单选题10 The new price lists tomorrow and will be available in a few days. A. are being printed B. are printed C. were printed D. will print

单选题Management for Global Business In the rapidly changing global economic and business landscape, the need for effective global business management has become even more important. For businesses to remain competitive, they must continually (19) to tap into the global markets and emerging world opportunities. Strategic business management in the present turbulent world economic conditions has to be more (20) as technology, production and consumption (21) are changing by the day. In this context, global business management can be (22) as the fundamental principles and practices of conducting global business activities the proper evaluation of international business opportunities and the optimum (23) of resources so as to (24) the individual business objectives in a global environment It is (25) with large national companies attempting to make it big on the global stage. Domestic businesses in an attempt to become multinational or transnational corporations face numerous (26) which can be duly (27) by global business management. In the (28) of globalization and a rapidly integrated world in (29) of tastes, preferences and even culture, the organizational and geographical (30) of global or multinational companies are getting even more pronounced. The idea of change—to effectively conduct the global business of the company in far flung areas of the world and to evaluate the business opportunities in remote corners of the globe—has to be dealt with in (31) with the new sociological, political and economic trends that (32) almost daily on the international front. Some of the burning (33) in the aspect of global business management include international trade, global human-resource management, global investment and global finance.

单选题A Partnerships On the whole, this is not a popular form of business organization, but it is often used by people in the professions, like doctors, dentists or lawyers, to expand their business.Greater efficiency is possible because people in this sort of association can spend their time doing what they are best at. If one person is sick, then the remaining partner(s) can carry on the work. The main disadvantage is that even with this form of ownership, the amount of money available to the business may be limited. If people quarrel or disagree over decision-making there can be problems and serious delays. B Public (PIC) Companies These are the largest businesses in the private sector. There is no limit to the number of people holding shares in it and many of the larger companies have their shares listed on the stock exchange. The advantage of big businesses like this is that they find it easier to raise money as banks consider them a "good risk". There are strict laws governing the setting-up of this kind of business and each year the company has to publish its accounts. The larger such businesses grow, the more difficult it is to control them. Workers in such businesses may feel that management doesn't understand their problems. C Private (Ltd) companies Such businesses are not allowed to sell shares to the public. They must consist of at least two members, but there is no upper limit to the numbers who own the company. The larger size makes it possible for such companies to borrow more money from the banks or from issuing additional shares to its members. The advantage is that such a business is able to offer its members limited liability (responsibility) for debts and losses. Many companies of this type exist in England, Europe and the U.S.

单选题19 When the post…, I'll bring it into your office. A. will arrive B. arrives C. is arriving D. is going to arrive

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

单选题{{B}}PART ONE{{/B}}·Look at the statements below and the comments on change management on the opposite page. ·Which section(A，B，C or D)does each statement 1-7 refer to? ·For each statement 1-7，mark one letter(A，B，C or D)． ·You will need to use some of these letters more than once． A．For over three decades，academics，managers，and consultants，realizing that transforming organizations is difficult，have analyzed the subject．They've sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed．They've sanctified the importance of changing organizational culture and employees'attitudes．They've teased out the tensions between top-down transformation efforts and participatory approaches to change．Still，studies show that in most organizations，two out of three transformation initiatives fail． B．Each manager looks at an initiative from his or her viewpoint and，based on personal experience，focuses on different success factors．The experts，too，offer different perspectives．A recent search for books on ‘change and management’ turned up 6，153 titles，each with a distinct take on the topic. Those ideas have a lot to offer，but take together，they force companies to tackle many priorities simultaneously，which spreads resource sand skills thin. C．Someofthehardfactorsthataffectatransformationinitiativearethetimenecessarytocompleteit，the number of people required to execute it，and the financial results that intended actions are expected to achieve. The research shows that change projects fail to get off the ground when companies neglect the hard factors. That doesn't mean that executives can ignore the soft elements；that would be a grave mistake. However. If companies don't pay attention to the hard issues first，transformation programs will break down before the soft elements come into play. D．Companies assume that the longer an initiative carries on. The more likely it is to fail—the early impetus will peter out，windows of opportunity will close，objectives will be forgotten，key supporters will leave or lose their enthusiasm，and problems will accumulate. However，contrary to popular perception, along project that is reviewed frequently is more likely to succeed than a short project that isn't reviewed frequently. Thus，the time between reviews is more critical for success than a project's life span.

单选题We are looking forward you at next year's conference. A. to see B. to seeing C. seeing D. that we will see

单选题Understanding Partnership The Uniform Partnership Act defines a partnership as "an association of two or more persons to carry on as co-owners of a business for a profit." The partnership came into being us an evolutionary outgrowth of the proprietorship by correcting stone of tile disadvantages of that ownership form. The formation of a partnership is relatively simple, but because it involves two or more people, it must be based upon an understanding between the partners. In other words, a contract is required. Although the contract can be oral. it is wiser to have so important a document drawn up by an attorney. A contract of this sort is called the Articles of Co-partnership. Partnership has ninny advantages. Firstly, it is relatively simple to organize and dissolve. Although not as simple to organize as a sole proprietorship because Articles of Co-partnership are required, partnerships are simpler and less expensive to form than corporations. Second[y, it is subject to less government control. As is the case with sole proprietorships, partnerships are not controlled by the same federal and state laws as are corporations. Thirdly, it can keep larger tax savings. Unlike corporations, partnerships are not legal entities. Partnerships, therefore, do not have special taxes levied on them. Finally, it may provide a high personal incentive. Because the partnership business is carried on by working owners, this form of business ownership retains the high incentive of the sole proprietorship. The partners are working for themselves, and consequently are rewarded for extra effort. Although many of the advantages of a sole proprietorship are carried over into partnership, many of its disadvantages are as well. Like the sole proprietorship, partnerships have the disadvantages of unlimited liability. This means that in the case of bankruptcy of the business, both partners' personal assets must be used to settle partnership debts. When one partner's investment plus his personal assets are insufficient to meet his share of the creditor's claims, these debts must be settled by the remaining partner or partners. Furthermore, it is difficult to raise money for partnership and the disagreements among partners may easily result in the failure of the partnership. The form of partnership previously discussed is that of a general partnership. There are other forms of partnership available to businessmen which have specific advantages or overcome specific disadvantages of the general partnership. A limited partnership is one in which the liability of one or more of the partners is limited to the amount invested by him. A limited partnership must have at least one general partner whose liabilities are unlimited. Limited partnerships take advantage of the tax savings available to partnerships while maintaining some of the capital-raising resources available to corporations. However. they are legally complicated and expensive to set up; further, any activity by a limited partner may result in the loss of his limited status (and his limited liability); and they are not permitted to do business in all states. A joint venture is a partnership that has been set up for one specific undertaking. Upon completion of the undertaking, the joint venture is dissolved. Unlike a general partnership, the joint venture is not a continuing business. However, this need not be the case. The prime characteristic is its limitation to one specific venture.

单选题What does the writer say the members of the KITE organization provide?

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单选题·You will hear a man giving advice on how to give a good presentation. ·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 Focus on Your Customer If you think of the most successful companies around the world -- GM, Wal-Mart, IBM, etc. -- they all have one thing in common: loyal customers. It can cost ten to twenty times as much to acquire a customer as to retain one, so it's easy to understand why customer relationship management is such a hot concept. But, while everyone understands CRM is a good thing, putting a CRM strategy together isn't easy. The place to start? A customer-driven business model. A customer-driven business model is the most prudent method of ensuring customer loyalty because it fosters a better relationship with new and existing customers. Others such as market, price, cost or e-commerce-driven business models may generate profits, but fall short of sustaining a loyal customer base. At the heart of customer-driven business model is a clear understanding of the customer -- not just customer trends (although this is useful information, too), but the buying habits and history of every one of your customers. This 360-degree view provides analytics from multiple channels (direct, web, fax, E-mail, call center, sales/marketing) and consolidates into a common repository. Monitoring buying habits and tracking market dynamics lets you more effectively market new and existing products and services. If you think this is a daunting task, you aren't alone. Because most enterprises don't have a consolidated view of their customers, obtaining customer profit and cost information is often a Herculean effort. Implementing a CRM solution is usually a huge project with a high probability of failure. Some analysts suggest most businesses underestimate the cost of a CRM Implementation by 40～75 percent. In fact, a successful CRM will interface with ERP systems to provide integration with all customer interactions such as order processing, billing. Also, CRM strategies must include commitment and sponsorship from senior management, as it should be deemed a strategic investment that is implemented incrementally and evolutionary. Understanding critical success factors, such as those listed in the "Key to CRM Success" sidebar, mitigates the risks. First, start with a cultural change that focuses on a customer-centric business strategy. Make sure your organization is well aware of the high cost of customer attrition and is focused on improving retention, increasing loyalty. Understanding and broadcasting the cost of acquiring new customers versus fostering existing relationships. Second, focus on an enterprise view of the customer that encompasses all customer data, such as communication history, purchasing behaviors, channel preferences, demographics, etc. Understand your customers' preferred channels and determine if there's some way to optimize them. Adopt a flexible architecture that will expand with your business -- this is true with any IT project. Never deploy a strategic, costly solution using the big-bang approach. Always take an incremental, evolutionary, or iterative approach. The impact to your organization can be significant, thus, proceed slowly and ensure the returns on investment measures are in place.

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单选题The warehouse entrance is the main car park. A. opposite to B. opposite of C. opposite from D. opposite

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

单选题· Read the article below about common problems affecting mergers, 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}}Achieving a successful merger{{/B}} However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain. According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles. This was the issue in 2001 when' the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies' skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place. But even in mergers that do go ahead, there can be culture dashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company's approach would have worked for the other. The answer is not to adopt one company's approach, or even to try to incorporate every aspect of both organlsations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies .with differing management styles are the ones that need to work hardest at creating a new culture. Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.

单选题Public RelationsA company does not function in a vacuum, but rather as part of a society. That society consists of the people who work for it, the people and companies that do business with it, the public at large, and the government that regulates and taxes it. These groups are known as a company's "publics." In order for a company to deal with these publics effectively, a relationship of trust must exist. Employees will not cooperate with or put forth their best efforts for a company that they do not trust or that they fed is taking advantage of them. The public will not buy products or services from a company that, in their view, is not responsible or trustworthy. And the government, as the protector of the society it governs, is especially vigilant in dealing with a company that it regards as not operating in the public interest. Given these circumstances, every business, whether it is a giant corporation or a small factory, a five-star hotel or a roadside tavern, needs to give some thought to the relationship it has with all the various publics it interacts with. The techniques that a company uses to improve these relationships are known as "public relations", also called "PR".The goal of public relations is usually to improve the climate or atmosphere in which a company operates. Here are some results a company might expect from a successful public relations campaign:·Its products and services are better known.·Its relationship with employees has improved.·Its public reputation has improved.A successful public relations campaign can get people to do something that will help a company, stop them from doing something that might hurt it, or at least allow the company to proceed with a course of action without criticism. "An organization with good public relations has a favourable image or reputation, perhaps as a result of pubic relations activities." Says Richard Weiner, a noted and award-winning public relations counselor. In developing and implementing public relations plans, companies often use a simple five-step process: research or fact finding, planning, action, communication, and evaluation.A classic example of public relation at work is McDonald's. it has always been important to McDmald's to be known as a company that values cleanliness. Indeed, founder Ray Kroc emphasized cleanliness along with quality, service, and value as being the four most important things in any McDonald's operation. For that reason, Kroc instructed the first McDonald's franchisees to pick up all litter within a two block radius of their stores, whether it was McDonald's litter or not. The company also did many other things to help protect the environment. In 1990, it announced a program called McRecycle in which McDonald's committed itself to buy ＄ 100 million in recycled materials for use in building and remodeling its restaurants. It is important to understand the role public relations has played in all the company's decisions. McDonald's has always been socially responsible and extremely concealed about its image.These two facts are part and parcel of its public relationships. To McDonald's, public relationships activities go much deeper than simply sending out press releases and having corporate officers serve on various charitable boards. The company understands that real public relations means taking significant actions first, then announcing them to the public. Without the first step, the second would be meaningless. Many companies do not understand this basic principle: If you want to make news, you must first do something newsworthy.

单选题 · Read the article below about an Italian car company. · Choose the best word to fill each gap from A, B, C or D. · For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet Gianni Agnelli, Chairman of Fiat, Italy's largest private industrial corporation, is known in Italy as the lawyer, because he trained in law at Turin University. Though A he has never practiced, his training may be useful. On April 17th Mr. Agnelli admitted to a group of Italian industrialists in Venice{{U}} (19) {{/U}}Fiat had been{{U}} (20) {{/U}}in some corruptions in Italy. On April 21st, Fiat's lawyers and Cesare Romiti, its managing director, met Milan magistrates to{{U}} (21) {{/U}}the firm's involvement in bribery to win business from state-owned companies. Fiat is not the{{U}} (22) {{/U}}Italian company caught up in Italy's increasing political corruption scandal. According to the latest figure, some 200 businessmen and politicians were sitting in prison{{U}} (23) {{/U}}a result of judicial inquiries into kickbacks paid to politicians by firms. Hundreds more are still{{U}} (24) {{/U}}influence of Fiat,{{U}} (25) {{/U}}sales are equal to 4% of Italy's home product, the scandal at the company has{{U}} (26) {{/U}}the industrial establishment. Though neither Mr. Agnelli{{U}} (27) {{/U}}Mr. Romiti has been{{U}} (28) {{/U}}of wrong doing, several other senior Fiat managers have allegedly been involved in paying kickbacks to win state-owned contracts.{{U}} (29) {{/U}}arrested include Francesco Mattiol, Fiat's finance director, and Antonio Moscon, the{{U}} (30) {{/U}}head of its Toro insurance branch.{{U}} (31) {{/U}}men have been{{U}} (32) {{/U}}about their previous roles on the board of Cogefar-Impresit, Fiat's construction subsidiary. Last May, Enzo Papi admitted paying a 1.5 million-dollar bribe for a contract{{U}} (33) {{/U}}to Milan's underground.