单选题A typical demand schedule shows that ______ A．as price decreases, quantity demanded will also decrease. B．as price decreases, quantity demanded will increase C．quantity supplied can never be less than quantity demanded. D．the total quantity of goods consumers want to buy will fall during periods of inflation. E．a firm can always increase its revenue by increasing the prices it charges for its products.

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单选题 Harrington Wilson's selling technique was {{U}} {{U}} 1 {{/U}} {{/U}}itself. It was nothing more than a{{U}} {{U}} 2 {{/U}} {{/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}} {{U}} 3 {{/U}} {{/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}} {{U}} 4 {{/U}} {{/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}} {{U}} 5 {{/U}} {{/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}} {{U}} 6 {{/U}} {{/U}}Harrington a few pence. The profit {{U}} {{U}} 7 {{/U}} {{/U}}on these transactions was obviously so great that he was soon able to {{U}} {{U}} 8 {{/U}} {{/U}}another stall and then a shop and yet another and so on. He enlarged his specialties, dealing {{U}} {{U}} 9 {{/U}} {{/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}} {{U}} 10 {{/U}} {{/U}}knowledge of the antique business and as time went on, was accounted one of the greatest experts of his time.

单选题graduate recruitment has a growing role. But companies need to know whether their recruitment staff who interview candidates for jobs really know what they're doing. Carl Gilleard, chief executive of the Association of Graduate Recruiters (AGR), acknowledges that in a perfect world, the people who recruit graduates would have been in the role for some time building up workplace knowledge. He says the reality is that the high turnover of graduate recruitment managers in most blue chips means there is little continuity in how companies operate. 'There's the difficulty in maintaining important contact with university careers departments, for example,' he explains. 'You need a depth of understanding to appreciate where the company is coming from and how it's progressing.' We can identify two specialisms within the recruiter's role. Those that work on the recruitment and selection side need traditional human resources (HR) skills such as good interviewing technique, observation, common sense, objectivity, patience and listening skills. But increasingly there are those who take a strategic view and look more widely at how their company is represented in the marketplace. It's a clear advantage if you can identify with your target audience. Many young members of middle management are seconded into HR for a year because their firms feel they can identify with job-seeking graduates. Yet in an industry that has been revolutionised by the internet, privatised career services and rocketing numbers in higher education, it is questionable how relevant these managers' experiences are. Some high-fliers see a secondment to HR as a sideways move; a firm's HR function might not carry the same kudos as, say, the finance department, although obviously the recruitment and retention of staff is of crucial importance. Georgia de Saram, specialising in graduate recruitment at a law firm, is one of a new breed of young dynamic recruiters who see HR as their vocation rather than a transitory career move. 'I was attracted to the profession because I enjoy working with people and it's an obvious follow-on from my anthropology degree,' she says. 'In this capacity, you get to know people and they know you even though they might not know other people in the firm.' As a recruiter, she sees herself as the interface between graduates and the firm that's looking to attract them? It's such a tug of war between law firms for the best trainees - often they'll turn you down in favour of an offer they've received from elsewhere. You need to be good at marketing your firm, to know what interests graduates and how you can reach potential employees, whether that's through virtual law fairs or magazines.' A recent AGR survey suggests that the sectors in which there is less turnover of graduate recruitment managers are more successful in recruiting the graduates they want. The legal sector's sophisticated understanding of the market, for example, means they manage to recruit exactly the right number of trainees despite intense competition and thousands of applications. The people recruiting seem to build up a specialism and then pass on their knowledge and expertise to those new to the graduate recruitment sector. Jackie Alexander, an HR partner at PricewaterhouseCoopers, feels that HR professionals are finally reaching board level and receiving the sort of acknowledgement they deserve. 'They are judged by the value they add to the business,' she says, 'and, as a professional services firm, the right people are our biggest asset.' As Georgia de Saram points out: 'From our company's point of v. iew, if I can't establish a rapport with a candidate and bring out their best, it might not be just their future but also ours that is at stake.'

单选题UK comes bottom of European language league The United Kingdom has the poorest language skills base in Europe, according to research findings published today. A European Union examination found that UK companies could be losing billions of pounds worth of (21) exports due to their poor foreign language skills. Nearly twice as many UK companies (22) experiencing difficulties due to language barriers as other European companies. Furthermore, one in eight UK companies thought they had probably missed out on a business (23) due to their inability to communicate effectively in an international (24) . According to the report, "failure to communicate effectively and efficiently with (25) export markets in Europe, Latin America and the Asia Pacific region means that for many British firms more than a quarter of their possible revenues are at risk." The UK was (26) last in a European league table, with only 74 percent of companies saying they had employees with foreign language skills, compared with 89 percent in Germany and 84 percent in France. This is of particular (27) to UK exporters, who now ship less than 25 percent of their total (28) to traditionally English-speaking markets. A government spokesman said that new (29) were needed to encourage companies to develop their language skills. Many companies come away from negotiations convinced that they have secured a good deal with an overseas client only to find out that the (30) they had agreed on are not as profitable as they had hoped.

单选题E-marketing supports marketing research in all the following ways except ______ A．low cost of personal surveys B．speed of receiving marketing information C．customer openness with opinions D．access to customers of varied income levels E．face-to-face interview

单选题WhatissaidabouttheproblemtheAndersonCompanyisfacing?

单选题Business ethics are also the principles of conduct by which a company operates. This includes how the company owners want to manage the business and how the owners expect the employees to conduct themselves. Actions that result in civil lawsuits, criminal liability, or that simply damage the reputation of a business can all be considered examples of bad business ethics. Dishonesty is a common example of bad business ethics. For example, if a company makes false claims in its advertising, the company is being dishonest to its customers. Making false advertising claims and failing to replace damaged or defective products or to refund their purchase price are examples of bad business ethics that can give a company a poor reputation and that can lead to civil lawsuits. Many businesses have gained a bad reputation just by being in business. To some people, businesses are interested in making money, and that is the bottom line. It could be called capital ism in its purest form. Making money is not wrong in itself. It is the manner in which some businesses conduct themselves that brings up the question of ethical behavior. Many global businesses, including most of the major brands that the public use, can be seen not to think too highly of good business ethics. Many major brands have been fined millions for breaking ethical business laws. Money is the major deciding factor. Many companies have broken anti-trust, ethical and environmental laws and received fines worth millions. The problem is that the amount of money these companies are making outweighs the fines applied. Billion dollar profits blind the companies to their lack of business ethics, and the dollar sign wins. A business may be a multi-million seller, but does it use good business ethics and do people care? Business ethics should eliminate exploitation, from the sweat shop children who are making sneakers to the coffee serving staff who are being ripped off in wages. Business ethics can be applied to everything from the trees cut down to make the paper that a business sells to the ramifications of importing coffee from certain countries. In the end, it may be up to the public to make sure that a company adheres to correct business ethics. If the company is making large amounts of money, they may not wish to pay too close attention to their ethical behavior. There are many companies that pride themselves in their correct business ethics, but in this competitive world, they are becoming very few and far between.

单选题The case of Enron and other corporate scandals shows that manager who receives stock options may be tempted to do all of the following except ______

单选题Caught in the spotlight of hostile scrutiny, global companies from the Gap to McDonald's to Wal-Mart have launched so-called social-compliance programs to fend off critics of their supply chain practices. These new programs frequently require company suppliers to meet basic labor-practice standards. That compliance is all excellent first step, but it requires strategic thinking, not just-in-time tactical responses. Starbucks has charted a course that suggests a new strategic template, one that other brand-driven multinationals might want to explore. When anti-globalization activists singled out Starbucks for having exploited third-world farmers, the company saw the attack as a direct threat to the brand and to its public commitments to social responsibility. But rather than assume a purely defensive posture, Starbucks launched a pilot program to fundamentally change its relationship with its suppliers. The company began to actively cultivate and reward environmentally and socially responsible suppliers a strategic gamble it calls sustainable sourcing. Not only could sustainable sourcing defend against Starbucks's critics, company executives reasoned, but it could build the brand and even drive the company's growth. This spring, Starbucks announced that it was making sustainable sourcing a cornerstone of its global strategy. With annual growth in the late 1990s at about 20%, Starbucks executives were confident the demand was them to sustain this rate of growth. But they knew their supply chain's future was less predictable and reliable. If the flow of specialty beans from around the globe fell short, both its growth plans and the quality of its coffee would be at risk.To protect its coffee supply, Starbucks realized it had to identify and nurture partners that could meet its quality standards and keep pace with its increasing demand. Moreover, to protect its brand, the company had to be certain that these suppliers shared its commitment to corporate citizenship. In 2001, the company launched a pilot called the preferred supplier program to attract and reward farmers committed to socially and environmentally responsible farming. The company reasoned that the farms that took the best care of their employees and land would be the most sophisticated, responsive, and responsible suppliers just the sort to help Starbucks fulfill its aggressive growth plan.To become a preferred supplier, farmers must apply to the program. Reviewers evaluate applicants on 20 measures to determine how well they adhere to sustainable environmental practices (procedures that protect the scarce real estate on which high-quality coffee can grow ) and responsible social practices (methods, for example, that reduce the risk that deliveries will be compromised by labor unrest, corruption, or legal violations ). Suppliers accepted into the program are awarded points for meeting environmental, social, and economic criteria; the more points they earn, the more Starbucks pays them for their coffee. Preferred providers will typically receive a 5% premium on each pound of beans they sell. They can also win long-term contracts to reduce market risk and receive credit to fund improvements that promote sustainability. With the recent expansion of the pilot program to all of its supply chain, Starbucks expects that in five years 60% of its coffee will come from preferred suppliers.Starbucks's idea is innovative and refreshingly proactive. But it's clearly a gamble. It's uncertain whether sourcing this way will pay off, either by satisfying the company's critics or by assuring adequate supplies. While the jury's still out, brand-driven companies may want to try this experiment: Put your brand managers and supply chain people in a room together and have them jointly develop a sourcing strategy that's directly tied to growth. You might just hit on your next big idea.

单选题Marthastartedherbusinessbecause

单选题 ·Read the following article on recruiting and managing staff and the questions. ·For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet. 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Is your group really a team? Teams are all the rage in the workplace today，and every organization speaks of the importance of teams．But just because a group of people work together does not necessarily make them a team．There are essential elements that identify teams，and nurturing them will help you become a good team leader． Let's begin with a definition of what a team really is．Teams are groups of individuals who accomplish designated objectives by working interdependenlIy，communicating effectively，and making decisions that impact their day to day work．So the first question to ask yourself is，‘How close does my team come to this definton?’If it doesn't measure up to the definition，then you are not really leading a team．You are probably managing a work group．There is absolutely nothing wrong with a work group．A work group can achieve great results with your close supemision．The idea，however，in today's changing organization and our competitive global marketplace，is to develop teams that can work autonomously without your close direction and support． In a team．members share decision-making and often build consensus，with two-way communication between manager and members．There are joint work assignments and accountability on both the individual and team levels．In a work group，the manager is the decision-maker，and there is a one-way，top-down pattern of communication。Each member has individual work assignments，and each person is held accountable and appraised by the manager. Whether you operate as a work group or a team depends on three factors．Firstly，the skill and motivational level of members．Skilled and motivated employees need to be able to make decisions on their own and communicate upwardly when they need to．This is a model for working as a team．Secondly，the nature of the work．Some work situations do not call for members to make decisions together，nor is there a need for much two way communication among team members and their manager．But if there is a need for both，you have a team．Thirdly，the manager's belief that indMduals can work autonomously and interdependently．This attitude is essential for today's workplace。When managers do not hold this belief，they will favor the work group over the team． To get a group of individuals to function as a team，it is necessary to highlight the following issues．As for team members．everyone of them needs to know what he or she is supposed to accomplish and how it fits in with what other team members do.And they must be allowed to make decisions that impact their work products and semices．When we give people ownership over what they are doing，they perform much better．Last but not least．team members cannot hold back on any comments that will help the team grow and prosper．As for the team leader，he or she should have the technical knowledge of what the team is doing，as well as be able to motivate and inspire the team．A qualified leader should always be ready to acknowledge team members’accomplishment．Members need ongoing reminders that their efforts are valued and appreciated so that they can sustain high levels of performance．

单选题{{B}}How to approach Reading Test Part Four{{/B}}· This part of the Reading Test tests your vocabulary.· Read the whole text quickly to find out what it is about. As you read, try to predict the words that might fill the gaps.· Look at the four possible answers for each gap and cross out any obviously incorrect words,· Then read both before and after each gap to decide which word should go in it. The word needs to fit both the meaning and the grammar· After completing all the gaps, read the whole text again to check your answers,· Read the text on the opposite page about decision-making.· Choose the best word from below to fill each gap.· For each question 21-30, mark one letter (A,B,C or D)on your Answer sheet. {{B}}Decisions, decisions ...{{/B}} Poor decisions are commonplace. In fact, they are often institutionalised In the workplace, poor decisions{{U}} (21) {{/U}}good ones in many situations. While management consultants{{U}} (22) {{/U}}companies on many aspects of running a business, basic decision-making is often{{U}} (23) {{/U}}out of the equation. Professor Larry Phillips, who teaches at the London School of Economics, says: 'Because we make decisions all the time, it is{{U}} (24) {{/U}}that we know how to do it.' It is a skill which is supposed to come{{U}} (25) {{/U}}but many of us would fare better with coaching. Psychologist Rob Yeung of consultancy Kiddy & Partners says millions of pounds are lost in business because the wrong people are hired. 'Although businesses may be quite good at{{U}} (26) {{/U}}the terrible candidates from the mediocre ones, they aren't very good at{{U}} (27) {{/U}}those who are just good from those who are excellent.' And many businesses have procedures that repress good decisions. Phillips says: 'One of the most commonplace problems is that people are held to{{U}} (28) {{/U}}without the requisite responsibility to meet that authority .That creates tremendous anxiety.' For instance, you will see manufacturing departments which are{{U}} (29) {{/U}}by the sales income they achieve - but the sales price is set by someone else. Managers will often be blamed by their bosses for a downturn in commercial activity when the true culprit is market conditions. 'There is a failure to understand variability,' says Phillips, who bemoans the{{U}} (30) {{/U}}tendency to judge companies by their last quarter's results alone.

单选题General Managers (GMs) are a part of middle management and play a key role in organisation. Depending on the size of the organisation a GM can be, for example, a senior manager responsible for a division or a subsidiary company or a less senior manager in charge of a department or section. They are a link between top management, who make policy decisions, and junior managers, who carry out these policies. Top management work through GMs and they can make the difference between good and bad policy and a motivated or demotivated workforce. The relationships GMs have with their bosses, subordinates and each other are very important for the success or failure of an organisation. GMs within the same organisation need to have good working relationships with each other in order to apply policies in the same way throughout the organisation. At the same time, GMs are also required to make broad policies into plans that suit their particular divisions or departments. In a company conflicts between the activities of various departments will inevitably arise, and it is the job of the GM to act as a link between the departments. Research has shown that the personality of a GM is very important in helping to resolve these departmental problems. The research has also shown that (as far as the personalities of GMs are concerned) GMs are ambitious people who have balanced temperaments and are good with people. In addition, good GMs combine these personality traits with a detailed knowledge of their business. They work hard to fit into and be accepted by the culture of their particular organisation. It has also been demonstrated that high performing GMs have three sets of skills. First, they need agenda-setting skills, so that they can identify and convince others of the most important objectives of a project. Second, GMs need to develop networking skills. Good GMs deliberately attempt to develop contacts within and outside the organisation. Such a network of contacts means that the GM is aware of issues and can act on them quickly. To develop agenda-setting and networking skills it is essential for a GM to be skilful in dealing with people. This is particularly important as they spend such a large amount of time working with employees at all levels of a company. in terms of work, tasks and attitude, the research has shown that managerial work is done in short bursts, with managers working on many simultaneous projects which can sometimes have conflicting aims. GMs discuss a wide range of subjects in an unconnected way and tend to ask questions rather than give orders. They require large amounts of information which they pass on to top management to help them to make decisions. In order to collect this information, they must learn to work in uncertain and changing environments. Consequently, both the approach and style of a GM change to adapt to the setting in which they are operating. They must be flexible to be successful.