[单选题]Text3Forhundredsofyears,thecriminallaw(刑法)hasbeenbuiltaroundtheideathatwrongdoersmustbepunishedfortheircrimes.Themostbasicargumentforpunishmentisthatitpreserveslawandorderandrespectsforauthority.Fromthispointofview，punishmentdoestwothings.Itupholdsthelaw，anditpreventsothersfromthinkingtheycangetawaywithdoingthesamethingwithoutpunishment.Punishmentisbasedontheideathatmanypeoplehaveabarelycontrolleddesiretoactinforbiddenways.Oneofthebestwaystoreducecrimeistoreformorrehabilitate(改造)habitualcriminals.Themainproblemisnotthefirstoffenderorthepettythiefbuttherepeatedoffenderwhocommitsincreasinglyseriouscrimes.Accordingtocriminologists，crimewoulddecreasegreatlyifallsuchoffenderscouldbeturnedawayfromwrongdoing.ButU.S.prisonshavehadlittlesuccessinrehabilitatinginmates.Abouttwo-thirdsofthepeoplearrestedinanyyearhaveapreviouscriminalrecord.Rehabilitation(改造)ofcriminalscouldprobablybeimprovedgreatlyifexpertscouldprovidetherightkindofprogramfordifferenttypesofoffenders.Criminalsvarywidelyinthekindsofcrimestheycommit，theiremotionalproblems，andtheirsocialandeconomicbackgrounds.Notalloffenderscanbehelpedbythesametreatment.Manyrequiretheaidofphysicians,psychiatrists,orpsychologists.Othersrespondwelltoeducationalorvocationaltraining.Intheearly1990s,therewereabout1,300,000criminalsinU.S.city,county,state,andfederalcorrectionalinstitutions，andabout500,000morewereoutonparole.Societyspentmorethan$15billiontooperateprisonsandrelatedinstitutionsyearly,butonlyasmallpartofthissumwenttoprovidetreatment.Nearlyallthefundswereusedtofeedandclotheprisonersandtokeepthemundercontrol.Sincethe1ate1970s,however,therehasbeenatrendtowardpunishmentratherthanrehabilitationofoffenders.Prisonsentences(徒刑)arelonger.CapitalpunishmentshavebeenusedmorefrequentlysincetheU.S.SupremeCourtliftedadeathpenaltybanin1976.Nevertheless,crimepreventionshouldaimtopreventpeoplefrombecomingcriminalsinthefirstplace.Suchagoalprobablywouldbenefitfromreformprogramsinurbanslums.Theseprogramswouldincludeimprovedhousing,schools,andrecreationprogramsandincreasedjobopportunities.Therearemanyotherwaystoreducecrime.Peoplecanbeeducatedorpersuadedtotakegreaterprecautionsagainstcrime.Theycanbetaught,forexample,howtoprotecttheirhomesfromburglary.Automobiletheftswoulddropsharplyifdriversremovedtheirkeysandlockedtheircarswhenleavingthem.Betterlightinghelpsdiscouragepurse-snatchingsandotherrobberiesoncitystreetsandinparks.Manyexpertsbelievethatstrictgun-licensinglawswouldgreatlyreducecrime.11.Thebeliefthatpeopletendtobehaveinforbiddenways____.
[判断题]IITrueorFalse.WomenareworsethanmenatturningnetworkstotheiradvantageINTHErarefiedworldofthecorporateboard,agoodnetworkmatters.Recruitmentofteninvolvesword-of-mouthrecommendations:gettingonashortlistiseasierifyouhavetherightconnections.Newresearchsuggestsmenusecontactsbetterthanwomen.MarieLalanneandPaulSeabrightoftheToulouseSchoolofEconomicsmeasuretheeffectofanetworkonremunerationusingadatabaseofboardmembersinEuropeandAmerica.Theyfindthatifyouweretocomparetwoexecutivedirectors,identicalineverywayexceptthatonehad200ex-colleaguesnowsittingonboardsandtheother400,thelatter,onaverage,wouldbepaid6%more.Fornon-executivesthegapis14%.Thereallyjuicyfindingconcernsthedifferencebetweenthesexes.Amongexecutive-boardmembers,womenearn17%lessthantheirmalecounterparts.Thereareplentyofplausibleexplanationsforthisdisparity,frominterruptionstowomen’scareerstoold-fashioneddiscrimination.Buttheauthorsfindthatthispaygapcanbefullyexplainedbytheeffectofexecutives’networks.Mencanleveragealargenetworkintomoreseniorpositionsoraseatonamorelucrativeboard;womendon’tseemtobeableto.Womencouldjusthaveweakerconnectionswithmembersoftheirnetworks.“Womenseemmoreinclinedtobuildandrelyononlyafewstrongrelationships,”saysMrSeabright.Menarebetteratdevelopingpassingacquaintancesintoanetwork,andbetteratmaintainingahighpersonalprofilethroughthesecontacts.Womenmay,ofcourse,alsobehurtbytheexistingdominanceofmenonboardsandamalepreferenceforfillingexecutivepositionswithothermen.Butatendencytothinkofothermenfirstwillbeamplifiediftalentedwomendon’tstayontheradar.Interestingly,thereisonlyamarginalpaydifferencebetweenmenandwomenwhenitcomestonon-executivedirectors,andnodifferenceintheeffectivenessoftheirnetworks.Itispossiblethatthisreflectspressurefor“genderquotas”oncorporateboards.Womenareabletofindtheirwayontoshortlistsforlower-paid,non-executivepositions.Butthat’snotwheretherealpowerlies.1.Bystudyingtheimpactofsocialconnectionsonpay,theyfoundthatmenincomparablepositionswerepaid17%morethanwomeninnon-executives.
[判断题]WomenareworsethanmenatturningnetworkstotheiradvantageINTHErarefiedworldofthecorporateboard,agoodnetworkmatters.Recruitmentofteninvolvesword-of-mouthrecommendations:gettingonashortlistiseasierifyouhavetherightconnections.Newresearchsuggestsmenusecontactsbetterthanwomen.MarieLalanneandPaulSeabrightoftheToulouseSchoolofEconomicsmeasuretheeffectofanetworkonremunerationusingadatabaseofboardmembersinEuropeandAmerica.Theyfindthatifyouweretocomparetwoexecutivedirectors,identicalineverywayexceptthatonehad200ex-colleaguesnowsittingonboardsandtheother400,thelatter,onaverage,wouldbepaid6%more.Fornon-executivesthegapis14%.Thereallyjuicyfindingconcernsthedifferencebetweenthesexes.Amongexecutive-boardmembers,womenearn17%lessthantheirmalecounterparts.Thereareplentyofplausibleexplanationsforthisdisparity,frominterruptionstowomen’scareerstoold-fashioneddiscrimination.Buttheauthorsfindthatthispaygapcanbefullyexplainedbytheeffectofexecutives’networks.Mencanleveragealargenetworkintomoreseniorpositionsoraseatonamorelucrativeboard;womendon’tseemtobeableto.Womencouldjusthaveweakerconnectionswithmembersoftheirnetworks.“Womenseemmoreinclinedtobuildandrelyononlyafewstrongrelationships,”saysMrSeabright.Menarebetteratdevelopingpassingacquaintancesintoanetwork,andbetteratmaintainingahighpersonalprofilethroughthesecontacts.Womenmay,ofcourse,alsobehurtbytheexistingdominanceofmenonboardsandamalepreferenceforfillingexecutivepositionswithothermen.Butatendencytothinkofothermenfirstwillbeamplifiediftalentedwomendon’tstayontheradar.Interestingly,thereisonlyamarginalpaydifferencebetweenmenandwomenwhenitcomestonon-executivedirectors,andnodifferenceintheeffectivenessoftheirnetworks.Itispossiblethatthisreflectspressurefor“genderquotas”oncorporateboards.Womenareabletofindtheirwayontoshortlistsforlower-paid,non-executivepositions.Butthat’snotwheretherealpowerlies.2.Comparedwithmen,womenarecompletelyunabletoleveragealargenetworkintomoreseniorpositionsoraseatonamorelucrativeboard.
[判断题]WomenareworsethanmenatturningnetworkstotheiradvantageINTHErarefiedworldofthecorporateboard,agoodnetworkmatters.Recruitmentofteninvolvesword-of-mouthrecommendations:gettingonashortlistiseasierifyouhavetherightconnections.Newresearchsuggestsmenusecontactsbetterthanwomen.MarieLalanneandPaulSeabrightoftheToulouseSchoolofEconomicsmeasuretheeffectofanetworkonremunerationusingadatabaseofboardmembersinEuropeandAmerica.Theyfindthatifyouweretocomparetwoexecutivedirectors,identicalineverywayexceptthatonehad200ex-colleaguesnowsittingonboardsandtheother400,thelatter,onaverage,wouldbepaid6%more.Fornon-executivesthegapis14%.Thereallyjuicyfindingconcernsthedifferencebetweenthesexes.Amongexecutive-boardmembers,womenearn17%lessthantheirmalecounterparts.Thereareplentyofplausibleexplanationsforthisdisparity,frominterruptionstowomen’scareerstoold-fashioneddiscrimination.Buttheauthorsfindthatthispaygapcanbefullyexplainedbytheeffectofexecutives’networks.Mencanleveragealargenetworkintomoreseniorpositionsoraseatonamorelucrativeboard;womendon’tseemtobeableto.Womencouldjusthaveweakerconnectionswithmembersoftheirnetworks.“Womenseemmoreinclinedtobuildandrelyononlyafewstrongrelationships,”saysMrSeabright.Menarebetteratdevelopingpassingacquaintancesintoanetwork,andbetteratmaintainingahighpersonalprofilethroughthesecontacts.Womenmay,ofcourse,alsobehurtbytheexistingdominanceofmenonboardsandamalepreferenceforfillingexecutivepositionswithothermen.Butatendencytothinkofothermenfirstwillbeamplifiediftalentedwomendon’tstayontheradar.Interestingly,thereisonlyamarginalpaydifferencebetweenmenandwomenwhenitcomestonon-executivedirectors,andnodifferenceintheeffectivenessoftheirnetworks.Itispossiblethatthisreflectspressurefor“genderquotas”oncorporateboards.Womenareabletofindtheirwayontoshortlistsforlower-paid,non-executivepositions.Butthat’snotwheretherealpowerlies.3.Althoughmenarebetteratbuildingpassingacquaintancesintoanetwork,theyarelessactiveinthesecontacts.
[判断题]WomenareworsethanmenatturningnetworkstotheiradvantageINTHErarefiedworldofthecorporateboard,agoodnetworkmatters.Recruitmentofteninvolvesword-of-mouthrecommendations:gettingonashortlistiseasierifyouhavetherightconnections.Newresearchsuggestsmenusecontactsbetterthanwomen.MarieLalanneandPaulSeabrightoftheToulouseSchoolofEconomicsmeasuretheeffectofanetworkonremunerationusingadatabaseofboardmembersinEuropeandAmerica.Theyfindthatifyouweretocomparetwoexecutivedirectors,identicalineverywayexceptthatonehad200ex-colleaguesnowsittingonboardsandtheother400,thelatter,onaverage,wouldbepaid6%more.Fornon-executivesthegapis14%.Thereallyjuicyfindingconcernsthedifferencebetweenthesexes.Amongexecutive-boardmembers,womenearn17%lessthantheirmalecounterparts.Thereareplentyofplausibleexplanationsforthisdisparity,frominterruptionstowomen’scareerstoold-fashioneddiscrimination.Buttheauthorsfindthatthispaygapcanbefullyexplainedbytheeffectofexecutives’networks.Mencanleveragealargenetworkintomoreseniorpositionsoraseatonamorelucrativeboard;womendon’tseemtobeableto.Womencouldjusthaveweakerconnectionswithmembersoftheirnetworks.“Womenseemmoreinclinedtobuildandrelyononlyafewstrongrelationships,”saysMrSeabright.Menarebetteratdevelopingpassingacquaintancesintoanetwork,andbetteratmaintainingahighpersonalprofilethroughthesecontacts.Womenmay,ofcourse,alsobehurtbytheexistingdominanceofmenonboardsandamalepreferenceforfillingexecutivepositionswithothermen.Butatendencytothinkofothermenfirstwillbeamplifiediftalentedwomendon’tstayontheradar.Interestingly,thereisonlyamarginalpaydifferencebetweenmenandwomenwhenitcomestonon-executivedirectors,andnodifferenceintheeffectivenessoftheirnetworks.Itispossiblethatthisreflectspressurefor“genderquotas”oncorporateboards.Womenareabletofindtheirwayontoshortlistsforlower-paid,non-executivepositions.Butthat’snotwheretherealpowerlies.4.Thestudyfoundthateventhoughwomencangetjobsbyacceptinglowerpayorenteringnon-executiveareas,thatisnottheresultoftheoptimalallocationofresources.
[判断题]WomenareworsethanmenatturningnetworkstotheiradvantageINTHErarefiedworldofthecorporateboard,agoodnetworkmatters.Recruitmentofteninvolvesword-of-mouthrecommendations:gettingonashortlistiseasierifyouhavetherightconnections.Newresearchsuggestsmenusecontactsbetterthanwomen.MarieLalanneandPaulSeabrightoftheToulouseSchoolofEconomicsmeasuretheeffectofanetworkonremunerationusingadatabaseofboardmembersinEuropeandAmerica.Theyfindthatifyouweretocomparetwoexecutivedirectors,identicalineverywayexceptthatonehad200ex-colleaguesnowsittingonboardsandtheother400,thelatter,onaverage,wouldbepaid6%more.Fornon-executivesthegapis14%.Thereallyjuicyfindingconcernsthedifferencebetweenthesexes.Amongexecutive-boardmembers,womenearn17%lessthantheirmalecounterparts.Thereareplentyofplausibleexplanationsforthisdisparity,frominterruptionstowomen’scareerstoold-fashioneddiscrimination.Buttheauthorsfindthatthispaygapcanbefullyexplainedbytheeffectofexecutives’networks.Mencanleveragealargenetworkintomoreseniorpositionsoraseatonamorelucrativeboard;womendon’tseemtobeableto.Womencouldjusthaveweakerconnectionswithmembersoftheirnetworks.“Womenseemmoreinclinedtobuildandrelyononlyafewstrongrelationships,”saysMrSeabright.Menarebetteratdevelopingpassingacquaintancesintoanetwork,andbetteratmaintainingahighpersonalprofilethroughthesecontacts.Womenmay,ofcourse,alsobehurtbytheexistingdominanceofmenonboardsandamalepreferenceforfillingexecutivepositionswithothermen.Butatendencytothinkofothermenfirstwillbeamplifiediftalentedwomendon’tstayontheradar.Interestingly,thereisonlyamarginalpaydifferencebetweenmenandwomenwhenitcomestonon-executivedirectors,andnodifferenceintheeffectivenessoftheirnetworks.Itispossiblethatthisreflectspressurefor“genderquotas”oncorporateboards.Womenareabletofindtheirwayontoshortlistsforlower-paid,non-executivepositions.Butthat’snotwheretherealpowerlies.5.Recentresearchshowsthatwomenarelessadeptatusingtheirinterpersonalrelationships.
