中间图

Or

题库总题数: 9689
做题总人数: 140555
平均每天做题人数: 2337
  • 2018年6月出版,OG19新题即OG2019综合册里与OG18相比新增的题目。此内容做为官方题源可以帮助大家更好的需要了解考点,了解考试趋势和考官思维。OG建议大家刷3遍,第一遍刷纸质,第二遍计时精刷,第三遍刷错题。做完后记得及时分析总结。

    142
    题目总数

    15893
    做题总人数

    78.6%
    平均准确率

    • 【阅读RC】-18427 -搞定GMAT阅读

      Quantum theory, although of tremendous scientific value, has nevertheless prompted debate among physicists. The debate arose because quantum theory addresses the peculiar properties of minute objects such as photons and electrons. While one type of experiment shows that these objects behave like particles, with well-defined trajectories through space, another demonstrates that, on the contrary, they behave waves, their peaks and troughs producing characteristic "interference" effects. However, scientists have failed to devise an experiment to demonstrate both behaviors simultaneously. In the 1920s, two alternate interpretations of quantum theory attempted to resolve this apparently contradictory wave-particle duality. Physicist Niels Bohr argued that wave-particle properties are not contradictory, but complementary. Contrary to our intuition that an object continues to exist in some determined form even though we cannot perceive it, he concluded that the physical of a quantum object is actually undetermined before the object is observed via experiment. Physicist Werner Heisenberg's "uncertainty principle," by contrast, postulated that we cannot precisely determine two complementary properties, such as position and momentum, of a quantum object simultaneously: if we measure an object's position with absolute certainty, then there is an infinite uncertainty in its momentum, and vice versa. He concluded that although we are limited in our ability to measure objects at the atomic and subatomic levels, their position and momentum are nonetheless defined all along.

      来源:搞定GMAT阅读 3人已做 其他难度 100%正确率

    • 【阅读RC】-18426 -搞定GMAT阅读

      Quantum theory, although of tremendous scientific value, has nevertheless prompted debate among physicists. The debate arose because quantum theory addresses the peculiar properties of minute objects such as photons and electrons. While one type of experiment shows that these objects behave like particles, with well-defined trajectories through space, another demonstrates that, on the contrary, they behave waves, their peaks and troughs producing characteristic "interference" effects. However, scientists have failed to devise an experiment to demonstrate both behaviors simultaneously. In the 1920s, two alternate interpretations of quantum theory attempted to resolve this apparently contradictory wave-particle duality. Physicist Niels Bohr argued that wave-particle properties are not contradictory, but complementary. Contrary to our intuition that an object continues to exist in some determined form even though we cannot perceive it, he concluded that the physical of a quantum object is actually undetermined before the object is observed via experiment. Physicist Werner Heisenberg's "uncertainty principle," by contrast, postulated that we cannot precisely determine two complementary properties, such as position and momentum, of a quantum object simultaneously: if we measure an object's position with absolute certainty, then there is an infinite uncertainty in its momentum, and vice versa. He concluded that although we are limited in our ability to measure objects at the atomic and subatomic levels, their position and momentum are nonetheless defined all along.

      来源:搞定GMAT阅读 4人已做 其他难度 50%正确率

    • 【阅读RC】-18425 -搞定GMAT阅读

      Quantum theory, although of tremendous scientific value, has nevertheless prompted debate among physicists. The debate arose because quantum theory addresses the peculiar properties of minute objects such as photons and electrons. While one type of experiment shows that these objects behave like particles, with well-defined trajectories through space, another demonstrates that, on the contrary, they behave waves, their peaks and troughs producing characteristic "interference" effects. However, scientists have failed to devise an experiment to demonstrate both behaviors simultaneously. In the 1920s, two alternate interpretations of quantum theory attempted to resolve this apparently contradictory wave-particle duality. Physicist Niels Bohr argued that wave-particle properties are not contradictory, but complementary. Contrary to our intuition that an object continues to exist in some determined form even though we cannot perceive it, he concluded that the physical of a quantum object is actually undetermined before the object is observed via experiment. Physicist Werner Heisenberg's "uncertainty principle," by contrast, postulated that we cannot precisely determine two complementary properties, such as position and momentum, of a quantum object simultaneously: if we measure an object's position with absolute certainty, then there is an infinite uncertainty in its momentum, and vice versa. He concluded that although we are limited in our ability to measure objects at the atomic and subatomic levels, their position and momentum are nonetheless defined all along.

      来源:搞定GMAT阅读 4人已做 其他难度 75%正确率

    • 【阅读RC】-18424 -搞定GMAT阅读

      Why firms adhere to or deviate from their strategic plans is poorly understood. However, theory and limited research suggest that the process through which such plans emerge may play a part. In particular, top management decision-sharing—consensus-oriented, team-based decision-making—may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere to their plans. However, the relationship between top management decision-sharing and adherence to plans may be affected by a firm’s strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). At one end of the strategic mission continuum, “build” strategies are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. At the other end, “harvest” strategies are used when a firm is willing to sacrifice marked share for short-term profitability and cash-flow maximization. Research and theory suggest that top management decision-sharing may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies. In a study of strategic practices in several large firms, managers in harvest strategy scenarios were more able to adhere to their business plans. As one of the managers in the study explained it, this is partly because “Typically all a manager has to do [when implementing a harvest strategy] is that which was done last year.” Additionally, managers under harvest strategies may have fewer strategic options than do those under build strategies; it may therefore be easier to reach agreement on a particular course of action through decision-sharing, which will in turn tend to promote adherence to plans. Conversely, in a “build” strategy scenario, individual leadership, rather than decision-sharing, may promote adherence to plans. Build strategies—which typically require leaders with strong personal visions for a firm’s future, rather than the negotiated compromise of the team-based decision—may be most closely adhered to when implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.

      来源:搞定GMAT阅读 6人已做 其他难度 50%正确率

    • 【阅读RC】-18423 -搞定GMAT阅读

      Why firms adhere to or deviate from their strategic plans is poorly understood. However, theory and limited research suggest that the process through which such plans emerge may play a part. In particular, top management decision-sharing—consensus-oriented, team-based decision-making—may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere to their plans. However, the relationship between top management decision-sharing and adherence to plans may be affected by a firm’s strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). At one end of the strategic mission continuum, “build” strategies are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. At the other end, “harvest” strategies are used when a firm is willing to sacrifice marked share for short-term profitability and cash-flow maximization. Research and theory suggest that top management decision-sharing may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies. In a study of strategic practices in several large firms, managers in harvest strategy scenarios were more able to adhere to their business plans. As one of the managers in the study explained it, this is partly because “Typically all a manager has to do [when implementing a harvest strategy] is that which was done last year.” Additionally, managers under harvest strategies may have fewer strategic options than do those under build strategies; it may therefore be easier to reach agreement on a particular course of action through decision-sharing, which will in turn tend to promote adherence to plans. Conversely, in a “build” strategy scenario, individual leadership, rather than decision-sharing, may promote adherence to plans. Build strategies—which typically require leaders with strong personal visions for a firm’s future, rather than the negotiated compromise of the team-based decision—may be most closely adhered to when implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.

      来源:搞定GMAT阅读 5人已做 其他难度 60%正确率

    • 【阅读RC】-18422 -搞定GMAT阅读

      Why firms adhere to or deviate from their strategic plans is poorly understood. However, theory and limited research suggest that the process through which such plans emerge may play a part. In particular, top management decision-sharing—consensus-oriented, team-based decision-making—may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere to their plans. However, the relationship between top management decision-sharing and adherence to plans may be affected by a firm’s strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). At one end of the strategic mission continuum, “build” strategies are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. At the other end, “harvest” strategies are used when a firm is willing to sacrifice marked share for short-term profitability and cash-flow maximization. Research and theory suggest that top management decision-sharing may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies. In a study of strategic practices in several large firms, managers in harvest strategy scenarios were more able to adhere to their business plans. As one of the managers in the study explained it, this is partly because “Typically all a manager has to do [when implementing a harvest strategy] is that which was done last year.” Additionally, managers under harvest strategies may have fewer strategic options than do those under build strategies; it may therefore be easier to reach agreement on a particular course of action through decision-sharing, which will in turn tend to promote adherence to plans. Conversely, in a “build” strategy scenario, individual leadership, rather than decision-sharing, may promote adherence to plans. Build strategies—which typically require leaders with strong personal visions for a firm’s future, rather than the negotiated compromise of the team-based decision—may be most closely adhered to when implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.

      来源:搞定GMAT阅读 6人已做 其他难度 33.3%正确率

    • 【阅读RC】-18421 -搞定GMAT阅读

      Why firms adhere to or deviate from their strategic plans is poorly understood. However, theory and limited research suggest that the process through which such plans emerge may play a part. In particular, top management decision-sharing—consensus-oriented, team-based decision-making—may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere to their plans. However, the relationship between top management decision-sharing and adherence to plans may be affected by a firm’s strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). At one end of the strategic mission continuum, “build” strategies are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. At the other end, “harvest” strategies are used when a firm is willing to sacrifice marked share for short-term profitability and cash-flow maximization. Research and theory suggest that top management decision-sharing may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies. In a study of strategic practices in several large firms, managers in harvest strategy scenarios were more able to adhere to their business plans. As one of the managers in the study explained it, this is partly because “Typically all a manager has to do [when implementing a harvest strategy] is that which was done last year.” Additionally, managers under harvest strategies may have fewer strategic options than do those under build strategies; it may therefore be easier to reach agreement on a particular course of action through decision-sharing, which will in turn tend to promote adherence to plans. Conversely, in a “build” strategy scenario, individual leadership, rather than decision-sharing, may promote adherence to plans. Build strategies—which typically require leaders with strong personal visions for a firm’s future, rather than the negotiated compromise of the team-based decision—may be most closely adhered to when implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.

      来源:搞定GMAT阅读 3人已做 其他难度 100%正确率

    • 【阅读RC】-18420 -搞定GMAT阅读

      Why firms adhere to or deviate from their strategic plans is poorly understood. However, theory and limited research suggest that the process through which such plans emerge may play a part. In particular, top management decision-sharing—consensus-oriented, team-based decision-making—may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere to their plans. However, the relationship between top management decision-sharing and adherence to plans may be affected by a firm’s strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). At one end of the strategic mission continuum, “build” strategies are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. At the other end, “harvest” strategies are used when a firm is willing to sacrifice marked share for short-term profitability and cash-flow maximization. Research and theory suggest that top management decision-sharing may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies. In a study of strategic practices in several large firms, managers in harvest strategy scenarios were more able to adhere to their business plans. As one of the managers in the study explained it, this is partly because “Typically all a manager has to do [when implementing a harvest strategy] is that which was done last year.” Additionally, managers under harvest strategies may have fewer strategic options than do those under build strategies; it may therefore be easier to reach agreement on a particular course of action through decision-sharing, which will in turn tend to promote adherence to plans. Conversely, in a “build” strategy scenario, individual leadership, rather than decision-sharing, may promote adherence to plans. Build strategies—which typically require leaders with strong personal visions for a firm’s future, rather than the negotiated compromise of the team-based decision—may be most closely adhered to when implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.

      来源:搞定GMAT阅读 6人已做 其他难度 33.3%正确率

    • 【阅读RC】-18419 -搞定GMAT阅读

      According to P.F. Drucker, the management philosophy known as Total Quality Management (TQM), which is designed to be adopted consistently throughout an organization and to improve customer service by using sampling theory to reduce the variability of a product's quality, can work successfully in conjunction with two older management systems. As Drucker notes, TQM's scientific approach is consistent with the statistical sampling techniques of the "rationalist" school of scientific management, and the organizational structure associated with TQM is consistent with the social and psychological emphases of the "human relations" school of management. However, TQM cannot simply be grafted onto these systems or onto certain other non-TQM management systems. Although, as Drucker contends, TQM shares with such systems the ultimate objective of increasing profitability, TQM requires fundamentally different strategies. While the other management systems referred to use upper management decision-making and employee specialization to maximize shareholder profits over the short term, TQM envisions the interests of employees, shareholders, and customers as convergent. For example, lower prices not only benefit consumers but also enhance an organization's competitive edge and ensure its continuance, thus benefiting employees and owners. TQM's emphasis on shared interests is reflected in the decentralized decision-making, integrated production activity, and lateral structure of organizations that achieve the benefits of TQM.

      来源:搞定GMAT阅读 4人已做 其他难度 50%正确率

    • 【阅读RC】-18418 -搞定GMAT阅读

      According to P.F. Drucker, the management philosophy known as Total Quality Management (TQM), which is designed to be adopted consistently throughout an organization and to improve customer service by using sampling theory to reduce the variability of a product's quality, can work successfully in conjunction with two older management systems. As Drucker notes, TQM's scientific approach is consistent with the statistical sampling techniques of the "rationalist" school of scientific management, and the organizational structure associated with TQM is consistent with the social and psychological emphases of the "human relations" school of management. However, TQM cannot simply be grafted onto these systems or onto certain other non-TQM management systems. Although, as Drucker contends, TQM shares with such systems the ultimate objective of increasing profitability, TQM requires fundamentally different strategies. While the other management systems referred to use upper management decision-making and employee specialization to maximize shareholder profits over the short term, TQM envisions the interests of employees, shareholders, and customers as convergent. For example, lower prices not only benefit consumers but also enhance an organization's competitive edge and ensure its continuance, thus benefiting employees and owners. TQM's emphasis on shared interests is reflected in the decentralized decision-making, integrated production activity, and lateral structure of organizations that achieve the benefits of TQM.

      来源:搞定GMAT阅读 4人已做 其他难度 25%正确率

热门讨论
  • 【句子改错SC】

    Among lower-paid workers, union members are less likely than nonunion members to be enrolled in lower-end insurance plans imposing stricter limits on medical services and requiring doctors to see more patients, and spend less time with each.

  • 【逻辑CR】

    Neither a rising standard of living nor balanced trade, by itself, establishes a country's ability to compete in the international marketplace.  Both are required simultaneously since standards of living can rise because of growing trade deficits and trade can be balanced by means of a decline in a country's standard of living. If the facts stated in the passage above are true, a proper test of a country's ability to be competitive is its ability to

  • 【句子改错SC】

    Glaciers form when the snow, sleet, and hail that fall in a given climatic region exceed the amount capable of being lost through evaporation or melting. 

  • 【问题求解PS】

    Which of the following lists the number of points at which a circle can intersect a triangle?

  • 【问题求解PS】

    If n denotes a number to the left of 0 on the number line such that the square of n is less than  1/100, then the reciprocal of n must be

  • 【数据充分DS】

    【OG20-P292-441题】The range of the numbers in set S is x, and the range of the numbers in set T is y. If all of the numbers in set T are also in set S, is x greater than y ?(1) Set S consists of 7 numbers.(2) Set T consists of 6 numbers.

  • 【句子改错SC】

    Clark and Florence Wallace, a husband-and-wife medical team, worked steadily and efficiently through the night, but sipping their coffee the next morning, she noticed that he seemed disoriented.

  • 【句子改错SC】

    In an America steeped in romanticism, cemeteries were laid out beyond the city as places for a transcendental contemplation of nature, death and duty.

  • 【数据充分DS】

    Each of the numbers w, x, y, and z is equal to either 0 or 1. What is the value of w + x + y + z ?

  • 【问题求解PS】

    Store N gives a 50 percent discount on the list price of all its items and Store W gives a 60 percent discount on the list price of all its items. If the list price of the same item is 20 percent higher in Store W, what percent (more or less) of the selling price in Store N is the selling price of the item in Store W?

  • 手机注册
  • 邮箱注册
登录>







关闭图标

标题图

  • 图标

    知识库学习

    GMAT语法、逻辑、阅读、数学各单项备考知识点学习及测验
  • 图标

    在线做题

    包含GMAT各单项必考知识点题目、OG/PREP/GWD/雷哥讲义题目、难度650/680/700/730题库题目练习及题目解析
  • 图标

    在线模考

    语文套题/数学套题/全套仿真模考,包含GWD/PERP/精选模考等上百套套题模考
  • 图标

    在线测评

    适合5种不同基础的GMAT学员,测评后可自动出具分数报告及复习计划指导
  • 图标

    资料下载

    GMAT必备备考资料下载、鸡精下载、课程课件等免费下载
  • 图标

    课程学习

    注册会员后,可在GMAT课程区,选择免费直播课程及公开课程进行在线学习
×
请你选择你要查看的模考成绩单
立即开通 暂不开通
加载图片
网络异常