单选题From the last paragraph, in summary, what is the element that also causes difference in the way people experience change?

单选题 · Read the following article about career development and the questions on the opposite page． · For each question 15-20，mark one letter(A，B，C or D)on your Answer Sheet for the answer you choose． {{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 Task One-Job ·For questions 13-17, match the extracts with the people, listed A-H. ·For each extract, decide which job each speaker was interviewed for. ·Write one letter (A-H) next to the number of the extract. A marketing manager B computer programmer C secretary D personnel management assistant E engineering manager F maintenance supervisor G finance director H quality control manager

单选题Haier is well on the way towards achieving its goal of being a mainstream brand in the US. Haier has successfully penetrated the Top Ten chain groups in the US. Whenever Haier enters the global procurement system of big chain, this makes Haier one step closer to entering the mainstream US market. Haier has also won awards such as "best supplier" and "exam-free supplier" by several retailer chains. Haier has international service centers in more than 50 states of the US and has opened a toll-free hotline. According to Zhang Ruimin, CEO Haier Group, Haier knew that its entry into the US would be very difficult at first, but would get easier as the company learned from its mistakes. The company adopted a "market first and then factory" approach. Haier invested in a global brand strategy with the objective of letting products, capital and brands go global. From the single and niche products at the early days of entering the US market, to the current differentiated product family, with products such as the independent cocktail cabinet and Haier 37T88, Haier' mainstream products are now very competitive. Haier has obtained the praise and trust of its channel partners, and has successfully transformed itself from a niche to a mainstream brand provider. In the internationalisation process, Haier has been focusing on developing its corporate culture and ensuring culture compatibility. To ensure rapid localisation, Haier implemented an innovative mode of "financing, pooling-in-wisdom, compatibility with local culture and forging a noted local brand" . All designing and marketing personnel are employed locally. In addition, 95% of Haier's North American management team are locals. In April 2006, Haier became a strategic partner of NBA and the first global appliance brand to sponsor the NBA. Haier believes this partnership has accelerated its step towards becoming a mainstream brand in the US. NBA sponsorship is a key initiative for Haier as it attempts to implement its global brand strategy. Since becoming the global strategic partner of NBA, Haier has utilized NBA's market assets, media platform and programs in the US and China to display the innovative technology of Haier's refrigerator and TV products. Through its broad media assets, including NBA TV's HD program, the eye-catching NBA matches and extensive NBA thematic retail and publicity activities, Haier can display its most advanced products. Under the guise of its consumer-oriented brand marketing strategy, Haier will continue to integrate its culture with local mainstream culture. Haier has nine products which are "in the front half of the market" and three products which are among top 3 in the industry in terms of market presence. In addition, the company is a world leader in advanced technological fields such as intelligent house integration, network appliance, digitalisation, large-scale integrated circuits and new materials. The "innovation-boosted" Haier Group is devoted to providing solutions for global consumers. By late 2006, Haier has applied for over 7,000 patents(of which 1, 234 are invention patents). Haier also presided over or participated in the formulation and amendment of nearly 100 State standards. Of which, Haier water heater firewall technology and Haier double-driver washing machine are included in IEC international standard draft, testifying that Haier's innovation ability is world-class. In the future, Haier's approach will cooperate with channel partners and dealers that share the same strategy of customer-focus to forge a win-win situation.

单选题According to certain beer commercials, the contemporary version of success consists in moving up to a premium brand that costs a dime or so more per bottle. Credit-card companies would have you (21) success inheres in owning their particular piece of plastic. Under the flag of success, modern-style, liberal arts colleges are withering (22) business schools are burgeoning... and yet even business schools are having an increasingly hard time finding faculty members, because teaching isn't (23) "successful" enough. Amid a broad consensus that there is a glut of lawyers and an epidemic of strangling litigation, record numbers of young people continue to flock to law school (24) , for the individual practitioner, a law degree is still considered a safe ticket. Many, by external standards, will be "successes". Yet there is a deadening and dangerous flaw in their philosophy: It has little room, little sympathy and less respect for the noble failure, for the person who (25) past the limits, who aims gloriously high and falls unashamedly (26) . That sort of ambition doesn't have much place in a world where success is proved by worldly reward (27) by accomplishment itself. That sort of ambition is increasingly thought of as the domain of irredeemable eccentrics, of people who haven't quite caught on—and there is great social pressure not to be one of them. The irony is that today's success-chasers seem obsessed with the idea of not settling. Yet in doggedly (28) the rather brittle species of success now in fashion, they are restricting themselves to a chokingly narrow swath of turf along the entire (29) of human possibilities. Does it ever (30) to them that, frequently, success is what people settle for when they can't think of something noble enough to be worth tailing at?

单选题The Five W's of Marketing You've heard of the Five W's: who, what, when, where, and why. They're the elements of information needed to get the full story, whether it's a journalist (21) a scandal, a detective investigating a crime, or a customer service representative trying to resolve a (22) There's even an old PR formula that uses the Five W's as a template for how to write a news release. Most of the time it doesn't matter in what order the (23) is gathered, as long as all five W's are ultimately (24) The customer service rep's story may begin with who was offended, while the journalist may follow a lead based on what happened. The detective may start with where a crime was committed while details of who and what (not to mention when and why) are still (25) The Five W's are helpful in marketing planning as well. But unlike in other (26) the development of an effective marketing program requires that they be answered in a specific order: why, who, what, where, and when. The reasons may not be obvious, but by following this pathway you can avoid a great deal of confusion, trial and error, and blind (27) preserving your company's precious time and (28) Many marketers instinctively begin with questions about what and where, as in "what" their advertising should say or "where" it should appear. That's what gets them into (29) To (30) their marketing efforts, think why, who, what, where, and when. The order makes all the difference.

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 {{U}} {{U}} 1 {{/U}} {{/U}}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. {{U}} {{U}} 2 {{/U}} {{/U}}, some other experts often say the new technology of computers is changing the face of journalism, giving reporters {{U}} {{U}} 3 {{/U}} {{/U}}to more information and their readers a chance to ask questions and turn to {{U}} {{U}} 4 {{/U}} {{/U}}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, {{U}} {{U}} 5 {{/U}} {{/U}}about the variety of information available to computer users. But the experts noted the easy access to the Internet also {{U}} {{U}} 6 {{/U}} {{/U}}anyone can post information for others to see. "Anyone can say anything they want, {{U}} {{U}} 7 {{/U}} {{/U}}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 {{U}} {{U}} 8 {{/U}} {{/U}}, " Case said. The Internet today is about {{U}} {{U}} 9 {{/U}} {{/U}}radio was 80 years ago, or television 50 years ago, or cable 25 years ago, he said. But it is {{U}} {{U}} 10 {{/U}} {{/U}}rapidly because it provides people fast access to news and a chance to comment on it.

单选题Lawsuits against firms by fired employees ______

单选题______ are additional privileges, such as paid vocation time and health and dental insurance, given to most or all employees.

单选题BeforeAndrewGrovearrivedintheU.S.in1956,wheredidhelive?

单选题If firms wish to avoid hiring during a temporary increase in production, they can offer ______ to existing workers.

单选题When you go online, are you peppered with pop-up ads? If you are annoyed by them and find yourself chasing them around with your mouse until you can zap them off the screen, here's a new twist. The next generation of pop-ups may be implanted in your PC soft-ware. When you turn on your computer, a "silent" software program slips on also, tracking the Web sites you visit and collecting information about any purchases you make. Then, when you visit other Web sites, targeted ads pop up on your screen-the ones for goods and services that you might be interested in buying. Suppose you initially browse through a site for outdoor gear and buy a fleece jacket. Two days later, your screen might show pop-ups for adventure travel, airline tickets, out door clothing, and the like. You might not even be aware of it, but these pop-ups are the result of the embedded software that some people call spyware. The largest creator of this software, Gator, recently teamed up with Yahoo to send such pop-ups to 43 million computer screens worldwide. In one year the agreement generated 28 mil lion in advertising fees that were split by the two companies, and industry experts expect that figure to increase. While Yahoo insists that it is providing a service to its customers by offering more advertising choices, many consumers are less than pleased by the software or the ads. Concerned about invasion of privacy, some who discover the programs on their PCs ask service technicians to remove it. Gator, whose advertising customers include Verizon and American Express, presents itself as a way for consumers to "find bargains. " Marketing head Scott Eagle says that Gator's model of targeting ads to specific consumers is far more efficient than "spraying ads across everybody. " However, companies such as Hertz and The Washington Post Inc. filed law suits against Gator for infringement of copyright and trademark laws, claiming that its ads were getting a "free ride" on their sites. Not surprisingly, surveys focusing on the Internet experience typically list pop-up ads as the most annoying online experience. So marketers at Atlanta-based EarthLink came up with an idea: offer subscribers software to block them. Although EarthLink, the No. 3 U. S. Internet service provider with about five million subscribers, is small change in an industry dominated by industry giant AOL, the company has based its recent market growth strategy on offering a solution to the estimated 4.8 billion ads that pop up on computer screens worldwide every month. Why do marketers continue to rely on such a disliked form of online advertising? The answer is cost. Pop-up ads are inexpensive to produce and cost nearly nothing to send. But they are so annoying to some computer users that dozens of special programs have been written to block them from appearing on the screen during Internet use.

单选题Managers typically attempt to set a price that will maximize a firm's ______ A．value B．cost C．production D．advertising E．promotion

单选题Which of the following is an employee involvement program where a group of employees with different job positions are given the responsibility of achieving a specific goal?

单选题Generally, the culture of any firm can be described as principally action-orientated, people-orientated or system-orientated. That is to say, the behavior that the managers exhibit tends to emphasize one of these three approaches to leadership and management. In successful firms where leadership is action-orientated, the culture is generally driven by one or a handful of managers who present a strong vision for the firm and lead by example. The emphasis is on getting things done, on driving for change. Such leaders constantly infuse energy throughout the firm and reinforce it through training that emphasizes individual action, showing initiative, taking considered risks and stressing individual output and results. It is a dynamic culture that rests on individuals being motivated to rise to the challenges of the business and being willing to take on responsibilities, often beyond what is considered their normal role. The downside is that the approach can be somewhat 'one-sided', overlooking the need for systems to handle routine matters, and taking for granted that people are all driven by a sense of challenge. It can result in the strong and quick riding roughshod over the more considered and thoughtful. When overdone, action-orientation becomes 'flare' behavior, insensitive to differences in situations and people. Successful people-orientated cultures derive from leadership that trains people to be ready to take responsibility and then invests them with it. Such firms delegate responsibility down as far as possible. They are not the 'do it, check it, recheck it, double-check it and then check it again to be sure 'types of cultures. They empower trained people and trust them to build quality in. They ask people to make decisions and expect them to do so. If the decisions prove wrong, the experience is used as the basis for learning rather than for criticism or punishment. They emphasize commitment and mutual support, reinforced through training that focuses on how and when to delegate responsibility, on understanding and recognizing that people are not all the same, learning how to get the best out of everyone. However, people-orientated cultures are not warm and cuddly. They respect people, support them and develop them - but they expect them to perform. If people fail to live up to expectations after proper training investment, appropriate steps are taken. The downside of people-orientated cultures occurs when responsibility is not appropriately delegated. Insufficient challenge for bright, trained people leads to poor performance. Equally, giving people more than they can handle without properly preparing them, and without providing adequate support if they initially falter, leads to the same result. Successful system-orientated cultures focus on trying to deal systematically with recurring problems and situations. Basically, they have their feet on the ground; in most organizations, 80070 of what is done is routine, and the system-orientated firm knows this. So its procedures handle the routine, leaving managers to use their energy on that 20% of the work that needs their expertise. The essence of a successful system-orientated culture is its ability and willingness to constantly question its systems. Such organizations tend to have strong corporate cultures, and people have to buy into them before being given the right to question and criticize. But given that, every process is up for evaluation and improvement. The rule book really matters, but it is not cast in stone. Away from the rule book, initiative is a key characteristic, but it is initiative in a strong team environment. People consult where possible and take individual decisions only when it is not.

单选题 Sickness at work Small firms are counting the cost of sickness among employees. Research estimates that illness cost small businesses in Britain a month and a half in lost (21) last year. A recent (22) of more than 1,000 small and medium enterprises revealed that last year the average small business lost around 42 days through staff phoning in sick, and that this had a serious (23) on 27 per cent of smaller companies. Just over one in ten employees took time off for seven days in a (24) Of these, 9.5 per cent were ill for a week on more than one occasion. In Britain, employees can take sick (25) for up to a week before they have to produce a medical certificate. Owner-managers were far less likely to be off sick than their staff: 3.3 days on average, compared with the 10 days taken by employees. The head of the research team said, 'The most common (26) of absence was minor illness, such as colds or flu, but back strain, fractures and the like (27) for very nearly as much. Of greater (28) is that more that 40 per cent of employers felt that their employees' sickness may not have been genuine.' Employers can do more to protect themselves by drawing up adequate (29) of employment that outline the company's sick pay (30) Enhanced sick pay is then at the employer's discretion.

单选题Aspects of Accounting Accounting is one of the (21) ... professions on record. The art of bookkeeping has been practiced from very early times. The Romans had an elaborate system of keeping accounts, and it is said they used a system (22) ... to the double entry system. A review of accounting over the ages indicates accountants have not always done the same work, but they have (23) ... similar functions. For example, accountants in Roman times were responsible for recording business transactions. During the industrial (24) ... of the United States, much of the (25) ... came from England and Scotland and the investors insisted on sending accountants from those countries to vouch for the reported results of the undertakings. In the late 1800s a professional accountant was described as an (26) ... :someone who looks for leaks, someone who detects and exposes that which is wrong, and someone who clearly reports facts as they exist, whetherthey be plainly expressed by clear and distinct records or whether they be concealed or hidden. The infrastructure that (27) ... the production and delivery of accounting's information product is the ac counting information system. Simply (28) ...,a system is a set of resources brought together to achieve some common goal. The (29) ...of an accounting information system is to collect and store data about business processes that can be used to generate a meaningful output for decision makers. The resources (30) ... to build accounting information systems include people and technologies. As you are probably aware, technologies have evolved over the years from manual re sources to the advanced information technologies available today. This evolution will continue.

单选题According to the last paragraph, why is differentiated marketing more suitable for products which are in the mature stage of their product life cycle?

单选题TEAMWORK AND STRESS Stressful working conditions lead to a breakdown in group co-operation which can damage effectiveness and productivity, a study has found. Psychologists have discovered that when employees work in crisis (21) they are less willing to work together. The study showed that when workers are under stress, they have a strong (22) to concentrate on their own personal (23) to the detriment of their colleagues. In the study, 100 naval personnel worked in groups of three, and each group was given a computer (24) of a naval decision-making task. Under a high (25) of stress, they had to monitor a radar screen with their own ship at the centre and numerous unidentified contacts around the ship. As (26) participants operating in this highly stressful situation performed worse than those operating under normal circumstances. But the results also showed that under stress, the workers' (27) of attention shifted from group involvement to a more narrow individual perspective, which led to a severe breakdown in team performance. The author of the study concludes that it is possible that, for many team tasks, the importance of teamwork behavior such as co-ordination and communication may be (28) as secondary to basic individual demands. In his opinion, the (29) to achieve efficiency under stress is by delegation. Simplifying tasks by delegating parts of them, making them less demanding, is one of the best ways of (30) the effectiveness of the group.