单选题As a manager in the service industry sector, I've looked at hundreds of CVs in my time. They are not necessarily the bland documents some bosses might think they are! They are full of little pointers towards individuals' personalities and suitability for the job. The first thing I always look at is an applicant's employment record. I check for continuity and stability. If somebody has a long list of previous jobs, all of varying length, alarm bells start ringing. Rather than an irregular route from job to job, what I hope to see is stable career progression. What does their career path look like-is it all steps forward. or are there a lot of sideways moves? And I am always pleased to find a family person with children, because in my experience they tend to be responsible and reliable. I never rely on CVs alone. We get applicants to fill in one of our own application forms. We ask why they've applied, what their aspirations and personal goals are, and also about their interests and hobbies and any clubs they belong to. That gives you a useful insight into their personality and lifestyle. The application form also enables us to test how much people have actually been progressing in their careers, because we ask for details of the salaries they have received for each job. It's always worth looking at CVs and designing application forms with great caution. Taking on employees might be rewarding, but it is also a big investment for any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring that you get the right person. In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staff turnover. You need to take on people who understand that, and will want to stay. That's why, when you've taken staff on, the next thing is getting the best out of them. My management style comes from the days when I took over my first business, an ailing road haulage firm which I was certain I could turn into a profitable company. The first thing is to treat others as you'd like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefited the company. I didn't have much experience of managing people, but above all I always tried to be fair and honest with everyone. As a result, I think the staff knew that and accepted my decisions, even if they didn't agree with them all. Also, bosses must be able to communicate. You also need to create team spirit, and build on the strength of the team. I explained my plans for the company to all the staff, and let them know what I needed from them. The lorry drivers responded brilliantly, and were the key to turning the business round. They understood that we had to develop a professional reputation, and from then on the days of poor quality deliveries were over. Lastly, I am a great believer in profit-sharing. It takes a team to make a company work, so profits should be shared by all. Job satisfaction is important, but it doesn't pay the rent. Shared profit and bonuses help to strengthen team spirit by giving everyone a common goal that they work towards together.

单选题To whom is the external auditor primarily accountable?

单选题 ·Read the following article about a British businessman and the questions. ·For each question (15-20), mark one letter (A, B, C o r D) on your Answer Sheet. George Kamp is the kind of tough English northerner who runs things his own way. Contrary to what is normal in big corporations today, his company has no remuneration committee, it is short on part-time directors and it has no qualms about employing family members. Mr. Kamp is chairman and chief executive of the engineering firm William Kamp, which has been a family business since the middle of the last century. Until a week ago none of this would have made the headlines. But a rival engineering company has changed this with its ￡58 million hostile takeover bid, putting Kamp's management style in the spotlight. Kamp is a fighter: "All my career, I've battled. I've had to battle with customers and suppliers and management." This will certainly not be his first fight. In 1980, when borrowing money was costing more than 20 per cent, his father was in favour of closing the business. George was not; he forced his father off the board of directors and saved the company. He says, "A difference of views arose. I said the company could either be run by me, or by him, but I couldn't stay there and implement his policy. There was a board meeting and he was persuaded to withdraw." He says his toughest battle was not taking on his father, but forcing his 160-strong workforce to accept automation at the factory in 1982. "I was really in a difficult position then. The management were against me, the men were against me. The change meant they would have to work a lot harder. I got them all together, and I just said, "We've got to make this work-it's all our livelihoods at stake. "I was determined to make this business work to save the British steel foundry industry." He won that battle, too. Rationalizations, cost-cutting, and a string of 14 acquisitions followed, and the loss-making family business became a recognized leader in the steel castings industry. Kamp makes running William Kamp sound like a military operation, and there is something in his clipped language which is irresistibly reminiscent of the army. His management style is unashamedly autocratic. "I have a very loyal team, and, yes, they have to work hard but they like it," he says. But unusually for a publicly quoted company, his loyal staff include his wife, Ellen, a lawyer who works as a consultant for the company. "I'm not frightened of having to justify this," he says. The shareholders are getting a good deal out of his wife, he reckons, as the company would probably have to pay double for the same services from any other consultant. Kamp robustly defends his own pay and the generous terms of his contract. He reckons he is worth it. "There is a ￡5 million 'key man' insurance policy on me, and some of our banking arrangements are dependent on me staying with the company. So the outside world reckons I'm fairly important-that isn't just my opinion." He describes himself as being like the captain of a ship, and he has a firm belief in experience rather than management theory. "You've got to learn your management skills by practical experience; otherwise you confuse delegating with passing the buck and you don't know when people are talking rubbish. I have the strength to fight off this takeover bid. For me it's war. I am autocratic, because that's how you win. When you cut out all the emotion, it's down to money. William Kamp is worth much more than this most inferior rival company has suggested. And I know I will be able to convince the shareholders of this."

单选题All of the following are methods used to enhance job satisfaction except ______

单选题InCarlosGhosn'sopinionwhentheproductionreachesthemaximum

单选题There is no doubt that the relationship 'between trade and development is one of the central policy issue we face today. We live in a world where 50% of humanity lives on less than $ 2 a day . We live in a world (21) by massive inequality between nations. It is estimated that about 2 billion extra souls will share our crowded planet within the next 30 years. However, we face a world of incredible (22) and challenges. Trade and trade policy must play their roles as a part of a wider development scenario. And WTO's efforts to push forward this (23) must be strengthened and coordinated at all levels, national, regional, and (24) . 1980s has witnessed the petroleum impact, debts crisis, prices slump, economic (25) in industrial countries and the climax of new policy for trade protection as well. However, in recent years, foreign trade in those developing countries has been back to the right (26) of remarkable increase, an indispensable force in leading the global economic growth and trade development. The foreign (27) trade policy of the developing countries further indicate that they are (28) entering the WTO family on a larger scale than ever before, which helps to protect their interests in WTO and take part in the formulation of new rules and (29) of WTO. Since 1990s, many developing countries, especially those East Asian and Latin American countries, have become an important force in the global economic (30) The fact that their economic capacity is gaining more and more strength leads to a more important role-playing in the WTO system.

单选题· Read the article below about work and leisure.· Choose the correct word to fill each gap from A, B, C or D on the opposite page.· For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet. {{B}} Leisure Time{{/B}} There are some people who really do live for their work and lead totally fulfilled lives with this as their only or main focus. Are you one of them? If not, are you {{U}}(21) {{/U}} enough attention to your need for time away from work? There are two big problems here. One is finding a job that does not involve excessive hours, a job where you are still {{U}}(22) {{/U}} seriously even if you don't frequently work late. The other is deciding how you want to spend your leisure time. If circumstances are conspiring to squeeze that last bit of precious {{U}}(23) {{/U}} time out of your week, then {{U}}(24) {{/U}} on to some time, even one hour a week, as sacred. Build it into your diary and never let anyone {{U}}(25) {{/U}} you out of it. Even if it means doing an extra hour earlier in the week, it's worth it. Another {{U}}(26) {{/U}} is to try to change the status quo. It is often middle management who want to see us at our desks 24 hours a day, {{U}}(27) {{/U}} of output, whereas more objective senior managers may {{U}}(28) {{/U}} that going home on time is a more productive long-term strategy. Perhaps it's time for us to {{U}}(29) {{/U}} a stand. Even if, in the short term, we cannot work fewer hours and so cannot find the leisure time we need, then at least we can bear it in {{U}}(30) {{/U}} as an aim for the future.

单选题Discounts ______ A．are considered predatory pricing. B．work best in price-inelastic situation. C．tend to erode profits. D．attract consumers who are price conscious. E．are an inefficient means of segmenting the market.

单选题Time clocks are banned from the premises. Managers and workers converse on a first- name basis and eat lunch together in the company cafeteria. Employees are briefed once a month by a top executive on sales and production goals and are encouraged to air their complaints. Four times a year, workers attend company-paid parties. Says Tom Zolick, 49, an assembly-line worker. "Working for Sony is like working for your family." His expression, echoed by dozens of other American Sony workers in San Diego, is a measure of success achieved at the sprawling two-story plant, where both the Stars and Stripes and the Rising Sun fly in front of the factory's glistening white exterior. In 1981 the San Diego plant turned over 700,000 color television sets, one-third of Sony's total world production. More significantly, company officials now proudly say that the plant's productivity approaches that of its Japanese branches. Plant manager Tery Osaka, 47, insists that there are few differences between workers in the United States and Japan. Says he. "Americans are as quality conscious as the Japanese. But the question is how to motivate them." Osaka's way is to bathe his U.S. employees in personal attention. Workers with perfect attendance records are treated to dinner once a year at a luxurious restaurant downtown. When one employee complained that a refrigerator for storing lunches was too small, it was replaced a few days later with a larger one. Vice-President Masayoshi Yamada, known as Mike around the plant, has mastered Spanish so he can talk with his many Hispanic workers. The company has installed telephone hot lines on which workers can anonymously register suggestions or complaints. The firm strives to build strong ties with its employees in the belief that the workers will then show loyalty to the company in return. It carefully promotes from within, and most of the assembly-line supervisors are high school graduates who rose through the ranks because of their hard work and dedication to the company. During the 1973-1975 recession, when TV sales dropped and production slowed drastically, no one was fired. Instead, workers were kept busy with plant maintenance and other chores. In fact, Sony has not laid off a single employee since 1972, when plant was opened. The Japanese managers were stunned when the first employee actually quit within one year. Says John Ford, the plant's human relations expert: "They came to me and wanted to know what they had done wrong. I had to explain that quitting is just the way it is sometimes in Southern California." This personnel policy has clearly been a success. Several attempts to unionize the work force have been defeated by margins as high as 3 to 1. Says Jan Timmerman, 22, a parts dispatcher and former member of the Retail Clerks Union. "Union pay was better, and the benefits were probably larger. But basically I'm more satisfied here." Sony has not forced American workers to accept Japanese customs. Though the company provides lemon-colored smocks for assembly-line workers, most of them prefer to wear jeans and running shoes. The firm doesn't demand that anyone put on uniforms. A brief attempt to establish a general exercise period for San Diego workers, similar to the kind Sony's Japanese employees perform, was dropped when managers saw it was not wanted. Inevitably, there have been minor misunderstandings because of the differences in language and customs. One worker sandblasted the numbers 1264 on a series of parts she was testing before she realized that her Japanese supervisor meant that she was to label them "1 to 64". Mark Crossy, 22, the plant's youngest supervisor, admits that there is a vast cultural gap between the Japanese and Americans. Says he:" They don't realize that some of us live for the weekend, while lots of them live for the week—just so they can begin to work again." Some workers grumble about the delays caused by the Japanese system of managing by consensus, seeing it instead as an inability to make decisions. Complains one American worker: "There is a lot of indecision. No manager will ever say do this or do that." Most American workers, though, like the Japanese management style, and some do not find it all that foreign. Says Supervisor Robert Williams. "A long time ago, Americans used to be more people-oriented, the way the Japanese are. It just got lost somewhere along the way./

单选题WhatistheFordMotorCompanyembarkingonanextraordinaryattemptto?

单选题A Innovation is the key to continued prosperity. Although the United states is experiencing a lengthy economic boom, its capacity for innovation per capita is losing ground. Ranking first in 1995 in innovation among 17 countries, the United States is projected to drop to fifth place by 2002 if present trends continue, according to the Organization of Economic Cooperation and Development(OECD). To compete effectively in international markets, nations as well as organizations must make innovation a priority. B The goal is for your organization to change the rules, structure, and speed of its industry so that your competitors are thrown into chaos. Because your organization initiated the change, it more than likely understands the new rules and structure introduced into the marketplace as it copes with changes in speed. Temporarily at least, your organization will be ahead of the competition. This technique has been used by the military since ancient times. The idea is to confuse the enemy. While the opponent is digging out of the confusion, the organization in the offensive position seizes the dominant position. C One contemporary technique that changes the marketplace rules, structure, and speed is innovation—all organization''s trump card. When the microchip was invented, Intel was able to gain power over the competition because it capitalized on an innovation. Microsoft innovated the concept of a dominant operating system in personal computers. By capitalizing on innovations, these companies were able to become leaders in their industries while their competitors were temporarily in chaos trying to find their way out. If an organization is offering the same products and services in the same way that it did three years ago, it''s on its way to obsolescence or may already be obsolete. Let''s answer three questions about innovation. D What is innovation? Innovation is the tangible result of creativity—the process that produces one or more innovations. Creativity is difficult to measure, but innovation is a product or service that is easily defined and measured. Why is innovation necessary? It is needed for survival and sustainability. Competition is stiff in the global market place that organizations not nurturing innovation will soon find themselves unable to respond to changing customer demands. Conversely, those organizations that make innovation a priority can dominate their industries and experience positive growth. Organizations in the 21st century must foster innovation. E How can an organization achieve a high degree of innovation? Innovation does not happen by itself. It must be intentionally cultivated. Great leaders realize this and work to develop all organizations friendly to innovative endeavors. This effort involves allocating a budget adequate for innovative activities, establishing a physical environment that promotes creativity, eliminating creativity inhibitors, recruiting creative people, grasping the big picture, involving the whole person, promoting new thinking, training experientially, and nurturing autonomy. 0. Innovation plays a very important role in competing in international markets. (A)

单选题AdvertisingThe primary function of advertising is to communicate marketing objectives to selected target audience. It is used to accomplish a number of tasks, using different media vehicles, reaching diverse audience, and gaining interest with a number of creative approaches. However, despite the seemingly endless channels for utilizing advertising, it is basically a marketing communication too. When we examine an- successful advertising campaigns, we often find that advertising was used to accomplish inappropriate tasks. Successful advertising must be oriented to specific objectives. Before we can determine advertising objectives, it is advisable to distinguish between marketing and advertising goals. Effective advertising is an extension of the basic marketing plans and is derived from it. However, advertising goals are not the same as marketing goals. The marketing staff sets the marketing goals or objectives. The marketing department decides how to allocate resources to various tasks, including advertising. It also determines how these resources will be distributed to specific target markets and what sales objective can be expected over time and geography.Examples of marketing objectives are1. Attaining a market share increase from 2 percent of industry sales to 4 percent within 18 months.2. Increasing distribution by number of retail outlets and/or geographical regions: If a product is currently available to 50% of the population or can be found in 50% of retail outlets, a marketing goal might be set to increase this figure to 60 percent by the end of the year.3. Increasing total sales. Coals troy ha set in either number or units sold or traits sold ca: dollar volume of sales. Advertising goals are communication objectives designed to reach the target audience with the appropriate message. Ad goals are based on marketing objectives, but they are not the same as marketing goals. Advertising objectives might include1. Increasing brand awareness from 20 percent to 30 percent among 18-to-34-year-old women within one year.2. Increasing recall of brand advertising by 10 percent in the next three months.3. Increasing favorable product attitudes by 10 percent in the next year.Note that advertising goals are based on improving communication and consumer attitudes toward a product. It is interesting to note that a survey indicated that a majority of companies wanted to measure advertising success based on sales. Obviously, even sophisticated corporations often confuse marketing and advertising goals.Advertising is the communication arm of the marketing process. It is a method of delivering a message from a sponsor, through a formal communication channel, to a desired audience. Advertising has many roles. It is designed to dispose a person to buy a product, to change minds, or even to advocate leas con- starting ("demarketing"). It may be used to help elect a candidate, raise money for charity, or support a cause. Must advertising, however, is for the marketing of goods and services.Advertising is also part of the everyday culture of virtually every American. It is estimated that the average person sees or hears as many as 1,200 ads and commercials each day. Advertising is part of the social, cultural, and business environment, it mirrors this environment and also brings about subtle changes in the behavior of the public that uses it. It is no wonder that advertising is one of the most scrutinized of all business enterprises.Today, advertising is functioning in a changing economic and social climate. Advertisers are viewed in many ways by the publics they serve, Manufacturers are asking for more tangible evidence of advertising's role in the selling process, and the media are constantly seeking higher advertising rates to cover spiraling expenses. At the same time, the audiences that advertisers seek are becoming even more fragmented. Consumers, despite their seeming fascination with advertising's creative process, tend to ha- come more cynical and disbelieving about its claims.

单选题Some people believe that you have to be a special kind of person to sell a product. Although it is clear that a successful sales rep does need special talents and an outgoing personality, many of the skills he uses are used by most of us. we build and (21) . relationships with different kinds of people, we listen to and take note of what they tell us and don't just enjoy the sound of our own voices and we explain things to them and share ideas with them. A company may depend on its own sales team or on the salesmanship of its distributors, wholesalers or retailers. (22) any company needs to establish a personal relationship with its major clients (key accounts) and potential customers (prospects). It is often said that "people do business with people": a company doesn't just deal impersonally (23) another company, but a person in the buying department receives personal visits from people representing the company's suppliers on a regular basis—or in the case of department stores (24) chain stores, a team of buyers may travel around visiting suppliers. Keeping sales people "on the road" is much more expensive (25) employing them to work in the office and much of their time is spent unproductively traveling. Telephone selling may use the time more productively (though in some countries this is illegal), but a face-to-face meeting and discussion is much more effective. Companies involved in the export trade often have a separate export sales department, (26) travel and accommodation expenses may be very high. Servicing overseas customers may consequently often be done (27) phone, telex or letter. And personal visits may be infrequent. Many companies appoint an overseas agent or distributor whose own sales force takes (28) responsibility for selling their products in another country. A sales department consists of many people who are based (29) different parts of the country or the world, who don't have the day-to-day contact and opportunities for communicating with each other that office-based staff have. (30) this reason, companies hold regular sales conferences where their entire sales force can meet, receive information and ask questions about new products and receive training.

单选题Whenitwasover,theDowJonesIndustrialAveragedropped94pointstocloseat

单选题Which would make the best title for this text?

单选题What Can You Ask When You're Hiring Once upon a time, if a job applicant was sitting on the other side of your desk, you (21) ... ask her about her disabilities and what it might take to accommodate her in your company. This was true even if the applicant's disability was obvious because she was in a wheelchair or using a seeing-eye dog. (22) ... the applicant herself made reference to her disability, the employer was (23) .., in what he could ask. (24) ... things changed in October 1995. Ten Equal Employment Opportunity Commission revised its guidelines for the American with Disabilities Act (ADA). With the new guidelines in place, it is (25) ... for employers to make inquiries about obvious disabilities or ask questions if the applicant (26) ... she is disabled or will require reasonable accommodation. The idea behind the new guidelines, called "ADA Enforcement Guidance: Pre-employment Disability-Related Questions and Medical Examinations, " is to allow employers to address the accommodation issue at the (27) ... interview stage. However, the guidelines do not allow an employer to go on archeological digs through their applicants' pasts. For example, an applicant's workers-compensation history can be (28) ... territory. And some questions about drug and alcohol use are off-limits, (29) ... others are not. An employer may ask about current illegal use of drugs, because it's not protected under the ADA. On the other hand, the employer needs to be very careful asking about drinking habits-information on how much the applicant drinks could indicate alcoholism, and (30) ... is protected. The guidelines are available in a question-and-answer format from the EEOC. Asking the right questions at an early stage of the job-application process could save you, and your applicant, a lot of bother later on.

单选题Which of the following is not an advantage of delegating?

单选题To succeed in today's global market place, it is essential to learn as much as possible about the conditions in overseas markets. In the past, companies with international aspirations simply familiarised themselves with any differences in the legal system or in the (1) used in the day-to-day business of import and export. Modern trade, however, (2) more. Today the company seeking international success must also understand the people who live and work in countries they deal with, how they think, behave and do business. In short, today's market leaders must (3) greater Cultural awareness. Business people operating in foreign markets often fail to consider that cultural differences can result in a (4) of approaches to everyday business activities such as the way a cross-cultural team (5) or how it conducts its meetings. One of the main (6) of investing in our cultural awareness programmes is that they can help you to fully (7) your business potential, leaving you better placed to succeed. Our cultural aware, ness training seminars will (8) the importance of taking into account how other nationalities think and behave and how they might see you. We can also help you develop the (9) you need to construct effective working relationships and (10) difficulties that may arise when working with colleagues or clients from different nationalities and cultures.