填空题A. Walger, the bus maker, has entered into a joint venture with IMCO Bus Corporation to participate in coachbuilding operations in Mexico. The two companies have just announced the ＄70 million acquisition of Mexican Coachworks, the largest bus and coach builder in Mexico, with 2,400 employees and three factories. Walger retains a 60% interest in the coachbuilding venture. Analysts have expressed surprise, given the current exchange rate.B. Jetline Airports has said that it spent ￡2.1 million on its failed attempt to dispose of its duty-free retail division. The chief executive said the company's six-month search for a buyer ran up heavy consultancy expenses which left half-year pre-tax profits at ￡4.5 million. It also emerged that the Director of Finance received a ￡500,000 settlement when he left the company.C. GRD, the manufacturing giant, plans to cut 1,500 jobs at its Portland factory over the next five years after union refusal to increase productivity. A company representative said that although they have invested more than ＄42 million in the new plant and improved technology, the trade unions are still unwilling to increase output. As a result, GRD have been forced to downsize the Portland plant.D. Maybrooke, the Scottish department store, reported a fall in trading profits in the first half of the year from ￡545,000 to ￡462,000, on sales which were down two per cent. They blame the disappointing first half on the strength of the pound, which hit the company's tourist business, as well as an increase in traffic and parking problems in the city centre, and the growth of out-of-town shopping centres.

填空题 IT Department Message Time: 10:30 a. m.Tom,Dave Proctor from (9)______ Department called—he has someone who might be suitable for the (10)______ job.Can you go over there and take a departmental (11)______ with you?The candidate will wait for up to (12)______

填空题 Read this article and then answer the questions below. Games people play at meetings DO YOU ever feel as though you spend all your time in meet- ings? Henry Mintzberg, in his book The Nature of Managerial Work, found that in large organisations managers spent 22 per cent of their time at their desk, 6 per cent on the telephone, 3 per cent on other activities, but a whopping 69 per cent in meetings. There is a widely-held but mis- taken belief that meetings are for "solving problems" and "'making decisions". For a start, the number of people attending a meeting tends to be inversely pro- portional to their collective abil- ity to reach conclusions and make decisions. And these are the least important elements. Instead hours are devoted to side issues, playing elaborate games with one another. It seems, therefore, that meetings serve some purpose other than just making decisions. All meetings have one thing in common: role-playing. The most formal role is that of chairman. He (and it is usually a he) sets the agenda, and a good chairman will keep the meeting running on time and to the point. Sadly, the other, informal, role-players are often able to gain the upper hand. Chief is the "constant talker", who just loves to hear his or her own voice. Then there are the "can't do" types who want to maintain the status quo. Since they have often been in the organisation for a long time. they fi'equently quote historical experience as a ploy to block change: "lt won't work, we tried that in 1984 and it was a disaster." A more subtle version of the "'can't do" type, the "yes, but... ", has emerged recently. They have learnt about the need to sound positive, but they still can't bear to have things change. Another whole sub-set of charac- ters arc people who love meet- ings and want them to continue until 5.30pro or beyond. Irrelewmt issues are their special- ity. They need to call or attend meetings, either to avoid work, or to justify their lack of perfur- mance, or simply because they do not have enough to do. Then there are the "counter- dependents", those who usually disagree with everything that is said, particularly if it comes from the chairman or through consen- sus from the group. These people need to fight authority in what- ever form. Meetings can also provide attenders with a sense of identifi- cation of their status and power. In this casc, managers arrange meetings as a means of commu- nicating to others the boundaries of their exclusive club who is "in", and who is not. A popular game is pinching someone else's suggestions. This is where someone, usually junior or female, makes an interesting suggestion early in the meeting which is not picked up. Much later, the game is played, usually by some more senior figure who propounds thc idea as his own. The suggestion is of course iden- tified with the player rather than the initiator. Because so many meetings end in confusion and without a decision, another more commu- nal game is played at the end of meetings, called rcaching a false consensus. Since it is important for the chairman to appear successful in problem-solving and making u decision, the group reaches a false consensus. Everyone is happy, having spent their time productively. The reality is that the decision is so ambiguous that it is never acted upon, or, if it is, there is continu- ing conflict, for which another meeting is necessary. In the end, meetings provide the opportunity fur social intcr- course, to engage in battle in front of our bosses, to avoid unpleasant or unsatisfying work. to highlight our social status and identity. They are, in fact, a necessary though not necessarily productive psychological side- show. Perhaps it is our civiliscd way of moderating, if not pre- venting, change. Decide whether these statements are true (√) or false (×), according to the article.

填空题A creative entrepreneurship in a downturn B the best way to publicize your products C meeting customers' expectations D the importance of the latest newsletter E offering expert advice F stars' impacts G getting things done H the newsletter sharing a story about two menA creative entrepreneurship in a downturn B the best way to publicize your products C meeting customers' expectations D the importance of the latest newsletter E offering expert advice F stars' impacts G getting things done H the newsletter sharing a story about two men

填空题Southern Region Electricity Telephone Message For: Paul Scott Date: 19/8/2008 Message: John Hausmann rang from (5) . He would like last month's (6) for the Southeast. Please (7) to him, because he needs to get it as soon as possible: it is essential that he receives it (8) .

填空题 Staff appraisalsGood preparation for staff appraisals can pay dividends in terms of staff loyalty and satisfactionMany managers, particularly those running smaller companies, feel they are too busy to give their employees appraisals, and many staff clearly dread them. (0) G .They provide the opportunity for the manager to have one-to-one discussions with an employee and find out about any concerns, as well as identifying training needs and discovering career aspirations. They can make a staff member feel valued and so build loyalty.The annual appraisal can either be a rewarding or painful experience. According to research carried out among 500 employees, the standard office appraisal is far from perfect. (8) The possible outcome for the company is even worse; up to a quarter of employees will look for a new job within two weeks of a bad appraisal and 40% within a month.The quality of the appraisal lies with how the boss decides to carry it out. When it is done well, employees are able to use the feedback they receive to improve their performance. (9) So how should a constructive appraisal be carried out? According to Andrew Gillingham, a consultant trainer, appraisals can be manager -led. with the appraiser preparing a document and sharing it with the employee. Establishing training needs and motivating the employee towards bigger and better things are part of this process. (10) .In both cases, Gillingham believes that the effectiveness of the appraisal discussion can determine the performance of the company.Gillingham believes that anyone who thinks it's just the employee who doesn't like the appraisal experience has got it wrong. Too many managers regard appraisals as a waste of time. (11) Managing people is a difficult matter, and without the necessary training, many managers try to avoid the uncomfortable issues that often need to be discussed at appraisals.Gillingham believes that calling the process an appraisal may be unhelpful. (12) In either 'case, it is important to ensure that the meeting is successful and results in better quality management. Gillingham firmly believes that the main thing is to emphasise an open communications ethos in the workplace that gives staff a chance to talk about issues and feel valued.A. Alternatively, managers may want the employees themselves to evaluate their work performance.B. In larger companies, the people likely to do something with this information will be found in the HR department.C. Problems such as rushing through the appraisal and being appraised by a manager who doesn't understand the employee's role were common concerns.D. Arguably, 'performance review' is more appropriate since it helps create correct expectations from the meeting and indicates what will happen.E. This is mainly because they have not been shown how to carry out appraisals properly.F. But all too often, the format of the appraisal doesn't allow this.G. But this can be avoided and, given a more positive attitude from participants, appraisals can prove enormously useful for all involve

填空题A. Plumper How does the country"s economy compare with those of the EU? Some of the concerns surrounding Turkey"s application to join the European Union, to be voted on by the EU"s Council of Ministers on December 17th, are economic - in particular, the country"s relative poverty. Its GDP per head is less than a third of the average for the 15 pre-2004 members of the EU. But it is not far off that of one of the ten new members which joined on May 1st 2004 (Latvia), and it is much the same as those of two countries, Bulgaria and Romania, which this week concluded accession talks with the EU that could make them full members on January 1st 2007. B. Furthermore, the country"s recent economic progress has been, according to Donald Johnston, the secretary-general of the OECD, stunning. GDP in the second quarter of the year was 13.4% higher than a year earlier, a rate of growth that no EU country comes close to matching. Turkey"s inflation rate has just fallen into single figures for the first time since 1972, and this week the country reached agreement with the IMF on a new three-year, $10 billion economic programme that will, according to the IMF"s managing director, Rodrigo Rato, help Turkey reduce inflation toward European levels, and enhance the economy"s resilience. C. Resilience has not historically been the country"s economic strong point. As recently as 2001, GDP fell by over 7%. It fell by more than 5% in 1994 and by just under 5% in 1999. Indeed, throughout the 1990s growth oscillated like an electrocardiogram recording a violent heart attack. This irregularity has been one of the main reasons (along with red tape and corruption) why the country has failed dismally to attract much-needed foreign direct investment. Its stock of such investment (as a percentage of GDP) is lower now than it was in the 1980s, and annual inflows have scarcely ever reached $1 billion (whereas Ireland attracted over $25 billion in 2003, as did Brazil in every year from 1998 to 2000). D. One deterrent to foreign investors is due to disappear on January 1st 2005. On that day, Turkey will virtually take away the right of every one of its citizens to call themselves a millionaire. Six noughts will be removed from the face value of the lira; one unit of the local currency will henceforth be worth what 1m are nowi. e. , about 0.53 ($0.70). Goods will have to be priced at both the new and old lira for the whole of the year, but foreign bankers and investors can begin to look forward to a time in Turkey when they will no longer have to juggle mentally with indeterminate strings of zeros.

填空题Employee Motivation Principles No matter how experienced a leader you are, chances are at times you have struggled to motivate certain individuals. The granddaddy of motivation theory, Frederick Herzberg, called traditional motivation strategies "KITA" (something similar to Kick In The Pants). He used the analogy of a dog. When the master wants his dog to move, he either gives it a nudge from behind, in which case the dog moves because it doesn't have much choice, or he offers it a treat as an inducement, in which case it is not so much motivated by wanting to move as by wanting choc drops! KITA does the job (though arguably not sustainable) but it's hard work. Wouldn't it be better if the dog wanted to move by itself? (8) They are about keeping people moving either with a kick from behind (threats, fear, tough targets, and complicated systems to supervise) or by offering choc drops (bonuses, grand presentations of the vision, conferences, campaigns, initiatives, etc). Employers should focus on recognition and reward, including benefits, as well as career development to boost efficiency. (9) They also tend to go the extra mile for customers and are favourable about their organisation, becoming external advocates for their employers. (10) In fact, employers should be actively concerned about the significant minority of employees who are neither happy with their current job role nor their current employers, namely one in four. Staff who are unhappy both with their role and their employers are likely to fall short in terms of levels of commitment, motivation, engagement, advocacy, loyalty and customer focus. (11) . The research findings show that employers should be focusing on critical improvement areas such as recognition and reward (including benefits provision) as well as creating career development opportunities for employees in order to improve happiness levels within the workplace. (12) Our research has found that the combination of a bonus system, private medical insurance and flexible working are the most likely combination to boost efficiency.A．A happy employer should therefore have a positive effect on productivity.B．With regard to benefits, specifically proving employees with the right package seems to be the key to promoting productivity.C．Therefore, employees should be promoted to increase productivity.D．It is perceived as HR wisdom that happy employees are likely to be more motivated, engaged, committed, and loyal to their employers.E．So bosses need to act to avoid an unhappy spiral of poor performance.F．Transferring this principle back into the workplace, most motivation strategies are "push" or "pull" based.G．Wouldn't it be better if the dog wanted to move by itself?

填空题A an invoice B a driving license C a passport D instruction manual E an agenda F a bank statement G a tourist guide H a guarantee

填空题 What would you say ... A. Did I evertell you about ...? B. Yes, I'm all in favour of that ... C. I doubt if we'll be able to ... D. I think you should know that ... E. I'm not sure that's such a good idea. F. Yes, I think we've met before. Good to see you again. G. There may have been a misunderstanding about ... H. Could I make a suggestion? I. Do you think you could ...? J. I'm sorry, what did you say ...?

填空题Best CEO Departure of 2007 A Bill Ford, Jr., from the Automotive Industry Under Ford's leadership, Ford Motor Co. lost its way in terms of correctly forecasting what kind of vehicles customers actually wanted, in addition to becoming horribly leveraged. As soon as gas prices began shooting up, Ford Motor started spiraling down. Long-time Boeing Co. executive Alan Mulally was brought in to replace Ford as the automaker's CEO just in the nick of time. B Bob Nardelli, former CEO of Home Depot Inc. Nardelli made global headlines by making tens of millions while leading Home Depot shares to the basement and apparently making all kinds of bad decisions that finally led to his ouster this year. On top of that, his severance package made a Brad Pitt paycheck seem like pennies, and Home Depot shareholders paid for it. C Terry Semel, former CEO of Yahoo! He was hailed as Yahoo! Inc.'s savior when he joined the company in 2001, appeared to ride the coattails of good decisions by his executive team but really didn't even know how to use the Internet, according to many sources. Semel let Yahoo! get completely trounced by competitor Google Inc. and Yahoo! is still reeling from the hit. D Chuck Prince, former CEO of financial services giant Citigroup Inc. He was hand-picked by financial legend Sandy Weill. Prince made some interesting acquisitions and performed at decent levels in some quarters during his four-year reign at the top of Citigroup, but when he risked a bunch in backing mortgage debt that then cratered as the housing market failed this year, he was sacked out of the top position and became the fall guy, along with some of his staff who also left.

填空题Hard work is respected as the cornerstone of Japan's post-war economic miracle. The value of self-sacrifice puts the benefit of the group above that of the individual.

填空题Banking is becoming more personal, which is easily recognized.

填空题·Read the article below about the securities exchange.·Choose the best sentence to fill in each of the gaps.·For each gap 8-12, mark one letter(A-G)on your Answer Sheet.·Do not use any letter more than once. {{B}}The Securities Exchange{{/B}}When people buy stock, most do so through one of the securities exchanges or marketplaces for stocks and bonds. These marketplaces are commonly called "stock exchanges" and they provide a meeting place for both the buyer and seller. To understand why such securities or stock exchanges are important in the purchase and sale of stocks and bonds, consider what would happen if you, and everyone who wanted do buy (or sell) securities, had to find your own buyer (or seller). If the market is going down the only way to recover your investment is to hang on to the stock and wait for it to come back. More importantly, how would you find out who is interested in selling that stock to you (or buying it from you)? In order to handle this marketing problem, securities exchanges sprung up. These exchanges are nothing more than locations where stocks are bought and sold. And since there is a common meeting place for there (or send their representatives). The result is a very systematic market process, where transations are handled in an orderly manner and the operations are both supervised and regulated by law.{{U}} (8) {{/U}}Buying and Selling SecuritiesThe general approach in buying and selling securities, regardless of the exchange where they are purchased, is basically the same, We provide a general picture of how security transactions take place; and for a fuller understanding, we will discuss some of the important terminology and functions of security trading.{{U}} (9) {{/U}}How would you go about buying stock in a major corporation? It's really quite simple. First, you would decide what you want to buy—such as 100 shares of IBM.{{U}} (10) {{/U}}Assuming your broker works for a major stock brokerage, the order would be telephoned directly to a company clerk on the floor of the New York Stock Exchange. The clerk would hand the order to a member of the Exchange who is a partner in the brokerage. This individual would then go to the appropriate locale on the trading floor and ask for the latest quote on IBM. Let us say it is "70 to a quarter."{{U}} (11) {{/U}}If your broker wants, a sale can be struck at ＄ 70.25 since the order calls for a purchase at the current market price. More likely, however, your broker will bid ＄ 70.125 and hope to save you one eighth of a point or ＄ 12.50. And it is likely that another broker with an order to sell will show up and accept the bid of ＄ 70 1/8. The two brokers will then initial each other's sales orders and see that the transaction is relayed to the exchange employee known as the reporter. The reporter sees that the sale is reported and a few minutes later it will come out on the ticker tape.Bulls and BearsWhat does "a bull" mean? It is a term that is used to refer to an invester who expects prices to rise.{{U}} (12) {{/U}}Of course, the market will not always rise. Sometimes stocks drop and remain low for extended periods of time. Those investors who expect stock prices to decline are known as "bears." During the Great Depression, the bears made a great deal of money. While the bulls were "buying long" the bears were "selling short."A How would you know what a fair price for the security is?B This means that someone is currently bidding "＄ 70 for the stock and another party is willing to sell at ＄ 70.25."C How stocks are actually purchasedD "Bulls" buy in anticipation of the market going up.E In this way, the buyer (or seller) is ensured that the best price is secured and they are not shortchanged or cheated in any way.F Then you would place a call to your stockbroker, who would enter an order to buy the 100 shares at the current market price.G If the market is going down the only way to recover your investment is to hang on to the stock and wait for it to come back.

填空题 I'm Sorry Dear Customer(0) Over the last two years Milair has been experienced unprecedented growth.(00) Whilst we are delighted at the increasing popularity of our products, this suc-(34) cess has brought with it some problems. Even though with(35) over 450 trained customer service staff, our telephone answering standards(36) have fallen down on a number of occasions, particularly Caring July and Au-(37) gust. The vast majority of our customers have continued so to receive a good(38) quality of service, but some have experienced by a service well short of(39) their, and our, expectations. As a result, we are speeding up our recruitment(40) program to have the more people available to take your calls. We are also(41) making much greater use of automated telephone technology. As to Managing(42) Director of Milair, I want to take up this opportunity to contact those of you(43) who have been affected and for assure you that my colleagues and I are ded-(44) icated to delivering the highest possible standard of service. I am confident in that(45) the steps we are taking on will help up to do this and apologize for any inconvenience caused. Yours sincerely

填空题______ , your reservation didn't reach us in time.

填空题·Read the text about customer car.·In most of the lines 34-35 there is one extra word. One or two lines, however, are correct.·If a line is correct, write CORRECT on your Answer Sheet.·if there is an extra word in the line, write the extra in CAPITAL LETTERS on your Answer Sheet. {{B}}Customer care{{/B}} Apart from ensuring that an efficient electricity supply for our customers. Nat Electric provides an invaluable service in other areas34. as well. While our Customer Helpline (charged a local rates) is the35. first point of contact with when you want to make an enquiry and36. we receive a huge number of calls from customers-on37. average, there are 50 000 calls a one week a. Available 24 hours38. a day, seven days a week 365 days a year, our Helpline on advisors39. aim at to answer 95 percent of all calls within 15 seconds. There40. are more than 200 advisors, working in around the dock to41. provide for this servicd, backed by a further 80 support staff42. who do handle any necessary paperwork. Although our target43. is to reply to letters within 10 working days. Nat Electric regularly44. responds within three to four days, and we are especially proud of the45. standards achieved by our customer relations team.

填空题HPR BANK CUSTUMER SERVICES DIVISION CUSTOMER: George Bliss, (5)______of Arundei Holdings ACCOUNT NUMBER: (6)______ PROBLEM: No record in his office of a (7)______of ￡15,000 on June 10th. Also, can't be one of their (8) They all begin with 50. Want us to investigate.