The SAT provides four writing passages, each with 11 questions that give you the opportunity to correct for grammar, rewrite a phrase for style and clarity, or add or move a sentence for logic and flow. These questions are designed to see whether you can write clearly and effectively. Questions below are based on the following information. The following passage is an excerpt from Out-Executing the Competition: Building and Growing a Financial Services Company in Any Economy, by Irving H. Rothman (Wiley-Blackwell). This was more than a situation where a company might pull the... Show more The SAT provides four writing passages, each with 11 questions that give you the opportunity to correct for grammar, rewrite a phrase for style and clarity, or add or move a sentence for logic and flow. These questions are designed to see whether you can write clearly and effectively. Questions below are based on the following information. The following passage is an excerpt from Out-Executing the Competition: Building and Growing a Financial Services Company in Any Economy, by Irving H. Rothman (Wiley-Blackwell). This was more than a situation where a company might pull the plug on an inefficient or money-losing department. The concept of a captive finance company within the AT&T empire was a notion that held extraordinary promise, and here it was, [286] about to fail. None of us wanted to see that happen, but what could be done to ensure that this promising idea would [287] be okay? In early 1986, President and COO Tom Wajnert called me into his office and [288] laid it on the line. 'I want you to take oversight responsibility,' he said. One could take the view that he wanted to distance himself from what appeared to be an impending disaster. The two people running the operation for us at the time, Gerri Gold and Jim Tenner, were high performers trying to fix a huge [289] mess. I feared they were about to watch their extremely promising careers [290] come to an end before they’d even had a chance to succeed. Gerri was bright, [291] energetic … and highly motivated. She had joined us after earning a degree in business administration from the University of Michigan and an MBA from New York University. Jim was a product [292] of Middlebury College in Vermont and held a Masters from Dartmouth’s Tuck School of Business. They had worked under AT&T Treasurer S. Lawrence 'Larry' Prendergast as part of the original study team that wrote the business plan for the captive finance business. They were intelligent and already accomplished, with big futures if they could make this project work. We were struggling to devise an operating methodology that could [293] help set things right when Gerri and Jim approached me one day and suggested we meet with one of the consultants advising American Transtech. Transtech, a sister subsidiary company at AT&T, was a securities process business—in effect, a processing [294] clearinghouse, that had a unique approach to organizational design. [295] Their idea was to organize small, autonomous teams of employees with broad responsibility to operate without the structure of a linear management style. Although common to many American businesses these days, it was a radical concept in the 1980s. In practice, it created a [296] prodigal work environment. Show less
The SAT provides four writing passages, each with 11 questions that give you the opportunity to correct for grammar, rewrite a phrase for style and clarity, or add or move a sentence for logic and flow. These questions are designed to see whether you can write clearly and effectively.
Questions below are based on the following information. The following passage is an excerpt from Out-Executing the Competition: Building and Growing a Financial Services Company in Any Economy, by Irving H. Rothman (Wiley-Blackwell). This was more than a situation where a company might pull the plug on an inefficient or money-losing department. The concept of a captive finance company within the AT&T empire was a notion that held extraordinary promise, and here it was, [286] about to fail. None of us wanted to see that happen, but what could be done to ensure that this promising idea would [287] be okay? In early 1986, President and COO Tom Wajnert called me into his office and [288] laid it on the line. 'I want you to take oversight responsibility,' he said. One could take the view that he wanted to distance himself from what appeared to be an impending disaster. The two people running the operation for us at the time, Gerri Gold and Jim Tenner, were high performers trying to fix a huge [289] mess. I feared they were about to watch their extremely promising careers [290] come to an end before they’d even had a chance to succeed. Gerri was bright, [291] energetic … and highly motivated. She had joined us after earning a degree in business administration from the University of Michigan and an MBA from New York University. Jim was a product [292] of Middlebury College in Vermont and held a Masters from Dartmouth’s Tuck School of Business. They had worked under AT&T Treasurer S. Lawrence 'Larry' Prendergast as part of the original study team that wrote the business plan for the captive finance business. They were intelligent and already accomplished, with big futures if they could make this project work. We were struggling to devise an operating methodology that could [293] help set things right when Gerri and Jim approached me one day and suggested we meet with one of the consultants advising American Transtech. Transtech, a sister subsidiary company at AT&T, was a securities process business—in effect, a processing [294] clearinghouse, that had a unique approach to organizational design. [295] Their idea was to organize small, autonomous teams of employees with broad responsibility to operate without the structure of a linear management style. Although common to many American businesses these days, it was a radical concept in the 1980s. In practice, it created a [296] prodigal work environment.
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