单选题If the market price of a good is above the equilibrium price ______ A．a surplus will exist, which will put downward pressure on the prices. B．the supply curve will shift to the right as firms rush to take advantage of the high price. C．the demand curve will shift to the left as consumers decrease the quantity they buy. D．the government will intervene to force the price downward. E．a shortage will exist, which will force the price even higher.

单选题Whatever your business, you can no longer hide from the intense glare of stakeholders. The Internet has given employees, business partners, customers, shareholders and local and global neighbors unprecedented power to know what you and your company are up to. If you are abusing employees or the quality of your product has suffered or you're keeping important data from your suppliers or shareholders, you can count on that getting out via the Internet and coming back to bite you. Armed with such knowledge, your shareholders can jump right back online to spread the word, organize response, and, eventually, determine the fate of your company. How can you avoid becoming an unwitting target? For starters, your company had better have great products and fair prices, because everyone will know instantly if it doesn't. But you've got to keep the confidence of all your stakeholders ——not just customers or shareholders —— with honesty, accountability, consideration, and, above all, transparency. Here's how that plays out hi successful companies.Employees. You lead by example whether you intend to or not. When employees don't trust you, they won't build trust for you with customers and business partners. Instead they will play office politics, and productivity will plummet. Microsoft has employee transparency down to a science. Tim Sinclair, who runs the company's huge website, says, "When there's good news, everyone knows. When there's bad news, tell everyone."Business partners. In the competition among supply chains, trust means lower transaction costs and better performance. Radio frequency ID tugs will bring about ever more accurate real-time information sharing. Wal-Mart — no surprise -- is among the first to tell its suppliers to get with this technology.Customers. Transparency with consumers can be a force for competitive advantage. When a Stanford Student detailed the source code for Lego's Mindstorms robotic toy online, not only did the company decide not to sue the student, it encouraged its customers to tinker with the software, even going so far as to develop a website where people can share their creations. Its budding community of customer/ developers has helped Lego expand the market for its robot, helping to popularize it on campuses and among engineers. It gained, essentially for free, new markets, new product ideas, and sheet credibility.Communities. Think accountability, not just philanthropy. Chiquita was once reviled for its alleged activities in Latin America: It was said to have fomented political coups, bribed politicians, pillaged the environment, and brutalized employees. In 1998 it adopted a policy of corporate responsibility, which calls for honest and open communication about its problems and heating all people with dignity and respect. The policy came too late to save the company from bankruptcy in November 2001, but Chiquita executives say it was instrumental in helping the banana giant repair relations with workers, suppliers, local communities, and environmental activists -- and emerge from Chapter 11 in better shape four months later.Shareholders. Progressive insurance CEO Glenn Renwick is making an inquisitive investor's dream come true. Progressive says it's the only Fortune 500 company to report operating costs on a monthly basis. "I view it as the owners' information," Renwick says. "When you have information, you should disclose it, good or bad, exactly as it is." Result: Since 2001, Progressive's share price has gone from ＄43 to more than ＄70. Transparency builds trust with shareholders.In the age of transparency, integrity goes to the bottom line: if you've got to be naked, you'd better be buff.

单选题 ·Read the article below about the relationship between trade and development. ·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. There is no doubt that the relationship 'between trade and development is one of the central policy issue we face today. We live in a world where 50% of humanity lives on less than $ 2 a day . We live in a world{{U}} (21) {{/U}}by massive inequality between nations. It is estimated that about 2 billion extra souls will share our crowded planet within the next 30 years. However, we face a world of incredible{{U}} (22) {{/U}}and challenges. Trade and trade policy must play their roles as a part of a wider development scenario. And WTO's efforts to push forward this{{U}} (23) {{/U}}must be strengthened and coordinated at all levels, national, regional, and{{U}} (24) {{/U}}. 1980s has witnessed the petroleum impact, debts crisis, prices slump, economic{{U}} (25) {{/U}}in industrial countries and the climax of new policy for trade protection as well. However, in recent years, foreign trade in those developing countries has been back to the right{{U}} (26) {{/U}}of remarkable increase, an indispensable force in leading the global economic growth and trade development. The foreign{{U}} (27) {{/U}}trade policy of the developing countries further indicate that they are{{U}} (28) {{/U}}entering the WTO family on a larger scale than ever before, which helps to protect their interests in WTO and take part in the formulation of new rules and{{U}} (29) {{/U}}of WTO. Since 1990s, many developing countries, especially those East Asian and Latin American countries, have become an important force in the global economic{{U}} (30) {{/U}}The fact that their economic capacity is gaining more and more strength leads to a more important role-playing in the WTO system.

单选题 The approach to Part Three of the Reading Test and the Listening Test is similar: look or listen for key words to direct you to the relevant part of the passage and then choose an answer which is a paraphrase of what is said in the text. PARTTHREE ·Read the article about 'innovation in the car industry' and answer the questions. ·For each question (1-6), choose the best answer (A, B, C or D). Bosch warns on innovation risk-aversion Europe's car industry is endangering its main selling point by being reluctant to commit money early enough to new technological innovations, according to the head of the world's largest parts supplier. Bernd Bohr, head of Bosch Auto, the privately-held German group that had $36bn in automotive sales last year, told the Financial Times that suppliers were having to accept more and more of the financial risk for developing new products. 'The risk for suppliers is higher and the payback time is longer,' Mr Bohr said. This could lead to a danger that innovations such as ABS brakes and ESP stability control systems may not be developed in the future. 'There is a danger that the European car industry loses speed on technology, and this is the selling point of the industry ...' His outspoken comments underline the depth of feeling at the German group, because Bosch is known for being extremely careful in its public statements. Franz Fehrenbach, Bosch's chief executive, told the FT last year that if it was a company listed on the stock market, it may not have accepted the initial high losses when developing diesel pumps—which went on to become one of the most successful products in the company's 131-year history. Mr Bohr said that developing a product these days took an average of about eight years from developing the initial platform to selling the product. Bosch, which invests about 10% of its revenues in research and development, could afford to take a more long-term approach than many suppliers, but Mr Bohr was clear that it had its limits and car-makers needed to be more proactive. He said two possible solutions were to introduce new innovations—which recently include parking-assistance systems—through a whole fleet of cars rather than just in the highest-priced vehicles. Also, suppliers and manufacturers should decide on standards for new technologies much earlier to avoid costly competition. Mr Bohr said Bosch was expecting a better year than the 'difficult' 2006, with some growth in Europe, a decline in the US and booming business in India and China. Although Bosch is facing difficulties from low-cost competitors in some areas such as starters, generators and basic brakes, it also benefits from having a large local presence in China and India.

单选题What is the main reason for Renault's joint agreement with Nissan?

单选题Motivate your employees like Jack Welch I just returned from speaking to hospitality executives in Oslo and Amsterdam as part of my work as a communications coach. While preparing for the presentations, I asked the organizers about the biggest challenge facing hospitality managers in their countries. The answer was exactly what I hear from their U. S. counterparts: motivating employees to offer exceptional customer service. The challenge is universal across countries and industries. Fortunately, so is the solution. Motivation starts with employee engagement, and engagement begins with effective communication skills. In my presentation to hotel and travel executives, I quoted Jack Welch, former CEO of General Electric (GE) and current Business Week columnist, who once said: ' No company, large or small, can succeed over the long run without energized employees who believe in the mission and understand how to achieve it. ' Three key points in this quotation hold the secret to motivating employees: ' energized employees', ' believe' and ' understand'. Successful companies have energetic employees. Nothing energizes employees more than public recognition and praise for their accomplishments. Praise fills emotional tanks, giving your team the fuel to perform to its peak potential. Not too long ago a friend and her husband were treated to an all-expense-paid trip to Hawaii. She was one of the select few who made ' President's Club' based on her high sales. She returned from the trip and started looking for a new job. Why? Her boss had failed to recognize her accomplishment publicly—first woman to make President's Club in the company's 18-year history. Yes, people want to be famous—especially in front of their Peers. Successful companies have employees who believe in the mission. Intuit's Scott Cook once told me: ' People want more than a paycheck. They want to feel as though they are part of something bigger than themselves. ' It's up to you to articulate the mission and set the tone for the rest of your team. Ask yourself: 'What are we really selling?' Are you selling insurance or ' peace of mind?' Are you selling computers or 'tools to unleash human creativity?' Are you selling coffee, or in the words of Starbucks' Howard Schultz, ' a third place between work and home'? Successful missions have less to do with the physical product and more to do with how that product will improve the lives of your customers. Successful companies have employees who understand how to achieve success. The CEO of Dominos Pizza India, Ajay Kaul, says the company's mission must be simple enough to be understood by all 4,000 of his employees. Once it has been set, it's up to you to communicate constantly how well the company is performing against the objective. If you're genuine, passionate, and have a clear vision, it resonates with your employees and they will spare no efforts to accomplish the objective. Don't confuse employee motivation with price of admission to compete as a successful company. A company has to meet basic expectations to motivate top talent. In the U. S. , an employee expects two weeks vacation. In Europe, an employee expects five weeks. But while expectations might differ in countries and cultures, whether or not your own business will stand apart depends on the quality of your interaction with your employees and, in turn, how they engage with your customers.

单选题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．

单选题An electronic business model that builds on traditional market spaces is the three pillars of electronic commerce model by Peter Fingar. At the foundation of the model is the existing market space. Three electronic pillars support open market processes: electronic information, electronic relationships, and electronic transactions. Thus, this model builds on the existing market space and utilizes electronic mechanisms as an enabler of supporting open market processes. The first pillar is electronic information. The WWW is viewed as a "global repository" of documents and multimedia data. Constructing an electronic information pillar is easy: most word processing software packages will easily convert documents into a web-readable format. The challenge is to construct a good, solid pillar that will not crumble, or in WWW terms, the web page does not freeze-up or links do not lead the visitor to a dead-end or having them wandering through a maze of links without easily finding the necessary information. Thus, the construction of the electronic information pillar should not be conducted in a shoddy fashion, or it will not adequately support the objective of an open market. The retrieval of the desired electronic information is the cause of frustration to many web "surfers. " Search engines and other intelligent a gents are increasing in popularity to assist users to more efficiently and effectively navigate the WWW. The second pillar, electronic relationships, is the central pillar. The saying "If you build it, they will come" does not apply to web-site based electronic commerce. Placing information on products and service offerings on a web site does not mean that potential customers or guests will visit that web site a first time, and it especially does not mean that a user will return to the site. The electronic relationships pillar is about building a site that has the feeling of being a "port of entry" into a community. Having entrants pass through this port of entry on a somewhat regular basis is the key to successfully engaging in electronic commerce. In order to attract users over and over again to a site (which also means away from other sites), the site needs to have certain features; it must: (1) Be innovative; (2) Add value; (3) Provide information and interaction not otherwise available; and (4)Create forums for opinion-building activities. The third pillar is the electronic transactions pillar. Many businesses have built an electronic information pillar and some have built or are building an electronic community pillar, but substantially fewer have constructed the electronic transaction pillar. Two impediments to constructing the pillar exist: the ability to engage in meaningful and sufficient negotiation processes and security of transaction data.

单选题An increase in the demand for a product is likely to cause ______ A．a matching decrease in supply. B．an increase in the equilibrium price. C．the supply curve shift to the right. D．a decrease in the equilibrium price. E．the government attempt to increase production quotas.

单选题 {{B}}Task One-Jobs{{/B}} ·For questions 13-17, match the extracts with the jobs, listed A- H. ·For each extract, decide what the job the speaker is talking about. ·Write one letter (A-H) next to the number of the extract. A lawyer B manager C secretary of boss D driver E engineer F secretary of R & D G accountant H shift supervisor

单选题[此试题无题干]

单选题An employee involvement program that periodically moves individuals from one job assignment to another is called ______

单选题What is the theme of this article?

单选题· For questions 23-30, mark one letter A, B or C for the correct answer.

单选题Somewhere today, a group of staff from General Motors will meet as part of the 'Go-Fast' programme, and hammer out a new initiative to cut costs and bureaucracy. They may focus only on wiper-blades, or staff appraisal, or showroom design. But by this afternoon, there should be an outline savings plan, which will, when implemented, be measured carefully for signs of success. The aim is to transform GM from a lumbering leviathan into the corporate equivalent of a sports car. The intention is not just to be big - GM is one of the biggest car manufacturers in the world - but to be fast, particularly in its responsiveness to the market. The success of the programme is reflected in the large number of suggestions being introduced - far more than in the old days, when every change had to come from senior managers focusing on the 'big picture'. The progress made has trans- formed investor perceptions of GM. Before the Go-Fast programme was introduced, the conventional wisdom was that GM's market share was in permanent free fall and its organisation incapable of doing anything about it. Now, the decline has been turned around, and the senior managers' change of approach has led to the company being energised with a winning spirit that has unlocked long-dormant capabilities. That it took a firm of consultants to help devise the programme is perhaps a sad reflection of the danger of corporate thinking becoming inflexible. The shareholders' support of GM's strategy to become more outward-looking and innovative is some- thing of a luxury, though in the long run success would convince even the most sceptical shareholders. The strategy includes beating down on costs and extracting maximum synergies from GM's numerous alliance partners, such as its tooling suppliers, and exchanging ideas and management tools with other corporations of widely differing sizes, sectors and nationalities. Having such input is one thing, but its value would be undermined without a coherent mechanism to put ideas into practice, and this is where the consultants proved invaluable. In the car industry, however, there was plenty of scepticism about the programme when it was first announced, with many convinced that only much smaller organisations stood a reasonable chance of making such a transformation, particularly when it involved changes to the company culture. Surprisingly, perhaps, this fear was not shared by the consultants who helped senior management to design the programme and, crucially, effect a change in leader- ship skills; rather, they were more concerned about the impact that pockets of opposition within GM might have. The results of the scheme so far give rise to cautious optimism. No aspect of GM's work can hide from scrutiny, and initial fears of a lack of 'joined-up thinking' about the impact of one change on other areas soon dissipated, as the 'leadership panels' responsible for approving and implementing changes took a broader view. But while internal management has improved dramatically, many analysts are sceptical that the initiatives can outweigh GM's mountainous pension obligations. The company is still suffering the effects of poor decisions in the past, such as the choice of certain alliance partnerships, and a major change of strategy might be necessary to recover from these. If this were to take place, the company's core car manufacturing would need to be much more firmly rooted than it is at present, to ensure it didn't suffer from lack of focus. However, the architects of the scheme are confident that GM will be far more outward-looking and innovative in the near future.

单选题 Do Part Four of the Reading Test. Give yourself 10 minutes to complete the task. PART FOUR ·Read this article about ethical investments. ·Choose the correct word to fill each gap A, B, C or D. Ethical investing is just like any other type of investing, except that the company that invests the money for the consumer {{U}} {{U}} 1 {{/U}} {{/U}}not to use that money to fund certain activities or behaviour that are believed to be harmful to the environment or to people. This may mean, for example, that a fund management company will not purchase shares in arms companies or firms that {{U}} {{U}} 2 {{/U}} {{/U}}harmful pesticides, or that a bank will not lend money to or otherwise {{U}} {{U}} 3 {{/U}} {{/U}}business for such companies. Financial companies that practise ethical investment may not focus {{U}} {{U}} 4 {{/U}} {{/U}}such negative criteria, but positive criteria instead, meaning they will {{U}} {{U}} 5 {{/U}} {{/U}}out businesses that benefit the environment or the community. The range in policies is sometimes labelled by colour: a 'light green' company will {{U}} {{U}} 6 {{/U}} {{/U}}businesses whose actions or products are harmful to the environment, while a 'dark green' company will actively look for envirofriendly or community-based businesses to invest in. An increasingly common term for ethical investing is 'socially responsible investing', or SRI. SRI focuses on the positive {{U}} {{U}} 7 {{/U}} {{/U}}than the negative, and instead of blacklisting entire industries, it prefers to pick the company within the industry that is {{U}} {{U}} 8 {{/U}} {{/U}}the most to improve its business practices, and give that company encouragement in the form of investment. This positive reinforcement is seen as more likely to improve business practices {{U}} {{U}} 9 {{/U}} {{/U}}. It's important to remember that even though you may not directly invest your money—ie by buying shares—you may be indirectly investing it via a mortgage, pension or savings account, and by investing ethically you can have a {{U}} {{U}} 10 {{/U}} {{/U}}in what sort of activities your money supports.