填空题Ships that mainly take passengers are called {{U}} {{U}} 1 {{/U}} {{/U}}liners/passenger cargoes/tramps/, and ships that carry bulk cargoes are called {{U}} {{U}} 2 {{/U}} {{/U}}container /vessels/liners /tankers/. Exporters can {{U}} {{U}} 3 {{/U}} {{/U}}consign/charter/transfer/vessels on the ship {{U}} {{U}} 4 {{/U}} {{/U}}Exchange/Stock Exchange/Baltic Exchange/, and a {{U}} {{U}} 5 {{/U}} {{/U}}shipbroker/stockbroker/commodity broker/will handle the deal. The contract between the ship-owner and exporter is called a {{U}} {{U}} 6 {{/U}} {{/U}}charter party/chartering party/chartered party/, if the vessel is only making one trip from, say, Hamburg to Jakarta, the contract will be for a {{U}} {{U}} 7 {{/U}} {{/U}}mixed charter/a time charter/a voyage charter/. But whether chartering or not, the consignor will have to complete a {{U}} {{U}} 8 {{/U}} {{/U}}bill of loading/ bill of lading/bill of exchange/giving details of the shipment. This document is a document of title and if made 'to order' is {{U}} {{U}} 9 {{/U}} {{/U}}negotiable/non-negotiable/acceptable/. It can only be signed by the captain of the vessel who states whether the bill is clean or dirty. If the bill is dirty it means the goods {{U}} {{U}} 10 {{/U}} {{/U}}have something wrong with them/have nothing wrong with them/have not been taken on board/. If the bill is clean, the shipping company will {{U}} {{U}} 11 {{/U}} {{/U}}take complete responsibility under any conditions/responsibility under certain conditions/take no responsibility under any conditions/. In container shipments a combined container bill of lading is used and this {{U}} {{U}} 12 {{/U}} {{/U}}allows transshipment/does not allow transshipment/allows a rebate/.

填空题 Employment with Kinson plc Staff Support Advisers required We are a newly-formed division of Kinson plc, one of the UK's largest quoted companies, and provide business customers (31) solutions that combine leading-edge e-commerce technology and an integrated nationwide customer support network. The formation of this new division has created a number of exciting and challenging roles within the call centres of two (32) our seven sites. We have vacancies (33) Staff Support Advisers. Working closely with the Business Managers, your job will (34) to gear the business up for the challenges ahead by implementing a programme of radical change. When completed, this programme will enable the management team to use our people resources more effectively, and (35) so doing facilitate the implementation of our company's business plan. You will be involved in all aspects of human resources activity, including providing advice and guidance to your business partners and policy development, in (36) to implementing any training and development initiatives the company may launch from time to time. We are looking for talented individuals (37) good generalist grounding has been gained in a customer services or customer-focused environment where your flair and ideas (38) currently being underused. You must be able to influence business decisions from a human resources perspective and create innovative solutions. You should also be a resilient, adaptable team player, as (39) as having a track record of coaching others. In return, an excellent salary and benefits package is (40) often The successful applicant will have the advantage of outstanding opportunities for personal development and advancement.

填空题This sentence is grammatically incorrect: 'I'd like to {{U}}talk you{{/U}} about my experience'. Instead, we can either say 'I'd like to {{U}}talk about{{/U}}...' or 'I'd like to {{U}}talk to you{{/U}} about...' or 'I'd like to {{U}}tell you{{/U}} about...'. Correct the following sentences. I need to talk my manager about that. talk to my manager

填空题41. Developments in the "suppliers" environment can have a substantial effect on42. the company's marketing operations. Marketing managers need to watch at price trends43. of their key outputs. Rising costs of sugar or cocoa may be force Hershey to raise its44. prices or shrink its candy-bar sizes, neither step probably hurting Hershey's45. sales. Marketing managers are equally concerned with supply availability. In supply46. shortages, labor strikes, and other events can prevent with fulfilling delivery promises47. and lose sales in the short run and damage customer goodwill in the long run.48. Many companies prefer to buy multiple sources to avoid being depending from a49. single supplier who might raise prices or limit supply. Company purchasing agents50. try to build long term on relationships with key suppliers. In times of shortage,51. purchasing agents find that they have to "market" their company to suppliers52. in order to obtain his preferential supplies.

填空题· Read the article below about consumers' attitudes to goods described as 'premium'.· Choose the best sentence from the opposite page to fill each of the gaps.· For each gap (9-14), mark one letter (A-H) on your Answer Sheet.· Do not use any letter more than once. {{B}} Shoppers wary of 'premium' goods{{/B}} One of the marketing industry's favourite terms is 'premium' - usually taken to mean 'luxury' or 'top quality'. The ideal is to create a premium car, wristwatch or perfume - something that appears to transcend the ordinary. When they succeed, marketers are able to charge high prices for the resulting product. However, manufacturers should take note of a recent survey of shoppers' attitudes to so-called premium goods. {{U}}(9) {{/U}} In fact, the tag seems to have become devalued by overuse. Consumers of all socio-economic backgrounds are very keen to buy the best - but not all product categories lend themselves to a premium status. 'Premium' can be used in any category where image is paramount, and that includes cars, toiletries, clothes and electronics. {{U}}(10) {{/U}} Banking and insurance are typical of this second group. More than 70 per cent of consumers interviewed in the survey said that a premium tag on everyday items such as coffee or soap is an excuse to charge extra for products that don't always have extra benefits. {{U}}(11) {{/U}} The prevalence of such a suspicious attitude makes life hard for the marketers. While the word 'luxury' had a clear and definable meaning among respondents - most related it to cars - 'premium' was found to be harder to define. Oddly, the only category apart from cars where 'premium' was understood to mean something specific was bread. {{U}}(12) {{/U}} Several respondents said they would never pay much for a standard sliced loaf but on special occasions would happily pay double for something that qualifies as a treat. Packaging was found to be an important factor in charging extra for premium products, with sophisticated design enabling toiletries, electronics or food items to sell for far more. Shoppers are willing to pay extra for something that has had thought put into its outward appearance. {{U}}(13) {{/U}} Yet the knowledge has no impact on their choice. The profit margin on premium-priced toiletries and beauty items can be as much as 300--400 per cent - and in excess of 500 per cent for hi-fi and other electronic goods. {{U}}(14) {{/U}} In a crowded marketplace such as cars or mobiles, it's far more difficult to achieve this transformation than you might think. A The term is less effective, however, in areas where style and fashion play a smaller role.B The product hidden behind this attractive exterior may be exactly the same as an item selling for half the price, and shoppers may be quite aware of this.C The results suggest that the term 'premium' means very little to consumers.D A fifth of them went further, and dismissed the very word as simply a way of loading prices.E It follows that price and utility are not the only factors in play when it comes to purchasing decisions.F With such an incentive, the challenge for marketers is to find the triggers that can turn an ordinary product into something consumers will accept as premium.G The survey found that consumers were prepared to pay top prices for speciality items, just as long as prices for everyday products remained low.H When they succeed, marketers are able to charge high prices for the resulting product.

填空题 Protecting the corporate memory Many companies risk losing expertise through job cuts. But by analysing how staff interact, they may be able to minimise the damage. Many staff have knowledge which is essential to their company. So what can businesses do to avoid losing that expertise when staff leave, and to dissuade employees from keeping their knowledge to themselves in the face of possible job cuts? First, they need to recognise the problem. A downturn in the economy exposes many companies' lack of commitment to understanding and using their people's knowledge. When companies feel they're in a crisis, it is one of the things that goes by the board. Unless, that is, they've made it a routine or suffered because of losing knowledge in the past. Next, any attempt to stop knowledge walking out of the door must be handled sensitively. (9) Employees would be extremely cynical and see it as an attempt to extract their unique knowledge, which they believe gives them job security. Strong incentives are needed to coax people into divulging their expertise when being dismissed. (10) At first sight, this might seem excessive, but the disadvantages should be weighed against the benefits. Of course, not all knowledge can be captured by the organisation and turned into a process. (11) To find out who these 'knowledge hotspots' are, companies need to question their staff and analyse their social networks. Companies shouldn't ask employees what they know, but who they would ask if they wanted to know about different subjects. (12) And, more importantly, the process reveals the others who always know somebody who knows. The latter can be high on the list for redundancy because managers are unsure what they do, or because they appear to be weak performers. (13) People like this are often not ambitious but they can hold a company together. The most valuable knowledge is often not possessed by the people who seem to be star performers. If those at the centre of knowledge networks come to be seen as the most valuable people, those who keep their knowledge to themselves will look vulnerable when downsizing is deemed necessary. (14) In such companies, the incentive to share knowledge should be even greater when jobs are under threat. For some companies, it may be too late to salvage important knowledge. Building a culture where knowledge is understood, valued and shared can take a long time. Now may be the time to prepare for the next downturn.A. Organisations that reward people for sharing knowledge will know who falls into each of these two opposing categories.B. This approach enables them to identify those with a limited number of network relationships.C. Launching a knowledge-sharing initiative at a time when people are expecting redundancies would not be a good idea.D. This provides evidence of the risk that such a policy will meet resistance. Because of the difficulty of achieving this, it is far better not to lose the valuable sources of knowledge at all. But a 'knowledge mapping' exercise might reveal that they play a critical role as mentors to the rest of the team.G. The price may be an increase in their redundancy package, provision of career counselling, or an agreement to hire them back as consultants.H. When companies feel they're in a crisis, it is one of the things that goes by the boar

填空题· Read this text taken from an article about using wind to generate power.· Choose the best sentence from the opposite page to fill each of the gaps.· For each gap 9-14, mark one letter (A-H) on your Answer Sheet.· Do not mark any letter more than once. {{B}} Using wind to generate energy{{/B}}Using the wind to generate energy is often considered unfeasible. In Great Britain, however, wind power is no longer a subject for cranks and dreamers.{{U}} (0)H {{/U}}The wind now generates enough electricity to supply 250,000 people. Power companies are investing heavily in the business and windmills are becoming a common sight.{{U}} (9) {{/U}}Even though wind power is clean and does not produce any greenhouse gases, pressure groups are determined to prevent its spread.The National Wind Power Company wants to develop a huge wind farm on the top of Flaight Hill, an extremely beautiful area of Northern England. If they are given the go-ahead, the company will erect 44 rotors there.{{U}} (10) {{/U}}They complain that the 60 metre turbines will spoil one of Britain's last remaining areas of natural beauty. They say that this is totally unacceptable.{{U}} (11) {{/U}}They say that because the turbines are usually seen from some way away, their size would not be noticed because of the scale of the countryside. The idea that wind farms ruin rural areas is not accepted by the British Wind Energy Association. The only problem is that people haven't got used to them yet.{{U}} (12) {{/U}}They also claim that using the wind is an essential element in attempts to reduce pollution. And this is not all. {{U}} (13) {{/U}}To support this, they point to statistics which show that 51 per cent of the power generated by wind turbines can be extracted, compared with about 30 per cent of that generated by coal-fired power stations.The government is keen to boost the amount of electricity generated by renewable energy sources. In 1994, renewables, including the wind, produced just 2 per cent of Britain's electricity, compared with almost half from coal-powered stations. In future, the government would like to see at least 10 per cent of the nation's power coming from the wind.{{U}} (14) {{/U}}This, however, would cover up to 1,250 square miles of countryside. One answer is to locate some of them at sea. It is estimated that as much as 20 per cent of Britain's energy needs could be supplied by, offshore wind turbines by the year 2025.A. Local residents are determined to fight this plan.B. They also dismiss claims that wind technology is inefficient.C. However, this development has not been universally welcomed.D. To achieve this, some 40,000 300-kilowatt turbines would be needed.E. In a press release they state that the countryside is always changing and they deny that wind machines look ugly.F. Recent research, however, has indicated some new problems.G. Such allegations are dismissed out of hand by the company.H. It is now regarded as an important and economically viable source of energy.

填空题{{B}}PART THREE{{/B}}{{B}} ·Read the following text. ·Each question has four suggested answers or ways of finishing the sentence, A, B, C and D. ·Mark one letter A, B, C or D for the answer you choose.{{/B}} What makes a leader? That's the question star headhunter Thomas J. Neff and James M.Citrin try to answer in their recent book, "Lessons from the Top: The Search for America's Best Business Leaders".The six principles shared by top business leaders and discussed in the book are: Living with integrity, developing a winning strategy or "big idea", building a great management team, inspiring employees to greatness, creating a flexible and responsible organization and using reinforcing management systems.Citrin and Neff elaborated on the six principles in a recent Business Week interview. The most important one for business leaders is passion about what they are doing. "The leaders we interviewed for the book loved to talk about their jobs.""Also, the high-level jobs today are so enormously demanding that successful executives must have a high energy level. They work an average of 65 hours per week. When the passion and drive ebb, that's when you know it's time for that person to move on," said Neff.Top leaders are clear thinkers. They are focused, know where they are heading, and are able to communicate with a wide audience.Today's successful leaders know more about the team approach than did their predecessors. "It wasn't too many fears ago that the dictatorial approach, the command-and-control management style, was accepted. Today, it's more about Working through people, being more of a leader and empowering other executives on the team to carry out the mission," said Neff.Citrin and Neff are not pretending to be sociologists, but it is clear that the dynamics of the labor market have given more power to talented employees. People in an organization often have the exact same information at about the same time as a person at the top. So no more can one take for granted that information is power.People often say it is difficult to create a good balance between work and family. Some feel you can be successful in work or with your family, but not both. But the reality seems to be that a strong family life and success on the home front actually contribute to professional success. Many of the CEOs interviewed by Citrin talk about the role their spouses play in their success. Of the 50 interviewed in the work, 42 are still married to their original spouse—a sharp contrast with the national divorce rate in the United States.

填空题IPR

填空题I had a really terrible day at the office. I managed to {{U}} {{U}} 1 {{/U}} {{/U}}quite a lot of work in the morning, and I {{U}} {{U}} 2 {{/U}} {{/U}}my new boss endless cups of coffee, and I {{U}} {{U}} 3 {{/U}} {{/U}}all the filing. But she didn't seem to be at all happy. After lunch I {{U}} {{U}} 4 {{/U}} {{/U}}a few more letters, and I was a bit tired, so I {{U}} {{U}} 5 {{/U}} {{/U}}a few small mistakes. She was absolutely furious and {{U}} {{U}} 6 {{/U}} {{/U}}such a fuss! I told her I was {{U}} {{U}} 7 {{/U}} {{/U}}my best and that seemed to {{U}} {{U}} 8 {{/U}} {{/U}}her even more angry. I think she ought to learn to {{U}} {{U}} 9 {{/U}} {{/U}}her own typing.

填空题·You will hear five different people talking about their present jobs.·For each extract there are two tasks. For Task One, decide the feeling of each speaker from the list A-H. For Task Two, choose the outcome of the talk from the list A-H.·You will hear the recording twice. TASK ONE--THE FEELING OF THE SPEAKER·For questions 13-17, match the extracts with the feelings, listed A-H.·For each extract, decide what the feeling of each speaker is.·Write one letter (A-H) next to the number of the extract.A being angryB being proudC being worriedD being unsatisfiedE being jealousF being tired of the jobG being cautiousH being disappointed

填空题Stakeholders can't simply rely on market forces to ensure global corporate social responsibility.

填空题More rights have to be given to promotable subordinates, even though the boss is competent.

填空题 ·Read the text below about labor shortage. ·For each question (31-40), write one word in CAPITAL LETTERS on your Answer Sheet. Wish little service productivity growth, the principal way of expanding output has been to add more bodies. Politicians love to take credit{{U}} (31) {{/U}}an 18. 2 million increase in jobs in this decade,{{U}} (32) {{/U}}in the service businesses firms essentially have been digging the Grand Canyon with millions of people equipped only with picks and shovels-more production but achieved by the brute-force technique of adding bodies, rather{{U}} (33) {{/U}}by improving efficiency. The opportunities{{U}} (34) {{/U}}improve service productivity through office automation, better management, etc. are tremendous, even{{U}} (35) {{/U}}an increase in the skills of the rank and file. The pressure to get that improvement will come from the customers, themselves facing excruciating global competition. A manufacturer can be, doing a bang-up job of raising his own productivity. Furthermore,{{U}} (36) {{/U}}the globalization of almost everything, service industries from finance{{/U}} (37) {{/U}}airlines are now experiencing direct international competition. And the deregulation of banking, trucking, telecommunications and other service industries has freshened the bracing winds of competition, forcing companies{{U}} (38) {{/U}}AT￡T and U. S. West to slash their workforces to dramatically improve productivity. A speed-up in productivity growth means that fewer additional service workers will be hired{{U}} (39) {{/U}}non-manufacturing productivity had grown on trend in the last decade, jobs would have been creeled, and the current unemployment rate would be 13%, and if overall productivity growth in the next ten years averages 2%, the unemployment rate will still average about 10%. So forget about labor shortages in the 1990s. Any slowdown in the labor supply will be more than compensated{{U}} (40) {{/U}}by increased use of machinery and computers, and by people working better and smarter.

填空题The Four-Day Workweek Is Winning Fans In an era when most of us seem to be working more hours than ever (provided we're still lucky enough to have jobs), 17, 000 people in Utah have embarked on an unusual experiment. A year ago, the Beehive State became the first in the U. S. to mandate a four-day workweek for most state employees, closing offices on Fridays in an effort to reduce energy costs. The move is different from a furlough in that salaries were not cut; nor was the total amount of time employees work. (9) But on that fifth (glorious) day, they don't have to commute, and their offices don't need to be heated, cooled or lit. After 12 months, Utah's experiment has been deemed so successful that a new acronym could catch on: TGIT (thank God it's Thursday). (10) Altogether, the initiative will cut the state's greenhouse-gas emissions by more than 12, 000 metric tons a year. (11) "It's beneficial for the environment and beneficial for workers," says Lori Wadsworth, a professor at Brigham Young University who helped survey state employees. "People loved it." Those who didn't tended to have young children and difficulty finding extended day care. (12) Private industry is interested as well—General Motors has just instituted a workweek of four 10-hour days at several of its plants. "There is a sense that this is ready to take off," says R. Michael Fischl, an associate dean at the University of Connecticut's law school, which is organizing a symposium on four-day weeks. The advantages of a so-called 4-10 schedule are clear: less commuting, lower utility bills. (13) By staying open for more hours most days of the week, Utah's government offices have become accessible to people who in the past had to miss work to get there in time. (14) Plus, fears that working 10-hour days would lead to burnout turned out to be unfounded—Wadsworth says workers took fewer sick days and reported exercising more on Fridays. "This can really make a difference for work-life balance," says Jeff Herring, Utah's executive director for human resources. Of course, in the age of the BlackBerry, fewer days in the office may not make much of a difference in terms of workload. But as energy prices start rising again, it makes sense to be flexible and find savings where we can.A．The disadvantage of 4-10 schedule is clear.B．And perhaps not surprisingly, 82 % of state workers say they want to keep the new.C．The state found that its compressed workweek resulted in a 13% reduction in energy use and estimated that employees saved as much as $ 6 million in gasoline costs.D．And there have been unexpected benefits as well, even for people who aren't state employees.E．They pack in 40 hours by starting earlier and staying later four days a week.F．Managers from around the world have gotten in touch with Utah officials, and cities and towns including El Paso, Texas, and Melbourne Beach, Fla., are following the state's lead.G．With the new 4-10 policy, lines at the department of motor vehicles actually got shorter.H．A year ago, the Beehive State became the first in the U. S. to mandate a four-day workweek for most state employees, closing offices on Fridays in an effort to reduce energy costs.

填空题· You will hear five different people talking about problems and responses to them in the companies where they work.· For each extract there are two tasks. For Task One, decide which problem each speaker mentions from the list A-H. For Task Two, decide which response the company made to the problem from the list A-H.· After you have listened once, replay the recording. {{B}}Task One - Problems{{/B}}· For questions 13-17, match the extracts with the problems, listed A-H.· For each extract, decide which problem for the company is mentioned.· Write one letter (A-H) next to the number of the extract.A The directors' experience was narrow.B Certain products went out of fashion.C There was a reliance on poor-quality supplies.D There were conflicts between directors.E Too many new products were launched at the same time.F Reasons for previous success were misunderstood.G There was a failure to understand economic trends.H Some advisors made poor recommendations.

填空题The headmaster suggested (get) ______ Personal Accident Insurance for the students who were planning ______ on a school skiing holiday.

填空题its short-term debt facilities. Worst of all news, perhaps, Dawkin has just

填空题A Steve CakebreadWhen Salesforce. com, the online customer-relations management company went shopping for a CFO last year, it was ramping up to take on the big boys. It found an experienced hand. Steve Cakebread spent 18 years at HP, running divisions around the world; moved to Silicon Graphics as VP for finance, worldwide sales and distribution; and then joined Autodesk as CFO. He says a long resume has real value: "It's all too easy for a new company not to bring in enough experience."B Mark AngelinoDrawing on his 22 years of sales experience at IBM, Mark Angelino picked a few sectors he wanted to own -- transportation, financial services, manufacturing, and health care —and found sales managers with deep expertise in those industries. Angelino changed the compensation system to reward employees who developed longer-term and more profitable customer relationships. In less than two years, he added ＄1.1 billion in new revenues and almost 2 million new customers, and built Nextel's sales force into the most successful in the telecom industry.C Adam BosworthBosworth's wisdom accounted for his extraordinary success at Microsoft, where he helped lead the development of Internet Explorer and pioneered XML, the standard language at the heart of Web services and the potential universal translator of data between incompatible systems. "I would like to say that Web services was a great engineering achievement, but it was always about keeping it simple, stupid," he says. "The big challenge was getting people aligned with it." At BEA, he has stoutly defended the technological lead of the company's franchise product, the WebLogic application server, against a concerted assault by IBM's WebSpere.D Jeff KayWhen he was only 34, Jeff Kay was tapped to run the National Institute of Standards and Technology, the government's biggest civilian R&D program. With an annual budget of nearly ＄1 billion, he bet on promising new technologies like digital video and advanced composites. Now deeply involved in a ＄1 billion venture capital fund, Kay skips from R&D conferences to university research labs to hot startups in pursuit of smart people and their best ideas. Jeff Kay believes that, for an R&D manager "it's critical to get outside your own four walls."E Angel MendezWhen Mendez arrived at Palm, material costs were rising, margins were shrinking, and the company was smothered by pres of excess inventory. Though he wasn't the first in the tech field to do so, he consolidated nearly all fabrication in China. By tapping suppliers there, Palm was able to cut costs by almost 30 percent. "I have a job where I manage 75 percent of the company's costs," he says. "You literally live and die by your results" Mendez might just live: Palm's gross margins have risen to 31.3% from 29.2% last year.