单选题Department Store Magic For most of the 20th century Smithson"s was one of Britain"s most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales staff didn"t seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own-brand products, the major part of its business, and showing a preference for more fashionable brands. But now all this has changed, thanks to Rowena Baker, who became Smithson"s first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithson"s profits have been rising steadily. When Baker started, a lot of improvements had just been made to the building, without having any effect on sales, and she took the bold decision to invite one of Europe"s most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the goods on display were changed. And as sales grew, so did profits. Baker had ambitious plans for the store from the start. "We"re playing a big game, to prove we"re up there with the leaders in our sector, and we have to make sure people get that message. Smithson"s had fallen behind the competition. It provided a traditional service targeted at middle-aged, middle-income customers, who"d been shopping there for years, and the customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot." Baker"s vision for the store is clear, but achieving it is far from simple. At first, many employees resisted her improvements because they just wouldn"t be persuaded that there was anything wrong with the way they"d always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when they realised that Baker was a very different kind of manager from the ones they had known. Baker"s staff policies contained more surprises. The uniform that had hardly changed since day one has now disappeared. Moreover, teenagers now get young shop assistants, and staff in the sports departments are themselves sports fans in trainers. As Baker explains, "How can you sell jeans if you"re wearing a black suit? Smithson"s has a new identity, and this needs to be made clear to the customers." She"s also given every sales assistant responsibility for ensuring customer satisfaction, even if it means occasionally breaking company rules in the hope that this will help company profits. Rowena Baker is proving successful, but the City"s big investors haven"t been persuaded. According to retail analyst, John Matthews, "Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn"t done anything to achieve it. And in my view the company"s shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson"s profits will start to fall because turnover of the existing store will inevitably start to decline."

单选题WhatwasSallyanxiouslylookingfor?

单选题·Choose the correct word A, B, C or D from below the passage to fill each gap.·For each question (19 - 33), mark one letter (A, B, C or D) on your Answer Sheet. Tile IBC Bank is one of the biggest financial institutions in the U.K. With its 900 branches and 68.000 employees, it has{{U}} {{U}} 1 {{/U}} {{/U}}a household name. Almost 4,000 of these employees{{U}} {{U}} 2 {{/U}} {{/U}}managerial or executive positions. The bank has an outstanding{{U}} {{U}} 3 {{/U}} {{/U}}of profitability, which has been achieved by introducing innovations at the same time as maintaining leadership of the{{U}} {{U}} 4 {{/U}} {{/U}}. The bank's comprehensive training programme concentrates on{{U}} {{U}} 5 {{/U}} {{/U}}the most important skills that graduates need in order to{{U}} {{U}} 6 {{/U}} {{/U}}early management responsibility. Trainees take responsibility for their own continuous self-development through visiting other branches and departments, and by{{U}} {{U}} 7 {{/U}} {{/U}}courses m management skills. They also receive training in order to increase their knowledge of the bank's{{U}} {{U}} 8 {{/U}} {{/U}}. The bank supports{{U}} {{U}} 9 {{/U}} {{/U}}of staff who wish to take professional examinations, and its Graduate Training program is{{U}} {{U}} 10 {{/U}} {{/U}}to the nationally recognized degree in management. Obviously the quality of its managers is of{{U}} {{U}} 11 {{/U}} {{/U}}importance to the bank's performance. It welcomes good graduates in any subject area,{{U}} {{U}} 12 {{/U}} {{/U}}they call demonstrate the ability to influence events, and have the potential to{{U}} {{U}} 13 {{/U}} {{/U}}both as leaders and as part of a team. Most graduate trainees join the retail banking division initially. Those starting on this program will soon have the{{U}} {{U}} 14 {{/U}} {{/U}}to work in other parts of the bank and can{{U}} {{U}} 15 {{/U}} {{/U}}a varied and flexible working life.

单选题Department Store MagicFor most of the 20th century Smithson's was one of Britain's most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales staff didn't seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own brand products, the major part of its business, and showing a preference for more fashionable brands.But now all the has changed, thanks to Rowena Baker, who became Smithson's first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithson's profits have been rising steadily. When Baker started, a lot of improvements had just been make to the building, without having any effect on sales, and she took the bold decision to invite one of Europe's most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the goods on display were changed. And as sales grew, so did profits.Baker had ambitious plans for the store from the start, 'We're playing a big game, to prove we're up there with the leaders in our sector, and we have to make sure people get that message. Smithson's had fallen behind the competition. It provide a traditional service targeted at middle-aged, middle-income customers, who'd been shopping there for years, and the customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot. 'Baker's vision for the store is clear, but achieving it is far from simple. At first, many employees resisted her improvements because they just wouldn't be persuaded that there was anything wrong with the way they'd always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when they realised that Baker was a very different kind of manager from the ones they had known.Baker's staff policies contained more surprises. The uniform that had hardly changed since day one has now disappeared. Moreover, teenagers now get young shop assistants, and staff in the sports departments are themselves sports fans in trainers. As Baker explains, 'How can you see jeans if you're wearing a black suit? Smithson's has a new identity, and this needs to be made clear to the customers. 'She's also given every sales assistant responsibility for ensuring customer satisfaction, even if it means occasionally breaking company rules in the hope company profits.Rowena Baker is proving successful, but the City's big investors haven't been persuaded. According to retail analyst, John Matthews, 'Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover at the existing store will inevitably start to decline.'

单选题RichardWoodstartedtheinternetcompany,Bookstore,becausehefelt

单选题[此试题无题干]

单选题InventoryInventory belongs to an important element of the cost of doing business in a large company. If a company is assembling cars, they must have a large number of parts in hand so that the assembly line does not stop because one part is missing. If cars are going down the assembly line and one person is supposed to fasten wheels on to the car, the whole line will stop if he runs out of fasteners. This means that several hundred men will be waiting while someone must find fasteners for the wheel. So there must be a sufficient number of parts of all sorts nearby in order to keep the car assembly line running smoothly.A large supply of spare parts is very expensive, so a company will try to keep its inventory as low as it can without finding it necessary to stop production for lack of a part.In a planned company, i.t was often difficult to secure spare parts and so many companies ordered many extra parts and kept large supplies of parts so that if a mistake was made in planning, they could continue to produce. This was known as just-in-case inventory.As an economy moves from s planned economy to a market economy, the-important thing for a business is to make money and not just produce. It's very expensive to keep large suppliers available just in case there is a delay in delivery. So increasingly, companies are moving to another system of inventory of spare parts as low as possible. This way they do not have to pay for parts used in production until just before they are paid for the finished product. This saves them much capital and is a much more efficient method of operating. The problem with this is that if a shipment is delayed or lost for some reason, the whole factory may have to stop because they don't have one little part. This is very expensive.Most modern industries try to keep inventory as low as possible, but when they adopt just-in-time inventory control, they try to keep at least some extra in stock for emergencies:

单选题CATSAGia Andina de Triconos (CATSA), a Bolivian joint venture of the U. S. Dresser Industries and local investors, which had based its investment (19) an allocation under the metalworking program, closed its doors after (20) to penetrate the Andean market after more than two years in operation.The prospect of (21) access to the Andean market, plus protection provided by a 55 percent "ad valorem" common outer tariff on bits sourced from outside the bloc, made the sales outlook seem (22) . However, CATSA's "monopoly" position in Ancom proved specious. (23) the plant went on stream in 1974, the company was never able to export a single drill bit to the Andean market, and its local sales were (24) a state-owned petroleum company. This market was clearly (25) , since the operation had been based on exporting the bulk of the plant's 200-unit-per-month capacity to the Andean area.CATSA could not penetrate the Ancom market for several reasons:Although Ancom (26) a 55 percent common outer tariff on third-country imports, some Ancom countries had previously (27) LAFTA (Latin American Free Trade Association) tariff concessions, which take precedence over the Ancom tariffs.Ancom members simply did not (28) the spirit of the metalworking agreement. After the installation of the CATSA facility, plants producing tricorne bits (29) in Peru and Venezuela. Under the metalworking program, participating (30) were committed to prohibiting new foreign investment in allocations of other Ancom countries. But on the question of new investment by local industry, the obligation was only not to encourage it, with no requirement to prevent it. (31) Venezuela, it has no commitment to limit local production or to honour the outer tariff, because it was not yet a member of Ancom when the metalworking agreement was signed and was thus not a (32) to the pact. Also, according to Bolivia, Colombia and Ecuador employed (33) obstacles to avoid applying the common outer tariff.The withdrawal of Chile from Ancom cost Bolivia a lucrative potential market, too.

单选题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 WHAT'S PUTTING A DAMPER ON GROWTH Recovery in Germany will remain halting through the year. The economy barely grew in the first quarter after two quarters of (19) , and while export-oriented businesses are making headway, domestic demand remains (20) The economy will struggle to grow 1% this year. Both consumer spending and business investment (21) in the first quarter, and neither is gaining (22) 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 (23) from new legislation, strike activity and holidays but it also (24) a large number of job losers and poorer (25) of finding a job. Economic growth won't be strong enough to improve the labor market significantly until next year. Business (26) is improving slowly. The closely watched (27) from the IFO institute dropped in June, and attitudes are mixed. Big exporters seem more (28) , but builders and retailers are more (29) On June 24, Germany's retail trade association (30) its sales forecast for this year. On the plus side, weak domestic demand and falling oil prices are (31) 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 (32) capital spending, and consumers will benefit from rising pay -- helped by recent wage (33) -- along with low inflation and interest rates and planned tax cuts. But that is next year's story.

单选题·Look at the article below about getting along with the boss and following questions.·For each question (13 - 18), mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. {{B}}Getting Along with the Boss{{/B}} You know that a positive relationship with your work superiors is essential to your success. But how do you ensure you stay on their right side? Your boss holds 2 our future prospects in his or her hands. Expect very few favors from a boss who does not like you, Bad relationship with the boss also means missed advancement opportunities: it is one of the major reasons for high staff turnover. If you resign because of the boss. you may also expect a dent in your professional reputation, Imagine having to provide such an "ex" boss as the contact referral person at your next interview ! The relationship you have with your boss can be a major factor in determining your rise up the ladder. Your boss isn't only your supervisor. He or she is also the person best equipped (or should be I to help you do the job you are paid to do. He/she is privy to the company's goals and knows what the company is looking for in future executives. He/she can inform you of company direction that may affect your future aspirations, He/she can put in a good word for you in the right eats. He/she is also your ally when you need back up, support or cooperation from other departments. But how does this help you establish a meaningful working relationship with your boss? The key is communication. Know your boss' priorities and try to anticipate his/her needs before he/she asks. Don't think narrowly in terms of your own immediate position. Try to understand where what you do ties in with the bigger picture. What other things can you discover about your boss? Is he/she conservative or informal? Does he/she prefer to be greeted as Mr. Ms. Miss or Mrs. or prefer first names? Is his/hers an "open door" policy or does he/she prefers you setting appointments with them? Respect your boss' time. Never barge into their office expecting or demanding an hearing immediately. Does he/she prefer to be kept informed with progress reports, or prefer you show initiative and get on with the job? Don't be a "yes man" and don't offer false flattery in the hope of' getting somewhere. It won't work! And don't aim for "closeness" in the working relationship because this can also backfire. If your boss depends upon you too much. he/she won't recommend you for promotions because you are needed too much where you are. Another possibility is that if he/ she is not a good manager, he/she may be given their marching orders. If you are seen to be a part of his/her management mishaps, you may be marching out the door with him/her! Do what you can to stay in his/her good books. Don't take "sickies" unless you are sick! Be an effective, cooperative, responsible and courteous employee and team player. It is possible that you are already these things, and you are working for somebody whose management style disagrees with your needs or expectations. Maybe friction cannot be avoided. Then, you may be better off looking for a new job in a new department or company. In short, getting along with your boss entails getting to know his/her likes and dislikes and learning to work with his/her personality and management style. And the upside about mastering communication and people skills with your own boss is that one day, those skills will pay off in your own management role with your own team.

单选题 Tribunal Rules on Smoking at WorkplaceEmployers must take sufficient steps to protect non-smoking employees from tobacco smoke or they might be faced with legal (19) , warns law firm Thomas, Sell & Passmore. Jill Thomas, an employment law specialist with the firm, quotes a recent (20) brought before the Employment Appeal Tribunal (EAT). An employer’s failure to protect its employees against tobacco smoke (21) an employee to quit her job. Whilst working, the employee was (22) to work near four secretaries who smoked and the rooms of three solicitors who smoked cigarettes, cigars and a pipe. All doors were kept open to allow ventilation from smoking rooms. After a series of (23) from the plaintiff and fellow colleagues, the employer consulted staff and agreed that a smoking policy should be (24) up. However, the policy did not go (25) enough to solve the problem for the plaintiff. She was finally told either to (26) up with the smoke or leave, which she did. The EAT ruled that the employer had breached its contractual (27) to deal reasonably and promptly with its employees’ grievances, and to provide a reasonable working (28) suitable for its employees. The plaintiff was awarded (29) . But employers are advised to think carefully before they rush into implementing or enforcing smoking ban. Unless they take care, they could be faced with unfair dismissal claims from smokers-- (30) what they were trying to avoid with non-smokers. Before introducing a (31) or partial smoking ban, employers are recommended to protect themselves from potential claims by smokers. (32) must be consulted on their views and given reasonable notice of any changes. Employers should then (33) enforce their smoking ban.

单选题Making the Right Impression 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 se that you can ask interesting questions. Think of and note down your strengths and the opportunities that lie ahead. No matter how high unemployment is, regardless of how miserable you are in your current job, it's always an advantage to see things in a positive light. If you have little or no experience m 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 more than one recruitment agency we spoke 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 net 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/hobbies. Be on the lookout for tricky questions about your personal life. You don't need to lie; just sell 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 Comply and how it is nm may well end up being your big selling point.

单选题I remember asking him on the phone last November A. that the goods arrived on time. B. when the goods will arrive. C. if the goods would arrive on time. D. whether the goods arrived on time.

单选题· Read the text below about an accountant.· 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}}Charlie Has a Chance to Get Ahead{{/B}}Charlie is employed known an accountant in a small assembly plant in the Midwest. In his seven years at Astro-Technology, he has become{{U}} (19) {{/U}}with most of the 200 employees and enjoys the{{U}} (20) {{/U}}of his office and the company attitude toward him. However, in the past three years, he has not received a promotion, and there is little chance for one in the near future. The raises he has{{U}} (21) {{/U}}have not kept up with inflation. He has discussed the situation frequently with his wife, Rita, who is. working as a personnel officer at a research firm in town.Although Rita has never told Charlie, she feels that her job has more status than his{{U}} (22) {{/U}}Charlie earns slightly more than income, she has more flexible hours, more holidays with pay, better company fringe benefits, and apparently more status when the two companies' organizational charters are{{U}} (23) {{/U}}Rita enjoys her present position and the salary she receives.The two daughters are doing well in grammar school and are active in girl scouts and the 4H Club.A month ago Charlie{{U}} (24) {{/U}}a new position for an accountant in their home office in Dallas. He knows that his company has a{{U}} (25) {{/U}}of promoting from within, and his supervisor feels that he would have a good chance of getting the position. It would mean an immediate 15 percent{{U}} (26) {{/U}}in pay; more prestige, because he would have a private officer and more{{U}} (27) {{/U}}for promotions. He applied for the position, but was afraid to tell his wife. When the interview was{{U}} (28) {{/U}}he informed Rita that he had to go to Dallas for a seminar.Charlie was{{U}} (29) {{/U}}with Dallas and the possible neighbourhoods his family could select to make their home. The home office was impressive! Dark walnut and chrome were everywhere, and the personnel in the office were very friendly. After a tour of the facility he had an interview with five managers.A week later he was{{U}} (30) {{/U}}that he was one of the three finalists. He was excited and eager to accept the position if it was offered him. That night, when he told Rita, she Was{{U}} (31) {{/U}}The move would mean they would have to leave their lovely home that they had been remodeling over the last seven years. The girls would have to find new friends.Finally and most{{U}} (32) {{/U}}could Rita find a job as good as the one she has? It seemed unfair to force her to move and give up a good job, just so Charlie could satisfy his own{{U}} (33) {{/U}}It turned into a real argument. Charlie wanted to move and Rita did not. Charlie was saying that he is a striver and Rita was saying she is happy with their status in life.