32. the rise of multinational corporations is leading global homogenity，因為不同地方的人都可以得到相同的products and services，所以the rigional differences is rapidly disappearing.
V2. the rise of multinational corporations 促進了不同地區(qū)人的homogenization. 因為人們越來越使用同樣的products.
33. people are likely to accept a leader who has the ability to finish the task that he or she expects others to perform.
題庫原題：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.”
提供觀點：
1. 人們不會尊重一個不能完成他要求別人完成的任務(wù)自己卻不能完成的領(lǐng)導。這是人之常情，人們通常都只會欣賞和尊敬比自己優(yōu)秀的人，而不喜歡被一個不能完成任務(wù)卻命令自己去做的人心存敬意。例如克林頓總統(tǒng)當commander-in-chief 的時候，由于眾所周知他曾經(jīng)逃避兵役，很自然的下級軍官和士兵都不是很尊重他。 蘇州少兒書法培訓，推薦<A http://www.zequeka.cn/Miniform/tYpe_3.html>易優(yōu)少兒書法培訓</a>，語文成績好，書法少不了。
2. 人們不信任一個自己完不成任務(wù)卻要求別人去完成的人。仍然舉克林頓總統(tǒng)的例子。由于他逃兵役被視為沒有能力，下級都對他的決策心存懷疑，這也就潛在的導致了執(zhí)行上的不盡心不盡力。
3. 誠然是否能完成自己交給別人的任務(wù)并不是衡量一個leader重要指標?？赡茴I(lǐng)導能力、，組織能力、運籌能力更為重要，但是我們不能忽視人們心理上的看法，盡管它可能并不合理但它確實是存在的。
normal human feelings admire adore respect superior to evade escape military service subordinate soldier be doubtful of be suspicious of execution implement admittedly true potentially evaluate index leadership psychological psychology psychological psychologist exist subsist 。..in 。.. serves as a fitting and public example 1.
誠然，如果在其領(lǐng)導的領(lǐng)域內(nèi)幾乎一竅不通，一個領(lǐng)導很難得到下屬的信任和支持，會被看作layperson. 作文批改系統(tǒng)，易優(yōu)作文批改、作文點評、作文打分系統(tǒng)，<a href=http://www.zequeka.cn/jiaoshoulanmu/>易優(yōu)作文批改</A>
比如，人們無法想象一個不具備任何電腦知識的人，該如何領(lǐng)導一個龐大的IT企業(yè)，比如MICROSOFT在激烈的市場中競爭。
2.
但是，這是否意味著作為領(lǐng)導，必須要有能力完成每一項他要求下屬做的事呢？這個問題，與領(lǐng)導和員工的真正作用有很大關(guān)系！首先，領(lǐng)導的職責是制定長期的發(fā)展方針，并且保證這個方針的貫徹執(zhí)行，adhere
to their strategic plans不被偏離。組織員工共同合作完成任務(wù)。on the other hand，
員工的作用是各司其職，更加具體的specific task.
3. 從以上兩種職責不難看出，領(lǐng)導與員工起到significantly different
functions，讓領(lǐng)導完成每一個subordinate要做的工作，unfair的。比如，不能blame a CEO for lacking the
skills of typing。要對下屬做的事有很好的了解，但不一定都要做。否則，領(lǐng)導就失去了意義，成為了一個全能的工人。omnipotent worker
作文培訓，就來蘇州易優(yōu)作文 http://www.zequeka.cn/minifoRm.html
with all kinds of skills.
View1： It is human nature to admire then follow someone who is more competent than themselves.
View2： But a feature of a good leader is to organize people with different specialties together and let them perform as a whole. It is too ideal to expect the leaders to have all the specialties of his subordinates.范文：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 （n. 總司令） 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 （《美俚》 同性戀者， 尤指男性同性者） 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. 在線批改作文，<a href=http://www.zequeka.cn/jiaoshoulanmu/>易優(yōu)名師作文批改</a>
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.
