单选题·Look at the article below about getting along with the boss and 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}}Getting Along with the Boss{{/B}} You know that a positive relationship with your work superiors is essential to your success. But how do you ensure you stay on their right side? Your boss holds 2 our future prospects in his or her hands. Expect very few favors from a boss who does not like you, Bad relationship with the boss also means missed advancement opportunities: it is one of the major reasons for high staff turnover. If you resign because of the boss. you may also expect a dent in your professional reputation, Imagine having to provide such an "ex" boss as the contact referral person at your next interview ! The relationship you have with your boss can be a major factor in determining your rise up the ladder. Your boss isn't only your supervisor. He or she is also the person best equipped (or should be I to help you do the job you are paid to do. He/she is privy to the company's goals and knows what the company is looking for in future executives. He/she can inform you of company direction that may affect your future aspirations, He/she can put in a good word for you in the right eats. He/she is also your ally when you need back up, support or cooperation from other departments. But how does this help you establish a meaningful working relationship with your boss? The key is communication. Know your boss' priorities and try to anticipate his/her needs before he/she asks. Don't think narrowly in terms of your own immediate position. Try to understand where what you do ties in with the bigger picture. What other things can you discover about your boss? Is he/she conservative or informal? Does he/she prefer to be greeted as Mr. Ms. Miss or Mrs. or prefer first names? Is his/hers an "open door" policy or does he/she prefers you setting appointments with them? Respect your boss' time. Never barge into their office expecting or demanding an hearing immediately. Does he/she prefer to be kept informed with progress reports, or prefer you show initiative and get on with the job? Don't be a "yes man" and don't offer false flattery in the hope of' getting somewhere. It won't work! And don't aim for "closeness" in the working relationship because this can also backfire. If your boss depends upon you too much. he/she won't recommend you for promotions because you are needed too much where you are. Another possibility is that if he/ she is not a good manager, he/she may be given their marching orders. If you are seen to be a part of his/her management mishaps, you may be marching out the door with him/her! Do what you can to stay in his/her good books. Don't take "sickies" unless you are sick! Be an effective, cooperative, responsible and courteous employee and team player. It is possible that you are already these things, and you are working for somebody whose management style disagrees with your needs or expectations. Maybe friction cannot be avoided. Then, you may be better off looking for a new job in a new department or company. In short, getting along with your boss entails getting to know his/her likes and dislikes and learning to work with his/her personality and management style. And the upside about mastering communication and people skills with your own boss is that one day, those skills will pay off in your own management role with your own team.

单选题 Tribunal Rules on Smoking at WorkplaceEmployers must take sufficient steps to protect non-smoking employees from tobacco smoke or they might be faced with legal (19) , warns law firm Thomas, Sell & Passmore. Jill Thomas, an employment law specialist with the firm, quotes a recent (20) brought before the Employment Appeal Tribunal (EAT). An employer’s failure to protect its employees against tobacco smoke (21) an employee to quit her job. Whilst working, the employee was (22) to work near four secretaries who smoked and the rooms of three solicitors who smoked cigarettes, cigars and a pipe. All doors were kept open to allow ventilation from smoking rooms. After a series of (23) from the plaintiff and fellow colleagues, the employer consulted staff and agreed that a smoking policy should be (24) up. However, the policy did not go (25) enough to solve the problem for the plaintiff. She was finally told either to (26) up with the smoke or leave, which she did. The EAT ruled that the employer had breached its contractual (27) to deal reasonably and promptly with its employees’ grievances, and to provide a reasonable working (28) suitable for its employees. The plaintiff was awarded (29) . But employers are advised to think carefully before they rush into implementing or enforcing smoking ban. Unless they take care, they could be faced with unfair dismissal claims from smokers-- (30) what they were trying to avoid with non-smokers. Before introducing a (31) or partial smoking ban, employers are recommended to protect themselves from potential claims by smokers. (32) must be consulted on their views and given reasonable notice of any changes. Employers should then (33) enforce their smoking ban.

单选题Making the Right Impression The first thing to remember when you go for a job interview is that this is not a one-sided affair. Treat it as you would do in a negotiation. After all, both you and the prospective employer are selling something. If you approach an interview with the attitude of "any job will do", the interviewer will realize that immediately. If the job is worth anything, you won't get it. You should prepare yourself for an interview just as you would do for a negotiation. Find out as much as you can about the company and the person who is to interview you. Don't be caught unawares. Go to the Internet and look at the company's website. Compare it with that of its competitors. Alternatively, look at the Yellow Pages or trade magazines to see how they advertise themselves. Make enquiries at the Chamber of Commerce and other relevant organizations. Find out at least a little about the sector se that you can ask interesting questions. Think of and note down your strengths and the opportunities that lie ahead. No matter how high unemployment is, regardless of how miserable you are in your current job, it's always an advantage to see things in a positive light. If you have little or no experience m a particular area, consider your capabilities in a similar area. Spend some time trying to imagine what type of employee the company is looking for and what makes you suitable for the job being advertised. First impressions count, so look good and feel good before you go. Choose clothes that make you feel confident, Find out what clothes may put the interviewer off. Ensure you arrive at the interview with time to spare. According to more than one recruitment agency we spoke to. interviewees must understand the importance not only of their personal appearance but also of their body language. During the interview, breathe calmly and try not to appear too nervous. Look the interviewer in the eye and adopt similar body language to theirs. Smile and feel relaxed, enthusiastic and assertive. Remember one thing, though: assertive does net mean aggressive. Don't just answer "yes" or "no" to questions. Treat every question as an opportunity to demonstrate that you are suitable for the job, but remember to stick to the point. When asked about your interests, include group as well as individual activities/hobbies. Be on the lookout for tricky questions about your personal life. You don't need to lie; just sell yourself in the best light. This is something the interviewee needs to be able to do as well. You have the right to find out whether or not you want to work for the company. Furthermore, your interest in the nature of the Comply and how it is nm may well end up being your big selling point.

单选题I remember asking him on the phone last November A. that the goods arrived on time. B. when the goods will arrive. C. if the goods would arrive on time. D. whether the goods arrived on time.

单选题· Read the text below about an accountant.· 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.· There is an example at the beginning, {{B}}Charlie Has a Chance to Get Ahead{{/B}}Charlie is employed known an accountant in a small assembly plant in the Midwest. In his seven years at Astro-Technology, he has become{{U}} (19) {{/U}}with most of the 200 employees and enjoys the{{U}} (20) {{/U}}of his office and the company attitude toward him. However, in the past three years, he has not received a promotion, and there is little chance for one in the near future. The raises he has{{U}} (21) {{/U}}have not kept up with inflation. He has discussed the situation frequently with his wife, Rita, who is. working as a personnel officer at a research firm in town.Although Rita has never told Charlie, she feels that her job has more status than his{{U}} (22) {{/U}}Charlie earns slightly more than income, she has more flexible hours, more holidays with pay, better company fringe benefits, and apparently more status when the two companies' organizational charters are{{U}} (23) {{/U}}Rita enjoys her present position and the salary she receives.The two daughters are doing well in grammar school and are active in girl scouts and the 4H Club.A month ago Charlie{{U}} (24) {{/U}}a new position for an accountant in their home office in Dallas. He knows that his company has a{{U}} (25) {{/U}}of promoting from within, and his supervisor feels that he would have a good chance of getting the position. It would mean an immediate 15 percent{{U}} (26) {{/U}}in pay; more prestige, because he would have a private officer and more{{U}} (27) {{/U}}for promotions. He applied for the position, but was afraid to tell his wife. When the interview was{{U}} (28) {{/U}}he informed Rita that he had to go to Dallas for a seminar.Charlie was{{U}} (29) {{/U}}with Dallas and the possible neighbourhoods his family could select to make their home. The home office was impressive! Dark walnut and chrome were everywhere, and the personnel in the office were very friendly. After a tour of the facility he had an interview with five managers.A week later he was{{U}} (30) {{/U}}that he was one of the three finalists. He was excited and eager to accept the position if it was offered him. That night, when he told Rita, she Was{{U}} (31) {{/U}}The move would mean they would have to leave their lovely home that they had been remodeling over the last seven years. The girls would have to find new friends.Finally and most{{U}} (32) {{/U}}could Rita find a job as good as the one she has? It seemed unfair to force her to move and give up a good job, just so Charlie could satisfy his own{{U}} (33) {{/U}}It turned into a real argument. Charlie wanted to move and Rita did not. Charlie was saying that he is a striver and Rita was saying she is happy with their status in life.

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}}Who Benefits Most from Company Training?{{/B}} According to recent research, the better educated and the higher up the socio-economic scale you are, the more likely you are to be offered workplace training. And, incidentally, the more likely you are to then turn {{U}} {{U}} 1 {{/U}} {{/U}}the offer, pleading family and personal commitments or {{U}} {{U}} 2 {{/U}} {{/U}}of work. Less qualified staff, on the other hand, are offered fewer training opportunities, but are more eager to {{U}} {{U}} 3 {{/U}} {{/U}}them up. In fact, people with few or no educational qualifications are three times more likely to accept training when it is offered. In the majority of companies, more {{U}} {{U}} 4 {{/U}} {{/U}}are allocated to management training than to other areas. Employers {{U}} {{U}} 5 {{/U}} {{/U}}their better qualified staff as more important to the business, so they pay them accordingly and invest more in them in {{U}} {{U}} 6 {{/U}} {{/U}}of training. This is {{U}} {{U}} 7 {{/U}} {{/U}}by the fact that organisations are dependent on properly {{U}} {{U}} 8 {{/U}} {{/U}}managers making the right decisions. But this {{U}} {{U}} 9 {{/U}} {{/U}}may mean that companies are {{U}} {{U}} 10 {{/U}} {{/U}} other parts of the workforce down. The researchers found a growing demand for training among the lower-skilled. Unfortunately this demand is not being {{U}} {{U}} 11 {{/U}} {{/U}}by employers, even though there are strong indications that companies would benefit from doing so. They also discovered that, despite the substantial {{U}} {{U}} 12 {{/U}} {{/U}}between the training provided for managers and that offered to other staff, there was still widespread endorsement of training. For the purposes of the research, training was defined as any {{U}} {{U}} 13 {{/U}} {{/U}}of planned instruction or tuition provided by an employer with the aim of helping employees do their work better. It therefore included a wide variety of approaches. On-the-job and classroom training {{U}} {{U}} 14 {{/U}} {{/U}}to be used equally by employers. But learning on the job, which involved observing a certain procedure and then practising it, was easily the most popular method for all categories of employee. While many felt that learning from colleagues was best, very few {{U}} {{U}} 15 {{/U}} {{/U}}the internet as an effective way to train.

单选题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· Read the article below about managing a small business.· For each question 13-18, mark one letter(A, B, C or D)on your Answer Sheet, for the answer you choose. {{B}} The Difficulties Of Managing A Small Business{{/B}}{{I}} Ronald Meets asks who chief executives of entrepreneurial or small businesses can turn to for advice.{{/I}} 'The organisational 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 specialised body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business 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 business. In part this is because those involved in gathering expertise about business 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 organisational 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 tile 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 enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. There is an organisation 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 woman who has been specially tranined 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 MemoTo: All Staff Date: Jan. 22, 2003From: Head of Training Faculty How to write a good business reportThe business report is one of the most important communications in business world. To help our staff handle their report-writing tasks successfully, we give some suggestions below: 1. Collect ail the data you need to provide in your report before you begin to write, and be sure that it is complete and accurate. Incomplete or inaccurate data about sales, employee (19) , or any other subject can lead the person (20) your report to make an unwise, if not (21) decision. 2. Organize the data you have collected so that you can (22) the clearest, most concise, and most (23) report possible. When you can, (24) information in tables, charts, graphs, or (25) rather than paragraphs. 3. Consider the reader of your report and the subject about which you are writing in deciding what (26) to give your report. Under most circumstances, the "you and I" approach is (27) to the "writer and reader" approach. However, always be sure to gear your report -- in all (28) -- to your reader, and remember that someone other than the person to whom you are writing may read it also. (29) and managers often request reports, read them, and (30) them along to others up the (31) 4. Keep your report as short as possible. Remember that you am writing fur one basic purpose: to provide information about a (32) subject. Therefore, unless you have been requested to do so or are reasonably certain that your reader will welcome your doing so, do not (33) personal opinion, or state your own conclusions or recommendations, for example.

单选题In process management, a good systematic method ______.

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单选题 How to read annual reports First, turn back to the report of the certified public accountant. This third-party auditor will tell you fight off the bat if Galaxy's report conforms with "generally accepted accounting principles". Then go to the footnotes. Check to see whether earnings are up or down. The footnotes often tell the whole story. Then turn to the letter from the chairman, Usually addressed "to our shareholders," it's up front -- and should be in more ways than one. The chairman's tone reflects the personality, the well- being of the company. In this letter, the chairman should tell you how the company fared this year. But more important, the letter should tell you why. Keep an eye out for sentences that start with "Except for..." and "Despite the..." They're clues to problems. On the positive side, a chairman's letter should give you insights into the company's future and its stance on economic or political trends that may affect it. Now begin digging into the numbers! One source is the balance sheet. It is a snapshot of how the company stands at a single point in time. On the top are assets -- everything the company owns. Things that can quickly be turned into cash are current assets. On the bottom are liabilities -- everything the company owes. Current liabilities are the debts due in one year, which are paid out of current assets. The difference between current assets and current liabilities is working capital, a key figure to watch from one annual report to another. If working capital shrinks, it could mean trouble, one possibility: the company may not be able to keep dividends growing rapidly. Owners' equity is the difference between total assets and liabilities. It is the presumed dollar value of what the owners or shareholders own. You want it to grow. The second basic source of numbers is the income statement. It shows how much money Galaxy made or lost over the year. Most people look at one figure first. It's in the income statement at the bottom: earnings per share. Watch out. It can fool you. Galaxy's management could boost earnings by selling off a plant. Or by cutting the budget for research and advertising. The number you .should look at first in the income statement is net sales. Ask yourself: are sales going up at a faster rate than the last time around? When sales increases start to slow, the company may be in trouble. Have sales gone down because the company is selling off a losing business? If so, profits may be soaring. Another important thing to study is the company's debt. Turn to the balance, and divide long-term liabilities by owners' equity. That's the debt-to- equity ratio. A high ratio means the company borrows a lot of money to spark its growth. That's okay -- if sales grow too, and d there's enough cash on hand to meet the payments. A company doing well on borrowed money can earn big profits for its shareholders. But if sales fall, watch out. The whole enterprise may slowly sink. Some companies can handle high ratios; others can't. Finally, you have to compare. Is the company's debt-to-equity ratio better or worse than it used to be? Better or worse than the industry norms? In company-watching, comparisons are all. They tell you if management is staying on top of things.

单选题A MNC decides to establish a branch rather than a subsidiary, because______

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Problems Potential Exporters Are Facing Many firms fail to succeed, because when they begin exporting they have not researched the target markets or developed an international marketing plum. To be successful, a firm must clearly define its goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objectives, regardless of the problems involved. Unless the firm is fortunate enough to possess a staff with considerable expertise. It may not be able to take this crucial first step without qualified outside guidance. Often top management is not committed enough to overcome the initial difficulties and financial requirements of exporting. It can often take more time and effort to establish a firm in a foreign market than in the domestic one. Although the early delays and costs involved in exporting may seem difficult to justify when compared to established domestic trade, the exporter should take a more objective view of this process and carefully monitor international marketing efforts through these early difficulties. If a good foundation is laid for export business, the benefits derived should eventually outweigh the investment. Another problem area is in the selection of the foreign distributor. The complications involved in overseas communications and transportation require international distributors to act with greater independence than their domestic counterparts. Also, since a new exporter's trademarks and reputation are usually unknown in the foreign market, foreign customers may buy on the strength of the distributing agent's reputation. A firm should therefore conduct a thorough evaluation of the distributor's facilities, the personnel handling its account, and the management methods employed. Another common difficulty for the new exporter is the neglect of the export market once the domestic one booms, too many companies only concentrate on exporting when there is a recession. Others may refuse to modify products to meet the regulations or cultural preferences of other countries. Local safety regulations cannot be ignored by exporters. If necessary modifications are not made at the factory, the distributor must make them, usually at a greater cost and probably not as satisfactorily. It should also be noted that the resulting smaller profit margin makes the account less attractive. If exporters expect distributing agents to actively promote their accounts, they must be trained, and their performance continually monitored. This requires a company marketing executive to be located permanently in the distributor's geographical region. It is therefore advisable for new exporters to concentrate their efforts in a few geographical areas until there is sufficient business to support a company representative. The distributor should also be treated on an equal basis with domestic counterparts. For example, special discount offers, sales incentive programmes and special credit terms should be available. Considering a joint-venture or licensing agreement is another option for new exporters. However, many companies still dismiss international marketing as unviable. There are a number of reasons for this. There may be import restrictions in the target market, the company may lack sufficient financial resources, or its product line may be too limited. Yet, many products that can compete on a national basis can be successful in the majority of world markets. In general, all that is needed for success is flexibility in using the proper combinations of marketing techniques.

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单选题How to Read Annual Reports First, turn back to the report of the certified public accountant. This third-party auditor will tell you right off the bat if Galaxy's report conforms with "generally accepted accounting principles". Then go to the footnotes. Check to see whether earnings are up or down. The footnotes often tell the whole story. Next, turn to the letter from the chairman. Typically addressed "to our shareholders," it's up front in more ways than one. The chairman's tone reflects the personality and well-being of the company. In his letter, the chairman should tell you how the company fared this year. But more importantly, the letter should tell you why. Keep an eye out for sentences that start with " Except for ..." and "Despite the..." They are clues to problems. On the positive side, a chairman's letter should give you insights into the company's future and its stance on economical or political issues that may affect it. Now begin digging into the numbers! One source is the balance sheet. It is a snapshot of how the company stands at a single point in time. At the top are assets — everything the company owns. Things that can quickly be turned into cash are current assets. On the bottom are liabilities — everything the company owes. Current liabilities are the debts due in one year, which are paid out of current assets. The difference between current assets and current liabilities is working capital, a key figure to watch from one annual report to another. If working capital shrinks, it could mean trouble. One possibility: the company may not be able to keep dividends growing rapidly. Owners' equity is the difference between total assets and liabilities. It is the presumed dollar value of what the owners or shareholders own. You want it to grow. The second basic source of numbers is the income statement. It shows how much money Galaxy made or lost over the year. Most people look at one figure first. It's in the income statement at the bottom: earnings per share. Watch out. It can fool you. Galaxy's management could boost earnings by selling off a plant or by cutting the budget for research and advertising. The number you should look at first in the income statement is net sales. Ask yourself: Are sales going up at a faster rate than the last time around? When sales increases start to slow, the company may be in trouble. Have sales gone down because the company is selling off a losing business? If so, profits may be soaring. Another important thing to study is the company's debt. Turn to the balance sheet, and divide long-term liabilities by owner's equity. That's the debt- to-equity ratio. A high ratio means the company borrows a lot of money to spark its growth. That's okay if sales grow too, and if there's enough cash on hand to meet the payments. A company doing well on borrowed money can earn big profits for its shareholders. But if sales fall, watch out. The whole enterprise may slowly sink. Some companies can handle high ratios; others can't. Finally, you have to compare. Is the company's debt-to-equity ratio better or worse than it used to be? Better or worse than the industry norms? In company-watching, comparisons are all. They tell you if management is staying on top of things.

单选题Current techniques used to dampen down noise and vibration ... a. are thirty or forty years old. b. can result in the efficient performance of mufflers. c. cause noisy components to suffer.