问答题In Search of the Good Company The debate about the social responsibilities of companies is heating up again. If you believe what they say about themselves, big companies have never been better citizens. In the past decade, "corporate social responsibility" (CSR) has become the norm in the boardrooms of companies in rich countries, and increasingly in developing economies too. Most big firms now pledge to follow policies that define best practice in everything from the diversity of their workforces to human rights and the environment. Criticism of CSR has come mostly from those on the free-market right, who intone Milton Friedman's argument that the only "social responsibility of business is to increase its profits" and fret that business leaders have capitulated to political correctness. But in a new twist to the debate, a powerful critique of CSR has just been published by a leading left-wing thinker. In his new book, Super-capitalism, Robert Reich denounces CSR as a dangerous diversion that is undermining democracy, not least in his native America. Mr Reich, an economist who served as labor secretary under Bill Clinton and now teaches at the University of California, Berkeley, admits to a Damascene conversion, having for many years "preached that social responsibility and profits converge over the long term". He now believes that companies "cannot be socially responsible, at least not to any significant extent", and that CSR activists are being diverted from the more realistic and important task of getting governments to solve social problems. Debating whether Wal-Mart or Google is good or evil misses the point, he says, which is that governments are responsible for setting rules that ensure that competing, profit-maximizing firms do not act against the interests of society. One after another, Mr. Reich trashes the supposed triumphs of CSR. Socially responsible firms are more profitable? Non sense. Certainly, companies sometimes find ways to cut costs that coincide with what CSR activists want: Wal-Mart adopts cheaper "green" packaging, say, or Starbucks gives part-time employees health insurance, which reduces staff turnover. But "to credit these corporations with being ' socially responsible' is to stretch the term to mean anything a company might do to increase profits if, in doing so, it also happens to have some beneficent impact on the rest of society," writes Mr. Reich. Worse, firms are using CSR to fool the public into believing that problems are being addressed, he argues, thereby preventing more meaningful political reform. As for politicians, they enjoy scoring points by publicly shaming companies that misbehave—price-gouging oil firms, say—while failing to make real changes to the regulations that make such misbehavior possible, something Mr. Reich blames on the growing clout of corporate lobbyists. What will CSR advocates make of this? Few will dispute that government has a crucial role to play in setting the rules of the game. Many will also share Mr. Reich's concern about the corrosive political power of corporate money. But Mr. Reich has it "exactly backwards", says John Ruggie of Harvard University. If citizens and politicians were prepared to do the right thing, he says, "There would be less need to rely on CSR in the first place." Thoughtful advocates of CSR also concede that companies are unlikely to do things that are against their self-interest. The real task is to get them to act in their enlightened long-term self-interest, rather than narrowly and in the short term. Mr Reich dismisses this as mere "smart management" rather than social responsibility. But done well, CSR can motivate employees and strengthen brands, while also providing benefits to society. Understanding and responding to the social context in which films operate is increasingly a source of new products and services, observes Jane Nelson of the Prince of Wales International Business Leaders Forum. Telling firms they need not act responsibly might cause them to under-invest in these opportunities, and to focus excessively on short-term profits. Intriguingly, Mr. Reich looks back fondly to what he calls the "not quite golden age" in America after the second world war when firms really were socially responsible. Business leaders believed they had a duty to ensure that the benefits of economic growth were distributed equitably, in contrast to their modern counterparts, argues Mr. Reich. What changed? Back then, big American firms enjoyed the luxury of oligopoly, he says, which gave them the ability to be socially responsible. Today's "super-capitalism" is based on fierce global competition in which firms can no longer afford such largesse. Lenny Mendonca of McKinsey takes a different view of the post-war period. After the war business leaders realized it was in their enlightened self-interest to rebuild the global economy and reinvent the social contract, he says, and there is a similar opportunity today, given problems ranging from climate change to inadequate education, where firms' long-term self-interest may mean that they have an even greater incentive to find solutions than governments do. Certainly, in America, business leaders are advocating government action on education, climate change and health-care reform that is neither zero-sum nor short-termist, and which, indeed, may not differ much from Mr. Reich's own preferences. Though his book hits many targets, both bosses and CSR activists are likely to dismiss it as fundamentally unworldly and to agree with Simon Zadek, the boss of Account Ability, a CSR lobby group. "the 'whether in principle' conversation about CSR is over," he says. "What remains is 'What, specifically, and how?'/

问答题PART TWO · You work for a company that sells electrical goods. You have recently visited a potential supplier in Slovakia. · Read the following memo below on which you have made some handwritten notes. · Use the information in the memo to write a short report discussing whether your company should deal with the supplier or not. · Write 120-140 words. (作图)

问答题PARTTWO·Thecompanyyouworkforisplanningtoundertakesomeinitiativestoreducethestaffturnoverandimprovetheworkingefficiency,Yourlinemanagerisinterestedinbenefitsandincentives,andhasaskedyoutowriteareportsummarisingthestaff'sopinions.·Lookattheinformationbelow,onwhichyouhavealreadymadesomehandwrittennotes.·Then,usingallyourhandwrittennotes,writeyourreport.·Write120-140words.

问答题{{B}}Practise answering these questions.{{/B}} What kind of ,ob would you most like to have? What are the main products made in your home town? How important do you think suitable packaging is for products? What attracts you to buy particular products? What types of business in general do you think will be most successful in the future?

问答题FCS are only marketing their new dental equipment in Europe. FCS's new dental equipment ______

问答题What is important when...? Sharing profits · Justification · Distribution criteria · ·

问答题E-mailFrom:TO: Date: Subject：

问答题PartTwo·Yourlinemanagerhasdecidedtoreviewthestaffsituationinyourdepart-ment.Youhavebeenaskedtowriteareportconcerningthis.·Lookattheinformationbelow,onwhichyouhavealreadymadesomehandwrittennotes.·Then,usingallyourhandwrittennotes,writeyourreport.·Write120-140words.

问答题 CO-OPERATION AND COMPETITION IN NEGOTIATION Negotiations are complex because one is dealing with both facts and people. It is clear that negotiators must above all have a good understanding of the subject. They must also be aware of the gen- eral policy of the company or institution in relation to the issues and they must be familiar with the organisational structure and the decision-making process. However, awareness of these facts may not necessarily suffice to reach a successful outcome. Personal, human factors must be taken into account. The approach and strategy adopted in negotiat- ing are influenced by attitude as well as by a cool, clear logical analysis of the facts and one's interests. The personal needs of the actors in negotiating must therefore be considered. These can include a need for friendship, goodwill, credibility, recognition of status and authority, a desire to be appreciated by one's own side and to be promoted and, finally, an occasional need to get home reasonably early on a Friday evening. It is a well-known fact that meetings scheduled on a Friday evening are shorter than those held at other times.-timing can pressure people into reaching a decision and personal factors can become part of the bargaining process. Researchers who have studied the negotiating process recom- mend separating the people from the problem. An analysis o| negotiating language shows that, for example, indirect and impersonal forms are used. This necessity to be hard on the facts and soft on the people can result in the sometimes complex, almost ritualistic, style of negotiating language. Language varies according to the negotiating style. In negotiat- ing you can use either a co-operative style or a competitive one. In the co-operative style the basic principle is that both parties can gain something from the negotiation without harming the interests of the other. Or in other words that both parties will benefit more in the long run in friendship and co-operation even if they make some concessions. This type of negotiation is likely to take place in-house between colleagues and departments, or between companies when there is a longstanding relationship and common goals are being pursued. Unfortunately co-operative style negotiations without a trace of competition are rare. In most negotiating situations there is some- thing to be gained or lost. There can be a danger in adopting a co- operative mode, as unscrupulous people maytake advantage of co- operative people. The opposite mode to co-operative negotiating is competitive negotiating. Negotiators see each other as opponents. Knowledge of the other party's needs is used to develop strategies to exploit weaknesses rather than to seek a solution satisfactory to both sides. This type of negotiating may be appropriate in the case of one-off contracts where the aim is to get the best result possible without considering future relationships or the risk of a breakdow~ in negotiations. Needless to say, the language in this type of discussion may become hostile and threatening even if it remains formal. In reality most negotiations are a complex blend of co-operative and competitive mode. Negotiating successfully implies dealing appropriately with the four main components of any negotiation: facts, people, competition, co-operation. Skilled negotiators are sensitive to the linguistic signals, as well as the non-verbal ones of facial expressions, gesture and behav- iour, which show the type of negotiating mode they are in. Language reflects tactics and therefore a study of the language used in negotiating brings a greater awareness of the negotiatinc process.

问答题What is important when...? Preparing for a job interview · Creating a good first impression · Studying the job advertisement

问答题PARTTWO·Thecompanyyouworkfor—SiriusisfacingfiercecompetitionfromanothernewlyfoundedcompanyLinbury.Yourlinemanagerhasaskedyoutowriteareportgivingdetailsandrecommendingasolution.·Lookattheinformationbelow,onwhichyouhavealreadymadesomehandwrittennotes.·Then,usingallyourhandwrittennotes,writeyourreport.·Write120-140words.

问答题Listentotheinterviewagainandmatchupwhatissaidaboutthevariousnationalities'stylesandwhattheydoorwhattheyarelikeininternationalnegotiations,accordingtotheexpert.

问答题{{B}}PART ONE{{/B}} ·You have received a fax from a customer who in the fax complained that he had received 100 green motorbikes instead of 50 green and 50 blue motorbikes. In order to solve the problem and find out the facts, write an email to Mr. Robert Simon, who is in charge of delivering goods from warehouse. Tell him about the claim. Mention the date of delivery. Ask for the invoice in duplicate.

问答题What is important when...? Falling behind the schedule · Analysing the root cause · Working overtime · ·

问答题Part One You are a marketing manager and going to market a new shampoo product. Write an email to team members: ·saying who the target customers are ·telling them the amount of budget ·suggesting a meeting to collect ideas. Write 40-50 words. To... Marketing team CC... Subject: Marketing a new shampoo

问答题{{B}}PARTTWO{{/B}}·Thecompanyyouworkforisexpandingrapidlyandislookingfornewpremises.YourManagingDirectorisinterestedinWatersideIndustrialPark,andhasaskedyoutowritealettertofindoutmoreinformation.·ReadWatersideIndustrialPark'sadvertisementbelow,onwhichyourManagingDirectorhasalreadymadesomenotes.·Then,usingallyourManagingDirector'shandwrittennotes,writeyourlettertoRosemaryBrownatWatersideIndustrialPark.·Donotincludepostaladdresses.·Write120-140wordsonaseparatesheet.

问答题PART ONE·You work for a company which is going to buy a set of equipment from China. You are asked to translate a lot of specifications and instructions within four months, which is impossible. Therefore you decide to advertise for two experienced translators as soon as possible.·Write a short note to Mr. Max Remington, the Public Relations Manager. Ask for an advertisement for two translators. ·Explain the reason ·Mention your urgency·Write 30--40 words on your Answer Sheet. NOTEDear Mr. Max Remington,

问答题PARTTWO·YouworkforSuperSonicIndustriesGroupCorp.YouhavebeenaskedtowriteareporttotheBoardofDirectors.·Studythegraphsbelow,onwhichyouhavemadesomehandwrittennotes.·Then,usingallthesehandwrittennotes,writeyourreport.·Write120-140words.·Writeontheseparateanswerpaperprovided.Graph1TotalProfit&ItsExpenditure(inthousandUSDollars)Graph22005Profit(inthousandUSDollars)Graph32005Expenditure(inthousandUSDollars)

问答题{{B}}PART ONE{{/B}} The staff in your office decided to spend holidays together this year. While reading the news you are attracted by the advertisement of the Grand Palazzo Hotel in Italy. No one in your office has ever been to Italy. So you want your secretary to contact the hotel through telephone. ·Write a short message to Ms. Emily Malan, your secretary. ·Suggest the visit to ltaly. ·Give the hotel telephone number to her. ·Ask her to contact with that hotel. ·Write 40-45 words on your Answer Sheet.

问答题形象建设 What is important when...? Establishing a company"s image ● Enhancing publicity ● Improving production quality ● ●