单选题RICHMAN RING International Movers Our ref: F/2/J 21st March 2008Dear Mr. Ratanara, Re: Removal of business equipment from Singapore to Hong Kong Thank you for your telephone enquiry. I am writing to provide you with the quotation that you requested. (19) addition to this, I am including further details of our service. The price is (20) on the items that you mentioned in your phone call and will, of course, vary if you decide to add extra items or (21) some. In order to keep the cost as low as (22) , we will move your equipment when it is most convenient for us. We will try to (23) your move with those of other clients who ask us to transport goods at around the same time. I am sure you will (24) that if we were to make a special trip just for your equipment, but the cost would be much (25) . This means that (26) you requested a move on 23 June, this precise date may not be possible. However, we regularly transport goods (27) Singapore and Hong Kong, and we would (28) to be able to move your equipment within two or three days of your requested date. The (29) does not include packing. I understand that you prefer to (30) out your own packing since (31) of your equipment is quite fragile. I hope that these initial details meet with your (32) , and ask that you do not hesitate to (33) us if you require any further advice. Yours sincerely, (Signature) Dave Ring Transport Manager

单选题THE DIFFICULTIES OF MANAGING A SMALL BUSINESS ‘The organizational weaknesses that entrepreneurs have to deal with every day would cause the managers of a mature company to panic,' Andrew Bidden wrote recently in Boston Business Review. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other manages, or the problems faced by such leaders must be the subject of a specialized body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us. Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big business. In part this is because those involved in gathering expertise about business and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances. The organizational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true-that people, particularly those who make the important decisions, are business' most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit. Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest management solution'. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with management solutions' does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice. The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove to be enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. There is an organization called KITE which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a moderator, an independently selected businessman or woman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This encourages a free sharing of problems and increases the possibility of solutions being discovered.

单选题Educational Background of Successful ManagersPsychologist Douglas Bray and Ann Howard have for more than 25 years been studying college graduates in entry-level management rank for AT&T. Here are some of their findings.Master's degree can be (19) Howard says of Master's degree holders, "They bring us greater (20) and interpersonal skills and more motivation for (21) and money, but they are not any smarter." This applied equally to (22) of an MA, MS, and MBA. There are key (23) between technical and non-technical majors. Business majors led the pack in organizing, planning, and decision-making skills (24) and social science graduates also (25) high. Math, science, and engineering majors scored much, lower in these skills. Technical majors did have (26) general mental ability, but they were not as (27) or as good at interpersonal skills. As you might expect, social science majors were quite low on (28) skills. Business majors were the ones most eager to get ahead. For the future managers, AT&T is still looking for about a third each of business, technical, and liberal arts majors. While they are still looking for master's degrees, some firms say that the (29) of the MBA has passed. Many companies (30) the same management training programs for their new people, whether or not they have a master's degree. (31) the success/failure studies of managers, educational background is probably less important than (32) skill that people develop. As one president of a large company puts it, "We're really looking for a particular kind of (33) rather than a particular degree./

单选题People Express People Express, founded in April 1981, grew rapidly on the basis of low fares and no-frills service. It soon became a leading airline and (19) changed the industry as firms constantly engaged in price wars to lure passengers. Then, People Express' bubble (20) because it over expanded, consumer complaints mounted and other airlines matched its fares on popular routes. In 1986, People Express (21) hundreds of millions of dollars and was forced to sell out to Texas Air, the owner of Continental and Eastern Airlines. In early 1987, Texas Air (22) People Express into its Continental division and industry observers believed (23) the costly fare wars would be ended. They could not have been more wrong. To stimulate business for its (24) Continental Airlines, Texas Air instituted a new low fare category (25) MaxSaver. The fare offered prices that were up to 40 percent lower than "supersaver" rates offered (26) all airlines. For Example, the round-trip MaxSaver fare from New York to Houston was $79. The MaxSaver fares were immediately matched by all major airlines, (27) feared losing business. While MaxSaver rates were low, they also had restrictions. Tickets could not be (28) or flight times modified after purchase. Passengers would have to stay over either a Saturday or Sunday. Reservations had to be made at least two days (29) , and there were limited seats available. Three weeks after MaxSaver rates were (30) American Airlines announced plans to raise its discount fares and require 30-day (31) purchasing for its lowest fares. It felt it could not continue at the rates in effect feet. However, just 10 days (32) American Airlines had to revise its plan. Texas Air refused to abandon the MaxSaver fare; it even extended the program into the busy summer season. Competitors went along and the price war raged on, (33) an executive's comment that "nobody's cost structure can survive MaxSavers".

单选题What is satisfactory method in quality management then?

单选题 Creative teams and management When Colgate launched its then revolutionary Colgate Gum Protection toothpaste in 1990, company executives were confident they had a hit on their hands. The toothpaste incorporated a groundbreaking antibacterial technology they thought was the biggest innovation since fluoride. But in the mouths after the toothpaste's six-country rollout, the product's market share reached a meager 1% -- one fifth of the company's projections. What went wrong? A new round of market research found that the original launch strategy mural the "breakthrough" message, the ads positioned the new toothpaste as a line extension instead of a revolutionary advance, and the public just didn't buy the product's broad claims. Up to this point, Colgate's president, Bill Shanahan, had attended only quarterly review meetings, now he rolled up his sleeves to rescue the product, establishing a worldwide marketing team and meeting regularly with global business vice president Kathleen Thornhill and CEO Reuben Mark to follow the team's progress. Shanahan and others at the very top sifted through the research and took pat in the advertising development meetings, working elbow to elbow with the marketing team. Renamed Colgate Total, and promoted with a retooled ad campaign that stressed the toothpaste's 12-hour protection, the product was a hit in most of the 103 countries outside the United States. Shanahan continued to lavish personal attention on the product, putting Colgate Total under the direct supervision of Jack Haber, then worldwide director of consumer oral care products, and committing $35 million and a team of 200 employees to the project. With that kind of senior-level backing, Haber pulled out the stops, spending $20 million to promote Colgate Total to U.S. dentists alone. Within two months of its domestic launch in 1997, the product captured 10.5% of the U.S. toothpaste market and within six months muscled perennial champ, Procter & Gamble's Crest, out of first place. Colgate Total has remained number one ever since. What transforms a good product idea like Colgate Total into a blockbuster? We spent ten years studying more than 700 new product development teams and interviewed over 4130 project leaders, team members, senior executives, and CEOs intimately involved in product development and launch. Of the hundreds of teams we studied, just 7% of them -- 49 in all -- created products that scored a perfect ten on our measure of blockbuster success. To achieve that score, products had to reach or exceed company goals, customer expectations, profit and sales targets, garner company and industry awards, and attract national attention. Products don't become blockbusters without the intense, personal involvement of senior management usually a CEO or division head. In every case studied, top management played an intimate, active, often daily role. This approach has been out of favor for decades, creative teams, the thinking goes, should be empowered by management and then left alone. Too much attention stifles innovation. To that we say "Baloney." Our work shows that, in the best case, management involvement should stat on day one. Ideally, senior managers work closely with the product team to establish must-have features and then help clear a path for the team. Top managers control resources, and they have the authority to allow the team to break rules and cut through red tape. And, crucially, senior managers serve as cheerleaders and visionaries, broadcasting a message of organizational commitment that attracts buy-in at all levels of the company.

单选题EBS'stotalsalesin1996were

单选题DrCarter'sbook,TheArtofGivingPresentations,

单选题How to keep an open mind when shopping at flea market?

单选题 · Read the article below about the Early Developments in American Economy and questions. · For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet. Early American industries depended largely on skilled artisans working in small shops to serve a local market. But the Industrial Revolution that started in England during the 18th century did not take long to cross the Atlantic. It brought many changes to American industry between 1776 and 1860. Because labor was scarce in the United States and wages were high, employers welcomed any new method that could reduce the requirement for labor. One key development was the introduction of the factory system, which gathered many workers together in one workplace and produced goods for distribution over a wide area. The first factory in the United States is generally dated to 1793, when an Englishman named Samuel Slater came to America to build a cotton cloth factory. He built the machinery from memory, because it was a crime to carry factory plant out of England. The success of Slater's factory started a process of change that turned the northeastern region of the United States into an important manufacturing center. The making of textiles also meant increased demand for cotton, grown in the southern region for the United States. As a result, the nation became a major cotton producer. Another important development was the "American system" of mass production, which originated in the firearms industry about 1800. The new system required precision engineering to create parts that were interchangeable. This, in return, allowed the final product to be assembled in stages, each worker specializing in a specific operation. Just as Slater's new factory system was being introduced, an American named Eli Whitney made cotton production more efficient by inventing a machine—the cotton gin—that rapidly removed the seeds from the bolls of cotton. Removing the seeds by hand was a difficult task; Whitney's machine made the job almost easy. Whitney also began manufacturing rifles in a new way. Guns had always been made by gun makers working in their homes or small shops. Because the guns were handmade individually, a part from one gun would not necessarily fit another gun. Whitney began making guns with machinery, so that all the parts were the same in each gun. This method of manufacturing goods in a factory, with interchangeable parts, helped to advance American industry. In 1913, the automaker Henry Ford introduced the "moving assembly" line. This was a variation on the earlier practice of continuous assembly. By improving efficiency, it made possible a major saving in labor costs. A new breed of industrial managers began the careful study of factory operations with the aim of finding the most efficient ways of organizing tasks. Their concepts of "scientific management" helped to lower the costs of production still further. Lower costs made possible both higher wages for workers and lower prices for consumers. More and more Americans were gaining the ability to purchase products made in the United States. During the first half of the 20th century, mass production of consumer goods such as cars, refrigerators and kitchen ranges helped to revolutionize the ways in which Americans lived.

单选题Which of the following statements suggests the carelessness of the banks?

单选题·Choose the best word to fill each gap, from A, B, C or D.·For each question 19—33,mark one letter (A, B, C or D) on your Answer Sheet.·There is an example at the beginning. {{B}}The Central Problem of Economics{{/B}}The central problem of economics is to satisfy the people's and nation's wants.The problem we are faced with is that our resources, here identified as money, are limited. The only way we can resolve our problem is to make choices. After looking at our resources, we must examine our list of{{U}} {{U}} 1 {{/U}} {{/U}}and identify the things we need immediately, those we can postpone, and{{U}} {{U}} 2 {{/U}} {{/U}}we cannot afford. As individuals, we face the central problem involved in economics deciding just how to allocate (分配) our limited resources to provide{{U}} {{U}} 3 {{/U}} {{/U}}with the greatest satisfaction of our wants. Nations face the same problem. As a country's population grows the need for more goods and services grows correspondingly. Resources necessary to production may increase, but there{{U}} {{U}} 4 {{/U}} {{/U}}are enough re sources to satisfy the total desires of a nation. Whether the budget meeting is taking place in the family{{U}} {{U}} 5 {{/U}} {{/U}}room, in the conference room of the corporation{{U}} {{U}} 6 {{/U}} {{/U}}of directors, or in the chamber of the House of Representatives in Washington, the basic problem still exists. We need to find methods of allocating limited resources in order to satisfy unlimited wants.A short time ago economists{{U}} {{U}} 7 {{/U}} {{/U}}goods into two categories, free and economic. The former, like air and water, were in{{U}} {{U}} 8 {{/U}} {{/U}}abundance that economists had no concern for them. After all, economics is the{{U}} {{U}} 9 {{/U}} {{/U}}of scarcity (匮乏) and what to do about it. Today many of these "free goods" are{{U}} {{U}} 10 {{/U}} {{/U}}very expensive to use. Pollution has made clean air and water expensive for producers who have to filter their waste products, for consumers who ultimately (最终) {{U}} {{U}} 11 {{/U}} {{/U}}the producers' extra costs, and{{U}} {{U}} 12 {{/U}} {{/U}}taxpayers who pay for the government's involvement in cleaning the environment.In the 1990s, almost all goods are{{U}} {{U}} 13 {{/U}} {{/U}}Only by effort and money can they be obtained in the form people wish.Meeting the needs of people and froming resources available{{U}} {{U}} 14 {{/U}} {{/U}}the basic activity of production. In trying to meet{{U}} {{U}} 15 {{/U}} {{/U}}wants from limited economic goods, production leads to new problems in economics.

单选题· Read the report below about German economy.· Choose the best word to fill each gap from A, B, C or D on the opposite page.· For each question 19-33, mark one letter (A, B, C or D) on your Answer Sheet. Dear Sally, I write this report to give a brief account of German economy. Please read through it and make any comment as you like. Thanks!Bob{{B}} {{U}}WHAT'S PUTTING A DAMPER ON GROWTH{{/U}}{{/B}} Recovery in Germany will remain halting through the year. The economy barely grew in the first quarter after two quarters of {{U}}(19) {{/U}}, and while export-oriented businesses are making headway, domestic demand remains {{U}}(20) {{/U}} The economy will struggle to grow 1% this year. Both consumer spending and business investment {{U}}(21) {{/U}} in the first quarter, and neither is gaining {{U}}(22) {{/U}} in the second. Retail sales in May fell for the second month in a row, as May unemployment posted the largest rise in five years. The jump resulted in {{U}}(23) {{/U}} from new legislation, strike activity and holidays but it also {{U}}(24) {{/U}} a large number of job losers and poorer {{U}}(25) {{/U}} of finding a job. Economic growth won't be strong enough to improve the labor market significantly until next year. Business {{U}}(26) {{/U}} is improving slowly. The closely watched {{U}}(27) {{/U}} from the IFO institute dropped in June, and attitudes are mixed. Big exporters seem more {{U}}(28) {{/U}}, but builders and retailers are more {{U}}(29) {{/U}} On June 24, Germany's retail trade association {{U}}(30) {{/U}} its sales forecast for this year. On the plus side, weak domestic demand and falling oil prices are {{U}}(31) {{/U}} inflation and delaying the urgency for the European Central Bank to raise interest rates. The euro's 12% rise vs. the dollar since February is an additional inflation dampener. Eventually, rising exports will {{U}}(32) {{/U}} capital spending, and consumers will benefit from rising pay -- helped by recent wage {{U}}(33) {{/U}} -- along with low inflation and interest rates and planned tax cuts. But that is next year's story.

单选题 · Read the article below about job interviews and the questions. · For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet. {{B}}MAKING THE RIGHT IMPRESSION{{/B}} The first thing to remember when you go for a job interview is that this is not a one- sided affair. Treat it as you would do in a negotiation. After all, both you and the prospective employer are selling something. If you approach an interview with the attitude of "any job will do", the interviewer will realize that immediately. If the job is worth anything, you won't get it. You should prepare yourself for an interview just as you would do for a negotiation. Find out as much as you can about the company and the person who is to interview you. Don't be caught unawares. Go to the Internet and look at the company's website. Compare it with that of its competitors. Alternatively, look at the Yellow Pages or trade magazines to see how they advertise themselves. Make enquiries at the Chamber of Commerce and other relevant organizations. Find out at least a little about the sector so that you can ask interesting questions. Think of and note down your strengths and the opportunities that lie ahead. No matter how high the rate of unemployment is, regardless of how miserable you are in your current job, it's always an advantage to see things in a positive way. If you have little or no experience in a particular area, consider your capabilities in a similar area. Spend some time trying to imagine what type of employee the company is looking for and what makes you suitable for the job being advertised. First impressions count, so look good and feel good before you go. Choose clothes that make you feel confident. Find out what clothes may put the interviewer off. Ensure you arrive at the interview with time to spare. According to one recruitment agency we have spoken to, interviewees must understand the importance not only of their personal appearance but also of their body language. During the interview, breathe calmly and try not to appear too nervous. Look the interviewer in the eye and adopt similar body language to theirs. Smile and feel relaxed, enthusiastic and assertive. Remember one thing, though: assertive does not mean aggressive. Don't just answer "yes" or "no" to questions. Treat every question as an opportunity to demonstrate that you are suitable for the job, but remember to stick to the point. When asked about your interests, include group as well as individual activities and hobbies. Be on the lookout for tricky questions about your personal life. You don't need to lie and just tell yourself in the best light. This is something the interviewee needs to be able to do as well. You have the right to find out whether or not you want to work for the company. Furthermore, your interest in the nature of the company and how it is run may well end up being your big selling point.

单选题TheNationalWeatherCentre'smostrecentcustomersare