Questions 1 to 10 based on the following passage. Steve Redwood, a London-based management consultant with Price Waterhouse, tells of a client
who had brought together a team from eight different countries to work on a ‘The national stereotypes applied, he says.The people from Switzerland
and Germany were mainly interested in the way the project organized. The people from Spain took a much intuitive approach. The British had a high
level of skepticism about whether the whole really mattered. Language was not the issue. It was more basic than that. Behind this lies the most
fundamental problem of all: the fact that outside a handful of companies- Lowell Bryan, a senior partner with McKinsey in New York puts it at be dozen
and 20 worldwide even the biggest corporations are dominated by the culture home country.‘Outside that handful, Mr Bryan says.companids are very
German, or very British, or American. One big difference with American companies is they think globalization means Americanizing the world. Others
don.t have that arrogane. If top management all come from the home country, that makes it much more difficult to attract and keep a global pool of tale.
People know when they fit in and when they don’t. Mr Bryan says.“That.s true even of national companies: there.s a tendency for people to have gone
to the same school, or all have trained as enginesrs even more true when comes to where you grew The problem lies not in attracting people a talented
Indian or Korean manager will typically want early experience with a multinational 一but in keeping them. ‘People will join the company to learn, Mr
Bryan says,but unless they feel they are part of the company, they are going to leave, and exploit the brand status of the company in their next job. Given
the importance of local cultures within the global company, an obvious question is how to appraise and identify talent around the world on a consistent
basis. Richard Greenhalgh, head of management development and training at Unilever, says that the company has been working on this for the past four
years. We’ve been developing a set of l1 management compctencies we can use worldwide’ he says. .The aim is to have a clear objective measure of
potential. We measure such things as entrepreneurial drive, the ability to lead and develop others, and integrity. That makes up a common core of
behaviors. We’ve tested it, and so far it seems to be culturally transferable. 1 Which expression in Paragraph l matches the meaning some one whose
job is to give advice to companies?
A. Corporate leader.
B. Top manager.
C. Management consultant.
D. Corporate management.

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