填空题The following extract is taken from a discussion at a meeting on business ethics. Put the missing phrases into each gap. If I understand you correctly That's a good point could I just finish I think Kate is better placed to answer that If I could just interrupt we should move on to the next item on the agenda Dean John, I think you had a point to make about mis-selling. John Yes, I'd like to come in here. We have never had any written code of conduct for sales people; we have just assumed that... Sarah {{U}} {{U}} 11 {{/U}} {{/U}}, that's not true, actually. We do have the handbook... John Sorry, Sarah, {{U}} {{U}} 12 {{/U}} {{/U}}? We have a selling handbook, but we don't have any code of ethical conduct for salespeople and I think that a lot of them don't really know what the boundaries are in persuading customers to sign a contract with us. Dean {{U}} {{U}} 13 {{/U}} {{/U}}, John. OK, I think we're all agreed on that now. Time is a little short and {{U}} {{U}} 14 {{/U}} {{/U}}. That's the question of breach of confidence. Some customers have complained that we pass on information about them to other companies. Sarah, do you have a view on this? Sarah Actually, {{U}} {{U}} 15 {{/U}} {{/U}}. She's responsible for the customer database and marketing. Kate Well, customers are always asked on the phone if they object to our giving their names to other companies for marketing purposes. If they are registering online then they have to tick a box to opt out of third-party marketing. Perhaps that is where the problem lies. Dean {{U}} {{U}} 16 {{/U}} {{/U}}, you're saying that an opt out may be unethical... that we should give them the chance to opt in, instead. Kate No, that's not really what I meant. I think...

填空题This report makes some recommendations for a company planning to buy new computers. It is well organised, concise and relevant. But it contains several mistakes in grammar and spelling which are underlined. Correct the mistakes. To: Said Kamal Re: New computers The aim of this report is {{U}}presenting{{/U}} (to present) the best {{U}} {{U}} 2 {{/U}} {{/U}}{{U}}choose{{/U}} for the company in replacing its computers in the central administration offices. Following some {{U}} {{U}} 3 {{/U}} {{/U}}{{U}}initially{{/U}} research, we narrowed the field down to three possibilities: The first, DX590, is the {{U}} {{U}} 4 {{/U}} {{/U}}{{U}}more{{/U}} expensive of the three, {{U}} {{U}} 5 {{/U}} {{/U}}{{U}}with{{/U}} a cost of $590 per unit. However, it is the most {{U}} {{U}} 6 {{/U}} {{/U}}{{U}}powerfull{{/U}} and adaptable. The second, the HS Venturer, is a little cheaper to purchase, at $555, but has a smaller hard disk capacity and a slower processor. The third, the Songsing AF100, is {{U}} {{U}} 7 {{/U}} {{/U}}{{U}}the{{/U}} bargain at $480 and has similar specifications to the HS Venturer. However, Songsing is a relatively new company and thus it is difficult {{U}} {{U}} 8 {{/U}} {{/U}}{{U}}getting{{/U}} references for the product. {{U}} {{U}} 9 {{/U}} {{/U}}{{U}}The another{{/U}} very important factor is the after-sales package. {{U}} {{U}} 10 {{/U}} {{/U}}{{U}}Every{{/U}} three companies offer between 1 and 3-year service {{U}} {{U}} 11 {{/U}} {{/U}}{{U}}garantees{{/U}}, but on slightly different terms and at different prices. The best of these is the DX590's two-year warranty, {{U}} {{U}} 12 {{/U}} {{/U}}{{U}}that{{/U}} is an on-site 24-hour repair service. In conclusion, we recommend {{U}} {{U}} 13 {{/U}} {{/U}}{{U}}to purchase{{/U}} the DX590. The HS Venturer offers much less for a similar price, while the Songsing AF100 is probably too risky, because it has {{U}} {{U}} 14 {{/U}} {{/U}}{{U}}any{{/U}} track record. With good service back-up, the DX590 {{U}} {{U}} 15 {{/U}} {{/U}}{{U}}can{{/U}} also prove to be the most economical {{U}} {{U}} 16 {{/U}} {{/U}}{{U}}on{{/U}} the long run.

填空题 · Read the articie below about a financial plan Of the IMF。 · In most of the lines 41-52 there is one extra word．It is either grammatically incorrect or does not fit in with the sense of the text．Some lines，however，are correct． · If a line is correct，write CORRECT on your Answer Sheet． · If there is an extra word in the line，write the extra word in CAPITAL LETTERS on your Answer Sheet． The IMF launches a financiaI rescue plan for itseIf 41．generating enough income to cover up its $1 billion budget．By 2010 its deficit will 42．be about $ 400m each a year．It has enough reserves to tide it over．But ultimately it 43．needs its own financial rescue plan．That is why，on April 7th，the fund's board have 44．agreed to cut costs and boost income．A quarter of the gap will be plugged 45．by cutting costs，which including 380 jobs(or 15%of the total)．The rest will come 46．from new income sourceIt wants to sell out 12.5%of its vast gold stocks， 47．which almounts to 403.3 tonnes．Using a(conservative)price to estimate of $ 850 48．an ounce，the fund reckons such a sale would raise about $ 11 billion．In order to 49．avoid upsetting the gold market，it would be done over the several years．The fund 50 also wants to broaden its investment of strategy．At present it may invest its reserves 51 not only in government bonds．In future．it hopes to boost returns by half a percentage 52 point every year by broadening its portfolio to include Corporate bonds and shares．

填空题SDRs

填空题It appears that we made a mistake on your October statement. ______

填空题{{B}}PART FOUR{{/B}}{{B}} · Read the following text. ·Choose the best word to fill each gap. ·For each question 21--30, mark one letter A, B, C or D.{{/B}} Harrington Wilson's selling technique was {{U}}(21) {{/U}} itself. It was nothing more than a{{U}} (22) {{/U}} manipulation of human vanity. He was aware that there were a number of people who professed to know a great deal about antiques, and even more who would rather not confess that they did not and who accordingly practised little tricks and subterfuges to {{U}}(23) {{/U}} their ignorance from their neighbors.The women--they were mainly women--jostling round his stall, picking over his shoddy wares, would sometimes run a finger round the rim of a cup or hold it knowingly up to the light as if to test its luster, and plates were {{U}}(24) {{/U}} turned upside down in search of china marks. To such a customer, Harrington would lean forward, benevolent and confidential, and in a conspiratorial whisper would murmur: "No, madam. I'm afraid it's not genuine (Wedgwood, Sevres--whatever it might be) but it is a superb copy--no one {{U}}(25) {{/U}} ever suspect that it was not real, unless, of course, you told them. I can let you have it for—I could sell it for much more, but it would be unethical of me to try to pass it off as genuine..."The customer, overwhelmed by such honesty and privately determined not to be quite so honest about the article to heir friends, would then willingly pay ＄ 2 for something that {{U}}(26) {{/U}} Harrington a few pence. The profit {{U}}(27) {{/U}} on these transactions was obviously so great that he was soon able to {{U}}(28) {{/U}} another stall and then a shop and yet another and so on. He enlarged his specialties, dealing {{U}}(29) {{/U}} spurious Victoriana, Georgian silver, trinkets and bric-a-brac, eventually branching out into reproduction furniture and paintings. Without any deliberate intention of doing so, he acquired an {{U}}(30) {{/U}} knowledge of the antique business and as time went on, was accounted one of the greatest experts of his time.

填空题·You will hear five different business people talking about partnerships, one form of business. · For each extract there are two tasks. For Task One, choose the advantage of partnerships described from the list A—H. For Task Two, choose the disadvantage of partnerships from the list A—H. ·You will hear the recording twice. {{B}}TASK ONE—ADVANTAGE{{/B}} ·For questions 13—17, match the extracts with the advantages, listed A—H. ·For each extract, choose the advantage stated. ·Write one letter (A—H) next to the number of the extract. A Incentive for key employees B Ease of organization C Direct control of business D More specialized management E Tax advantages F Ease of closing G Greater source of capital H Share strength of other owners

填空题The organisation and administration of wages and salaries are complex and varied. (9) In others, the Accounts Department is responsible for calculations of pay, while the Personnel Department is more interested in negotiations with staff about pay. If a firm wants to introduce a new wage and salary structure, it will have to decide on a method of job evaluation and ways of measuring the performance of its employees (10) In job evaluation, all of the requirements of each job are specified in a detailed job description (11) To pay each job what it is worth, the values are linked to the firm's salary structure. For middle and higher management, a-well-known points method is the Hay System. This evaluates personnel on their knowledge of the job, their responsibility, and their ability to solve problems. Because of the difficulty in measuring administrative work, however, job grades they are often decided without reference to an evaluation system based on points or factors. In attempting to reach a salaries policy, the Personnel Department should compare the value of each job with those in the job market. (12) (13) Where it is simple to measure the work done, as in manual work, monetary incentive schemes and merit awards are often selected. For indirect workers, where measurement is difficult, methods of additional payments include bonus schemes based on the performance of the company. (14) Fringe benefits such as sickness and pension schemes, sports clubs, housing and canteens are all an accepted part of the condition of work.A. Each of these requirements is given a value, usually in "points" or "factors" which are added together to give a total value for the job.B. It is said that payment for a job should vary with any differences in the way that job is performed.C. In some companies the Personnel Department has more responsibility for wages and salaries than the Accounts Department.D. Employees in a company get more or less the same amount of payment from year to year.E. Non-financial incentive schemes are becoming more popular for all grades of staff.F. In order to be successful, that pay structure will need agreement between Trade Unions and management or a dearly defined system for dealing with problems.G. It should also analyse economic factors, such as the cost of living and the labor supply.H. Indirect workers get regular payments such as bonus as awards for their performance in the company.

填空题AEnsuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today. It used to be so easy. A fat pay cheque and the promise of promotion was all that was needed to keep people committed, loyal and happy. But the world of work has changed, and nowadays, organisations cannot rely on the corporate cheque book to give them the edge. Numerous employee surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motivation equation.BOne of the problems is that managers often don't appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just won't work in today's technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.CWhat most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices - but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.DOrganisations should focus on asking people what they want - a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skilfully, or you won't get to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant might be scared by the city trader's job, but both may be very satisfied with their own job.EThere are huge gaps between what employees expect from employers and what they actually get. For instance, employers' emphasis on employability (equipping workers with 'marketable' skills) may be somewhat misguided. One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasn't delivering, which had a detrimental effect on the employees' workplace performance and attitudes. The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees' values and goals with those of the organisation, much more conversation is needed.

填空题· Read the text below about Nike.· For each question 31—40, write one word in CAPITAL LETTERS Eliminating Sweatshops at Nike: Just De it! Over the past decade, Nike has been one of the most profitable companies in the United States. However, at a time when the company's spokesperson, Michael Jordan, was bringing in over $10 million, the young, mostly women workers in its Indonesian plants were taking home only $ 2.23 a day. {{U}}(31) {{/U}}, working conditions in Nike's Serang plant, 50 miles west of Jakarta, were far from ideal. Hundreds of workers, some children, were crowded into vast sheds where they glued, stitched, pressed, and boxed 70 million pairs of{{U}} (32) {{/U}}a year. Collusion between local management and government made organizing workers into unions both difficult and dangerous, and the high level of unemployment left workers powerless. Taken together, these labor practices helped keep cost so low and quality so high that a pair of running shoes that{{U}} (33) {{/U}}for $75 retail in the United States cost just $18.25 to manufacture. With this type of cost and price structure, it is easy to see how Nike became so profitable. However, the ability to sustain these practices became an issue in 1996 when the U.S. media exposed these sweatshop conditions. As consumers became increasingly aware of{{U}} (34) {{/U}}their sneakers were actually being made, some felt guilty, and human rights groups went so far{{U}} (35) {{/U}}to organize boycotts of Nike products. Given the damage to Nike's image and future profitability, something had to be done. At first, Nike CEO Phillip Knight defended his operations, noting that Nike pays its workers no{{U}} (36) {{/U}}than its rivals do and that these workers make more than minimum wage in the host countries. Critics countered that the level of pay was{{U}} (37) {{/U}}the subsistence level and much lower than what is paid by other U.S. companies such as Coco-Cola, Gillette, and Goodyear. To end this image problem{{U}} (38) {{/U}}and for all, on May 12, 1998, Knight pledged to (a) raise the minimum worker age requirement, (b) adopt U. S.-style safety and health standards, and (c) allow human rights groups to help monitor working conditions in all foreign plants. He again showed his commitment to reform six months later{{U}} (39) {{/U}}raising wages 22 percent to offset the currency devaluation that rocked Indonesia in the fall of 1998. Knight used both occasions to challenge his competitors to do the same, realizing that their failure to do so would put Nike at a competitive disadvantage. Although it is currently unclear how these{{U}} (40) {{/U}}will respond, it is obvious that Nike is at least trying to establish its image as a trend setter in both footwear and working conditions in international locations.

填空题Thinking of moving to another company?First check its corporate culture Finding the right cultural 'fit' is vital to a successful career move. If you join a company with a corporate culture that you find uncomfortable, you could find yourself demotivated and dissatisfied. And once you fall into this state t may De difficult to get yourself out of it. Hence the importance of taking the time to fine out as much as possible at)out what the organisation is like - before committing yourself to a move.The trouble is that organisational culture is hard to assess - especially from only a brief meeting. (9) Don't make the common mistake of many candidates and rely solely on your intuition, as you might easily miss important clues.The best results come from researching the company beforehand, consciously observing the environment and people's behaviour (10) Planning them in advance reduces the risk of forgetting to mention something significant.For instance, in the interview, ask to see the company's mission statement. It can be illuminating, setting out the organisation's long-term direction and goals, its underpinning beliefs and values. However mission statements are frequently aspirational. (11) Ask to what extent the organisation feels that it achieves its mission statement.Ask to see the organisation and departmental chart. A steep hierarchy or highly centralised structure s often bureaucratic and inflexible. (12) Conversely, those who like clear career Darns and lines of decision-making are unlikely to feel comfortable n a fiat or decentralised structure.The degree to which an organisation has systems for managing its staff is indicative of the value placed on developing and nurturing its people. (13) If these are limited, staff are unlikely to count for much in the company, and joining the organisation could lead you nowhere in the long term.Staff are your best source of information about the corporate culture. (14) After all, personal impressions based on experience will give you greater insight into the reality of working there than anything else.Corporate cultures do not change overnight, so it is worth trying to find a culture that will suit you from the outset. If you join a company that encourages and rewards behavi0ur you do not personally value, it could be a career move you live to regret.A Find out how performance is appraised, and what opportunities exist for training and development.B The reality may be quite different.C By doing this you can get a good feel for the place.D That is why it can be helpful to adopt a fairly structured approach in the interview.E If you have the opportunity to talk informally, ask what they most like or dislike about the company.F People who value autonomy may be stifled.G Then in the interview you can ask specific questions about aspects of the culture that are important to you.H If you join a company with a corporate culture that you find uncomfortable, you could find yourself demotivated and dissatisfied.

填空题PLC

填空题house painter; insurance agent; typist; priest; steelworker; coal miner; carpenter; stockbroker; school teacher; doctor; boat builder; dentist; train driver; tailor; wine grower; nurse; salesman; shepherd; lawyer; builder; architect; toolmaker; lumberjack; presser; weaver; pop singer; secretary; accountant; engineer; fisherman; hunter; judge.

填空题and doing so harms their top lines, their bottom lines, and their prospects for long-term

填空题How to Pick a Career in Business Picking the right career in business is a matter of matching what you want to do with the kind of life you want to lead Figuring (31) how to strike this balance generally requires prioritizing the following issues: industry, location, and working conditions. First and foremost, ask yourself what industry interests you (32) ? Many websites on the Internet can be (33) great use. For example, Vault. com provides a thorough list of industries that can give you the information necessary for (34) this decision. It is also important to investigate what kind of business careers in your target industry (35) growing and hiring. Location involves many factors. Where would you like to live? Do you prefer big cities or small towns? How far and by what (36) are you willing to commute? Do you want to be close to your family and friends (37) do you want to strike out into new territory? Many people also (38) into account the cost of living in different areas of the country or world. Then (39) the question: what kind of working environment best suits your working style? Some people need to feel rooted to a workspace (40) they are surrounded by coworkers, while others hope to see new faces every day. When choosing your career in business, try to consider which way—or in which combination—you are most comfortable and productive.