单选题A The need for good managers is not going away. It is intensifying. With ''flatter'' organizations and self-directed teams becoming common? with personal computers and networks making information available to more people more quickly; the raw number of managers needed is decreasing. However, the need for good managers, people who can manage themselves and others in a high stress environment, is increasing. B I believe anyone can be a good manager. It is as much trainable skill as it is inherent ability; as much science as art. You have confidence in yourself and your abilities. You are happy with who you are, but you are still learning and getting better. You are something of an extrovert. You don''t have to be the life of the party, but you can''t be a wallflower. Management is a people skill—it''s not the job for someone who doesn''t enjoy people. C You are honest and straight forward. Your success depends heavily on the trust of others. You are an includer not an excluder. You bring others into what you do. You don''t exclude other because they lack certain attributes. You have a presence. Managers must lead. Effective leaders have a quality about them that makes people notice when they enter a room. D You are consistent, but not rigid; dependable, but can change your mind. You make decisions, but easily accept input from others. You are a little bit crazy. You think out-of-the box. You try new things and if they fail, you admit the mistake, but don''t apologize for having tried. You are not afraid to "do the math". You make plans and schedules and work toward them. 0. A good manager must be courageous to admit the mistake. (D)

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单选题 A Critical Concern in Merger and Acquisition Strategies Mergers and acquisitions as growth strategies are once again in vogue. This business drama seems to be (19) by recent highly visible mergers between rich and famous players. Even speculation around a low ball offered by Comcast to acquire Disney seems to excite global (20) in corporate marriages. However, like all such (21) , long-term success is rarely accomplished by a mere combination of cool stuff and know-how. In the midst of all the hype, a well documented fact is that most merger and acquisition activity rarely (22) the highly anticipated cooperation between companies. Throughout a merger or acquisition, people in an acquired company often (23) that they don't know what is happening, express fear about (24) their jobs, and feel demoralized as to the future of their contributions. Failed mergers that otherwise have a (25) strategic and financial fit are typically the (26) of the irretrievable loss of intangible, messy-to-measure, and difficult-to-implement human (27) on which the company's tangible assets ultimately (28) . Traditional integration practices have been (29) around consolidating key resources, financial and physical assets, (30) names, and tradable endowments. The most forward-thinking integration strategies also capture key pieces of elusive core competencies, such as a/an (31) 's best practices, skills, knowledge bases, and routines. (32) excluded are critical root strategic assets, which can make or break a union that is otherwise "made in heaven". These root strategic assets (33) collaborative leadership, cultural cohesion and talent retention.

单选题GETTING THE BALANCE RIGHTLeaving work on time may not sound like much of a (0).... However, in an experiment by glass manufacturers Dartington Crystal, it (19) ... surprisingly difficult. Four managers, who all worked very long hours, took (20) ... in a simple experiment: they agreed to (21) ... to their set hours for a week, with no coming in early, leaving late or taking work home. The aim of the exercise was to (22) ... the balance between the managers' work and home lives. It was a way to get everyone thinking about their working hours and how to (23) ... them,Robin Ritchie, the company's managing director, was very aware that his company was (24) ,.. on the experiment at its busiest time of the year. They were also just days away from a big product (25) .... So not surprisingly, perhaps, it soon became clear that it wasn't going to be easy: even on the first day, director of design Simon Moore took home a design problem to (26) .... as he couldn't relax until he had dealt with it.As the week progressed, the four people involved found it hard to (27) ... with the pressure of leaving work undone. They felt they were (28) ... people down, and worried about the effect on the business. (29) ... crises made it more and more difficult to go home on time. Changing working habits wasn't easy. (30) .... they saw the experiment through to the end.There was some (31) ... up to do the following week, but the company did not appear to have suffered. Significantly, too, the experiment made the managers reappraise their (32) ... to staying late and start prioritising tasks. All in all, they felt the experiment was of (33) ... benefit, and that it helped them to create a better balance in their lives.

单选题·Read the article below about marketing management.·For questions 18—20, mark one letter (A, B, C, D) on your answer sheat for the ansuer you choose. {{B}}Marketing Management{{/B}}Playboy's principal distritution channel until 1979 was a network of approximately 450 nonproprietary retail outlets throughout the United States, many of which also sold other brands of men's premium shoes. Play boy's shoes were sold wholesale to retailers at approximately 50 percent of the suggested retail price. Price increases usually were announced in February or August. The company did not offer its retail accounts quantity discounts.Because producing high-quality men's dress shoes demanded highly skilled labor and specialized facilities, Playboy's entire product life had been manufactured at the company's facility in Lynn, Massachusetts, through our most of the company's history. As consumer preferences changed and fashion became more important in men's shoes during the 1970s, Playboy began contracting with outside manufacturers to produce casual shoes that matched Playboy's quality and feature specifications yet could extend the brand's franchise to a younger age group. Playboy's executives labeled these styles "outside" shoes, while those manufactured at the Lynn plant were called "inside" shoes, in 1985, the average prices the retailer paid Playboy for pair of inside shoes was $52 and, for a pair of outside shoes, $34. Variable manufacturing costs per pair of inside shoes were $40. The average cost of a pair of outside shoes to Playboy was $28.Playboy sold approximately 160 inside shoe styles and 56 styles made by outside mahufacturers, Since there were 80 sizes to each style, Playboy' total SKUs numbered around 17,280, and it carried an inventory in stock of over 64,000 pairs, Both internal and external production schedules for each style were set in advance, based on sales projections. Playboy rarely did "makeup" (styles not included in its regular product line, manufactured to the specification of a retailer) for a particular retail account.Each of Playboy's 16 salespeople was assigned a geographic territory and was responsible for retailer sales and service with the area. Salespeople also were expected to perform "previews" at the beginning of fail and spring seasons as a method of increasing both consumer and trade sales, Previews consisted of a sales presentation at retail store, where the Playboy salesperson would display and explain the company's entire line to store customers. During the preview, the customer was offered a price promotion of $10 off any pair of Playboy shoes. The retailer was responsible for absorbing the cost of the promotion, while the cost of advertising placed to stimulate retail traffic during the preview was shared between Playboy and the retailer. The Playboy sales person would spend time with the retailer's salespeople and customers describing the quality and comfort of Playboy shoes. Company management believed that consumers were likely to "trade up" to a higher-priced brand if they understood the features and benefits of premium shoes. The managers believed that retail sales people often missed sales opportunities by assuming that casually dressed customers would not buy expensive high-quality shoes, and one of Playboy's goals was to have retail salespeople try a pair of Playboy shoes on every customer. For some Playboy retail accounts, close to 30 percent of annual sales were made during the fall and spring previews.Playboy management tracked the sales of every shoe style. If sales of a particular style slowed, management might elect to replace only the middle sizes, ensuring that Playboy would end up with the most popular sizes of a style before the style was terminated or "closed out". Established retail accounts had the option of purchasing close-outs at a 30 percent discount from the regular wholesale price. A list of close-outs was sent to retail accounts twice each year. Retailers would often try to sell these styles at full retail price to increase their unit margins, then mark them down, as necessary. Close-outs accounted for unit sales of 5,500 to 6,500 pairs of Playboy shoes per year..

单选题·Read this letter about buying a computer.·Choose the best word to fill each gap.·For each question (19-33), mark one letter (A, B, C, or D) on your Answer Sheet.·One answer has been given as an example. 1stApril 20—Dear Mr. Jones, I am pleased to confirm our ability to meet your requirements for the HDC Graphics Workstation. Considering your special needs, I suggest that you place your order for the agreed equipment as soon as possible. The{{U}} (19) {{/U}}time for hardware for example is 6 weeks from receipt of order to{{U}} (20) {{/U}}. Thus, an order placed with us tomorrow will{{U}} (21) {{/U}}delivery to your site by the week commencing Monday, May 15th. All orders must be accompanied by a{{U}} (22) {{/U}}of 20% of the total amount shown on the attached{{U}} (23) {{/U}}. The{{U}} (24) {{/U}}amount should be paid no later than one week following delivery. Please note that{{U}} (25) {{/U}}charges have not been included, and a separate invoice covering these charges will be{{U}} (26) {{/U}}at the time of delivery. As I{{U}} (27) {{/U}}you on the phone, this particular hardware runs the{{U}} (28) {{/U}}version of EUCLID-IS, 2.2b. However, it is not expected that this software will be{{U}} (29) {{/U}}in this country until next month. We have every{{U}} (30) {{/U}}in the suitability of our hardware for such software. Moreover, you can be assured of our{{U}} (31) {{/U}}to solve any minor difficulties through our experienced customer service team. As I informed you, the equipment carries a one-year{{U}} (32) {{/U}}. During this period, we undertake to send one of our staff to carry out repairs on site within a period of 12 hours. For your future{{U}} (33) {{/U}}, however, we also operate an insurance scheme, covering the equipment against breakdowns for a small additional cost.SincerelyJackie Lee

单选题Reasons for International Trade Foreign trade, the exchange of goods between nations, takes place for many reasons. Every nation wants the opportunity to export its goods and services to other countries. A foreign outlet for sales enables a manufacturer or distributor to increase the volume of his business activity, thus increasing his chance to make a profit and increasing employment opportunities. Every nation also wants the opportunity and privilege of buying from foreign countries products and services that are scarce or unavailable at home that would be useful and beneficial to its people. Trading with other countries is not the same as trading within one's own country. At home a company or a bank is familiar with its own people, laws, and business practices. At abroad the picture becomes a complex one. Each country is different and therefore is said to carry different risks. Political risks, for example, relate to such varied factors as treaties, war, import quotas, and foreign exchange restrictions. In today's complex economic world, neither individuals nor nations are self-sufficient. Nations have utilised different economic resources. People have developed different skills. This is the foundation of world trade and economic activity. So countries that do not have the resources within their own boundaries must buy from countries that export them. Foreign trade also occurs because a country often does not have enough of a particular item to meet its needs. As far as the United States is concerned, it enjoys the most favourable position and has vast coal and oil reserves, but the United States is also a heavy consumer of nature resources, and it is increasingly reliant on certain imports, especially on oil. It consumes more than it can produce at home. If one nation can sell some items at a lower cost, the other countries would buy them. Japan. a highly industrialised nation, has been able to export large quantities of automobiles because it can produce them efficiently than other countries. It is cheaper for some Western countries to buy these from Japan than to produce them domestically. Japan should produce and export those items from which it gets a comparative advantage. It should also buy and import what it needs from those countries that have a comparative advantage in the desired items. At last, innovation or style or quality plays the most important role in the foreign trade. For example, the United States produces more automobiles than any other countries; it still imports large quantities of autos from Japan, primarily because there is a market for them in the United States. In conclusion, developing international trade is a country's long-term strategy. For most nations, exports and imports are the most important international activity. With this activity, nations can develop their economy.

单选题·Read the article below about suggestions for effective meetings and the following questions.·For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose. {{B}}Suggestions for Effective Meetings{{/B}} 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."

单选题What does "promotions" mean in paragraph 3?

单选题Thejobvacancyisfor

单选题·Read the introduction below about a conference. ·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). The CIO and Technology Leaders' Forum We live in a world of increasing technological complexity,but just what does that mean for CIOs and other IT leaders in the enterprise today? The{{U}} (19) {{/U}}generation of employees in IT and other enterprise functions - is working in completely different ways from preceding ones-online{{U}} (20) {{/U}}and social networking are second nature to them, as is their use of technology {{U}}(21) {{/U}}both their work and social lives. The impact of this technology-savvy generation on how companies operate promises to be profound,but{{U}} (22) {{/U}}what changes will come is {{U}}(23) {{/U}}difficult Security and risk will{{U}} (24) {{/U}}an ever-present concern for executives in this increasingly {{U}}(25) {{/U}}environment, but the challenge will {{U}}(26) {{/U}}in understanding how to reduce the risks without affecting the opportunities that this environment will invariably{{U}} (27) {{/U}}.This Forum will{{U}} (28) {{/U}}you with the tools to: ·Put in (29) the building blocks for your company's technology's future, people, solutions, strategy ·Deliver new revenue streams through technology ·{{U}} (30) {{/U}}technology to re-engineer and radically improve innovation in your organisation. To discuss these key strategic{{U}} (31) {{/U}}, Economist Conferences is introducing its 'CIO and Technology Leaders' Forum'{{U}} (32) {{/U}}on the number of its previous " CIO Agenda" meetings, this high-level {{U}}(33) {{/U}}will be limited to 30-40 CIOs and IT directors of multinational companies and influential thinkers in the IT and technology space.