单选题 · You will hear part of a conversation between a management consultant and a Training Manager of Anderson，a chain supermarket，who are talking about the importance of case studies for staff train-ing． · For each question 23-30，mark one letter A，B or C for the correct answer. · You will hear the recording twice．

单选题The Internet can make the news more democratic, giving the public a chance to ask questions and seek out facts behind stories and candidates, according to the head of the largest U.S. online services. "But the greatest (21) for public participation is still in the future, " Steven Case, Chairman of American Online, told a recent meeting on Journalism and. the Internet sponsored by the Freedom Forum. (22) , some other experts often say the new technology of computers is changing the face of journalism, giving reporters (23) to more information and their readers a chance to ask questions and turn to (24) sources. "You don't have to buy a newspaper and be confined to the four corners of that paper any more, " Sam Meddis, online technology editor at USA Today, (25) about the variety of information available to computer users. But the experts noted the easy access to the Internet also (26) anyone can post information for others to see. "Anyone can say anything they want, (27) it's right or wrong, " said Case. Readers have to determine for themselves whom to trust. "ln a world of almost infinite voices, respected journalists and respected brand names will probably become more important, not (28) , " Case said. The Internet today is about (29) radio was 80 years ago, or television 50 years ago, or cable 25 years ago, he said. But it is (30) rapidly because it provides people fast access to news and a chance to comment on it.

单选题______ can reduce boredom and prepare employees for other jobs if their primary job is eliminated.

单选题If an employee receives a poor performance appraisal, the first action that should be taken is ______

单选题 · Choose the best words or phrases 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. Matching Prices to Demand—in Real Time Can an ice cream shop charge more for a cone on a hot day? Should a parking space get {{U}} {{U}} 1 {{/U}} {{/U}}as the garage fills up? Boston Consulting Group senior adviser George Stalk believes business can—and should—charge according to {{U}} {{U}} 2 {{/U}} {{/U}}. The idea builds on a longtime strategy most {{U}} {{U}} 3 {{/U}} {{/U}}the airline industry, called yield management, in which carriers {{U}} {{U}} 4 {{/U}} {{/U}}prices as planes fill up. The consultant, who in the late 1980s coined the term "time-based competition", the notion that {{U}} {{U}} 5 {{/U}} {{/U}}is a strategic weapon, thinks far more companies could take similar steps to match prices to real-time customer demand. Such moves are especially {{U}} {{U}} 6 {{/U}} {{/U}}following a year when oil and commodities prices swung wildly, he notes, "companies couldn't change prices as fast as they needed to." Stalk says existing technologies such as radio-frequency identification, GPS, and wireless networks could someday make what he calls dynamic pricing a reality. He points to Ohio auto insurer Progressive, which is expanding its MyRate program that offers discounts in return {{U}} {{U}} 7 {{/U}} {{/U}}demonstrably safe driving habits. Customers who {{U}} {{U}} 8 {{/U}} {{/U}}to the program can plug a device into their cars' diagnostic ports, often situated beneath the steering wheel. The devices then wirelessly {{U}} {{U}} 9 {{/U}} {{/U}}data to Progressive on how many miles customers travel, how fast they drive, and other factors. Progressive uses the information to offer policyholders discounts every six months for safe behaviour and, in states where it's allowed by laws, to tack {{U}} {{U}} 10 {{/U}} {{/U}}surcharges for risky driving.

单选题A. Human resource managers seek to achieve this by successfully matching the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success. B. These include issues such as economic climate and current and future labor market trends. On the other hand, internal influences are broadly controlled by the organization to predict, determine, and monitor—for example—the organizational culture, underpinned by management style, environmental climate, and the approach to ethical and corporate social responsibilities. C. Human Resources Development is a combination of training and education, in a broad context of adequate health and employment policies, which ensures the continual improvement and growth of the individual, the organization, and the national human resourcefulness. D. In organizations, it is important to determine both current and future organizational requirements for both core employees and the contingent workforce in terms of their skills/technical abilities, competencies, flexibility etc. E. In the corporate vision, the Human Resources Development framework views employees as an asset to the enterprise, whose value is enhanced by development, "Its primary focus is on growth and employee development... it emphasizes developing individual potential and skills" Human Resources Development in this treatment can be in-room group training, tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired out come that develops the individual's performance.

单选题Prices firms pay for supplies or materials directly influence their ______ A．operating expenses. B．operating revenues. C．dividends. D．stockholders' equity. E．economic assets

单选题Globalsourcinghasbecomesowidespreadbecauseoftheincreasing______.

单选题What does the evidence show in the second paragraph?

单选题An extra onetime payment at the end of the period in which performance is measured as a ______

单选题Over the past several years, I have interviewed dozens of senior executives of Fortune 1,000 companies and asked two questions: "Is there information that would help you run your company far better if you had it in real time, and, if m, what is it?" Without exception, they answered yes to the first question, then ticked off the one to three items they wanted. Dave Dorman at AT&T said he wanted real-time customer transaction information, such as contract renewals and cancellations. Rick Wagoner at GM wanted real-time progress reports on new vehicle development. Others on his senior team wanted certain narrowly defined data on product quality and productivity. Dick Notebaert at Qwest wanted customer satisfaction numbers. The CEO of a well-known services business wished he had real- time transaction volume data on a limited group of his best customers, while the CEO of an events business wanted to see minute-by-minute tracking of how much show-floor space has been sold.Oddly, though, very few of the executives I've spoken with receive the real-time information they say they could use (notable exceptions include some of the executives mentioned above, who now get their data). Why aren't they getting it? Clearly, these managers could direct corporate resources toward acquiring any data sets they wanted. The answer is that neither they, nor those who support them, are asking the fight questions. Although they agree, when prompted, that they need real-time information, in practice their reflex is to respond to business events after the fact rather than detect them as they unfold. Instead of asking, "How can we react faster?" they should be asking, "What real-time information will allow us to detect critical events the instant they occur?"The danger in asking the latter question, of course, is that the executive may quickly drown in a torrent of data. The solution is to carefully identify the precise and minimum information that's required — only those data that would cause the executive to change a judgment or a course of action (what accountants would call "material" information). Examples might include real-time sales results, new customer sign ups, shifts in petroleum prices, or any information that, if instantly available, would keep a CEO from getting in trouble with the board. My research suggests, and interviews with CEOs confirm, that one needs to receive only a very small amount of information in real time to avoid trouble or exploit an opportunity.Here's an example. In eBay's early days, the company often received complaints about offensive items that were put up for auction, especially those tied to tragic news events. Maynard Webb, eBay's chief operating officer, told me that, in response, a team was created to conduct real-time news monitoring and to warn executives when problem items appeared. This real-tree detection and rapid response strategy have paid off in many instances, most notably after the collapse of the World Trade Center and the shuffle Columbia disaster. Webb and other senior executives were notified immediately when offensive items appeared (World Trade Center rubble showed up just 20 minutes after the first tower fell), and they had them removed before eBay's 1range could be harmed.If you're not tracking real-time information already, start. Don't assume that it's too granular to merit your attention, that me else in the company is already monitoring it, or that it simply doesn't exist. Identify what it is that you need. Then ask for it.

单选题Personal SellingPersonal selling is a process of informing potential buyers about and persuading them to purchase a product. It is the most flexible of all promotional methods because it allows marketers to communicate specific information that might trigger a purchase. Of all the promotional activities, only personal selling can zero in on a prospect and attempt to persuade the prospect to make a purchase. Although personal selling has a lot of advantages, it is one of the most costly forms of promotion. A sales mil on an industrial customers in the U.S. can cost as much as $ 200or $ 300. Many products require personal selling in order for the company to achieve sales results. A company must employ effective salespeople to describe a product's advantages and benefits to compete with the sales forces of competing firms. Professional salespeople are professional communicators. They know their companies, their products, competitors, customers, and themselves. Many factors affect a marketer's selection of the type of salesperson to employ. The product's complexity, the type of market, and the general nature of distribution in a particular industry are all important considerations. Three distinct salespersons are order takers, creative salespersons, and support salespersons.Order takers are salespeople who execute sales for customers who have already decided to buy the product from a particular organization. Their major role is to make sure that suppliers are adequate and there are no problems in the purchase. Inside order takers are located in sales offices and receive orders by mail or telephone. Outside order takers many engage in some important sales functions for the corn- party by encouraging customers to increase the size o[ their orders or reminding them to purchase certain products. In many firms, order takers generate the majority of sales.Creative salespersons are involved in informing and persuading a prospect to buy a product. The creative salesperson tries to increase the firm's sales by finding new customers and encouraging old customers to purchase. A key role of the creative salesperson is to find new prospects and convert them into customers. Products such as automobiles, insurance, furniture, and appliances require the skill of creative salespeople to maintain sales levels.Support salespersons facilitate and assist in the selling function but usually do not take orders. They are used in markets where educating the customer, building good will, and providing service are important for supporting the overall sales volume of the company. Technical salespersons, for example, are support salespersons who provide engineering and other types of technical assistance. They help with product application, specific system design, and provide technical information about how a product will function best under particular environments or situations. Technical salespersons are often used for computers, machinery and equipment, and steel and chemicals.Prospecting. The first step in personal selling is to identify potential buyers of the product that is being sold. This can be done by examining directories or trade lists that identify people who use various types of products. The salesperson concentrates his or her efforts on prospects who have needs and wants, financial ability, and authority to purchase the product.Approaching. The salesperson finds and analyzes information about prospects' needs and desires for products. The information helps the .salesperson approach the potential customer. There are different types of approaches. Using a referral, the salesperson explains to the prospect that an acquaintance or some other person has indicated that the prospect might be interested in the product. Using cold canvassing, the salesperson calls on potential customers without any prior notice or referral.Presenting. After making the approach, the salesperson must make a presentation to get the prospect's attention and to persuade the prospect to buy the product. In making the presentation, it is important for the salesperson to use stimulating methods. Demonstrating the product and using visual aids such as a videotape or slides can assist greatly in the presentation. The salesperson should demonstrate what the product can do and the benefits associated with it.Handling objections. Objections are reasons mentioned by the prospect for not buying the product. One of the best ways for a salesperson to handle an objection is to try to anticipate and counter it before it is expressed. Doing this is risky, however, because the salesperson may bring up an objection that the prospect had not thought of. At any rate, objections should be dealt with immediately when they arise. A good salesperson does not dodge objections but find out what the objections are and tries to deal with them. A successful sale may depend on how well the salesperson handles objections. Closing. Closing is asking the prospect to buy the product. It is an important step in personal selling because a customer may actually be reluctant to volunteer to purchase a product. Prospects usually need some encouragement or persuasion to make a purchase decision. This is the salesperson's last spurt and determines whether the sale will be consummated. A trial close involves asking questions that assume the customer is going to buy the product, its purpose is to get answers to identify objections. The trial close indicates what decision is going to be made. Trial closing questions relate to matters such as delivery dates and model colors.Following up. A good salesperson follows up on a successful sale to make sure the customer is satisfied with the purchase. The salesperson may check to see whether the product was delivered on time and whether the buyer got exactly what he or she wanted. Waiters and waitresses often ask "How was your dinner?" This is a follow-up question to make sure that customers are leaving satisfied. Only a satisfied customer will return; therefore, the follow-up is necessary for the salesperson to have repeat business. The follow-up helps develop rapport with the buyer and ensure an ongoing relationship.

单选题{{B}}How to approach Reading Test Part Four{{/B}}· This part of the Reading Test tests your vocabulary· Read the whole text quickly to find out what it is about. As you read, try to predict the words that might fill the gaps.· Look at the four possible answers for each gap and cross out any obviously incorrect words.· Then read both before and after each gap to decide which word should go in it. The word needs to fit both the meaning and the grammar· After completing all the gaps, read the whole text again to check your answers.· Read the article on the opposite page about how companies can attract and retain good quality staff.· Choose the best word from below to fill each gap.· For each question 21 - 30, mark one letter (A, B, C or D) on your Answer Sheet. {{B}}Finding and keeping tomorrow's high-fliers{{/B}} To gain competitive advantage, organisations need to attract and retain potential high-performers who can develop and implement winning strategies. They need people with a genius for{{U}} (21) {{/U}}things done quickly and effectively, which includes completing projects on time, and inspiring and leading colleagues. In{{U}} (22) {{/U}}they need the ability to ensure a company's success. Such people can{{U}} (23) {{/U}}their organisations to great heights. However, many of those who stand{{U}} (24) {{/U}}because of their talent leave because their employers are{{U}} (25) {{/U}}to their agendas. In fact, many organisations need a clearer idea of what motivates such people. Money is not particularly effective as a motivator, because high - performers tend to{{U}} (26) {{/U}}a good financial package for granted. Empowerment is particularly significant for new talent, however, and wise employers{{U}} (27) {{/U}}high - performers the opportunity to feel that they 'own' a project. The challenge of the work is another essential motivator for high-fliers, who need to feel that their employer has a strong{{U}} (28) {{/U}}of how the job contributes to their career development. High - performers should also have a platform for self- development, to enable them to{{U}} (29) {{/U}}their skills. Above all, high - performers want to feel that the organisation they work for{{U}} (30) {{/U}}them as special. If they find that it is not interested in them as people but only as high-performing commodities, it will be hardly surprising if their loyalty is minimal. An organisation which bears ail this in mind is in a better position to keep its high-fliers, both present and future.