issue 128求猛拍，愿意互改~
issue 128The issue recommends companies to place greater value on the advice from their own highly experienced employees. Nevertheless, I insist that both the outside experts and highly experienced inside employees are important to a company, from different perspectives.
On one hand, outside experts can offer valuable suggestions when insiders of a company are confused about what to do next. People sometimes are so focused on one thing that when they fail, they don't know what the problems are. At this time, some outsiders may help a lot. Because outsiders view the issue in a different and larger perspective, they can pinpoint the problems. Likewise, companies need some outside experts when all the inside employees are confusing. For example, LP. Inc is an exporting company in China. It exports shoes to USA and receives dollars. Recently, dollar has declined against Chinese Yuan, making the company suffer from less money received. All the employees in the company were quite proficient in the production and selling of shoes, but none of them knew how to deal with the present financial problem. Tom, the CEO of this company, turned to a consulting firm for help. According to the consultant's advice, LP. Inc sold the dollar in the futures market and used the dollar received to transact in the future. As a result, the LP. Inc avoided the exchange rate risk successfully. This case tells us that outside experts sometimes play indispensable roles in a company.
On the other hand, since highly experienced employees know a company and the related industry better than anyone else, it is wise to place value on the advice that comes from those employees. Although outsiders are experts in some fields, they are not familiar with the company. They don't know the companies’ culture and relationships. Thus sometimes, experienced employees are better advisers than outsiders. A case in point is that Zero Company, a computer company in India, faced serious problems in a certain period. There was a conflict between several employees, making all the other employees reluctant to work as a consequence. The manager of Zero hired an expert in human resource to deal with this issue. Unfortunately, this man failed at last. The manager finally hired an employee in his company. Far beyond everyone's expectation, this man successfully solved the problem. Since he knew the relationships between employees well, he just fired the key person in this conflict, warning the rest employees to behave well.
In sum, no company can succeed if it depends solely on one kind of experts. Companies that want to develop persistently should have multiple strategies on human resource. When a company has highly experienced employees who have worked for it many years, it should rely more on these employees' advices or hire them in higher positions, but still consider suggestions of outside experts. However, if the company is in so tough a time that none of the employees know the strategies, the company should depend more on the outside experts who can bring in fresh ideas and solutions to the company. To be successful, a company should be flexible in accepting advices. 文章的题目是？？？我现在手头没有任何GMAT的资料。。。。。 sorry 忘贴了。贴个完整版~
issue 128
“Instead of relying on the advice of outside experts, organizations should place greater value on the advice that can come only from their own highly experienced employees.”
The issue recommends companies to place greater value on the advice from their own highly experienced employees. Nevertheless, I insist that both the outside experts and highly experienced inside employees are important to a company, from different perspectives.
On one hand, outside experts can offer valuable suggestions when insiders of a company are confused about what to do next. People sometimes are so focused on one thing that when they fail, they don't know what the problems are. At this time, some outsiders may help a lot. Because outsiders view the issue in a different and larger perspective, they can pinpoint the problems. Likewise, companies need some outside experts when all the inside employees are confusing. For example, LP, Inc is an exporting company in China. It exports shoes to USA and receives dollars. Recently, dollar has declined against Chinese Yuan, making the company suffer from less money received. All the employees in the company were quite proficient in the production and selling of shoes, but none of them knew how to deal with the present financial problem. Tom, the CEO of this company, turned to a consulting firm for help. According to the consultant's advice, the LP, Inc sold the dollar in the futures market and used the dollar received to transact in the future. As a result, the LP, Inc avoided the exchange rate risk successfully. This case tells us that outside experts sometimes play indispensable roles in a company.
On the other hand, since highly experienced employees know a company and the related industry better than anyone else, it is wise to place value on the advice that comes from those employees. Although outsiders are experts in some fields, they are not familiar with the company. They don't know the companies’ culture and relationships. Thus sometimes, experienced employees are better advisers than outsiders. A case in point is that Zero Company, a computer company in India, faced serious problems in a certain period. There was a conflict between several employees, making all the other employees reluctant to work as a consequence. The manager of Zero hired an expert in human resource to deal with this issue. Unfortunately, this man failed at last. The manager finally hired an employee in his company. Far beyond everyone's expectation, this man successfully solved the problem. Since he knew the relationships between employees well, he just fired the key person in this conflict, warning the rest employees to behave well.
In sum, no company can succeed if it depends solely on one kind of experts. Companies that want to develop persistently should have multiple strategies on human resource. When a company has highly experienced employees who have worked for it many years, it should rely more on these employees' advices or hire them in higher positions, but still consider suggestions of outside experts. However, if the company is in so tough a time that none of the employees know the strategies, the company should depend more on the outside experts who can bring in fresh ideas and solutions to the company. To be successful, a company should be flexible in accepting advices. 直接看了3#的，不知道是在多长时间写的，有没有时间控制，如果卡在了30分钟内，考场上这样的文章我觉得拿5分是没有问题的了
GMAT作文不要求语言的优美，只要求逻辑的到位，观点清晰，一般能拿到5分-5.5分就很不错了，语言优美的话充其量就是6分了~其实没必要这么苛求了 谢谢Tyliayss斑竹了，信心备增啊呵呵。不过我觉得在考场上可能写个470左右差不多了 谢谢Tyliayss斑竹了，信心备增啊呵呵。不过我觉得在考场上可能写个470字左右差不多了 我记得第一次考的时候写的乱七八糟拿了4.5
第二次写的是好像一个文化遗传问题吧,差不多这样,实在是没有事例了,整个文章都在讲道理,词句也很贫乏,没你这么清晰的思路,大概5.5还是5.0的,忘了......
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