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The number of female bosses of large firms remains stubbornly small. Not single one on France’s CAC 40 share index or on Germany’s DAX index is run by a woman. In America, only 15 chief executives of Fortune 500 companies are women. Britain does better, but not much: five of the FTSE-100 firms have female bosses.
On July 6th the European Parliament passed a resolution calling for EU-wide legislation stipulating that at least 40% of seats on listed companies’ supervisory boards will be reserved for women by 2020. This does not oblige member states to do anything, but it reflects a spreading mood. The German government is considering whether to impose quotas. America is not, but new rules from the Securities and Exchange Commission will require firms to reveal what, if anything, they are doing to increase diversity at the top table.
Viviane Reding, the EU commissioner for justice, argues that compulsion is the only way to overcome entrenched discrimination. In March, she posted a “Women on the Board Pledge for Europe” on her website. Only seven companies have signed up so far.
There is a powerful business case for hiring more women to run companies. They are more likely to understand the tastes and aspirations of the largest group of consumers in the world, namely women. They represent an underfished pool of talent. McKinsey, a consultancy, recently looked at 89 listed companies in Europe with a very high proportion of women in senior management posts and compared their financial performance with the average for firms in the same industry. It found that these firms enjoyed a higher return on equity, fatter operating profits and a more buoyant share price. The authors described the correlation between promoting women and doing well as “striking”, though they admitted that they could not prove what was causing what. It is possible that firms that are already doing well tend to hire more female directors. On the other hand, a study by Amy Dittmar and Kenneth Ahem of the Ross School of Business at the University of Michigan found that firms that were forced to increase the share of women on their boards by more than ten percentage points saw one measure of corporate value (the ratio of market capitalization to the replacement value of assets, known as Tobin’s Q) fall by 18%.
If quotas aren’t the answer, what is? The question is fiendishly complex. In most rich countries, women do as well as men or even better at school and university. In America, most new master’s degrees are awarded to women. Women also hold more than half of the entry-level jobs at American blue-chip companies.
But corporate women start to fall behind their male peers right from the beginning. They are less aggressive than men when negotiating their first salary and every subsequent pay rise. Linda Babcock of Carnegie Mellon University found that her male graduate students secured starting salaries 7.6% higher than her female graduate students. In general, men are four times more likely to ask for a pay rise than women are. Compounded over time, this makes a huge difference.
The higher you gaze up the corporate ladder, the fewer women you see. According to Catalyst, a researcher in New York, women are 37% of the middle managers in big American firms, 28% of the senior managers and a mere 14% of executive-committee members.
The way patronage and promotion work within the corporate world may count against women. Nearly all the executives who rise to the top have had a powerful backer, according to Sylvia Ann Hewlett, the author of “The Sponsor Effect”, a report for the Harvard Business Review. Yet women often fail to cultivate what Ms.’ Hewlett calls “relationship capital”. They hesitate to call in favors for fear of seeming pushy. And many are afraid of the gossip that a close relationship with a senior male colleague might provoke.
No doubt all of this plays its part. But a much bigger obstacle to putting more women in boardrooms is that so many struggles to balance work and a family. Partly because it is so tricky to juggle kids and a career, many highly able women opt for jobs with predictable hours, such as human resources or accounting. They also gravitate towards fields where their skills are less likely to become obsolete if they take a career break, which is perhaps one reason why nearly two-thirds of new American law graduates are female but only 18% of engineers.
Some governments try hard to help women combine a career and family. France and the Scandinavian countries help with child care. Creches and nurseries are subsidized. State schools will hang on to the little monsters well into the evening. This contrasts starkly with American and British schools, which boot them out long before an adult’s work day is over. American parents must also square the circle of ultra-short holidays for grown-ups and absurdly long ones for kids.
Women bring unique strengths to a company, reckons Lisa Gersh, the boss of Martha Stewart Living Omnimedia, a merchandising and media firm founded by a lifestyle guru. They are more collaborative than men, says Ms. Gersh, and better at multitasking. Those with children quickly become efficient. They know that they have to be home at a certain time.

1. Which of the following best summarizes the main focus of this passage?
2. Which of the following statements can be inferred true according to the passage?
3. All of the following are believed to account for the disproportionate representation of women in business top EXCEPT( ).
4. Which of the following is NOT the advantage of career women according to the passage?
5. To highlight his/her points and convince the readers, the author of this passage mainly relies on( ).

问题1选项
A.The dilemma of business women.
B.The discrimination against women in the field of business.
C.The concern about the fact that top women executives are so few and why it is so
D.How to eradicate the discrimination against women in business and the effect
问题2选项
A.Scandinavian countries are more egalitarian and feminine than Britain and USA
B.People unanimously welcome the quotas system to incorporate more women into the boardroom.
C.Women who benefit from quotas practice invariably promote the development of their businesses.
D.American women are in general the best educated and also the most equally treated in business.
问题3选项
A.Women are held back by the dilemma of dealing with family and work.
B.The powerful backers available to successful men are denied of women.
C.Women don’t enjoy the same opportunity for better education than men.
D.Women are less aggressive and lag behind their counterparts from the very beginning of their career. 
问题4选项
A.Cooperative
B.Multitasking
C.Efficient
D.flextime
问题5选项
A.data and figures
B.personal experiences
C.assertions based on personal observations
D.appealing to readers’ sentiments and emotions
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