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填空题Identifying training needs The financial benefits of training are sometimes hard to demonstrate, and often the training budget is the first to be reduced instead when spending is under pressure. For34 this reason, and given that the need for any corporate spending to provide maximum35 value for money, it is important for the differences between individuals must to be36 taken into account when considering training requirements. This makes for far more37 effective training than a programme is based solely on generalisations about staff. After38 all this, our abilities differ, and variations in previous experience can also play a39 significant role in learning. Identifying training needs and their capabilities on an40 individual basis is often carried out in appraisal interviews. In those workplaces where41 each employee's productivity is measured, such records may be considered during the42 appraisal, allowing for the possibility that inadequate training can be identified as if the43 reason for low productivity. Training requirements are also evaluated in such44 assessment centres, and in which groups of staff are observed while taking part in job45 simulation activities. Although these are often used to assess potential for promotion, but can also show employees' training needs within their current job.

填空题{{B}}PART ONE{{/B}}·You will hear three telephone conversations.·Write down one word or number in the numbered spaces on the forms below.{{B}}Conversation One{{/B}} {{B}}MESSAGE{{/B}}To: {{U}}(1) {{/U}}Date: 22 November 20__ Time: 13:30When you were out {{U}}(2) {{/U}} called.Please ring him about a {{U}}(3) {{/U}} fare to Shanghai. You can ring him on {{U}}(4) {{/U}} until 6 p, m.

填空题AThe difference between being a manager and being a leader is simple. Management is a career. Leadership is a calling. You don't have to be tall, well-spoken and good looking to be a successful leader. You don't have to have that "special something" to fulfill the leadership role.BWhat you have to have is clearly defined convictions--and, more importantly, the courage of your convictions to see them manifest into reality. Only when you understand your role as guide and steward based on your own moat deeply held truths can you move from manager to leader.CWhether the group you oversee is called employees, associates, co-workers, teammates or anything else, what they are looking for is someone in whom they can place their trust. Someone they know is working for the greater good--for them and for the organization. They're looking for someone not only that they can--but that they want to--follow.DBecause it is only when you have followers--people who have placed their trust in you--that you know you have moved into that leadership role. And the way you see it is that your organization is transcending all previous quality, productivity, innovation and revenue achievements. You're operating at such a high level of efficiency that you're giving budget back to the corporation---and you're still beating your goals.

填空题Human resource management It is nearly a century since the car manufacturer Henry Ford said, 'You can destroy my factories and offices, but give me my people and I will build the business right back up again.' In the light of this statement, it is odd that people management has taken so many years to move up the agenda. But a few business theorists are beginning to argue that managing people well can add more to the bottom line than anything else. Mike Manzotti, a leading American author in this area, has strong views about the growing importance of human resources in today's business world. (8) . A company with high staff commitment, for example, has an asset that its rivals find hard to copy. Research in Britain would appear to support this notion. A recent business school survey into the performance of eight multinationals found that people management could be the most decisive factor in a company's performance. Another study indicated the same thing in medium-sized manufacturing firms. (9) . After all, how can an organisation evaluate the commitment of its staff? For this reason, the researcher George Hessenberg argues that a scientific approach is needed. He feels that when HR professionals suggest changing an organisation's compensation structure or being more selective in recruiting, they are asking for things that require resources. (10) . Some new approaches are emerging that attempt to do just that, including the scheme devised by consultants Couze Jordan. The scheme, which covers communication, recruitment, and use of resources, predicts that significant improvements in these areas achieve an increase in shareholder value of up to 30 per cent. Another programme, launched by James Lester, an independent human resources expert, approaches the problem from a perspective that is designed to appeal to a wide range of managers. (11) . Both, he argues, involve appropriate decisions being made about the allocation of resources within a particular budget. Lester's expertise enables him to carry out an organisational audit for his clients to identify which areas of HR are in most need of improvement. This is because there is no point in businesses spending large amounts without knowing if the investment is worthwhile. (12) . Lester's advice, however, is for companies to think twice before hiring people, since it is vital they assess whether they are getting value for money.A But the findings are inconclusive because of the difficulty of collecting reliable evidence.B He argues that the role of a skilled, motivated and flexible workforce has become more significant as traditional sources of competitive advantage diminish.C For example, a common mistake is to spend a fortune on recruitment to cover up for deficiencies in training.D However, most leading experts in the field believe that there is sufficient evidence to support this model of workplace dynamics.E He compares the positive use of human resources to effective fund management, as this is something that senior executives can relate to.F He believes, however, that the only way they will gain approval for these potentially expensive initiatives is to have some data that demonstrates positive financial benefits.G In the light of this statement, it is odd that people management has taken so many years to move up the agenda.

填空题Just one year after moving into the suburbs of Stockholm, our largest Swedish branch this has outgrown its current premises. The center will be34. moving again in the next few weeks, this time order to purpose-built35. offices in the city center. Business has grown by more than a fifty per cent36. during the past year. Moreover, the branch has recently been gained a37. prestigious new contract with one of the city's major accountancy firms.38. currently outsourcing its management training. The contract which will39. initially be for a two-year period but we hope it will be extended. What40. helped us win the contract was in the success of the training we have41. been doing for similar companies in the recent years. Even though it is nor42. yet clear how big the contract will be. but it is expected to grow steadily43. as more and more management training is gradually outsourced. We are44. positive the excellent new location will be provide further boosts, both to45. sales and morale. We would like to take this chance to thank you staff and management for their efforts over the last twelve months.

填空题MarketResearch0Marketresearchinvolvesincollectingandsortingfactsandopinionsfromspecificgroups00ofpeople.Thepurposeofresearchcanvaryfromdiscoveringthepopularityofapolitical1partytoassessingwhetherisaproductneedschangingorreplacing.Mostworkin2consumerresearchinvolvesinterviewersemployedbymarketresearchagencies,but3certainindustrialandsocialresearchiscarriedoutbyanyspecialistagencies.Interviews4maybewithindividualsorgroupsandcanlastanythingasfromafewminutestoanhour5ormore.Insomeinterviews,peoplemaybeaskedtoexamineortryoutproductsbefore6givinguptheiropinion.Successfulinterviewerstendtolikemeetingpeopleandshould7notonlybeshyofaddressingstrangers.Interviewersareusuallyexpectedtowork8unsupervised,organizingtheirownworkload.Self-disciplineisabsolutelyessential,and9asaremotivationandenergy.Therearenospecificagelimitsforsuchawork,though10manyagenciesprefertoemployolderapplicantswithexperienceofmeetingpeople.11Marketresearchagencieswhichfrequentlyorganizetraining,wheretraineeslearnhow12torecognizesocio-economicgroupsandpracticeapproachingtothepublic.

填空题A a cleanerB a head of departmentC a studentD a lecturerE a receptionistF the proprietorG an agentH the technician

填空题Knowledge as a Strategic Resource While having unique access to valuable resources is one way to create competitive advantage, in some cases either this may not be possible or competitor?, may imitate or develop substitutes for those resources. Companies having superior knowledge, however, are able to coordinate and combine their traditional resources and capabilities in new and distinctive ways, providing more value for their customers than can their competitors. That is, by having superior intellectual resources, an organization can understand how to exploit and develop their traditional resources better than competitors, even if some or all of those traditional resources are not unique. Therefore, knowledge can be considered the most important strategic resource, and the ability to acquire, integrate, store, .share and apply it is the most important capability for building and sustaining competitive advantage. (8) What is it about knowledge that makes the advantage sustainable? (9) Unlike many traditional resources, it is not easily purchased in the marketplace in a ready-to-use form. To acquire similar knowledge, competitors have to engage in similar experience. However, acquiring knowledge through experience takes time, and cempetitors are limited in how much they can accelerate their learning merely through greater investment. (10) Learning opportunities for an organization that already has a. knowledge advantage may be more valuable than for competitors having similar learning opportunities but starting off knowing less. For example, Big6 invested heavily in capturing and sharing knowledge about key engagements across the firm so that it could sustain its areas of advantage by always building on its latest knowledge, rather than "reinventing the wheel" while giving its competitors a chance to catch up. Sustainability may also come from an organization already knowing something that uniquely complements newly acquired knowledge, which provides an opportunity for knowledge synergy not available to its competitors. (11) Organizations should therefore seek areas of learning and experimentation that can potentially add value to their existing knowledge via synergistic combination. Sustainability of a knowledge advantage, then, comes from knowing more about some things than competitor combined with the time constraints faced by competitors in acquiring similar knowledge, regardless of how much they invest to catch up. (12) The mere it is used, the more valuable it becomes, creating a self-reinforcing cycle. If an organization can identify areas where its knowledge leads the competition, and if that unique knowledge can be applied profitably in the marketplace, it can represent a powerful and sustainable competitive advantage.A New knowledge is integrated with existing knowledge to develop unique insights and create even more valuable knowledge.B The broadest value proposition, then, for engaging in knowledge management is that it can enhance the organization's fundamental ability to compete.C Unlike traditional physical goods that are consumed as they are used (providing decreasing returns over time), knowledge provides increasing returns as it is used.D Knowledge-based competitive advantage is also sustainable because the more a firm already knows, the more it can learn.E Companies having superior knowledge, however, are able to coordinate and combine their traditional resources and capabilities in new and distinctive ways, providing more value for their customers than can their competitors.F As a competitive advantage, knowledge may generate more value for the company if it is appropriately used.G Knowledge -- especially context-specific, tacit knowledge embedded in complex organizational routines and developed from experience-tends to be unique, and difficult to imitate.

填空题A. Microcomputer A microcomputer is a desktop or notebook size computing device that uses a microprocessor as its Central Processing Unit, or CPU. Microcomputers are also called Personal Computers (PCs), home computers, small business computers, and micros. The smallest, most compact are called laptops. When they first appeared, they were considered single user devices, and they were capable of handling only four, eight, or 16 bits of information at one time. More recently the distinction between microcomputers and large, mainframe computers (as well as the smaller mainframe type systems called minicomputers) has become blurred, as newer microcomputer models have increased the speed and data handling capabilities of their CPUs into the 256 bit, or even much more bit multi-user range. B. Minicomputer A minicomputer is a mid-level computer built to perform complex computations while dealing efficiently with a high level of input and output from users connected via terminals. Minicomputers also frequently connect to other minicomputers on a network and distribute processing among all the attached machines. Minicomputers are used heavily in transaction processing applications and as interfaces between mainframe computer systems and wide area networks (WAN). C. Mainframe Computer A mainframe computer is a high level computer designed for the most intensive computational tasks. Mainframe computers are often shared by multiple users connected to the computer via terminals. The most powerful mainframes, called supercomputers, perform highly complex and time consuming computations and are used heavily in both pure and applied research by scientists, large businesses, and the military. D. Supercomputer In computer science, supercomputers are large, extremely fast, and expensive computers used for complex or sophisticated calculations, typically, machines capable of pipelining instruction execution and providing vector instructions. A supercomputer can, for example, perform the enormous number of calculations required to draw and animate a moving spaceship in a motion picture. Supercomputers are also used for weather forecasting, large scale scientific modeling, and oil exploration and so on and so like. E. Distributed or Grid Computing The power needed for some calculations is more than even a single supercomputer can manage. In distributed computing using a PC grid many computers of all sizes can work on parts of the problem and their results are pooled. A number of current projects rely on volunteers with computers connected to the Internet. The computers do the work when they are not busy otherwise. The projects that need distributed computing are highly technical. For example, the SETI @ Home project looks for signs of intelligent communication in radio signals coming from space. (SETI stands for Search for Extra-Terrestrial Intelligence. )

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填空题Date: 1st Sept. Time: 10:10 Name: (9) Sex: Male Experience: I've worked in this position for (10) Educational background: I got a bachelor's degree in (11) from Renmin University of China Contact NO. (12)

填空题Outline Position：Overseas sales representative Education：studied marketing in university； got(9)______in 1995 Experience：worked as(10)______of Export； Expanded European market share by(11)______ Characters needed：(12)______and take-charge

填空题·YouwillhearajournalistphoningtheManagingDirectorofShipton'sFoodsabouthisfirm'swebsite.

填空题A. a new clerk B. a change of management C. a new computer system D. the introduction of social programme E. how to keep workforce F. the distraction of the package G. a new idea of the promotion H. the service for the customers

填空题 · Look at the notes below. · You will hear a telephone conversation about ordering computers. {{B}}DISPATCH CONFIRMATION{{/B}} Time and date of message: 8:00 a.m. 6 January, 2008. Customer's name: (9)______Wilson Items : (10)______ Time of placing order: December 28, 2007. No. of order: (11)______ Contact telephone number: 021 63678080 extension (12)______

填空题Date: September 3 rd From: Mrs. Kevin Message: Conveyance: Eight trucks from old address to (9) Three trucks around 9 o'clock and five more about (10) Persons in charge: Mr. Ben Stern Eight trucks started out yesterday from (11) Contract number: (12)