单选题A supply schedule shows ______ A．the relationship between quantity supplied and quantity demanded. B．how the quantity firms supply in the market affects their total profits. C．the quantity firms are willing to supply at each possible price. D．the average cost of supplying various quantities of a good. E．the relationship between the amount of labor and other inputs the firm employs and the quantity of output the firm can produce.

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Task Two-Experience ·For questions 18-22．match the extracts with the experience，listed A-H． ·For each extract，choose the experience stated． ·write one letter(A-H)next to the number of the extract． A．I worked as a detective in a hotel． B．I passed the saving on to my customer． C．I helped customers to solve personal problems． D．I bought rubber cement in a hardware store． E．I worked as a clerk in a hardware store． F．Advertised featured customer service should satisfy different needs． G．I handled complaint． H．I sold the product to customer with little discount．

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单选题· 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}} Language learning for the busy executive{{/B}}If you've ever been told by your boss to improve your knowledge of a foreign language you'll know that success doesn't come quickly. It generally takes years to learn another language well and constant{{U}} {{U}} 1 {{/U}} {{/U}}to maintain the high standards required for frequent business use. Whether you study in a class, with audiocassettes, computers or on your{{U}} {{U}} 2 {{/U}} {{/U}}sooner or{{U}} {{U}} 3 {{/U}} {{/U}}every language course finishes and you must decide what to do next if you need a foreign language for your career.Business Audio Magazines is a new product designed to help you continue language study in a way that fits easily into your busy schedule. Each audiocassette{{U}} {{U}} 4 {{/U}} {{/U}}of an hour-long programme packed with business news, features and interviews in the language of your choice. These cassettes won't teach you how to order meals or ask for directions. It is{{U}} {{U}} 5 {{/U}} {{/U}}that you can do that already. Instead, by giving you an opportunity to hear the language as it's really spoken, they help you to{{U}} {{U}} 6 {{/U}} {{/U}}your vocabulary and improve your ability to use real language relating to, for example, that all-important marketing trip.The great advantage of using audio magazines is that they{{U}} {{U}} 7 {{/U}} {{/U}}you to perfect your language skills in ways that suit your lifestyle. For example, you can select a topic and listen in your car or hotel when away on business. No other business course is as{{U}} {{U}} 8 {{/U}} {{/U}}and the unique radio-magazine format is as instructive as it is entertaining. In addition to the audiocassette, this package includes a transcript with a business glossary and a study{{U}} {{U}} 9 {{/U}} {{/U}}The components are structured so that intermediate and advanced students may use them separately or together{{U}} {{U}} 10 {{/U}} {{/U}}on their ability.

单选题What is the most significant factor of leadership according to the passage?

单选题Which of the following is not a guideline for designing a motivational compensation system?

单选题According to the first paragraph, what the main advantage does undifferentiated marketing have?

单选题Why did Volvo sell its car division according to Volvo company's claim?

单选题·Read the article below about how to deal with employees with trade secrets.·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}}What if You're on the Receiving End?{{/B}}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 {{U}}(21) {{/U}} with trade secrets. Thus, it's important to do an entrance interview {{U}}(22) {{/U}} on trade secrets, ask him outright if he signed a nondisclosure agreement. If so, review it. Show the employee the {{U}}(23) {{/U}} provisions of the Economic Espionage Act and have him sign a statement {{U}}(24) {{/U}} 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 {{U}}(25) {{/U}} to a competitor's trade secrets. But, if the {{U}}(26) {{/U}} 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 {{U}}(27) {{/U}} company policy against disclosing or using the trade secret of former employer.But once an employer is on {{U}}(28) {{/U}} that an employee is using someone else's trade secrets, the employer must {{U}}(29) {{/U}} 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 {{U}}(30) {{/U}} 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Is Gold A Good Investment? Gold is probably the favorite (21) ... for hoarding by both governments and individuals a round the world, and it has been for centuries. Should you buy some gold, perhaps in the (22) ... of a few gold coins? Is gold a good investment? Because gold earns no interest or dividends, it immediately suffers in comparison with such (23) ... as savings accounts, bonds, stocks, and rental property. In this respect it is similar to diamonds, stamps, rare coins, and art objects. Because it yields no current income, the (24) ... of buying gold thus depends entirely on the prospect for future price appreciation. If gold can be expected to rise in price by more than 5 to 10 percent annually, which is (25) ... what one can earn in a savings account or over the long run in bonds or stocks, then it is worth considering seriously as an investment. The price of gold, just like the price of other commodities, is determined in the free market by supply and demand. And in this case, supply and demand factors make the price of gold highly volatile. (26) ... respect to supply, new production adds to the existing stockpile at the rate of only about 2% a year. This means that the overwhelming element on the supply side is not the amount of current ore production but uncertainty as to how much holders of the existing stock pile might decide to unload. (27) sales by large holders are always a threat to break the price. When consumer prices threaten to rise rapidly and/or international tensions increase, the private demand for gold (28) ... But when inflation subsides and/or international tensions ease, demand often vanishes overnight. This sort of demand typically fluctuates erratically on short notice, and rather small changes in supply or demand can produce (29) ... price swings. Thus gold is a highly (30) ... investment. Large gains can occasionally be made, but on the basis of the historical record over the past hundred years large losses are just as likely.

单选题All of the following describe the products or services provided by successful firms except ______ A．obsolete. B．reasonably priced. C．adequate quality. D．desired by customers. E．customer satisfying.

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

单选题 The ability to negotiate successfully, to reach agreements with other people or parties, is a key skill in any business. This negotiation could be with a buyer or seller and it almost always involves an element of compromise. But, when entering negotiations, you should always keep in mind that it is almost impossible to negotiate and make agreements successfully if you think you can't afford to 'lose' or walk away from what is on offer. This will result in your avoiding asking for anything more than what you think the other side will give without a dispute. You become a passive observer, with the other side dictating the terms.In most negotiations one side has more to offer than the other and proper planning can help minimise the effects of this imbalance. Decide on set limits for what you can offer before negotiations begin. There are always advantages you can offer the other side, and you clearly have benefits they want or need or they would not be negotiating with you. In fact, the buyer or seller often wants you more than you think, so it is to your advantage to try and see things from their point of view. The better you know their real needs or wants - not just the ones they have told you - the more successful you will be, and the less likely you are to fall into the trap of giving them more than you really need to.But it is also true that a concession they really need or will value from you won't cost you as much as it benefits them, and yet may still leave you with everything you want. If you know the other side must reach agreement on a deal by a certain date for financial reasons, your willingness to comply with that date could be worth a great deal of money to them, without costing you much, if anything at all. It is up to you to find out what the other side really needs.Untrained negotiators often allow their feelings to become too involved and they may take each rejection of a proposal as personal rejection. So they become angry with the other person, or blame them for failing to reach an agreement. While it is important to be yourself and, on occasion, not be afraid to express how you honestly feel, it is important to judge carefully when to do this. It is particularly important to maintain a polite and friendly personal relationship when you are facing a difficult negotiation, but keeping negative personal feelings out of negotiation doesn't mean hiding your personality.Think carefully about your negotiation schedule. Take breaks, particularly during times when you cannot agree over a particular point. But if you have to continue the negotiation on another day, make it soon, and keep the momentum of the negotiations. As long as you are still talking and meeting, you build rapport with the other party; learn more about what they need and ensure that your company is the one most likely to make the deal. This may require both patience and perseverance - but patience pays!To 'win' a negotiation then, means that neither side should feel that they have 'lost'. You should know what you can offer the other side and know exactly what they want. If you have done everything you can and the deal remains outside the limits you have defined for yourself beforehand, then walk away from it. Either way, you're a winner!

单选题· Read the following article about 'Go-Fast', a cost-saying programme introduced by the car manufacturer General Motors, and the questions on the opposite page.· For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet. 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{{B}}How to approach Listening Test Part Three{{/B}} · In this part of the Listening Test you listen to a long conversation or interview and answer eight questions. · Before you listen, read the questions. Think what the recording will be about. · Note all possible answers as you listen for the first time. Do not make an immediate decision. Do not worry if you do not know the answers. You will hear the recording a second time. · Listen for overall meaning. Do not choose an answer just because you hear the same words in the recording as in the question. · Decide on your final answer only after you have listened for the second time. · You will hear a discussion between Clive, the owner of a bicycle accessories business, and Rose, a business advisor. · For each question 23 - 30, mark one letter A, B or C for the correct answer · You will hear the recording twice.