填空题{{B}}PART ONE{{/B}} {{B}} THE DEVELOPMENT OF MANSHEE{{/B}}1. The speaker had a problem finding .................... for his computer.2. Initially, the speaker bought from ..................... businesses.3. Four years after its launch, Manshee's ...................... was ￡6 m.4. The company grew rapidly without having ......................5. The main factor in the company's decisions was the current month's ..................6. ............................... fell as a result of competition.7. Manshee's consultants work mostly with ........................8. The consultants made Manshee's directors put their future ................ in order of priority.9. The directors first focused on .................... and financial goals.10. What the speaker feels was particularly valuable was the .................. of the consultants' advice.11. Manshee classifies its customers on the basis of their .........................12. The most successful division is the one working with the ................. sector.

填空题{{B}}How to approach Reading Test Part Six{{/B}}· This part of the Reading Test tests your ability to identify additional or unnecessary words in a text.· Most lines contain one extra word that makes the sentence incorrect.· Read the whole text quickly to find out what it is about. As you read, try to identify the words that are incorrect.· Then read the text again, and write down the extra words. Remember there will be only one extra word in a line, and some lines are correct.· Read the article below about a chain of cafes.· In most lines there is one unnecessary word. It is either grammatically incorrect or does not fit in with the sense of the text. Some lines are correct.· For each numbered line 41 - 52, find the unnecessary word and then write the word in CAPITAL LETTERS on your Answer Sheet. {{B}}Hard times for caf6 chain{{/B}} It has been a terrible year for cafe operator called Dawkin. Less than 12 months ago it took over the Cafeza chain, with its 16 sites, but it is rumoured41. that half of those are yet to be closed in the next few months, because of falling42. turnover. What's more, the company is still recovering from the sudden43. resignation of its Managing Director in April. While Dawkin operates 84 cafes,44. and had plans to reach up 150 by the end of next year. This is looking less and45. less achievable, given that the company's poor financial position and limits on46. its short-term debt facilities. Worst of all news, perhaps, Dawkin has just47. announced that its rival Highway has built it up a shareholding of just over 5%,48. redoubling speculation that Dawkin's days as an independent operator are being49. numbered. Roughly equal in size, the two have long been competing for the50. number five slot in the overcrowded caf6 market. There are now rumours of a51. deal between the two, which would provide them complementary coverage,52. Dawkin being strong in London and other big cities, and unlike Highway concentrating its efforts outside the major population centres.

填空题 Introducing T-shaped management Despite their best efforts, most companies continue to squander what may be their greatest asset in today's knowledge economy. I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organisations. This seems a great shame, because capitalising on those intellectual resources - using existing knowledge to improve performance or combining strands of knowledge to create something altogether new - can help companies respond to a surprising array of challenges, from fending off smaller, nimbler rivals to integrating businesses that have been forced together in a merger. (9) I suggest another approach, one that requires managers to change their behaviour and the way they spend their time. The approach is novel but, when properly implemented, quite powerful. I call it T-shaped management. T-shaped management relies on a new kind of executive, one who breaks out of the traditional corporate hierarchy to share knowledge freely across the organisation (the horizontal part of the T) while remaining fiercely committed to individual business unit performance (the vertical part). (10) Although this tension is most acute for heads of business units, any T- shaped manager with operating unit obligations must wrestle with it. You might ask, why rely so heavily on managers to share knowledge? Why not just institute a state-of-the-art knowledge management system? The trouble is that those systems are best at transferring explicit knowledge; for example, the template needed to perform a complicated but routine task. (11) In fact, this implicit knowledge sharing is crucial to the success of innovation-driven companies. Furthermore, merely moving documents around can never engender the degree of collaboration that is needed to generate new insights. (12) Effective T-shaped managers will benefit companies of almost any size, but they're particularly crucial in large corporations where operating units have been granted considerable autonomy. Although giving business units greater freedom generally increases accountability and spurs innovation, it can also lead to competition between units, which may hoard, rather than share, expertise. (13) So, how do you successfully cultivate T-shaped managers and capitalise on the value they can create? Energy giant BP Amoco provides some provocative answers. My in-depth examination of their management practices highlighted five specific types of value that T-shaped managers can generate. (14) It is important to follow these, because the benefits of T-shaped management will not be realised if the concept is poorly implemented. Senior executives must put in place mechanisms that simultaneously promote and discipline managers' knowledge-sharing activities. A However, direct personal contact is more typically needed to effectively transfer the kind of knowledge that must be creatively applied to particular business problems or opportunities.B For that, companies really have to bring people together to brainstorm.C Many companies have tried, with mixed success, to leverage this underused asset by centralising knowledge management functions or by investing heavily in knowledge management technology.D The entire history of the T-shaped manager is one of evolution, a process that continues to this day.E The successful T-shaped manager must learn to live with, and ultimately thrive within, the stress created by this dual responsibility.F By encouraging collaboration, a T-shaped management system can be a powerful counterbalance to such negative behaviour.G Their experience also suggests guidelines for creating an environment in which T-shaped managers will flourish.H I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organisations.

填空题Expert Systems in the Workplace Science fiction writers have long imagined computers with humanlike intelligence, machines that actually think (31) themselves. Well, they're here, and they're called expert systems. If you've (32) for a loan or a credit card recently or even had a can of Campbell's soup, you may already have benefited (33) them. Like many computer programs, expert systems function primarily by going through hundreds of "if... then" (34) doing the kinds of simple "thinking" that we use to run our lives. But expert systems tackle questions more sophisticated than "Should I get up now?" They help American Express decide whether to issue someone a credit card and they enable Hewlett- Packard to find flaws in faulty disk drivers in 30 seconds (35) than in days. They also help make scores of decisions at Digital Equipment Corp., ranging from how shifts in demand will affect production and inventory, to which accessories a customer will need with a mainframe order. Computer can do all this (36) they are programmed with facts about their subject and with rules that human experts use to make decisions based on those facts. These facts and rules make up the system's "knowledge base, " (37) is, ideally, similar to the heedful of experiences and information that a human expert carries around. In fact, that's (38) knowledge bases come from. A "knowledge engineer" endlessly questions human experts, trying to determine the facts and rules that the human uses to make a decision. The engineer then programs the computer's knowledge base to mimic the human's. If all goes well, the computer becomes the novice (39) best friend, helping the employee make difficult decisions (40) calling in the boss or waiting until the technician is free.

填空题exploitation. In the mid-nineteenth century, Karl Marx who proposed a radical alternative:

填空题Sale Contact

填空题Please be advised ______

填空题The following extract is taken from a discussion at a meeting on business ethics. Put the missing phrases into each gap. If I understand you correctly That's a good point could I just finish I think Kate is better placed to answer that If I could just interrupt we should move on to the next item on the agenda Dean John, I think you had a point to make about mis-selling. John Yes, I'd like to come in here. We have never had any written code of conduct for sales people; we have just assumed that... Sarah {{U}} {{U}} 11 {{/U}} {{/U}}, that's not true, actually. We do have the handbook... John Sorry, Sarah, {{U}} {{U}} 12 {{/U}} {{/U}}? We have a selling handbook, but we don't have any code of ethical conduct for salespeople and I think that a lot of them don't really know what the boundaries are in persuading customers to sign a contract with us. Dean {{U}} {{U}} 13 {{/U}} {{/U}}, John. OK, I think we're all agreed on that now. Time is a little short and {{U}} {{U}} 14 {{/U}} {{/U}}. That's the question of breach of confidence. Some customers have complained that we pass on information about them to other companies. Sarah, do you have a view on this? Sarah Actually, {{U}} {{U}} 15 {{/U}} {{/U}}. She's responsible for the customer database and marketing. Kate Well, customers are always asked on the phone if they object to our giving their names to other companies for marketing purposes. If they are registering online then they have to tick a box to opt out of third-party marketing. Perhaps that is where the problem lies. Dean {{U}} {{U}} 16 {{/U}} {{/U}}, you're saying that an opt out may be unethical... that we should give them the chance to opt in, instead. Kate No, that's not really what I meant. I think...

填空题This report makes some recommendations for a company planning to buy new computers. It is well organised, concise and relevant. But it contains several mistakes in grammar and spelling which are underlined. Correct the mistakes. To: Said Kamal Re: New computers The aim of this report is {{U}}presenting{{/U}} (to present) the best {{U}} {{U}} 2 {{/U}} {{/U}}{{U}}choose{{/U}} for the company in replacing its computers in the central administration offices. Following some {{U}} {{U}} 3 {{/U}} {{/U}}{{U}}initially{{/U}} research, we narrowed the field down to three possibilities: The first, DX590, is the {{U}} {{U}} 4 {{/U}} {{/U}}{{U}}more{{/U}} expensive of the three, {{U}} {{U}} 5 {{/U}} {{/U}}{{U}}with{{/U}} a cost of $590 per unit. However, it is the most {{U}} {{U}} 6 {{/U}} {{/U}}{{U}}powerfull{{/U}} and adaptable. The second, the HS Venturer, is a little cheaper to purchase, at $555, but has a smaller hard disk capacity and a slower processor. The third, the Songsing AF100, is {{U}} {{U}} 7 {{/U}} {{/U}}{{U}}the{{/U}} bargain at $480 and has similar specifications to the HS Venturer. However, Songsing is a relatively new company and thus it is difficult {{U}} {{U}} 8 {{/U}} {{/U}}{{U}}getting{{/U}} references for the product. {{U}} {{U}} 9 {{/U}} {{/U}}{{U}}The another{{/U}} very important factor is the after-sales package. {{U}} {{U}} 10 {{/U}} {{/U}}{{U}}Every{{/U}} three companies offer between 1 and 3-year service {{U}} {{U}} 11 {{/U}} {{/U}}{{U}}garantees{{/U}}, but on slightly different terms and at different prices. The best of these is the DX590's two-year warranty, {{U}} {{U}} 12 {{/U}} {{/U}}{{U}}that{{/U}} is an on-site 24-hour repair service. In conclusion, we recommend {{U}} {{U}} 13 {{/U}} {{/U}}{{U}}to purchase{{/U}} the DX590. The HS Venturer offers much less for a similar price, while the Songsing AF100 is probably too risky, because it has {{U}} {{U}} 14 {{/U}} {{/U}}{{U}}any{{/U}} track record. With good service back-up, the DX590 {{U}} {{U}} 15 {{/U}} {{/U}}{{U}}can{{/U}} also prove to be the most economical {{U}} {{U}} 16 {{/U}} {{/U}}{{U}}on{{/U}} the long run.

填空题 · Read the articie below about a financial plan Of the IMF。 · In most of the lines 41-52 there is one extra word．It is either grammatically incorrect or does not fit in with the sense of the text．Some lines，however，are correct． · If a line is correct，write CORRECT on your Answer Sheet． · If there is an extra word in the line，write the extra word in CAPITAL LETTERS on your Answer Sheet． The IMF launches a financiaI rescue plan for itseIf 41．generating enough income to cover up its $1 billion budget．By 2010 its deficit will 42．be about $ 400m each a year．It has enough reserves to tide it over．But ultimately it 43．needs its own financial rescue plan．That is why，on April 7th，the fund's board have 44．agreed to cut costs and boost income．A quarter of the gap will be plugged 45．by cutting costs，which including 380 jobs(or 15%of the total)．The rest will come 46．from new income sourceIt wants to sell out 12.5%of its vast gold stocks， 47．which almounts to 403.3 tonnes．Using a(conservative)price to estimate of $ 850 48．an ounce，the fund reckons such a sale would raise about $ 11 billion．In order to 49．avoid upsetting the gold market，it would be done over the several years．The fund 50 also wants to broaden its investment of strategy．At present it may invest its reserves 51 not only in government bonds．In future．it hopes to boost returns by half a percentage 52 point every year by broadening its portfolio to include Corporate bonds and shares．

填空题SDRs

填空题It appears that we made a mistake on your October statement. ______

填空题{{B}}PART FOUR{{/B}}{{B}} · Read the following text. ·Choose the best word to fill each gap. ·For each question 21--30, mark one letter A, B, C or D.{{/B}} Harrington Wilson's selling technique was {{U}}(21) {{/U}} itself. It was nothing more than a{{U}} (22) {{/U}} manipulation of human vanity. He was aware that there were a number of people who professed to know a great deal about antiques, and even more who would rather not confess that they did not and who accordingly practised little tricks and subterfuges to {{U}}(23) {{/U}} their ignorance from their neighbors.The women--they were mainly women--jostling round his stall, picking over his shoddy wares, would sometimes run a finger round the rim of a cup or hold it knowingly up to the light as if to test its luster, and plates were {{U}}(24) {{/U}} turned upside down in search of china marks. To such a customer, Harrington would lean forward, benevolent and confidential, and in a conspiratorial whisper would murmur: "No, madam. I'm afraid it's not genuine (Wedgwood, Sevres--whatever it might be) but it is a superb copy--no one {{U}}(25) {{/U}} ever suspect that it was not real, unless, of course, you told them. I can let you have it for—I could sell it for much more, but it would be unethical of me to try to pass it off as genuine..."The customer, overwhelmed by such honesty and privately determined not to be quite so honest about the article to heir friends, would then willingly pay ＄ 2 for something that {{U}}(26) {{/U}} Harrington a few pence. The profit {{U}}(27) {{/U}} on these transactions was obviously so great that he was soon able to {{U}}(28) {{/U}} another stall and then a shop and yet another and so on. He enlarged his specialties, dealing {{U}}(29) {{/U}} spurious Victoriana, Georgian silver, trinkets and bric-a-brac, eventually branching out into reproduction furniture and paintings. Without any deliberate intention of doing so, he acquired an {{U}}(30) {{/U}} knowledge of the antique business and as time went on, was accounted one of the greatest experts of his time.

填空题·You will hear five different business people talking about partnerships, one form of business. · For each extract there are two tasks. For Task One, choose the advantage of partnerships described from the list A—H. For Task Two, choose the disadvantage of partnerships from the list A—H. ·You will hear the recording twice. {{B}}TASK ONE—ADVANTAGE{{/B}} ·For questions 13—17, match the extracts with the advantages, listed A—H. ·For each extract, choose the advantage stated. ·Write one letter (A—H) next to the number of the extract. A Incentive for key employees B Ease of organization C Direct control of business D More specialized management E Tax advantages F Ease of closing G Greater source of capital H Share strength of other owners

填空题The organisation and administration of wages and salaries are complex and varied. (9) In others, the Accounts Department is responsible for calculations of pay, while the Personnel Department is more interested in negotiations with staff about pay. If a firm wants to introduce a new wage and salary structure, it will have to decide on a method of job evaluation and ways of measuring the performance of its employees (10) In job evaluation, all of the requirements of each job are specified in a detailed job description (11) To pay each job what it is worth, the values are linked to the firm's salary structure. For middle and higher management, a-well-known points method is the Hay System. This evaluates personnel on their knowledge of the job, their responsibility, and their ability to solve problems. Because of the difficulty in measuring administrative work, however, job grades they are often decided without reference to an evaluation system based on points or factors. In attempting to reach a salaries policy, the Personnel Department should compare the value of each job with those in the job market. (12) (13) Where it is simple to measure the work done, as in manual work, monetary incentive schemes and merit awards are often selected. For indirect workers, where measurement is difficult, methods of additional payments include bonus schemes based on the performance of the company. (14) Fringe benefits such as sickness and pension schemes, sports clubs, housing and canteens are all an accepted part of the condition of work.A. Each of these requirements is given a value, usually in "points" or "factors" which are added together to give a total value for the job.B. It is said that payment for a job should vary with any differences in the way that job is performed.C. In some companies the Personnel Department has more responsibility for wages and salaries than the Accounts Department.D. Employees in a company get more or less the same amount of payment from year to year.E. Non-financial incentive schemes are becoming more popular for all grades of staff.F. In order to be successful, that pay structure will need agreement between Trade Unions and management or a dearly defined system for dealing with problems.G. It should also analyse economic factors, such as the cost of living and the labor supply.H. Indirect workers get regular payments such as bonus as awards for their performance in the company.