单选题What if You're on the Receiving End?For most employers, the principal concern is the employee who takes trade secrets to a new job -- but what about the employer who unwittingly hires someone who has stolen trade secrets? An employer is going to be liable if he knew or he should have known that this employee was (21) with trade secrets. Thus, it's important to do an entrance interview (22) on trade secrets, ask him outright if he signed a nondisclosure agreement. If so, review it. Show the employee the (23) provisions of the Economic Espionage Act and have him sign a statement (24) that he understand what the potential liability is and he's not bringing any trade secrets with him.There's a "very fine line" between hiring an employee for "general knowledge, skills and experience" and hiring an employee to gain (25) to a competitor's trade secrets. But, if the (26) employer has not specified to the worker what information is secret and what information is not, you will be well insulated if you have the worker sign a one-page form in which he or she agrees not to (27) company policy against disclosing or using the trade secret of former employer.But once an employer is on (28) that an employee is using someone else's trade secrets, the employer must (29) action: even then, the employer may not be able to avoid liability entirely.Firing an offending employee as soon as the misappropriation is discovered may not (30) the employer of liability, but it goes a long way toward showing a judge or jury that the company limited the damage to the extent that they could.

单选题Why, according to Selye, is a little stress good to employees to some extent?

单选题If a manager is having difficulties managing his or her subordinates, ______ would be recommended.

单选题The use of stock options as a means of compensation ______

单选题· Read the following article about marketing and ethics and the questions on the opposite page.· For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet. Corporate social responsibility and sustainability are ethical choices that companies make about how they do business. Current thinking indicates that, as a society, we are beginning to appreciate more fully that there must be limits to our consumption of natural resources, and that business activities must take greater account of this impact on society and economies, as well as the environment in which we live. It is well documented that the corporate sector is in a position of unparalleled dominance and that the global resources of a rising number of multinational companies dwarf many of the national economies in which they operate. Market liberalisation and privatisation have created new global markets, and extended the role of the private sector in public services and civil infrastructure projects. As a result, businesses are now heavily involved in public policy issues throughout the world. For these reasons, businesses must be accountable - not just to shareholders but to consumers, employees and other stakeholders. This means that as corporations continue to grow in power, their responsibility grows too, increasing the number of ethical considerations they must face. Companies who ignore this development will increasingly find themselves challenged by different groups of stakeholders questioning the values and practices of businesses. These issues present major challenges for the role of marketing, and an opportunity for a timely response for individual marketers to consider what this means in their day-to-day work. Marketing is the guardian of the brand, so a company's marketing team must be able to take account of how social and cultural changes impact on the health of the brand. How is this to be addressed by marketers? How widely does marketing engage with the company's stakeholders? A more holistic, inclusive approach across the business is required to safeguard the brand's intangible assets of trust, goodwill and long-term value to the business. Marketers may aim to establish whether they can connect with customers in a way that extends the marketer's role beyond merely communicating the offer to prospective buyers. Marketing's role could well come to be seen more broadly in terms of connecting with stakeholders not only in terms of value, but values. In a world where intangible assets and corporate reputation are critical components of corporate success, it is inevitable that these newer approaches to marketing are becoming involved with ethics and sustainability issues. It means that marketers can enjoy new opportunities to add value to brands. There are tangible benefits to be gained in product development, innovation and competitive advantage when broader sustainability and ethical considerations are taken into account. But if marketing is about selling more and sustainability is about consuming fewer resources and producing less pollution, how on earth are marketers supposed to pursue both goals at the same time? Perhaps it's easy to overestimate the depth and scale of the opposition between these goals - and to underestimate the degree to which marketers can align traditional corporate objectives with those of ethics and sustainability. Marketing's core role is to align what the business produces to what the market wants - the route to increased sales. It all means that the firm must invest money, people and resources only in the things that add value for customers. It requires the business not to waste any effort, money or resources doing things that don't add value for users. Responsible marketing, in other words, is actually all about helping business avoid and eliminate waste, as well as continuing to manage natural or manmade resources. It is an important role for marketers and one that has not been fully recognised or appreciated in terms of potential to create innovative solutions.

单选题Company Structure Most organisations have hierarchical or pyramidal structure, with one person or a group of people at the top, and an increasing number of people below them at each successive level. There is a clear line or chain of command running down the (21) All the people in the organisation know what decisions they are able to (22) , who their superior is. Some people in an organisation have colleagues who help them: for example, there might be an Assistant to the Marketing Manager. This is known as a staff position: its holder has no line (23) , and is not integrated into the chain of command, unlike, for example, the Assistant Marketing Manager, who is number two in the marketing department. Yet the activities of most companies are too complicated to be (24) in a single hierarchy. Shortly before the First World War, the French industrialist Henry Fayol organised his coal-mining business according to the (25) that it had to carry out, He is generally credited with (26) functional organisation. Today, most large manufacturing organisations have a functional structure, including production, finance, marketing, sales, and personnel or human resources department. This means, for example, that the production and marketing departments cannot make financial decisions (27) consulting the finance department. Functional organisation is efficient, but there are two standard criticisms. Firstly, people are usually more (28) with the success of their department than that of the company, so there are permanent battles between, for example, finance and marketing, or marketing and production, which have (29) goals. Secondly, separating functions is (30) to encourage innovation.

单选题Firms can ensure responsibility to customers by ______ A．safe manufacturing techniques. B．proper disposal of toxic waste. C．employee diversity programs. D．soliciting feedback about products. E．full financial disclosure.

单选题A. The plan for implementation will include development or configuration of an information system, introduction of new policies and procedures and the development of a change management plan. B. Because supply chains are constantly changing and evolving, a company may develop a number of logistics strategies for specific product lines, specific countries or specific customers. C. To adapt to the flexibility of the supply chain, companies should develop and implement a formal logistics strategy. This will allow a company to identify the impact of imminent changes and make organizational or functional changes to ensure service levels are not reduced. D. A company can start to develop a logistics strategy by looking at four distinct levels of their logistics organization. By examining the company's objectives and strategic supply chain decisions, the logistics strategy should review how the logistics organization contributes to those high-level objectives. E. When examining the four levels of logistics organization, all components of the operation should be examined to ascertain whether any potential cost benefits can be achieved. There are different component areas for each company but the list should at least include the following: transportation, outsourcing, logistics system, competitors and information.

单选题[此试题无题干]

单选题· Read the text about business-school.· Choose the best word from below to fill each gap.· For each question 21—30, mark one letter (A, B, C or D). Hurtling as we are towards the new millennium, with all the social changes this iconic date implies, it is increasingly apparent{{U}} (21) {{/U}}the world of business is experiencing fundamental shifts. Today, both companies and schools are increasingly aware that business is a human activity; it's ultimately{{U}} (22) {{/U}}and about people. In future, employers will{{U}} (23) {{/U}}doubt demand more rounded individuals to run their operations, which naturally creates a question for the next generation of students, "Is the classic MBA still the model—and obligatory—passage toward that ideal career?" The Masters of Business Administration (MBA), the best-known business school label, is an introduction to general management. The traditional MBA, Harvard-style, has remained largely unaltered{{U}} (24) {{/U}}the 1950s, and seeks to provide a thorough knowledge of business functions through the case study—a(n) {{U}}(25) {{/U}}incidentally borrowed from law school. The trouble is that the real world is not a theoretical exercise. The problems managers face today are messy, and, if anything, are becoming messier, neither fitting in neat functional boxes nor{{U}} (26) {{/U}}one simple answer. Ambiguity is the hardest{{U}} (27) {{/U}}to manage, but it's the one most managers are wrestling with. "Management is more art than science," observes Richard D'Aveni, professor of strategic management at Dartmouth's Amos Tuck School of Business Administration. "No one can say with certainty which decisions will bring the most{{U}} (28) {{/U}}, any more than they can create instructions over{{U}} (29) {{/U}}to sculpt a masterpiece. You just have to feel it as it goes." John Quelch is another business-school insider who detects the limitations of the traditional syllabus. According to Quelch, leadership is an area that b-schools have not fully addressed. It is notoriously hard to teach, {{U}}(30) {{/U}}programs do have the capacity to provide a grounding in non-business areas and personal growth.

单选题Themaineffectofwinningtheawardhasbeentheincreasein

单选题All of the following are methods commonly used to differentiate products from those of competitors except ______ A．quality B．design C．tax policies D．packaging E．branding

单选题People can be addicted to different things-alcohol, drugs, even television. People who have such an addiction are (21) which means they have a very powerful psychological need that they feel they must satisfy. According to psychologists, many people are compulsive spenders. They feel that they (22) spend money. This compulsion, like most others, is (23) —impossible to explain reasonably. For compulsive spenders who buy on credit, charge accounts are even more exciting than money. In other words, compulsive spenders feel that (24) credit, they can do anything. Their pleasure in spending enormous amounts is actually greater than the pleasure that they get from the things they buy. There is even a special psychology of (25) hunting. To save money, of course, most people look for sales, low prices, and discounts. Compulsive bargain hunter, however, often buy things that they don't need just because they are (26) . They want to believe that they are helping their budgets. (27) they are really playing an exciting game. When they can buy something for less than other people, they feel that they are (28) . Most people, experts claim, have two reasons for their behavior: a good reason for the things that they do and the real reason. It is not only scientists, of course, who understand the psychology of spending habits, but also business people. Stores, companies, and (29) use psychology to increase business. They (30) people's needs for love, power or influence, their basic values and beliefs in advertising and sales methods. Psychologists often use a method called ' behavior therapy' to help individuals solve their personality problems. In the same way, they can help people who feel that they have problems with money.

单选题 ·Read the article below about market research. ·Choose the correct word to fill each gap from A, B, C or D. ·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 increasingly 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 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 help 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 essential 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. Finally, 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 research has been completely pointless.

单选题A. There are two parties that decide what accounting information is useful and what is not. One is the users. It is a grave mistake for economic decision makers to leave this decision up to the "experts". If the accounting profession is not providing the information users need, or is not preparing it in a way that makes sense, the users must demand a change. The second party that decides what accounting information is useful and what is not is the accounting profession—but always with the proviso that the information should be tailored to the needs of users. B. The decisions made by internal and external decision makers are similar in some ways, but so different in other ways that two separate branches of accounting have developed to meet the needs of these two categories of user. The accounting information generated specifically for use by internal decision makers is the product of what is called management accounting, while that generated for use by external parties is the product of what is called financial accounting. C. Much of human life revolves around economic issues. We will be better equipped to deal with these issues and their effects on our daily lives if we understand the economic decision-making process and the information that affects it. First, let's take a look at the people making economic decisions. Economic decision makers can be divided into two broad categories: internal and external. Internal decision makers are individuals within a company who make decisions on behalf of the company, while external decision makers are individuals or organizations outside a company who make decisions that affect that company. D. The first characteristic of internal decision makers is they make decisions for the company. In other words, they act on behalf of the company. They decide such things as whether the company should sell a particular product, whether it should enter a certain market, and whether it should hire or fire employees. Note that in all of these matters, the responsible internal decision maker is not making the decision for herself of himself, but rather for the company. The second characteristic of internal decision makers is that they have greater access to the financial information of the company than do people outside the company. E. Economic decision making involves the evaluation of alternatives. In order to be useful in such an evaluation, the accounting information for one alternative must be comparable to the accounting information for the other alternative(s). For example, assume you intend to make an investment and are considering two companies as investment alternatives. If the two companies use totally different accounting methods, you would find it very difficult to make a useful comparison. Comparability is an important quality of accounting information in many decision-making settings.

单选题By ______ employees to properly perform the tasks they are assigned, management can maximize the firm"s value.

单选题If consumer incomes increase, the effect consumer decisions about how much they want to buy can be shown by ______ A．shifting demand curve outward (to the right). B．shifting supply curve outward. C．shifting the demand curve inward (to the left). D．moving downward to the right along the demand curve. E．shifting the supply curve inward.