单选题Mr Hilon is used to giving presentations to large audiences.Mr Hilon ______ . A. Doesn't give presentations to large groups any more. B. often gives presentations to large groups. C. often gave presentations to large groups in the past.

单选题Which of the following reflexive pronouns (反射代词) is used as an appositive (同位语)? A. He promised himself rapid progress. B. The manager herself will interview Mary. C. I have nothing to say for myself. D. They quarreled themselves red in the face.

单选题 Lord Leveson's inquiry into the British press yesterday tackled one of the most pressing mysteries facing government and the media: how on earth does Rupert Murdoch ever get anything done? By his own, often amusing, account, the 81-year-old head of News Corporation never asks for favours from politicians, does not give orders to his editors and has very little charisma. Given this, it is a puzzle how, over 43 years, he has managed to build the UK's most powerful media company and break his way into US newspapers, television and film. The polite way to describe Mr Murdoch's evidence—on the heels of his son James's disclosures about private communications with the office of Jeremy Hunt, the culture secretary—is implausible. It was belied by his presence—droll, dismissive and impatient, he was not the "deaf, doddery, proud old man" observed by Tom Watson, the Labour MR in parliament last July. It is now obvious, despite Mr Murdoch's modesty, that News Corp has exercised an unholy grip over British politicians, who helped it to avoid anti-trust barriers as it bought The Times and the Sunday Times in 1981, and British Sky Broadcasting in 1990. Those politicians were so in awe of Mr Murdoch that they leapt to accommodate him without him needing to ask out loud. It is also clear that cabinet ministers can be trusted to adjudicate impartially on media mergers about as much as they could be trusted before 1997 to set interest rates for the good of the economy, as opposed to their parties. After the {{U}}fiasco{{/U}} of Vince Cable, the business secretary, "declaring war" on the Murdochs over their attempted full acquisition 0fBSkyB comes Mr Hunt's humiliation. The long-term question is how to prevent another baron—perhaps a rich émigré such as Evgeny Lebedev, chairman of the Evening Standard and The Independent—from pulling off the trick again. In a fluid and troubled market, roiled by the internet and loss-making papers, there will be opportunities similar to the ones Mr Murdoch seized. One way for any company to rise rapidly to dominance in a foreign market is to pay bribes to local officials, as Walmart is accused of having done in Mexico. The New York Times reported last weekend that Walmart paid out more than $24m in "envelopes of cash" to mayors and city council members to be allowed to build stores. The other is to wield influence on elections. Humbert Wolfe's observation that: "You cannot hope to bribe or twist the British journalist. But, seeing what the man will do, there's no occasion to" applies equally to a politician facing a media mogul.

单选题What point does Jackman make about his staff?

单选题You will hear one word read from each group. Circle the correct one after listening and then read all the words correctly.

单选题{{B}}In this section there are four passages followed by questions or unfinished statements, each with four suggested answers marked A, B, C and D. Choose the one that you think is the best answer.{{/B}} Like many unhappily married couples, Yahoo! and Alibaba have not found it easy to divorce. The American online firm owns roughly 40% of the Chinese e-commerce giant, but both sides have had misgivings about the relationship for years. All of Yahoo!'s many recent chief executives have tried to find a clever way to sell off the stake. Jack Ma, Alibaba's flamboyant boss, for his part, has been dreaming of winning outright control of the firm he founded from Yahoo! and Softbank, a Japanese firm that controls about 30% of Alibaba. But there always seemed to be something—tax issues, valuation—that got in the way of a deal. On May 21st, the two sides at last announced an agreement that will allow the two firms to separate amicably, albeit slowly. In a first step, Yahoo! will sell half of its stake (about a fifth of Alibaba) for $6.3 billion in cash and some $800m in newly issued Alibaba shares. Because this is a taxable transaction, Yahoo! will end up with only around $4.2 billion. The second part of the deal prescribes how Yahoo! will dispose of another quarter of its holdings in Alibaba—and sets the stage for an initial public offering (IPO) of the Chinese firm. It has long downplayed rumours of such a move, but the agreement with Yahoo! certainly pushes Alibaba in this direction. The final quarter of the American firm's holdings (another tenth of Alibaba) can be sold later, whenever Yahoo! wants to. All this raises two important questions. The first is what Yahoo! intends to do with the proceeds. The firm has made it clear that the money will make its way to its long-suffering shareholders. The second big question is whether this deal will really unshackle Alibaba so that it can pursue a flotation of the whole group. For a start, Mr. Ma now has a freer hand. Yahoo! agreed to give up its option for an unfilled fifth board seat and some of its voting rights. The deal also reduces the stake held by the American firm and Softbank to 49.9%. What is more, Yahoo!'s obligation to hold onto the last quarter of its original stake and to sell it at Alibaba's hypothetical IPO expires by the end of 2015. That is a powerful incentive to act. The flotation will not happen immediately. Indeed, the Chinese firm is not bound by a specific timeline. But it appears that Alibaba is at last headed for an IPO. That could prove to be an event even bigger and more {{U}}ballyhooed{{/U}} than the flotation of Facebook—though both Alibaba and Yahoo! will hope that it will be rather more successful than the social network's listing has been thus far.

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单选题If any problem occurs, contact your nearest Sony dealer. Whenever something goes wrong,

单选题Two years ago, a federal administrative law judge found that the newspaper had bargained in bad ______ with the union since 2007. A. taste B. shape C. light D. faith

单选题{{B}}HowtoapproachReadingTestPartThree{{/B}}·ThispartoftheReadingTesttestsyourunderstandingofthelanguageofgraphsandcharts.·Readthefivesentencesaboutthegraphs.·Thenlookatalleightgraphs.Trytodescribeeachoneinyourownwords.(Youcandothisinyourownlanguageatfirstsothatyouareclearaboutwhatishappeningineachgraph.)·Matcheachsentencewithagraph.Noteallthepossibleanswers.·Gobad·Checkthatyouhavenotusedanylettermorethanonce.·Lookatthegraphsontheoppositepage.Theyshowsalesinthefirstquarterof·theyearin1990and2000acrosseightcompanies.·Whichgraphdoeseachsentence(11-15)describe?·Foreachsentence,markoneletter(A-H).·Donotuseanylettermorethanonce.

单选题A discount of I percent is offered for payment within 30 days, and 0.5 percent for payment within 60 days.A. If customers pay within 30 days, they will save more money.B. The company does not permit a discount for payment within 50 days.C. Customers will not save any money by paying immediately after purchasin

单选题ImtexwantstoA.postponeanarrangement.B.collectsomeitems.C.changeanorder.

单选题We shall provide such insurance at your cost.A. We shall pay for the insurance for you.B. You shall pay for the insurance for yourself.C. Both of us shall pay for the insuranc

单选题TheSlavesenCompanyistheseventhlargestcompany

单选题Replacing two catalogues with one has meant that

单选题Leading the Strategic Changes The leader is the change strategist, whose role is to lead, to champion the changes, to promote the vision, to keep the organisation travelling in the chosen direction, and to ensure that all those involved in implementing the changes, the strategies, perform to the best of their ability. There are a range of leadership styles that could be drawn on. Some would argue that certain changes need an autocratic, aggressive style of leadership, and, whilst there may be the need for an element of this approach, if used as a single style it rarely results in a positive post-change environment. This is the flaw in this approach, for, after the changes have been implemented, and the strategies are in place, the managers, specialists, operational employees, and all contributing stakeholders, must work together in a harmonious, positive, manner to make the desired progress and achieve the objectives. If the leadership style during the change has been harsh, unforgiving, and aggressive, it may take many months, even years, to re-establish a positive environment, a healthy, goals focused, teamwork driven culture. The only logical choice of leadership style in any major change is one that combines all the styles, but leans heavily to those which focus on a team approach. The leader adopts a flexible, responsive style, that is a blend of the consultative, participative, and democratic, leaving room for an occasional, sparing touch of the autocratic to be employed if absolutely necessary. This style will then be the foundation on which the "new", changed, organisation is built on. Performance at the strategic, corporate level must be monitored by the leader. Changing strategic direction, no matter how thorough the preparation and planning, entails taking the organisation into uncharted territory. The leader is the guide, the expert, the most high profile member of the team embarking on this journey, and as such must be constantly aware of how much progress is being made and, when required, able to adjust the pace of progress and degree of activity to ensure that progress is satisfactory. To be successful in this the leader must carry out monitoring and evaluation activity on a regular basis, demanding timely and accurate information with which to make the assessment. In turn, the senior management team must show that they are successfully cascading this review and evaluation process down into the operational activity areas. The leader must set evidence of achievement of this task as one of the performance appraisal criteria for the senior managers, and they in turn must apply this approach to the operational managers and teams, as discussed below.

单选题Experienced personal assistant required for marketing firm. Training in database management provided. Knowledge of marketing preferred. Call: 345634

单选题Customer Help LineRing us any day, 8:30 am — 5:30 pm.First 10 minutes free, then calls charged at local rates.The cost of calls depends onA. what time of day it is.B. how long they last.C. where the caller lives.

单选题JAPAN INCREASES TRADE AND INVESTMENT IN ASIA Japan has been the most powerful country in Asia, but it had little trade with the region until now. Now, Japan is doing more trade with Asia than with the rest of the world. In 1985 the US was Japan's main customer; Japan exported a third more to the US than to Asia. Now, Asia buys 30% more than the US and three times as much as Europe. Japanese imports from Asia increased by 150% between 1985 and 1995. Now, Japan's imports amount to $60 billion from Asia in 1993, compared to $50 billion from the US and $24 billion from Europe. In 1994, Japan invested $7.7 million in Asia. During the next few years, 75% of Japan's direct investment will be there. Japanese investment in the region is now $64 billion, as against US investment of $26 billion, or German investment of $7 billion. Thailand expects new Japanese investment to reach $8 billion by 1998. Already, Japan controls 90% of Thailand's auto market. Labour costs in Japan are high, so Japanese companies are setting up in countries where workers get paid much less; an increasing number of Japan's employees now live outside Japan.