Q6 the primary purpose of the passage is to 17 a

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Q6: The primary purpose of the passage is to 17
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A. outline the methods by which resources were managed within a particular group of communities B. account for the distribution of wealth within a particular group of communities C. provide support for a hypothesis concerning the social structure of a particular society D. explain how political leadership changed in a particular historical situation E. present new evidence that contradicts previous theories about a particular historical situation Answer: ------------------------------------------------------------------------------------------------------------ Q7: In Scotland, the number of wild salmon have been reduced because of uncontrolled deep-sea and coastal netting , by pollution, and by various other threats to the fish’s habitat. ------------------------------------------------------------------------------------------------------------ Q8: The number of applications for teaching positions in Newtown’s public schools was 5.7 percent lower in 1993 than in 1985 and 5.9 percent lower in 1994 than in 1985. Despite a steadily growing student population and an increasing number of teacher resignations, however, Newtown dose not face a teacher shortage in the late 1990’s. Which of the following, if true, would contribute most to an explanation of the apparent discrepancy above? 18
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------------------------------------------------------------------------------------------------------------ Q9 to Q12: In recent years, Western business managers have been heeding the exhortations of busi- Line ness journalists and academics (5) to move their companies toward long-term, collaborative “strategic partnerships” with their external business partners (e.g., suppliers). The experts’ advice comes as (10) a natural reaction to numerous studies conducted during the past decade that compared Japanese production and supply practices with those of the rest of the world. (15) The link between the success of a certain well-known Japanese automaker and its effective management of its suppliers, for example, has led to an unques- (20) tioning belief within Western management circles in the value of strategic partnerships. Indeed, in the automobile sector all three United States manufacturers and (25) most of their European competitors
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