(Q).
Article: Most of the flowers in nature are red, orange and yellow. If we have seen a black flower, it's a chance in million. People have made a census ( ) to colors of more than four thousand kinds of flowers and discovered that only eight of them are black. As we know, sunlight is formed by seven different colored lights. The wave length of each light is different, so the quantity of heat in each light is also different. Flowers, especially their petals ( ) , are easy to be harmed by high temperature. Black flowers can take in all the light waves which cause the flowers to dry up in a high temperature. So black flowers can rarely survive sunlight. But red flowers, orange flowers and yellow flowers can protect themselves from sunlight by reflecting the red light, orange light and yellow light, each of which has a large quantity of heat. Question: Which of the following ideas is NOT true? Yes or no, is the answer "Red, orange and yellow flowers can also absorb the light of all wave lengths."?
(A).
No

(Q).
Article: Culture is one of the most challenging elements of the international marketplace. This system of learned behavior patterns characteristic of the members of a given society is constantly shaped by a set of dynamic variables : language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions. To deal with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience. The most complicated problems in dealing with the cultural environment lie in the fact that one cannot learn culture--one has to live it. Two schools of thought exist in the business world on how to deal with cultural differences. One is that business is business the world around, following the model of Pepsi and McDonald's. In some cases, globalization is a fact of life; however, cultural differences are still far from disappearing. The other school suggests that companies must adjust business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia or even blindness. Fortuneexamined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your rivals, know your audience, and know your customer. Question: The two schools of thought _ . Yes or no, is the answer "both advocate that different policies be set up in different countries."?
(A).
No

(Q).
Article: Last month the first baby-boomers turned 60. The enormous generation born between 1946 and 1964 is heading towards retirement. The coming "demographic cliff" will see vast numbers of skilled workers disappear from the labor force. The workforce is ageing across the rich world. Within the EU the number of workers aged between 50 and 64 will increase by 25% over the next two decades, while those aged 20 -29 will decrease by 20%. Given that most societies have a tendency to retirement at around 65, companies have a problem of knowledge management, of making sure that the boomers do not leave before they have handed over their expertise along with the office keys and their e-mail address. If you look hard enough, you can find companies that have begun to adapt the workplace to older workers. The tools they use to achieve are flexible working, telecommuting, and so forth. Some companies spend "a lot of time" on the ergonomics its factories, making jobs there less tiring. Likewise, for more than a decade, prefix = st1 /Toyota, has been unusually keen to employ older workers. IBM uses its alumni network to recruit retired people for particular projects. But such examples are unusual. A survey in America last month by Ernst & Young found that "although America foresees a significant workforce shortage as boomers retire, it is not dealing with the issue . " Why are firms not working harder to keep old employees? Mostly they are not hanging on to older workers the only way to cope with a falling supply of labor. The participation of developing countries in the world economy has increased the overall supply--whatever the local effect of demographics in the rich countries. Question: According to the passage, the most serious consequence of baby-boomers approaching retirement would be _ . Yes or no, is the answer "its influence on the developed world whose workforce is ageing"?
(A).
Yes