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题库总题数: 9689
做题总人数: 139001
平均每天做题人数: 2303
  • 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
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    做题总人数

    78.5%
    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 5人已做 其他难度 60%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 5人已做 其他难度 20%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 5人已做 其他难度 40%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 3人已做 其他难度 66.7%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 3人已做 其他难度 33.3%正确率

热门讨论
  • 【逻辑CR】

    The recycling of municipal solid waste is widely seen as an environmentally preferable  alternative to the prevailing practices of incineration and of dumping in landfills. Recycling is profitable, as the recycling programs already in operation demonstrate. A state legislator  proposes that communities should therefore be required to adopt recycling and to reach the  target of recycling 50 percent of all solid waste within 5 years. Which of the following, if true, most seriously calls into question the advisability of  implementing the proposal?

  • 【问题求解PS】

    【OG20-P151-34题】Cheryl purchased 5 identical hollow pine doors and 6 identical solid oak doors for the house she is building. The regular price of each solid oak door was twice the regular price of each hollow pine door.However, Cheryl was given a discount of 25% off the regular price of each solid oak door. If the regular price of each hollow pine door was $40, what was the total price of all 11 doors?

  • 【逻辑CR】

    Historian:  Newton developed mathematical concepts and techniques that are fundamental to modern calculus.  Leibniz developed closely analogous concepts and techniques.  It has traditionally been thought that these discoveries were independent.  Researchers have, however, recently discovered notes of Leibniz’ that discuss one of Newton’s books on mathematics.  Several scholars have argued that since the book includes a presentation of Newton’s calculus concepts and techniques, and since the notes were written before Leibniz’ own development of calculus concepts and techniques, it is virtually certain that the traditional view is false.  A more cautious conclusion than this is called for, however.  Leibniz’ notes are limited to early sections of Newton’s book, sections that precede the ones in which Newton’s calculus concepts and techniques are presented. In the historian’s reasoning, the two boldfaced portions play which of the following roles? 

  • 【CR】

    If there are any inspired musical performances in the concert, the audience will be treated to a good show. But there will not be a good show unless there are sophisticated listeners in the audience, and to be a sophisticated listener one must understand one's musical roots.If all the statements above are true, which one of the following must also be true?

  • 【数据充分DS】

    Town X has 50,000 residents, some of whom were born in Town X. What percent of the residents of Town X were born in Town X?(1)Of the male residents of Town X, 40 percent were not born in Town X(2)Of the female residents of Town X, 60 percent were born in Town X

  • 【逻辑CR】

    In one state, all cities and most towns have antismoking ordinances, a petition entitled "Petition for Statewide Smoking Restriction” is being circulated to voters by campaign workers who ask only, “Do you want to sign a petition for statewide smoking restriction?" The petition advocates a state law banning smoking in most retail establishments and in government offices that are open to the public.Which of the following circumstances would make the petition as circulated misleading to voters who understand the proposal as extending the local ordinances statewide?  

  • 【数据充分DS】

    【OG20-P287-394题】A telephone station has x processors, each of which can process a maximum of y calls at any particular time, where x and y are positive integers. If 500 calls are sent to the station at a particular time, can the station process all of the calls?(1) x = 600(2) 100 < y < 200

  • 【逻辑CR】

    【OG20-599-728题】Exposure to certain chemicals commonly used in elementary schools as cleaners or pesticides causes allergic reactions in some children. Elementary school nurses in Renston report that the proportion of schoolchildren sent to them for treatment of allergic reactions to those chemicals has increased significantly over the past ten years. Therefore, either Renston's schoolchildren have been exposed to greater quantities of the chemicals, or they are more sensitive to them than schoolchildren were ten years Ago.Which of the following is an assumption on which the argument depends? 

  • 【逻辑CR】

    Archaeologists in Michigan have excavated a Native American camp near Dumaw Creek.  Radiocarbon dating of animal bones found at the site indicates that the camp dates from some time between 1605 and 1755.  However, the camp probably dates to no later than 1630, since no European trade goods were found at the site, and European traders were active in the region from the 1620's onward. Which of the following, if true, most strengthens the argument?

  • 【逻辑CR】

    Surveys in Domorica indicate that only 10 percent of Domoricans in their twenties read a newspaper regularly, while more than half of all Domoricans over thirty read a newspaper regularly. Although Domoricans in their twenties constitute a large proportion of the population, newspaper publishers nonetheless predict that ten years from now, the percentage of Domoricans who regularly read a newspaper will probably be no lower than it is today.Which of the following, if true, provides the strongest grounds for the newspaper publishers’ prediction?

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