首页
登录
职称英语
(1)Harry Truman didn’t think his successor had the right training to be pres
(1)Harry Truman didn’t think his successor had the right training to be pres
游客
2023-12-03
33
管理
问题
(1)Harry Truman didn’t think his successor had the right training to be president. "Poor Ike—it won’t be a bit like the Army," he said. "He’ll sit there all day saying ’do this, do that,’ and nothing will happen." Truman was wrong about Ike. Dwight Eisenhower had led a fractious alliance—you didn’t tell Winston Churchill what to do—in a massive, chaotic war. He was used to politics. But Truman’s insight could well be applied to another, even more venerated Washington figure: the CEO-turned cabinet secretary.
(2)A 20-year bull market has convinced us all that CEOs are geniuses, so watch with astonishment the troubles of Donald Rumsfeld and Paul O’Neill. Here are two highly regarded businessmen, obviously intelligent and well-informed, foundering in their jobs. (3)Actually, we shouldn’t be surprised. Rumsfeld and O’Neill are not doing badly despite having been successful CEOs but because of it. The record of senior businessmen in government is one of almost unrelieved disappointment. In fact, with the exception of Robert Rubin, it is difficult to think of a CEO who had a successful career in government.
(4)Why is this? Well, first the CEO has to recognize that he is no longer the CEO. He is at best an adviser to the CEO, the president. But even the president is not really the CEO. No one is. Power in a corporation is concentrated and vertically structured. Power in Washington is diffuse and horizontally spread out. The secretary might think he’s in charge of his agency. But the chairman of the congressional committee funding that agency feels the same. In his famous study "Presidential Power and the Modern Presidents," Richard Neustadt explains how little power the president actually has and concludes that the only lasting presidential power is "the power to persuade."
(5)Take Rumsfeld’s attempt to transform the cold-war military into one geared for the future. It’s innovative but deeply threatening to almost everyone in Washington. The Defense secretary did not try to sell it to the Joint Chiefs of Staff, Congress, the budget office or the White House. As a result, the idea is collapsing.
(6)Second, what power you have, you must use carefully. For example, O’Neill’s position as Treasury secretary is one with little formal authority. Unlike Finance ministers around the world, Treasury does not control the budget. But it has symbolic power. The secretary is seen as the chief economic spokesman for the administration and, if he plays it right, the chief economic adviser for the president.
(7)O’Neill has been publicly critical of the IMF’s bailout packages for developing countries while at the same time approving such packages for Turkey, Argentina and Brazil. As a result, he has gotten the worst of both worlds. The bailouts continue, but their effect in holstering investor confidence is limited because the markets are rattled by his skepticism.
(8)Perhaps the government doesn’t do bailouts well. But that leads to a third rule: you can’t just quit. Jack Welch’s famous law for re-engineering General Electric was to be first or second in any given product category, or else get out of that business. But if the government isn’t doing a particular job at peak level, it doesn’t always have the option of relieving itself of that function. The Pentagon probably wastes a lot of money. But it can’t get out of the national-security business.
(9)The key to former Treasury secretary Rubin’s success may have been that he fully understood that business and government are, in his words, "necessarily and properly very different." In a recent speech he explained, "Business functions around one predominate organizing principle, profitability... Government, on the other hand, deals with a vast number of equally legitimate and often potentially competing objectives—for example, energy production versus environmental protection, or safety regulations versus productivity."
(10)Rubin’s example shows that talented people can do well in government if they are willing to treat it as its own separate, serious endeavour. But having been bathed in a culture of adoration and flattery, it’s difficult for a CEO to believe he needs to listen and learn, particularly from those despised and poorly paid specimens, politicians, bureaucrats and the media. And even if he knows it intellectually, he just can’t live with it. [br] The author seems to suggest that CEO-turned government officials _____.
选项
A、are able to fit into their new roles
B、are unlikely to adapt to their new roles
C、can respond to new situations intelligently
D、may feel uncertain in their new posts
答案
B
解析
文中最后一段说,CEO们长期身处崇拜、奉承的文化氛围,很难去听取别人的意见或学习他人的优点。他们清楚地认识到他们必须这样做,但实际上他们无法做到。换言之,即这样的官员无法适应新的角色,故B正确。
转载请注明原文地址:https://tihaiku.com/zcyy/3240341.html
相关试题推荐
Trainingtobecomeabarristerorsolicitorisacompetitiveandexpensiveb
Trainingtobecomeabarristerorsolicitorisacompetitiveandexpensiveb
Trainingtobecomeabarristerorsolicitorisacompetitiveandexpensiveb
Trainingtobecomeabarristerorsolicitorisacompetitiveandexpensiveb
NotsinceHarryTrumanseizedAmerica’ssteelmillsin1952ratherthanallo
NotsinceHarryTrumanseizedAmerica’ssteelmillsin1952ratherthanallo
NotsinceHarryTrumanseizedAmerica’ssteelmillsin1952ratherthanallo
Trainingtobecomeabarristerorsolicitorisacompetitiveandexpensiveb
(1)HarryS.TrumanHighSchoolintheBronxhaseightfloors,sevengymnasiu
(1)HarryS.TrumanHighSchoolintheBronxhaseightfloors,sevengymnasiu
随机试题
TwohoursfromthetallbuildingsofManhattanandPhiladelphialivesomeof
继电保护的任务是系统发生故障时仅发出信号。()
如果折价发行债券并使用实际利息法进行摊销,那么()。A.较早时期的利息费用将
男,30岁,2天前左胸腹部被电动自行车撞伤。X线片示左侧第8肋骨骨折,余未见异常
桑螵蛸散与天王补心丹两方组成中均含有的药物是A、龙骨、人参 B、人参、菖蒲
下列属于加强金融教育与金融消费者权益保护的举措有()。A.完善金融消费者投诉管
为治湿热火郁之要药的是A.黄连 B.黄柏 C.黄芩 D.黄芪 E.黄精
不具有扩张冠状动脉的药物是A.硝苯地平 B.维拉帕米 C.硝酸异山梨酯 D
法庭发现当庭认定的证据有误,可以按照哪些方式予以纠正?()A.在庭审结束前
在实施变量抽样时,如果注册会计师按金额将总体分成两层,两层账面金额之比为2比1,
最新回复
(
0
)