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  3. Charlie Bell became chief exeeutive 0f McDonald’s in April．Within a month doctors told him that he had colorectal cancer．Atier s

Charlie Bell became chief exeeutive 0f McDonald’s in April．Within a month doctors told him that he had colorectal cancer．Atier s

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问题 Charlie Bell became chief exeeutive 0f McDonald’s in April．Within a month doctors told him that he had colorectal cancer．Atier stockmarket hours on November’22nd，the fast-food firm said he had resigned：it WOUld need a third boss in under a year．Yet when the market opened，its share price barely dipped then edged higher．Atier all，Mc Donald’s had，again，shown’how to act swiftly and decisively in appointing a new boss．
    Mr．Bell himself got the top job when Jim Cantalupo died of a heart attack hours before he was due to address a convention of McDonald’s franchisees．Mr．Cantalupo was a McDonald’s veteran brought out of retirement in January 2003 to help remodel the firm after sales began falling because of dirty restaurants，indifferent service and growing concern about junk food．He devised a recovery plan，backed by massive marketing，and promoted Mr．Bell to chief operating officer．When Mr．Cantalupo died，a rapidly convened board confirmed Mr．Bell，a 44-year-old Australian already widely seen as his heir apparent，in the top job．The convention got its promised chief executive’s address，from the firm’s first non-American leader．
    Yet within weeks executives had to think about what to do if Mr．Bell became too ill to continue．Perhaps Mr．Bell had the same thing on his mind：he usually introduced Jim Skinner，the 60-year-old vice—chairman，to visitors as the“steady hand at the wheel”．Now Mr．Skinner(pictured)，an expert on the firm’s overseas operations，becomes chief executive，and Mike Roberts，head of its American operations，joins the board as chief operating officer．
    Is Mr．Roberts now the new heir apparent?Maybe．McDonald’s has brought in supposedly healthier choices such as salads and toasted sandwiches worldwide and，instead of relying for most of its growth on opening new restaurants，has turned to upgrading its 31，000 existing ones．America has done best at this；under Mr．Roberts．like-for-like sales there were up by 7．5％in October a year earlier．
    The new team’s task is to keep the revitalisation plan on course，especially overseas，where some American brands are said to face political hostility from consumers．This is a big challenge．Is an in-house succession the best way to tackle it?Mr．Skinner and Mr．Roberts are both company veterans， having joined in the 1970s．Some recent academic studies find that the planned succession of a new boss groomed from within，such as Mr．Bell and now(arguably)Mr．Roberts，produces better results than looking hastily，or outside，for one．McDonald’s smooth handling of its serial misfortunes at the top certainly seems to prove the point．Even so，everyone at McDonald’s must be hoping that it will be a long time before the firm faces yet another such emergency．
    请回答下列问题。
Toward McDonald，s reaction to emergencies at the top，the writer’s attitude can be said to be_____________．
选项 A、indiflferent
B、doubtful
C、objective
D、praiseful
答案D
解析 态度题。作者在第一段段末评论麦当劳的行动时说道：“麦当劳又一次显示了其在任命新老板方面的快速决断能力。”在文末对麦当劳的内部接任方式进行总结时，作者引用某些学术研究的成果，认为这种方式的效果更好，并以“麦当劳在高层发生一连串的不幸事件后能够平静地交接似乎清楚地证明了这一点”来加以说明。可见作者对于麦当劳处理类似发生在高层的突发事件的反应是持赞扬态度的。
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