单选题·Choose the best work 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}}Making computers work for you{{/B}} It is a typical day at the office--a senior manager is away when an urgent letter arrives from one of her clients. Meanwhile someone has discovered that the wrong price list has been sent out and half of the last{{U}} {{U}} 1 {{/U}} {{/U}}has been returned because the addresses are out of date. after a lot of time and effort has been{{U}} {{U}} 2 {{/U}} {{/U}}sorting out all these problems, someone asks{{U}} {{U}} 3 {{/U}} {{/U}}the new computer system didn't{{U}} {{U}} 4 {{/U}} {{/U}}all of this from happening. Unfortunately, such problems are{{U}} {{U}} 5 {{/U}} {{/U}}. One firm which used to have serious computer problems is Brinkman Lewis, a professionals ervices firm. David Callaghan, a partner at the firm,{{U}} {{U}} 6 {{/U}} {{/U}}. 'The initial problem for us was that we had all this information on computers around the office but didn't know what to{{U}} {{U}} 7 {{/U}} {{/U}}with it. Finally, Brinkman Lewis decided to{{U}} {{U}} 8 {{/U}} {{/U}}a network linking all the machines in the office.{{U}} {{U}} 9 {{/U}} {{/U}}than simply asking one of the senior managers to{{U}} {{U}} 10 {{/U}} {{/U}}responsibility for information technology, the firm brought in{{U}} {{U}} 11 {{/U}} {{/U}}Zoe Edlington to plan the development of its network. She began by upgrading the{{U}} {{U}} 12 {{/U}} {{/U}}telephone system so it could be integrated with the computers to provide closer links between the{{U}} {{U}} 13 {{/U}} {{/U}}of the firm. She then began finding other ways in which the information already on the network could be{{U}} {{U}} 14 {{/U}} {{/U}}more effectively. The strategy worked. The company soon realized that there could be a market for such a{{U}} {{U}} 15 {{/U}} {{/U}}, and before long Zoe Edlington was head of the firm's new network consultancy business.

单选题It is only through innovation that large companies will be able to survive, according to Ron Mitsch, vice-chairman of UK-owned industrial giant 3M. However, says Mitsch, it remains difficult to run a truly innovative company. Innovation involves speculation, unproven technologies and unpredictable costs. It takes a lot of managing, because managers really have to be on top of what's happening. In addition, innovation does not fit easily into the orderly kind of organization that company accountants like. Despite this, Mitsch claims it is an essential policy to pursue. The 3M group's record of growth aiding profitability indicates that it manages the orderly part of the business pretty well. The statistics are big. operations in more than 60 countries, sales in more than 200, around 60,000 products and 70,000 employees. But what makes 3M different is its innovative approach to innovation itself. Although it is a massive multinational with a turnover of $15 billion, the whole company is broken down into tiny groups which work together and help each other and are then encouraged to consult internally with the other groups. This positively encourages individual and collaborative research. A further encouragement is that all research staff worldwide are expected to work on 3M projects for only 85% of their time; for the remaining 15% of time they are free to pursue ideas of their own, using company facilities. In this time they can work on their own or in a group. One hugely successful project that has come out of this 15% rule is the Post-it note. The idea came from an individual inventor and then, using the business skills of a large organization, was rapidly developed into a major product. The success of the Post-it note proves how profitable the innovative 15 % rule can be. Ron Mitsch says innovation is at the heart of 3M. In 1996, more than 30% of sales were generated by products less than four years old. He says; "We almost always get into new markets through innovation. We're very good at adapting these innovations to lots of different markets so we have a high success rate. We take an idea and see how many applications it's got. Then we try to establish market dominance. We have a tremendous variety of technologies so we can adapt anything but we still need the original ideas to develop. " In the past year 3M has introduced a group-wide program called Pacing Plus. This means that they are still actively seeking new ideas, but with the difference that they hope many of them will eventually lead to the establishment of completely new business. In this way, 3M will be able to invest in a wide range of markets and even create some new ones. This emphasis on innovation creates unusual stresses and strains and makes a company like 3M a difficult business to manage. Technical people at 3M are given a large degree of intellectual freedom, and the company appears to specifically try to recruit people who think for themselves and who don't necessarily solve things by the traditional routes. The management encourages people to step outside of the security that comes from working in a big, stable group, and then to handle the consequences. So far the mixture of freedom and heavy responsibility seems to work; the 25 research schemes at present under review could generate business worth $ 6 billion a year.

单选题· Read the article below about a bank with a reputation for excellence.· 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}}The bank with ideas{{/B}} with several hundred years of history behind it, the APL Bank has few problems in convincing businesses that it is a reputable and secure{{U}} (19) {{/U}}of a range of banking services. Now, it is demonstrating to business customers that it is flexible and responsive enough to{{U}} (20) {{/U}}their changing needs in the 21st century. Based in London, APL offers banking services to businesses throughout the UK via its branch{{U}} (21) {{/U}}. Most customer service provision is{{U}} (22) {{/U}}out by personal account managers based in local branches, together with{{U}} (23) {{/U}}staff at company headquarters. An important{{U}} (24) {{/U}}for APL has been to make it easy for customers to{{U}} (25) {{/U}}business with the bank. They can contact their account manager by direct line or email; if the manager is on holiday, a carefully chosen colleague becomes the 'account contact' and{{U}} (26) {{/U}}with the customer during the manager's{{U}} (27) {{/U}}. In addition, for those who want{{U}} (28) {{/U}}to their bank at any time of day or night there is now a 24-h0ur phone-based service. In order to remain competitive and build customer loyalty, the bank guarantees to turn around urgent loan{{U}} (29) {{/U}}within 24 hours. This focus on the customer has also been a driving{{U}} (30) {{/U}}in APL's recruitment and development policy. For example, newly inducted staff{{U}} (31) {{/U}}a 'customer service review' to find out what it is like to be on the other side of the desk, asking to borrow money. Together, these{{U}} (32) {{/U}}in banking have achieved excellent results. The customer{{U}} (33) {{/U}}is growing fast, and last year the bank gained 36,000 new business accounts.

单选题Why do some small companies stay small ? It is often assumed that if a small company fails to (0)..., it is because of external factors. So it may come as something of a surprise to discover that many small companies have only themselves to (19)... for their lack of growth. In fact, if you run a small business, you shouldn't waste much time wondering whether you have (20)... to investment capital; still less, analysing fluctuations in (21)... exchange rates. You are more likely to (22)... the main barrier to greater success by looking in the mirror.This is a conclusion that can be (23) ... from a recent study based on interviews with the owner-managers of 40 small businesses. The research makes the reason (24) ... : management behaviour, however well intentioned, is often the (25) ... of the problem. This was the overwhelming view (26) ... by the managers surveyed: the main barrier to growth was the fact that day-to-day issues (27) ... all their time. The problems that many larger businesses face - lack of funds and insufficient government support - were of relatively minor (28) ... for these small companies.The survey shows that while owner-managers often work very hard running their business, many never take it on to the next (29) .... The reason is that they are too busy (30) ... their sales, marketing and finance functions. Limited resources may (31) ... to this, but many owner-managers are unwilling to delegate even insignificant decisions. As a result, without realising it, they create a style of working that (32) ... them from moving forward. One of the most important lessons for managers is learning to let go - very few people can do everything themselves. Instead they need to hire staff able to take (33) ... some of their responsibilities.

单选题· Read the article below about American consumers' borrowing styles, 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}} HOW DO AMERICAN CONSUMERS BORROW?{{/B}} Young consumers often have not established their credit ratings. Many do not have steady incomes. They might have difficulty borrowing money from an agency in business to make loan. Parents or relatives are usually their best source of loans. Of course, the parents or relatives would have money available and be willing to lend it. You might even get an interest-free loan. For most consumers the cheapest place to borrow is at the commercial bank. Banks are a good source of installment loan which may run for 12 months up to 30. Most of banks also make single-payment loans to consumers for short periods--30, 60, or 90 days. The newest type of bank loan is one that a depositor can get simply by writing a check. It works like this. A depositor is given a limited amount of credit, usually between $ 500 and $1, 000. He or she may write checks up to the amount allowed. Once a check has been written, the amount of the check becomes a loan. Usually no charge is made for interest until the loan is made. A typical interest rate is 3 cents per $100 per day, or just under 1% a month. Suppose that you used $100 of your credit and repaid it in 30 days. The cost would be 90 cents. If you repaid it in 10 days, the cost would be only 30 cents. There is another source of consumer loans that may be even cheaper than a bank. It is a credit union. But you have to be a member to borrow from one. A credit union is a cooperative. You remember that a cooperative is a business organized to provide its owners, or members, with goods or services at a saving. Like a bank, a credit union is both a savings and a lending organization. Its members deposit their savings in the credit union and are paid interest in return. These savings are used to make loans to members at low rates. Members of a credit union are people with a common bond. They may work for the same firm or belong to the same church, lodge, or labor union. Consumer loans are small in amount compared to those made to business firms. Companies that specialize in making loans to consumers, therefore, are sometimes called small-loan companies. These companies operate under state laws which regulate both the maximum amount that can be loaned and the rates charged. Regulations vary from one state to another. In general, however, the rates charged by small-loan companies are higher than those of other legal lenders except pawnbrokers. The following facts should tell you why. Half or more of the loans made by small-loan companies are signature of character loans. Practically all loans are paid in installments. In some states, small-loan companies will lend as little as $ 25 or $ 50. Many of their customers are persons whose credit ratings are so poor that they cannot borrow elsewhere. Another possible source of loans is a life insurance policy. Life insurance loans are easy to obtain. The rate charged is less than that for almost any other type of loan available to consumers. This is because the lender takes no risk. Also, borrowers may take as long as they want to repay their loans. Although that may seem like an advantage, it can also be a disadvantage. When a borrower is not required to repay a loan within a certain time, it is easy to let it run on and on. This increases the dollar cost of the loan because interest must be paid for as long as the loan continues.

单选题{{B}}How to approach Reading Test Part Three{{/B}}· In this part of the Reading Test you read a longer text and answer six questions.· First read the questions. Try to get an idea of what the text will be about. Then read the text quickly for general understanding.· Then read the text and questions more carefully, choosing the best answer to each question. Do not choose an answer just because you can see the same words in the text.· Read the article below about a fast-food chain 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}}Turning around a fast-food chain{{/B}} 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· Choose the best word 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}}Promise of Jobs with Telephone Banking Centre{{/B}}An ￡80-million telephone banking centre is to open in Scotland, with the situation of about 500 new jobs. Grand Union Group, which owns the Dundee and Western Bank, said today it hopes to have the{{U}} {{U}} 1 {{/U}} {{/U}}fully operational by next August. It will be based at the new Caledonian Industrial Estate currently being built near Edinburgh.The centre is being{{U}} {{U}} 2 {{/U}} {{/U}}through a joint partnership{{U}} {{U}} 3 {{/U}} {{/U}}global telecommunications firm Concept and customer care specialists Businesslink. Sara Grimaldi, chief executive of the Dundee and Western Bank, said, 'I'm delighted we will be working in{{U}} {{U}} 4 {{/U}} {{/U}}with Concept and Businesslink and I'm confident we will{{U}} {{U}} 5 {{/U}} {{/U}}from their considerable experience. The new centre will make{{U}} {{U}} 6 {{/U}} {{/U}}use of innovative business procedures which will{{U}} {{U}} 7 {{/U}} {{/U}}to an improved service and experience for our valued customers.' Callum Martin, president of global accounts for Grand Union Group, added that he was very pleased his company will play a key role in such an important development employing state-of the-art technology.The local council said new jobs were{{U}} {{U}} 8 {{/U}} {{/U}}of the efforts made to{{U}} {{U}} 9 {{/U}} {{/U}}investment to the region. Council leader Hugh MacArthur said, 'It's good news for Grand Union, but it will also{{U}} {{U}} 10 {{/U}} {{/U}}us to promote Edinburgh to companies considering a{{U}} {{U}} 11 {{/U}} {{/U}}to Scotland. The council will continue to work hard to ensure that today's{{U}} {{U}} 12 {{/U}} {{/U}}is just the latest{{U}} {{U}} 13 {{/U}} {{/U}}in our attempt to create high quality jobs in the area.'Scotland has become a European leader in terms of telephone banking centres and has{{U}} {{U}} 14 {{/U}} {{/U}}itself an excellent reputation. The call centre sector as a whole employs more than 28,000 people at more than 170 sites in Scotland. Taking this into{{U}} {{U}} 15 {{/U}} {{/U}}, it seems likely that this new centre will be another success story.

单选题WhendidTescostartexpandingacrossmainlandEurope?

单选题The expert says that ... a. the technology to make machines quieter has been available since the 1930s. b. the method for making machines quieter has only recently been developed. c. the technology for quietening machines has only now become commercially possible.

单选题[此试题无题干]

单选题What'stheespeciallybigissuethatholdsbacktheInternet?

单选题AdvertisementToo much to read! It's impossible to find time to read today's top business books--and thousands are published each year. Yet not keeping up with those books could be a serious and (19) mistake. Often the ideas and insights they contain are (20) nowhere else. But how can you even know which (21) are worthwhile--let alone find time to read them?Fortunately, there's a (22) -- Soundview Executive Book Summaries. It really works. In fact, it's guaranteed to (23) . It is ingenious and essential. Every month, you receive two or three quick-reading, time-saving summaries of the best new business books. Each (24) all the key points in the original book. The big (25) instead of 200 to 500 pages, the summary is only several pages. Instead of taking five, ten or more hours to read, it (26) just 15 minutes.Of the thousands of business books published (27) only a (28) are really worth reading. To save your time, our Editorial Board goes (29) them all eliminating 90%. Our (30) are high, and the criteria rigorous.When a book meets all our (31) , we prepare a summary, instead of a review or a digest. You get a skillful distillation that (32) the content and spirit of the entire books. The titles cover every subject of (33) to business people today. There's nothing else like Soundview Executive Book Summaries.

单选题Morning, noon and night The long-hours culture at work Working an eight-hour day is a luxury for most professional people. Nowadays, the only way to guarantee an eight-hour working day is to have the kind of job where you clock on and off. Those professionals who have managed to limit their hours to what was, 20 years ago, the average do not wish to identify themselves. 'I can quite easily achieve my work within a normal day, but I don't like to draw attention to it,' says one sales manager. 'People looked at me when I left at 5 o'clock. Now, I put paperwork in my bag. People assume I'm doing extra hours at home.' But more typical is Mark, who works as an account manager. He says, 'My contract says I work from 9 until 5 with extra hours as necessary. It sounds as if the extra hours are exceptional. In fact, my job would be enough not only for me, but also for someone else part-time. The idea of an eight-hour day makes me laugh!' He says he has thought about going freelance but realises that this doesn't guarantee better working hours. Professor Cary Cooper, occupational psychologist at the University of Manchester, is the author of the annual Quality of Working Life survey. The most recent survey found that 77% of managers in Britain work more than their contracted hours, and that this is having a damaging effect on their health, relationships and productivity. Professor Cooper is critical of the long-hours culture. He says that while bosses believe long hours lead to greater efficiency, there is no evidence to support this. 'In fact, the evidence shows that long hours make you iii.' There are, he says, steps that can be taken. One is to accept that the in-tray will never be empty. 'There are always things to do. You just have to make the rule that on certain days you go home early.' Prioritising work and doing essential tasks first helps, he says. He also thinks it's time to criticise bad employers and unreasonable terms of employment. 'By all means, show commitment where necessary but when expectations are too high, people have to begin saying openly that they have a life outside of work.' Personal development coach Mo Shapiro agrees that communication is important. Staff need to talk to managers about the working practices within a company. Both parties should feel that the expectations are realistic and allow them to have responsibilities and interests outside work. She recognises, however, that in many organisations the response might well be, 'If you want more interests outside work, then find another job'. She believes that senior staff have a duty to set an example. 'I recently worked for a firm of solicitors where the partners started at 7.30am. What kind of message is that to send to the staff?' She believes there is no shame in working sensible hours - in fact quite the reverse. 'Some people might be in at 7.30 but will be doing very little. You can work really hard from 9 to 5 and achieve the same. If you find it difficult to achieve an eight-hour day, there is, as a last resort, the old trick of leaving your jacket on your chair and your computer switched on, even after you have left the building.'

单选题Business Consulting A This book explores the new shape of consulting. It examines why organisations use consultants,how consulting firms compete and what consultants do. Based on hundreds of interviews with the managers who hire consultants and the people who run consulting firms;it offers an autthorita-tive analysis of this most shadowy of professions.It also provides invaluable practical advice on what organisations need to do to get the best out of the consultants they use and what consulting firms need to do to achieve the best results for those they work for. B Brands and Branding This book argues that because of the power of not-for-profit brands like the Red Cross or Oxfam, all organisations should make the brand their central organising principle, guiding every decision and every action. As well as making the case for brands and examining the argument of the anti globalisation movement that big brands are bullies which do harm, this book review of best practice in branding, covering everything from brand positioning to brand protection, visual and verbal identity to brand communications. C Emerging Markets Using the real experiences of companies wherever possible to illustrate the points it makes, this extensively updated and revised second edition of this book is aimed at both managers who are involved in entering emerging markets for the first time and managers who are already operating in them It will serve as a guide on how to avoid mistakes other companies have made and how to detect weaknesses in current emerging market strategies. D Essential Director Managers may run a company but it is the job of directors to make sure it is well run and run in the direction. This lively and accessible guide to the important subject of corporate governance shows what needs to be done to ensure high standards and how to do it. It is aimed not only at directors, but also at managers and stakeholders in every kind of business and organisation.

单选题Suggestions for Effective Meetings Meetings are windows on the soul of business: they reveal the quality of its management. Well-organized, well-conducted meetings bespeak an effective organization. Meetings afflicted with sloppy planning, flimsy agendas, and fuzzy expectations indicate a not-so-effective one. Here are some tips for tightening and energizing your meetings: Prepare smartly. At Intel Corporation, those who call a meeting must first assess whether the meeting is necessary. They'll e-mail ideas to a few people for comments and suggestions, draft an agenda, and then distribute it to a wider audience for revisions. The result is a one-pager containing the meeting's purpose and goals, subtopics with time frames for each, a list of attendees, and what each one should bring to the table. It's distributed in advance to attendees and to the appropriate business-unit chief, who might later check it for quality. Stand up and create. You don't always have to meet in an airless conference room. Senior executives at Ritz-Carlton in Atlanta gather each morning in the hallway outside the president's office for a ten minute "quality talk." Managers at Cabletron Systems have mastered the art of the stand-up meeting. No seats, just solutions. The food teams at Whole Goods Market stores meet weekly to forecast the financials, but when they're behind schedule, they might meet in the frozen-food aisle. Get creative; shake things up. Consider hosting your next brainstorming session outdoors. Make rules. Create roles and policies to stimulate discussion and keep it on track. A facilitator equipped with a watch or egg timer leads the discussion. A scribe takes notes on a dry-erase board. Intel also has a gatekeeper who makes sure everyone has a chance to speak. Of course, employees need to feel they can speak honestly without retribution. Springfield Manufacturing Corp has a no-griping policy to ensure that comments are positive and objective. At Foldraft Co. , managers dressed as referees call timeout when speakers at all-company meetings stray from the topic at hand. Follow up. At the close of Intel's meetings, attendees are encouraged to mentally answer questions posted on conference room walls. Why was I here? What was my role? Was I well prepared? What was resolved? The process helps people clarify their thoughts so they can contribute to the meeting-minutes document, which is posted on internal Web pages within 24 hours. This one-page summary lists key issues, decisions made, action items, expected results, firm deadlines, and the next meeting date. All these are for tracking purposes. According to the surveys by the Wharton Center for Applied Research, managers report that only 56% of their meetings are productive, and that 25% would have been more effective as conference calls, memos, e-mails, or voicemails. Conclusion: the cost of misguided meetings is high. When meetings aren't paying off, explore your options and make substitutions. Kris Burton of Total Restoration switched to a combination of broadcast voicemail and follow-up memos when the cost-to-payoff ration for weekly meetings shot up. He explains. "The system is easier and much less costly./