单选题The advertisement emphasises the need to have a suitable approach to important people.

单选题Hiring Non-U.S. Citizens Although the majority of firms in the United States hire U.S. citizens, the (19) for the world's best talent may require crossing the U.S. borders. This is increasingly (20) in industries such as software development, engineering, pharmaceuticals, and aerospace, where high-ability, low-cost talent can be found in Russia, India, Taiwan Singapore, China, and Korea. However, hiring foreign nationals for U.S. firms is not as easy as you might think. There are a number of (21) to overcome when hiring non-U.S. citizens. For example, documenting and (22) the credentials of foreign nationals is difficult. For example, if the applicant has attended a non-U.S. university, how do the institution and the degree (23) compare to what would be found in the United States? To get around overseas educational idiosyncrasies, some companies like Mobil Corporation (24) their own screening tests for basic skills in reading and math. Other companies, such as the Knowledge Company in Fairfax, Virginia, employ work-sample tests, where, for example, an (25) for an engineering job would be asked to submit drawings and plans for a certain product, which would be (26) by experts. Also, the typical criminal background (27) is difficult because, except the most serious crimes, there is little information within the United States regarding crimes (28) in other countries. Beyond this, the American Foreign (29) Practices Act even (30) U.S. entry of foreign businesspeople who might have bribed government officials in their home countries—even if that is not against the law in those countries. Finally, even if one is able to obtain the necessary data for making an informed hiring decision with (31) to a foreign national, the U.S. Department of Labor (32) the employer to show that the employ of this person will not adversely affect wages and working conditions of U.S. citizens who work in (33) occupations and no U.S. citizens are willing and able to do the work at that specific time.

单选题Thespeakersaysthatthepercentageofbusinessesthatarefamilyrunis

单选题Personal Branding One of the issues people are concerned about as they start to define their personal brand is being (19) to one subject or area. They ask "Can I be an expert in more than one field or should I (20) one? " You have the freedom to brand yourself as you choose, and you can always expand your offerings, (21) the knowledge you gain and your new interests. When you have an assortment of interests, you need to make sure that you manage them properly, both in (22) of the time you (23) to each and how they are interwined in your lifestyle, online and off. If you have multiple interests and they are (24) , then your hand brand will be much more powerful because those interests can complement each other. (25) , if you are a financial analyst working at a bank during the day and a stock-trading blogger by night, you can (26) both, without drifting (27) from your current brand (28) of course that you don't violate any confidentiality rules or insider trading laws. If your interests aren't related in any (29) , then they should be completely detached, such as having two (30) websites catering exclusively to each. If you're an accountant for a Forture 500 company and a male model, you definitely want to separate those (31) and career paths from each other because (32) you're perceived as a male model may impact how seriously you're (33) as an accountant.

单选题·Read the text below about brokers.·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}}Brokers{{/B}}Brokers neither physically handle products being distributed nor work on a continuing{{U}} (19) {{/U}}with their principals{{U}} (20) {{/U}}, a broker is an independent wholesaling middleman that brings buyers and sellers together and provides market information to either party. M0st brokers work for sellers, {{U}}(21) {{/U}}a small percentage represent buyers.Brokers have no authority to set prices. They simply negotiate a sale and leave it up to the seller to accept or{{U}} (22) {{/U}}the buyer's offer. They also furnish considerable market information{{U}} (23) {{/U}}prices, products, and general market conditions.Because of the limited services provided, brokers receive relatively small commissions—5 percent or less. {{U}}(24) {{/U}}, brokers need to operate on a low-cost basis.Food brokers{{U}} (25) {{/U}}buyers and sellers of food and{{U}} (26) {{/U}}general-merchandise items to one another and bring them together to complete a sale. They are well{{U}} (27) {{/U}}about market conditions, terms of sale, sources of credit, price setting, potential{{U}} (28) {{/U}}, and the art of negotiating. They do not actually provide credit but sometimes store and deliver goods. Brokers also do not{{U}} (29) {{/U}}goods and usually are not allowed to complete a transaction{{U}} (30) {{/U}}formal approval. Like other brokers, food brokers generally represent the seller, who pays their commission.Food brokers, {{U}}(31) {{/U}}manufacturers' agents, operate in specific geographic locations and work for a limited{{U}} (32) {{/U}}of food producers within these areas. Their sales force calls on chain-store buyers, store managers, and institutional purchasing agents. Brokers work{{U}} (33) {{/U}}with advertising agencies. The aver age commission for food brokers is 5 per cent of sales.

单选题We would like you to provide us with a detailed specification of the machine so that we may consult our production managers regarding the suitability of the equipment fo installation in our assembly plants. Please bear in mind that the power requirements of each unit are of particular importance. They want us to let them know ... a. if our machines are suitable for their requirements b. if we have consulted their managers about this c. as much as possible about the machine

单选题The Principles of Selling The principles of selling are useful for all people, whether they work in business, in not-for-profit organisations, or at home. Influencing people is an important aspect of all interpersonal relationships. Thus, hermits may be the only people in our society who do not need to (19) the principles of selling. Four-year-old children soon (20) the most effective way to sell their parents on a trip to the circus. As college students, they use more (21) techniques to convince their parents that they need a car at school. As young graduates, they are confronted with more important sales, job-selling themselves to an employer. To do this effectively, they will (22) the same essential steps used in marketing a sale. They (23) potential employers. They analyse the needs of the potential employer and the (24) points in their background. Then they develop a presentation to demonstrate how their capabilities are (25) with the employer's needs. During the interviews, they answer questions and provide additional information. This is selling at a personal level. An increasing number of people are studying selling (26) they do not plan on selling as a (27) They recognise that almost everyone in business uses certain principles of selling in everyday work. (28) executives are eager to sell themselves to associates, superiors, and (29) .The accountant uses selling to present a research budget for (30) .The industrial relations or personnel executive uses sales techniques to handle negotiations with a union. People in non-business situations also practice the art of selling. (31) encourage people to come at services. Political candidates ask (32) votes. People who are skilled at influencing the (33) of others are usually the leaders in our society.

单选题· Read the article below about meeting.· 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. {{B}} {{U}}Make Meetings Work for You{{/U}}{{/B}} Only call a meeting if you (and your colleagues) are quite clear about its purpose. Once you are certain of your objective, ask yourself whether it could be better achieved through {{U}}(19) {{/U}} means, such as a memo. Meetings called on a routine basis tend to {{U}}(20) {{/U}} their point. It's better to wait until a situation or problem requires a meeting. If in doubt, don't waste time having one. If you're sure a meeting is the solution, circulate a memo several days in advance {{U}}(21) {{/U}} the time and place, objectives, issues to be discussed, other participants and preparation {{U}}(22) {{/U}} Meetings should be held in the morning, if possible, when people are usually more {{U}}(23) {{/U}}, and should last no more than an hour. Six is the {{U}}(24) {{/U}} number of participants for a good working meeting. Inviting the whole department (more than 10) increases emotional undercurrents such as, "Will my {{U}}(25) {{/U}} be taken seriously ?" Larger meetings can be productive as brainstorming {{U}}(26) {{/U}} for ideas, provided participants can speak freely without feeling they will be judged. A successful meeting always leads to action. Decision should take up the {{U}}(27) {{/U}} of the meeting minutes, including the name of the person delegated to each task, and a(n) {{U}}(28) {{/U}} for its completion. Circulate the minutes after the meeting and again just before the next one. Draw out quieter members of the group. {{U}}(29) {{/U}} helps create a relaxed and productive atmosphere. Do not {{U}}(30) {{/U}} out any individual for personal criticism -- they will either silently {{U}}(31) {{/U}}, upset and humiliated, or try to come up with excuses rather than focusing on the problems in {{U}}(32) {{/U}} Save critical comments for a private occasion. If you're talking for more than 50 per cent of the time, you're {{U}}(33) {{/U}} the meeting.

单选题WhatthewomanhastodoatfirstisA.tohavesomeofficialpapers.B.todosomepaperwork.C.todosomepopularwork.

单选题Debunking Negotiation Myths Before developing a more effective negotiation strategy, we need to dispel several faulty assumptions and myths about negotiation. These myths hamper people's ability to learn effective negotiation skills and in some cases reinforce poor negotiation skills. A pervasive belief is that good negotiation skills are something that people are born with, not something that can be readily learned. This is false because most excellent negotiators are self-made. In fact, there are very few naturally gifted negotiators. We tend to hear their stories, but we must remember that their stories are selective, meaning that it is always possible for someone to have a lucky day or a fortunate experience. This myth is often perpetuated by the tendency of people to judge negotiation skills by their car-dealership experience. Whereas purchasing a car is certainly an important and common type of negotiation, it is not the best context by which your negotiation skills can be judged. The most important negotiations are those that we engage in every day with our colleagues, supervisors, coworkers and business associates. These relationships provide a much better index of one's effectiveness in negotiation. In short, effective negotiation requires practice and feedback. The problem is that most of us do not get an opportunity to develop effective negotiation skills in a disciplined fashion, rather, most of us learn by doing. As the second myth reveals, experience is helpful, but not sufficient. We have all met that person at the cocktail party or on the airplane who boasts about his or her great negotiation feats and how he or she learned on the job. It is only partly true that experience can improve negotiation skills; in fact, native experience is largely ineffective in improving negotiation skills. There are three strikes against natural experience as an effective teacher. First, if a person does not know how well he or she has performed in the negotiation, it is nearly impossible to improve performance. For example, can you imagine trying to learn mathematics without ever doing homework or taking tests? The second problem is that our memories tend to be selective, meaning that people tend to remember their successes and forget their failures or shortcomings. This is, of course, comforting to our ego, but it does not improve our ability to negotiate. Finally, experience improves our confidence, but not necessarily our accuracy. People with more experience grow more and more confident, but the accuracy of their judgment and the effectiveness of their behaviour do not increase in a commensurate fashion. Overconfidence can be dangerous because it may lead people to take unwise risks. The third pervasive myth is that effective negotiation necessitates taking risks and gambles. In negotiation, this may mean saying things like "this is my final offer" or "take it or leave it" or using threats and bluffs. This is what we call a "tough" style of negotiation, Although these negotiators are rarely effective, we tend to be impressed by the tough negotiator. An interesting exercise is to ask mangers and anyone else who negotiates to describe their approach to negotiating. Many seasoned negotiators believe that their negotiation style involves a lot of "gut feeling", intuition, and "in-the-moment" responses. We believe that this type of intuition does not serve people well. Effective negotiation involves deliberate thought and preparation, and it is quite systematic.

单选题Bearing in mind the difficulties you are having with obtaining components, we were wondering whether we might expect delivery of the goods during the next two weeks or whether there is likely to be still further delay. They want us to let them know ... a. what difficulties we are having b. what components we are obtaining c. when the goods will be delivered

单选题·Read the article below about a successful printing firm.·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.·There is an example at the beginning (0). {{B}}MULTICOPY PRINTING Martin Charlesworth pays a visit to discover the secret of Success at a busy printing firm.{{/B}} From designing and printing corporate brochures and business cards to photocopying students' essays it's all in a day's work for Multicopy Printing. The family-run firm is one of the most successful printing, copyshop and design offices in the region. Although it is a {{U}}(19) {{/U}} small company, it thinks big. The company has made a considerable{{U}} (20) {{/U}}in high-tech machinery to {{U}}(21) {{/U}} up in this rapidly changing industry. The company's success has recently enabled it to modernise and {{U}}(22) {{/U}} its premises. Multicopy's Managing Director, Colin Marsh, says, 'It was very {{U}}(23) {{/U}} before. We may get up to two tonnes of paper delivered a day and we were running out of space to {{U}}(24) {{/U}} it. Now, we're the only business in this area {{U}}(25) {{/U}} a print service from start to finish all under one roof. A vast amount of work can be {{U}}(26) {{/U}} in a very short space of time.' The firm was {{U}}(27) {{/U}} up 22 years ago by Colin's father, who was the area manager for a national {{U}}(28) {{/U}} of printers before deciding to go into business on his own. In those days, it was mostly small printing {{U}}(29) {{/U}} such as letterheads and photocopying. The business grew rapidly in the mid-1980s with the {{U}}(30) {{/U}} of new technology. Nowadays the core photocopying business is high-volume, sometimes up to 300,000 copies for one job, and it often needs to meet {{U}}(31) {{/U}} deadlines for commercial outlets. But despite Multicopy's recent success, it has not forgotten its {{U}}(32) {{/U}} and part of the everyday {{U}}(33) {{/U}} still consists of doing small numbers of photocopies for members of the general public.

单选题RickyBlandclaimsthatfast-foodrestaurantsdifferfromexpensiveoneswithregardtoA.thedegreeofjobsatisfaction.B.thequalityofthestaff.C.theopportunitiesforpromotion.

单选题{{B}}How to approach Reading Test Part Three{{/B}}· In this part of the Reading Test you read a longer text and answer six questions.· First read the questions. Try to get an idea of what the text will be about. Then read the text quickly for general understanding.· Then read the text and questions more carefully, choosing the best answer to each question. Do not choose an answer just because you can see the same words in the text.· Read the article below about communication and the questions on the opposite page.· For each question 13 - 18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. {{B}}How well do you communicate?{{/B}} In today's fast-paced work environment, communication can come low down on your list of priorities. If you can't remember the last time you spoke to some of your friends, how do you find time to brief thousands of employees on a regular basis? That said, internal communication plays an integral part in any healthy business strategy. If done well it ensures that staff are kept abreast of the visions and values of the company they work for; if done badly it can lead to speculation and rumour. Jenny Davenport, a director of the change management and communications consultancy, People in Business, says ongoing dialogue with staff is a necessity. 'You must educate employees to understand your business if you want them to perform,' she says. 'Unless you do, people will not trust you when times are bad.' Communication is also about discussion rather than rhetoric. Flat communication devices- email, intranets, employee publications - have a part to play but must be mixed with more interactive methods involving face-to- face contact to encourage response. Remember that individuals are different and like to receive information in different ways,' adds Davenport. 'As well as written communication via intranets or traditional employee magazines, team managers must talk to staff about how what they de affects the business. Twice a year, ensure employees come face to face with senior management- a conference is ideal.' Khalid Aziz, chairman of communications consultancy The Aziz Corporatior), feels that company-wide conferences are an ideal way to interact with large numbers of staff. 'It is important to organise and plan correctly,' he says. 'Have a clear aim before you start and be careful not to pack too much in - facts that can be communicated via email, for example, are a waste of conference space. Ask for response but don't ask for questions - it always sounds like a threat,' he adds. 'Get people to raise their hands if they agree with a certain statement about the company and then ask one person to elaborate.' The intranet plays a big part in the communications strategy at One 2 One, says Nell Lovell, the company's director of communications. 'Our intranet touches everybody,' he says. 'We have set up cybercafes for staff who don't have PC access.' One 2 One's intranet carries news and general information and is supported by a monthly magazine mailed to homes, a weekly email update on matters of fact and webchats which staff are invited to join. Getting feedback from employees is the key to hi- fi company Richer Sounds' communications policy. 'Like other businesses, we run a suggestions scheme. The difference with ours is the way it works,' says John Clayton, training and recruitment director. 'Our chairman Julian Richer reads every suggestion and we answer them all. Each proposal is rewarded with up to f25 cash - we find this is more motivational than a big prize to one employee once a year.'

单选题WhatkindofinformationdidJohnMartinprobablygetfromthetelephonecall?

单选题Employment Opportunities for Graduates with the Provincial Bank The provincial Bank is one of the biggest fiscal institutions in the U. K. . With its 1,900 branches and 58,000 employees, it has 1 a household name. Almost 4,000 of these employees 2 managerial or executive positions. The bank has an outstanding 3 of profitability, which has been achieved by introducing innovations as maintaining leadership of the 4 The bank"s comprehensive training programme concentrates on 5 the most important skills that graduates need in order to 6 early management responsibility. Trainees take responsibility for their own continuous self-development through visiting other branches and departments, and by 7 courses in management skills. They also receive training in order to increase their knowledge of the bank"s 7 The bank supports 9 of staff who wish to take professional examinations, and its Graduate Training Scheme is 10 to the nationally recognized Diploma in Management. Obviously the quality of its mangers is of 11 importance to the bank"s performance. It welcomes good graduates in any subject area, 12 they can demonstrate the ability to influence events, and have the potential to 13 both as leaders and as part of a team. Most graduate trainees join the Retail Banking division initially. Those starting on this programme will soon have the 14 to work in other parts of the bank and can 15 a varied and flexible working life.