单选题People from different cultures sometimes do things that make each other uncomfortable, sometimes without realizing it Most Americans 16 out of the country and have very 17 experience with foreigners. But they are usually spontaneous, friendly and open, and enjoy 18 new people, having guests and bringing people together formally or informally. They tend to use first names 19 most situations and speak freely about themselves. So if your American hosts do something that 20 you uncomfortable, try to let them know how you feel. Most people will 21 your honesty and try not to take you uncomfortable again. And you"ll all 22 something about another culture! Many travelers find 23 easier to meet people in the U.S. than in other countries. They may just come up and introduce themselves or even invite you over 24 they really know you. Sometimes Americans are said to be 25 . Perhaps it seems so, but they are probably just 26 a good time. Just like anywhere else, it takes time to become real friends 27 people in the U.S.. If and when you 28 American friends, they will probably 29 introducing you to their friends and family, and if they seem proud 30 you, it"s probably because they are. Relax and enjoy it!

单选题You will hear Desmond Butler, owner of Klikset, talking about how he created a successful toy company. For each question(23-30), mark one letter(A, B or C)for the correct answer. After you have listened once, replay the recording.

单选题The expert claims that the new systems can ... a. deal with repetitive noise. b. eliminate noise completely. c. deal with one-off noise.

单选题WhatdoesSophiesayabouttheNottinghamcentre'sproblems;?A.Shedoesn'tknowwhathascausedthem.B.Shehadn'texpectedNottinghamtohaveproblems.C.Shedoesn'tthinktheywillcontinueforlong.

单选题·For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose. {{B}}Common Stock and Preferred Stock{{/B}} A public corporation issues certificates of ownership, called common stock, that may be traded on stock exchanges. Anyone can buy and sell shares of common stock. Owners of stock are referred to as shareholders and stockholders. Common stockholders are accorded certain rights by the corporate charter. In the United States, these rights vary from state to state, but in general the articles of incorporation spell out voting rights and rights to receive profits. Common stockholders are the voting owners of a corporation. They are usually entitled to one vote per share. They may vote on numerous decisions affecting the corporation (including a derision to sell or merge with another corporation) and elect a board of directors, who, in turn, hire managers to run the business. A majority shareholder is one who owns over 50 percent of the outstanding (issued) shares in a corporation and, thus, can call the shots. All other shareholders are minority shareholders. In large corporations no single person or organization owns anywhere near a majority interest. In large, publicly owned corporations a shareholder with as little as 10 percent of the shares may control the corporation effectively. If things go badly, a coalition of so called dissident shareholders may gather enough votes to replace the existing board of directors; the new hoard may fire the existing management and bring in their own management team. Although common stock represents ownership in a company, it does not guarantee the owners a specific rate of return. As owners, the stockholders receive profits after all expenses, including debts and taxes, have been paid. They receive profits from the business in the form of dividend payments, which represent a percent-age of profits. Not all after-tax profits are paid to the stockholders in dividends. Directors usually deride quarterly how much, if any, of the profits they wish to distribute to the owners. The profits are either distributed to the owners in dividends or they are reinvested back into the company in the form of retained earnings. If the company decides to keep the profits, the company may become more valuable and the price of the stock usually goes up. Some investors prefer profits in the way of dividends while others speculate for an increase in the price of stock. If a company goes broken, common stockholders get last claim on whatever is left over. Corporations may also issue preferred stock to investors. Preferred stock usually has no vote in the election of the bard of directors, but does get preference in the distribution of the company's earnings. It offers investors a different type of security and may be issued only after common stock has been issued. The term "preferred" applies to two conditions. First, preferred stockholders gain preferential treatment in the matter of dividends; that is, they receive a fixed rate of dividends prior to the payment of dividends on common shares. Second, if the company goes out of business or liquidates, pregerred stockholders are closer to the front of the line than common stockholders! when distributing the company's assets. Dividends to preferred stock may be cumulative or noncumulative. Cumulative preferred stock maintains its claim to dividends even if the company decides not to pay them. For instance, if the company had a bad year in 1994, they might decide not to pay dividends. But if they had a good year in 1995. noncumulative preferred stock dividends do not accumulate. If dividends are not declared, noncumulative owners lose their claim to the profit of that period. In short, common stock usually has more control through voting privileges, greater chance for high returns, and more risk, whereas preferred stock usually has less control, fixed returns, less risk, and less chance for big gains.

单选题· Read the article below about business and customers 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}} Focus on Your Customer{{/B}} If you think of the most successful companies around the world -- GM, Wal-Mart, IBM, etc. -- they all have one thing in common: loyal customers. It can cost ten to twenty times as much to acquire a customer as to retain one, so it's easy to understand why customer relationship management is such a hot concept. But, while everyone understands CRM is a good thing, putting a CRM strategy together isn't easy. The place to start? A customer-driven business model. A customer-driven business model is the most prudent method of ensuring customer loyalty because it fosters a better relationship with new and existing customers. Others such as market, price, cost or e-commerce-driven business models may generate profits, but fall short of sustaining a loyal customer base. At the heart of customer-driven business model is a clear understanding of the customer -- not just customer trends (although this is useful information, too), but the buying habits and history of every one of your customers. This 360-degree view provides analytics from multiple channels (direct, web, fax, E-mail, call center, sales/marketing) and consolidates into a common repository. Monitoring buying habits and tracking market dynamics lets you more effectively market new and existing products and services. If you think this is a daunting task, you aren't alone. Because most enterprises don't have a consolidated view of their customers, obtaining customer profit and cost information is often a Herculean effort. Implementing a CRM solution is usually a huge project with a high probability of failure. Some analysts suggest most businesses underestimate the cost of a CRM Implementation by 40～75 percent. In fact, a successful CRM will interface with ERP systems to provide integration with all customer interactions such as order processing, billing. Also, CRM strategies must include commitment and sponsorship from senior management, as it should be deemed a strategic investment that is implemented incrementally and evolutionary. Understanding critical success factors, such as those listed in the "Key to CRM Success" sidebar, mitigates the risks. First, start with a cultural change that focuses on a customer-centric business strategy. Make sure your organization is well aware of the high cost of customer attrition and is focused on improving retention, increasing loyalty. Understanding and broadcasting the cost of acquiring new customers versus fostering existing relationships. Second, focus on an enterprise view of the customer that encompasses all customer data, such as communication history, purchasing behaviors, channel preferences, demographics, etc. Understand your customers' preferred channels and determine if there's some way to optimize them. Adopt a flexible architecture that will expand with your business -- this is true with any IT project. Never deploy a strategic, costly solution using the big-bang approach. Always take an incremental, evolutionary, or iterative approach. The impact to your organization can be significant, thus, proceed slowly and ensure the returns on investment measures are in place.

单选题·Read the article about People Express.·Choose the best word to fill each blank, 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}}People Express{{/B}}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{{U}} (19) {{/U}}changed the industry as firms constantly engaged in price wars to lure passengers. Then, People Express' bubble{{U}} (20) {{/U}}because it overexpanded, consumer complaints mounted and other airlines matched its fares on popular routes. In 1986, People Express{{U}} (21) {{/U}}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{{U}} (22) {{/U}}People Express into its Continental division and industry observers believed{{U}} (23) {{/U}}the costly fare wars would be ended. They could not have been more wrong. To stimulate business for its{{U}} (24) {{/U}}Continental Airlines, Texas Air instituted a new low fare category{{U}} (25) {{/U}}MaxSaver. The fare offered prices that were up to 40 per cent lower than "supersaver" rates offered{{U}} (26) {{/U}}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, {{U}}(27) {{/U}}feared losing business.While MaxSaver rates were low, they also had restrictions. Tickets could not be{{U}} (28) {{/U}}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{{U}} (29) {{/U}}and there were limited seats available. Three weeks after MaxSaver rates were{{U}} (30) {{/U}}American Airlines announced plans to raise its discount fares and require 30-day{{U}} (31) {{/U}}purchasing for its lowest fares. It felt it could not continue at the rates in effect. However, just 10 days{{U}} (32) {{/U}}American Airlines had to revise its plan. Texas Air refused to abandon the MaxSaver fare; it even extended the program into the busy summer sea son. Competitors went along and the price war raged on, {{U}}(33) {{/U}}an executive's comment that "nobody's cost structure can survive MaxSavers."

单选题Why is a tax holiday an investment incentive?

单选题10 The new price lists tomorrow and will be available in a few days. A. are being printed B. are printed C. were printed D. will print

单选题Management for Global Business In the rapidly changing global economic and business landscape, the need for effective global business management has become even more important. For businesses to remain competitive, they must continually (19) to tap into the global markets and emerging world opportunities. Strategic business management in the present turbulent world economic conditions has to be more (20) as technology, production and consumption (21) are changing by the day. In this context, global business management can be (22) as the fundamental principles and practices of conducting global business activities the proper evaluation of international business opportunities and the optimum (23) of resources so as to (24) the individual business objectives in a global environment It is (25) with large national companies attempting to make it big on the global stage. Domestic businesses in an attempt to become multinational or transnational corporations face numerous (26) which can be duly (27) by global business management. In the (28) of globalization and a rapidly integrated world in (29) of tastes, preferences and even culture, the organizational and geographical (30) of global or multinational companies are getting even more pronounced. The idea of change—to effectively conduct the global business of the company in far flung areas of the world and to evaluate the business opportunities in remote corners of the globe—has to be dealt with in (31) with the new sociological, political and economic trends that (32) almost daily on the international front. Some of the burning (33) in the aspect of global business management include international trade, global human-resource management, global investment and global finance.

单选题A Partnerships On the whole, this is not a popular form of business organization, but it is often used by people in the professions, like doctors, dentists or lawyers, to expand their business.Greater efficiency is possible because people in this sort of association can spend their time doing what they are best at. If one person is sick, then the remaining partner(s) can carry on the work. The main disadvantage is that even with this form of ownership, the amount of money available to the business may be limited. If people quarrel or disagree over decision-making there can be problems and serious delays. B Public (PIC) Companies These are the largest businesses in the private sector. There is no limit to the number of people holding shares in it and many of the larger companies have their shares listed on the stock exchange. The advantage of big businesses like this is that they find it easier to raise money as banks consider them a "good risk". There are strict laws governing the setting-up of this kind of business and each year the company has to publish its accounts. The larger such businesses grow, the more difficult it is to control them. Workers in such businesses may feel that management doesn't understand their problems. C Private (Ltd) companies Such businesses are not allowed to sell shares to the public. They must consist of at least two members, but there is no upper limit to the numbers who own the company. The larger size makes it possible for such companies to borrow more money from the banks or from issuing additional shares to its members. The advantage is that such a business is able to offer its members limited liability (responsibility) for debts and losses. Many companies of this type exist in England, Europe and the U.S.

单选题19 When the post…, I'll bring it into your office. A. will arrive B. arrives C. is arriving D. is going to arrive

单选题 · Read the article below about the importance of writing job descriptions. · 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. {{B}}Writing Effective Job Descriptions{{/B}} A job description describes the major areas of an employee's job or position. A good job description begins with a careful{{U}} (19) {{/U}}of the important facts about a job, such as the individual tasks{{U}} (20) {{/U}}the methods used to complete the tasks, the purpose and responsibilities of the job, the{{U}} (21) {{/U}}of the job to other jobs, and the{{U}} (22) {{/U}}needed for the job. It's important to{{U}} (23) {{/U}}a job description practical by keeping it dynamic, functional, and current. Don't get stuck with an inflexible job description! A poor job description will{{U}} (24) {{/U}}you and your employees from trying anything new and{{U}} (25) {{/U}}how to perform their job more productively. A well- written, practical job description will{{U}} (26) {{/U}}you avoid hearing a refusal to carry out a relevant assignment because "It isn't in my job description. " Realistically speaking, many jobs are{{U}} (27) {{/U}}to change due either to personal growth, organizational development, or the evolution of new technologies.{{U}} (28) {{/U}}job descriptions will encourage your employees to grow within their positions and learn how to make larger{{U}} (29) {{/U}}to your company. For example: Is your office manager stuck{{U}} (30) {{/U}}ordering office supplies for the company and keeping the storage closet well stocked or is he{{U}} (31) {{/U}}and implementing a system of ordering office supplies that promotes cost savings and{{U}} (32) {{/U}}within the organization? When writing a job description, keep in mind that the job description will{{U}} (33) {{/U}}as a major basis for outlining job training or conducting future job evaluations.

单选题{{B}}PART ONE{{/B}}·Look at the statements below and the comments on change management on the opposite page. ·Which section(A，B，C or D)does each statement 1-7 refer to? ·For each statement 1-7，mark one letter(A，B，C or D)． ·You will need to use some of these letters more than once． A．For over three decades，academics，managers，and consultants，realizing that transforming organizations is difficult，have analyzed the subject．They've sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed．They've sanctified the importance of changing organizational culture and employees'attitudes．They've teased out the tensions between top-down transformation efforts and participatory approaches to change．Still，studies show that in most organizations，two out of three transformation initiatives fail． B．Each manager looks at an initiative from his or her viewpoint and，based on personal experience，focuses on different success factors．The experts，too，offer different perspectives．A recent search for books on ‘change and management’ turned up 6，153 titles，each with a distinct take on the topic. Those ideas have a lot to offer，but take together，they force companies to tackle many priorities simultaneously，which spreads resource sand skills thin. C．Someofthehardfactorsthataffectatransformationinitiativearethetimenecessarytocompleteit，the number of people required to execute it，and the financial results that intended actions are expected to achieve. The research shows that change projects fail to get off the ground when companies neglect the hard factors. That doesn't mean that executives can ignore the soft elements；that would be a grave mistake. However. If companies don't pay attention to the hard issues first，transformation programs will break down before the soft elements come into play. D．Companies assume that the longer an initiative carries on. The more likely it is to fail—the early impetus will peter out，windows of opportunity will close，objectives will be forgotten，key supporters will leave or lose their enthusiasm，and problems will accumulate. However，contrary to popular perception, along project that is reviewed frequently is more likely to succeed than a short project that isn't reviewed frequently. Thus，the time between reviews is more critical for success than a project's life span.

单选题We are looking forward you at next year's conference. A. to see B. to seeing C. seeing D. that we will see