单选题According to the passage, what does single-payment loan refer to?

单选题Inherpresentation.Penelopewantsto

单选题Planning the Start-up? Seize the Day… Executives who say they'd love to leave the battleship to skipper a nimble start-up fall back on a variety of perfectly legitimate rationales for why it's not yet time: I need to acquire more (19) ,to figure out how financing really (20) , and so on. While they are waiting for everything to fall into (21) ,managers are acquiring big-company habits that can hurt them when they finally make the (22) . Long tenures in corporate jobs keep executives from becoming the "jack-of-all-trades" that new ventures generally (23) .They get used to having HR specialists take care of HR issues, finance aces prepare reports, and IT whizzes (24) the company infrastructure. (25) people in big companies are successful "because they can manage a (26) ,"says Barry Nalls, the founder of Masergy, a Texas-based Telecom. But "in an early-stage company, there is no such thing as a manager. Everyone is a (27) ,including the CEO, " he says. Entrepreneurs are more effective at building ventures from (28) once they have attained a certain level of maturity and self-knowledge, but they can achieve that without spending most of their working lives in corporate jobs. In my research on thousands of founders of high-potential ventures that had succeeded in (29) capital from professional investors, 76% had worked for 20 years or less before founding their first ventures—they had (30) the leap by the time they were in their early forties. And there is another point in favour (31) leaping sooner rather than later: executives who stay around the corporation until they achieve senior positions may be aging themselves out of what could be a satisfying life in start-ups. Waiting for the perfect time to jump is usually futile, for there is no moment that's (32) perfect。So even if you are early in your corporate career, when a winning new-business idea comes along and sparks an entrepreneurial (33) in you, carpe diem.

单选题MEMO From: Dr Ohao Liang Luen, Chief Medical Officer To: All Managers of the Dragon Company's Branch Factories Date: 29 November Loss of hearing among workers in our factories is now becoming a very serious problem of which all managers and supervisors must be aware. It is important to identify workers whose hearing may have (19) because of unacceptable noise in certain (20) of a factory. Where there is very noisy machinery, supervisors usually (21) ear protectors to operatives and to those working nearby. However, not all workers are willing to wear ear protectors and often (22) instructions to do so. Others put them on but then (23) them unless they are (24) supervised. Appropriate, training and information about the (25) which can be caused by noise is probably the most effective way of dealing with this problem, provided that it is followed up by (26) vigilance. Sometimes the ear protectors worn by workers may be inadequate but may not cause any (27) loss of hearing. In such cases hearing difficulties will (28) so gradually that those affected may hardly be aware of them. In most cases, this kind of gradual deafness is (29) only when it is too late to (30) the situation in any way. Harder to recognize are noise (31) which do not cause deafness but which nevertheless (32) employees. It is therefore just as important that workers' complaints about such noise are fully (33) .

单选题Marketing ManagementPlayboy'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It looked just like another aircraft from the outside. The pilot told his young passengers that it was built in 1964, a Boeing KC-135 refueling tanker, based on the 707. But appearances were deceptive, and the 13 students from Europe and the USA who boarded the aircraft were in for the flight of their lives. Inside, the area that normally had seats had become a long white tunnel. Heavily padded from floor to ceiling, it looked a bit like a lunatic asylum. There were almost no windows, but lights along the padded walls eerily illuminated it. Most of the seats had been taken out, apart from a few at the back, where the young scientists quickly took their places with a look of apprehension. For 12 months, science students from across the continents had competed to win a place on the flight at the invitation of the European Space Agency. The challenge had been to suggest imaginative experiments to be conducted in weightless conditions. For the next two hours the Boeing's flight resembled that of an enormous bird which had lost its reason, shooting upwards towards the heavens before hurtling towards Earth. The intention was to achieve weightlessness for a few seconds. The aircraft took off smoothly enough, but any feelings that I and the young scientists had that we were on anything like a scheduled passenger service were quickly dismissed when the pilot put the plane into a 45-degree climb which lasted around 20 seconds. Then the engines cut out and we became weightless. Everything became confused and left or right, up or down no longer had any meaning. After ten seconds of free-fall descent the pilot pulled the aircraft out of its nosedive. The return of gravity was less immediate than its loss, but was still sudden enough to ensure that some students came down with a bump. Each time the pilot cut the engines and we became weightless, a new team conducted its experiment. First it was the Dutch who wanted to discover how it is that cats always land on their feet, Then the German team who conducted a successful experiment on a traditional building method to see if it could be used for building a future space station, The Americans had an idea to create solar sails that could be used by satellites. After two hours of going up and down in the plane doing their experiments, the predominant feeling was one of exhilaration rather than nausea. Most of the students thought it was an unforgettable experience and one they would be keen to repeat.

单选题Nowmanyyoungkidsregardtailoringagoodcareerbecause

单选题·For each question (23-30), mark one letter (A, B or C) for the correct answer.·You will hear the recording twice.

单选题Taxes play an important role in foreign direct investment decisions in that______.

单选题Another Successful Year The UK-based agricultural and garden equipment group PLT has had another successful year and is looking forward to the future with confidence The group, which also has distribution and fuel 31 has enjoyed record profits for the fifth year in a 32 Pre-tax profits for the year 33 March 31 rose by 24 percent to ￡4.2 million. Total group sales 34 by five per cent to ￡155 million, with the agricultural business delivering yet another record 35 despite the somewhat difficult trading 36 in the industry. Sales in the garden equipment 37 were slow in the early months of the year but increased dramatically in the finalquarter. Chairman Suresh Kumar said, "It is my 38 that we have continued to grow by 39 our customers well. I am delighted to 40 the continued development of our customer 41 and I would like to thank all our customers for their 42 As well as an increase in customers, our staff numbers also continue to grow. During the year we have taken 43 58 new employees so that our total workforce now numbers in excess of 700. All of the staff deserve my praise for their dedication and continued efforts in 44 these excellent results". The group has proposed a final 45 of 9.4p per share, bringing the total to 13p for the year.

单选题·Read the article below about employment situation, 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}}Employment Situation{{/B}}Opinion polls are now beginning to show that, whoever is to blame and whatever happens from now on, high unemployment is probably here to say. This means we shall have to find ways of sharing the available employment more widely.But we need to go further. We must ask some fundamental questions about the future work. Should we continue to treat employment as the norm? Should we not rather encourage many ways for self-respecting people to work? Should we not create conditions in which many of us can work for ourselves, rather than for an employer? Should we not aim to revive the household and the neighborhood, as well as the factory and the office, as centers of production and work? The industrial age has been the only period of human history in which most people's work has taken the form of jobs. The industrial age may now be coming to an end, and some of the changes in work patterns which it brought may have to be reversed. This seems a daunting thought.But, in fact, it could offer the prospect of a better future for work. Universal employment, as its history shows, has not meant economic freedom.Employment became widespread when the enclosures of the 17th and 18th centuries made many people dependent on paid work by depriving them of the use of the land, and thus of the means to provide a living for themselves. Then the factory system destroyed the cottage industries and removed work from people's homes. Later, as transport improved, first by rail and then by road, people commuted longer distances to their places of employment until, eventually, many people's work lost all connection with their home lives and the places in which they live.Meanwhile, employment put women at a disadvantage. In preindustrial times, men and women had shared the productive work of the household and village community. Now it became customary for the husband to go out to paid employment, leaving the unpaid work of the home and families to his wife. Tax and benefit regulations still assume this norm today, and restrict more flexible sharing of work roles between the sexes. It was not only women whose work status suffered. As employment became the dominant form of work, young people and old people were excluded--a problem now, as more teenagers become frustrated at school and more retired people want to live active lives. All this may now have to change. The time has certainly come to switch some efforts and resources away from the idealist goal creating jobs for all, to the urgent practical task of helping many people to manage without full-time jobs.

单选题Don't Share Too Much Information with Co-Workers There are several reasons for not sharing personal information with your co-workers. You may not want to burden your co-workers. As I alluded to, also, did not trust your co-workers to keep your secret. There are people around, and we all know someone like this, who will think nothing of talking about you. Some people are very matter-of-fact about it and just assume there's nothing wrong with telling others whatever you told them. Some may be malicious and intend to cause harm by spreading information. By the time you find out you've shared your story with the wrong person, it's usually too late. Those of you who have been around dogs know that a dog will show its submissiveness to a more dominant dog by exposing its belly. When you share personal information, especially information that shows your weaknesses, you may be "exposing your belly" to your co-workers. If your position at work requires you to exhibit strength and control, such as a managerial position, you may be showing just the opposite by sharing certain information. Here's what Elizabeth Mitchell, a senior editor, had to say about this," Decisions are made and impressions formed about us while at work that are used for different reasons than those with our families and friends. For example, a person being considered for a promotion would benefit from having an image of strength, excellent judgment and good interpersonal skills. How might your recent disclosure to your colleagues that you are divorcing your alcoholic husband, just obtained a restraining order in fear for your life and are worried about making your house payments, affect your chances for promotion? You can't sleep, fear you are depressed and need support from friends during this trying time. In this situation, a wise employee would make an appointment with an Employee Assistance Program counselor and use his or her friends and family for support, letting colleagues at work know, perhaps, that he or she is divorcing but keeping the details scant. " As mentioned earlier, revealing too much about yourself may give people the wrong impression or rather the impression you don't want them to have. In general, you do want to preserve some level of privacy. Susan Heathfield says, "When you have worked in a particular work place for a long time, people will tend to know more about your personal world, simply from longevity. As an example, they know when you took a week off work when your mother died. They know you left for the day when your son got sick at school. This level of knowledge about each other is fine and, depending on the work place, almost unavoidable ..." Brian Mairs, a career expert, gets straight to the point, "If you don't want to hear it in the neighborhood pub, don't mention it around the water cooler. If it is a thing of pride (new car, new house, new baby, etc), go ahead and share the joy. If it is a thing of privacy (family problems, etc. ) keep it to yourself at work. Find a professional therapist, or somebody you trust to keep a confidence (such as a Priest or Rabbi), to discuss such things. " As with anything else, you are the only one who can decide what, and how much information you want to share with your co-workers. The words of wisdom provided by my colleagues certainly give you something to think about. In the end, though, the decision is yours. And the consequences are yours to deal with. If opening up your personal life is what you feel comfortable to do, realize that there will be no line between the "work you" and the "real you". That may be fine for some people, and as a matter of fact preferable for many. A lot of people would feel uncomfortable and unhappy exhibiting a different persona at work than they do at home. Do what you need to do, as long as it doesn't interfere with doing your job.

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单选题Business Meetings It is important that ideas and suggestions tabled at formal meetings are voiced at the appropriate time. This is achieved by keeping to the 1 shown on the agenda. For example, there is no 2 in discussing ideas to do with Item Six on the agenda when Item Two has not yet been 3 Such deviations from the agenda may 4 in confusion among the people at the meeting; they may also 5 concentration if they see something as irrelevant. To make certain that the meeting proceeds in an orderly fashion, it is therefore useful to 6 some ground rules. First, everyone will need to understand that they must 7 their comments to the topic under discussion. The Chair can then encourage one person to speak at a 8 so that any ideas offered can be discussed and 9 Once that person has finished, someone else can put 10 their ideas and so on. If this procedure is adopted, the participants will be able to follow the various issues in a consistent manner, which will help with the decision-making 11 later on. It will also 12 that the quiet people at meetings get a chance to 13 their say, rather than just their more outspoken colleagues. In 14 it is often the quiet people at meetings who generate the best ideas, because they are in the 15 of thinking before they speak.

单选题Whohasownedmorethan50domainnames?