单选题The bank with ideas with several hundred years of history behind it, the APL Bank has few problems in convincing businesses that it is a reputable and secure (19) of a range of banking services. Now, it is demonstrating to business customers that it is flexible and responsive enough to (20) their changing needs in the 21st century. Based in London, APL offers banking services to businesses throughout the UK via its branch (21) . Most customer service provision is (22) out by personal account managers based in local branches, together with (23) staff at company headquarters. An important (24) for APL has been to make it easy for customers to (25) 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 (26) with the customer during the manager's (27) . In addition, for those who want (28) 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 (29) within 24 hours. This focus on the customer has also been a driving (30) in APL's recruitment and development policy. For example, newly inducted staff (31) 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 (32) in banking have achieved excellent results. The customer (33) is growing fast, and last year the bank gained 36,000 new business accounts.

单选题[此试题无题干]

单选题·You will hear two people discussing Point of Purchasing(POP)projects.·For each question 23-30 mark one letter (A, B or C)for the correct answer.·After you have listened once, replay each recording.

单选题Which is not mentioned on borrowing from a small-loan company?

单选题People ExpressPeople Express, founded in April 1981, grew rapidly on the basis of low fares and no-frills service. It soon became a leading airline and (19) changed the industry as firms constantly engaged in price wars to lure passengers. Then, People Express' bubble (20) because it overexpanded, consumer complaints mounted and other airlines matched its fares on popular routes. In 1986, People Express (21) hundreds of millions of dollars and was forced to sell out to Texas Air, the owner of Continental and Eastern Airlines.In early 1987, Texas Air (22) People Express into its Continental division and industry observers believed (23) the costly fare wars would be ended. They could not have been more wrong. To stimulate business for its (24) Continental Airlines, Texas Air instituted a new low fare category (25) MaxSaver. The fare offered prices that were up to 40 per cent lower than "supersaver" rates offered (26) all airlines. For example, the round-trip MaxSaver fare from New York to Houston was $79. The MaxSaver fares were immediately matched by all major airlines, (27) feared losing business.While MaxSaver rates were low, they also had restrictions. Tickets could not be (28) or flight times modified after purchase. Passengers would have to stay over either a Saturday or Sunday, Reservations had to be made at least two days (29) and there were limited seats available. Three weeks after MaxSaver rates were (30) American Airlines announced plans to raise its discount fares and require 30-day (31) purchasing for its lowest fares. It felt it could not continue at the rates in effect. However, just 10 days (32) American Airlines had to revise its plan. Texas Air refused to abandon the MaxSaver fare; it even extended the program into the busy summer sea son. Competitors went along and the price war raged on, (33) an executive's comment that "nobody's cost structure can survive MaxSavers./

单选题Accordingtotheanchor,whatcan'tbedonebycomputer?A.Boardmeeting.B.Jobinterview.C.Fishforcandidates.

单选题What did McNamara's wife do to help him?

单选题·For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. {{B}}GETTING THE MOST OUT OF MEETINGS{{/B}}One aspect of business life which many managers are unhappy with is the need to attend meetings. Research indicates that managers will spend between a third and a half of their working lives in meetings. Although most managers would agree that it is hard to think of an alternative to meetings, as a means of considering information and making collective decisions, their length and frequency can cause problems with the workload of even the best-organised executives.Meetings work best if they take place only when necessary and not as a matter of routine. One example of this is the discussion of personal or career matters between members of staff and their line and personnel managers. Another is during the early stages of a project when the team managing it need to learn to understand and trust one another.Once it has been decided that a meeting is necessary, decisions need to be taken about who will attend and about the location and length of the meeting. People should only be invited to attend if they are directly involved in the matters under discussion and the agenda should be distributed well in advance. An agenda is vital because it acts as a road map to keep discussion focused and within the time limit allocated. This is also the responsibility of the person chairing the meeting, who should encourage those who say little to speak and stop those who have a great deal to say from talking too much.At the end of a well organised meeting, people will feel that the meeting has been a success and be pleased they were invited. They will know not only what decisions were made but also the reasons for these decisions. Unfortunately, at the end of a badly organised meeting those present will leave feeling that they have wasted their time and that nothing worthwhile has been achieved.Much thought has been given over the years to ways of keeping meetings short. One man who has no intention of spending half his working life in meetings is Roland Winterson, chief executive of a large manufacturing company. He believes that meetings should be short, sharp and infrequent. 'I try to hold no more than two or three meetings a week, attended by a maximum of three people for no longer than half an hour,' he says. 'They are clearly aimed at achieving a specific objective, such as making a decision or planning a strategy, and are based on careful preparation. I draw up the agenda for every meeting and circulate it in advance; those attending are expected to study it carefully and should be prepared to both ask and answer questions. Managers are best employed carrying out tasks directly connected with their jobs not attending endless meetings. In business, time is money and spending it in needless meetings that don't achieve anything Can be very costly. Executives should follow the example of lawyers and put a cost on each hour of their time and then decide whether attending a long meeting really is the best way to spend their time.

单选题InherjobasrecruitmentmanageratCarters,KateOrebi______.

单选题THE DIFFICULTIES OF MANAGING A SMALL BUSINESS"The organizational weaknesses that entrepreneurs have to deal with every day would cause the managers of a mature company to panic." Andrew Bidden wrote recently in Boston Business Review. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialized body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small businesses has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big businesses. In part this is because those involved in gathering expertise about businesses and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.The organizational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true--that people, particularly those who make the important decisions, are business' most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit. Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest management solution. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with management solutions does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove to be enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. There is an organization called KITE which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a moderator, an independently selected businessman or businesswoman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This encourages a free sharing of problems and increases the possibility of solutions being discovered.

单选题 PROCESS MANAGEMENT TO QUALITY IMPROVEMENT 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The move to self-service has meant that in many shops, fewer tasks are now performed by store assistants.Typical tasks which remain are making sure that shelves and counters are fully (19) taking the customer's payment, and (20) the purchases.However, in some shops, the more traditional selling skills are still important.In larger stores, it is normal for a range of (21) to be rotated among staff, giving greater work variety. Every customer has different (22) and different reasons for coming into the store.Some know (23) what they want, ask for it and buy it.Many, however,are not sure, and if they are not (24) correctly they may go somewhere else to buy.The store assistant must (25) when and how to offer help, and gain the customer's confidence with the (26) amount of questioning about what they are looking for.They can then give information and advice about the products which might (27) the customer's requirements.This demands both communication skills and knowledge of the product.Finally, they have to persuade the customer to make the (28) to buy, and " close the deal " If the customer is just (29) the store assistant needs to offer efficient and friendly service, hoping that the customer will return when he or she is ready to buy.It is worth remembering that many stores depend on their (30) customers for a large part of their (31) . The actual tasks of a store assistant vary with the type of goods sold.In a men's outfitters these could include (32) a customer for a suit.In an electronics store,it is vital to be able to (33) how a computer or hi-fi unit works and to ensure that the customer has any accessories they might need.

单选题Who would like sell particular goods at low prices?

单选题15 The number of orders went up we increased our prices by 15%. A. because B. although C. when D. if