填空题AEnsuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today. It used to be so easy. A fat pay cheque and the promise of promotion was all that was needed to keep people committed, loyal and happy. But the world of work has changed, and nowadays, organisations cannot rely on the corporate cheque book to give them the edge. Numerous employee surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motivation equation.BOne of the problems is that managers often don't appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just won't work in today's technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.CWhat most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices - but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.DOrganisations should focus on asking people what they want - a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skilfully, or you won't get to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant might be scared by the city trader's job, but both may be very satisfied with their own job.EThere are huge gaps between what employees expect from employers and what they actually get. For instance, employers' emphasis on employability (equipping workers with 'marketable' skills) may be somewhat misguided. One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasn't delivering, which had a detrimental effect on the employees' workplace performance and attitudes. The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees' values and goals with those of the organisation, much more conversation is needed.

填空题· Read the text below about Nike.· For each question 31—40, write one word in CAPITAL LETTERS Eliminating Sweatshops at Nike: Just De it! Over the past decade, Nike has been one of the most profitable companies in the United States. However, at a time when the company's spokesperson, Michael Jordan, was bringing in over $10 million, the young, mostly women workers in its Indonesian plants were taking home only $ 2.23 a day. {{U}}(31) {{/U}}, working conditions in Nike's Serang plant, 50 miles west of Jakarta, were far from ideal. Hundreds of workers, some children, were crowded into vast sheds where they glued, stitched, pressed, and boxed 70 million pairs of{{U}} (32) {{/U}}a year. Collusion between local management and government made organizing workers into unions both difficult and dangerous, and the high level of unemployment left workers powerless. Taken together, these labor practices helped keep cost so low and quality so high that a pair of running shoes that{{U}} (33) {{/U}}for $75 retail in the United States cost just $18.25 to manufacture. With this type of cost and price structure, it is easy to see how Nike became so profitable. However, the ability to sustain these practices became an issue in 1996 when the U.S. media exposed these sweatshop conditions. As consumers became increasingly aware of{{U}} (34) {{/U}}their sneakers were actually being made, some felt guilty, and human rights groups went so far{{U}} (35) {{/U}}to organize boycotts of Nike products. Given the damage to Nike's image and future profitability, something had to be done. At first, Nike CEO Phillip Knight defended his operations, noting that Nike pays its workers no{{U}} (36) {{/U}}than its rivals do and that these workers make more than minimum wage in the host countries. Critics countered that the level of pay was{{U}} (37) {{/U}}the subsistence level and much lower than what is paid by other U.S. companies such as Coco-Cola, Gillette, and Goodyear. To end this image problem{{U}} (38) {{/U}}and for all, on May 12, 1998, Knight pledged to (a) raise the minimum worker age requirement, (b) adopt U. S.-style safety and health standards, and (c) allow human rights groups to help monitor working conditions in all foreign plants. He again showed his commitment to reform six months later{{U}} (39) {{/U}}raising wages 22 percent to offset the currency devaluation that rocked Indonesia in the fall of 1998. Knight used both occasions to challenge his competitors to do the same, realizing that their failure to do so would put Nike at a competitive disadvantage. Although it is currently unclear how these{{U}} (40) {{/U}}will respond, it is obvious that Nike is at least trying to establish its image as a trend setter in both footwear and working conditions in international locations.

填空题Thinking of moving to another company?First check its corporate culture Finding the right cultural 'fit' is vital to a successful career move. If you join a company with a corporate culture that you find uncomfortable, you could find yourself demotivated and dissatisfied. And once you fall into this state t may De difficult to get yourself out of it. Hence the importance of taking the time to fine out as much as possible at)out what the organisation is like - before committing yourself to a move.The trouble is that organisational culture is hard to assess - especially from only a brief meeting. (9) Don't make the common mistake of many candidates and rely solely on your intuition, as you might easily miss important clues.The best results come from researching the company beforehand, consciously observing the environment and people's behaviour (10) Planning them in advance reduces the risk of forgetting to mention something significant.For instance, in the interview, ask to see the company's mission statement. It can be illuminating, setting out the organisation's long-term direction and goals, its underpinning beliefs and values. However mission statements are frequently aspirational. (11) Ask to what extent the organisation feels that it achieves its mission statement.Ask to see the organisation and departmental chart. A steep hierarchy or highly centralised structure s often bureaucratic and inflexible. (12) Conversely, those who like clear career Darns and lines of decision-making are unlikely to feel comfortable n a fiat or decentralised structure.The degree to which an organisation has systems for managing its staff is indicative of the value placed on developing and nurturing its people. (13) If these are limited, staff are unlikely to count for much in the company, and joining the organisation could lead you nowhere in the long term.Staff are your best source of information about the corporate culture. (14) After all, personal impressions based on experience will give you greater insight into the reality of working there than anything else.Corporate cultures do not change overnight, so it is worth trying to find a culture that will suit you from the outset. If you join a company that encourages and rewards behavi0ur you do not personally value, it could be a career move you live to regret.A Find out how performance is appraised, and what opportunities exist for training and development.B The reality may be quite different.C By doing this you can get a good feel for the place.D That is why it can be helpful to adopt a fairly structured approach in the interview.E If you have the opportunity to talk informally, ask what they most like or dislike about the company.F People who value autonomy may be stifled.G Then in the interview you can ask specific questions about aspects of the culture that are important to you.H If you join a company with a corporate culture that you find uncomfortable, you could find yourself demotivated and dissatisfied.

填空题PLC

填空题house painter; insurance agent; typist; priest; steelworker; coal miner; carpenter; stockbroker; school teacher; doctor; boat builder; dentist; train driver; tailor; wine grower; nurse; salesman; shepherd; lawyer; builder; architect; toolmaker; lumberjack; presser; weaver; pop singer; secretary; accountant; engineer; fisherman; hunter; judge.

填空题and doing so harms their top lines, their bottom lines, and their prospects for long-term

填空题How to Pick a Career in Business Picking the right career in business is a matter of matching what you want to do with the kind of life you want to lead Figuring (31) how to strike this balance generally requires prioritizing the following issues: industry, location, and working conditions. First and foremost, ask yourself what industry interests you (32) ? Many websites on the Internet can be (33) great use. For example, Vault. com provides a thorough list of industries that can give you the information necessary for (34) this decision. It is also important to investigate what kind of business careers in your target industry (35) growing and hiring. Location involves many factors. Where would you like to live? Do you prefer big cities or small towns? How far and by what (36) are you willing to commute? Do you want to be close to your family and friends (37) do you want to strike out into new territory? Many people also (38) into account the cost of living in different areas of the country or world. Then (39) the question: what kind of working environment best suits your working style? Some people need to feel rooted to a workspace (40) they are surrounded by coworkers, while others hope to see new faces every day. When choosing your career in business, try to consider which way—or in which combination—you are most comfortable and productive.

填空题Kelly Associates Investigative Consultants I hope that you are enjoying the challenge of your tour in the United States of America. Perhaps my firm can be of much service to you in meeting that41 challenge. Kelly Associates specializes in the prevention and detection of42 the business frauds, which are making a significant problem in the United States.43 The US Department of Justice estimates that frauds will cost US businesses44 more than $90 billion per year. That is nearly 10 percent of the US Gross45 National Product. Much of our experience involves in frauds by unscrupulous46 US businessmen against foreign firms and foreign governments. Regrettably, we47 have nearly always been engaged after the economic damage has been done and48 embarrassment is unavoidable. We will, of course, continue to conduct out such49 inquiries, but we would prefer to prevent from these frauds through earlier50 investigations. I am enclosing a brochure that reflecting some of our51 qualifications.' Whenever you feel you need to know more about both companies52 or individuals with whom your government or compatriots are preparing to do business, please call on us. We assure you of our complete discretion.

填空题{{B}}PART ONE{{/B}} ·You will hear the organiser of an annual conference attended by the sales representatives of a large company. He is telling them about the arrangements for the conference. ·As you listen, for questions 1-12, complete the notes, using up to three words or a number. ·After you have listened once, replay the recording. BUSINESS MANAGEMENT TODAY Seminar / Workshop programme MARKETING 1______ 2______ Bishop's Hall One STRATEGIC ANPLNNING Bishop's hall Two HUMAN RESOURCES 3______ TIMETABLE LOCATION 9.30-11.00 4______ Hall Coffee and biscuits 5______ 11.30-1-00 6______ Lunch 7______ 2:00-3:30 8______ Tea and biscuits 4:00-5.30 9______ 5.30-6.30 10______ NB Books and resource materials On display in 11______ TIME Centre closes 12______

填空题 ·Read the text below about business on line． ·For each question(31-40)，write one word in CAPITAL LETTERS on your Answer Sheet． {{B}} Internet：A Cost．effective Way to Promote Business {{/B}} The Internet is changing the way people shop and purchase goods．It has created a new market with great opportunities for people running a small home-business and gives them a big edge over the typical retail establishment．Before．if a customer wanted to buy a stereo，for example，they had to jump into their car，go to a{{U}} (31) {{/U}}stores to see who has the best price，deal with the traffic and wait in long lines，then make the purchase．With the Internet，{{U}} (32) {{/U}}is done right from the comfort of the consumer's home．They simply point＆click．There is{{U}} (33) {{/U}} limit to the amount of business that a web merchant can bring in from on-liue sales and it can be done right from your home．You are not 1imited to state or national boundaries．The whole World is your customer base!Compared to say a local flower shop{{U}} (34) {{/U}}is limited to only the customers within that general area．The World Wide Web has created an avenue for individuals to set up shop and generate high profits{{U}} (35) {{/U}} the expensive overhead costs of a brick and mortar storefront．It has given an opportunity for small businesses to present the appearance of a large，well-established company，which puts{{U}} (36) {{/U}}on a level playing field to compete{{U}} (37) {{/U}}the larger companies．It is a low-maintenance low-cost form of advertising your products and services．To get and set up with your own on-line store is extremely easy and cheap．In fact，it's the most cost-effective way to reach many thousands of buyers{{U}} (38) {{/U}}the globe．Having a website is a must for{{U}} (39) {{/U}}company doing business today to remain competitive and offer convenience to {{U}}(40) {{/U}}customers．If you don't have a website，chances are your competitors will，and they will make the sale．

填空题 Task Two—Advice · For questions 18-22, match the extracts with the problem, listed A-H. · For each question, choose the advice they gave. Write one letter (A-H) next to the number of the extract. A. Never give up and keep faith. B. Start a business during college time. C. Make sure you enjoy what you are doing. D. Ask for help and follow advice from others E depend only on your own effort F Work with big companies. G Get financial support from others.

填空题BPART ONE/B· Look at the statements below and at the five extracts on the opposite page from an article about how employees are motivated.· Which section of the article (A, B, C, D or E) does each statement (1-8) refer to?· For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer Sheet.· You will need to use some of these letters more than once. BA/BEnsuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today. It used to be so easy. A fat pay cheque and the promise of promotion was all that was needed to keep people committed, loyal and happy. But the world of work has changed, and nowadays, organisations cannot rely on the corporate cheque book to give them the edge. Numerous employee surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motivation equation.BB/BOne of the problems is that managers often don't appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just won't work in today's technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.BC/BWhat most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices - but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.BD/BOrganisations should focus on asking people what they want - a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skilfully, or you won't get to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant might be scared by the city trader's job, but both may be very satisfied with their own job.BE/BThere are huge gaps between what employees expect from employers and what they actually get. For instance, employers' emphasis on employability (equipping workers with 'marketable' skills) may be somewhat misguided. One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasn't delivering, which had a detrimental effect on the employees' workplace performance and attitudes. The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees' values and goals with those of the organisation, much more conversation is needed.

填空题ATM

填空题"Slugging It Out In Japan" by Warren Cromartie with Robert WhitingRodansha International Press, Tokyo and New York, Y 3,000 (US $ 22,50) This book is the story of how Warren Cromartie, a 29-year-old African-American major league baseball-player from Mia- mi, made good in Japan. It is also a tale of how this good-natured, plain-spoken player came to eventually understand and like the Japanese and their way of life, of which "Cro" learned the meaning of being a team player in Japan, "a group person."Someone once wrote that if white Americans wanted to understand the black experience in the US, they should try living in Japan," writes Cro, summing up the problem he faced, being non-Japanese first and foremost, and black second. He knew what he was writing (31) Cro is a child of Liberty City, the tough ghetto of Miami, He (32) up in a broken home, with a stepbrother who (33) time in jail for armed robbery. Following in the footsteps of his neighbour Cassius Clay, Cro used his athletic skill as a ticket to a better world. Rising steadily in the baseball circuit, he had a success full seven years with the Montreal Expo team (34) there were a number of personality clashes with his coaches and some of the other players. Then in 1984, the Giants, Japan's premier team, offered Cro more money. (35) any American team would to join them. He went.Soon Cro was stuck in a cramped apartment in Tokyo, photographers ever ready outside his door, his days composed of endless, exhausting practices and long, slow games where he would be (36) to taunts from the terraces.More than any other Japanese team, the Giants put a premium (37) team harmony and mental training as well as the physical side of play. Young pitchers would be forced to throw fast- bells for hours before a big game. The same training films would be shown day-in, day-out. Coaches would repeat identical speeches before every game. (38) Cro and other foreigners were allowed some leniencey, their tolerance for that kind of treatment was much lower, and their attitudes were quite different. "If you smiled, someone would criticize you for not being serious enough," Cro says of Japan's sports press. "If you scowled, some writer would attack you for disrupting team harmony. God forbid fooling around." Cro's six-season stint gradually taught him in the end to become a team player, winning praise not only for helping to boost the Giants standing in the league, but for becoming well attuned to Japanese mores and attitudes. Much to his own surprise, he felt the he had learned to .fit in , and the Japanese had learned to respect him. "I got the impression (39) now I has endured six years in Japan, taking everything that had been thrown my way, the Japanese has finally decided to adopt me." he writes."People back home have told me that I have a different attitude than I used to. Mind you, I'm still not the type of person to hold everything in. I express emotions. I moan, I'll still curse, which is something the Japanese never do but , living in Japan, I've tried to tone it down," say Cro. "Slugging It Out" nicely combines a treatise on personal growth and international understanding with amusing stories about a bevy of colourful characters. It (40) a keen insight into both the way the Japanese play baseball and the way they outsiders.

填空题Maximizing shareholder value alone is not a good enough long-term strategy.

填空题EAC

填空题 FREE GIFTS1. Sue Barnard works as a freelance .............................2. One of her clients produces .............................3. Last week she was working in Wales, at a client's .............................4. She noticed that Prime magazine was offering a ............................. as a gift.5. The magazine was contained in a .............................6. The magazine's marketing policy involved carrying out a .............................7. Rival magazines are offering gifts such as a book, a ............................. or a .............................8. All the free gifts are being offered in response to increasing .............................9. Magazines can get trapped in what Sue calls a .............................10. Advertising is a more important source of profits for magazines than the .............................11. Free gifts need to reflect the real ............................. of the magazine.12. A gift may increase magazine sales by up to .............................

填空题{{B}}PART ONE{{/B}}· You will hear the opening of the Factories of the Year awards ceremony.· As you listen, for questions 1-12, complete the notes, using up to three words or a number.· After you have listened once, replay the recording. {{B}} Notes on selection procedurePanel of judges:{{/B}}· Head of panel, Jacqueline Allen, teaches {{U}}(1) {{/U}} at Barrington Business School{{B}}Selection process: first stage{{/B}}· a questionnaire that was {{U}}(2) {{/U}} long{{B}}Measurable performance criteria included:{{/B}}· length of {{U}}(3) {{/U}} which affect productivity· success in achieving reliable {{U}}(4) {{/U}} times{{B}}Less tangible performance criteria included:{{/B}}· importance of {{U}}(5) {{/U}}.· how well companies deal with {{U}}(6) {{/U}}.{{B}}Selection process: second stage{{/B}}· judges compiled a {{U}}(7) {{/U}} of factories to visit{{B}}Standard characteristics of winning factories included:{{/B}}· effective procedures in the area of {{U}}(8) {{/U}}.· determination to be the best· innovations that help to achieve the factory's {{U}}(9) {{/U}}.{{B}}New characteristics of winning factories:{{/B}}· excellence at {{U}}(10) {{/U}} management· provision of {{U}}(11) {{/U}} to assist personnel and visitors in finding their way· tracking flow of production, e.g. by using {{U}}(12) {{/U}}.