单选题Company staff must advise Personnel of any change of home address, to keep files up to date.A. All staff must update their company files regularly.B. Staff must keep Personnel informed if they move house.C. Staff must inform Personnel of any company which changes address.

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单选题LEARN KEY SKILLS FOR YOUR COMPUTER - ON YOUR COMPUTER?Computers are now as commonly used in business as the telephone. Therefore, it's important that people know how to use (29) efficiently. Now, you and your whole organisation are able to do this in the simplest way possible (30) learning and practising on your own, with (31) wide range of courses at beginner, intermediate and advanced level on CD-ROM. The person (32) appears on the screen acts as your teacher, (33) you through the tasks and explaining everything. Then (34) difficult exercises allow you to practise the things you (35) learned and test your understanding. (36) courses are excellent value - only ￡69.99. You (37) save yourself money if you buy the complete collection of seven courses. This is now available (38) the retail price of ￡410. You can make a further saving (39) 10% by ordering the complete collection (40) the next thirty days.

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单选题 · You will hear the conversation twice.

单选题Howdidtheaccidenthappen?A.Theworkerwasbendingdowntopicksomethingupandtouchedoneofthewheels.B.Thesameworkerhithishandwithashovel.C.Thesameworkerwasclosingadoorwithhishandtrappedinit.

单选题Most gift giving shows nothing more than the spirit of love and friendship. But it is possible to form some differences{{U}} (49) {{/U}}the kinds of things bought and the people who buy{{U}} (50) {{/U}}. Expensive gifts. Naturally, some gifts will be{{U}} (51) {{/U}}than others. But some people give higher priced gifts than{{U}} (52) {{/U}}for the situation. Someone{{U}} (53) {{/U}}gives an expensive gift often feels that{{U}} (54) {{/U}}should receive more praise than if he had given a less expensive{{U}} (55) {{/U}}. Therefore he is giving{{U}} (56) {{/U}}a gift: status. Homemade gifts.{{U}} (57) {{/U}}something{{U}} (58) {{/U}}has become the exception in many countries today. If you receive a home-made{{U}} (59) {{/U}}., you are lucky. It may not be made{{U}} (60) {{/U}}, but it will show a certain quality of love. Books. Most people who give books{{U}} (61) {{/U}}gifts either like reading or would like everyone to think they{{U}} (62) {{/U}}. A good way to know this is to{{U}} (63) {{/U}}out whether or not the giver bought the book{{U}} (64) {{/U}}to how large it is. If you{{U}} (65) {{/U}}a large heavy book, its giver may be much{{U}} (66) {{/U}}in the way things appear than in the way they{{U}} (67) {{/U}}are. Anyhow, giving a good book can be a way of{{U}} (68) {{/U}}a feeling or a newly learned meaning. The giver is probably trying to say to you what the book said to him.

单选题What fruit does New Zealand export most?

单选题Local success Working together Goldlink, a newly-founded Birmingham-based company which produces designer jewellery, has recently started working with another young local company, Prima, Goldlink commissioned Prima to help it promote the company's exciting new range of iewellery by designing a new brochure and leaflets as well as designing and building exhibition stands. Gill Smith, Goldlink's Sales Manager, explained how the relationship with Prima began and stressed how successful it had already been: 'We weren't expecting to find a local company which would meet our requirements. But then we saw an article aboul companies m the area and Prima sounded as if it'd be just the kind of company we were looking for - even if it is much smaller than com panies we usually work with. Right from the start wa liked the friendly feel of the business and the professional attitude of the staff. The service Prima provides is excellent. For example, thanks to Prima, we won the award for best trade stand at a recent exhibition. We then got first prize for best product and .Just missed the award for best brochure, That's how good Prima's been for us!'Assistance Goldlink and Prima have both received considerable support in their first year of business from Andy Reilly, a consultant who offers advice to companies in the Midlands. Reilly specialises in helping small firms to secure funding such as Iow-interest bank loans. As a result of the consultant's help, ' the companies applied for and were awarded separate government grants. Samantha Barry, Managing Director of Prima, said that the assistance given by Reilly and his team in working out an appropriate business strategy for the company had been essential in making .Prima such a success. She added: 'We've also been having a few problems with our website. Although we've done all the design work ourselves, we've been really grateful to Andy Reilly for the advice he's given on structuring the content.' Reilly says of his work: 'My work is very varied and I get to work with a lot of compames m the area, which I like. What I enjoy even more though is helping companies such as Prima and Goldlink to work to achieve their potential. It's really rewarding to see small companies doing well, especially when I've been working so closely with them.' For fiJrther information about any of the companies mentioned in this article, call: 01235 434 656.

单选题 Customer Service Centre Manager Wanted It's no use providing excellent services if the people they're designed for don't know about them, or aren't sure how to (29) them. That's why we're opening a Customer Service Centre in October which will provide a model for (30) more units of this type. The Centre will be on a busy high street so that everyone can see it. (31) the manager, you'll be the driving force behind this new venture. To work (32) this exiting new post, you should have at least two years' management experience ill customer services. Your ability to think (33) and your knowledge of local businesses will (34) you to plan and run the operations of the Centre to the highest standards and (35) budget. (36) your strong leadership skills, you'll ensure a happy and open environment (37) all your people can develop, and the service (38) is always improving. You will need to communicate well, (39) with those working in the Centres and external contacts, and you will be required to (40) excellent presentation and negotiation skills.

单选题I take it as my personal responsibility to keep the world informed, to adjust our recommendations as the situation evolves, and to prepare for a ______ of future scenarios. A. throng B. horde C. multiplicity D. magnitude

单选题Chinese currency is the Renminbi (RMB). It is also known as "yuan". The sign of it is " ￥ ", the same as that of Japanese currency. But Japanese currency is called "yen". The Renminbi, China's legal tender, is issued and controlled solely by the People's Bank of China. The exchange rates of the Renminbi are decided by the People's Bank of China and issued by the State Administration of Exchange Control. China operates foreign exchange in a unified way, with the State Administration of Exchange Control exercising the functions and powers of exchange control. Before 1994, the Chinese government managed the system as a dual-track foreign-exchange system. The dual-track system provided for two government-approved exchange rates, one was the official exchange rate, the other was the swap-market rate. The State Administration of Exchange Control (SAEC) set the official exchange rate for the RMB based on China's balance of payments and the exchange rates of her major competitor countries, such as South Korea. In 1986, the SAEC first set the official rates at 3.72 RMB per dollar. Primarily state-owned companies used the official exchange rate, mostly to buy Foreign Exchange Certificates (FECs). FECs are a separate form of currency developed in 1980 for the foreigners to use when they paid for their expenses in China. But, in 1994, the People's Bank of China stopped issuing FECs and gradually withdrew them from circulation. The swap market, the other half of the dual-market system, was created in Shenzhen (the newly-built modern city located opposite Hong Kong) in 1985 for foreign and local businesses that had received official approval to exchange RMB and hard currency, there were quite a lot of swap centres, the one in Shanghai being the largest. During that period, about 80 % of the hard-currency transactions in this country took place in the swap market. The swap rate was 8.7 RMB per dollar. The dual-track foreign exchange system was not favorable to China's international trade and affected China's application for joining the WTO. So in 1994 the Chinese government decided to close the swap centres. The swap centre in Shanghai was replaced by the National Foreign Exchange Centre, which is a national inter-bank centre at which authorized banks can trade and settle foreign currencies.

单选题The position will suit an individual with international sales experience particularly through a distributor network.A. The post is suitable for some one who is experienced in international sales especially through a distributor network.B. The position will suit any one experienced in international sales network.C. Any one experienced in international sales network is qualified for this position.

单选题I plan to write to my creditors and state that I can only pay a ______ payment towards my CC/Loan debts per month, maybe just ￡5 per creditor. A. symbol B. sympathy C. sign D. token

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单选题When collecting parcels from this post office, you will need to produce documentation which proves your identity. A. You cannot post parcels from here without documentation. B. You should collect post and documents at the same time. C. You must bring something in writing showing who you are.

单选题Once ______, this power station will supply all the neighboring towns and villages with electricity. A. it being completed B. it completed C. completed D. it completes

单选题 They barely dare say it, but the doctors are strangely confident: after a long illness, the euro may be recovering. This week's all-night surgery by finance ministers to excise a festering lump of Greek debt went better than expected. "We have put in place almost all of the elements we need to make the crisis gradually go away," says one. "We may be beyond the acute phase, and could be making the transition to normalisation." It is the optimism of despair: the patient has not died, so must be improving. Many are sceptical. But consider the evidence. Greece may now stabilise. It must meet conditions to get its money and will endure pain for years. But the risk of chaotic default and exit from the euro has receded. Private creditors have taken a big loss, yet the markets are muted. Elsewhere the signs are good. Italy is reforming, as is Spain. Most European Union countries have agreed to a new fiscal compact that will strengthen budget discipline. The European Central Bank (ECB) has averted a credit crunch by injecting liquidity into banks. And the defences against contagion may soon be boosted. On March 1 EU leaders will debate calls to enlarge their rescue fund by half. This could prompt others to pay more into the IMF, which would also help. The recession this year is now forecast to be short-lived and mild. The euro zone's temperature chart—the spread of bond yields over German bunds—is gradually narrowing. For the first time in six months, a week has passed without the ECB making emergency bond purchases. So is the crisis over? Not so fast, say critics. Start, again, with Greece. Far from curing the patient, the medicine is coming close to killing it. Its slump (a cumulative contraction of 16% of GDP and shrinking) may enter the record books. The pressure to chase an ever-receding deficit target has created a death spiral. Success will be slow and take a generation; failure will be an ever-present risk. The programme is "accident-prone", says a leaked assessment by EU and IMF experts. Any number of problems—deeper recession, slower privatisation, fewer structural reforms—could bust the forecast that Greek debt should drop to 120% of GDP by 2020. This threshold was chosen for political reasons: it is roughly Italy's debt ratio. Yet Italy is hardly healthy; it too struggles to convince investors that its debt is sustainable. In several countries, fiscal and structural reforms are still at a fragile stage. They could provoke stronger opposition, particularly if they are seen to be imposed by foreigners. Greek newspapers' depiction of German leaders in Nazi uniform, and German tabloid calls to throw Greece out of the euro, show how tempers can fray. Better market sentiment may be down to nothing more than the aspirin from the ECB. Liquidity is more like a painkiller than a cure, and the ECB is itself worried about creating an addiction to cheap money. Creditor countries have criticised, with reason, the {{U}}fecklessness{{/U}} of those they have rescued. But they have been slow to admit their own errors, not least delay and excessive austerity as the cure for excessive deficits. They have yet to fix the instability of a currency union built on an incompatible triad: no bail-out, no default and no exit. The second bail-out for Greece implicitly recognises some of the errors in the first one. It softens the deficit target for 2012 and puts more emphasis on overhauling the sclerotic economy through structural reforms. It is striking that, even after this, the "tough" IMF wants to ease up on budget cuts whereas the "soft" EU remains mulish about sticking to austerity. Conversely, it has taken the EU too long to accept standard IMF practice: when a country is bust its debt must be restructured. The euro zone has vacillated between ineffective bail-out and ineffective bail-in. Its first Greek rescue was too short-term and exacted punitive interest rates. Loose talk of future debt-restructuring ("private sector involvement") at a Franco-German summit in Deauville in October 2010 served only to alarm markets. The ECB's former president, Jean-Claude Trichet, resisted all attempts to make Greece's creditors take a hit. When he finally yielded a bit last summer, the euro zone negotiated a timid 21% loss in the lifetime of the bonds, for fear of triggering a "credit event". Tougher negotiation has now made creditors take a more realistic 75% loss. The ECB, now led by Mario Draghi, has even chipped in some money, indirectly, by surrendering profits it would have made on Greek bonds it bought at a discount. The euro zone has also softened the terms of its loans to Greece. An end to quack remedies is welcome, though it may have come too late for Greece. Had today's policies been adopted from the outset, the Greek crisis might have been controlled sooner, the adjustment for debtors might have been less onerous, and the cost to creditors might have been lower. That said, mistakes were to be expected, particularly when the euro zone was both badly designed and ill-prepared for a crisis. Fear of catastrophe has forced EU leaders to think more clearly. Debtors know they must reform, and creditors know they must help. The first hints of stabilisation, if that is what is happening, may even bring new problems. Will a reduction of market pressure slow weaker countries' long and painful march to reform? Will stronger ones ignore the design flaws that make the single currency needlessly unstable? A hopeful prognosis makes sense only if leaders use a moment of relief to push through structural reforms, remove barriers to the single market, enhance the firewall against contagion and move towards greater fiscal union. One lesson of this week is that, faced with market meltdown, politicians from both debtors and creditors will compromise. But another is that the euro crisis is still far from being resolved for good.

单选题A.BrickworksLtdiscelebratingitssixthanniversaryinWestonPark.B.EmployeeswillentertainBrickworks'guestsinWestonParkinAugust.C.StaffcantaketheirfamiliestoBrickworks'eveningentertainment.

单选题NewZealand'shighestearningexportsare