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1.
Recent years have brought minority-owned businesses in the United States unprecedented opportunities-
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The primary purpose of the passage is to
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The primary purpose of the passage is to
2.
Recent years have brought minority-owned businesses in the United States unprecedented opportunities-
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The passage supplies information that would answer which of the following questions?
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The passage supplies information that would answer which of the following questions?
3.
Recent years have brought minority-owned businesses in the United States unprecedented opportunities-
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
According to the passage, civil rights activists maintain that one disadvantage under which minority owned
businesses have traditionally had to labor is that they have
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
According to the passage, civil rights activists maintain that one disadvantage under which minority owned
businesses have traditionally had to labor is that they have
4.
Recent years have brought minority-owned businesses in the United States unprecedented opportunities-
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer. A second risk is that White-owned companies may-seek to cash inon the
increasing apportionments through formation of joint ventures with minority-owned concerns, of course, in
many instances there are legitimate reasons for joint ventures; clearly, white and minority enterprises can
team up to acquire business that neither could Third, a minority enterprise that secures the business of one
large corporate customer often runs the danger of becoming and remaining dependent. Even in the best of
circumstances, fierce competition from larger, more established companies makes it difficult for small
concerns to broaden their customer bases; when such firms have nearly guaranteed orders from a single
corporate benefactor, they may truly have to struggle against complacency arising from their current
success.
The passage suggests that the failure of a large business to have its bids for subcontracts results quickly in
order might cause it to
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer. A second risk is that White-owned companies may-seek to cash inon the
increasing apportionments through formation of joint ventures with minority-owned concerns, of course, in
many instances there are legitimate reasons for joint ventures; clearly, white and minority enterprises can
team up to acquire business that neither could Third, a minority enterprise that secures the business of one
large corporate customer often runs the danger of becoming and remaining dependent. Even in the best of
circumstances, fierce competition from larger, more established companies makes it difficult for small
concerns to broaden their customer bases; when such firms have nearly guaranteed orders from a single
corporate benefactor, they may truly have to struggle against complacency arising from their current
success.
The passage suggests that the failure of a large business to have its bids for subcontracts results quickly in
order might cause it to
5.
Recent years have brought minority-owned businesses in the United States unprecedented opportunities-
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The authors implied that the minority owned concern that does the greater part of its business with one
large corporate customer should
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The authors implied that the minority owned concern that does the greater part of its business with one
large corporate customer should
6.
Recent years have brought minority-owned businesses in the United States unprecedented opportunities-
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
It can be inferred from the passage that, compared with the requirements of law, the percentage goals set
by "some federal and local agencies" are
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
It can be inferred from the passage that, compared with the requirements of law, the percentage goals set
by "some federal and local agencies" are
7.
Recent years have brought minority-owned businesses in the United States unprecedented opportunities-
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
Which of the following if true, would most weaken the authors assertion that, in 1970's, corporate response
to federal requirements (lines 18-19) was substantial?
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
Which of the following if true, would most weaken the authors assertion that, in 1970's, corporate response
to federal requirements (lines 18-19) was substantial?
8.
Recent years have brought minority-owned businesses in the United States unprecedented opportunities-
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The passage most likely appeared in
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The passage most likely appeared in
9.
Recent years have brought minority-owned businesses in the United States unprecedented opportunities-
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The author would most likely agree with which of the following statements about corporate response to
working with minority subcontractors?
as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons
why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is
that they lack access to the sizable orders and subcontracts that are generated by large companies. Now
congress, in apparent agreement, has required by law that businesses awarded federal contracts of more
than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field
with the government. Indeed, some federal and local agencies have gone so far as to set specific
percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of
corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of
corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year
with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased
patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending
themselves financially, since most are small concerns and, unlike large businesses they often need to
make substantial investments in new plants, staff, equipment, and the like in order to perform work
subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face
potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small
entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and
resources and a small company's efforts must soon result in orders, or both the morale and the financial
health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments
through formation of joint ventures with minority-owned concerns, of course, in many instances there are
legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire
business that neither could Third, a minority enterprise that secures the business of one large corporate
customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances,
fierce competition from larger, more established companies makes it difficult for small concerns to broaden
their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor,
they may truly have to struggle against complacency arising from their current success.
The author would most likely agree with which of the following statements about corporate response to
working with minority subcontractors?
10.
In strongly territorial birds such as the indigo bunting, song is the main mechanism for securing g, defining,
and defending an adequate breeding are. When population density is high, only the strongest males can
retain a suitable area. The weakest males do not breed or are forced to nest on poor or marginal territories.
During the breeding season, the male indigo bunting sings in his territory; each song lasts two or three
seconds with a very short pause between songs, Melodic and rhythmic characteristics are produced by
rapid changes in sound frequency and some regularity of silent periods between sounds. These modulated
sounds form recognizable units, called figures, each of which is reproduced again and again with
remarkable consistency. Despite the large frequency range of these sounds and the rapid frequency
changes that the birds makes, the n umber of figures is very limited. Further, although we found some
unique figures in different geographical populations, more than 90 percent of all Indigo bunting figures are
extremely stable on the geographic basis. In our studies of isolated buntings we found that male indigo
buntings are capable of singing many more types of figures than they usually do. Thus, it would seem that
they copy their figures from other buntings they hear signing.
Realizing that the ability to distinguish the songs of one species from those of another could be an
important factor in the volition of the figures, we tested species recognition of a song. When we played a
tape recording of a lazuli bunting or a painted bunting, male indigo bunting did not respond; Even when a
dummy of male indigo bunting was placed near the tape recorder. Playing an indigo bunting song,
however, usually brought an immediate response, making it clear that a male indigo bunting can readily
distinguished songs of its own species from those of other species.
The role of the songs figures in interspecies recognition was then examined. We created experimental
songs composed of new figures by playing a normal song backwards, which changed the detailed forms of
the figures without altering frequency ranges or gross temporal features. Since the male indigos gave
almost a full response to the backward song, we concluded that a wide range of figures shapes can evoke
positive responses. It seems likely, therefore, that a specific configuration is not essential for interspecies
recognition, but it is clear that song figures must confirm to a particular frequency range, must be within
narrow limits of duration, and must be spaced at particular intervals.
There is evident that new figures may arise within a population through a slow process of change and
selection. This variety is probably a valuable adaptation for survival: if every bird sang only a few types of
figures, in dense woods or underbrush a female might have difficulty recognizing her mate's song and a
male might not be able to distinguish a neighbor from a stranger. Our studies led us to conclude that there
must be a balance between song stability and conservatism, which lead to clear-cut species recognition,
and song variation, which leads to individual recognition.
The primary purpose of passage is to
and defending an adequate breeding are. When population density is high, only the strongest males can
retain a suitable area. The weakest males do not breed or are forced to nest on poor or marginal territories.
During the breeding season, the male indigo bunting sings in his territory; each song lasts two or three
seconds with a very short pause between songs, Melodic and rhythmic characteristics are produced by
rapid changes in sound frequency and some regularity of silent periods between sounds. These modulated
sounds form recognizable units, called figures, each of which is reproduced again and again with
remarkable consistency. Despite the large frequency range of these sounds and the rapid frequency
changes that the birds makes, the n umber of figures is very limited. Further, although we found some
unique figures in different geographical populations, more than 90 percent of all Indigo bunting figures are
extremely stable on the geographic basis. In our studies of isolated buntings we found that male indigo
buntings are capable of singing many more types of figures than they usually do. Thus, it would seem that
they copy their figures from other buntings they hear signing.
Realizing that the ability to distinguish the songs of one species from those of another could be an
important factor in the volition of the figures, we tested species recognition of a song. When we played a
tape recording of a lazuli bunting or a painted bunting, male indigo bunting did not respond; Even when a
dummy of male indigo bunting was placed near the tape recorder. Playing an indigo bunting song,
however, usually brought an immediate response, making it clear that a male indigo bunting can readily
distinguished songs of its own species from those of other species.
The role of the songs figures in interspecies recognition was then examined. We created experimental
songs composed of new figures by playing a normal song backwards, which changed the detailed forms of
the figures without altering frequency ranges or gross temporal features. Since the male indigos gave
almost a full response to the backward song, we concluded that a wide range of figures shapes can evoke
positive responses. It seems likely, therefore, that a specific configuration is not essential for interspecies
recognition, but it is clear that song figures must confirm to a particular frequency range, must be within
narrow limits of duration, and must be spaced at particular intervals.
There is evident that new figures may arise within a population through a slow process of change and
selection. This variety is probably a valuable adaptation for survival: if every bird sang only a few types of
figures, in dense woods or underbrush a female might have difficulty recognizing her mate's song and a
male might not be able to distinguish a neighbor from a stranger. Our studies led us to conclude that there
must be a balance between song stability and conservatism, which lead to clear-cut species recognition,
and song variation, which leads to individual recognition.
The primary purpose of passage is to