单选题· Read the letter below from an agency providing temporary staff for companies.· Choose the correct word A, B, C or D from below the passage to lib each gap.· For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet. Dear Client, Future Offices is advising businesses to plan as far ahead as possible to ensure guaranteed staff cover during holiday periods. There is now a{{U}} (19) {{/U}}shortage of skilled secretarial and administrative stall' and this is{{U}} (20) {{/U}}to get worse over the next twelve months. Businesses which require staff with experience of specialist computer applications are the most at{{U}} (21) {{/U}}. You are advised to{{U}} (22) {{/U}}our agency well before the staff are actually needed to be certain of filling gaps with adequately{{U}} (23) {{/U}}personnel. If you don't, it's almost{{U}} (24) {{/U}}that you will be left without the skills needed to{{U}} (25) {{/U}}your office running smoothly. Tile{{U}} (26) {{/U}}for the shortage of secretarial staff appears to be a combination of two{{U}} (27) {{/U}}. There has been an{{U}} (28) {{/U}}in demand for secretarial services over the last few years, and at the same time there has been a{{U}} (29) {{/U}}of students deciding to choose secretarial studies. Office Angels Agency would{{U}} (30) {{/U}}to emphasize that business should not underestimate the difficulty of{{U}} (31) {{/U}}experienced temporary staff. It is also necessary to make the{{U}} (32) {{/U}}that businesses should be prepared for the tact that they may have to pay mere for this kind of{{U}} (33) {{/U}}in the future.

单选题The Bank with Ideas With several hundred years of history behind it, the APL Bank has few problems in convincing businesses that it is a reputable and secure 1 of a range of banking services. Now, it is demonstrating to business customers that it is flexible and responsive enough to 2 their changing needs in the 21st century. Based in London, APL offers banking services to businesses throughout the UK via its branch 3 Most customer service provision is 4 out by personal account managers based in local branches, together with 5 staff at company headquarters. An important 6 for APL has been to make it easy for customers to 7 business with the bank. They can contact their account manager by direct line or email; if the manager is on holiday, a carefully chosen colleague becomes the "account contact" and 8 with the customer during the manager"s 9 In addition, for those who want 10 to their bank at any time of day or night there is now a 24-hour phone-based service. In order to remain competitive and build customer loyalty, the bank guarantees to turn around urgent loan 11 within 24 hours. This focus on the customer has also been a driving 12 in APL"s recruitment and development policy. For example, newly inducted staff 13 a "customer service review" to find out what it is like to be on the other side of the desk, asking to borrow money. Together, these 14 in banking have achieved excellent results. The customer 15 is growing fast, and last year the bank gained 36,000 new business accounts.

单选题Most managers make decisions under conditions of risk. and the managers at Super Drinks are no exception. With 10 percent of the domestic soft-drink market under its (19) the company has now (20) its horizons and moved into the wine industry. Having (21) ＄110 million buying the Taste Wine corporation. Super Drinks are currently in the process of (22) to the wine business the same tools that have made coke a popular soft drink in the world -- money, muscle and marketing. The firm is trying to (23) its newly acquired wine business to the soft-drink mold that has proved (24) . Can Super Drinks make this (25) pay off? The company is optimistic. For example. while Taste grossed only ＄65 million the year it was (26) , Super Drinks' executives believe it will gross over ＄1 billion by the end of the 2010s. nearly 15 times Taste's current (27) . On the other hand. there are several things that Taste has going for. One is the Super Drinks' money and management expertise that are available for this wine (28) The other is that while Taste, in the past, (29) only the New York table wine business and produced sweeter wines that (30) less than 10 percent of the domestic market, the Taste wine brand was the most commonly (31) of all. Building on these (32) , the management hopes to. via effective decision making, make Taste wine almost as (33) as Super Drinks.

单选题Read the article below about Marc Hooper, CEO of the confectionery group Spartan Ketley, and the questions on the opposite page. For each question(13-18), mark one letter(A, B, C or D)on your Answer Sheet. Marc Hooper, CEO of Spartan KetleyMarc Hooper, not long promoted to CEO of confectionery giant Spartan Ketley(SK), is very different from his predecessors. He is a corporate lawyer by training, and his background has clearly shaped his management style. He was taught that no work should go unchecked and that no statement can go out without everything being fully defined. The legal world teaches you to think in a synthetic way, to take contrasting ideas and thread them together to form a strategy' Hooper, with little marketing experience, was not at the top of market observers' lists for the job. But here he is, just over a year into the role and seemingly on top of things.Educated at Harvard University, Hooper started his career with well-known New York consultants Cox I became head of marketing in Europe.' In fact this was a sideways move - not for more money but to add to his knowledge and to further his career. The first challenge was that he found himself in charge of 25 bright young marketing people. 'I had to work hard to keep up,' he admits.Throughout, he has remained focused, his eye always on the main prize. His elevation to CEO, he says, is proof of SK's inclusiveness. 'We are always open to people with fresh ideas. As CEO I support anyone who is willing to take a chance and who wants to stretch themselves. If you are keen to develop and prove you can succeed, this company will provide the challenge you need.' And in line with this philosophy, Hooper is not an autocratic leader: his style is to consult, to seek advice, then to act.SK has grown quickly, mostly by acquisition. Hooper sits at the head of an empire that employs 50,000 people in 130 factories. His chief mission is to reduce waste in the company, to bring down costs, and to produce funds to reinvest - all the time keeping ahead of competitors. 'We must generate growth on a consistent basis. We've also got to generate more cash for investment in marketing.' The latest development, the purchase of a chocolate manufacturer for $42 billion - a deal managed by Hooper - has made it one of the largest confectionery groups in the world.

单选题WhatuniquesituationdoesTelekomhavetoface?

单选题[此试题无题干]

单选题11 He told us that he for a new job. A. thought he would apply B. applied C. is applying D. had been applying

单选题 According to the Presenter ...

单选题Why a democracy on every decision may also cause problems?

单选题ReadthearticlebelowabouttheUKretailsector.ChoosethebestwordtofilleachgapfromA,B,CorDontheoppositepage.Foreachquestion(19-33),markoneletter(A,B,CorD)onyourAnswerSheet.Thereisanexampleatthebeginning(0).TheRetailSectorTheretailsectorisoneoftheUK'sbiggestemploymentareas,accountingforoneinnineofthe(0)______.B______.Itisalsooneofthefastestgrowing-morethanafifthofjobs【C1】______lastyearwereinretail.Suchrapid【C2】______inthetightestlabourmarketformorethanagenerationshouldbe【C3】______upwages,butitisnot.Whilethenational【C4】______wagegoesupbyabout5%ayear,inretailitgoesupby3.5%.Theconsequencesoflowwagesandfarfrombrilliantconditionsisrapidstaffturnover.Abouthalfthestaffemployedinretailleaveeveryyear.This【C5】______iswayaboveeventhosesectorssuchasnursing,whicharesaidtobeinarecruitment【C6】______.Partoftheproblemisthattheemployersthemselvesareunderconsiderablefinancial【C7】______.Retailissufferingalong-termslideindependentofthe【C8】______andfallsoftheeconomy.Oneofthereasonsforthisisconsumerexpectations.Withthegrowthofe-commerce,customerslookforbiggerandbetterbargainsandinsiston【C9】______formoney.Therearesomeplusesforemployees,however.Lowwagesandhighturnovermakeretailayouthfulsector.Realmanagerial【C109】______canbeattainedbythemid-20s,soschool-leaversorrecentgraduatesneedonlywaitashorttimebeforegainingpromotion.Anddespitetheproblems,theretailsectordoes,onoccasion,【C11】______someofthemoreprogressivecareer【C12】______programmes.ThesupermarketchainRobertsons,forexample,hasacommunityserviceschemethattrainsstaffinteam-buildingthroughworkonneighbourhoodprojects.AndclothesretailerP&Rhasanimpressive【C13】______whenitcomestoemployingolderpeople.Itpursuesa【C14】______ofemployingmaturepeoplewithlong【C15】______oftheproducts,asitbelievestheyprovidebettercustomerservice.Example:AcompanyBworkforceCpersonnelDorganisation

单选题What is impolite when shopping at flea market?

单选题 Writing Effective Job Descriptions A job description describes the major areas of an employee's job or position. A good job description begins with a careful (19) of the. important facts about a job, such as the individual tasks (20) , the methods used to complete the tasks, the purpose and responsibilities of the job, the (21) of the job to other jobs, and the (22) needed for the job. It's important to (23) a job description practical by keeping it dynamic, functional, and current. Don't get stuck with an inflexible job description! A poor job description will (24) you and your employees from trying anything new and (25) how to perform their job more productively. A well-written, practical job description will (26) you avoid hearing a refusal to carry out a relevant assignment because "It isn't in my job description." Realistically speaking, many jobs are (27) to change due either to personal growth, organizational development, and the evolution of new technologies. (28) job descriptions will encourage your employees to grow within their positions and learn how to make larger (29) to your company. For example. Is your office manager stuck (30) ordering office supplies for the company and keeping the storage closet well stocked or is he (31) and implementing a system of ordering office supplies that promotes cost savings and (32) within the organization? When writing a job description, keep in mind that the job description will (33) as a major basis for outlining job training or conducting future job evaluations.

单选题Turning around a fast-food chain Sparrow is a well-established fast-food chain, with 200 restaurants run by franchisees, and almost as many company-owned ones. Some years ago, the group to which Sparrow belonged was taken over by another company, which owned a variety of retail businesses. Although demand for a Sparrow franchise showed no sign of declining, overall the chain was in an unhealthy state. Its properties, the majority of them in small towns, needed refurbishment to stand comparison with its competitors. With more and more fast-food concepts reaching the marker, the distinctive Sparrow menu had to struggle for attention. And to make matters worse, its new owners had bought it as one of a number of companies, and had no plans to give it the investment it required. Sparrow stagnated for another two years, until a new chief executive, Carl Pearson, decided to build up its market share. He commissioned a survey, which showed that consumers who already used Sparrow restaurants were overwhelmingly positive about the chain, while customers of other fast-food chains, particularly those selling pizzas or hamburgers, were reluctant to be tempted away from them. Sparrow had to develop a new promotional campaign - one that would enhance-the public's perceptions of the chain and set it apart from its competitors. Pearson faced a battle over the future of the Sparrow brand. The chain's owner now favoured taking Sparrow's outlets upmarket and rebranding them as Marcy's restaurants, one of its other, better known brands. Pearson resisted, arguing for an advertising campaign designed to convince customers that visits to Sparrow restaurants were fun. Such an attempt to establish a positive relationship between a company and the general public was unusual for that time. Pearson strongly believed that numbers were the key to success, rather than customers' spending power. His arguments won the day. The campaign itself broke some of the fast-food industry's advertising conventions. The television commercials played down traditional product shots - most of its competitors' advertisements had mouth- watering shots of food - and focused instead on entertainment and humour. The usual jingles gave way to spots featuring original songs performed by a variety of stars. Instead of trying to show the superiority of a specific product, the intention was to position Sparrow in the hearts of potential customers. Pearson hired two advertising agencies to handle this campaign, and spent a considerable time with them, discussing and developing the brief he had outlined. Once that had been agreed in detail, he left them m get on with their work. Instead of dividing responsibilities, as would normally happen when two agencies collaborate, they decided to develop a team concept, with both having equal opportunities for creative input. Pearson also made other decisions which he believed would contribute to the new Sparrow image. He laid off 400 employees in the headquarters and company field offices, and reduced the management hierarchy. He insisted on uniformity of standards in all restaurants, and warned franchisees that if they ran untidy, unprofitable restaurants, Sparrow would dose them, or if necessary, buy them. In addition Sparrow offered to lower the rent of any franchisees who achieved a certain increase in their turnover. These efforts paid off, and Sparrow soon became one of the most successful fast-food chains in the regions where it operates.