单选题A Innovation is the key to continued prosperity. Although the United states is experiencing a lengthy economic boom, its capacity for innovation per capita is losing ground. Ranking first in 1995 in innovation among 17 countries, the United States is projected to drop to fifth place by 2002 if present trends continue, according to the Organization of Economic Cooperation and Development(OECD). To compete effectively in international markets, nations as well as organizations must make innovation a priority. B The goal is for your organization to change the rules, structure, and speed of its industry so that your competitors are thrown into chaos. Because your organization initiated the change, it more than likely understands the new rules and structure introduced into the marketplace as it copes with changes in speed. Temporarily at least, your organization will be ahead of the competition. This technique has been used by the military since ancient times. The idea is to confuse the enemy. While the opponent is digging out of the confusion, the organization in the offensive position seizes the dominant position. C One contemporary technique that changes the marketplace rules, structure, and speed is innovation—all organization''s trump card. When the microchip was invented, Intel was able to gain power over the competition because it capitalized on an innovation. Microsoft innovated the concept of a dominant operating system in personal computers. By capitalizing on innovations, these companies were able to become leaders in their industries while their competitors were temporarily in chaos trying to find their way out. If an organization is offering the same products and services in the same way that it did three years ago, it''s on its way to obsolescence or may already be obsolete. Let''s answer three questions about innovation. D What is innovation? Innovation is the tangible result of creativity—the process that produces one or more innovations. Creativity is difficult to measure, but innovation is a product or service that is easily defined and measured. Why is innovation necessary? It is needed for survival and sustainability. Competition is stiff in the global market place that organizations not nurturing innovation will soon find themselves unable to respond to changing customer demands. Conversely, those organizations that make innovation a priority can dominate their industries and experience positive growth. Organizations in the 21st century must foster innovation. E How can an organization achieve a high degree of innovation? Innovation does not happen by itself. It must be intentionally cultivated. Great leaders realize this and work to develop all organizations friendly to innovative endeavors. This effort involves allocating a budget adequate for innovative activities, establishing a physical environment that promotes creativity, eliminating creativity inhibitors, recruiting creative people, grasping the big picture, involving the whole person, promoting new thinking, training experientially, and nurturing autonomy. 0. Innovation plays a very important role in competing in international markets. (A)

单选题AdvertisingThe primary function of advertising is to communicate marketing objectives to selected target audience. It is used to accomplish a number of tasks, using different media vehicles, reaching diverse audience, and gaining interest with a number of creative approaches. However, despite the seemingly endless channels for utilizing advertising, it is basically a marketing communication too. When we examine an- successful advertising campaigns, we often find that advertising was used to accomplish inappropriate tasks. Successful advertising must be oriented to specific objectives. Before we can determine advertising objectives, it is advisable to distinguish between marketing and advertising goals. Effective advertising is an extension of the basic marketing plans and is derived from it. However, advertising goals are not the same as marketing goals. The marketing staff sets the marketing goals or objectives. The marketing department decides how to allocate resources to various tasks, including advertising. It also determines how these resources will be distributed to specific target markets and what sales objective can be expected over time and geography.Examples of marketing objectives are1. Attaining a market share increase from 2 percent of industry sales to 4 percent within 18 months.2. Increasing distribution by number of retail outlets and/or geographical regions: If a product is currently available to 50% of the population or can be found in 50% of retail outlets, a marketing goal might be set to increase this figure to 60 percent by the end of the year.3. Increasing total sales. Coals troy ha set in either number or units sold or traits sold ca: dollar volume of sales. Advertising goals are communication objectives designed to reach the target audience with the appropriate message. Ad goals are based on marketing objectives, but they are not the same as marketing goals. Advertising objectives might include1. Increasing brand awareness from 20 percent to 30 percent among 18-to-34-year-old women within one year.2. Increasing recall of brand advertising by 10 percent in the next three months.3. Increasing favorable product attitudes by 10 percent in the next year.Note that advertising goals are based on improving communication and consumer attitudes toward a product. It is interesting to note that a survey indicated that a majority of companies wanted to measure advertising success based on sales. Obviously, even sophisticated corporations often confuse marketing and advertising goals.Advertising is the communication arm of the marketing process. It is a method of delivering a message from a sponsor, through a formal communication channel, to a desired audience. Advertising has many roles. It is designed to dispose a person to buy a product, to change minds, or even to advocate leas con- starting ("demarketing"). It may be used to help elect a candidate, raise money for charity, or support a cause. Must advertising, however, is for the marketing of goods and services.Advertising is also part of the everyday culture of virtually every American. It is estimated that the average person sees or hears as many as 1,200 ads and commercials each day. Advertising is part of the social, cultural, and business environment, it mirrors this environment and also brings about subtle changes in the behavior of the public that uses it. It is no wonder that advertising is one of the most scrutinized of all business enterprises.Today, advertising is functioning in a changing economic and social climate. Advertisers are viewed in many ways by the publics they serve, Manufacturers are asking for more tangible evidence of advertising's role in the selling process, and the media are constantly seeking higher advertising rates to cover spiraling expenses. At the same time, the audiences that advertisers seek are becoming even more fragmented. Consumers, despite their seeming fascination with advertising's creative process, tend to ha- come more cynical and disbelieving about its claims.

单选题Some people believe that you have to be a special kind of person to sell a product. Although it is clear that a successful sales rep does need special talents and an outgoing personality, many of the skills he uses are used by most of us. we build and (21) . relationships with different kinds of people, we listen to and take note of what they tell us and don't just enjoy the sound of our own voices and we explain things to them and share ideas with them. A company may depend on its own sales team or on the salesmanship of its distributors, wholesalers or retailers. (22) any company needs to establish a personal relationship with its major clients (key accounts) and potential customers (prospects). It is often said that "people do business with people": a company doesn't just deal impersonally (23) another company, but a person in the buying department receives personal visits from people representing the company's suppliers on a regular basis—or in the case of department stores (24) chain stores, a team of buyers may travel around visiting suppliers. Keeping sales people "on the road" is much more expensive (25) employing them to work in the office and much of their time is spent unproductively traveling. Telephone selling may use the time more productively (though in some countries this is illegal), but a face-to-face meeting and discussion is much more effective. Companies involved in the export trade often have a separate export sales department, (26) travel and accommodation expenses may be very high. Servicing overseas customers may consequently often be done (27) phone, telex or letter. And personal visits may be infrequent. Many companies appoint an overseas agent or distributor whose own sales force takes (28) responsibility for selling their products in another country. A sales department consists of many people who are based (29) different parts of the country or the world, who don't have the day-to-day contact and opportunities for communicating with each other that office-based staff have. (30) this reason, companies hold regular sales conferences where their entire sales force can meet, receive information and ask questions about new products and receive training.

单选题Whenitwasover,theDowJonesIndustrialAveragedropped94pointstocloseat

单选题Which would make the best title for this text?

单选题What Can You Ask When You're Hiring Once upon a time, if a job applicant was sitting on the other side of your desk, you (21) ... ask her about her disabilities and what it might take to accommodate her in your company. This was true even if the applicant's disability was obvious because she was in a wheelchair or using a seeing-eye dog. (22) ... the applicant herself made reference to her disability, the employer was (23) .., in what he could ask. (24) ... things changed in October 1995. Ten Equal Employment Opportunity Commission revised its guidelines for the American with Disabilities Act (ADA). With the new guidelines in place, it is (25) ... for employers to make inquiries about obvious disabilities or ask questions if the applicant (26) ... she is disabled or will require reasonable accommodation. The idea behind the new guidelines, called "ADA Enforcement Guidance: Pre-employment Disability-Related Questions and Medical Examinations, " is to allow employers to address the accommodation issue at the (27) ... interview stage. However, the guidelines do not allow an employer to go on archeological digs through their applicants' pasts. For example, an applicant's workers-compensation history can be (28) ... territory. And some questions about drug and alcohol use are off-limits, (29) ... others are not. An employer may ask about current illegal use of drugs, because it's not protected under the ADA. On the other hand, the employer needs to be very careful asking about drinking habits-information on how much the applicant drinks could indicate alcoholism, and (30) ... is protected. The guidelines are available in a question-and-answer format from the EEOC. Asking the right questions at an early stage of the job-application process could save you, and your applicant, a lot of bother later on.

单选题Which of the following is not an advantage of delegating?

单选题To succeed in today's global market place, it is essential to learn as much as possible about the conditions in overseas markets. In the past, companies with international aspirations simply familiarised themselves with any differences in the legal system or in the (1) used in the day-to-day business of import and export. Modern trade, however, (2) more. Today the company seeking international success must also understand the people who live and work in countries they deal with, how they think, behave and do business. In short, today's market leaders must (3) greater Cultural awareness. Business people operating in foreign markets often fail to consider that cultural differences can result in a (4) of approaches to everyday business activities such as the way a cross-cultural team (5) or how it conducts its meetings. One of the main (6) of investing in our cultural awareness programmes is that they can help you to fully (7) your business potential, leaving you better placed to succeed. Our cultural aware, ness training seminars will (8) the importance of taking into account how other nationalities think and behave and how they might see you. We can also help you develop the (9) you need to construct effective working relationships and (10) difficulties that may arise when working with colleagues or clients from different nationalities and cultures.

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单选题 {{B}} How to get to the top{{/B}} Marketing used to be the route to the chief executive's chair，but the world has changed．Now，says Monika Hamori．professor of human resources at Instituto de Empresa in Madrid，it is finance chiefs who are most likely to get the top job，though experience in opera-tions-running parts of the companyis also essential．CFO Magazine found in 2005 that onefifth of chief ex-ecutives in America were former chief financiaI officers，almost double the share of a decade earlier．The importance of quarterly financial reporting，and closer scrutiny since the imposition of the Sarbanesoxley corporategovernance act，have put CFOs in the limelightand given them the chance to shine． Another factor in reaching the top is whether you stay with the company you joined as a youngster．Ms．Hamori's research looked at companies in the SP 500 and the FTSEurofirst 300．She finds that‘lifers’get to the top in 22 years in America and 24 years in Europe：‘Hoppers’who jump between four or more companies，by contrast，take at least 26 years on average to become chief executives．Insiders get promotions that reflect their potential，because their bosses have enough information to be reasonably confident about their ability．When executives switch from one company to another，however，they tend to move less far up the hierarchy，the researchers found． The time taken to reach the top is falling．The average time from first job to chief executive fell from 28 years in 1980 to 24 in 2001．Successful executives are spending less time than they used to in each intermediate joban average of four yearsand they fill five posts on the way up．down from six．One reason for this acceleration is that company hierarchies are flatter than they used to be．Another important shift is the advent of female chief executives． 1n 2001 women accounted for 11%of bosses at leading American companies．ac-cording to the Hamori/Cappelli survey；in the early 1980s there were none． America is usually regarded as the home of raw capitalism．with youthful managers hopping from firm to firm and pushing their way to the top．But the HamorL/Cappelli study and another by Booz Company，a consultancy，show that Europe is a more dynamic and harsher environ-menl than America or Japan for chief executives．For a start，European chief executives are younger，with an average age of 54．compared with over 56 in America．The Hamor/Cappelli study shows that 26%of American bos-ses were lifers，compared with only 18%in Europe． The Europeans also have a harder time once they get to the top.Booz ＆ Company's annual survey of chiefexecutive succession shows that 17.6%of European bosses moved on last year．compared with 15%of Americans and 10%of Japanese．Chief executives．the survey found，last longer in America：the average tenure over the past decade was just over nine years．But in Europe the average tenure over the same period was less than seven years． Moreover．a whopping 37%of changes at the top in Europe were more or less firings，according to Booz，compared with only 27%in America and 12%in Japan．Booz puts this down to the more recent tightening of corporate governance in Europe,Another Booz finding is common to both sides of the Atlantic：looking back over recent years，board disputes and power struggles lie behind a third of chiefexecutive firings．In short，shareholder activism is making its presence felt，putting pressure on bosses to perform．

单选题A One dimension of loss of control in management might be labeled "inward", toward computers, via artificial intelligence and greater sophistication in general. In this ever more pervasive environment, control flows not toward subordinates or teams, but toward electronics. Circuits, memory, and software seem to replace what is in a manager''s head. One specific example might be the confrontations between man and electronics in chess matches. Granted, winning at chess does not have to mean that "the machines are taking over" any more than cloning a sheep automatically presages doing so with people. Nevertheless, these events should provoke serious thought. In 1997, an IBM computer called "Deep Blue" was pitted against world champion Gary Kasparov and beat him in a majority of matches, although earlier in the year the reverse was true. Nagging questions arise: Can the creation surpass the creator? Are humans kidding themselves by thinking they will always be "smarter than the machine"? B Management, of course, represents only one part of society, but such questions are relevant here too. Programmed decision-making is likely to broaden? inevitably, some would say. One reason is, simply, "What can be done will be done." Another is that this is essentially applying technology to what management has always been advised to do: set policies. Once made, "generic" decisions can be efficient time-savers. One "maxi-decision" can replace repetitive, similar "mini-decisions". However, both people and situations are infinitely variable. Is it possible to anticipate everything, even with sophisticated software deploying gigabytes of memory and the ability to "learn" by past mistakes? It will not happen overnight, but the potential clearly exists. C In addition to a threatened loss of control inward, other threats have also developed, all oriented "outward". One example is outsourcing in general, and using temporary employment agencies in particular. By trying to reduce costs, companies have discovered that letting specializing firms perform certain work can increase efficiency. Often they can remove a substantial work burden and save money at the same time, such as with the initial screening of job applicants. Regardless of advantages, however, if such efforts are not done well and monitored closely, they risk entropy and decrease management control. D Temporary employment, or "temp" agencies can involve similar advantages and risks. Because people employed this way are often paid less, have less generous benefits, and are less likely to have union membership security, their services can be obtained at substantial cost savings to employers. One risk here is displaced loyalty. Because control follows the dollar, and because temp workers are paid directly by the temp agency, problems can be encountered. Even among permanent workers, employee loyalty is said to be weaker today than earlier. Though not inevitable, a danger exists because a more tenuous relationship is present when a firm employs people only temporarily. Less loyalty, with all the inherent implications, can again mean less management control. E Telecommuting has become another potential challenge to management control. Work formerly done at the office is now done at home, on the road, at satellite offices or at dedicated neighborhood facilities typically shared by employees of several firms. Working at home can have many advantages. However, a disadvantage not yet fully appreciated is how remote control of employees working at widely scattered locations is likely to affect managing. "Remote" can be interpreted as outward migration of the essential control function. "Outward" in turn, can easily translate into "less" or at least "more difficult". Supervision at a distance, even with instant communication, can require more skills than when employees are physically observable. 0. "Dilution" of control inward refers to the control flowing towards electronics. (A)

单选题What is the first step before a personal investment as many financial planners suggest?

单选题[此试题无题干]

单选题Jimleaveshishouseearlyinthemorningbecause

单选题On Monday, October 19, 1987, a wave of selling triggered widespread price declines in stock markets from New York to Australia. On that day, now infamous as "Black Monday", over 600 million shares were traded on the New York Stock Exchange. The Dow Jones Industrial Average of the prices of 30 stocks of major US companies lost 22.6 percent of its value on that memorable day, plunging 508 points in the panicked rush to sell. What is the stock market, and how is it affected by the forces of supply and demand? The stock market is the means through which previously issued corporate stocks, shares of ownership in a corporation, are traded. Stock exchanges are organizations whose members act as intermediaries to buy and sell stocks for their clients. About 80 percent of all stock trading in the United States takes place at the New York Stock Exchange. There are other stock exchanges in the United States as well as in Paris, London, Sydney and Tokyo. How are stock prices determined? The answer, as you might expect, is by supply and demand. However, the forces influencing the prices of corporate stocks are quite different from those influencing the prices of goods and services. People and organizations that buy and hold stock do so for the incomes they hope to earn. The incomes depend on dividends paid to stock holders, changes in the price of stock over time, and the expected return on alternative investments. On any given day in the stock market, there are orders to buy and orders to sell. The orders to buy constitute the quantity of a stock demanded at the current (or anticipated) price per share, while the orders to sell constitute the quantity supplied at that price. The chief influence on both the supply of and demand for stocks is the income potential of holding the stock com pared to the income potential of holding alternative assets such as bonds, other types of securities, or real property like buildings and land. On the New York Stock Exchange, trading in all stocks is continuous. A specialist is as signed to oversee trading in each stock. This specialist is a "broker's broker" who tries to adjust the price of the stock so that quantity demanded equals quantity supplied. However, the specialist is also allowed to purchase the stock to hold as a personal investment if no buyer can be found. In this way the specialist can exert some influence on the supply of and demand for stocks, and will do so if it's profitable. On October 19, 1987, there were hardly any buy orders, and the markets were flooded with sell orders. Because of the tremendous surplus of stocks at the prevailing prices, specialists and call clerks lowered prices until quantity demanded equaled quantity supplied. When Black Mon day finally reeled to a close, many a portfolio had lost over a fifth of the value it had the day be fore.

单选题Hecamefrom______.

单选题A school of behavioral economists has long argued that when it comes to money, people are incapable of acting in their own best interest -- that decisions result from impulse and overconfidence as much as from reason. Smart folks, in other words, are just as likely to soon part with their money as all those fools.The truly bad news is that smart companies are just as prone to make terrible decisions for the same reason. Take one of the biggest business decisions of all— merger. Research consistently shows that most mergers fail in every sense of the word, from falling stock prices to lower profitability after the merger. Yet, even with suffering capital markets, a recent Hewitt Associates study found that more than half of the 70 senior executives and board members surveyed planned to step up merger activity during the next three years. Why? Call it executive hubris. CEOs are not different from the rest of us in that they fall prey to the self-enhancement bias: we all like to think we are intelligent and efficacious. So we overestimate our abilities. That's why studies show that significantly more than half of all people believe they are above average -- in negotiating ability, even in income, This overly optimistic view is, of course, worse for CEOs- afar all, they generally are way above average. Btu the result is the same: bad decisions. One study, by business school professors Matthew Hayward and Donald Hambrick, showed that the greater the hubris of the chief executive, the more a company tends to overpay for acquisitions.The aphorism "Pride goeth before a fall" seems to hold true in business too. When executives are confronted with the appalling statistics, their first response goes something like this: "That may happen to other companies, but not ours. This acquisition will be more successful. We have learned."The next CEO challenge is persuading a possibly recalcitrant board of directors to let you pursue your urge to merge. Hubris, again, returns to center stage. You paint a picture of doom and gloom that will result if you don't merge. Take a look at one of the rationales given for the merger of Hewlett-Packard and Compaq, two companies with poor operating track records. The argument was that PCs were becoming a commodity industry, consolidation was inevitable, and if HP didn't do the consolidating, it would soon be one of the consolidated. Here's another variant of the same rationale: If you don't buy the target company, your competitor will -- and you'll lose out. This gambit uses the influence strategy of scarcity -- we want what we can't have, and we find particularly desirable anything that we may lose to someone else.Here's how to avoid hubris-fueled merger mania. First, follow the adage from medicine: Forgive and remember. Go back and evaluate past merger decisions, admit when you were wrong, figure out why, and learn from it.Second, beware of too much agreement in the board room. When Alfred Sloan ran General Motors, if he couldn't find opposition to a decision, he'd postpone it. He interpreted a lack of dissent as a lack of analysis. Find, even encourage, people to disagree with you, so that all sides of the decision are examined. Mostly, we like those who agree with us. But as one of my colleagues likes to point out, if two people agree all the time, one of them is redundant.The urge to merge is still like an addiction in many companies: Doing deals is much more fun and interesting than fixing fundamental problems. So, as in dealing with any other addiction or temptation, maybe it is best to just say no.

单选题 {{B}}Task Two-Attitudes{{/B}} ·For questions 18-22, match the extracts with the reasons, listed A-H. ·For each extract, decide which the reason each speaker describes. ·Write one letter (A-H) next to the number of the extract. A is good at managing B gets a lot of time off between shifts C has a lot of spare time D has a terrific boss E not only write reports but also a lot of other tasks F has a good salary G the job is interesting and challenging H works long hours but interesting