单选题Sales were good but distribution problems led to a slight drop in profits. The company had problems with ______.

单选题{{B}}Text A{{/B}}{{B}}Background Information{{/B}} Business expenses. Money expended or cost incurred in a firm's efforts to generate revenue, representing cost of doing business. Expenses may be in the form of actual cash payments(such as wages and salaries), a computed "expired" portion(depreciation)of an asset, or an amount taken out of the firm's earnings(such as bad debts). Expenses are summarized and charged in the firm's income statement as deductions from the income before assessing income tax. Whereas all expenses are costs, not all costs(such as those incurred in acquisition of income generating assets)are expenses. List of Typical Business Expenses Following is a list of typical business expense categories. Which ones will be applicable to your business? Advertising expenses Bank service charges and fees Business start-up costs Business taxes, fees, licenses, dues, memberships, and subscriptions Computer, printer, software, telephone and utilities Delivery, freight and express Education expenses for maintaining or improving required skills Insurance expense Legal and attorney fees Maintenance and repairs Meals and entertainment Management and administration fees Office expenses Salaries, wages and benefits Travel expenses {{B}}Learn New Ways to Manage Business Expenses{{/B}} Your products or services might be in high demand, but generating revenue means little if your company can't retain it. Learn how to hold onto the profits you make by managing expenses that you can control. As a business owner, it is likely that you have spent more than one sleepless night thinking about a challenge that faces your company. After all, if you're not constantly focused on how to improve your business, who else will be? Especially when it comes to managing expenses, you probably have the sole responsibility of determining what are acceptable and unacceptable costs. But, what if you no longer had the burden of being the sole big-picture person? What if your employees began thinking about ways to improve the business? Your expenses would likely go down—and you'd probably get a lot more sleep. Get the Most Out of the "Brains" You Hired A major flaw with today's business world is that owners are bottlenecks for their companies' progress and improvement, says Lanny Goodman, CEO of Management Technologies Inc., Albuquerque, N.M. If a company's owner is the only one bearing responsibility for improving operations, then progress is also limited to the owner's ideas, available time and order of priorities. The best way to eliminate this 'bottleneck' effect is by enlisting employees in the quest to improve the company. But how can a business owner inspire workers to truly care about things such as cost cutting? Profit sharing—an agreement between a business and its workers, by which employees share in some of the company's profits—is the ultimate motivational tool, according to Goodman. Most people probably see profit sharing as a benefit better suited for large corporations, but Goodman believes the benefits of profit sharing are universal. Employees should be asked for expense management ideas on a weekly, monthly or quarterly basis, he says. The incentive for employees is that once profit has reached a certain amount, they would receive a certain percentage above that amount. This type of profit sharing is based on the idea that employees have contributed to the increased profits both in terms of generating ideas on cost-cutting as well as working toward these cost-cutting measures. A secondary benefit of profit sharing is that employees who receive additional financial incentives will be less likely to leave—reducing the cost of turnover, Goodman says. In addition, everyone will ensure that co-workers carry their weight because one person's performance affects everyone. If profit sharing isn't the right fit for your company, there are other methods for motivating employees to reduce costs. For instance, Aldonna Ambler, president of AMBLER Growth Strategy Consultants Inc., Hammonton, N.J., tells workers to "find yourself a raise." On a quarterly or annual basis, give employees the task of finding $5 000 or $10 000 that is being used for old and inefficient processes. Then redirect that money toward new technology and innovations, Ambler says. Offer an incentive by directing some of the money to workers who devised effective cost-cutting ideas. Get Centered Motivating your workers is a good start, however, it will mean little if nobody knows how expenses impact your company. According to Ambler, the primary causes of overspending are.. 1. Workers don't know how much they should spend. 2. Workers underestimate how much they can spend and end up having to throw more money at a problem later on. It follows that the remedy for overspending is creating a better understanding of your budget. More clarity can be achieved by grouping your profit and loss statement into easily understandable categories, Ambler says. Once you. have a clear grasp of your budget, compare your gross profit to that of competitors. Use resources such as association industry reports, such as Dun & Bradstreet reports, to determine what your competitors' books look like. Be sure to compare your company's cash flow with others in the industry, says Jerome Katz, Coleman Foundation Chair in Entrepreneurship at the John Cook School of Business at Saint Louis University in St. Louis. Then, use these comparisons as a gage for expense management. Don't Let Bad Debt Go Too Long Your company's success doesn't just depend on attracting new customers, it depends on the ones you retain. For this reason, it can be hard to take a firm stance with customers who have outstanding debt. Unfortunately, it's hard to manage expenses if you can't count on the money that's suppose to come in. Business owners tolerate bad debt too long and wait too long before going to collection agencies, according to Katz. "You're just trying to keep from being stretched so tight that you break," he says. While payment periods differ by industry—from 30,60, 90 to 120 days—more than 120 days is rarely acceptable for any kind of business. If you're concerned that shortening payment periods will offend clients, tell customers right off the bat that someone else—your attorney, your accountant or consultant—is the one pushing you to tighten up payment periods. Another strategy is to offer early payment discounts, such as a 2 percent discount for paying within 10 days instead of paying the full amount in 30 days. By reigning in your customers' debt period, you create more flexibility to manage your business's expenses. Merge Two Industries Your company may fit into an easily definable category—clothing retailer, box maker, auto-parts manufacturer—but you may benefit from blurring the lines a bit. Merging two distinct industries can allow you to eliminate extra costs while directing resources toward key components, Ambler says. For instance, the immensely popular Cirque du Soleil shows combined theaters and the circus. By creating something that is "halfway" between two industries, Cirque has eliminated the need for expenses such as exotic animals on the circus side, and paying big-name actors on the theater side.{{B}}Exercises{{/B}}

单选题Former Football Association chairman welcomed the decision to strip John Terry of the England captaincy while he is facing allegations of racist abuse, insisting it is the same ______ any other public figure would face. A. approval B. sanction C. prohibition D. retaliation

单选题 Questions 23-30 You will hear an interview with Tom Winter, president of Thomtec University, the training and educational body set up by the electronics company, Thomtec. For each question 23-30, mark one letter(A, B, C, or D)for the correct answer. You will hear the recording twice.

单选题What are the principles ______ professional development? A. undermining B. undergoing C. underrating D. underpinning

单选题By the end of the 1990s, there was a widespread ______ that Indian economic reform would be "locked in" under the BJP. A. concordance B. consensus C. coherence D. discrepancy

单选题He was sharply criticised by some race groups, who said his comments could ______ racist stereotypes. A. perpetuate B. prolong C. extol D. lengthen

单选题{{B}}Text A{{/B}}{{B}}Background Information{{/B}} A corporate culture or company's culture is its personality. It tells people how to do their work. It takes its signals from leaders. It underlies motivation, morale, creativity, and marketplace success. How do you manage it? Company culture is the distinctive personality of the organization. It determines how members act, how energetically they contribute to teamwork, problem solving, innovation, customer service, productivity, and quality. It is a company's culture that makes it safe(or not safe)for a person, division or the whole company to raise issues and solve problems, to act on new opportunities, or to move in new, creative directions. A company's culture is often at the root of difficult people-related problems such as motivation, morale, absenteeism, communications, teamwork, retention, injuries, and insurance claims. Because a company's culture affects everything in it—including profits—culture is the real bottom line. A company with a well-developed culture, open to all that its members want to bring, easily outperforms competitors. Culture and personality are similar. When people describe a national, regional, or organizational culture they use words that can apply to a person. For example we might say that a culture is "friendly" or "tough". It might be "driven and aggressive". It might be "active", "analytic", or "open". {{B}}Understanding Corporate Culture{{/B}} Culture: 1. natural phenomenon that is created whenever a group of people come together to collaborate; 2. foundation for all decisions and actions within an organization; 3. the way things are around here. Every time people come together with a shared purpose, culture is created. This group of people could be a family, neighborhood, project team, or company. Culture is automatically created out of the combined thoughts, energies, and attitudes of the people in the group. I often compare culture to electricity. Culture is an energy force that becomes woven through the thinking, behavior, and identity of those within the group. Culture is powerful and invisible and its manifestations are far reaching. Culture determines a company's dress code, work environment, work hours, rules for getting ahead and getting promoted, how the business world is viewed, what is valued, who is valued, and much more. Culture shows up in both visible and invisible ways. Some manifestations of this energy field called "culture" are easy to observe. You can see the dress code, work environment, perks, and titles in a company. This is the surface layer of culture. These are only some of the visible manifestations of a culture. The far more powerful aspects of culture are invisible. The cultural core is composed of the beliefs, values, standards, paradigms, worldviews, moods, internal conversations, and private conversations of the people that are part of the group. This is the foundation for all actions and decisions within a team, department, or organization. Business leaders often assume that their company's vision, values, and strategic priorities are synonymous with their company's culture. Unfortunately, too often, the vision, values, and strategic priorities may only be words hanging on a plaque on the wall. In a thriving profitable company, employees will embody the values, vision, and strategic priorities of their company. What creates this embodiment(or lack of embodiment)is the culture that permeates the employees' psyches, bodies, conversations, and actions. The energy fields that make up a group's culture are dynamic and change continuously. Culture is created and constantly reinforced on a daily basis through conversations, symbols, rituals, written materials, and body language. It is the small, mundane actions and behaviors that create a culture and can shift a culture. Creating and sustaining a healthy, vibrant culture requires reinforcement of the culture through daily and proactive conversations and communications. The failure to discuss the values, purpose, and rules within a group often leads to a culture that is at cross purposes with the stated intention of the group. Poor communication creates a lot of confusion and often a crisis of meaninglessness. Since a culture is created every time a group of people come together to form a team, a company will have many sub-cultures that exist within its main culture. For example, the marketing and technology teams may have different worldviews, jargon, work hours, and ways to do things. A big challenge for today's company is to create a strong, cohesive corporate culture that pulls all of the sub-cultures together and ensures that they can work as a unified team. Most companies try to "fix" perceived problems by addressing the parts of the corporate culture that are easy to see. Some quick-fixes include holding Friday beer bashes and company picnics or adding fringe benefits and perks. None of these actions will have a powerful or lasting effect on a company's culture. So, if the powerful part of culture is invisible, how can you affect it? Through conversation. Conversations have the power to make the invisible visible. Language is not merely descriptive, it is generative. Language and conversations have the power to generate a new, powerful future and to create a cultural energy field that will support and sustain this future. The CEO and leadership team of a company have a powerful impact on culture through their conversations and behaviors. Business leaders can pro-actively create a thriving culture by understanding what culture is(and is not)and learning how to have fundamental business conversations. Unfortunately, most business leaders receive little or no education on how to have powerful conversations that generate culture and actions. Culture building can be learned, but it takes an honest commitment from the leadership team of an organization.{{B}}Exercises{{/B}}

单选题Program Cost $6,100(2013) (covers tuition, all program materials, and some meals) Special pricing is available to companies sponsoring three or more participants. Company may be given a discount if they provide

单选题{{B}}TextA{{/B}}{{B}}BackgroundInformation{{/B}}Motivatingemployeesisvitalifemployersaretoachievemaximumperformanceandproductivity.Thereareawidevarietyofmethodsavailableformotivatingstaff,atpricestosuitallbudgets.Theserangefromrecognizingemployees'achievementsbysimplysaying"thankyou"tomorecomplexschemeswhichcombinesettargetswithfixedrewards.Ensuringstaffremainmotivatedcanhelptoboostproductivity,companyloyaltyandlevelsofengagement.Whiletheoverallorganization'scultureandqualityofmanagementarekeydriversofmotivation,employerscanuseateambuildingeventorindividualincentive,staffawardandsocial,daysout,prizesandvoucherstorewardandrecognizeemployeeswhoachieveintheworkplace.Methodsofrewardtomotivatecaninclude,paperrewardvouchers:onlineaccountsorrewardcardsandinternalawardceremonies.Corporaterecognitionawardsandrewardprogramscanbebothinexpensiveandhugelyvaluablefortheemployerandtoassessthesuccessofrewardandrecognitionschemes,employeemotivationcanberecordedusingtechniquessuchamotivationquestionnaire.FlexibleworkingarrangementsOfferingflexibleworkingarrangementsforstaffcanalsobehugelymotivatingbyenablingthemtoachieveabetterwork-lifebalance.Thiscanbeassimpleasallowingemployeestostartandfinishanhourearlierorlater,orincludeoptionssuchaspart-timework,jobshares,compressedhours,careerbreaksandsabbaticals.OnlineaccountsorrewardcardsTheseworkinmuchthesamewayasvouchers,butemployerscantopupthevalueofemployees'rewardsonline.Technologicaldevelopmentshaveenabledseveralproviderstolaunchcredit-cardstylerewardsystems,whichcanbespentatonlythoseoutletsthatacceptcardsfromthesponsoringpaymentprovidersuchasVisaorMaestro.ElectronicmotivationvouchersareanimportfromAmericaandwhilepapervouchersremainpopularforemployeerewardandrecognition,girlcardsareincreasinglyprevalent.PaperrewardvouchersPaperrewardvoucherswereintroducedtotheUKinthe1970's.Theyhavelongbeenkeytoemployeemotivationstrategiesandareavailableforahugerangeofproductsfromgroceries;householdgoodsandretailitemstoactivityandexperiencedays.Employerscanselectwhichdenominationtheywishtoawardandenablestafftochoosetheirownreward.Thevoucheroptionsincludesingle-storeormulti-retailervouchers.InternalawardceremoniesThesecanbeusedtohighlightemployees'achievements.Annualstafffunctionssuchasawardceremoniesandpartiescanbeofferedtax-freeuptoalimitof￡150peremployeeperyear.Arecognitionawardviaaninternalawardceremonycanbetheculminationofanemployeeincentiveschemeintendedtoimproveemployeemotivation.Theceremonycanbeusedtorecognizestrongindividualorgroupperformanceandprovideemployeerecognitionwithoutbeingcostlyfortheemployer.{{B}}EmployeeMotivationPrinciples{{/B}}WhenMichaelstartedhisownconsultancyheemployedtoppeople;peoplehe'dworkedwithinthepastwhohadshowncommitment,flairandloyaltyandwhoseemedtosharehisvalues.Butafewmonthsdownthelineoneofhisteammembersstartedtostruggle.Jowasputtinginthehoursbutwithoutenthusiasm.Herconfidencewasdropping;shewasunfocusedandnotbringinginenoughnewbusiness.MichaelexplainedtoJotheseriousnessofthesituation.Withoutnewbusinesshewouldlosethecompanyandthatwouldmeanherjob.Heshowedherthebookstoillustratehispoint.Heagainranthroughherjobdescriptionandtheproceduresshewasexpectedtofollow.Hetoldherthathewassureshewasuptothejobbuthereallyneededhertobringinthenewbusinessortheywouldallbeoutontheirear.JotoldMichaelthatsheunderstood.Shewasdoingherbestbutshe'dtryharder.Butamonthlaternothinghadchanged.Afteraninitialburstofenergy,Jowasbacktoheroldways.Nomatterhowexperiencedaleaderyouare,chancesareattimesyouhavestruggledtomotivatecertainindividuals.You'vetriedeverytrickinthebook.You'vesatdownone-to-onewiththeindividualconcernedandexplainedthesituation.You'veoutlinedthebigvisionagaininthehopeofinspiringthem.You'vegiventhemthebottomline:"Eitheryoupullyourfingeroutoryourjobisontheline".You'vedangledacarrotinfrontofthem."Ifyoumakeyourtargetsyou'llgetagreatbonus".Andsometimesitworks.Butnoteverytime.Andtherehavebeencasualties.Ultimatelyifsomeonecan'tgetthejobdonetheyhavetogo.Thegranddaddyofmotivationtheory,FrederickHerzberg,calledtraditionalmotivationstrategies"KITA"(somethingsimilartoKickInThePants).Heusedtheanalogyofadog.Whenthemasterwantshisdogtomoveheeithergivesitanudgefrombehind,inwhichcasethedogmovesbecauseitdoesn'thavemuchchoice,orheoffersitatreatasaninducement,inwhichcaseitisnotsomuchmotivatedbywantingtomoveasbywantingchocdrops!KITAdoesthejob(thougharguablynotsustainable)butit'shardwork.Itmeanseverytimeyouwantthedogtomoveyouhavetokickit(metaphorically).Wouldn'titbebetterifthedogwantedtomovebyitself?Transferringthisprinciplebackintotheworkplace,mostmotivationstrategiesare"push"or"pull"based.Theyareaboutkeepingpeoplemovingeitherwithakickfrombehind(threats,fear,toughtargets,andcomplicatedsystemstocheckpeoplefollowaprocedure)orbyofferingchocdrops(bonuses,grandpresentationsofthevision,conferences,campaigns,initiatives,etc).Inconclusion,employersshouldfocusonrecognitionandreward,includingbenefits,aswellascareerdevelopmenttoboostefficiency.ItisperceivedasHRwisdomthathappyemployeesarelikelytobemoremotivated,engaged,committed,andloyaltotheiremployers.Theyalsotendtogotheextramileforcustomersandarefavorableabouttheirorganization,becomingexternaladvocatesfortheiremployer.Ahappyemployershouldthereforehaveapositiveeffectonproductivity.Infact,employersshouldbeactivelyconcernedaboutthesignificantminorityofemployeeswhoareneitherhappywiththeircurrentjobrolenortheircurrentemployer,namelyoneinfour.Staffwhoareunhappybothwiththeirroleandtheiremployerarelikelytofallshortintermsoflevelsofcommitment,motivation,engagement,advocacy,loyaltyandcustomerfocus.Sobossesneedtoacttoavoidanunhappyspiralofpoorperformance.Theresearchfindingsshowthatemployersshouldbefocusingoncriticalimprovementareassuchasrecognitionandreward(includingbenefitsprovision)aswellascreatingcareerdevelopmentopportunitiesforemployeesinordertoimprovehappinesslevelswithintheworkplace.Withregardtobenefits,specificallyprovidingemployeeswiththerightpackageseemstobethekeytopromotingproductivity.Ourresearchhasfoundthatthecombinationofabonussystem,privatemedicalinsuranceandflexibleworkingarethemostlikelycombinationtoboostefficiency.{{B}}Exercises{{/B}}

单选题Annual Leave There will be 30 days paid annual leave plus 10 days public and privilege holidays. The employees are entitled to

单选题{{B}}In this section there are four passages followed by questions or unfinished statements, each with four suggested answers marked A, B, C and D. Choose the one that you think is the best answer.{{/B}} Micah True went off alone on a Tuesday morning to run through the rugged trails of the Gila Wilderness, and now it was already Saturday and he had not been seen again. The search for him, once hopeful, was turning desperate. Weather stoked the fear. The missing man was wearing only shorts, a T-shirt and running shoes. It was late March. Daytimes were warm, but the cold scythed through the spruce forest in the depth of night, the temperatures cutting into the 20s. For three days, rescue teams had fanned out for 50 yards on each side of the marked trails. Riders on horseback ventured through the gnarly brush, pushing past the felled branches of pinyon-juniper and ponderosa pine. An airplane and a helicopter circled in the sky, their pilots squinting above the ridges, woodlands, river canyons and meadows. "We're in the middle of nowhere, and this guy could be anywhere," Tom Bemis, the rescue coordinator appointed by the state police, said gloomily. He was sitting in a command center, marking lines on a map that covered 200,000 acres. Some 150 trained volunteers were at his disposal, and dozens of others were there too, arrived from all over the country, eager and anxious, asking to enlist in the search. Not only did Micah True have loyal friends, but he also had a devoted following. At age 58, he was a mythic figure, known by the nickname Caballo Blanco, or White Horse. He was a famous ultrarunner, competing in races two, three or four times as long as marathons. The day he vanished, he said he was going on a 12-mile jaunt, for him as routine as a lap around a high school track. But True's mythic renown owed less to his ability to run than to his capacity to inspire. He was a free spirit who survived on cornmeal, beans and wild dreams, aloof to the allure of money and possessions. He lived in the remote Copper Canyons of northern Mexico to be near the reclusive Tarahumara Indians, reputed to be the greatest natural runners in the world. His story was exuberantly molded into legend in the 2009 best-seller Born to Run by Christopher McDougall. Micah True, however private and self-effacing, was suddenly delivered to the world as a prophet, "the lone wanderer of the High Sierras." To many, he represented the road not taken, a purer path, away from career, away from capitalism, away from the clock.

单选题Hiring: Do You Know How Important to Pick Them? Your small business is growing, the market has a need 1 your product, and you"re recruiting employees to expand your business. What could possibly 2 wrong? The answer is, a lot, 3 you don"t hire the right people. One of the differences between businesses that boom and 4 that limp along is good employees. Obviously, your talent as an entrepreneur has a lot to do 5 the success of your business, but you 6 only go so far by yourself. You must find good employees, figure out 7 motivates them, and then place them into the right position. Hiring employees is 8 and requires a lot of patience and energy. You have to resist the temptation to fill the job quickly with one of the first few 9 who come along or 10 someone who is only sufficient 11 you want to stop 12 and get back to your business.

单选题{{B}}BackgroundInformation{{/B}}Recruitmentreferstotheprocessofscreening,andselectingqualifiedpeopleforajobatanorganizationorfirm,orforavacancyinavolunteer-basedorganizationorcommunitygroup.Whilegeneralistmanagersoradministratorscanundertakesomecomponentsoftherecruitmentprocess,mid-andlarge-sizeorganizationsandcompaniesoftenretainprofessionalrecruitersoroutsourcesomeoftheprocesstorecruitmentagencies.Externalrecruitmentistheprocessofattractingandselectingemployeesfromoutsidetheorganization.Therecruitmentindustryhasfourmaintypesofagencies:employmentagencies,recruitmentwebsitesandjobsearchengines,"headhunters"forexecutiveandprofessionalrecruitment,andinhouserecruitment.Thestagesinrecruitmentincludesourcingcandidatesbyadvertisingorothermethods,andscreeningandselectingpotentialcandidatesusingtestsorinterviews.AgencytypesTherecruitmentindustryhasfourmaintypesofagencies.Theirrecruitersaimtochannelcandidatesintothehiringorganizationsapplicationprocess.Asageneralrule,theagenciesarepaidbythecompanies,notbythecandidates.TraditionalAgencyAlsoknownasemploymentagencies,recruitmentagencieshavehistoricallyhadaphysicallocation.Acandidatevisitsalocalbranchforashortinterviewandanassessmentbeforebeingtakenontotheagency'sbooks.Recruitmentconsultantsthenworktomatchtheirpoolofcandidatestotheirclients'openpositions.Suitablecandidatesareshort-listedandputforwardforaninterviewwithpotentialemployersonatemporary("temp")orpermanent("perm")basis.HeadhuntersA"headhunter"isindustrytermforathird-partyrecruiterwhoseeksoutcandidates,oftenwhennormalrecruitmenteffortshavefailed.Headhuntersaregenerallyconsideredmoreaggressivethanin-houserecruitersormayhavepreexistingindustryexperienceandcontacts.In-HouseRecruitmentLargeremployerstendtoundertaketheirownin-houserecruitment,usingtheirhumanresourcesdepartment.Inadditiontocoordinatingwiththeagenciesmentionedabove,in-houserecruitersmayadvertisejobvacanciesontheirownwebsites,coordinateinternalemployeereferrals,workwithexternalassociations,tradegroupsand/orfocusoncampusgraduaterecruitment.PassiveCandidateResearchFirms/SourcingFirmsThesefirmsprovidecompetitivepassivecandidateintelligencetosupportcompany'srecruitingefforts.Normallytheywillgeneratevaryingdegreesofcandidateinformationfromthosepeoplecurrentlyengagedinthepositionacompanyislookingtofill.Thesefirmsusuallychargeaperhourfeeorbycandidatelead.{{B}}GoogleRecruitmentDrive{{/B}}OneofthefoundingfathersoftheInternetwilltourtheUKtorecruitengineersforGoogle.VintCerfwillbevisitinguniversitiesaroundthecountryinsupportofGoogle'srecruitmentdrive.CerfwashiredbyGoogleinSeptemberasanInternetevangelist.Googleadmittedthatitwashavingdifficultiesrecruitingdevelopersandwouldbetargetingstudentsandengineers."WeareactivelyrecruitingengineersinLondonforournewR&Dcentre,"GoogletoldZDNetUK."VintCerfishereinLondontosupportthatdriveandwillbevisitinganumberofuniversitiestostimulateinterestamongstudents.EngineeringisattheveryheartofwhatwedoatGoogle—weuseinnovativetechnologytohelpsolvecomplexproblems,"itcontinued."Thegreatparadoxofthedigitalworldisthatasmoreandmoreinformationcomesonline,theharderitbecomesforpeopletofindwhattheywant.ByusingthebestengineeringtalentavailableGoogleensuresthatuserscanfindthemostrelevantinformation,andcommunicateittotheirfamily,friendsandcolleagues,"Googleadded.Google'sLondon-basedEuropeanR&DcentreopenedinNovember2005.TheGooglePlexhostsanengineeringoffice,andfunctionsasastrategiccentrewherethecompanycandevelopsnewideas.ItisalsohelpingGoogleinitsexpansionintoEurope.OmidKordestani,vice-presidentofbusinessdevelopmentandsalesforGoogle,toldZDNetUKinNovemberthatGooglewaskeentoexpanditsglobalreach."ThirtypercentofourrevenuescomefromoutsidetheUS.Myaimistogetittothesamelevelasourusage,whichis50,"Kordestanisaid.KordestaniaddedthatGooglewasparticularlyinterestedinbenefitingfromtheUK'swirelessexpertise,describingitas"lightyearsaheadoftheUS".GoogletoldZDNetUKitwouldalsoberecruitingwirelessexperts.CerfisknownasanInternetfoundingfatherforhisroleindevelopingpacketswitchingnetworksandTCP/IP.********GooglerecruitingsecretWell,Ihaveheardtimeandtimeagain,andexperiencedmyself,thatgettingajobatGoogleisalong,slow,frustratinglymysteriousprocessthattakesweeks,ifnotmonths,inmostcases.Typically,you'llsubmitarésuméforaposition,getcalledtwomonthslaterforanentirelydifferentposition,getaphonescreen,thentwoweekslatergetanotherphonescreen,ormaybeanon-site,butthey'restillnotsure,soyou'llgetanotherinterview,andeachtimethere'saweekortwodelayuntiltherecruitersandhiringmanagerscancompletetheirmeetings,andbeforetheycansendyouajoboffer,yourcasewillbereviewedbyLarry①andSergey.②Theyareveryverycarefultohireonlytheverybestandbrightest.IthinkitwasMarcAndersonwhosaidthatifyoustarthiringsuckypeople,theywillgoandhiremoresuckypeople,andultimatelytheywillallconspiretodestroyyourorganization.BackatTellme,weweretoldtoonlyeverhirepeoplewethoughtweresmarterthanourselves,butthatseemedproblematic,giventhatalotofthefirstfewemployeeswerefromMIT.ButthereisashortcuttotheGoogleplex,ifyoufollowtheOfficialGoogleBlog.Thesecret?Replaceyourcoverletterwitha"lovenote"explaininghow,unlikeeveryoneelse,youactuallyworshipGooglesomuchthatyouhaveaGoogleT-shirt.Then,gosurfinginMexico.Then,whenyoureturnyou'llimmediatelygetaphonescreen,followedthenextdaybyanon-siteinterview,followedthenextdaybyajoboffer.IwouldliketothinkthatTrishaWeirgothiredbecauseshewasexceptionallyskilled.Google'sidealemployeesaresmartpeoplewhoaresufficientlyinsecurethattheywillworkhardtoprovethemselves.ItseemsthatTrishaknowsherstuff,andshewaswillingtodemonstratefanaticalloyaltyupfront,andmaybetheyreallyneededtofillthatpositionimmediately.Tobefair,Ioncescoredajobthesameway.IwasreallyimpressedwiththecustomerserviceatEnterAct,anISPinChicagointhemid1990s.IwroteinsayingthattheyrockedandthatI'dlovetohelpandlearn,andaskedifthey'dhiremeasasummerintern.Gotthejob.AndwhileEnterActwasalotlesspickyaboutwhotheyhiredthanGoogle,there'sagoodexpressiontobearinmind:Findworkthatyoulovesomuchthatyou'ddoitforfree.Anddoitwellenoughthatsomeonewillpayyouanyway.Thesecretislove.Or,atleastlovenotes.Or,especiallyifyou'relookingatGoogle,gettingaT-shirtaheadoftimesothatyou'lllooklikeagood"culturefit"attheon-site.(WhenIvisited,itseemedthatabout1/3ofGoogleemployeeswerewearingGoogleT-shirts.)Notes①Larry:Google创始人之一，现任产品总裁②Sergey:Google创始人之一，现任技术总裁{{B}}Exercises{{/B}}

单选题It wasn't until Tyner signed with Milestone Records in 1972 that he began achieving individual recognition, eventually becoming known as one of the all-time jazz greats ______. A. on his own right B. at his own right C. in his own right D. for his own right

单选题Apple has successfully won its ______ over the iPhone5.com domain, after it took its complaint to the World Intellectual Property Organization (WIPO). A. contest B. petition C. dispute D. controversy

单选题The desperate ______ for admission to America's very best universities makes our contradictory national ideals glaringly apparent. A. scramble B. havoc C. plunder D. pillage

单选题______JP Morgan's trading snafu, Jamie Dimon should consider employing some of HSBC's liquidity management polices. A. In the wake B. In the wake of C. On the heel of D. On the heels

单选题They sent out fraudulent account statements to clients and arranged wire transfers between Mr. Madoff's London and New York offices to create the impression that the firm was earning ______ from stock trades. A. transmissions B. expenses C. commissions D. reimbursements

单选题Chevron has challenged the fine, arguing that lawyers and supporters of the indigenous groups who brought the case conspired to ______ evidence. A. grind out B. manufacture C. churn out D. fabricate