填空题Our insurers seemed (want) ______ (avoid) ______ (pay) ______ the claim until the last possible moment.

填空题{{B}}PART FIVE{{/B}}{{B}} ·Read the following text. · For each question 31--40,write one word.{{/B}} {{B}}Career Days Employment Expo{{/B}} Tuesday, April 7, 10:00 a. m. --8:00 p.m.Convention CenterThe Times, your unparalleled link {{U}}(31) {{/U}} employers and job seekers, is proud to sponsor Career Days as a service to its readers. Admission {{U}}(32) {{/U}} Career Days is free, {{U}}(33) {{/U}} all attendees can register for special sweepstakes prizes. Bring your resume to the Employment Expo (copy duplication available).So come out today and meet face to face with company recruiting managers and with representatives from a variety of schools and training companies. Interviews may be conducted {{U}}(34) {{/U}} site.{{B}}Career Days Extras!{{/B}}Resume Distribution CenterHave your resume electronically distributed to all participating companies (there is a ＄10. 00 fee for this service).·Employment Forums11: 30 AM Guest Speaker Jon P. Rodman, PH. D.12:30 PM Guest Speaker Don Fleming, Times President·Career Workshop Center1: 30 PM Applications, Resumes, and Letters2: 30 PM Job Searching on the Internet3: 30 PM Job Source Leads4: 30 PM Interviewing·Career Enhancement CenterRepresentatives from a number of schools will be {{U}}(35) {{/U}}hand to discuss the many beneficial programs they offer.Career Days Presented by the TimesDirections {{U}}(36) {{/U}}. the Convention Center: From the Harbor Expressway north {{U}}(37) {{/U}} south, exit at 9th Street and proceed east to Flower Street. Turn right on Flower Street and right on Main Street. Turn left {{U}}(38) {{/U}} Convention Center Drive and enter and the Convention Center's South Hall parking lot. 6.00 parking charge. {{U}}(39) {{/U}} recorded information, call the Times {{U}}(40) {{/U}} 1-800-555-6676.

填空题· Which passage (A, B, C, D or E) does each statement 1-8 refer to?· For each statement 1-8, mark one letter (A, B, C, D or E) on your Answer Sheet.· You will need to use some of the letters more than once.{{B}}A John Adair{{/B}}Adair is the pioneering British thinker in the theory of leadership. He was the first person in the UK to hold a professorship in Business Leadership and has published a series of influential books on the subject.Despite his quiet appearance, Adair has had a colourful life, serving in a Bedouin regiment and working on an Arctic fishing boat! His initial interest in leadership came from his army experience and he used to lecture at the highly prestigious academy where British army officers are trained. He now works as an international consultant.{{B}}B Edward de Bono{{/B}}De Bono is unusual among major 'gurus' for two reasons: firstly, he was born not in one of the great industrial nations but on the tiny island of Malta. Secondly, his ideas have reached a wider audience than just managers, so that his books have become essential reading in many different disciplines.Most of de Bono's work has been concerned with the way human beings can train themselves to think more creatively. This apparently simple idea has resulted in 37 books and a highly successful career as a lecturer and consultant.{{B}}C Peter Drucker{{/B}}Probably no other single thinker has done as much as Drucker to establish management as a serious area of study. Certainly, his fellow management thinkers consider him one of the 'founding fathers' of the discipline, and his books and articles are quoted more than those of any other management writer.His first book was published as far back as 1939, yet he is still writing and teaching. His greatest distinction has been his ability to predict coming trends in business and economics. As a result, his ideas are treated with the greatest respect and interest.{{B}}D Frederick Herzberg{{/B}}Although relatively few contemporary management students will have read his books, Herzberg's name is instantly recognisable to anyone who has studied industrial organisations. This is because the American psychologist was responsible for introducing the concept of 'motivation' into management thinking.As a young man, Herzberg became deeply interested in mental illness and the human need for mental and emotional satisfaction. This led him to criticise the approach of many companies to job design, and to argue for the need for 'job enrichment' to stimulate employees' efforts.{{B}}E Tom Peters{{/B}}The American's reputation was created in the 1980s by the spectacular success of one book, In Search of Excellence, co-written with Robert Waterman. The two were working together as management consultants and no-one expected their first (and only) book to end up selling 5 million copies worldwide!Although his ideas have been criticised, Peters' popularity as a speaker and writer has continued to grow. So much so that Peters has created his own business to market books, videos and consultancy based on his work.

填空题at your earliest convenience ______

填空题A Lloyd"s publication giving UK and European traders information about cargo carriers round the world.

填空题A．A local newspaper B．Industry Today (magazine) C．The Economist (weekly magazine) D．Tailor & Cutter (trade magazine) E．Women's Own (weekly magazine) F．Afternoon television G．The Daily Mirror (newspaper) H．Electronics Weekly (magazine) I．Exporter's Monthly (magazine)

填空题The development of individual managers must itself become a corporate competence.

改错题0. Leadership is not about getting to do what they want to. If they did what TO 00. they want, you wouldn''t be needed as a leader. Instead, leadership is about getting CORRECT 41. people to do what they don''t want to do (or don''t think they can do so)—and be 42. ardently committed to doing it. This paradox lies at the heart of all great leadership. 43. Unlike management, about which involves simply the care and feeding of your 44. organizational elephant, great leadership gets that elephant to jump up. Anyone 45. who knows anything about elephants knows about that they may run, they may 46. stand on their hind legs, and they may kneel on their fore legs, they may roll over; 47. but they don''t jump. And that''s what leadership is all about its getting organizations 48. to do what they usually can''t do, i.e., getting out great results consistently. Now, 49. you can''t do the jumping yourself. The elephant must do it out. You can''t push the 50. elephant into the air. It must jump out of its own volition. Making the elephant 51. jump involves that cultivating a special relationship between the leader and the 52. people of the organization. Many misunderstand that relationship. They try to use fear and pain to spur the activity needed to achieve consistently great results. "Sure, I''ll get this elephant to jump. Just give me a cattle prod!" But inducing fear and pain are habit forming and ultimately destructive both to the leader and the people.

改错题average, there are 50 000 calls a one week. Available 24 hours

改错题first point of contact with when you want to make an enquiry and

改错题provide for this service, backed by a further 80 support staff

改错题we receive a huge number of calls from customers - on

改错题Branding Your Supply Chain 0. It''s no secret to anyone working in the field today that is the supply IS 00. chain management profession is besieged with immense and CORRECT 41. rapid change. Managing the modern-day supply chain that requires a 42. conceptually sound, responsive, and agile of approach to problem 43. solving it and execution. It calls for taking a proactive role in 44. managing increasingly global supply chain scenarios in a way 45. that assures in long-term performance. And it demands approaches 46. that may not have been considered as in the past. In short, managing 47. the supply chain today which demands innovation-a willingness to adopt 48. to new mindsets and pursue new approaches. Innovation is a widely 49. recognized and time-honored way of enhancing for business value at 50. the macro or at enterprise level. Less recognized is the potential 51. for innovation to enhance performance being at the micro level of the supply 52. chain function. What''s more, innovation can be a powerful driver of supply chain enhancement.

改错题are more than 200 advisors, working in around the clock to

改错题0. Communicating in groups ensures that each person present there is hearing the THERE 00. same information at the same time. Group communication also allows people to CORRECT 41. interact with each other about the changes and can help people develop a sense of 42. team, particularly that in a climate of adversity. Communicating in groups also has 43. some disadvantages. In many organizations where there will be people who will 44. not feel comfortable in talking in a group context. The more "personal" the 45. effects of the change, and the more likely people will withdraw from the group 46. process. A second danger of group communication is that for one or two 47. particularly vocal and negative people can set the tone for the group, and then foster 48. unproductive negative discussion out. While expressions of concerns about change 49. are healthy, the "doom-sayer" can cause this process to become destructive. So for 50. this reason, group communication needs to be managed with skill and expertise. 51. Sometimes an external facilitator person is necessary. Finally, there are some issues 52. that cannot be discussed within a group. For example, when in downsizing situations, it is inappropriate to announce to a group that John and Mary are losing their jobs. When changes are likely to create a high degree of upset to individuals, they must be dealt with in private.

改错题as well. While our Customer Helpline (charged at local rates) is the

改错题Where Do Managers Come From? 0. Good managers are not born; they are made up. An organization acquires UP 00. managers mainly in three ways: promoting employees within the organization, hiring employees CORRECT from other organizations, and hiring employees out of schools and universities. 41. Promoting people within the organization into management positions it can be an 42. excellent idea. It tends to increase motivation. Promoting from them within can also lead to 43. problems. While it can build a company loyalty, it may limit innovation. The new 44. manager may continue the practices and policies of previous managers. Thus as it is vital 45. to hire outside of people from time to time to bring new ideas into the organization. 46. Finding managers with the skills, knowledge, and experience be required to run an 47. organization or department is sometimes difficult. Specialized executive employment 48. agencies often provide with the needed skills to locate viable candidates from other companies. 49. Even though if outside people can bring fresh ideas to a company, hiring them may cause 50. resentment among being existing employees. 51. Schools and universities provide a large pool of potential managers. Entry-level 52. applicants can be screened for their potential to develop them into managers. People with specialized management skills are especially good candidates. Some companies offer special training programs for potential managers just getting out of school.