GMAT考满分·题库

搜索

收录题目9362道

搜索结果共2050条

来源 题目内容
Because the framers of the United States Constitution (written in 1787) believed that protecting property rights relating to inventions would encourage the new nation’s economic growth, they gave Congress—the national legislature—a constitutional mandate to grant patents for inventions. The resulting patent system has served as a model for those in other nations. Recently, however,[line:8] [hl:2]scholars[/hl:2][/line:8] have questioned whether the American system helped achieve the framers’ goals. These scholars have contended that from 1794 to roughly 1830, American inventors were unable to enforce property rights because judges were “ antipatent ” and routinely invalidated patents for arbitrary reasons. [hl:5][line:14]This argument[/line:14][/hl:5] is based partly on examination of court decisions in cases where patent holders (“patentees”) brought suit alleging infringement of their patent rights. In the 1820s, for instance, 75 percent of verdicts were decided against the patentee. The proportion of verdicts for the patentee began to increase in the 1830s, suggesting to [line:21][hl:4]these scholars[/hl:4][/line:21] that judicial attitudes toward patent rights began shifting then.Not all patent disputes in the early nineteenth century were litigated, however, and litigated cases were not drawn randomly from the population of disputes. Therefore the rate of verdicts in favor of patentees cannot be used by itself to gauge changes in judicial attitudes or enforceability of patent rights. If early judicial decisions were prejudiced against patentees, one might expect the subsequent courts—allegedly more supportive of patent rights—would reject the former legal precedents. But pre-1830 cases have been cited as frequently as later decisions, and they continue to be cited today, suggesting that the early decisions, many of which clearly declared that patent rights were a just recompense for inventive ingenuity, provided a lasting foundation for patent law. The proportion of judicial decisions in favor of patentees began to increase during the 1830s because of a change in the underlying population of cases brought to trial. This change was partly due to an 1836 revision to the patent system: an examination procedure, still in use today, was instituted in which each application is scrutinized for its adherence to patent law. Previously, patents were automatically granted upon payment of a $30 fee.
Excess inventory, a massive problem for many businesses, has several causes, some of which are unavoidable. Overstocks may accumulate through production overruns or errors. Certain styles and colors prove unpopular. With some products - computers and software, toys, and books - last year's models are difficult to move even at huge discounts. Occasionally the competition introduces a better product. But in many cases the public's buying tastes simply change, leaving a manufacturer or distributor with thousands (or millions) of items that the fickle public no longer wants.One common way to dispose of this merchandise is to sell it to a liquidator, who buys as cheaply as possible and then resells the merchandise through catalogs, discount stores, and other outlets. However, liquidators may pay less for the merchandise than it cost to make it. Another way to dispose of excess inventory is to dump it. The corporation takes a straight cost write-off on its taxes and hauls the merchandise to a landfill. Although it is hard to believe, there is a sort of convoluted logic to this approach. It is perfectly legal, requires little time or preparation on the company's part, and solves the problem quickly. The drawback is the remote possibility of getting caught by the news media. Dumping perfectly useful products can turn into a public relations nightmare. [line:25][hl:4]Children living in poverty are freezing and XYZ Company has just sent 500 new snowsuits to the local dump. Parents of young children are barely getting by and QRS Company dumps 1,000 cases of disposable diapers because they have slight imperfections.[/hl:4][/line:25]The managers of these companies are not deliberately wasteful; they are simply unaware of all their alternatives. In 1976 the Internal Revenue Service provided a tangible incentive for businesses to contribute their products to charity. The new tax law allowed corporations to deduct the cost of the product donated plus half the difference between cost and fair market selling price, with the proviso that deductions cannot exceed twice cost. Thus, the federal government sanctions - indeed, encourages - an above-cost federal tax deduction for companies that donate inventory to charity.
In Winters v. United States (1908), the Supreme Court held that the right to use waters flowing through or adjacent to the Fort Belknap Indian Reservation was reserved to American Indians by the treaty establishing the reservation. Although this treaty did not mention water rights, the Court ruled that the federal government, when it created the reservation, intended to deal fairly with American Indians by reserving for them the waters without which their lands would have been useless. [line:10][hl:2]Later decisions, citing Winters, established that courts can find federal rights to reserve water for particular purposes if (1) the land in question lies within an enclave under exclusive federal jurisdiction, (2) the land has been formally withdrawn from federal public lands-i.e., withdrawn from the stock of federal lands available for private use under federal land use laws-and set aside or reserved, and (3) the circumstances reveal the government intended to reserve water as well as land when establishing the reservation.[/hl:2][/line:10]Some American Indian tribes have also established water rights through the courts based on their traditional diversion and use of certain waters prior to the United States` acquisition of sovereignty. For example, the Rio Grande pueblos already existed when the United States acquired sovereignty over New Mexico in 1848. Although they at that time became part of the United States, the pueblo lands never formally constituted a part of federal public lands; in any event, no treaty, statute, or executive order has ever designated or withdrawn the pueblos from public lands as American Indian reservations. This fact, however, has not barred application of the Winters doctrine. What constitutes an American Indian reservation is a question of practice, not of legal definition, and the pueblos have always been treated as reservations by the United States. This [line:37][hl:4]pragmatic approach[/hl:4][/line:37] is [hl:3]buttressed by Arizona v. California (1963), wherein the Supreme Court indicated that the manner in which any type of federal reservation is created does not affect the application to it of the Winters doctrine[/hl:3]. Therefore, the reserved water rights of Pueblo Indians have priority over other citizens` water rights as of 1848, the year in which pueblos must be considered to have become reservations.
Why firms adhere to or deviate from their strategic plans is poorly understood. However, theory andlimited research suggest that the process through which such plans emerge may play a part. In particular, top management decision-sharing -- consensus-oriented, team-based decision-making -- may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere to their plans.[hl:1]However, the relationship between top management decision-sharing and adherence to plans may be affected by a firm's strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits).[/hl:1] At one end of the strategic mission continuum, "build" strategies are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. At the other end, "harvest" strategies are used when a firm is willing to sacrifice market share for short-term profitability and cash-flow maximization. Research and theory suggest that top management decision-sharing may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies. In a study of strategic practices in several large firms, managers in harvest strategy scenarios were more able to adhere to their business plans. As one of the managers in the study explained it, this is partly because "[hl:4]typically all a manager has to do when implementing a harvest strategy is that which was done last year.[/hl:4]" Additionally, managers under harvest strategies mayhave fewer strategic options than do those under build strategies; it may therefore be easier to reach agreement on a particular course of action through decision-sharing, which will in turn tend to promote adherence to plans. Conversely, in a "build" strategy scenario, individual leadership, rather than decision-sharing, may promote adherence to plans. Build strategies - which typically require leaders with strong personal visions for a firm's future, rather than the negotiated compromise of the team-based decision - may be most closely adhered to when implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.
Jacob Burckhardt`s view that Renaissance European women "stood on a footing of equality" with Renaissance men has been cited by feminist scholars as a prelude to their presentation of rich historical evidence of women's inequality. In striking contrast to Burckhardt, Joan Kelly in her famous 1977 essay, "Did Women Have a Renaissance?" argued that the Renaissance was a period of economic and social decline for women relative both to Renaissance men and to medieval women. Recently. however, a significant trend among feminist [hl:2][hl:4]scholars[/hl:4][/hl:2] has entailed a rejection of both Kelly's dark vision of the Renaissance and Burckhardt`s rosy one. Many recent works by these scholars stress the ways in which differences among Renaissance women-especially in terms of social status and religion-work to complicate the kinds of generalizations both Burckhardt and Kelly made on the basis of their observations about upper-class Italian women.The trend is also evident, however, in works focusing on those middle- and upper-class European women whose ability to write gives them disproportionate representation in the historical record. Such women were, simply by virtue of their literacy, members of a tiny minority of the population, so it is risky to take their descriptions of their experiences as typical of "female experience" in any general sense. Tina Krontiris, for example, in her fascinating study of six Renaissance women writers, does tend at times to conflate "women" and"women writers," assuming that women`s gender, irrespective of other social differences, including literacy, allows us to view women as a homogeneous social group and make that group an object of analysis. Nonetheless, Krontiris makes a significant contribution to the field and is representative of those authors who offer what might be called a cautiously Optimistic assessment of Renaissance women`s achievements, although she also stresses the social obstacles Renaissance women faced when they sought to raise their "oppositional voices." Krontiris is concerned to show women intentionally negotiating some power for themselves (at least in the realm of public discourse) against potentially constraining ideologies, but in her sober and thoughtful concluding remarks, she suggests that such verbal opposition to cultural stereotypes was highly circumscribed; women seldom attacked the basic assumptions in the ideologies that oppressed them.
Ready4

If arc above is a semicircle, what is the length of diameter ?

(1)

(2)

Ready4

If arc above is a semicircle, what is the length of diameter ?

(1)

(2)

Ready4

In the figure above, if the area of square region B is 4, what is the area of triangular region D?

  1. The area of square region C is 9.
  2. The area of square region A is 13.
First identified in 1969, komatiites are Earth's oldest known volcanic rocks and contain three times as much magnesium as do most volcanic rocks. This chemical composition suggests that komatiites formed from the hottest lava known ever to have erupted: a high concentration of magnesium changes the physical properties of lava so that unusually high temperatures would be required for the lava to exist as a liquid.Komatiites' discovery was surprising in light of then-current geological theories about magmas, molten rock that forms in the Earth's mantle (the layer beneath the crust) and composes volcanic lava eruptions. Prior to 1960, geologists Bowen and Hess disagreed over whether or not the very high temperatures needed to produce magmas rich in magnesium could have existed on Earth. Hess suggested that the presence of water, probably released from minerals decomposing in the Earth's mantle, might have meant that a high-magnesium magma could have existed at a lower temperature. But Bowen showed experimentally that the high temperatures were indeed necessary. By 1960, it was generally accepted that volcanic rocks with such high levels of magnesium could not exist, and thus the discovery of komatiites changed geologists' assumptions about the characteristics of the Earth's mantle around the time of the formation of komatiites, between 2.5 and 4 billion years ago.
In corporate purchasing, competitive scrutiny is typically limited to suppliers of items that are directly related to end products. With "indirect" purchases (such as computers, advertising, and legal services), which are not directly related to production, corporations often favor "supplier partnerships" (arrangements in which the purchaser forgoes the right to pursue alternative suppliers), which can inappropriately shelter suppliers from rigorous competitive scrutiny that might afford the purchaser economic leverage. There are two independent variables—availability of alternatives and ease of changing suppliers—that companies should use to evaluate the feasibility of subjecting suppliers of indirect purchases to competitive scrutiny. This can create four possible situations.In Type 1 situations, there are many alternatives and change is relatively easy. Open pursuit of alternatives—by frequent competitive bidding, if possible—will likely yield the best results. In Type 2 situations, where there are many alternatives but change is difficult—as for providers of employee health-care benefits—it is important to continuously test the market and use the results to secure concessions from existing suppliers. Alternatives provide a credible threat to suppliers, even if the ability to switch is constrained. In Type 3 situations, there are few alternatives, but the ability to switch without difficulty creates a threat that companies can use to negotiate concessions from existing suppliers. In Type 4 situations, where there are few alternatives and change is difficult, partnerships may be unavoidable.
Analyst Candidate must have University GPA over 3.2 and must not have an MBA degree Candidate must (or will) have graduated from a Top 15 University Candidate must have demonstrated interest in finance Candidate must have the ability to work long hours, be highly analytical, and become a master of Microsoft Excel Candidate total years of experience must be less than 3 years Associate Candidate will normally have 2 years of experience as an Analyst at this bank or other similar bank Candidate must have demonstrated advisory experience on M&A transactions Candidate must have the ability to manage analysts and be respected by analysts The restriction on number of years as an analyst can be relaxed if at least 2 associates recommend the candidate strongly Principal Candidate must have an MBA degree from a full-time two-year program Candidate must have 4+ years of experience in investment banking, familiar with various M&A strategies, familiar with valuation methodologies Candidate must have experience managing analysts, managing due diligence for an advisory project, and interacting with clients Candidate must have 3 strong recommendations from either other associates or principals
In studies of extreme isolationism, researchers tried to determine if there was a limit on age after which an "isolated" child would be unable to develop socially. One child, Anna, was an illegitimate child and became a foster child to a family that had no time to care for her. She was left in the attic often and was attended to just enough to allow her to survive. At age 5 she was sent to another foster home where she experienced more interaction, yet by the time of her death at age 8 her development had not progressed.In another case, Rebecca, also an illegitimate child, had a new set of caretakers at age 4 and began seeing social development at age 6. Her development from age 6-10 accelerated and she was considered to have normal social development by age 10.Researchers concluded that social development after extreme cases of isolationism cannot develop past age 5 for a child but can develop before 5.
In corporate purchasing, competitive scrutiny is typically limited to suppliers of items that are directly related to end products. With "indirect" purchases (such as computers, advertising, and legal services), which are not directly related to production, corporations often favor "supplier partnerships"(arrangements in which the purchaser forgoes the right to pursue alternative suppliers), which can inappropriately shelter suppliers from rigorous competitive scrutiny that might afford the purchaser economic leverage. There are two independent variables availability of alternatives and ease of changing suppliers-that companies should use to evaluate the feasibility of subjecting suppliers of indirect purchases to competitive scrutiny. This can create four possible situations. In Type 1 situations, there are many alternatives and change is relatively easy. Open pursuit of alternatives-by frequent competitive bidding, if possible-will likely yield the best results. In Type 2 situations, where there are many alternatives but change is difficult-as for providers of employee health-care benefits-it is Important to continuously test the market and use the results to secure concessions from existing suppliers. Alternatives provide a credible threat to suppliers, even if the ability to switch is constrained. In Type 3 situations, there are few alternatives, but the ability to switch without difficulty creates a threat that companies can use to negotiate concessions from existing suppliers. In Type 4 situations, where there are few alternatives and change is difficult, partnerships may be unavoidable.
Ready4

What is the volume of the cube above?

(1) The length of diagonal MN is <font color='#FE8080'>4</font>\sqrt{3}.

(2) The surface area of the cube is 96 square inches.

 
OG17 OG18 On days 1 through 4 of a recent week, product X was out of stock at Retailer R. Day 1 shoppers are those who came to Retailer R on day 1 of that week seeking Product X. for each of the first 3 days of that week, the graph shows the subsequent behavior of all the day 1 shoppers who came to Retailer R seeking Product X on that day. Shoppers at Retailer R who purchased a different item in lieu of Product X paid an average of 30% more for the item.GMAT、gmat题库、gmat模考、gmat考满分From each drop-down menu, select the option that creates the most accurate statement based on the information provided.% of Day 1 shoppers returned to the store on day 3.Shoppers at Retailer R who purchased substitute items from other manufacturers on day 1 paid a total amount that was approximately % of the total all day 1 shoppers would have paid had each of them been able to purchase Product X on day 1.
Ready4 Although a cause for concern among farmers, inflammation in pregnant female dairy cattle, which occurs commonly just after birth-many disorders, including metabolic diseases such as ketosis and fatty liver, are known to occur at this time-it is believed to play a beneficial role in the complex process of going from late pregnancy to lactation. 
Ready4 Only 10 percent of Indians surveyed in 1996 had access to a telephone; of those surveyed in 2012, over 50 percent had access to a mobile phone.
Ready4 According to television networks, software tracking social media sentiment has proved useful to predict the outcome of political elections.
Ready4

The ministry asserts that improvements in sentiment indicators are evidence that the economy will dodge the uncertainty that had been caused earlier by the euro debt crisis and instead grow by 1.8 percent in 2014.
Ready4 In a recent study published in Nature Neuroscience, a team of scientists, concluding that, since participants who took caffeine tablets in a memory test outperformed participants who took placebo tablets in that test, caffeine enhances short-term memory.