单选题In addition to linking compensation with performance, some firms grant employees ______ for good performance.

单选题Monopolv is one points the peculiar (21) ．which can affect the sale and purchase of certain commodities．In some markets，there may be only one seller or a (22) ．of sellers working very closely together to control prices．The result of such monopolistic activitv is to fix prices at a level (23) to the seller，a level which may bring him artificially high profits．Many governments dislike this procedure and have taken legal actions to (24) ．or halt such business activities．In the U．S．anti-trust laws operate to limit cartels and mergers． (25) in Britain the Monopolies Commission examines all special arrangements and mergers referred to them by the Board of Trade． This type of monopoly is not the only (26) ，however．There are three other forms：state，legal and natural．State monopolies are quite common nowadays，where the (27) in a particular country control industries like steel and transport or important and prestigious revises like national airlines．Legal monopolies are rather different，because the law permits certain individuals to (28) solely from their special inventions，discoveries or processes．Ne other person may infringe their rights in respect to (29) monopolies． Finally，natural monopoly (30) where a nation or individual possesses most of a particular mineral for reasons of geography and geology．

单选题Not long ago innovation was The Big Idea in marketing circles. Now, however, it's hard to see the benefits of this rush to innovate. Indeed if anything, companies seem to be drawing back from innovation, not charging ahead. But just a few years ago many companies were combining a commitment to create entirely new product categories through innovative technologies - working to hugely ambitious growth targets -with a root-and-branch organisational overhaul designed to free up creativity and speed new product roll-outs. The result was that as resources were shifted away from core businesses, sales and profits faltered, share prices slumped and CEOs were ousted. Now the mantra is a more conservative focus on the top brands, the top retail customers and the top markets. It's being rewarded in many cases by healthier share prices. This sustained effort to cut long tails of smaller brands and focus marketing resource on existing leaders seems to be paying off. So were we wrong to pinpoint innovation as key to tong-term market success? Surely not. But we might have underestimated the enormous complexity of this beast. The term 'innovation' may be simple enough but it spans a vast landscape, including the type and degree of innovation, marketing purpose, management process and market circumstance - not all of which are well understood. Take 'type' of innovation. Are we talking about new products only? Or new processes, new channels, underlying technologies, organisational structures and business models? When should the innovation involve a new brand? Or take 'degree'. Are we aiming for blue-sky inventions that will transform markets and create new categories? Or marginal tweaks in, say, formulation or packaging that give us an excuse to advertise something 'New! Improved!'? Likewise, is the marketing purpose of the project to steal a march on competitors and drive incremental growth, or to update an obsolete product line and play catch-up to competitors? As one business news editorial complained, 'innovation' is often just 'simple proliferation of similar products'. Then there's process. What is the best way to manage this particular innovation? Is it to employ creative revolutionaries and set them free, or is disciplined risk management, requiring the careful testing and sifting of options to pick winners, a better approach? In larger organisations, has, senior management really made time spent in cross4unctional teams a recognised element of successful career paths? What time frames (eg payback periods) and degrees of risk is senior management comfortable with? And does the organisation have a culture that fits the chosen approach? Does it 'celebrate failure', for example, or is it actually a risk-averse blame culture (despite what the CEO says in the annual report)? Successful innovation requires clearing two hurdles. First, it needs the right project with the right degree of innovation to fit with the right marketing purpose, the right innovation process, corporate culture and market circumstance. Second, it needs senior managers that understand the interplay between these different factors, so that rather than coming together simply by chance, they are deliberately brought together in different ways to meet different circumstances. Clearing Hurdle Two can happen 'by accident'. Clearing Hurdle One requires real skill We can all point to admirable, inspiring innovations. But how many companies can we point to and say, 'these people have mastered the art of innovation'? Brilliant innovations are a wonderful thing, Expert innovation management is even better and much rarer.

单选题 {{B}}Task Two-Sources of Funding{{/B}} ·For questions 18-22, match the extracts with the sources of funding, listed A-H. ·For each extract, choose the source of funding described. ·Write one letter (A-H) next to the number of the extract. A a student's parent's money B the sale of the owner's property C money from friends and a loan from a bank D money from his parents E his own money and money borrowed from relatives F money from the government G no financial investment H the deposit from the bank only

单选题[此试题无题干]

单选题 · Choose the correct word to fill each gap from A, B, C or D on the opposite page. · For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet. · There is an example at the beginning. Today the need to 'go global' and to cut outgoings is demanding that companies combine protecting international interests whilst keeping down staff {{U}} {{U}} 1 {{/U}} {{/U}}The solution in most cases has been the forming of intercultural teams. Undoubtedly, the intercultural dimension of today's teams brings about new challenges. Successful team building not only {{U}} {{U}} 2 {{/U}} {{/U}}the traditional needs to harmonise personalities but also languages, cultures, ways of thinking, behaviours and motivations. The key to successful intercultural team building lies {{U}} {{U}} 3 {{/U}} {{/U}}intercultural training. It is one method of helping to blend a team together. Through analysis of the cultures involved in a team, their particular approaches to communication and business and how the team interacts, intercultural team builders are able to find, suggest and use common ground to {{U}} {{U}} 4 {{/U}} {{/U}}team members in building harmonious relationships. It helps a team to realise their differences and {{U}} {{U}} 5 {{/U}} {{/U}}in areas such as status, hierarchy, decision making, conflict resolution, showing emotion and relationship building in order to create mutually agreed upon structures of communication and interaction. From this {{U}} {{U}} 6 {{/U}} {{/U}} teams are then tutored how to recognise future communication difficulties and their cultural roots, empowering the team to become more self-reliant. The end result is a more cohesive and productive team. In conclusion, for intercultural teams to succeed, it is important to stay {{U}} {{U}} 7 {{/U}} {{/U}}to the need for intercultural training to help cultivate {{U}} {{U}} 8 {{/U}} {{/U}}relationships. Companies must be supportive, proactive and innovative. This goes {{U}} {{U}} 9 {{/U}} {{/U}}financing and creating technological links to bring together intercultural teams at surface level and going back to basics by {{U}} {{U}} 10 {{/U}} {{/U}}better interpersonal communication. If international businesses are to grow and prosper in this ever contracting world, intercultural synergy must be a priority.

单选题 How do you teach managers to manage? Henry Mintzberg, a professor of management at McGill University in Montreal, has long held a contrary view to that proposed by most business schools. In this constantly stimulating book he divides his answer into two parts: first, he argues that the traditional qualification, the Masters of Business Administration (MBA), is the wrong way-he says it "prepares people to manage nothing". Then he expounds what he believes is the right way: an imprecise mix of personal reflection and the sharing of experience.Mr Mintzberg finds fault with the emphasis that many MBA programs place on frenetic case studies which encourage students to come up with rapid answers based on meagre data. But more than that, he criticizes them for their concentration on dry analysis. Such courses, he says, enable their graduates to "speak convincingly in a group of 40 to 90 people", and make them believe they can leapfrog over experience. That, though, is not the sum total of what is required to manage a complex commercial organization.Synthesis, not analysis, argues Mr Mintzberg, "is the very essence of management". On several occasions he cites Robert McNamara, once president of the Ford Motor Company and a United States secretary of defense in the 1960s, as the archetypal MBA, a man who thought that even in Vietnam "generic analysis could substitute for situational knowledge". More recently, the qualification has been thrown into deeper disrepute by the heavy dependence of companies such as Enron on MBA recruits. Its former chief executive Jeffrey Skilling, currently awaiting trial on 36 charges of fraud and insider trading, liked to boast that he came in the top 5% of his MBA class at the Harvard Business School.And yet, if the MBA is so bad at teaching management, how come America has far more successful businesses than Europe and Japan, areas of the world that are significantly less enthusiastic about such methods of learning? Leaving aside the unprovable rejoinder that American firms would have done even better without the MBA, Mr Mintzberg argues that any list of America's most admired corporate leaders is heavily loaded with people who don't have the qualification: Bill Gates, Warren Buffett, Jack Welch, Michael Dell and Andy Grove, to name but a few. The fact that some 40% of the bosses of America's biggest companies today have an MBA is, he claims, largely due to the fact that the system is self-perpetuating. "Enabling Harvard to place so many people at the top is the fact that Harvard already has so many people at the top."Mr Mintzberg is not alone these days in questioning the value of the traditional MBA. Leading consultants such as McKinsey and Mercer are spreading their recruitment net much more widely. Mercer's London office says that one year's in-house training enables young graduates to "run circles round newly minted MBAs". In its February issue, the Harvard Business Review (no less) said that "an arts degree is now perhaps the hottest credential in the world of business", with corporate recruiters trawling places such as the Rhode Island School of Design."Managers not MBAs" throws a stone into the often complacent world of management education. It should be required reading for anyone who has the qualification, wants one, or just wonders what all the fuss is about.

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 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 on the opposite page about interim managers who work for companies on short assignments and the questions below.· For each question 15 - 20, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. John Tiernan has spent five years trouble-shooting as an interim manager, hired on short-term assignments by a variety of companies to sort out their problems. He has no desire to return to the certainties of a permanent position, because now, whichever company he is working for, he is perpetually involved in a meaningful task that's critical to the business at that time. Though he admits that sorting out the aftermath of other people's misjudgments can be frustrating. At first he found the gaps between jobs traumatic, but now he has got used to them, so when a job ends he simply books a holiday. Mr Tiernan is part of a relatively small pool of managers used by agency BIE. Whereas most suppliers of interim managers have large databases, which they tap into in order to match a manager's qualifications and experience with a client company's requirements, BIE tries to develop a good understanding of its managers' personalities and of hew they are likely to fit into a company through interviews and from feedback on their previous assignments. He is very happy with the way the agency treats him, though he admits that he has no idea how this compares with other agencies. One advantage he finds of being one of a small number of managers is that they can get to know each other well, through the agency's social and professional development activities. Interim jobs are frequently highly pressured and can be uncomfortable. John Tiernan was recently brought in to improve customer service at a division of Jarvis Porter Group, a printing and packaging company. Initial resistance from staff fairly soon melted away, but then Mr Tiernan realised that the division's trading position was unsustainable, and it soon became clear that what was needed was a shutdown, not a rescue. Mr Tiernan managed the closure, in which about 250 jobs were lost. The secret is always to keep channels of communication open. Making oneself known to the whole range of employees is useful, although it may net be enough to prove one's value to the company. Keeping the company's Chief Executive informed is essential for the interim manager's actions to be understood and accepted. Agencies, too, often like to keep track of what their managers are doing for their clients, though few have gone as far as W&S. This Dutch agency arranges .for its interims to be assisted by expert 'shadow managers' back at base, who act as a sounding board for their ideas and actions. Client companies hire interim managers to deal with temporary situations, such as mergers or delays in filling senior posts. Although interim managers don't come cheap, inaction may be even more costly, and if the company has established a good relationship with an agency, it can trust in the latter's ability to supply someone suitable. The interim manager arrives without corporate baggage or vested interests, which may be an advantage in the effect they have on staff, but the potential downside, which deters some companies from using them, is a fear that having only a short-term commitment to the company, they might net have its long-term interests at heart. Interim management providers' defence is that the success of the system is precisely due to the reputation of managers such as Mr Tiernan. But there are fears that the growing demand for interim managers is encouraging too many new agencies to be set up, and the absence of uniform practices is endangering quality and leading to an overall fall in standards. Whatever happens, though, it looks as though interim managers are here to stay.

单选题· Read the article below about market research.· Choose the best word to fill each gap from A, B, C or D on the opposite page.· For each question 21-30, mark one letter (A, B, C or D) on your Answer Sheet. {{B}} Market research{{/B}}Market research has become more and more important in recent years. In some organisations, in fact, managers will not initiate any activity without market research to back. them up.The first thing to be said about market research is that it is not an{{U}} (21) {{/U}}to management decision-making. No form of market research, no matter how deep, complicated and detailed, can ever be seen as a substitute for creative decision-making by professional managers{{U}} (22) {{/U}}its very best, all it can do is{{U}} (23) {{/U}}some doubt and clarify the nature of the problem. It may even be seen as a tool which can improve the{{U}} (24) {{/U}}of decisions but it is not in itself a decision-making mechanism.Market research, in{{U}} (25) {{/U}}with a number of other approaches in marketing, suffers from the frequent complaint that it is not really accurate. Market research results can never be completely accurate because they{{U}} (26) {{/U}}with a dynamic, ever-changing marketplace. It is vital that this is understood by everyone with an interest in the results. There is, therefore, an ongoing need for creativity and imagination when{{U}} (27) {{/U}}market research results and when making any{{U}} (28) {{/U}}to apply them in the marketplace.Lastly, it should always be remembered that market research is not an end in itself but simply a{{U}} (29) {{/U}}by which some degree of risk can be removed from marketplace activity. If no activity{{U}} (30) {{/U}}from the research, then the entire exercise has been completely pointless.

单选题Which of the following belongs to traditional investment?

单选题{{B}}· You will hear a conversation about exploring the critical role of having the right plan, and how to put it on paper. · For questions 23-30, mark one letter A, B or C for the correct answer.{{/B}}

单选题A step in the recruiting process that involves screening applicants is the ______

单选题Whatcanonedoifhewantstolistentomusicwhileplayinggames?

单选题ThemainreasonwhyPacificintroducedtheflexibleworkingschemewas______.

单选题A According to the statistics of the Organization of Trade and Development of the United Nations, there are several swindling acts each month and swindling causes a loss of up to billions of US dollars annually. In 1959,the swindle of Coffee in Costa Rica paralyzed the country''s economy for a certain period of time. At the urgent request of the international business community, the Organization of Trade and Development of the United Nations held two special meetings in 1984 and 1985 in Geneva to deal with the problem, but no agreement were reached. B Generally speaking, there is little opportunity for the swindlers to take advantage in the trading of complete sets of equipment or transfer of technology, while commodity transactions are most vulnerable to swindling. As long as such commodities as steel, cement, fertilizer and chemicals are identical in specification, model, pattern, or chemical composition, as long as the price is favorable and delivery is prompt, the buyer seldom sends any mission abroad to inspect the goods. Swindlers often take advantage of these factors and resell the goods to make profits. C Swindlers can also, by taking advantage of natural calamities such as storm and submerged reefs, forge and reported sea accidents. Then, they remove and resell the goods for huge profits. Since the cargo is not received, the buyer claims against insurance company. Therefore, the final victimized is the insurance company. Generally speaking, the carrier, captain and seaman collaborate with one another to commit this kind of economic crime. Afterwards, they sell the ship and the goods and abscond. If goods are carried on the ship, the insurance is one of the victims in this case. D The criminals sometimes swindle money from the buyer by forging commercial documents. Upon presentation of the bill of lading, the buyer cannot get the goods after he has paid according to the contract. The seller can sometimes lose money in a contract that stipulates payment after the arrival of goods or by bank collection. In most cases, the criminals first win the seller''s trust by doing some successful trade transactions with him. Then he manages to acquire a large deal by signing a contract that stipulates payment after the arrival of the goods or by bank collection. As soon as he receives the goods, the buyer sells the goods and absconds with the money. E In order to prevent international swindling, we suggest the following measures: Firstly, we should promote education and maintain sharp vigilance in international trade transactions. Secondly, we should carefully investigate the credit status before the conclusion of a contract. Thirdly, we should draft every clause of the contract properly since the contract is the only legal document for the execution of transaction and the settlement of the dispute. Lastly, we should supervise the loading of the goods and keep a close watch on the movements of the carrying vessel. 0. Swindling can be devastating to a country''s economy. (A)

单选题A firm"s human resources manager can obtain detailed information about the applicant"s past work experience through a (n) ______

单选题In the last paragraph, what is the aim of the assumed scenarios put forward by the interviewer on those interviewees?

单选题 ·Read the following article about CTO(Chief Technology Officer)and the questions． ·For each question(15-20)，mark one letter(A，B，C or D)on your Answer Sheet． Of the many things a CTO(Chief Technology Officer)must do to be successful，the one that can never be neglected is simple：maintaining focus on helping your company produce revenue and profits．On a purely superficial level，this sounds like the job of the CEO or vice president of sales，but successful CTOs know that being closely involved in the revenue game is the key ingredient to the growth of your company and your career． For some technology staff aspiring to the CTO position，there is a sense that getting too close to the money sullies the purity of the greater technology mission Of building elegant products and systems．This may be true in an academic environment，but in the corporate world，those elegant products and systems need to help produce a profit．The CTO works at the strategic intersection of technology and business，and the unique talents of the CTO mean that he or she can leverage technology for the good of the business like no one else on the executive team． To drive revenue in a company，the CTO must work as 3 partner with the CEO and vice president of sales．Quite often，the tech leaders in an organization sit back and wait for executive managers to tell them what to do and then deliver requirements．A successful CTO realizes that the process of working through ideas for new products and services demands his or her participation from idea origination to final implementation． While working as a partner with key executives at a company，the CTO should also keep in close contact with the sales staff members who are out talking to customers on a regular basis．Asking three simple questions of sales staff on a regular basis helps keep the CTO in the loop on the realities of external market conditions：1)What are our customers asking for today?2)What are customers looking for in the next 90 days?And 3)How do customers envision their needs developing in the next year to 18 months?These answers help the CTO with budgeting，strategic planning，and product development，and most importantly，helping to drive revenue and profitability over the short and long term． Finally，as an externally facing executive，the CTO must always have time for existing and potential customers．This means accompanying your sales staff on sales calls and understanding the challenges that your customers face．The CTO can then use the feedback to help the company serve customers more effectively and drive revenue．That's what it's a11 about．