding and appreciation among people from all
backgrounds.
In conclusion, while it may appear paradoxical to recommend that education stress both unity and diversity, it is not.
Understanding our common humanity will help us achieve a better, more peaceful world. Toward the same end, we
need to understand our differences in order to better tolerate them, and perhaps even appreciate them. Our
schools can and should promote both kinds of understanding by way of a balanced approach.
65. “The rise of multinational corporations is leading to global homogeneity*. Because people
everywhere are beginning to want the same products and services, regional differences are
rapidly disappearing.”
Although global homogeneity in a broader sense may not be as inexorable as the speaker here suggests, I agree that
multinational corporations are indeed creating global sameness in consumer preferences. This homogeneity is
manifested in two concurrent megatrends: (1) the embracing of American popular culture throughout the world, and
(2) a synthesis of cultures, as reflected in consumer preferences.
The first trend is toward Americanization of popular culture throughout the world. In food and fashion, once a
nation’s denizens “fall into the Gap” or get a taste of a Coke or Big Mac, their preferences are forever Westernized.
The ubiquitous Nike “swoosh,” which nearly every soccer player in the world will soon don, epitomizes this
phenomenon. In media, the cultural agendas of giants such as Time-Warner now drive the world’s entertainment
preferences. The Rolling Stones and the stars of America’s prime-time television shows are revered among young
people worldwide, while Mozart’s music, Shakespeare’s prose, and Ghandi’s ideology are largely ignored.
A second megatrend is toward a synthesis of cultures into a homogenous stew. The popularity of “world music” and
of the “New Age” health care and leisure- time activities aptly illustrate this blending of Eastern, Western and
third-world cultures. Perhaps nowhere is the cultural-stew paradigm more striking, and more bland (blander), than
at the international “food courts” now featured in malls throughout the developed world.
These trends appear inexorable. Counter-attacks, such as Ebonies, rap music, and bilingual education, promote the
distinct culture of minority groups, but not of nations. Further homogenization of consumer preferences is all but
ensured by failing trade barriers, coupled with the global billboard that satellite communications and the Internet
provide.
In sum, American multinationals have indeed instigated a homogeneous global, yet American-style,
consumerism—one which in all likelihood will grow in extent along with free-market capitalism and global
connectivity.
68. “Since the physical work environment affects employee productivity and morale, the employees
themselves should have the right to decide how their workplace is designed.”
I agree that physical workspace can affect morale and productivity and that, as a result, employees should have a
significant voice in how their work areas are designed. However, the speaker suggests that each employee should
have full autonomy over his or her immediate workspace, I think this view is too extreme, for it ignores two
important problems that allowing too much freedom over workspace can create.
On the one hand, I agree that some aspects of workspace design are best left to the individual preferences of each
worker. Location of personal tools and materials, style and size of desk chair, and even desk lighting and decorative
desk items, can each play an important role in a worker’s comfort, psychological wellbeing, concentration, and
efficiency. Moreover, these features involve highly subjective preferences, so it would be inappropriate for anyone
but the worker to make such choices.
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On the other hand, control over one’s immediate workspace should not go unchecked, for two reasons. First, one
employee’s workspace design may inconvenience, annoy, or even offend nearby coworkers. For example, pornographic
pinups may distract some coworkers and offend others, thereby impeding productivity, fostering ill-will and
resentment, and increasing attrition—all to the detriment of the company. Admittedly, the consequences of most
workspace choices would not be so far-reaching. Still, in my observation many people adhere, consciously or not, to
the adage that one person’s rights extend only so far as the next person’s nose. A second problem with affording
too much workspace autonomy occurs when workspaces are not clearly delineated—by walls and doors—or when
workers share an immediate workspace. In such cases, giving all workers concurrent authority would perpetuate
conflict and undermine productivity.
In conclusion, although employees should have the freedom to arrange their work areas, this freedom is not
absolute. Managers would be well-advised to arbitrate workspace disputes and, if needed, assume authority to make
final decisions about workspace design.
72. “Companies should not try to improve employees’ performance by giving incentives—for
example, awards or gifts. These incentives encourage negative kinds of behavior instead of
encouraging a genuine interest in doing the work well.”
Providing employee incentives can be a double-edged sword. On the one hand, the promise of bonuses or gifts can
spur workers to higher achievement. On the other hand, incentives can create resentment and internal
competitiveness that are damaging to morale and to the organization. Even so, I think a carefully designed incentive
program can operate to the net benefit (of) a company.
Incentive programs are counterproductive when the distribution of rewards appears to be personally biased, when
the program recognizes just one kind among many important jobs in the organization, or when there are too few
rewards available. For example, if a manager regularly rewards an employee who is perceived to be a favorite,
coworkers will be resentful. Or if the company decides to recognize high sales, while ignoring an especially precise
cost- assessment from the accounting department, the accountants may feel their work is not valued. Finally, if
rewards are too few, some employees will become overly competitive, while others may simply stop trying.
However, incentive programs can be designed to avoid such pitfalls. First, the company must determine that it can
provide sufficient rewards to motivate all employees. Then it must set, and follow, clear and non-arbitrary
guidelines for achievement. Finally, management should provide appropriate incentives throughout the organization,
thereby sending the message that all work is valued. Admittedly, even a thoughtfully designed incentive program
cannot entirely prevent back-stabbing and unfair competitive tactics. But watchful management can quell much of
this behavior, and the perpetrators usually show their true colors in time.
In sum, I think that the productivity inspired by thoughtful incentive programs will very likely outweigh any negative
consequences. In the final analysis, then, I disagree with the speaker’s recommendation against their use.
75. “There are essentially two forces that motivate people: self-interest and fear.”
The speaker claims that people are motivated only by fear and self-interest. This claim relies on the belief that
human beings are essentially selfish, or egoistic. In my view, the speaker oversimplifies human nature, ignoring the
important motivating force of altruism.
On the one hand, I agree that most of our actions result in large part from self-interest and from our survival
instincts, such as fear. For example, our educational and vocational lives are to a great extent motivated by our
interest in ensuring our own livelihood, safety, health, and so on. We might perpetuate bad personal relationships
because we are insecure—or afraid—of what will happen to us if we change course. Even providing for our own
children may to some extent be motivated by selfishness—satisfying a need for fulfillment or easing our fear that
we will be alone in our old age.
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On the other hand, to assert that all of our actions are essentially motivated by self-interest and fear is to
overemphasize one aspect of human nature. Humans are also altruistic—that is, we act to benefit others, even
though doing so may not be in our own interest. The speaker might claim that altruistic acts are just egoistic ones in
disguise—done to avoid unpleasant feelings of guilt, to give oneself pleasure, or to obligate another person. However,
this counter argument suffers from three critical problems. First, some examples of altruism are difficult to
describe in terms of self-interest alone. Consider the soldier who falls on a grenade to save his companions. It would
be nonsensical to assert that this soldier is acting selfishly when he knows his action will certainly result in his own
immediate death. Second, the argument offends our intuition that human motivation is far more complex. Third, it
relies on a poor assumption; just because we feel good about helping others, it does not follow that the only reason
we help is in order to feel good.
In sum, the speaker oversimplifies human nature. All human motivation cannot be reduced to fear and self-interest.
We can also be motivated by altruism, and the pleasure we might take in helping others is not necessarily an
indication that our actions are selfish.
78. Most people would agree that buildings represent a valuable record of any society’s past, but
controversy arises when old buildings stand on ground that modern planners feel could be
better used for modern purposes.
The issue of whether to raze an old, historic building to make way for progress is a complex one, since it involves a
conflict between our interest in preserving our culture, tradition, and history and a legitimate need to create
practical facilities that serve current utilitarian purposes. In my view, the final judgment should depend on a
case-by-case analysis of two key factors.
One key factor is the historic value of the building. An older building may be worth saving because it uniquely
represents some bygone era. On the other hand, if several older buildings represent the era just as effectively,
then the historic value of one building might be negligible. If the building figured centrally into the city’s history as
a municipal structure, the home of a founding family or other significant historical figure, or the location of
important events, then its historic value would be greater than if its history was an unremarkable one.
The other key factor involves the specific utilitarian needs of the community and the relative costs and benefits of
each alternative in light of those needs. For example, if the need is mainly for more office space, then an
architecturally appropriate add-on or annex might serve just as well as a new building. On the other hand, an
expensive retrofit may not be worthwhile if no amount of retrofitting would permit it to serve the desired function.
Moreover, retrofitting might undermine the historic value of the old building by altering its aesthetic or
architectural integrity.
In sum, neither modernization for its own sake nor indiscriminate preservation of old buildings should guide
decisions in the controversies at issue. Instead, decisions should be made on a case-by-case basis, considering
historic value, community need, and the comparative costs and benefits of each alternative.
81. “No one can possibly achieve any real and lasting success or ‘get rich’ in business by
conforming to conventional practices or ways of thinking.”
Whether a conformist can achieve lasting success or “get rich” in business depends primarily on the type of
business involved. Iconoclasts rise to the top in newer industries and in those where consumer demand is in constant
flux. Conformists ultimately prevail, however, in traditional service industries ensconced in systems and regulations.
In consumer-driven industries, innovation, product differentiation, and creativity are crucial to lasting success, in
the retail and media sectors, for example, unconventional products and advertising are necessary to catch the
attention of consumers and to keep up with the vagaries of consumer tastes. Those who take an iconoclastic
approach tend to recognize emerging trends and to rise above their peers. For example, Ted Turner’s departure
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from the traditional format of the other television networks, and the responsiveness of to burgeoning
Internet commerce, propelled these two giants to leadership positions in their industries. And in technology, where
there are no conventional practices or ways of thinking to begin with, companies that fail to break away from last
year’s paradigm are soon left behind by the competition.
However, in traditional service industries—such as finance, accounting, insurance, legal services, and health
care—lasting success and riches come not to nonconformists but rather to those who can deliver services most
effectively within the confines of established practices, policies, and regulations. Of course, a clever idea for
structuring a deal, or a creative legal maneuver, may play a role in winning smaller battles along the way. But such
tactics are those of conformists who are playing by the same ground rules as their peers; winners are just better at
the game.
In conclusion, while non-conformists tend to be the wildly successful players in technology-driven and
consumer- driven industries, traditionalists are the winners in system-driven industries pervaded by policy,
regulation, and bureaucracy.
87. “As technologies and the demand for certain services change, many workers will lose their jobs.
The responsibility for those people to adjust to such change should belong to the individual
worker, not to government or to business.”
As technology and changing social needs render more and more jobs obsolete, who is responsible for helping
displaced workers adjust? While individuals have primary responsibility for learning new skills and finding work,
both industry and government have some obligation to provide them the means of doing so.
l agree that individuals must assume primary responsibility for adjusting to job obsolescence, especially since our
educational system has been preparing us for it. For decades, our schools have been counseling young people to
expect and prepare for numerous major career changes during their lives. And concerned educators have
recognized and responded to this eventuality with a broader base of practical and theoretical coursework that
affords students the flexibility to move from one career to another.
However, industry should bear some of the responsibility as well. It is industry, after all, that determines the
particular directions technological progress and subsequent social change will take. And since industry is mainly
responsible for worker displacement, it has a duty to help displaced workers adjust—through such means as on-site
training programs and stipends for further education.
Government should also assume some of the responsibility, since it is partly government money that fuels
technological progress in industry. Moreover, government should help because it can help—for example, by ensuring
that grants and federally insured student loans are available to those who must retool in order to find new work.
Government can also help by observing and recording trends in worker displacement and in job opportunities, and by
providing this information to individuals so that they can make prudent decisions about their own further education
and job searches.
In conclusion, while individuals should be prepared for future job changes, both government and industry shoulder
obligations to provide training programs, funding and information that will help displaced workers successfully
retool and find new employment.
107. “The most effective way for managers to assign work is to divide complex tasks into their
simpler component parts. This way, each worker completes a small portion of the task but
contributes to the whole.”
The stated opinion is that the most effective way for managers to assign work is to divide complex tasks into their
simpler component parts. This strategy is probably cost-effective in many situations. However, I think that it works
against important organizational values over time.
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Distinct divisions of labor are efficient for a number of reasons. First of all, workers with few highly specific skills
are usually cheaper to hire than those with broader education and experience. Secondly, it is less expensive to train
employees in narrow areas. Finally, strict compartmentalization of tasks makes it easier for managers to control
employees, and, therefore, to control and increase productivity. But however profitable this strategy might be in
the short run, it can ultimately work against the organization.
To begin with, fragmenting work into small units leads to employee alienation. Those responsible for only a detailed
component of a project can easily lose sight of larger organizational goals and their own importance in achieving
them. Research indicates that they then become less committed to their work, and less productive. Of course,
unproductive employees can be replaced. But replacement is costly; and high employee turnover is bad for
organizational morale.
In addition, compartmentalizing tasks can stifle creativity, as well as undermine self-motivation and pride in one’s
work. With little collaboration or even communication between discrete work units, larger creative insights are lost.
And, cooperative efforts usually foster a series of common purpose and pride in accomplishment.
Of course, diversifying jobs and increasing worker participation in larger projects could lead to lower productivity.
But the experience of large manufacturing corporations like General Motors shows just the opposite. When GM
facilities implemented these and other strategies to improve work-place quality, they reported that productivity
increased.
In conclusion, I believe that organizing work into discrete tasks will compromise important organizational values like
creativity, self- motivation, commitment and pride in accomplishment. So, although there are times when small
divisions of labor will be necessary, generally work should be diversified, and workers should have greater
involvement in projects overall.
109. “Employees should not have full access to their own personnel files. If, for example,
employees were allowed to see certain confidential materials, the people supplying that
information would not be likely to express their opinions candidly.”
The issue is whether employees should have full access to their own personnel files. The speaker claims that they
should not, pointing out that such access could diminish the condor of those supplying information. To some extent,
I agree with this viewpoint. Although employees are entitled to be accurately informed about the substance of
performance reviews or complaints in their files, at times there will be good reason not to identify information
sources.
First of all, employers have a right to control some information pertinent to their business success. Unproductive or
uncooperative workers can seriously harm an organization; for this reason, employers need to have accurate
information about employee performance. But when employees have full access to their own personnel files,
co-workers and even supervisors will often find it difficult to give frank criticism of underachievers or to report
troublemakers. So although employees have legitimate claims to know what has been said about them, they are not
always entitled to know who said it.
Secondly, employers are obligated to control some information when their employees are accursed of unlawful
conduct. Since employers are responsible for wrongdoing at the workplace, they must investigate charges of, for
example, drug activity, possession of firearms, or harassment. But again, without assurances of anonymity, accusers
may be less forthright. Furthermore, they may be in jeopardy of retaliation by the accused. So while workers under
investigation may be generally informed about complaints or reports, they should not know who filed them. Even so,
employers do not enjoy an unlimited right to gather and keep confidential information about employees. For example,
it would be unjust to investigate an employee’s political viewpoints, religious preference, or sexual orientation. Such
invasions of privacy are not warranted by an employer’s right to performance-related information, or duty to
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protect the workplace from criminal wrongdoing.
In conclusion, limiting employee access to personnel files is sometimes warranted to encourage candor and prevent
retaliation against information sources. At the same time, employers have no right to solicit or secure information
about the private lives of their workers.
111. “The most effective business leaders are those who maintain the highest ethical standards.”
The assertion at issue is that business people who uphold the highest ethical standards are the most effective
leader. I strongly agree with this statement. For a while, unethical behavior might seem effective. But a few
examples from the investment banking industry keenly illustrate how dishonesty and corruption in leadership can
bring
a business
to its knees
, shattering the trust of its employees and ruining its reputation with clients.
Consider the cases of Michael Milken, former head of junk bond trading at Drexel Burnham Lambert, and Paul
Mozer, formerly in charge of Salomon Brothers’ government bonds trading. Each of these men engaged in
double-dealing and other illegal acts,
reaping
tremendous
profits
for their companies, and winning the admiration of
subordinates and superiors alike. However, their successes were relatively short-lived. Securities Exchange
Commission (SEC) investigations in each case revealed massive wrongdoing. As a result, Drexel went out of business.
And Salomon Brothers barely recovered, after suffering the forced resignations of its top executives, a financially
devastating loss of reputation, and the exodus of many valued employees.
Moreover, Salomon’s survival is probably owing entirely to its subsequent leadership under Warren Buffett. Buffett,
who was on the Salomon Brother board of directors at the time of the scandal, was brought in to save the
beleaguered company. His success in keeping it afloat at all can be directly tied to his sterling ethical reputation in
the international business community at the time. Buffett’s reputation restored at least some lost confidence
among clients and investors, and probably prompted some employees to reconsider their decisions to leave the
company.
While not every case of unethical leadership is quite so public or devastating as these, they do illustrate an
important point. In any business, once corruption at the top becomes known, the predictable outcome will be
damaged reputation, lower worker morale, and, along with them, lost productivity.
In conclusion, unethical conduct at the leadership level in a company might go unnoticed and serve one’s interests in
the short-term. However, in the long run it will work against one’s effectiveness and may even prove ruinous.
112. “The overall quality of life in most societies has never been better than at the present time
because of recent advancements in such areas as business and technology.”
The stated opinion is that recent advancements in business and technology have made overall quality of life better
than ever. I disagree somewhat with the speaker’s viewpoint. For although such advancements have improved our
lives in many respects, they have also diminished our quality of life in other ways.
Clearly, progress in business and technology has produced many benefits. For example, we can research problems
and their solutions in minutes on the Internet; productivity is at an all-time high. And we can get more done in less
time, leaving more time for hobbies, entertainment or other leisure activities. We can even mix a little work into our
leisure time, by taking our laptops and cell phones on vacation. This way, we can stay one step ahead on projects at
work, anticipating deadlines and staying in touch with co-workers and important clients.
In addition, leisure time has itself been enhanced by business and technology. Never before have we had so many
spectacular diversions available, or so many leisure- and entertainment- related businesses vying for our attention.
Moreover, we can obtain everything form airline tickets to a language course and holiday wardrobe via the Internet,
in the convenience of our own homes.
Nevertheless, advances in business and technology have compromised our quality of life as well. For all the wonders
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of computers, they have spawned their own special illnesses and ailments, like severe eyestrain, back and neck
problems, and carpal tunnel syndrome. And though we now have a world of information available in a keystroke, some
of this information—like pornography, hate group diatribes and bomb-building instructions—are harming our society,
especially our children. Even apparently harmless material, like direct mail advertising and telephone soliciting, is
endlessly annoying. Finally, family life is sometimes a casualty of all this progress, with parents and children
spending more time transfixed before their computer monitors and less time together.
In conclusion, advances in business and technology are a mixed blessing. For while we enjoy many benefits of this
so-called progress, in many ways it has changed our lives for the worse.
（少四篇）
二．Analysis of Argument Questions
1. The following appeared as part of an annual report sent to stockholders by Olympic Foods, a
processor of frozen foods.
“Over time, the costs of processing go down because as organizations learn how to do things
better, they become more efficient. In color film processing, for example, the cost of a
3-by-5-inch print fell from 50 cents for five- day service in 1970 to 20 cents for one-day service
in 1984. The same principle applies to the processing of food. And since Olympic Foods will
soon celebrate its twenty-fifth birthday, we can expect that our long experience will enable us
to minimize costs and thus maximize profits.”
Citing facts drawn from the color- film processing industry that indicate a downward trend in the costs of film
processing over a 24-year period, the author argues that Olympic Foods will likewise be able to minimize costs and
thus maximize profits in the future. In support of this conclusion the author cites the general principle that “as
organizations learn how to do things better, they become more efficient.” This principle, coupled with the fact that
Olympic Foods has had 25 years of experience in the food processing industry leads to the author’s rosy prediction.
This argument is unconvincing because it suffers from two critical flaws.
First, the author’s forecast of minimal costs and maximum profits rests on the gratuitous assumption that Olympic
Foods’ “long experience” has taught it how to do things better. There is, however, no guarantee that this is the case.
Nor does the author cite any evidence to support this assumption. Just as likely, Olympic Foods has learned nothing
from its 25 years in the food-processing business. Lacking this assumption, the expectation of increased efficiency
is entirely unfounded.
Second, it is highly doubtful that the facts drawn from the color-film processing industry are applicable to the food
processing industry. Differences between the two industries clearly outweigh the similarities, thus making the
analogy highly less than valid. For example, problems of spoilage, contamination, and timely transportation all affect
the food industry but are virtually absent in the film-processing industry. Problems such as these might present
insurmountable obstacles that prevent lowering food-processing costs in the future.
As it stands the author’s argument is not compelling. To strengthen the conclusion that Olympic Foods will enjoy
minimal costs and maximum profits in the future, the author would have to provide evidence that the company has
learned how to do things better as a result of its 25 years of experience. Supporting examples drawn from
industries more similar to the food-processing industry would further substantiate the author’s view.
2. The following appeared in a memorandum from the business department of the Apogee
Company.
“When the Apogee Company had all its operations in one location, it was more profitable than
it is today. Therefore, the Apogee Company should close down its field offices and conduct all
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its operations from a single location. Such centralization would improve profitability by cutting
costs and helping the company maintain better supervision of all employees.”
In this argument the author concludes that the Apogee Company should close down field offices and conduct all its
operations from a single, centralized location because the company had been more profitable in the past when all its
operations were in one location. For a couple of reasons, this argument is not very convincing.
First, the author assumes that centralization would improve profitability by cutting costs and streamlining
supervision of employees. This assumption is never supported with any data or projections. Moreover, the
assumption fails to take into account cost increases and inefficiency that could result from centralization. For
instance, company representatives would have to travel to do business in areas formerly served by a field office,
creating travel costs and loss of critical time. In short, this assumption must be supported with a thorough
cost-benefit analysis of centralization versus other possible cost-cutting andor profit-enhancing strategies.
Second, the only reason offered by the author is the claim that Apogee was more profitable when it had operated
from a single, centralized location. But is centralization the only difference relevant to greater past profitability?
It is entirely possible that management has become lax regarding any number of factors that can affect the bottom
line such as inferior products, careless product pricing, inefficient production, poor employee expense account
monitoring, ineffective advertising, sloppy buying policies and other wasteful spending. Unless the author can rule
out other factors relevant to diminishing profits, this argument commits the fallacy of assuming that just because
one event (decreasing profits) follows another (decentralization), the second event has been caused by the first.
In conclusion, this is a weak argument. To strengthen the conclusion that Apogee should close field offices and
centralize, this author must provide a thorough cost-benefit analysis of available alternatives and rule out factors
other than decentralization that might be affecting current profits negatively.
6. The following appeared as part of an article in a magazine devoted to regional life.
“Corporations should look to the city of Helios when seeking new business opportunities or a
new location. Even in the recent recession, Helios’s unemployment rate was lower than the
regional average. It is the industrial center of the region, and historically it has provided more
than its share of the region’s manufacturing jobs. In addition, Helios is attempting to expand its
economic base by attracting companies that focus on research and development of innovative
technologies.”
In this argument corporations are urged to consider the city of Helios when seeking a new location or new business
opportunities. To support this recommendation, the author points out that Helios is the industrial center of the
region, providing most of the region’s manufacturing jobs and enjoying a lower-than- average unemployment rate.
Moreover, it is argued, efforts are currently underway to expand the economic base of the city by attracting
companies that focus on research and development of innovative technologies. This argument is problematic for two
reasons.
To begin with, it is questionable whether the available labor pool in Helios could support all types of corporations.
Given that Helios has attracted mainly industrial and manufacturing companies in the past, it is unlikely that the
local pool of prospective employees would be suitable for corporations of other types. For example, the needs of
research and development companies would not be met by a labor force trained in manufacturing skills. For this
reason, it’s unlikely that Helios will be successful in its attempt to attract companies that focus or research and
development of innovative technologies.
Another problem with the available work force is its size. Due to the lower than average unemployment rate in
Helios, corporations that require large numbers of workers would not find Helios attractive. The fact that few
persons are out of work suggests that new corporations will have to either attract new workers to Helios or pay the
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existing workers higher wages in order to lure them away from their current jobs. Neither of these alternatives
seems enticing to companies seeking to relocate.
In conclusion, the author has not succeeded in providing compelling reasons for selecting Helios as the site for a
company wishing to relocate. In fact, the reasons offered function better as reasons for not relocating to Helios.
Nor has the author provided compelling reasons for companies seeking new business opportunities to choose Helios.
8. The following appeared in the editorial section of a corporate newsletter.
“The common notion that workers are generally apathetic about management issues is false, or
at least outdated: a recently published survey indicates that 79 percent of the nearly 1,200
workers who responded to survey questionnaires expressed a high level of interest in the topics
of corporate restructuring and redesign of benefits programs.”
Based upon a survey among workers that indicates a high level of interest in the topics of corporate restructuring
and redesign of benefits programs, the author concludes that workers are not apathetic about management issues.
Specifically, it is argued that since 79 percent of the 1200 workers who responded to survey expressed interest in
these topics, the notion that workers are apathetic about management issues is incorrect. The reasoning in this
argument is problematic in several respects.
First, the statistics cited in the editorial may be misleading because the total number of workers employed by the
corporation is not specified. For example, if the corporation employs 2000 workers, the fact that 79 percent of the
nearly 1200 respondents showed interest in these topics provides strong support for the conclusion. On the other
hand, if the corporation employs 200,000 workers, the conclusion is much weaker.
Another problem with the argument is that the respondents’ views are not necessarily representative of the views
of the work force in general. For example, because the survey has to do with apathy, it makes sense that only less
apathetic workers would respond to it, thereby distorting the overall picture of apathy among the work force.
Without knowing how the survey was conducted, it is impossible to assess whether or not this is the case.
A third problem with the argument is that it makes a hasty generalization about the types of issues workers are
interested in. It accords with common sense that workers would be interested in corporate restructuring and
redesign of benefits programs, since these issues affect workers very directly. However, it is unfair to assume that
workers would be similarly interested in other management issues—ones that do not affect them or affect them
less directly.
In conclusion, this argument is not convincing as it stands. To strengthen it, the author would have to show that the
respondents account for a significant and representative portion of all workers. Additionally, the author must
provide evidence of workers’ interest other management topics—not just those that affect workers directly.
9. The following appeared in the opinion column of a financial magazine.
“On average, middle-aged consumers devote 39 percent of their retail expenditure to
department store products and services, while for younger consumers the average is only 25
percent. Since the number of middle-aged people will increase dramatically within the next
decade, department stores can expect retail sales to increase significantly during that period.
Furthermore, to take advantage of the trend, these stores should begin to replace some of those
products intended to attract the younger consumer with products intended to attract the
middle-aged consumer.”
Sample essay 1:
The argument that department retail sales will increase in the next 10 years and thus department stores should
begin to replace products to attract middle- aged consumers is not entirely logically convincing, since it omits certain
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crucial assumptions
First of all, the argument ignores the absolute amount of retail expenditure of middle-aged and younger consumers
devoted to department store products and services. Although younger consumers spend a smaller percentage of
their retail expenditure to department store products than do the middle- aged consumers, they might actually
spend more in terms of the absolute amount.
Even if middle-aged consumers are spending more than younger ones in department stores, the argument ignores
the possibility that the trend may change within the next decade. Younger consumers might prefer to shop in
department stores than in other types of stores, and middle-aged consumers might turn to other types of stores,
too. This will lead to a higher expenditure of younger consumers in department stores than that of middle-aged
consumers.
Besides, the argument never addresses the population difference between middle-aged consumers and younger ones.
Suppose there are more younger consumers than the middle-aged ones now, the total population base of younger
consumers will be bigger than that of the middle-aged ones if both of them grow at the same rate in the next
decade. Thus there will be a bigger younger consumer base.
Based on the reasons I listed above, the argument is not completely sound. The evidence in support of the conclusion
does little to prove the conclusion since it does not address the assumptions I have already raised. Ultimately, the
argument might have been more convincing by making it clear that the absolute population of middle-aged consumers
are higher than that of the younger consumers and the number will continue to grow in the next decade, and that
the middle-aged consumers will continue to spend more money in department stores than younger consumers do in
the next decade.
Sample essay 2:
The argument that retailers should replace some of the products intended to attract the younger consumers with
products intended to attract the middle-aged consumers is not entirely logically convincing, since it ignores certain
crucial assumptions.
First, the argument omits the assumption that the business volumes of both the middle-aged consumers and the
younger consumers are the same. If the business volume of the middle-aged consumers’ 39% is smaller than that of
the younger consumers’ 25%, the retail sales will not increase during the next decade.
Second, even if the business volumes of both the middle-aged consumers and the younger consumers were the same
in the last decade, the increase of the middle-aged people in the next decade is not the same as the increase of the
retail expenditure, for the retail trade depends more on such factors as the economic circumstances, people’s
consuming desire.
Finally, the argument never assumes the increase of the younger consumers within the next decade. If the younger
consumers increase at the same rate and spend the same amount of money on the goods and services of department
stores, the retailers should never ignore them.
Thus the argument is not completely sound. The evidence in support of the conclusion that the growing number of
middle-aged people within the next decade does little to prove the conclusion—that department stores should begin
to replace some of their products to attract the middle-aged consumers since it does not address the assumptions I
have already raised. Ultimately, the argument might have been strengthened by making it clear that the business
volumes of both types of consumers are the same and comparable, that the increase of a certain type of consumers
are correlated with the increase of the retail sales, and that the growth rate of the younger consumers are the
same as that of the middle-aged consumers.
Sample essay 3:
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Based on an expected increase in the number of middle-aged people during the next decade, the author predicts
that retail sales at department stores will increase significantly over the next ten years. To bolster this prediction,
the author cites statistics showing that middle-aged people devote a much higher percentage of their retail
expenditure to department- store services and products than younger consumers do. Since the number of
middle-aged consumers is on the rise and since they spend more than younger people on department-store goods and
services, the author further recommends that department stores begin to adjust their inventories to capitalize on
this trend. Specifically, it is recommended that department stores increase their inventory of products aimed at
middle-aged consumers and decrease their inventory of products aimed at younger consumers. This argument is
problematic for two reasons.
First, an increase in the number of middle- aged people does not necessarily portend an overall increase in
department-store sales. It does so only on the assumption that other population groups will remain relatively
constant. For example, if the expected increase in the number of middle-aged people is offset by an equally
significant decrease in the number of younger people, there will be little or no net gain in sales.
Second, in recommending that department stores replace products intended to attract younger consumers with
products more suitable to middle-aged consumers, the author assumes that the number of younger consumers will
not also increase. Since a sizable increase in the population of younger consumers could conceivably offset the
difference in the retail expenditure patterns of younger and middle-aged consumers, it would be unwise to make the
recommended inventory adjustment lacking evidence to support this assumption.
In conclusion, this argument is unacceptable. To strengthen the argument the author would have to provide evidence
that the population of younger consumers will remain relatively constant over the next decade.
10. The following appeared in the editorial section of a local newspaper.
“This past winter, 200 students from Waymarsh State College traveled to the state capitol
building to protest against proposed cuts in funding for various state college programs. The
other 12,000 Waymarsh students evidently weren’t so concerned about their education: they
either stayed on campus or left for winter break. Since the group who did not protest is far more
numerous, it is more representative of the state’s college students than are the protesters.
Therefore the state legislature need not heed the appeals of the protesting students.”
The conclusion in this argument is that the state legislature need not consider the views of protesting students. To
support this conclusion, the author points out that only 200 of the 12,000 students traveled to the state capitol to
voice their concerns about proposed cuts in college programs. Since the remaining students did not take part in this
protest, the author concludes they are not interested in this issue. The reasoning in this argument is flawed for two
reasons.
First, the author assumes that because only one-tenth of the students took part in the protest, these students’
views are unrepresentative of the entire student body. This assumption is unwarranted. If it turns out, for example,
that the protesting students were randomly selected from the entire student body, their views would reflect the
views of the entire college. Without information regarding the way in which the protesting students were selected,
it is presumptuous to conclude that their opinions fail to reflect the opinions of their colleagues.
Second, the author cites the fact that the remaining 12,000 students stayed on campus or left for winter break as
evidence that they are not concerned about their education. One obvious rejoinder to this line of reasoning is that
the students who did not participate did so with the knowledge that their concerns would be expressed by the
protesting students. In any case, the author has failed to demonstrate a logical connection between the students’
alleged lack of concern and the fact that they either stayed on campus or left for winter break. Without this
connection, the conclusion reached by the author that the remaining 12,000 students are not concerned about their
education is unacceptable.
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As it stands, the argument is not well reasoned. To make it logically acceptable, the author would have to
demonstrate that the protesting students had some characteristic in common that biases their views, thereby
nullifying their protest as representative of the entire college.
11. The following appeared in the editorial section of a local newspaper.
“In the first four years that Montoya has served as mayor of the city of San Perdito, the
population has decreased and the unemployment rate has increased. Two businesses have
closed for each new business that has opened. Under Varro, who served as mayor for four years
before Montoya, the unemployment rate decreased and the population increased. Clearly, the
residents of San Perdito would be best served if they voted Montoya out of office and reelected
Varro.”
The recommendation endorsed in this argument is that residents of San Perdito vote current mayor Montoya out of
office, and re-elect former mayor Varro. The reasons cited are that during Montoya’s four years in office the
population has decreased while unemployment has increased, whereas during Varro’s term unemployment declined
while the population grew. This argument involves the sort of gross oversimplification and emotional appeal typical
of political rhetoric; for this reason it is unconvincing.
First of all, the author assumes that the Montoya administration caused the unemployment in San Perdito as well as
its population loss. The line of reasoning is that because Montoya was elected before the rise in unemployment and
the decline in population, the former event caused the latter. But this is fallacious reasoning unless other possible
causal explanations have been considered and ruled out. For example, perhaps a statewide or nationwide recession is
the cause of these events. Or perhaps the current economic downturn is part of a larger picture of economic cycles
and trends, and has nothing to do with who happens to be mayor. Yet another possibility is that Varro enjoyed a
period of economic stability and Varro’s own administration set the stage for the unemployment and the decline in
population the city is now experiencing under Montoya.
Secondly, job availability and the economic health of one’s community are issues that affect people emotionally. The
argument at hand might have been intentionally oversimplified for the specific purpose of angering citizens of San
Perdito, and thereby turning them against the incumbent mayor. Arguments that bypass relevant, complex reasoning
in favor of stirring up emotions do nothing to establish their conclusions; they are also unfair to the parties
involved.
In conclusion, I would not cast my vote for Varro on the basis of this weak argument. The author must provide
support for the assumption that Mayor Montoya has caused San Perdito’s poor economy. Moreover, such support
would have to involve examining and eliminating other possible causal factors. Only with more convincing evidence
could this argument become more than just an emotional appeal.
12. The following appeared as part of a promotional campaign to sell advertising space in the Daily
Gazette to grocery stores in the Marston area.
The conclusion of this argument is that advertising the reduced price of selected items in the Daily Gazette will
result in increased sales overall. To support it, the author cites an informal poll conducted by sales clerks when
customers purchased advertised items. Each time one or more of the advertised items was sold, the clerks asked
whether the customer had read the ad. It turned out that two-thirds of 200 shoppers questioned said that they
had read the ad. In addition, of those who reported reading the ad, more than half spent over $$100 in the store.
This argument is unconvincing for two reasons.
To begin with, the author’s line of reasoning is that the advertisement was the cause of the purchase of the sale
items. However, while the poll establishes a correlation between reading the ad and purchasing sale items, and also
indicates a correlation, though less significantly, between reading the ad and buying non-sale items, it does not
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establish a general causal relationship between these events. To establish this relationship, other factors that
could bring about this result must be considered and eliminated. For example, if the four days during which the poll
was conducted preceded Thanksgiving and the advertised items were traditionally associated with this holiday, then
the results of the poll would be extremely biased and unreliable.
Moreover, the author assumes that the poll indicates that advertising certain sale will cause a general increase in
sales. But the poll does not even address the issue of increased overall sales; it informs us mainly that, of the people
who purchased sales items, more had read the ad than not. A much clearer indicator of the ad’s effectiveness would
be a comparison of overall sales on days the ad ran with overall sales on otherwise similar days when the ad did not
run.
In sum, this argument is defective mainly because the poll does not support the conclusion that sales in general will
increase when reduced-price products are advertised in the Daily Gazette. To strengthen the argument, the author
must, at the very least, provide comparisons of overall sales reports as described above.
13. The following appeared as part of a campaign to sell advertising time on a local radio station to
local businesses.
“The Cumquat Cafe began advertising on our local radio station this year and was delighted to
see its business increase by 10 percent over last year’s totals. Their success shows you how you
can use radio advertising to make your business more profitable.”
In an attempt to sell radio advertising time, this ad claims that radio advertising will make businesses more
profitable. The evidence cited is a ten percent increase in business that the Cumquat Cafe has experienced in the
year during which it advertised on the local radio station. This argument is unconvincing because two questionable
assumptions must be made for the stated evidence to support the author’s conclusion.
The first assumption is that radio advertising alone has caused the increase in business at the Cumquat Cafe. This
assumption is questionable because it overlooks a number of other factors that might have contributed to the
Cumquat’s success. For example, the Cumquat might have changed owners or chefs; it might have launched a coupon
ad campaign in the local print media; or it might have changed or updated the menu. Yet another possibility is that a
local competitor went out of business. These are just a few of the factors that could help explain the Cumquat’s
growth. Because the author fails to eliminate these possibilities, the assumption in question need not be accepted.
Even if it is granted that radio advertising is responsible for the Cumquat’s success, another assumption must be
made before we can conclude that radio advertising will result in increased profits for businesses in general. We
must also assume that what is true of the Cumquat will likewise be true of most other businesses. But there are all
kinds of important differences between cafes and other businesses that could affect how radio audiences react to
their advertising. We cannot safely assume that because a small restaurant has benefited from radio advertising,
any and all local businesses will similarly benefit.
In conclusion, it would be imprudent for a business to invest in radio advertising solely on the basis of the evidence
presented. To strengthen the conclusion, it must be established that radio advertising was the principal cause of
increased business at the Cumquat. Once this is shown, it must be determined that the business in question is
sufficiently like the Cumquat, and so can expect similar returns from investment in radio ad time.
14. The following appeared as part of a newspaper editorial.
“Two years ago Nova High School began to use interactive computer instruction in three
academic subjects. The school dropout rate declined immediately, and last year’s graduates
have reported some impressive achievements in college. In future budgets the school board
should use a greater portion of the available funds to buy more computers, and all schools in
the district should adopt interactive computer instruction throughout the curriculum.”
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Sample essay 1:
The argument that the school board should buy more computers and adopt interactive computer instruction is not
entirely logically convincing, since it ignores certain crucial assumptions.
First, the argument assumes that the decline of school dropout and the achievements of last year’s graduates’
results from the adoption of interactive computer instruction. However, there are several reasons why this might
not be true. For example, achievements could have been made in other subjects than the ones with interactive
computer instruction. Or last years’ graduates might not have been given the interactive computer instruction. Or
the decline of the rate of dropout could be attributed to stricter discipline applied last year.
Second, even supposing the Nova High School’s decline of the dropout and last year’s graduates’ achievements
benefit directly from the usage of interactive computer instruction, the success of the instruction in one school
may not ensure the success in other schools. If it does not suit other schools, the instruction will not work.
Finally, even if the decline of the rate of dropout and the achievements of the last year’s graduates’ are the direct
results of the interactive computer instruction, we still do not know whether the school can afford to apply the
instruction on all the subjects or to all the students. If the school does not have sufficient fund and has to cut
budgets on other projects such as the library, the quality of the school’s education will also compromise.
Thus, the argument is not completely sound. The evidence in support of the conclusion that the dropout rate
declined and last year’s graduates made impressive achievements does little to prove the conclusion that other
schools should use a greater portion of their funds to apply the instruction since it does not address the
assumptions I have already raised. Ultimately, the argument might have been strengthened by making it clear that
the decline of the dropout rate and the achievements of the graduates are the direct results of interactive
computer instruction, that the instruction is also applicable to other schools in the district, and that the instruction
is affordable to all the schools in the district.
Sample essay 2:
The editorial recommends that the school board of Nova High spend a greater portion of available funds on the
purchase of additional computers and adopt interactive computer instruction throughout the curriculum. Two
reasons are offered in support of this recommendation. First, the introduction of interactive computer instruction
in three academic subjects was immediately followed by a decline in the school dropout rate. Second, last year’s
graduates experienced impressive achievements in college. This argument is unconvincing for two reasons.
To begin with, this argument is a classic instance of “after this, therefore because of this” reasoning. The mere
fact that the introduction of interactive computer instruction preceded the impressive performance of recent
graduates and the decline in the dropout rate is insufficient to conclude that it was the cause of these events. Many
other factors could bring about these same results. For example, the school may have implemented counseling and
training programs that better meet the needs of students who might otherwise leave school to take jobs. In
addition, the school may have introduced programs to better prepare students for college.
Secondly, the author assumes that the impressive achievements of last year’s graduates bear some relation to the
introduction of interactive computer instruction at Nova High. However, no evidence is offered to support this
assumption. Lacking evidence that links the achievements of the recent graduates to the interactive instruction, it
is presumptuous to suggest that the computer instruction was in some way responsible for the students’ impressive
performance.
In conclusion, the recommendation that Nova High spend a greater portion of available funds on the purchase of
additional computers and adopt interactive computer instruction throughout the curriculum is ill-founded. To
strengthen this recommendation the author would have to demonstrate that the decline in the dropout rate and the
impressive performance of recent graduates came about as a result of the use of computer-interactive instruction.
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All that has been shown so far is a correlation between these events.
16. The following appeared as part of an article in the education section of a Waymarsh City
newspaper.
“Throughout the last two decades, those who earned graduate degrees found it very difficult to
get jobs teaching their academic specialties at the college level. Those with graduate degrees
from Waymarsh University had an especially hard time finding such jobs. But better times are
coming in the next decade for all academic job seekers, including those from Waymarsh.
Demographic trends indicate that an increasing number of people will be reaching college age
over the next ten years; consequently, we can expect that the job market will improve
dramatically for people seeking college-level teaching positions in their fields.”
Demographic trends that indicate an increase in the number of college-aged people over the next ten years lead the
author to predict an improved job market for all people seeking college-level teaching positions in their academic
disciplines. Moreover, the author argues that since Waymarsh University students with advanced degrees had an
especially difficult time finding teaching jobs in the past, these trends portend better times ahead for Waymarsh
graduates. This argument is problematic in three important respects.
First, the author assumes that an increase in the number of college- aged people over the next decade will
necessarily result in an increase in the number of people who attend college during this period. While this is a
reasonable assumption, it is by no means a certainty. For example, a world war or economic depression in the next
decade would certainly nullify this expectation.
Second, even if we grant the preceding assumption, we must also consider the additional assumption that increased
university enrollments will lead to an increase in teaching positions in all fields. However, it might turn out that some
teaching specialties are in greater demand than others in the future, resulting in a disproportionate number of
teaching positions available in various fields. Consequently, persons trained in some fields might find it more
difficult, if not impossible, to find teaching jobs in the future.
Finally, little can be foretold regarding the employability of Waymarsh graduates in the future based on the
information provided in the argument. Lacking information about the reasons why Waymarsh graduates had an
especially difficult time finding teaching jobs, it is difficult to assess their prospects for the future. It is probable,
however, that since Waymarsh has had an especially hard time placing graduates in the past, the mere fact that
more jobs are available will not, by itself, ensure that Waymarsh graduates will have an easier time finding teaching
jobs during the next decade.
In conclusion, this argument is unconvincing. To strengthen the argument, the author must provide evidence that
the only major trend in the next decade will be an increase in the number of people reaching college age. Regarding
the future prospects for Waymarsh graduates, the author must provide evidence that there were no idiosyncratic
reasons that prevented them from finding jobs in the past.
17. The following appeared in an article in a consumer-products magazine.
“Two of today’s best-selling brands of full-strength prescription medication for the relief of
excess stomach acid, Acid-Ease and Pepticaid, are now available in milder nonprescription
forms. Doctors have written 76 million more prescriptions for full-strength Acid- Ease than for
full-strength Pepticaid. So people who need an effective but milder nonprescription medication
for the relief of excess stomach acid should choose Acid-Ease.”
This ad recommends non-prescription Acid-Ease over non-prescription Pepticaid for relief of excess stomach acid.
The only reason offered is that doctors have written 76 million more prescriptions for the full-strength
prescription form of Acid-Ease than for full- strength Pepticaid. While this reason is relevant, and provides some
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grounds for preferring Acid-Ease over Pepticaid, it is insufficient as it stands because it depends on three
unwarranted assumptions.
The first assumption is that the prescription form of Acid-Ease is more popular among doctors. But this might not
be the case, even though doctors have written 76 million more prescriptions for Acid-Ease. Acid-Ease may have
been available for several more years than Pepticaid; and in the years when both products were available, Pepticaid
might have actually been prescribed more often than Acid-Ease.
The second assumption is that doctors prefer the prescription form of Acid-Ease for the reason that it is in fact
more effective at relieving excess stomach acid. However, doctors may have preferred Acid-Ease for reasons other
than its effectiveness. Perhaps Acid-Ease is produced by a larger, more familiar drug company or by one that
distributes more free samples. For that matter, the medical community may have simply been mistaken in thinking
that Acid-Ease was more effective. In short, the number of prescriptions by itself is not conclusive as to whether
one product is actually better than another.
The third assumption is that the milder non- prescription forms of Acid-Ease and Pepticaid will be analogous to the
full-strength prescription forms of each. But this might not be the case. Suppose for the moment that the greater
effectiveness of prescription Acid-Ease has been established; even so, the non-prescription form might not
measure up to non-prescription Pepticaid. This fact must be established independently.
In conclusion, this ad does not provide enough support for its recommending non- prescription Acid-Ease over
non-prescription Pepticaid. To strengthen its argument, the promoter of Acid-Ease would have to show that (1) the
comparison between the number of prescriptions is based on the same time period; (2) its effectiveness is the main
reason more doctors have prescribed it, and (3) the comparative effectiveness of the two non- prescription forms is
analogous to that of the prescription forms.
28. The following appeared in the editorial section of a local newspaper.
“Commuter use of the new subway train is exceeding the transit company’s projections.
However, commuter use of the shuttle buses that transport people to the subway stations is
below the projected volume. If the transit company expects commuters to ride the shuttle buses
to the subway rather than drive there, it must either reduce the shuttle bus fares or increase the
price of parking at the subway stations.”
The author concludes that the local transit company must either reduce fares for the shuttle buses that transport
people to their subway stations or increase parking fees at the stations. The reasons offered to support this
conclusion are that commuter use of the subway train is exceeding the transit company’s expectations, while
commuter use of the shuffle buses is below projected volume. This argument is unconvincing because the author
oversimplifies the problem and its solutions in a number of ways.
To begin with, by concluding that the transit company must either reduce shuttle fares or increase parking fees,
the author assumes that these are the only available solutions to the problem of limited shuttle use. However, it is
possible that other factors—such as inconvenient shuttle routing andor scheduling, safety concerns, or an increase
in carpools—contribute to the problem. If so, adjusting fares or parking fees would might not solve the problem.
In addition, the author assumes that reducing shuttle fees and increasing parking fees are mutually exclusive
alternatives. However, the author provides no reason for imposing an eitheror choice. Adjusting both shuttle fares
and parking fees might produce better results. Moreover, if the author is wrong in the assumption that parking fees
and shuttle fees are the only possible causes of the problem, then the most effective solution might include a
complex of policy changes—for example, in shuttle fares, parking fees, rerouting, and rescheduling.
In conclusion, this argument is weak because the author oversimplifies both the problem and its possible solutions.
To strengthen the argument the author must examine all factors that might account for the shuttle’s unpopularity.
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Additionally, the author should consider all possible solutions to determine which combination would bring about the
greatest increase in shuttle use.
31. The following appeared as part of the business plan of an investment and financial consulting
firm.
“Studies suggest that an average coffee drinker’s consumption of coffee increases with age,
from age 10 through age 60. Even after age 60, coffee consumption remains high. The average
cola drinker’s consumption of cola, however, declines with increasing age. Both of these trends
have remained stable for the past 40 years. Given that the number of older adults will
significantly increase as the population ages over the next 20 years, it follows that the demand
for coffee will increase and the demand for cola will decrease during this period. We should,
therefore, consider transferring our investments from Cola Loca to Early Bird Coffee.”
In this argument a consulting firm recommends the transfer of investments from Cola Loca to Early Bird Coffee
because, during the next 20 years, coffee demand will increase while cola demand will decrease. This prediction is
based on the expectation that the number of older adults will significantly increase over the next 20 years,
together with statistics, reportedly stable for the past 40 years, indicating that coffee consumption increases with
age while cola consumption declines with increasing age. For three reasons, this financial advice may not be sound.
First, the argument assumes that relative supply conditions will remain unchanged over the next twenty years.
However, the supply and cost of cola and coffee beans, as well as other costs of doing business as a producer of
coffee or cola, may fluctuate greatly over a long time period. These factors may affect comparative prices of
coffee and cola, which in turn may affect comparative demand and the value of investments in coffee and cola
companies. Without considering other factors that contribute to the value of a coffee or cola company, the firm
cannot justify its recommendation.
Secondly, the argument fails to account for the timing of the increase in coffee consumption. Perhaps the
population will age dramatically during the next five years, then remain relatively flat over the following 15 years.
Or perhaps most of the increase in average age will occur toward the end of the 20-year period. An investor has
more opportunity to profit over the short and long term in the first scenario than in the second, assuming the
investor can switch investments along the way. If the second scenario reflects the facts, the firm’s
recommendation would be ill- founded.
Finally, the firm unjustifiably relies on the studies that correlate coffee and cola consumption with age. The firm
does not provide evidence to confirm the reliability of the studies. Moreover, while the phrase “studies suggest”
may appear to lend credibility to these claims, the phrase is vague enough to actually render the claims worthless, in
the absence of any information about them.
In conclusion, the firm should not transfer investments from Cola Loca to Early Bird Coffee on the basis of this
argument. To better evaluate the recommendation, we would need more information about the study upon which it
relies. We would also need more detailed projections of population trends during the next 20 years.
32. The following appeared in the editorial section of a West Cambria newspaper.
“A recent review of the West Cambria volunteer ambulance service revealed a longer average
response time to accidents than was reported by a commercial ambulance squad located in East
Cambria. In order to provide better patient care for accident victims and to raise revenue for our
town by collecting service fees for ambulance use, we should disband our volunteer service and
hire a commercial ambulance service.”
In this argument the author concludes that West Cambria can increase revenues and provide better care to
accident victims by disbanding the volunteer ambulance service and hiring a commercial one. The author reasons
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that this change would yield additional revenues because service fees could be imposed for ambulance use. The
author also reasons that the city would provide better service to accident victims because a commercial service
would respond more quickly to accidents than a volunteer service would. The author’s argument is flawed in two
respects.
To begin with, the author’s plan for raising revenue for West Cambria is questionable. Unless the service fees are
considerable or the accident rate is extremely high, it is unlikely that significant revenues will be raised by charging
a fee for ambulance use. Consequently, revenue generation is not a good reason to disband the volunteer service and
hire a commercial service.
Next, the author’s belief that better patient care would be provided by a commercial ambulance service than by a
volunteer service is based on insufficient evidence. The fact that the commercial service in East Cambria has a
lower average response time than the volunteer service in West Cambria is insufficient evidence for the claim that
this will be the case for all commercial services. Moreover, the author’s recommendation depends upon the
assumption that response time to an accident is the only factor that influences patient care. Other pertinent
factors—such as ambulance-crew proficiency and training, and emergency equipment—are not considered.
In conclusion, this argument is unconvincing. To strengthen the argument the author would have to show that
substantial revenue for the town could be raised by charging service fees for ambulance use. Additionally, the
author would have to provide more evidence to support the claim that commercial ambulance services provide better
patient care than volunteer services.
34. The following appeared as part of a plan proposed by an executive of the Easy Credit Company
to the president.
“The Easy Credit Company would gain an advantage over competing credit card services if we
were to donate a portion of the proceeds from the use of our cards to a well-known
environmental organization in exchange for the use of its symbol or logo on our card. Since a
recent poll shows that a large percentage of the public is concerned about environmental issues,
this policy would attract new customers, increase use among existing customers, and enable us
to charge interest rates that are higher than the lowest ones available.”
In this argument the author concludes that the Easy Credit Company would gain several advantages over its
competitors by donating a portion of its profits to a well-known environmental organization in exchange for the use
of the organization’s logo on their credit card. The author reaches this conclusion on the basis of a recent poll that
shows widespread public concern about environmental issues. Among the advantages of this policy, the author
foresees an increase in credit card use by existing customers, the ability to charge higher interest rates, and the
ability to attract new customers. While the author’s argument has some merit, it suffers from two critical
problems.
To begin with, the author assumes that the environmental organization whose logo is sought is concerned with the
same environmental issues about which the poll shows widespread concern. However, the author provides no
evidence that this is the case. It is possible that very few credit-card users are concerned about the issues that
are the organization’s areas of concern; if so, then it is unlikely that the organization’s logo would attract much
business for the Easy Credit Company.
Next, the author assumes that the public’s concern about environmental issues will result in its taking steps to do
something about the problem—in this case, to use the Easy Credit Company credit card. This assumption is
unsupported and runs contrary to experience. Also, it is more reasonable to assume that people who are concerned
about a particular cause will choose a more direct means of expressing their concern.
In conclusion, the author’s argument is unconvincing as it stands. To strengthen the argument, the author must show
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a positive link between the environmental issues about which the public has expressed concern and the issues with
which this particular environmental organization is concerned. In addition, the author must provide evidence to
support the assumption that concern about a problem will cause people to do something about the problem.
38. The following appeared in the editorial section of a campus newspaper.
“Because occupancy rates for campus housing fell during the last academic year, so did
housing revenues. To solve the problem, campus housing officials should reduce the number of
available housing units, thereby increasing the occupancy rates. Also, to keep students from
choosing to live off-campus, housing officials should lower the rents, thereby increasing
demand.”
The author of this article argues that, to reverse declining revenues from campus housing rentals, campus housing
officials should decrease the number of available housing units and reduce rent prices on the units. The author’s line
of reasoning is that fewer available units will limit supply while lower rents will increase demand, thereby improving
overall occupancy rates, and that the resulting increase in occupancy rates will, in turn, boost revenues for the
campus. This reasoning is unconvincing for several reasons.
To begin with, the author assumes that boosting occupancy rates will improve revenues. All other factors remaining
unchanged, this would be the case. However, the author proposes reducing both the supply of units and their rental
prices. Both of these actions would tend to reduce revenues. The author provides no evidence that the
revenue-enhancing effect of a higher occupancy rate will exceed the revenue-decreasing effect of reduced supply
and price. Without such evidence, the argument is unconvincing.
Secondly, the author assumes that lowering rents will lead to higher revenues by increasing demand. However, it is
possible that demand would decrease, depending on the extent of the rent reduction as well as other factors—such
as overall enrollment and the supply and relative cost of off-campus housing. Moreover, even if demand increases by
lowering rents, revenues will not necessarily increase as a result. Other factors, such as maintenance and other
costs of providing campus housing units and the reduced supply of rental units might contribute to a net decrease in
revenue.
Thirdly, in asserting that lowering rental rates will increase demand, the author assumes that current rental rates
are causing low demand. However, low demand for student housing could be a function of other factors. For instance,
the student housing units may be old and poorly maintained. Perhaps students find the campus housing rules
oppressive, and therefore prefer to live off-campus; or perhaps enrollments are down generally, affecting campus
housing occupancy.
In conclusion, the author of this editorial has not argued effectively for a decrease in the number of available
campus housing units and a reduction in rental rates for those units. To strengthen the argument, the author must
show that a rent reduction will actually increase demand, and that the revenue- enhancing effect of greater demand
will outweigh the revenue-reducing effect of a smaller supply and of lower rental rates.
39. The following appeared in an Avia Airlines departmental memorandum.
“On average, 9 out of every 1,000 passengers who traveled on Avia Airlines last year filed a
complaint about our baggage-handling procedures. This means that although some 1 percent of
our passengers were unhappy with those procedures, the overwhelming majority were quite
satisfied with them; thus it would appear that a review of the procedures is not important to our
goal of maintaining or increasing the number of Avia’s passengers.”
The conclusion in this Avia Airlines memorandum is that a review of the airline’s baggage-handling procedures will
not further its goal of maintaining or increasing the number of Avia passengers. The author’s line of reasoning is
that the great majority of Avia passengers are happy with baggage handling at the airline because only one percent
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of passengers who traveled on Avia last year filed a complaint about Avia’s procedures. This argument is problematic
in two important respects.
First, the argument turns on the assumption that the 99 percent of Avia passengers who did not complain were
happy with the airline’s baggage-handling procedures. However, the author provides no evidence to support this
assumption. The fact that, on the average, 9 out of 1000 passengers took the time and effort to formally complain
indicates nothing about the experiences or attitudes of the remaining 991. It is possible that many passengers were
displeased but too busy to formally complain, while others had no opinion at all. Lacking more complete information
about passengers’ attitudes, we cannot assume that the great majority of passengers who did not complain were
happy.
Secondly, in the absence of information about the number of passengers per flight and about the complaint records
of competing airlines, the statistics presented in the memorandum might distort the seriousness of the problem.
Given that most modern aircraft carry as many as 300 to 500 passengers, it is possible that Avia received as many
as 4 or 5 complaints per flight. The author unfairly trivializes this record. Moreover, the author fails to compare
Avia’s record with those of its competitors. It is possible that a particular competitor received virtually no
baggage- handling complaints last year. If so, Avia’s one percent complaint rate might be significant enough to
motivate customers to switch to another airline.
In conclusion, the author has failed to demonstrate that a review of the baggage- handling procedures at Avia
Airlines is not needed to maintain or increase the number of Avia’s passengers. To strengthen the argument, the
author must at the very least provide affirmative evidence that most Avia passengers last year were indeed happy
with baggage- handling procedures. To better evaluate the argument, we would need more information about the
numbers of Avia passengers per flight last year and about the baggage-handling records of Avia’s competitors.
40. The following appeared as part of an article in a weekly newsmagazine.
“The country of Sacchar can best solve its current trade deficit problem by lowering the price
of sugar, its primary export. Such an action would make Sacchar better able to compete for
markets with other sugar-exporting countries. The sale of Sacchar’s sugar abroad would
increase, and this increase would substantially reduce Sacchar’s trade deficit.”
The author of this article argues that the country of Sacchar can best solve its current trade deficit problem by
lowering the price of its main export, sugar. The line of reasoning is that this action would make Sacchar more
competitive with other sugar-exporting countries, thereby increasing sales of Sacchar’s sugar abroad and, in turn,
substantially reducing the trade-deficit. This line of reasoning is unconvincing for a couple of reasons.
In the first place, this argument is based on an oversimplified analysis of the trade deficit problem Sacchar
currently faces. A trade- deficit occurs when a country spends more on imports than it earns from exports. The
author’s argument relies on the assumption that earnings from imports will remain constant. However, the author
provides no evidence that substantiates this assumption. It is possible that revenues from imports will increase
dramatically in the near future; if so, the course of action proposed by the author might be unnecessary to solve
Sacchar’s trade deficit problem. Conversely, it is possible that revenues from imports are likely to decrease
dramatically in the near future. To the extent that this is the case, lowering sugar prices may have a negligible
countervailing effect, depending on the demand for Sacchar’s sugar.
In the second place, increasing sales by lowering the price of sugar will not yield an increase in income unless the
increase in sales is sufficient to overcome the loss in income due to the lower price. This raises three questions the
author fails to address. First, will a price decrease in fact stimulate demand? Second, is demand sufficient to meet
the increase in supply? Third, can Sacchar increase the sugar production sufficiently to overcome the deficit? In
the absence of answers to these questions, we cannot assess the author’s proposal.
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In conclusion, the author provides an incomplete analysis of the problem and, as a result, provides a questionable
solution. To better evaluate the proposal, we would need to know how revenues from imports are likely to change in
the future. To strengthen the argument, the author must provide evidence that demand is sufficient to meet the
proposed increase in supply, and that Sacchar has sufficient resources to accommodate the increase.
43. The following appeared in an article in the health section of a newspaper.
“There is a common misconception that university hospitals are better than community or
private hospitals. This notion is unfounded, however: the university hospitals in our region
employ 15 percent fewer doctors, have a 20 percent lower success rate in treating patients,
make far less overall profit, and pay their medical staff considerably less than do private
hospitals. Furthermore, many doctors at university hospitals typically divide their time among
teaching, conducting research, and treating patients. From this it seems clear that the quality of
care at university hospitals is lower than that at other kinds of hospitals.”
In this argument the author concludes that university hospitals provide no better care than private or community
hospitals. The author bases this conclusion on the following claims about university hospitals: the ones in this region
employ 15 percent fewer doctors; they have a 20 percent lower success rate in treating patients; they pay their
staffs less money; they make less profit than community hospitals; and they utilize doctors who divide their time
between teaching, research and treating patients. This argument is unconvincing for several reasons.
The most egregious reasoning error in the argument is the author’s use of evidence pertaining to university
hospitals in this region as the basis for a generalization about all university hospitals. The underlying assumption
operative in this inference is that university hospitals in this region are representative of all university hospitals.
No evidence is offered to support this gratuitous assumption.
Secondly, the only relevant reason offered in support of the claim that the quality of care is lower in university
hospitals than it is at other hospitals is the fact that university hospitals have a lower success rate in treating
patients. But this reason is not sufficient to reach the conclusion in question unless it can be shown that the
patients treated in both types of hospitals suffered from similar types of maladies. For example, if university
hospitals routinely treat patients suffering from rare diseases whereas other hospitals treat only those who suffer
from known diseases and illnesses, the difference in success rates would not be indicative of the quality of care
received.
Finally, the author assumes that the number of doctors a hospital employs, its success rate in treating patients, the
amount it pays its staff, and the profits it earns are all reliable indicators of the quality of care it delivers. No
evidence is offered to support this assumption nor is it obvious that any of these factors is linked to the quality of
care delivered to patients. Moreover, the fact that doctors in university hospitals divide their time among many
tasks fails to demonstrate that they do a poorer job of treating patients than doctors at other kinds of hospitals.
In fact, it is highly likely that they do a better job because they are more knowledgeable than other doctors due to
their teaching and research.
In conclusion, the author’s argument is unconvincing. To strengthen the argument the author would have to
demonstrate that university hospitals in this region are representative of all university hospitals, as well as
establishing a causal link between the various factors cited and the quality of care delivered to patients.
44. The following is part of a business plan created by the management of the Megamart grocery
store.
“Our total sales have increased this year by 20 percent since we added a pharmacy section to
our grocery store. Clearly, the customer’s main concern is the convenience afforded by
one-stop shopping. The surest way to increase our profits over the next couple of years,
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therefore, is to add a clothing department along with an automotive supplies and repair shop.
We should also plan to continue adding new departments and services, such as a restaurant and
a garden shop, in subsequent years. Being the only store in the area that offers such a range of
services will give us a competitive advantage over other local stores.”
The management of the Megamart grocery store concludes that adding new departments and services is the surest
way to increase profits over the next couple of years. They are led to this conclusion because of a 20 percent
increase in total sates, realized after the addition of a pharmacy section to the grocery store. On the basis of this
experience, they concluded that the convenience of one-stop shopping was the main concern of their customers.
The management’s argument is faulty in several respects.
In the first place, the management assumes that the increase in total sales was due to the addition of the pharmacy
section. However, the only evidence offered to support this conclusion is the fact that the addition of the pharmacy
preceded the increase in sales. But the mere fact that the pharmacy section was added before the increase
occurred is insufficient grounds to conclude that it was responsible for the increase. Many other factors could
bring about this same result. Lacking a detailed analysis of the source of the sales increase, it would be sheer folly
to attribute the increase to the addition of the pharmacy section.
In the second place, even if it were the case that the increase in total sales was due to the addition of the pharmacy
section, this fact alone is insufficient to support the claim that adding additional departments will increase sales
even further. It is quite possible that the addition of the pharmacy section increased sales simply because there
was no other pharmacy in the vicinity. The additional proposed departments and services, on the other hand, might
be well represented in the area and their addition might have no impact whatsoever on the profits of the store. In
other words, there may be relevant differences between the pharmacy section and the additional proposed sections
that preclude them from having a similar effect on the sales of the store.
In conclusion, the management’s argument is not well-reasoned. To strengthen the conclusion, the management must
provide additional evidence linking the addition of the pharmacy section to the increase in total sales. It must also
show that there are no exceptional reasons for the sales increase due to the pharmacy section that would not apply
to the other proposed additions.
46. The following appeared in a memorandum from the directors of a security and safety consulting
service.
“Our research indicates that over the past six years no incidents of employee theft have been
reported within ten of the companies that have been our clients. In analyzing the security
practices of these ten companies, we have further learned that each of them requires its
employees to wear photo identification badges while at work. In the future, therefore, we
should recommend the use of such identification badges to all of our clients.”
In this argument the directors of a security- and safety-consulting service conclude that the use of photo
identification badges should be recommended to all of their clients as a means to prevent employee theft. Their
conclusion is based on a study revealing that ten of their previous clients who use photo identification badges have
had no incidents of employee theft over the past six-year period. The directors’ recommendation is problematic in
several respects.
In the first place, the directors’ argument is based on the assumption that the reason for the lack of employee
theft in the ten companies was the fact that their employees wear photo identification badges. However, the
evidence revealed in their research establishes only a positive correlation between the lack of theft and the
requirement to wear badges; it does not establish a causal connection between them. Other factors, such as the use
of surveillance cameras or spot checks of employees’ briefcases and purses could be responsible for lack of
employee theft within the ten companies analyzed.
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In the second place, the directors assume that employee theft is a problem that is common among their clients and
about which their clients are equally concerned. However, for some of their clients this might not be a problem at all.
For example, companies that sell services are much less likely to be concerned about employee theft than those who
sell products. Moreover, those that sell small products would be more concerned about theft than those that sell
large products. Consequently, even if wearing badges reduces employee theft, it might not be necessary for all of
the firm’s clients to follow this practice.
In conclusion, the director’s recommendation is not well supported. To strengthen the conclusion they must
establish a causal relation between the wearing of identification badges and the absence of employee theft. They
also must establish that the firm’s clients are sufficiently similar to all profit from this practice.
47. The following appeared as part of an article in the business section of a local newspaper.
“The owners of the Cumquat Cafe evidently made a good business decision in moving to a new
location, as can be seen from the fact that the Cafe will soon celebrate its second anniversary
there. Moreover, it appears that businesses are not likely to succeed at the old location: since
the Cafe’s move, three different businesses—a tanning salon, an antique emporium, and a
pet–grooming shop—have occupied its former spot.”
In this argument the author concludes that Cumquat Cafe was correct in its decision to move to a new location. In
support of this assessment the author points out that while the Cafe has been in business for two years at its new
location, three businesses have failed at its previous location. The author’s line of reasoning is that the cause of the
failure of the three businesses is the fact that they all occupied the same location. This argument is problematic in
two important respects.
In the first place, no evidence has been offered to support the assumption that the reason the three businesses
failed was their location. While location is an important contributing factor to a business’ success or failure, it is not
the only such factor. Many other reasons—poor business practices, lack of advertising, or poor customer
service—could just as likely account for their lack of success. Lacking a detailed analysis of the reasons these
businesses failed, it would be foolish to attribute their failure to their location.
In the second place, while location may have been a factor which contributed to the failure of these businesses, the
reason may not have been the location itself but rather the suitability of the business to the location. For example,
a pet-grooming shop or a tanning salon located in a downtown metropolitan business district is unlikely to succeed
simply because this type of business is obviously unsuitable to the location. On the other hand, a bank in the same
location might be extremely successful simply because of its suitability to the location.
In conclusion, the author’s argument is unconvincing. To strengthen the conclusion, the author would have to
evaluate other possible causes of the failure of the three businesses, then in each case eliminate all possible causes
except location.
52. The following editorial appeared in the Elm City paper.
“The construction last year of a shopping mall in downtown Oak City was a mistake. Since the
mall has opened, a number of local businesses have closed, and the downtown area suffers from
an acute parking shortage, and arrests for crime and vagrancy have increased in the nearby Oak
City Park. Elm City should pay attention to the example of the Oak City mall and deny the
application to build a shopping mall in Elm City.”(
新题
)
Discuss how well reasoned... etc.
“The construction of last year of a shopping mall in downtown Oak City has done little for the
residents of the community. Since the mall has opened, a number of local businesses have
closed, and the downtown area suffers from an acute parking shortage. In addition, because the
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mall’s owner lives in nearby Elm City, the profits derived from sales at the mall are not being
returned to the community. These problems, coupled with the increase in trash and litter in
nearby Oak City park, demonstrate that Oak City did not use good judgment in allowing the
construction of the mall in the first place.”(老题)
(此文根据老题写作)In this editorial the author rebukes Oak City for allowing the construction of a new downtown
shopping mall. Citing a number of problems that have occurred since the building of the mail, the author concludes
that the residents of Oak City have not benefited from the mail and that Oak City exercised poor judgment in
allowing the mail to be built. Among the problems cited by the author are the closure of local businesses, lack of
parking in the downtown area, and increased trash and litter in a city park near the mall. Moreover, the author
argues that profits derived from sales are not benefiting Oak City because the owner of the mall lives in another
city. The author’s argument is problematic in several respects.
In the first place, the author assumes that addition of the new mall is the cause of the various problems cited. The
only evidence offered to support this claim is that the construction of the mall occurred before these problems
manifested themselves. However, this evidence is insufficient to establish the claim in question. A chronological
relationship is only one of the indicators of a causal relationship between two events.
In the second place, the author has focused only on negative effects the mall has had on the city. A more detailed
analysis of the situation might reveal that the positive benefits for the city far outweigh the problems on which the
author focuses. For example, new jobs might have been created for the residents of Oak City, and tax revenues
might have been increased for the city. Lacking a more comprehensive analysis of the impact of the mail on Oak City,
it is presumptuous on the part of the author to conclude that Oak City’s decision to allow the mall to be built was
incorrect.
In conclusion, the author’s argument is unconvincing. To strengthen the argument the author would have to
demonstrate that the construction of the mall caused the various problems mentioned. The author would also have
to show that the negative effects of the project outweighed the positive effects.
55. The following appeared in an Excelsior Company memorandum.
“The Excelsior Company plans to introduce its own brand of coffee. Since coffee is an
expensive food item, and since there are already many established brands of coffee, the best
way to gain customers for the Excelsior brand is to do what Superior, the leading coffee
company, did when it introduced the newest brand in its line of coffees: conduct a temporary
sales promotion that offers free samples, price reductions, and discount coupons for the new
brand.”
This company memorandum recommends that Excelsior conduct a temporary sales promotion for its new brand of
coffee that includes offering free samples, price reductions, and discount coupons. This recommendation is based
on the fact that Superior, the leading coffee company, used just such a promotion to introduce the newest brand in
its line of coffees. This argument is unconvincing because it relies on three questionable assumptions.
First of all, the argument rests on the assumption that a promotional strategy that works for one company will work
for another. However, Excelsior and Superior may not be sufficiently similar to warrant this assumption.
Promotional techniques that work for a leader with established name recognition for its brand of coffees may be
ineffective for a company with no similar name recognition new to the brand coffee market. Accordingly, Excelsior
might be better advised to employ some other strategy, such as a media advertising plan, to first attain broad name
recognition.
The argument also depends on the assumption that Excelsior can afford a promotional plan similar to Superior’s.
However, free samples, price reductions, and discounts all reduce profits and may actually result in temporary
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losses. While a leading company with other profitable products in the same line can absorb a temporary loss, for a
fledgling competitor this strategy might be very risky and may even result in business failure.
Finally, the argument relies on the assumption that Superior’s promotional campaign for its newest coffee was
successful. However, the memo provides no evidence that this was the case. It is possible that the promotion was
entirely ineffective, and that Superior remains the leader in its field despite this small failure. If so, Excelsior may
be ill-advised to follow Superior’s promotional strategy.
In conclusion, the two companies are too dissimilar to justify the recommendation that Excelsior model its
promotional strategy on Superior’s. To strengthen the argument, the author of the memo must establish that
Excelsior has sufficient operating capital to launch the recommended sales campaign, and that this strategy would
be more effective than another strategy, such as using extensive media advertising.
61. The following appeared as part of a recommendation by one of the directors of the Beta
Company.
“The Alpha Company has just reduced its workforce by laying off fifteen percent of its
employees in all divisions and at all levels, and it is encouraging early retirement for other
employees. As you know, the Beta Company manufactures some products similar to Alpha’s,
but our profits have fallen over the last few years. To improve Beta’s competitive position, we
should try to hire a significant number of Alpha’s former workers, since these experienced
workers can provide valuable information about Alpha’s successful methods, will require little
training, and will be particularly motivated to compete against Alpha.”
A director of Beta Company suggests that Beta can improve its competitive position by hiring a significant number
of former Alpha Company employees who have recently retired or been laid off. The director’s reasoning is that
because Alpha manufactures some products similar to Beta’s, former Alpha employees would be experienced and
need little training, could provide valuable information about Alpha’s successful methods, and would be particularly
motivated to compete against Alpha. The director’s argument is problematic in several respects.
First of all, the argument presupposes that Alpha’s methods are successful. This is not necessarily the case. To the
contrary, the fact that Alpha has laid off 15 percent of its employees in every division and at every level suggests
that Alpha’s methods may have been unsuccessful and that downsizing was necessary for the company to minimize
financial losses.
Secondly, the director assumes that the former Alpha employees hired by Beta will be well-trained and valuable.
During a typical lay-off, however, the best and most experienced employees are typically the last to be laid off. By
following the director’s advice, Beta would probably be hiring Alpha’s least efficient and least experienced
employees—that is, those who would be least valuable to Beta.
Thirdly, the author assumes that Alpha and Beta are sufficiently similar so that former Alpha employees could
provide special value for Beta. However, we are informed only that Beta manufactures “some products similar to
Alpha’s.” It is possible that former Alpha employees have experience with only a small segment of Beta’s product
line, and thus have little inside information of any value to Beta.
Finally, the claim that former Alpha employees would be motivated to compete against Alpha is partially
unwarranted. While many of those who were laid off may be so motivated, those who retired early from Alpha
probably departed on good terms with Alpha, and would in any event be unmotivated to reenter the work force.
In conclusion, the argument fails to provide key facts needed to assess it. To better evaluate the director’s
suggestion, we would need more information about why Alpha reduced its work force, what type of workers left
Alpha and under what circumstances, and how similar Alpha’s range of products is to Beta’s.
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62. The following appeared in the letters-to- the-editor section of a local newspaper.
“Muscle Monthly, a fitness magazine that regularly features pictures of bodybuilders using
state-of-the-art exercise machines, frequently sells out, according to the owner of Skyview
Newsstand. To help maximize fitness levels in our town’s residents, we should, therefore, equip
our new community fitness center with such machines.”
In this argument the author concludes that the new community fitness center should be equipped with the
state-of-the-art exercise machines featured in
Muscle Monthly
magazine. In support of this recommendation two
reasons are offered: (1)
Muscle Monthly
contains pictures of bodybuilders using such machines, and (2)
Muscle
Monthly
is a popular magazine, as evidenced by the fact that it frequently sells out at the local newsstand. This
argument is questionable on two counts.
First, a major implication of the argument is that the bodybuilders pictured using the machines in
Muscle Monthly

magazine reached their state of fitness as a result of using these machines. The only evidence offered to support
this contention, however, is the pictures in the magazine. It is possible that the bodybuilders pictured use different
equipment for their workouts and are merely posing with the machines for advertising purposes.
Second, the author assumes that machines that are suitable for bodybuilding will also be suitable to help maximize
the fitness levels of the town’s residents. This assumption is highly questionable. Machines designed to increase
muscle development are significantly different from those designed to increase cardiovascular fitness.
Consequently, it is unlikely that the machines pictured in the magazine will be of much use to help maximize the
fitness levels of the town’s residents.
In conclusion, this argument is unconvincing. To strengthen the argument the author would have to show that the
bodybuilders pictured using the exercise machines actually used the machines to reach their level of muscle
development. Additionally, the author would have to show that the machines were suitable for increasing the fitness
levels of the persons using them.
64. The following appeared in a memorandum from the Director of Human Resources to the
executive officers of Company X.
“Last year, we surveyed our employees on improvements needed at Company X by having them
rank, in order of importance, the issues presented in a list of possible improvements. Improved
communications between employees and management was consistently ranked as the issue of
highest importance by the employees who responded to the survey. As you know, we have since
instituted regular communications sessions conducted by high-level management, which the
employees can attend on a voluntary basis. Therefore, it is likely that most employees at
Company X now feel that the improvement most needed at the company has been made.”
(
下文思路单一，两段都是谈调查方法的问题，还可以谈后半部分，“采取了 措施就一定
能达到目的吗？”
)
The Director of Human Resources concludes that most employees at Company X feel that the improvement most
needed at the company has been satisfactorily addressed. Two reasons are offered in support of this conclusion.
First, a survey of employees showed that the issue respondents were most concerned about was
employee-management communication. Second, the company has since instituted regular voluntary sessions for
employees and management designed to improve communication. The director’s argument is questionable for two
reasons.
To begin with, the validity of the survey is doubtful. Lacking information about the number of employees surveyed
and the number of respondents, it is impossible to assess the validity of the results. For example, if 200 employees
were surveyed but only two responded, the conclusion that most of the employees ranked employee-management
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communication as the most pressing issue would be highly suspect. Because the argument offers no evidence that
would rule out interpretations such as this, the survey results are insufficient to support the author’s conclusion.
Furthermore, even if the survey accurately ranks certain issues according to level of employee concern, the
highest-ranked issue in the survey might not be the issue about which employees are most concerned. Why? The
improvement most needed from the point of view of the employees might not have appeared as one of the choices on
the survey. For example, if the list of improvements presented on the survey was created by management rather
than by the employees, then the issues of greatest concern to the employees might not be included on the list.
Lacking information about how the survey was prepared, it is impossible to assess its reliability. Consequently, any
conclusion based on it is highly questionable.
In conclusion, the director’s conclusion is not well- founded. To strengthen the argument, additional information
regarding the way in which the employee survey was prepared and conducted is required.
68. The following appeared in a memorandum to the planning department of an investment firm.
“Costs have begun dropping for several types of equipment currently used to convert solar
energy into electricity. Moreover, some exciting new technologies for converting solar energy
are now being researched and developed. Hence we can expect that solar energy will soon
become more cost efficient and attractive than coal or oil as a source of electrical power. We
should, therefore, encourage investment in Solario, a new manufacturer of solar-powered
products. After all, Solario’s chief executive was once on the financial planning team for
Ready-to-Ware, a software engineering firm that has shown remarkable growth since its recent
incorporation.”
In this argument the planning department of investment firm reaches the conclusion that the firm should encourage
investment in Solario—a new manufacturer of solar-powered products. The basis for this recommendation is the
expectation that solar energy will soon become more cost efficient and attractive than other forms of energy. This
expectation is based on recent declines in the cost of equipment used to convert solar energy into electricity and on
new technologies that are being developed for this purpose. An additional reason give in support of this
recommendation is that Solario’s chief executive was a member of the financial planning team for a company that
has shown remarkable growth since its recent incorporation. While this argument has some merit, there are a few
assumptions that deserve attention.
In the first place, the author assumes that the previous business experience of Solario’s chief executive will be an
asset in the development of the new company. While this may be the case, the fact that the two companies deal in
vastly different products is cause for some concern. The executive’s expertise in the software-engineering
business will not necessarily be applicable to the solar-powered products business.
In the second place, the author assumes that the major impediment to the use of solar-powered products is the
cost of solar energy and that, given a choice, consumers would prefer products powered by solar energy over those
powered by energy derived from coal or oil. On the face of it, this assumption seems acceptable; but it may be that
there are other factors besides cost that make solar energy less desirable than other forms of energy.
In conclusion, this argument is convincing. To strengthen the argument additional evidence indicating consumer
preference for solar-powered products over products powered by conventional forms of energy would be desirable.
72. The following appeared as part of a recommendation from the business manager of a
department store.
“Local clothing stores reported that their profits decreased, on average, for the three-month
period between August 1 and October 31. Stores that sell products for the home reported that,
on average, their profits increased during this same period. Clearly, consumers are choosing to
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buy products for their homes instead of clothing. To take advantage of this trend, we should
reduce the size of our clothing departments and enlarge our home furnishings and household
products departments.”
Based upon sales reports over a three-month period that indicate an increase in profits for stores that sell
products for the home and a decrease in profits for clothing stores, the business manager of a department store
concludes that consumers are choosing to purchase home furnishings rather than clothing. On the basis of this
conclusion, the manager recommends a reduction in the size of the clothing department and an increase in the size
of the home-furnishings department. This recommendation is problematic in two critical respects.
In the first place, the author’s conclusion that consumers are choosing to buy products for their homes instead of
clothing is based upon too small a sample. Data gathered from a three-month period is insufficient to establish the
conclusion drawn from it. It is quite possible that the three-month period chosen is idiosyncratic and not
representative of entire year’s sales. If so, reducing the size of the clothing departments and enlarging the
home-furnishings departments may be a costly mistake.
In the second place, the data collected during the three month period may be biased. The fact that the data
reflects sales in local stores is cause for concern. It is possible that the sales trend in a particular location is not
representative of sales in other regions. For example, sales of clothing in Florida during the winter months are likely
to be quite different from sales of clothing in Alaska during the same period.
In conclusion, this argument is not persuasive as it stands. A more convincing argument must provide additional sales
data, collected at different periods of the year and at different locations, that substantiates the trend in question.
83. The following appeared in the editorial section of a newspaper in the country of West Cambria.
“The practice of officially changing speed limits on the highways—whether by increasing or
decreasing them—is a dangerous one. Consider what happened over the past decade whenever
neighboring East Cambria changed its speed limits: an average of 3 percent more automobile
accidents occurred during the week following the change than had occurred during the week
preceding it—even when the speed limit was lowered. This statistic shows that the change in
speed limit adversely affected the alertness of drivers.”
This editorial asserts that West Cambria should not change its highway speed limits because such changes
adversely affect driver alertness and are therefore dangerous. To support this claim, the editorial cites statistics
indicating that whenever East Cambria changed its speed limits, an average of 3 percent more automobile accidents
occurred during the week after the change than during the week preceding it, even when the speed limit was
lowered. As it stands, this argument suffers from three critical flaws.
First, it is unlikely that the brief one-week periods under comparison are representative of longer time periods. A
difference of only 3 percent during one particular week can easily be accounted for by other factors, such as heavy
holiday traffic or bad weather, or by problems with reporting or sampling. Had the editorial indicated that several
speed-limit changes in East Cambria contributed to the statistic, the argument would be more convincing; but for all
we know, the statistic is based on only one such change. In any event, a one-week period is too brief to be
representative because it is likely that accidents will occur more frequently immediately following the change, while
people adjust to the new limit, than over the longer term when drivers have become accustomed to the change.
Secondly, the editorial fails to acknowledge possible differences in the types of accidents occurring before and
after the change. It is possible that the accidents during the week before the change all involved fatalities, while
those during the week after the change were minor fender-benders. If so, even though 3 percent more accidents
occurred after the change, the author’s argument that changing the speed limit increases danger for drivers would
be seriously weakened.
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Thirdly, the editorial fails to take into account possible differences between East and West Cambria that are
relevant to how drivers react to speed-limit changes. Factors such as the condition of roads, average age and typical
driving habits of residents, and weather patterns, would probably affect how well or how quickly drivers adapt to
speed-limit changes. Thus, changing speed limits in East Cambria might be more dangerous than changing them in
West Cambria.
In conclusion, the statistical evidence cited to support the argument is insignificant and probably unrepresentative.
To better evaluate the argument, we need to know how many speed-limit changes contributed to the statistic and
when the speed-limit changes were made. Finally, to strengthen the argument the author should show that East and
West Cambria would be similarly affected by speed-limit changes.
86. The following appeared as part of an article in the business section of a daily newspaper.
“Company A has a large share of the international market in video-game hardware and software.
Company B, the pioneer in these products, was once a $$12 billion-a-year giant but collapsed
when children became bored with its line of products. Thus Company A can also be expected to
fail, especially given the fact that its games are now in so many American homes that the
demand for them is nearly exhausted.”
In this argument the author reasons that the failure of Company B portends a similar fate for Company A. The
grounds for this prediction are similarities that exist between the two companies. The line of reasoning is that since
both companies produce video-game hardware and software and both enjoy a large share of the market for these
products, the failure of one is a reliable predictor of the failure of the other. This argument is unconvincing.
The major problem with the argument is that the stated similarities between Company A and B are insufficient to
support the conclusion that Company A will suffer a fate similar to Company B’s. In fact, the similarities stated are
irrelevant to that conclusion. Company B did not fail because of its market share or because of the general type of
product it produced; it failed because children became bored with its particular line of products. Consequently, the
mere fact that Company A holds a large share of the video-game hardware and software market does not support
the claim that Company A will also fail.
An additional problem with the argument is that there might be relevant differences between Company A and
Company B, which further undermine the conclusion. For example, Company A’s line of products may differ from
Company B’s in that children do not become bored with them. Another possible difference is that Company B’s share
of the market may have been entirely domestic whereas Company A has a large share of the international market.
In conclusion this is a weak argument. To strengthen the conclusion the author would have to show that there are
sufficient relevant similarities between Company A and Company B as well as no relevant differences between them.
105. The following appeared in an editorial from a newspaper serving the town of Saluda.
“The Saluda Consolidated High School offers over 200 different courses from which its
students can choose. A much smaller private school down the street offers a basic curriculum of
only 80 different courses, but it consistently sends a higher proportion of its graduating seniors
on to college than Consolidated does. By eliminating at least half of the courses offered there
and focusing on a basic curriculum, we could improve student performance at Consolidated and
also save many tax dollars.”
In this editorial the author recommends that Saluda’s Consolidated High School eliminate half of its 200 courses
and focus primarily on basic curriculum in order to improve student performance and save tax revenues. The
author’s recommendation is problematic for several reasons.
To begin with, the author assumes that the only relevant difference between Consolidated and the private school is
the number of courses offered by each. However, other relevant differences between the schools might account
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for the difference in the proportion of their graduates who go on to college. For example, the private school’s
students might be selected from a pool of gifted or exceptional students, or might have to meet rigorous admission
standards whereas Consolidated’s students might be drawn from the community at large with little or no
qualification for admission.
Next, the author assumes that the proportion of students who go on to college is an overall measure of student
performance. While this is a tempting assumption, its truth is by no means obvious. If student excellence is
narrowly defined in terms of the student’s ability to gain access to college, this assumption is somewhat reasonable.
However, given a broader conception of student excellence that takes into account student’s ability to learn and
apply their knowledge to new situations, its is not obvious that college admission is reliable indicator of performance.
For example, students in non-academic disciplines could conceivably perform at high levels within these disciplines
but nevertheless be unable to meet college admission standards.
Finally, the author assumes that savings in tax revenues will result from the reduced costs of funding the
paired-down curriculum. This is not necessarily true. For example, it could turn out that both programs serve the
same number of students and require the same number of classrooms and teacher.
In conclusion, the author has not made a convincing case for the recommendation to eliminate courses at
Consolidated and focus on a basic curriculum. To strengthen the conclusion the author would have to provide
evidence that Consolidated and the private school were sufficiently similar to warrant the analogy between them.
Moreover, the relationship between student performance and college admission and the mechanism whereby savings
in tax revenues would be accomplished would have to be clarified.
108. The following appeared as part of a business plan created by the management of the Take
Heart Fitness Center.
“After opening the new swimming pool early last summer, Take Heart saw a 12 percent
increase in the use of the center by members. Therefore, in order to increase the number of our
members and thus our revenues, which depend on membership fees, we should continue to add
new recreational facilities in subsequent years: for example, a multipurpose game room, a
tennis court, and a miniature golf course. Being the only center in the area offering this range of
activities would give us a competitive advantage in the health and recreation market.”
Because Take Heart Fitness Center experienced a 12 percent increase in member usage as a result of opening a new
swimming pool last summer, the author recommends the addition of new recreational facilities in subsequent years
as a means of increasing membership in Take Heart. The author’s recommendation is problematic for several
reasons.
First, and foremost, the author assumes that an increase in member usage portends an increase in membership. This
assumption may hold true in some cases. However, it is unlikely to hold true in the case at hand, because it is
reasonable to expect that members would visit the fitness center to inspect and try out the new swimming pool.
This would account for the increase in usage. However, since the author provides no evidence that this new rate of
usage was sustained, the abrupt increase in usage provides little evidence that the addition of facilities such as the
pool will attract new members.
Second, the author assumes that the addition of the swimming pool was responsible for the increase in member
usage. However, the only evidence for this claim is insufficient to establish the causal claim in question. While
temporal precedence is one of the conditions required to establish a causal relationship between two events, by
itself it is not a sufficient condition. Consequently, it is possible that the addition of the pool was unrelated to the
increase in usage in the manner required by the author’s argument.
Finally, the author has provided no evidence to support the contention that Take Heart will be the only center in the
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area to offer a wide range of activities to its members and thus have a competitive advantage in the fitness market.
In conclusion, the author’s belief that adding additional recreational facilities will increase Take Heart’s
membership is ill-founded. To strengthen the argument the author would have to provide evidence that member
usage is reliable indicator of new membership. Additionally, it would be necessary to show that the cause of the
increase in usage was the opening of the new pool.
110. The following appeared as part of a memorandum from the loan department of the Frostbite
National Bank.
“We should not approve the business loan application of the local group that wants to open a
franchise outlet for the Kool Kone chain of ice cream parlors. Frostbite is known for its cold
winters, and cold weather can mean slow ice cream sales. For example, even though Frostbite
is a town of 10,000 people, it has only one ice cream spot — the Frigid Cow. Despite the lack
of competition, the Frigid Cow’s net revenues fell by 10 percent last winter.”
In this memorandum the loan department of Frostbite National Bank recommends against approval of a business
loan to a local group that wants to open an ice cream parlor. In support of this decision the loan department points
out that Frostbite has a reputation for cold winters and sales of ice cream decrease in cold weather. This latter
point is buttressed by the fact that Frostbite’s only ice cream parlor suffered a 10 percent decline in net revenues
the previous winter. The loan department’s decision is questionable for the following reasons.
To begin with, since it is reasonable to expect a decline in ice cream sales during winter months, it is difficult to
assess the relevance of the fact that Frostbite has cold winters to the potential success of the Kool Kone franchise.
Common sense suggests that this fact would be significant only if it turned out that Frostbite’s winter season lasted
9 or 10 months as it does in arctic regions. In that case slow sales could be expected for most of the year and the
loan department’s opposition to the loan would be readily understandable. If, on the other hand, Frostbite’s winter
season lasts only a few months and the remainder of the year is warm or hot, it is difficult to comprehend the loan
department’s reasoning.
Next, the loan department assumes that the Frigid Cow’s decline in net revenue last winter was a result of slow
sales occasioned by cold weather. While this is a possible reason for the decline, it is not the only factor that could
account for it. For example, other factors such as poor business practices or lack of inventory could be responsible
for the Frigid Cow’s loss of revenue. The loan department’s failure to investigate or even consider these and other
possible explanations for the Frigid Cow’s decline in revenue renders their decision highly suspect.
In conclusion, the loan department’s decision is ill-founded. To better evaluate the decision, we would need to know
more about the length and severity of Frostbite’s winter season. Moreover, evidence would have to be provided to
support the assumption that the Frigid Cow’s loss of revenue last winter was a direct result of the cold weather.
112. The following appeared in a memo to the Saluda town council from the town’s business
manager.
“Research indicates that those who exercise regularly are hospitalized less than half as often as
those who don’t exercise. By providing a well-equipped gym for Saluda’s municipal employees,
we should be able to reduce the cost of our group health insurance coverage by approximately
50% and thereby achieve a balanced town budget.”
In this memo Saluda’s business manager recommends that the town provide a gym for its employees as a means of
balancing the town’s budget. The manager reasons that since studies show that people who exercise regularly are
hospitalized less than half as often than those who don’t exercise, Saluda could save approximately 50% on the cost
of its group health insurance coverage by providing its employees with a well-equipped gym. The savings on insurance
would balance the town’s budget. The manager’s argument is unconvincing because it rests on several unsupported
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and dubious assumptions.
First, the manager assumes that Saluda’s employees will exercise regularly if a well-equipped facility is provided for
them. This assumption is questionable since the mere fact that a gym is made available for employee use is no
guarantee that they will avail themselves of it at all, let alone on a regular basis.
Second, the manager assumes that Saluda’s employees do not exercise regularly. Once again, the manager offers no
support for this crucial assumption. Obviously, if all of Sauda’s employees already engage in daily exercise, the
hospitalization rate will be unaffected by equipping an exercise facility and no savings will be realized on the group
health insurance.
Third, the manager assumes that there is a direct relation between the hospitalization rate for employees and the
cost of their group health insurance such that a reduction in the hospitalization rate will result in a corresponding
reduction in the cost of insurance. While this may turn out to be true, the manager has failed to offer any evidence
for this claim.
Finally, the manager assumes that the cost of building a well-equipped exercise facility will not negate the savings
realized on the group health insurance. Until evidence has been provided to show that this is not the case, the
manager’s plan is unacceptable.
In conclusion, the business manager’s proposal to provide an exercise facility as a means of balancing Saluda’s
budget is not convincing. To strengthen the argument, evidence would have to be provided for each of the
assumptions listed in the previous analysis.
（少四篇）
新增黄金题目范文：
一．Analysis of Issue Questions
33. “People are likely to accept as a leader only someone who has demonstrated an ability to
perform the same tasks that he or she expects others to perform.”
People are more likely to accept the leadership of those who have shown they can perform the same tasks they
require of others. My reasons for this view involve the notions of respect and trust.
It is difficult for people to fully respect a leader who cannot, or will not, do what he or she asks of others. President
Clinton’s difficulty in his role as Commander- in-Chief serves as a fitting and very public example. When Clinton
assumed this leadership position, it was well known that he had evaded military service during the Vietnam conflict.
Military leaders and lower-level personnel alike made it clear that they did not respect his leadership as a result.
Contrast the Clinton case with that of a business leader such as John Chambers, CEO of Cisco Systems, who by way
of his training and experience as a computer engineer earned the respect of his employees.
It is likewise difficult to trust leaders who do not have experience in the areas under their leadership. The Clinton
example illustrates this point as well. Because President Clinton lacked military experience, people in the armed
forces found it difficult to trust that his policies would reflect any understanding of their interests or needs. And
when put to the test, he undermined their trust to an even greater extent with his naive and largely bungled
attempt to solve the problem of gays in the military. In stark contrast, President Dwight Eisenhower inspired nearly
devotional trust as well as respect because of his role as a military hero in World War II.
In conclusion, it will always be difficult for people to accept leaders who lack demonstrated ability in the areas
under their leadership. Initially, such leaders will be regarded as outsiders, and treated accordingly. Moreover,
some may never achieve the insider status that inspires respect and trust from those they hope to lead.
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92. “Government should establish regulations to reduce or eliminate any suspected health hazards in
the environment, even when the scientific studies of these health hazards are incomplete or
contradictory.”
The stated opinion is that government should regulate any suspected environmental health hazards, even if relevant
scientific evidence is conflicting or incomplete. While I agree that it’s often wiser to err on the side of caution, I
think the speaker’s blanket assertion goes too far. Government reaction to specific cases should be decided on the
basis of two considerations: (1) the degree of evidential uncertainty, and (2) the seriousness of the risk involved.
The greatest uncertainty arises from contradictory evidence. Consider an analogy taken from medical research,
where one study links caffeine to increased risk of heart disease, while another claims there is no correlation
between the two. Provided that both studies used sufficiently large and random samples, and the results were
statistically significant in each case, it is difficult to decide whether to give up coffee. If the effect in question
were a little sleep disturbance, then it might be reasonable to sustain moderate intake of caffeine. But with a risk
as serious as cancer, it would be reasonable to abstain, pending more conclusive evidence.
Lesser degrees of uncertainty stem from incomplete evidence. One highly publicized case involved early studies
suggesting that chloroflourocarbon emissions accelerate ozone depletion in our atmosphere. Some scientists were
unsure whether the models were correct; CFC- producing businesses took their case against regulation to Congress
and the public, arguing that the scientific evidence was inconclusive. But of course, waiting for conclusive evidence
could mean the eventual destruction of life on our planet. The U.S. government wisely decided first to limit, and
then prohibit most CFC production. The risks of being wrong in this case are enormous; today most of the
international community is working toward the virtual elimination of chloroflourocarbons.
In sum, I believe it is unreasonable to give blanket prescriptions concerning government reaction to health hazards
in the environment. Where uncertainty is greatest, and risks are relatively small, it would be wise to wait for more
scientific evidence. But when the risks are great, government should regulate against environmental health hazards,
even in the face of uncertainty.
100. “If a nation is to ensure its own economic success, it must maintain a highly competitive
educational system in which students compete among themselves and against students from
other countries.”
I don’t think it is a good idea to design an educational system that focuses mainly on competition. For although a
little competition might produce desired results, in the long run too much competition will be destructive. Instead, I
believe that our national economic success will be better promoted by an educational system that encourages
cooperative learning among students, and with students from other countries.
Granted, competitiveness is an important aspect of human nature. And, properly directed, it can motivate us to
reach higher and produce more, not to mention meet deadlines. But being competitive fixes our focus externally, on
marking and beating the progress of others with whom we compete. Such external motivation can direct our
attention away from creative solutions to our problems, and away from important human values like cooperation and
fair play. Indeed, a highly competitive environment can foster cheating and ruthless back-stabbing within an
organization, and ill-will and mistrust among nations. In the extreme case, competition between nations becomes
war.
On the other hand, an environment of cooperation encourages us to discover our common goals and the best ways to
achieve them. At the national and international levels, our main interests are in economic wellbeing and peace. In
fact, economic success means little without the security of peace. Thus, global peace becomes a powerful incentive
for developing educational models of cooperative learning, and implementing exchange programs and shared
research projects among universities from different countries.
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Moreover, research suggests that cooperative settings foster greater creativity and productivity than competitive
ones. This has been shown to be the case both in institutions of higher learning and in business organizations. If
true, it seems reasonable to argue that national economic success would be similarly tied to cooperative rather than
competitive effort.
In conclusion, competition can provide an effective stimulus to achievement and reward. Even so, I believe it would
be unwise to make competition the centerpiece of our educational system. We stand to reap greater benefits,
including economic ones, by encouraging cooperative learning.
115. “Technology ultimately separates and alienates people more than it serves to bring them
together.”
I believe there is some truth to the speaker’s claim that technology separates and alienates people. However, there
is certainly at least as much evidence that technology serves best to bring people together.
The most obvious way that technology separates and alienates people from one another is symbolized by the
computer nerd sitting glazed-eyed before his computer screen in a basement, attic, bedroom, or office cubicle.
While this scene is a caricature, of course, it’s true that practically everybody who uses email or surfs the Internet
does so alone, with only his or her computer for company. And, to the extent that computer use increases the
amount of time we collectively spend in solitary activities, it increases the amount of time we spend separated from
our fellow humans.
On the other hand, technology has been a wonderful aid in bringing people together, or, in many cases, back
together. Speaking for myself, I can say that I have become connected with quite a number of people via email with
whom I might never have spoken otherwise. These include old friends with whom I had fallen out of the habit of
writing regular letters but with whom I now correspond regularly because of the ease with which email can be sent
and delivered.
A second way in which the new technology has brought people together is by allowing individuals who have common
interests to make contact with one another. It is possible to find people who share one’s interest in nearly anything,
from aardvarks to zippers. Such contacts may be ephemeral, but they can be a great source of information and
amusement as well. I would hazard a guess that for each person who sits neurotically at home, eschewing personal
contacts with others in favor of an exclusive relationship with his computer, there are hundreds of others who have
parleyed their email capacity and their access to the Web into a continuous succession of new acquaintances.
In sum, it seems clear to me that technology has done more to bring people together than to isolate them.
二．Analysis of Argument Questions
92. The following is taken from an editorial in a local newspaper.
“Over the past decade, the price per pound of citrus fruit has increased substantially. Eleven
years ago, Megamart charged 5 cents apiece for lemons, but today it commonly charges over 30
cents apiece. In only one of these last eleven years was the weather unfavorable for growing
citrus crops. Evidently, then, citrus growers have been responsible for the excessive increase in
the price of citrus fruit, and strict pricing regulations are needed to prevent them from
continuing to inflate prices.”
In this editorial the author argues for the imposition of strict pricing regulations in order to prevent citrus growers
from continued inflation of prices of citrus fruit. The need for such regulation is supported by the author’s
contention that citrus growers have been unnecessarily raising prices of citrus fruit in the past. The evidence for
this allegation is the fact that the price of lemons at Megamart has increased from 15 cents per pound to over a
dollar a pound during the preceding 11-year period. The author maintains that this increase is unjustifiable because
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weather conditions have been favorable to citrus production in all but one of those years. This argument is flawed
for several reasons.
First and foremost, the author assumes that the only factor that influences the price of citrus fruit is the weather.
Other factors such as monetary inflation, increased distribution and labor costs, or alterations in supply and
demand conditions are completely ignored as possible sources for the increase. The charge that citrus growers have
unnecessarily raised prices can be sustained only if these and other possible factors can be completely ruled out as
contributing to the price increases. Since the author fails to address these factors, the recommendation calling for
strict pricing regulations can be dismissed out of hand as frivolous.
Second, the author assumes that the only way to combat increased prices is through government intervention. In a
free enterprise system many other means of affecting the pricing of goods are available. For example, boycotting a
product and thereby influencing supply and demand conditions of the commodity is an effective means of influencing
the price of the product. In a free market economy the call for price regulation by the government should occur
only when all other means to rectify the problem have been exhausted.
In conclusion, the author’s argument is unconvincing. To strengthen the argument it would be necessary to show that
the only factor influencing the price increases is the growers’ desire for increased profits.
95. The following appeared as part of an article in the business section of a local newspaper.
“Hippocrene Plumbing Supply recently opened a wholesale outlet in the location once occupied
by the Cumquat Cafe. Hippocrene has apparently been quite successful there because it is
planning to open a large outlet in a nearby city. But the Cumquat Cafe, one year after moving to
its new location, has seen its volume of business drop somewhat from the previous year’s.
Clearly, the former site is a better business location, and the Cumquat Cafe has made a mistake
in moving to its new address.”
(原稿空缺)Business is obviously unsuitable to the location. On the other hand, a bank in the same location might be
extremely successful simply because of its suitability to the location.
In the third place, the author’s claim that Hippocrene has been successful at Cumquat’s previous location is
unwarranted. The fact that Hippocrene intends to open a new outlet is insufficient to establish this claim. It is
possible that the plan to open a new outlet was prompted by a lack of business at the Cumquat location.
Finally, the author unfairly assumes that one year’s time at the new location is adequate to conclude whether
Cumquat made a mistake in moving to that location. Its is entirely possible that given more time, perhaps another
year or so, Cumquat will become profitable at the location. Common sense informs me that this is a distinct
possibility, since it often takes more than one year for a restaurant to establish a customer base at a given location.
In conclusion, the author’s argument is unconvincing. To strengthen the conclusion the author would have to evaluate
other possible causes of the performance of the businesses and eliminate all except location as the cause in each
case. Additionally, it would be necessary to show that location rather than suitability to a location was the cause of
the success of Hippocrene and the failure of Cumquat.
97. The following appeared as part of an article in a computer magazine.
“A year ago Apex Manufacturing bought its managers computers for their homes and paid for
telephone connections so that they could access Apex computers and data files from home after
normal business hours. Since last year, productivity at Apex has increased by 15 percent. Other
companies can learn from the success at Apex: given home computers and access to company
resources, employees will work additional hours at home and thereby increase company
profits.”
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In this article the author attributes Apex Manufacturing’s 15 percent increase in productivity over the past year to
its decision to equip its manager with computers and paid telephone connections for their homes so that they would
access company computers and files from home after normal business hours. On the basis of Apex’s experience the
author recommends that other companies follow Apex’s example and provide computers and access to company
resources to their employees. The author believes that such a policy would increase productivity and profits for
other companies, just as it did for Apex. The author’s line of reasoning is questionable for several reasons.
First, the author assumes that Apex’s increase in productivity is due to its equipping its managers with home
computers and access to company resources. However, the only evidence offered in support of this claim is the fact
that Apex’s increase in productivity occurred after the home computers and after-hours access was provided.
Unfortunately, this evidence is insufficient to establish the causal claim in question. While temporal precedence is
one of the conditions required to establish a causal relationship between two events, by itself it is not a sufficient
condition. Consequently, it is possible that Apex’s increase in productivity is not related to its decision to equip its
managers with computers and after-hours access in the fashion required by the author’s argument.
Second, the author assumes that Apex and other companies are sufficiently similar to warrant a conclusion based on
an analogy between them. Even if we accept the view that Apex’s increase in productivity was brought about by its
policy of enabling its managers to work from home, differences between Apex and other companies could nullify this
result. Lacking detailed information about Apex and the other companies in question it is difficult to assess the
author’s conclusion.
In conclusion, the author’s argument is unconvincing. To strengthen the argument the author would have to provide
additional evidence for the claim that Apex’s decision to provide its managers with home computers and access to
company resources was responsible for its increase in productivity. Furthermore, it would be necessary to show that
Apex and other companies are sufficiently similar to justify the analogy between them.
106. The following appeared as part of an article in the book section of a newspaper.
“Currently more and more books are becoming available in electronic form — either
free-of- charge on the Internet or for a very low price- per-book on compact disc *. Thus literary
classics are likely to be read more widely than ever before. People who couldn’t have
purchased these works at bookstore prices will now be able to read them for little or no money;
similarly, people who find it inconvenient to visit libraries and wait for books to be returned by
other patrons will now have access to whatever classic they choose from their home or work
computers. This increase in access to literary classics will radically affect the public taste in
reading, creating a far more sophisticated and learned reading audience than has ever existed
before.”
*A “compact disc” is a small portable disc capable of storing relatively large amounts of data
that can be read by a computer.
In this article the author concludes that literary classics are likely to be read more widely than ever before. The
author’s line of reasoning is that the availability of books in electronic form and access of books via the Internet
has removed the two major impediments that prevented people from reading literary classics, namely price and
convenient access. Since books can be accessed from home or work via computers at little or no cost, the author
believes that significant changes in the society will occur. Specifically, the author maintains that access to literary
classics will affect the public’s taste in reading and will result in a more learned and cultured reading audience. The
author’s argument is unconvincing for several reasons.
First, the author assumes that price and convenient access are the primary reasons people fail to read literary
classics. While this is a tempting assumption, it is not obviously true. For example, other reasons, such as lack of
interest in these books or awareness of them on the part of the reading public could equally account for the failure
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to read them. Consequently, it may turn out that, contrary to the author’s expectation, the number of people who
read literary classics is unaffected by their increased availability and lower cost.
Second, while it may be the case that access to books at affordable prices has increased as a result of new
technology, the author provides no evidence for the assumption that access to literary classics at affordable prices
has increased as well. On the face of it, this assumption seems innocuous; however there may be reasons that
prevent literary classics from being marketed in the fashion described by the author. For example, the inability to
secure the requisite permissions to reproduce these books in electronic form, or the lack of commercial interest in
marketing them via the Internet could undermine the author’s assumption.
In conclusion, this argument is not convincing. To strengthen the argument the author would have to provide
evidence for the assumption that price and accessibility are the main reasons people fail to read literary classics.
Additionally, evidence would be required for the assumption that access to literary classics will be increased.
113. The following appeared in a memorandum written by the assistant manager of a store that sells
gourmet food items from various countries.
“A local wine store made an interesting discovery last month: it sold more French than Italian
wine on days when it played recordings of French accordion music, but it sold more Italian than
French wine on days when Italian songs were played. Therefore, I recommend that we put food
specialties from one particular country on sale for a week at a time and play only music from
that country while the sale is going on. By this means we will increase our profits in the same
way that the wine store did, and we will be able to predict more precisely what items we should
stock at any given time.”
As a means of increasing profits and more accurately predicting what items should be stocked, the assistant
manager of a gourmet food store proposes that only music from a particular country be played during the period
food items from that country are on sale. The basis for this proposal is the discovery by a wine store that sales of
wine from a country increased when music from that country was played. The manager’s proposal is questionable for
several reasons.
First, the manager assumes that the sequence of sales experienced by the wine store reflects a general causal
pattern. However, there is little evidence to support this assumption. While perhaps indicative of such a pattern,
the wine store sales merely demonstrate a correlation between sales of wine from a country and the playing of
music from that country. To establish a causal connection between these events it would be necessary to examine
and eliminate other possible factors that might account for this phenomenon. In any case, it is highly questionable
whether evidence gathered over a one-month period is sufficient to establish the general claim in question.
Second, the manager assumes that the wine store increased its profits by playing the appropriate music. However,
this is not necessarily the case.
It is consistent with the statement
that the wine store sold more French than
Italian wine on days when French music was played and vice versa when Italian music was played
that no net increase
in sales, and thus profit, was realized by this method.
For example, it is possible that on days when French music was
played seven bottles of French wine were sold and three bottles of Italian (were sold) whereas the reverse was the
case when Italian music was played, and that in both instances only 10 bottles were sold.
In conclusion, the manager’s recommendation is based on two dubious assumptions. To strengthen the argument it
would be necessary to provide additional evidence to support the claim that sales of an item are influenced by the
type of music played. Additionally, the manager would have to provide evidence that the wine store increased its
profits by playing the appropriate music.

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十七中-试卷分析

生命只有一次作文-药品技术转让

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网上北京市公安局-劳动合同样本

难忘的童年-法国奢侈品管理专业

这是我应该做的作文-芜湖人力资源网

rongshuxia-日本留学费用一览表