Picture a typical MBA lecture theatre twenty years ago. In it the majority of students will have conformed to the standard model of the time: male, middle class and Western. Walk into a class today, however, and you’ll get a completely different impression. For a start, you will now see plenty more women-the University of Pennsylvania’s Wharton School, for example, boasts that 40% of its new enrolment is female. You will also see a wide range of ethnic groups and nationals of practically every country.
It might be tempting, therefore, to think that the old barriers have been broken down and equal opportunity achieved. But, increasingly, this apparent diversity is becoming a mask for a new type of conformity. Behind the differences in sex, skin tones and mother tongues, there are common attitudes, expectations and ambitions which risk creating a set of clones among the business leaders of the future.
Diversity, it seems, has not helped to address fundam
A. Greater diversity.
B. Intellectual maturity.
C. Exceptional diligence.
D. Higher ambition.
In the past twenty years, there has been an increasing tendency for workers to move from one country to another. (1) some newly independent countries have understandably restricted most jobs to local people, others have attracted and welcomed migrant workers. This is particularly the case in the Middle East, (2) increased oil incomes have enabled many countries to (3) outsiders to improve local facilities. (4) the Middle East has attracted oil-workers from the USA and Europe. It has brought in construction workers and technicians from many countries, (5) South Korea and Japan.
In view of the difficult living and working conditions in the Middle East, it is not (6) that the pay is high to attract suitable workers. Many engineers and technicians can earn at least (7) money in the Middle East as they can in their own country, and this is a maj
A. with
B. for
C. about
D. in
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