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.

单选题· Read the article below about a business technique called benchmarking.· Choose the best word or phrase to fill each gap from A, B, C, or D on the opposite page.· For each question 19--33, mark one letter (A, B, C, or D) on your Answer Sheet. {{B}} Benchmarking{{/B}} The expression benchmarking has become one of the fashionable words in current management discussion. The {{U}}(19) {{/U}} first appeared in the United States in the 1970s, but has now {{U}}(20) {{/U}} world-wide recognition. But what {{U}}(21) {{/U}} does it mean and should your company be practicing it? Benchmarking {{U}}(22) {{/U}} learning about your own practices, learning about the best practices of others, and then making {{U}}(23) {{/U}} for improvement that will enable you to meet or beat the beast in the world. The essential element is not {{U}}(24) {{/U}} imitating what other companies do but being able to {{U}}(25) {{/U}} the best of other firms' practices to your own {{U}}(26) {{/U}}. Instead of aiming to improve only against previous performance and scores, companies can use benchmarking to inject an element of imagination and common {{U}}(27) {{/U}} into their search for progress. It is a process which forces companies to look closely at those activities which they may have been taking for granted and {{U}}(28) {{/U}} them with the activities of other, world-beating companies. Self-criticism is at the {{U}}(29) {{/U}} of process, although in some cases this may {{U}}(30) {{/U}} managers who are reluctant to question long-established practices. The process of identifying best practice in other companies does not just mean looking closely at your {{U}}(31) {{/U}}. It might also include {{U}}(32) {{/U}} companies which use similar processes to your own, even though they are producing different goods. The point is to look at the process {{U}}(33) {{/U}} than the product.

单选题Sheer Genius — or a Waste of Time? Encourage your original thinkers and live with their strange habits, says Alan Worthin If one of your research staff announced that he had worked out a way to propel a vehicle on a cushion of air, would you tell him to concentrate on something practical, or suggest taking it further? If a member of your development team asked if she could come in late because she had her best ideas at 3 am, would you insist that she is in the office at 9 am like everyone else? Current business wisdom is that companies need creative, innovative people to beat competitors. The reality is that companies have always needed new ideas to survive and progress, but in the past they weren"t particularly good at encouraging the people who produced them. Original thinkers don"t always fit easily into the framework of an organization. However, the advice from managing director, John Serrano is, "Get rid of the dull people and encourage the unusual ones". Essentially, he believes that companies need to learn how to manage their original thinkers in order to ensure that the business profits from their contribution. He also says, "Original thinkers often find it difficult to drive change within the organization, so they resign, feeling angry and disappointed. It is essential to avoid this." "You can"t recognize original thinkers by the way they look," says lan Freeman. "An apparently ordinary exterior can conceal a very creative thinker." His consultancy, IBT Personnel, has devised a structured way to identify original thinkers. "We define employees as champions, free-wheelers, bystanders and weak links, and most original thinkers come into the category of free-wheelers. They may miss deadlines if they become involved in something more interesting. They are passionate and highly motivated but have little or no understanding of business directions and systems." Headhunter George Solomon also thinks original thinkers have their disadvantages. "They may have a bad influence within an organization, especially given the current management trend for working in teams. The original thinkers themselves may be unaware of any problem, but having them around can be disruptive to colleagues, who have to be allowed to point out when they are being, driven crazy by the original thinkers" behaviour." Yet, in his opinion, the dream team" in any creative organization consists of a balanced mixture of original thinkers and more practical, realistic people. So, having identified your original thinkers, how do you handle them? One well-known computer game company has a very inventive approach. "We encourage our game designers by creating an informal working environment," says director Lorna Marsh. "A company cannot punish risk-takers if it wants to encourage creativity. Management has to provide support, coaching and advice — and take the risk that new ideas may not work. Our people have flexible working hours and often make no clear distinction between their jobs and their home lives." Original thinkers may fit into the culture of 21st century organizations, but more traditional organizations may have to change their approach. Business psychologist Jean Row believes that the first step is to check that original thinkers are worth the effort. "Are the benefits they bring worth the confusion they cause? If so, give them what they want, allow plenty of space, but set clear limits. Give them extremely demanding targets. If they fail to meet them, then the game is up. But if they succeed, your organization stands only to gain."

单选题·Read the article below about "China Enters Cyberspace" and the questions.·For each question 13～18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. {{B}}China Enters Cyberspace{{/B}}Although research into the Internet began in the 1980's in China, it was not until the mid 90's that the country cautiously joined the information highway. These days however, it seems that China is ready to jump onto the "Net" with both feet. Personal Computers (PCs) are the hottest selling item on the market in major Chinese cities. At night, hundreds of Chinese who don't own a PC crowd into the now familiar Internet Cafes, where Net time costs US $3.60 an hour. Web sites from around the world can be flashing on the screens of most high-tech companies, and many believe the Net is the perfect vehicle to transport China into the through the 21st century.Even though chinese government officials are somewhat concerned about the Western content on the Internet, it is clear they want to make use of what the superhighway has to offer. The Net is so appealing in improvement-obsessed China that usage is growing more than 40% a year. "It's a daily necessity," says a Beijing Foreign Studies University student. "I plan to get online soon. I feel like I miss a lot of things and I don't want to lag behind." It seems everywhere you go the air is buzzing with talk of how to best use this modern technology.{{B}}Possibilities{{/B}}The country has 350 million children to educate what better vehicle than interactive televisions. The Finance Ministry needs to establish bank and savings accounts for China's 284 million worker—what more effective solution than smart cards? Agricultural planners dream of more productive Chinese farms how easier to send weather and agricultural information to 323 million farmers than over the Web?To tap these benefits, China has embarked on a series of nine "golden projects" that will require state-of-the art technology in everything from health-care to finance. By 2010 hundreds of millions of Chinese will be wired with a golden smart card, all part of health and financial network.This smart card or identification card, will contain vital statistics about each person, and will automatically take a proportion of that persons salary as government "golden tax" via a microchip. Bryan Nelson, Microsofts director in the region, says, "China is going to be the ultimate proof of all that the Internet can do. And the amazing thing is the Chinese seem to understand that better than some people in the West actually." The window is still small though—only 3,000,000 chinese have access to the Internet, vs. some 25 million in the U. S.—but it is opening quickly. Officials at China's Ministry of Posts and Telecommunications say they hope to have 4 million Chinese connected by 2000. At the same time, access to the outside world from China—once tightly controlled over a narrow pipeline has quadrupled in 1998, the result of newly liberalized government regulations. As late as 1996, most Net traffic to and from China had to flow through a single 56 kilobit—some U.S. homes have more bandwidth than that. Now china has a pipeline a hundred times wider, and the company ATT has just been hired to make it even bigger. Will china really have 4 million citizens on line by 2000? "Try 20 million." says Internet Cafe owner Charles Zhang, who has watched the governement exceed growth targets in everything from telephones to agricultural output. The theory behind chinese leaders' enthusiasm is that technology and competitiveness are deeply linked.{{B}}Obstacles{{/B}}There are plenty Of obstacles to overcome between now and 2010. but the two biggest-limited ownership of both personal computers and the telephones—are fading. Perhaps the biggest obstacle to growth of computers and the Net in China is that Western-style keyboards aren't set up to type chinese characters. The best system for doing so, the stoke-based input method editor, was devised in the 1960s and involves using complex three and four-key combinations to enter specific characters. Where Westerners can be thought to use a standard in hours, learning to type in Chinese can take months, worse, the Web, which is still largely in English, is inaccessible to the vast majority of chinese.