IELTS READING TEST 28

Mammoth Kill

Mammoth is any species of the extinct genus Mammuthus, proboscideans commonly equipped with long, curved tusks and, in northern species, a covering of long hair. They lived from the Pliocene epoch from around 5 million years ago, into the Holocene at about 4,500 years ago and were members of the family Elephantidae, which contains, along with mammoths, the two genera of modern elephants and their ancestors.

Like their modern relatives, mammoths were quite large. The largest known species reached heights in the region of 4 m at the shoulder and weighs up to 8 tonnes, while exceptionally large males may have exceeded 12 tonnes. However, most species of mammoth were only about as large as a modern Asian elephant. Both sexes bore tusks. A first, small set appeared at about the age of six months and these were replaced at about 18 months by the permanent set. Growth of the permanent set was at a rate of about 1 to 6 inches per year. Based on studies of their close relatives, the modern elephants, mammoths probably had a gestation period of 22 months, resulting in a single calf being born. Their social structure was probably the same as that of African and Asian elephants, with females living in herds headed by a matriarch, whilst bulls lived solitary lives or formed loose groups after sexual maturity.

MEXICO CITY – Although it's hard to imagine in this age of urban sprawl and automobiles, North America once belonged to mammoths, camels, ground sloths as large as cows, bear-sized beavers and other formidable beasts. Some 11,000 years ago, however, these large-bodied mammals and others – about 70 species in all – disappeared. Their demise coincided roughly with the arrival of humans in the New World and dramatic climatic change – factors that have inspired several theories about the die-off. Yet despite decades of scientific investigation, the exact cause remains a mystery. Now new findings offer support to one of these controversial hypotheses: that human hunting drove this megafaunal menagerie to extinction. The overkill model emerged in the 1960s when it was put forth by Paul S. Martin of the University of Arizona. Since then, critics have charged that no evidence exists to support the idea that the first Americans hunted to the extent necessary to cause these extinctions. But at the annual meeting of the Society of Vertebrate Paleontology in Mexico City last October, paleoecologist John Alroy of the University of California at Santa Barbara argued that, in fact, hunting-driven extinction is not only plausible, but it was only unavoidable. He has determined, using a computer simulation, that even a very modest amount of hunting would have wiped these animals out.

Assuming an initial human population of 100 people that grew no more than 2 percent annually, Alroy determined that if each band of, say, 50 people killed 15 to 20 large mammals a year, humans could have eliminated the animal populations within 1,000 years. Large mammals, in particular, would have been vulnerable to the pressure because they have longer gestation periods than smaller mammals and they're young require extended care.

Not everyone agrees with Alroy's assessment. For one, the results depend in part on population-size estimates for the extinct animals – figures that are not necessarily reliable. But a more specific criticism comes from mammalogist Ross D. E. MacPhee of the American Museum of Natural History in New York City, who points out that the relevant archaeological record contains barely a dozen examples of stone points embedded in mammoth bones (and none, it should be noted, are known from other megafaunal remains) – hardly what one might expect if hunting drove these animals to extinction. Furthermore, some of these species had huge ranges – the giant Jefferson's ground sloth, for example, lived as far north as the Yukon and as far south as Mexico – which would have made slaughtering them in numbers sufficient to cause their extinction rather implausible, he says.

Macphee agrees that humans most likely brought about these extinctions (as well as others around the world that coincided with human arrival), but not directly. Rather he suggests that people may have introduced hyper lethal disease, perhaps through their dogs or hitchhiking vermin, which then spread wildly among the immunologically naive species of the New World. As in the overkill model, populations of large mammals would have a harder time recovering. Repeated outbreaks of a hyper disease could thus quickly drive them to the point of no return. So far MacPhee does not have empirical evidence for the hyper disease hypotheses, and it won't be easy to come by hyper lethal disease would kill far too quickly to leave its signature on the bones themselves. But he hopes that analyses of tissue and DNA from the last mammoths to perish will eventually reveal murderous microbes.

The third explanation for what brought on this North American extinction does not involve human beings. Instead, its proponents blame the loss on the water. The Pleistocene epoch witnessed considerable climatic instability, explains palaeontologist Russell W. Graham of the Denver Museum of Nature and Science. As a result, certain habitats disappeared, and species that had once formed communities split apart. For some animals, this change brought opportunity. For much of the megafauna, however, the increasingly homogeneous environment left them with shrinking geographical ranges – a death sentence for large animals, which need large ranges. Although these creatures managed to maintain viable populations through most of the Pleistocene, the final major fluctuation – the so-called Younger Dryas event – pushed them over the edge, Graham says. For his part, Alroy is convinced that human hunters demolished the titans of the Ice Age. The overkill model explains everything the disease and climate scenarios explain, he asserts, and makes accurate predictions about which species would eventually go extinct. "Personally, I'm a vegetarian," he remarks, "and I find all of this kind of gross – but believable."

Language Strategy in Multinational Company

A  The importance of language management in multinational companies has never been greater than today. Multinationals are becoming ever more conscious of the importance of global coordination as a source of competitive advantage and language remains the ultimate barrier to aspirations of international harmonization. Before attempting to consider language management strategies, companies will have to evaluate the magnitude of the language barrier confronting them and in doing so they will need to examine it in three dimensions: the Language Diversity, the Language Penetration and the Language Sophistication. Companies next need to turn their attention to how they should best manage language. There is a range of options from which MNCs can formulate their language strategy.

B  Lingua Franca: The simplest answer, though realistic only for English speaking companies, is to rely on one's native tongue. As recently as 1991 a survey of British exporting companies found that over a third used English exclusively in dealings with foreign customers. This attitude that "one language fits all" has also been carried through into the Internet age. A survey of the web sites of top American companies confirmed that over half made no provision for foreign language access, and another found that less than 10% of leading companies were able to respond adequately to emails other than in the company's language. Widespread though it is, however, reliance on a single language is a strategy that is fatally flawed. It makes no allowance for the growing trend in Linguistic Nationalism whereby buyers in Asia, South America and the Middle East, in particular, are asserting their right to "work in the language of the customer". It also fails to recognize the increasing vitality of languages such as Spanish, Arabic and Chinese that over time are likely to challenge the dominance of English as a lingua franca. In the IT arena, it ignores the rapid globalization of the Internet where the number of English-language e-commerce transactions, emails and web sites, is rapidly diminishing as a percentage of the total. Finally, the total reliance on a single language puts the English speaker at risk in negotiations. Contracts, rules and legislation are invariably written in the local language, and a company unable to operate in that language is vulnerable.

C  Functional Multilingualism: Another improvised approach to Language is to rely on what has been termed "Functional Multilingualism". Essentially what this means is to muddle through, relying on a mix of languages, pidgins and gestures to communicate by whatever means the parties have at their disposal. In a social context, such a shared effort to make one another understand might be considered an aid to the bonding process with the frustration of communication being regularly punctuated by moments of absurdity and humor. However, as the basis for business negotiations, it appears very hit-and-nuts. And yet Hagen's recent study suggests that 16% of an international business transaction; is conducted in a "cocktail of languages." Functional Multilingualism shares the same defects as reliance on a lingua franca and increases the probability of cognitive divergence between the parties engaged in the communication.

D  External Language Resources: A more rational and obvious response to the language barrier is to employ external resources such as translators and interpreters, and certainly there are many excellent companies specialized in these fields. However, such a response is by no means an end to the language barrier. For a start these services can be very expensive with a top Simultaneous Interpreter, commanding daily rates as high as a partner in an international consulting company. Secondly, any good translator or interpreter will insist that to be fully effective they must understand the context of the subject matter. This is not always possible. In some cases, it is prohibited by the complexity or specialization of the topic. Sometimes by lack of preparation time but most often the obstacle is the reluctance of the parties to explain the wider context to an 'outsider'. Another problem is that unless there has been considerable pre-explaining between the interpreter and his clients it is likely that there will be ambiguity and cultural overtones in the source messages the interpreter has to work with. They will, of course, endeavor to provide a hi-fidelity translation but in this circumstance, the interpreter has to use initiative and guesswork. This clearly injects a potential source of misunderstanding into the proceedings. Finally, while a good interpreter will attempt to convey not only the meaning but also the spirit of any communication, there can be no doubt that there is a loss of rhetorical power when communications go through a third party. So in situations requiring negotiation, persuasion, humor etc. the use of an interpreter is a poor substitute for direct communication.

E  Training: The immediate and understandable reaction to any skills-shortage in business is to consider personnel development and certainly the language training industry is well developed. Offering programs at almost every level and in numerous languages. However, without doubt, the value of language training no company should be deluded into believing this to be assured of success. Training in most companies is geared to the economic cycle. When times are good, money is invested in training. When belts get tightened training is one of the first "luxuries" to be pared down. In a study conducted across four European countries, nearly twice as many companies said they needed language training in coming years as had conducted training in past years. This disparity between "good intentions" and "actual delivery", underlines the problems of relying upon training for language skills. Unless the company is totally committed to sustaining the strategy even though bad times, it will fail.

F  One notable and committed leader in the field of language training has been the Volkswagen Group. They have developed a language strategy over many years and in many respects can be regarded as a model of how to manage language professionally. However, the Volkswagen approach underlines that language training has to be considered a strategic rather than a tactical solution. In their system to progress from "basics" to "communications competence" in a language requires the completion of 6 languages stages each one demanding approximately 90 hours of a refresher course, supported by many more hours of self-study, spread over a 6-9 months period. The completion of each stage is marked by a post-stage achievement test, which is a pre-requisite for continued training. So even this professionally managed program expects a minimum of three years of fairly intensive study to produce an accountant. Engineer, buyer or salesperson capable of working effectively in a foreign language. Clearly, companies intending to pursue this route need to do so with realistic expectations and with the intention of sustaining the program over many years. Except in terms of "brush-up" courses for people who were previously fluent in a foreign language, training cannot be considered a quick fix.