GMAT考试阅读练习(12)

　　Passage 3

　　The number of women directors appointed to corpo-

　　rate boards in the United States has increased dramati-

　　cally， but the ratio of female to male directors remains

　　low. Although pressure to recruit women directors，

　　(5)unlike that to employ women in the general work force，

　　does not derive form legislation， it is nevertheless real.

　　Although small companies were the first to have

　　women directors， large corporations currently have a

　　higher percentage of women on their boards. When the

　　(10)chairs of these large corporations began recruiting

　　women to serve on boards， they initially sought women

　　who were chief executive officers (CEO's) of large corpor-

　　ations. However， such women CEO's are still rare. In

　　addition， the ideal of six CEO's (female or male) serving

　　(15)on the board of each of the largest corporations is realiz-

　　able only if every CEO serves on six boards. This raises

　　the specter of director over commitment and the resultant

　　dilution of contribution. Consequently， the chairs next

　　sought women in business who had the equivalent of

　　(20)CEO experience. However， since it is only recently that

　　large numbers of women have begun to rise in manage-

　　ment， the chairs began to recruit women of high achieve-

　　ment outside the business world. Many such women are

　　well known for their contributions in government，

　　(25)education， and the nonprofit sector. The fact that the

　　women from these sectors who were appointed were

　　often acquaintances of the boards' chairs seems quite

　　reasonable： chairs have always considered it important

　　for directors to interact comfortably in the boardroom.

　　(30)Although many successful women from outside the

　　business world are unknown to corporate leaders， these

　　women are particularly qualified to serve on boards

　　because of the changing nature of corporations. Today a

　　company's ability to be responsive to the concerns of the

　　(35)community and the environment can influence that

　　company's growth and survival. Women are uniquely

　　positioned to be responsive to some of these concerns.

　　Although conditions have changed， it should be remem-

　　bered that most directors of both sexes are over fifty

　　(40)years old. Women of that generation were often encour-

　　aged to direct their attention toward efforts to improve

　　the community. This fact is reflected in the career devel-

　　opment of most of the outstandingly successful women

　　of the generation now in their fifties， who currently serve

　　(45) on corporate boards： 25 percent are in education and

　　22 percent are in government， law， and the nonprofit