单选题According to paragraph 4, if you use $100 of your credit and repay it in 20 days, how much interest will you pay?

单选题Dear Mr. Jackson, Further to our recent exchange of communications, we are happy to confirm having (19) the deal with you in the (20) of processing goods from buyers' raw materials. Our factory has informed us that they can, at present, (21) an order of processing 1,000 dozens of gloves. (22) your email of 26 Aug., 20--, you expected that the shipment of raw materials would be (23) from Japan late November or early December. Emphasis has, however, to be laid on the (24) that shipment must be made according to planned time. You know, if you can't (25) the raw materials in time, our factory will run (26) of raw materials and it will be impossible for our factory to (27) the commodities. We are now attaching our Sales Contract No. 79 P52076 in (28) Please countersign and return us one copy for our (29) . You may rest (30) that we shall start production without any (31) after receiving your raw materials. We (32) your cooperation and trust that our products will (33) to your satisfaction.Sincerely,

单选题How did Master Card, became for a while the biggest card in the country?

单选题General Managers (GMs) are a part of middle management and play a key role in organisations. Depending on the size of the organisation a GM can be, for example, a senior manager responsible for a division or a subsidiary company or a less senior manager in charge of a department or section. They are a link or a less senior manager in charge of a department or section. They are a link between top management, who make policy decisions, and junior managers, who carry out these policies. Top management work through GMs and they can make the difference between good and bad policy and a motivated or demotivated workforce. The relationships GMs have with their bosses, subordinates and each other are very important for the success or failure of an organisation. GMs within the same organisation need to have good working relationships with each other in order to apply policies in the same way throughout the organisation. At the same time, GMs are also required to make broad policies into plans that suit their particular divisions or departments.In a company conflicts between the activities of various departments will inevitably arise, and it is the job of the GM to act as a link between the departments. Research has shown that the personality of a GM is very important in helping to resolve these departmental problems. The research has also shown that (as far as the personalities of GMs are concerned) GMs are ambitious people who have balanced temperaments and are good with people. In addition, good GMs combine these personality traits with a detailed knowledge of their business. They work hard to fit into and be accepted by the culture of their particular organisation. It has also been demonstrated that high performing GMs have three sets of skills.First, they need agenda-setting skills, so that they can identify and convince others of the most important objectives of a project. Second, GMs need to develop networking skills. Good GMs deliberately attempt to develop contacts-within and outside the organisation. Such a network of contacts means that the GM is aware of issues and can act on them quickly. To develop agenda-setting and networking skills, it is essential for a GM to be skilful in dealing with people. This is particularly important as they spend such a large amount of time working with employees at all levels of a company.In terms of work, tasks and attitude, the research has shown that managerial work is done in short bursts, with managers Working on many simultaneous projects, which can sometimes have conflicting aims. GMs discuss a wide range of subjects in an unconnected way and tend to ask questions rather than give orders. They require large amounts of information which they pass on to top management to help them to make decisions. In order to collect this information, they must learn to work in uncertain and changing environments. As a result, both the approach and style of a GM change to adapt to the setting in which they are operating. They must be flexible to succeed.

单选题· Read the article below about negotiation and the questions on the opposite page.· For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. {{B}} DEBUNKING NEGOTIATION MYTHS{{/B}} Before developing a mom effective negotiation strategy, we need to dispel several faulty assumptions and myths about negotiation. These myths hamper people's ability to learn effective negotiation skills and, in some cases, reinforce poor negotiation skills. A pervasive belief is that good negotiation skills are something that people are born with, not something that can be readily learned. This is false because most excellent negotiators are self-made. In fact, there are very few naturally gifted negotiators. We tend to hear their stories, but we must remember that their stories are selective, meaning that it is always possible for someone to have a lucky day or a fortunate experience. This myth is often perpetuated by the tendency of people to judge negotiation skills by theft car-dealership experiences. Whereas purchasing a car is certainly an important and common type of negotiation, it is not the best context by which to judge your negotiation skills. The most important negotiations are those that we engage in every day with our colleagues, supervisors, co-workers and business associates. These relationships provide a much better index of one's effectiveness in negotiation. In short, effective negotiation requires practice and feedback. The problem is that most of ns do not get an opportunity to develop effective negotiation skills in a disciplined fashion, rather, most of us learn by doing. As the second myth reveals, experience is helpful, but not sufficient. We have all met that person at the cocktail party or on the airplane who boasts about his or her great negotiation feats and how be or she learned on the job. It is only partly true that experience can improve negotiation skills; in fact, naive experience is largely ineffective in improving negotiation skills. There are three strikes against natural experience as an effective teacher. First, if a person does not know how well he or she has performed in the negotiation, it is nearly impossible to improve performance. For example, can you imagine trying to learn mathematics without ever doing homework or taking tests? The second, problem is that our memories tend to be selective, meaning that people tend to remember their successes and forget their failures or shortcomings. This is, of course, comforting to our ego, but it does not improve our ability to negotiate. Finally experience improves our confidence, but not necessarily our accuracy. People with more experience grow more and mom confident, but the accuracy of their judgment and the effectiveness of their behavior do not increase in a commensurate fashion. Overconfidence can be dangerous because it may lead people to take unwise risks. The third pervasive myth is that effective negotiation necessitates taking risks and gambles. In negotiation, this may mean saying things like "This is my final offer" or "Take it or leave it" or using threats and bluffs. This is what we call a "tough" style of negotiation, though negotiators are rarely effective; however, we tend to be impressed by the tough negotiator. An interesting exercise is to ask managers and anyone else who negotiates and to describe their approach to negotiating. Many seasoned negotiators believe that thee negotiation style involves a lot of "gut feeling," intuition, and "in-the-moment" responses. We believe that this type of intuition does not serve people well. Effective negotiator involves deliberate thought and preparation and is quite systematic.

单选题· For each question (23-30), mark one letter (A, B or C) for the correct answer.· After you have listened once, replay the recording.

单选题· For each question (23-30), mark one letter (A, B or C) for the correct answer.· After you have listened once, replay the recording.

单选题A year ago, the only steel assets Tom White Jr. owned were a Chrysler Cherokee and a Mercedes-Benz. Today thanks to his enormous effort with United Steelworkers President Leo Gerard, the New York financier is emerging as one of the most important steel executives in decades. White made a fortune investing in bankrupt companies such as Texaco and Fruit of the Loom, but didn"t buy his first steel property until last April, when he bought the mills of bankrupt ATM Corp. no longer in use, for $262 million. At the time the industry was in retreat. Destroyed by extremely cheap imports, nearly half the nation"s mills had gone bankrupt, including three of the top five. When assessing White"s chances, those in the industry were not optimistic. Yet within a month, White and his partners were rehiring the old workers of what had been the No. 4 steel producer in the U. S., the International Steel Group. Now, the 1SG chairman is close to finalizing his biggest deal yet—a $1.5 billion bid for the assets of Bethlehem Steel Corporation, which has slowly been descending into bankruptcy since October, 2001. How has White been able to do this? Partly, it is to do with his excellent business understanding. White, 65, perfected his restructuring skills through 24 years at investment bank Rothschild Inc., and negotiated to buy the ATM mills just before President Bush set restrictions that removed foreign suppliers. White brings an outsider"s approach to management. Today, ISG has just 22 executives-ATM had more layers than that. More than just salary savings, the cost cuts have shifted more responsibility to the shop floor, which, in turn, has increased productivity. White says that mill workers suggested asking for new pieces of steel ten minutes before a production run was about to end, rather than waiting until it had ended, as was normal. This clever move adds thirty minutes of extra output a day. The bottom line even with a well-paid union workforce, ISG has lifted productivity levels close to the levels of nonunion Nucor Corporation. Not had for such a new businessman.

单选题When is a low-cost airline not a "no-frills" airline? When it adds frills. Business travellers who have taken enthusiastically to value-for-money air (19) are now being offered packages more commonly associated with mainstream airlines. To date, the attraction of no-frills airlines has been based on price: forget the more convenient departure points, creature comforts or ease of (20) . Easyjet, Ryanair and Debonair have all undercut leading carriers by as (21) as 70 percent on high volume routes. However, in the wake of increased competition and aggressive price-cutting from mainstream airlines such as KLM UK, three no-frills airlines are changing tack. Virgin Express is (22) legroom and is contemplating the (23) of a frequent-flyer programme; Go, owned by British Airways, is wooing the business traveller: and Debonair is introducing a business class section next week. Debonair, based at Luton Airport, north of London, was launched just over two years ago and went into (24) for the first time this summer. Even when it started, it (25) itself slightly apart from its low-cost competitors by offering more seat comfort, a drink in-flight and a (26) frequent-flyer scheme. Debonair's business class, called ABC, will give (27) more privacy during the flight, a fully-refundable, flexible ticket, a free bar, a snack and a dedicated check in desk. Yet the (28) will remain as much as 40 percent below the average business class ticket price. Other low-cost airlines, however, are standing (29) . Even so, Easyjet, which markets itself on lowest price, no catering and direct sell, has now introduced a ￡10 (30) to allow its passengers to (31) from one Easyjet flight to another. This is effectively a concession to the business traveller, who needs more flexibility. Attempts by Virgin Express, Go and Debonair to move upmarket are being (32) by some as the beginning of a consolidation in the sector. With so much (33) on price, it seems likely that some players in the low-cost airline business will fail to survive.

单选题· Read the article below about process management to quality improvement, and the questions on the opposite page.· For each question 13--18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose. {{B}} PROCESS MANAGEMENT TO QUALITY IMPROVEMENT{{/B}} The examples above illustrate the need for integrated process and quality management, based on well-structured procedures, sensibly applied. For an organization to function effectively, it must have visible and easily understood procedures that assist staff in carrying out their work and provide accountability for all operations. Providing such a system is not trivial, and it cannot be done without considerable thought and hard work. But the results will more than justify the effort. Modern management must deal with degrees of complexity unheard of only a few decades ago. They must integrate many systems--for example, for purchasing, personnel, accounting, stock control, and computing--when each of these systems is itself highly complex. At the same time, they must ensure that they comply with a baffling variety of legal, safety, and regulatory and other requirements relevant to their organization. While struggling with these issues, the manager is under irresistible pressure from global competition to reduce costs to the minimum. With such pressure, we are obliged to provide structure and organization, which enable us to deal with such complexity. We group similar processes, collect similar information into records and classify the various activities that the organization must deal with. We organize staff and computer systems into units that deal with similar types of problems or situations. In all disciplines, the provision of structure of classification is dealt with through a systematic method recognized by the practitioners. In engineering, architecture, medicine and other practical professions, the practitioners learn the relevant methods and then apply them to solve problems. Process and quality management have the same need to approach the problems with a systematic method, which facilitates structuring of problems and produces practical solutions. One of the key criteria for a satisfactory method is that it should be applicable to a wide range of problems and concerns dealt with by the discipline. Once a method is in place, it provides a language and a framework for doing works therefore, it must have the scope to deal with all problems that may arise. In quality management, the range of problems centers on "conformance to requirements". When this is interpreted most widely, as in TQM, requirements are not just those of the direct customer, but also those in internal departments and the wider requirement of the law and of regulatory agencies. Seen this way, all procedures and operations carried out are deal with all such issues uniformly which will provide an efficient and elegant solution to the problem of quality management. In process management, the problem centers on definition of the objectives of the organization, and the design of processes that support them. Since efficiency and effectiveness are always major objectives, the organization will also require that processes make efficient use of resources, including human and material resources and provide effective results, in terms of meeting the requirements of customers and other stakeholders in the organization. A systematic method must also provide support for these essential process attributes. Finally, the method must support people as they carry out processes. It should enhance their working lives and help them to discover better and more interesting ways of doing their jobs. It should endow empowerment and an involvement in decision-making by everyone involved in the process.

单选题AndyLaudidNOTAdrawonhumanpsychologytobetterunderstandimportantsocialprocessesinbusinessorganizations.BspecialiseinstudyingthecontrastbetweenbusinessrelationshipsinChinaandtheUnitedStates.Ccompletethearticlealone.

单选题· Read the article below about flea market and the questions on the opposite page.· For each question 13--18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose. {{B}} Flea Market Shopping Can Be Satisfying{{/B}} Whether in London, Paris or at a rural antique fair, an addictive adrenaline surge is triggered when I discover an architectural fragment I know can be converted into a headboard, or when I come across an old sea chest that, with some paint and polish, can be made to work as a coffee table. In truth it took quite a while, but I finally learned to practice self-discipline when browsing at flea markets. It's that time again, sunny days are upon us, and flea market and antiques sales wait. Old pieces with great potential abound--all you have to do is to spot them. But wait a moment, I just got something to tell you before you plunge into it. That will help make your hunt more fruitful. Believe it or not, you'll definitely be inspired. Keep an open mind. You may not come away with the things that were on your list, but that's the beauty of the hunt. you never know what you'll find. If you didn't find a particular item this week, don't despair--chances are you'll find it next time. Know when to walk away. Sometimes playing the cool, uninterested browser will get you a better deal on an item, but don't be too coy. If you see something you like, buy it--there may not be a second chance on a one-of-a-kind find. Know how to negotiate. Although haggling over a price is part of the experience, an offer that's too low is insulting. Vendors will often lower the marked price by about 10 percent. Buying several items from one vendor and giving them regular business will get you a better deal. Know who to buy from. This is a well-kept secret among flea-market gurus. You're more likely to get a deal on items that aren't part of a vendor's regular supply. Vendors sometimes pick up odd items to add to the mix and may be more willing to part with them for less money. Have cash on hand. Cash is always the most powerful negotiating tool and best method of payment. Most vendors won't accept checks or credit cards. Small bills make it easier when you're haggling a sale. Markets in rural areas have ATM machines nearby, but field markets usually don't. Be aware that prices often prove more negotiable when vendors learn you'll be paying with cash rather than with a credit card. Anyway, a flea market is an interesting place to visit if you want to buy something or if you want to buy nothing. It consists of an open space filled with individual vendors selling used or almost new merchandise, as well as produce, paintings and crafts. Approach your acquaintances or public library for the location of the nearest flea market and for the days and hours it is open. Don't be surprised if you find the very thing you have been looking for] You may wish to set up your own table at the flea market if you would like to sell toys, books and items that you no longer use. It will be another kind of pleasure. Now it's your turn to go and find out.

单选题Three Bootleggers Jailed Three men who ran a cross-channel smuggling group, selling cheap French beer, wine and champagne in Britain, were jailed yesterday. The men were leaders of an 11-man group which made at least 42 tours on the Dover-Calais ferry in three months. Trucks of cheap drink were brought into the country and sold (19) at Sunday market and corner shops in South Wales. Two secret teams of customs officers (20) vehicles between Kent and Cardiff in an operation called "chancer". Eleven men admitted their part in a (21) to avoid paying duty on beer and spirits. Mr. Roger Thomas said it was (22) that 70,000 pounds of unpaid duty was involved between January and April last year when the gang was (23) the smuggling group. Cases of beer, wine and champagne were brought to a rented warehouse in Cardiff before being (24) to traders. Mr. Richard Nichols, a former market trader, Mr. Qichard Spencer, a shopowner, and Mr. Raymond Tout, were put in prison for (25) of nine, four and three months (26) Judge Michael Burr said the group had used "an army of helpers" in an organized conspiracy to make (27) money. He ordered six other men to carry out community service and conditionally (28) two others who had played a lesser role. After the (29) customs investigators said that the group made as many as four cross channel trips a day (30) to a hypermarket near Calais. They went into business only three weeks after the new customs laws came into (31) on New Year's day last year. The investigators added: "We hope these jails (32) will be a big help to tackle this (33) crime which is causing concern to the retail industry.

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单选题Inherpresentation.Penelopewantsto

单选题· Read the article below about problems in the IT industry, and the questions on the opposite page.· For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet. {{B}} Problems in the IT industry{{/B}}In the information technology industry, it is widely acknowledged that how well IT departments of the future can fulfil their business goals will depend not on the regular updating of technology, which is essential for them to do, but on how well they can hold on to the people skilled at manipulating the newest technology. This is becoming more difficult. Best estimates of the current shortfall In IT staff in the UK are between 30,000 and 50,000, and growing.And there is no end to the problem in sight. A severe industry-wide lack of investment in training means the long-term skills base is both ageing and shrinking. Employers are chasing experienced staff in ever-decreasing circles, and, according to a recent government report, 250,000 new IT jobs will be created over the next decade. Most employers are confining themselves to dealing with the immediate problems. There is little evidence, for example, that they are stepping up their intake of raw recruits for in* house training, or retraining existing staff from other functions. This is the course of action recommended by the Computer Software Services Association, but research shows its members are adopting the short-term measure of bringing in more and more consultants on a contract basis. However, this approach is becoming less and less acceptable as the general shortage of skills, coupled with high demand, sends contractor rates soaring. An experienced contract programmer, for example, can now earn at least double the current permanent salary.With IT professionals increasingly attracted to the financial rewards and flexibility of consultancy work, average staff turnover rates are estimated to be around 15%. While many companies in the financial services sector are managing to contain their losses by offering skilled IT stall 'golden handcuffs' - deferred loyalty bonuses that tie them in until a certain date - other organisations, like local governments, are unable to match the competitive salaries and perks on offer in the private sector and contractor market, and are suffering turnover rates of up to 60% a year.But while loyalty bonuses have grabbed the headlines, there are other means of holding on to staff. Some companies are doing additional IT pay reviews in the year and paying market premiums. But such measures can create serious employee relations problems among those excluded, both within and outside IT departments. Many Industry experts advise employers to link bonuses to performance wherever possible. However, employers are realising that bonuses will only succeed if they are accompanied by other incentives such as attractive career prospects, training, and challenging work that meets the individual's long-term ambitions.This means managers need to allocate assignments more strategically and think about advancing their staff as well as their business. Some employers advocate giving key employees projects that would normally be handled by people with slightly more experience or capability. For many employers, however, the urgency of the problem demands a more immediate solution, such as recruiting skilled workers from overseas. But even this is not easy, with strict quotas on the number of work permits issued. In addition, opposition to the recruitment of IT people from other countries is growing, as many professionals believe it will lead to even less investment in training and thus a long-term weakening of the UK skills base.

单选题Catching out the Dishonest CandidateMost personnel managers agree that job interviews are one of the least objective recruitment methods. But the advantages of testing are not going to change the attraction of the interview to employers. The appeal of the interview has everything to do with the (19) factor. Most people believe they are a (20) judge of character and trust their instinctive feelings. We might use some kind of test to aid the (21) process, but we usually pick a candidate who interviews will, has good (22) and an impressive work record.But (23) the candidate lies or is less than completely honest 'This can be a serious problem for employers', (24) Alan Conrad, Chief Executive at Optimus Recruitment. 'The most difficult liars to find out those who (25) half-truths rather than complete lies.' Research (26) that up to 75 per cent of curriculum vitaes are deliberately inaccurate. The most common practice is (27) Interviewers should therefore concentrate on areas of (28) such as gaps between periods of employment and job (29) that seem strange. 'Focusing on these areas will force candidates to tell the truth or become increasingly (30) This is usually when people signal their (31) by their body language. Sweat on the upper lip, false smiles and nervous hand movements all (32) discomfort.'Conrad does not suggest an aggressive police-style interview technique, but insists that (33) inspection of a curriculum vitae is absolutely essential. Only by asking the right questions can you confirm the suitability of the candidate or put pressure on those who are being less than completely honest.