题目内容
（请给出正确答案）
Why was Ms Simmons criticized according to the passage？
A．She gained illegal pay from a third company.
B．She failed to fulfill her duty in Brown University.
C．She refused to make compromises with the students.
D．She left Goldman Sachs's board in tough times.
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更多“Why was Ms Simmons criticized …”相关的问题
requency re.use in the network)？()
A.It increases the sensitivity of the mobile
B.It increases the number of mobiles with high C/I
C.The power consumption in the radio base station is reduced
D.It reduces the risk of MS receiver saturation
E.It reduces the number of mobiles with low C/I
Outside directors are supposed to serve as helpful, yet less biased, advisers on a firm's board. Having made their wealth and their reputations elsewhere, they presumably have enough independence to disagree with the chief executive's proposals. If the sky, and the share price, is falling, outside directors should be able to give advice based on having weathered their own crises.
The researchers from Ohio University used a database that covered more than 10, 000 firms and more than 64, 000 different directors between 1989 and 2004. Then they simply checked which directors stayed from one proxy statement to the next. The most likely reason for departing a board was age, so the researchers concentrated on those "surprise" disappearances by directors under the age of 70. They found that after a surprise departure, the probability that the company will subsequently have to restate earnings increases by nearly 20% . The likelihood of being named in a federal class-action lawsuit also increases, and the stock is likely to perform. worse. The effect tended to be larger for larger firms. Although a correlation between them leaving and subsequent bad performance at the firm is suggestive, it does not mean that such directors are always jumping off a sinking ship. Often they "trade up, " leaving riskier, smaller firms for larger and more stable firms.
But the researchers believe that outside directors have an easier time of avoiding a blow to their reputations if they leave a firm before bad news breaks, even if a review of history shows they were on the board at the time any wrongdoing occurred. Firms who want to keep their outside directors through tough times may have to create incentives. Otherwise outside directors will follow the example of Ms. Simmons, once again very popular on campus.
According to Paragraph 1, Ms. Simmons was criticized for_________.
A．gaining excessive profits
B．failing to fulfill her duty
C．refusing to make compromises
D．leaving the board in tough times
There are two ways to defend the deal. One is to point out its advantages, which is what Ms Fiorina did this week. Merging with Compaq, she said, would enable HP to reach its goals faster than it could on its own. The deal would improve HP's position in key markets such as storage and high-end computing, as well as the economics of its PC business. It would double the size of HP's sales force and broaden its customer base, providing more potential clients for its services and consulting arms. It would improve cashflow, margins and efficiency by adding "breadth and depth" to HP. "Having spent the last several months planning the integration of these two companies, we are even more convinced of the power of this combination," Ms Fiorina concluded.
It sounds too good to be true, and it almost certainly is. But the other way to defend the deal is to point out that, even if it was a bad idea to start with, abandoning it could be even worse—a view that, unsurprisingly, Ms Fiorina chose not to advance, but is being quietly put forward by the deal's supporters.
Scrapping the merger would be extremely painful for a number of reasons. Since the executive teams of both firms have committed themselves to the deal, they would be utterly discredited if it fell apart, and would probably have to go. Under the terms of the merger agreement, HP might have to pay Compaq as much as $675m if it backed out. The two firms would be considerably weakened; they would also be rivals again, despite having shared confidential technical and marketing information with each other over the past few months. In short, it would all be horribly messy. What can be done to save the deal？ Part of the problem is that HP has no plan B. "They need a brand-recovery effort immediately," says one industry analyst. HP must give the impression that it is strong and vital, rather than desperate, and that its future is not dependent on the deal going forward. That could make the merger look more attractive and bring investors back on board.
This week's results will certainly help. The David and Lucile Packard Foundation, which owns just over one-tenth of HP's shares, will decide whether to back the merger in the next few weeks, and HP's shareholders are to vote on it early next year. The more credible HP's plan B, the less likely it is that it will be needed.
What is Ms Fiorina's attitude toward the merging of HP and Compaq？
A．Reserved consent.
B．Strong disapproval.
C．Enthusiastic support.
D．Slight contempt.
