雅思阅读真题（Part 2）
Part 2 · 最近考试：2026.8.14重庆IDP
A
Peter Drucker was one of the most important people to think about management in the last 100 years. He wrote about 40 books and thousands of articles, and he never stopped trying to show the world how important management is. "Management is a part of institutions. It is the part that turns a group of people into an organization and turns human effort into performance." Did he do well? It was amazing how far his influence went. Drucker's ideas can be found wherever people try to solve hard management problems. This includes big and small organizations, the public and private sectors, and, increasingly, the nonprofit sector.
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答案：early publication of Drucker’s
原文定位：Winston Churchill liked his first two books, The End of Economic Man (1939) and The Future of Industrial Man (1942), but academic critics didn't like how they covered so many different topics. Still, the second of these books got people's attention because it argued passionately that businesses had a social purpose as well as a financial one. The Concept of the Corporation, his third book, was an instant hit and has been in print ever since
同义替换：「early publication」↔「first two books」
答案：the changing role of the employee
原文定位：The first one had to do with "empowering" workers. Drucker thought that workers should be seen as resources rather than just as costs;The second point had to do with the rise of knowledge workers. Drucker said that the world is moving from an "economy of goods" to an "economy of knowledge" and from a society ruled by the industrial proletariat to one ruled by brain workers;They had to accept that they were neither "bosses" nor "workers," but something in between entrepreneurs who had to develop their most important resource, their brainpower, and who also had to take more control of their careers, including their pension plans
同义替换：「employee」↔「workers」
答案：drucker’s view of balanced management
原文定位：Drucker thought that everything fit together perfectly: if you put too much faith in empowerment, you risk anarchy, and if you put too much faith in command and control, you lose creativity. Managers should set long-term goals, but then let their employees figure out how to reach those goals
同义替换：「view」↔「thought」
答案：finding fault with Drucker
原文定位：Drucker's work is often criticized for three reasons. The first is that he focused on big companies instead of small ones. In many ways, The Concept of the Corporation was a tribute to big organizations;The second complaint is that Drucker's enthusiasm for management by objectives led the business down a dead end;Third, Drucker is criticized for being an outsider who is getting left behind as his field becomes more strict
同义替换：「finding fault with」↔「criticized」
答案：an appreciation of the pros and cons of Drucker’s work
原文定位：The first two arguments have some merit;But the third argument is short-sighted and unfair because it doesn't take into account Drucker's role as a pioneer in creating the modern profession of management;In addition, Drucker kept coming up with new ideas until he was in his 90s. His work on how to run non-profit organizations remained at the cutting edge
同义替换：「cons」↔「The first two arguments have some merit」，「pros」↔「the third argument is unfair」
答案：NO
原文定位：In addition, Drucker kept coming up with new ideas until he was in his 90s. His work on how to run non-profit organizations remained at the cutting edge
同义替换：「out of date」↔「remained at the cutting edge」
答案：YES
原文定位：Yet Drucker also thought that this economy had effects on knowledge workers themselves. They had to accept that they were neither "bosses" nor "workers," but something in between entrepreneurs who had to develop their most important resource, their brainpower, and who also had to take more control of their careers, including their pension plans
同义替换：「not simply put themselves just in the employment relationship」↔「neither "bosses" nor "workers," but something in between」，「intelligence」↔「brainpower」
答案：NOT GIVEN
原文定位：They had to accept that they were neither "bosses" nor "workers," but something in between entrepreneurs who had to develop their most important resource, their brainpower, and who also had to take more control of their careers, including their pension plans
同义替换：「employees」↔「workers」，「employers」↔「bosses」
答案：NOT GIVEN
原文定位：He insisted that this had huge implications for both managers and politicians. Managers had to stop treating workers like parts of a big, cold machine and start treating them like brain workers. In turn, politicians had to realize that knowledge, and therefore education, was the most important resource for any advanced society
答案：High-rank executives and workers should be put in balanced positions in management practice.,Leaders should go beyond the scope of management details and strategically establish goals.
原文定位：In 1954's The Practice of Management, one of his most important books, he talked about how important it was for managers and businesses to set clear long-term goals;Managers should set long-term goals, but then let their employees figure out how to reach those goals;Drucker thought that everything fit together perfectly; if you put too much faith in empowerment, you risk anarchy, and if you put too much faith in command and control, you lose creativity. Managers should set long-term goals, but then let their employees figure out how to reach those goals
同义替换：「leaders」↔「managers」，「strategically establish goals」↔「set clear long-term goals」，「high-rank executives」↔「general managers」，「workers」↔「employees」
答案：His lectures focus too much on big organizations and ignore the small ones.,He put a source of objectives more on corporate executives but not on average workers.
原文定位：The first is that he focused on big companies instead of small ones;The second complaint is that Drucker's enthusiasm for management by objectives led the business down a dead end. They prefer that ideas, including ideas for long-term strategies, come from the bottom and middle of the organization, not from the top
同义替换：「organizations」↔「companies」，「ignore」↔「instead of」，「put source of objectives on corporate executives」↔「strategies come from the top」，「not on average workers」↔「not from bottom and middle staff」