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1、本文格式为Word版，下载可编辑2022考研英语模拟试题及解析：阅读理解六 20xx年训练部考试中心考研英语模拟试题 阅读理解部分汇编 六、索尼公司的管理问题 In the late 1980s, Akio Morita, the co-founder of Sony Corp. , embarked on the most costly shopping expedition of his long career. A visionary who believed that Sonys future lay in the convergence of hardware and content
2、 such as music and film, Morita eventually set his sights on Columbia Pictures Entertainment, with its two studios and a vast library of movie titles and television series. In September, 1989, after months of on-again, off-again negotiations, Sony agreed to pay the inflated asking price of $3.2 bill
3、ion and assume $1.6 billion in debt. What was the rationale for such a decision? According to John Nathans Sony: The Private Life, it was motivated only by senior executives desire to please the company patriarch. Even Morita, then Sonys chairman and CEO, believed that Columbias price tag, originall
4、y $35 per share, was exorbitant. In a closed-door meeting in August, 1989, details of which have never been fully revealed, he told his seven top aides, who made up the decision-making executive committee, that he was abandoning the idea of the acquisition. That would have been the end of it had Mor
5、ita not voiced regret over dinner that evening with the committee members. Its too bad, he lamented, Ive always dreamed of owning a Hollywood studio. The next day, the group reconvened and promptly decided that Sony would purchase Columbia after all. In the weeks that followed, Sony upped its bid fr
6、om an initial $15 to $27 a share and, by late September, made a deal that was ridiculed by industry experts. In 1994, mismanagement forced Sony to write off $2.7 billion and assume a loss of $510 million for its Hollywood experiment. Sony: The Private Life is filled with such insiders tales, making
7、it the most vivid and detailed account in English of the personalities who built the $50 billion-plus consumer-electronics giant. Nathan, a professor of Japanese cultural studies at the University of California, got access to dozens of executives who had contributed to or witnessed Sonys development
8、 since its 1946 founding in war-devastated Tokyo. Nathan offers, however, only limited analysis of Sony, the corporation. And he tends to go over well-trodden ground: how Sony established itself in the U.S. and how it developed famous products or devices. Much of this has appeared before in articles
9、 and, to a lesser extent, in books. This is not to say that Nathans book has no point of view. The companys underlying problem, as illustrated in the Columbia case, is that the environment in which the Sony Corporation has historically conducted its affairs is less public than personal, less rationa
10、l than sentimental. In conclusion, Nathan says that, under the current leadership of President Nobuyuki Idei, Sony is emerging as a rational company. Moreover, Idei and his practical-minded managers are intent on reinventing Sony as an Internet company. From now on, says Nathan, personal relationshi
11、ps are not likely again to figure decisively. But how will this Sony fare? Nathan admits that a dazzling future is far from guaranteed. 1. Which of the following is true of Sonys acquisition of Columbia Pictures? 20xx年训练部考试中心考研英语模拟试题 阅读理解部分汇编 六、索尼公司的管理问题 In the late 1980s, Akio Morita, the co-founde
12、r of Sony Corp. , embarked on the most costly shopping expedition of his long career. A visionary who believed that Sonys future lay in the convergence of hardware and content such as music and film, Morita eventually set his sights on Columbia Pictures Entertainment, with its two studios and a vast
13、 library of movie titles and television series. In September, 1989, after months of on-again, off-again negotiations, Sony agreed to pay the inflated asking price of $3.2 billion and assume $1.6 billion in debt. What was the rationale for such a decision? According to John Nathans Sony: The Private
14、Life, it was motivated only by senior executives desire to please the company patriarch. Even Morita, then Sonys chairman and CEO, believed that Columbias price tag, originally $35 per share, was exorbitant. In a closed-door meeting in August, 1989, details of which have never been fully revealed, h
15、e told his seven top aides, who made up the decision-making executive committee, that he was abandoning the idea of the acquisition. That would have been the end of it had Morita not voiced regret over dinner that evening with the committee members. Its too bad, he lamented, Ive always dreamed of ow
16、ning a Hollywood studio. The next day, the group reconvened and promptly decided that Sony would purchase Columbia after all. In the weeks that followed, Sony upped its bid from an initial $15 to $27 a share and, by late September, made a deal that was ridiculed by industry experts. In 1994, mismanagement forced Sony to write off $2.7 billion and assume a loss of $510 million for its Hollywoo
