阅读理解Cooperative cooperation. Competitive cooperation. Confused? Airline alliances have travelers scratching their heads over what''s going on in the skies. Some folks view alliances as a blessing to travelers, offering seamless travel, reduced fares and enhanced frequent-flyer benefits. Others see a conspiracy of big business, causing decreased competition, increased fares and fewer choices. Whatever your opinion, there''s no escaping airline alliances: the marketing hype is unrelenting, with each of the two mega-groupings, Oneworld and Star Alliance, promoting itself as the best choice for all travelers. And, even if you turn away from their ads, chances are they will figure in any of your travel plans. By the end of the year, Oneworld and Star Alliance will between them control more than 40% of the traffic in the sky. Some pundits predict that figure will be more like 75% in 10 years. But why, after years of often ferocious competition, have airlines decided to band together? Let''s just say the timing is mutually convenient. North American airlines, have exhausted all means of earning customer loyalty at home, have been looking for ways to reach out to foreign flyers. Asian carriers are still hurting from the region-wide economic downturn that began two years ago-just when some of the airlines were taking delivery of new aircraft. Alliances also allow carriers to cut costs and increase profits by pooling manpower resources on the ground and code-sharing—the practice of two partners selling tickets and operating only one aircraft. So alliances are terrific for airlines—but are they good for the passenger? Absolutely, say the airlines: think of the lounges, the joint FFP (frequent flyer program) benefits, the round-the-world fares, and the global service networks. Then there''s the promise of "seamless" travel: the ability to, say, travel from Singapore to Rome to New York, all on one ticket, without having to wait hours for connections or worry about your bags. Sounds Utopian? Peter Buecking, Cathay Pacific''s director of sales and marketing, thinks that seamless travel is still evolving. "It''s fair to say that these links are only in their infancy. The key to seamlessness rests in infrastructure and information sharing. We''re working on this." Henry Ma, spokesperson for Star Alliance in Hong Kong, lists some of the other benefits for consumers. "Global travelers have an easier time making connections and planning their itineraries." Ma claims alliances also assure passengers consistent service standards. Critics of alliances say the much-touted benefits to the consumer are mostly pie in the sky, that alliances are all about reducing costs for the airlines, rationalizing services and running joint marketing programs. It is believed that alliances will ultimately result in decreased flight choices and increased costs for consumers. Instead of two airlines competing and each operating a flight on the same route at 70% capacity, the allied pair will share the route and run one full flight. Since fewer seats will be available, passengers will be obliged to pay more for tickets. Those who''ve already made the elite grade in the FFP of a major airline stand to benefit the most when it joins an alliance: then they enjoy the FFP perks and advantages on any and all of the member carriers. For those who haven''t made the top grade in any FFP, alliances might be a way of simplifying the earning of frequent flyer miles. For example, I belong to United Airline''s Mileage Plus and generally fly less than 25, 000 miles a year. But I earn miles with every flight I take on Star Alliance member—All Nippon Airways and Thai Airways. If you fly less than I do, you might be smarter to stay out of the FFP game altogether. Hunt for bargains when booking flights and you might be able to save enough to take that extra trip anyway. The only real benefit infrequent flyers can draw from an alliance is an inexpensive round-the-world fare. The bottom line: for all the marketing hype, alliances aren''t all things to all people—but everybody can get some benefit out of them.

阅读理解Internalization and Globalization One of the most important considerations in the implementation of strategy is the extent to which the organization''s activities are spread across geographical regions. (0) . Merchants traveled the known world to sell products manufactured in their home country and to return with products from other countries. Initially, international business simply took the form of exporting and importing. (9). Globalization, on the other hand, is more than simply internationalization. (10). In order for a business to become global in its operations, we would usually expect a number of important characteristics to be in place. First, global organizations take advantage of the increasing trend towards a convergence of customer needs and wants across international borders. Second, global organizations compete in industries that are globalized. (11). Third, global organizations can and do locate their value-adding activities in those places in the world where the greatest competitive advantages can be made. (12). (13). The mentality of home base, ''foreign interests'' that has been so prevalent among traditional multinational companies is eroded in the culture of global businesses. (14). The development of an organization''s global strategy, therefore, will be concerned with global competences, global marketing and global configuration and coordination of its value-adding activities. A. This might mean, for example, shifting production to a low-cost region or moving design to a country with skilled labor in the key skill cultural differences. B. In some sectors, successful competition necessitates a presence in almost every part of the world in order to effectively compete in its global market. C. Finally, global organizations are able to integrate and coordinate their international activities between countries. D. Finally, global organizations can cooperate with each other very well and can exchange their information in time. E. They have learned to effectively manage and control the various parts of the business cross national borders and despite local area. F. A large multinational company is not necessarily a global business. G. The term international describes any business that carries out some of its activities across national boundaries. H. Some businesses are entirely domestically based, others operate in many countries and yet others in almost all the regions of the world. EXAMPLE：The correct answer for blank (0) is [H].

阅读理解There are examples of (0) can be done by the retailer within his store, but perhaps the biggest opportunity for cost-reduction stems (31) cooperation between manufacturer and distributor in analyzing the total costs involved in moving the product from the factory to the shopper''s basket. A helpful technique in this connection is the concept of "direct product profit" (32) is widely used in the United States. This is a technique for analyzing very precisely the costs and profits associated (33) each product line, with a view to isolating opportunities for cost reduction. For example, the in-store handling costs for particular item may be reduced (34) the manufacturer puts it in a large case or reduces the number of layers in the case. With the growing importance of prepackaging (35) for perishable items like meat and for non-food products, it is essential that the container should facilitate quick unloading and easy display. More obvious is the case for cooperation in reducing the costs of delivery and unloading? the night delivery experiment in Central London is an example of this. Many shops lack proper unloading facilities, often because the local authorities or private developers (36) built them were not aware of (37) was needed. Many retailers do not employ modern handling techniques. Some consumer goods manufacturers, (38) as Unilever, are playing a big part in streamlining the distribution system, simply because they are "market-oriented" companies which recognize the importance of low distribution costs. Even in Unilever, Lord Cole recalled the bad old days (39) distribution was looked upon as the least important of costs. The process of distribution will gradually be made less labor-intensive; the difficulty of finding additional labor, apart (40) its cost, is the major factor behind. EXAMPLE：The correct answer for blank (0) is “WHAT”.

阅读理解Personnel Management Personnel management is regarded as a profession. Many observers believe that the most important and pressing problems of future industrial societies will not be solely concerned with production or technical questions, but will be people-oriented and will involve a knowledge of social and behavioral sciences and of the personnel function." (0) . The role of personnel management has, of course changed over time. Originally it was used by management to obtain and maintain an effective work force only and the emphasis was on production and economic rewards. (9). This is now only one part of the function. Later it was realized that if worker needs could be understood and met, for example, security, achievement, and job satisfaction, then the organization itself could better achieve its maximization of goals such as profits. Recently added to this has been the social (community) responsibility of the organization. (10). Personnel management is about people. The management of people is an integral part of the organization and of the process of management itself. (11). Personnel management is not something that is only carried out by the personnel department; it is an organization-wide activity. All levels of management are engaged in managing personnel. (12). They are involved in working in co-operation with the personnel department and its staff in such areas as recruitment, training, appraisal, counseling safety and health and job-design. Personnel management in its broadest sense involves all matters in an organization regarding people decisions. (13). The first is that of human relations, in which such matters as individual motivation, leadership, and group relationships and behavior are covered. The second is the field of organization theory, which considers job design, managerial spans of control, the flow of work through the organization, and so forth. The third consists of the specific kinds of decision areas for which the personnel manager or personnel department is directly responsible for acquisition, development, rewarding, and maintenance of human resources. The broad definition of personnel management illustrates that the scope of personnel management pervades the organization. Every person in an organization is involved with personnel decision. (14). Similarly, non-managerial employees will be exposed to performance appraisals, selection interviews when hired, and so on. A. It is through people that organizations accomplish their goals? thus the management of people is a vital aspect of an organization''s functioning. B. Later there was a move towards a welfare oriented personnel function such as benefits and health. C. This broad view focuses attention on three distinct but interrelated topics. D. Thus personnel management may now be involved in certain community activities, in equal opportunity employment in developing policies, for example, in employing racial minorities of physically handicapped people and in seeking to provide and maintain a climate in which individual and organization goals are achieved. E. Line managers of other departments e.g. marketing and production of various departments of sections in the public service and public agencies e.g. Telecom all have personnel / human resource management duties. F. Personnel managers didn''t see a need to make sure that their employees were comfortable in the work environment and ensure all their needs were being met. G. For example, all managers in any organization will need to know how to train their employees, appraise their performance, and so forth. H. Personnel management is now often called human resources management (HRM). EXAMPLE：The correct answer for blank (0) is [H].

阅读理解Accounting is the process of systematically collecting, analyzing, and reporting financial information. (0) . A private accountant is employed by a specific organization to operate its accounting system and to interpret accounting information. A public accountant performs these functions for various individuals, or firms, on a professional-fee basis. (9). The accounting process is based on the accounting equation: Assets=liabilities+owners'' equity. (10). There are five steps in the accounting process: l)Source documents are analyzed to determine which accounts they affect. 2) Each transaction is recorded in a journal. 3)Each journal entry is posted in the appropriate general ledger accounts. 4)At the end of each accounting period, a trial balance is prepared to make sure that the accounting equation is in balance at the end of the period. 5)Financial Statements are prepared from the trial balance. (11). A new accounting cycle is then begun for the next accounting period. The balance sheet, or statement of financial position, is a summary of a firm''s assets, liabilities, and owners'' equity accounts at a particular time. (12) . On the balance sheet, assets are categorized as current (convertible to cash in a year or less), fixed( to be used or held for more than one year) ,or intangible( valuable solely because of the rights or advantages they confer). (13). For a sole proprietorship or partnership, owner''s equity is reported by the owner''s name in the last section of the balance sheet. For a corporation, the value of common stock, preferred stock, and retained earnings is reported in the owners'' equity section. An income statement is a summary of a firm''s financial operations during a specified accounting period. (14). Operating expenses are then deducted to compute net income from operations. Finally, non-operating expenses and income taxes are deducted to obtain the firm''s net income after taxes. The information contained in these two financial statements becomes more meaningful when it is compared with corresponding information for previous years, for competitors, and for the industry in which the firm operates. A. On the income statement, the company''s gloss profit on sales is computed by subtracting the cost of goods sold from net sales. B. These ratios provide a picture of the firm''s profitability, its short-term financial position, its activity in the area of accounts receivable and inventory, and its long-term debt financing. C. Similarly, current liabilities are those that are to be repaid in one year or less, and long-term liabilities are debts that will not be repaid for at least one year. D. Double-entry bookkeeping ensures that the balance shown by the equation is maintained. E. This statement must demonstrate that the equation is in balance. F. Accounting information is used primarily by management, but it is also demanded by creditors suppliers, stockholders, and government agencies. G. Once statements are prepared, the books are closed. H. Bookkeeping is essentially record-keeping which is part of the overall accounting process. EXAMPLE：The correct answer for blank (0) is [H].

阅读理解The UK diversity management literature has tended to focus on its implementation in the public sector rather than in the commercial sector. Hicks-Clarke and Iles''s work considers the links between gender diversity and organizational performance in both retailing and the National Health Service but found that survey analysis was not the most appropriate way of exploring diversity climates in the retail company. Initially, the study developed from an approach from the UK high-street operation which was seeking to create more innovative HR practices to support a marketing strategy of appealing to a more diverse customer base. The decision to participate in the study suggests that not only are diversity issues growing in significance for UK retailers but, arguably, point to an absence of guidance on how to achieve diversity management in practice. The retailer had three distinct businesses: the UK high street, its online business and the US retailing chain. The online business, selling products through its website and other interactive channels, employed approximately 100 people all centrally located in one UK premises. In contrast, the UK high street and US businesses were much larger and more widely dispersed. Both businesses had similar structures (head office, regional level and store level) and relied on formal documents to disseminate company policies. The UK high-street business had approximately 530 stores and 17, 000 staff, and has occupied a dominant position in UK retailing since its inception more than 200 years ago. Established in 1985, the US business employed 3, 600 staff and had a total of 570 stores in airports and hotels, predominately in North America. A case study approach was selected as the most likely means of gathering insights into understanding the concept of diversity management and how managers applied this in their working environments. Over 12 months, 40 semi-structured interviews were conducted with individuals holding managerial responsibilities in the UK business operations and with a small number of senior HR specialists from the relevant head office who were the architects of the equality and diversity policies and procedures. The majority of the samples were store managers but a number had wider regional or general managerial roles and not only had a responsibility for diversity issues but also experienced these as employees. Although an important consideration was the diversity of respondents, and every effort was made to ensure that they reflected a wide range of visible characteristics, the main priority of the study was to obtain the views of those staff with an organizational responsibility for the interpretation and application of equality and diversity policies. This meant that the diversity of the sample was constrained by the composition of the population in such roles. The result was a sample that was 70 percent female and 30 percent male, with an age composition ranging from mid-twenties to late fifties, although the majority were in their thirties or earlier forties. There was only one non-white manager in the UK sample, and one with a visible physical disability. It was difficult to select respondents on the grounds of their non-visible diversity, such as religion and sexuality, as these differences were not made known unless during the interview the respondent provided the information that they were, for example, Christian. The large numbers employed in the UK high street and US businesses, combined with the fluid nature of job roles in the online business, meant that snowball sampling was employed to select interviewees. This technique relies on respondents to identify other suitable people to interview. It is recognized that such an approach could have resulted in some bias in the selection of respondents. To try to minimize this, the list of interviewees and their roles were verified with the HR function both before and after the interviews took place as well as being checked against the documented organizational structures. In addition, each respondent was asked about their job role and supervisory responsibilities, their previous experience and working environment. During the interviews individuals were each asked to comment on a couple of scenarios describing employment situations where people could be treated either the same (an equal opportunities approach) or differently (a managing diversity approach). For example, one scenario related to an organizational benefits scheme where respondents were asked to consider the advantages and disadvantages of providing benefits for specific groups of employees, such as working parents, or for all employees, such as reduced rates for membership of a local gym. Providing an example of how these might operate in practice was intended to assist the interviewee to reflect more easily on the different approaches that could be taken to equality issues.

阅读理解COCA-COLA AND ITS ADVERTISING John S. Pemberton invented Coca-Cola in 1886. His partner suggested running an advertising (0) the drink in the Atlanta Journal that very year. In 1888, Asa Candler bought the Coca-Cola business and decided to make the product known (31) signs, calendars and clocks. The company began to build its global network. When Robert Woodruff was elected president of the company in 1923, he succeeded (32) transforming Coca-Cola (33) a truly international product by setting (34) a foreign department, which exported Coca-Cola to the Olympic Games in Amsterdam in 1928. During World War II, he promised to bring Coca-Cola (35) every soldier in every part of the world. Coca-Cola''s advertising has always attempted (36) reflect changing contemporary lifestyles. Creating an international advertising campaign requires the talents (37) professionals in many areas, and extensive testing and research are always done (38) deciding which advertisements will finally be used. Celebrity endorsements have featured heavily-Cary Grant, Ray Charles and Whitney Houston are just three of the big name stars who have agreed to appear (39) Coca-Cola commercials. After launching Diet Coke in 1982, the company saw its sales grow quickly. The drink is now the third most popular (40) the world. EXAMPLE：The correct answer for blank (0) is “FOR”.

阅读理解TRAINING ACROSS CULTURES Cultural differences are an important factor when it comes to how and what managers should learn and from whom. Different cultural responses (0) management education are particularly revealing. Training (31) makes extensive use of case studies, business games, and management exercises such as role-plays, favors learning by doing rather than learning by lecture and reading. It indicated a preference (32) experiential or active learning rather than cognitive or reflective learning. It also reflects an inductive rather than deductive approach; cases or exercises are used to arrive at general principles or theories (the Anglo-Saxon approach) rather than starting with a theory or framework, (33) is then applied to a given situation (the approach in many countries in Europe). As a result, European managers may not always see the point of (34) of these exercises, and some complain (35) seminars conducted by US trainers are not sufficiently serious or theoretical. US managers, on the other hand, want training to be more concrete, practical and fun. With each culture favoring different training and development practices, it may be difficult to integrate (36) into a coherent or consistent policy within an international organization. However, standardizing training methods may be important if the company needs to communicate specialized knowledge quickly (37) different units, (38) if the special quality of the company training programmes is regarded as a major source of attracting new recruits. On the (39) hand, multinational companies may have a lot to gain from cross-fertilizing different approaches, and providing opportunities (40) training and development that appeal to people with different abilities, learning styles, educational backgrounds, and, of course, cultures. In fact, working with groups of managers from different countries often requires a mixed pedagogical approach, as well as the use of trainers or different nationalities. EXAMPLE：The correct answer for blank (0) is “ TO ”.

阅读理解SMALL HIGH-TECH FIRMS The problems of small high-tech firms have attracted a lot of attention recently. Research shows that many of these firms are built (0) talented, creative scientists. Their owners have no trouble coming (31) with innovative products but they often can''t build on their early success. One reason (32) this is that they don''t have much management expertise. Therefore, they are unable (33) develop the strategies which are necessary for their company''s growth. They are (34) a rush to develop products, and don''t think enough (35) how to market them. When they do try to sell their products, they spend too much time trying to gain the trust of potential customers. Another mistake they make is to underprice their products so that they have no finance (36) future development. Once the firms begin to grow, their owners underestimate the future costs of developing and marketing new products. Lack (37) financial planning is a major weakness of such companies. It is difficult for the high-tech firm to attract the right personnel because it cannot offer the same job security (38) a large organization. The high tech firm can get round some of these problems by developing a specialist image. It can aim (39) a particular segment of the market. Customers then start seeking (40) the firm, so its marketing costs are reduced. The only drawback is that it may take some time before customers accept the firm''s new technology. Enthusiasm, bright ideas, venture capital and technology are not enough to ensure success. Basic management skills—especially financial and marketing ones—are also vital. EXAMPLE：The correct answer for blank (0) is “BY”.

阅读理解INTERNET: A COST-EFFECTIVE WAY TO PROMOTE BUSINESS The Internet is changing the way people shop and purchase goods. It has created a new market (0) great opportunities for people running a small home-business and gives them a big advantage over the typical retail establishment. Before, if a customer wanted to buy a stereo for example, they had to jump into their car, go to a (31) stores to see who has the best price, deal with the traffic and wait in long lines, then make the purchase. With the Internet, (32) is done right from the comfort of the consumer''s home. They simply point & click. There is (33) limit to the amount of business that a web merchant can bring in from on-line sales and it can be done right from your home. You are not limited to state or national boundaries. The whole world is your customer base! Compared to say a local flower shop (34) is limited to only the customers within that general area. The World Wide Web has created an avenue for individuals to set up shop and generate high profits (35) the expensive overhead costs of a brick and mortar storefront. It has given an opportunity for small businesses to give the appearance of a large, well-established company, which puts (36) on a level playing field to compete (37) the larger companies. It is a low-maintenance low-cost form of advertising your products and services. To get set up with your own on-line store is extremely easy and inexpensive. In fact, it''s the most cost-effective way to reach many thousands of buyers (38) the globe. Having a website is a must for (39) company doing business today to remain competitive and offer convenience to (40) customers. If you don''t have a website, chances are your competitors will, and they will make the sale. EXAMPLE：The correct answer for blank (0) is “WITH ”.

阅读理解Many management writers have discussed the idea of satisfying customers'' needs and wants. (0) Despite the vast amount of information available on customers, finding out exactly what they require is a challenge that certain companies, such as Sainsbury''s and Marks and Spencer, have found extraordinarily difficult to meet. (9). In a report written by the research company Business Intelligence, 50 % of companies felt that their marketing communications were ineffective and 85% said that any attempt to gain customer loyalty failed. The two extremes of marketing can be summarized by looking at the difference between the East and the West. (10). Biros, socks, Light bulbs—if it can be made and distributed then there is a market. In the prosperous West, it is the other extreme. Such is the attraction of profit that the marketing specialists are competing with some incredibly sophisticated advertising for some rather simple products! (11). The Internet is also adding another dimension to the marketing process as is the growing resistance to subtle, clever advertising, which seems to have lost its edge in the marketplace. Out of this turmoil there has evolved another definition of marketing known as customer relationship marketing (CRM). Customers are much less loyal than they used to be and can afford to chop and change. (12). Microsoft did this by reorganizing the business around the customer, splitting itself into four new divisions which focus on the customer. (13). The call centers are likely to form the basis of the future of marketing, although there is little evidence that they will work. (14). A. The choice is seemingly endless, with a typical superstore stocking between 20,000 and 25,000 different lines totaling between two and four million products per store. B. In the spring of 1999,both companies announced heavy falls in profit largely due to their inability to listen to and respond to the customer. C. Consumers also dislike the synthesized voice which asks you to press certain numbers on the keypad, depending on the service required. D. Although there will always be a place and function for marketing, it is unclear whether the traditional product or brand manager will still have a job in the twenty-first century, having been replaced by customer relations managers on the end of a telephone. E. In Russia, if there is a queue, you are advised to join as it means a manufacturer has actually produced some thing, regardless of whether there is a specific need. F. Some companies now have customer call centers which are set up with the sole objective of handling complaint, inquiries and after sales service. G. It is estimated that winning over a new customer can cost up to five times as much as keeping a customer, so a new definition of marketing has evolved which is identifying, attracting and retaining the most valuable customers to sustain profitable growth. H. Although the two are different, companies spend billions of pounds on market research with a view to targeting the potential customer in a more precise way. EXAMPLE：The correct answer for blank (0) is [H].

阅读理解Successful Exporting From Canada Starts with a Marketing Plan Businesses all (0) Canada have the potential to successfully export their products or services. Every entrepreneur, regardless (31) business size or offering, can potentially increase sales, compete in diverse markets and reach a global audience (32) his or her particular skills and expertise. One of the key components (33) export success is an international marketing plan. The best place to start the international marketing plan is with the business. Take a fresh look at (34) the business is about: what products or services does it offer? Why is it unique and what value does it offer customers? What are (35) current strengths and weaknesses (financial, human, technological, cultural and operational resources, for example) and (36) will these affect its ability to compete in a foreign market? Once this self-analysis is completed, the reasons for exporting need to be addressed. Such simple questions (37) "why do we want to export?" are not necessarily simple to answer but the responses are important. A business must have a clear objective of (38) it wishes to undertake the challenge of exporting. It also helps a business establish the degree (39) which exporting influences the business direction and strategy. In some cases, exporting may play an important yet secondary role based on the objectives of the business. In (40) instances, a business may find that its future is built upon exporting and this element of the business will become the primary focus. These decisions are simplified by conducting thorough market research. EXAMPLE：The correct answer for blank (0) is “ OVER”.

阅读理解How the Accountants Influence the Decisions Accountants in industry are often asked to evaluate projects. (0) . Many people think it must be straightforward, but, like many publishing contracts, the devil lies in the detail. (9). There is a high level of front-end investment in trying to "break" (popularise) an artist which usually comprises a non-returnable advance on royalties, recording costs, promotional costs and tour support costs which sometimes even extend to large "buy-on" fees to support major artists on big tours; i.e. they pay to play. Usually the first department involved in a decision to sign an artist is the A e.g., if it were wound up. (12). Pete Waterman''s PWL with artists such as Kylie Minogue, Jason Donovan and Rick Astley was a good example of a production house. Other examples are lease-tape deals and P&D (pressing and distribution) where the record company does not actually own the product but can sell it under its name for a limited period. (13). This will largely concentrate on the advances, royalty rates and contract term that should be offered to make it attractive to the artist to sign. (14). It should be product based i.e. on the number of albums to be delivered by the artist, (known as the "minimum commitment") rather than time based. Ideally the record company would want to sign the artist for just one album with multiple options for further albums at its sole and absolute discretion, so if the artist is a flop, then the contract is terminated after one album, but if he or she is a success then options are exercised. A. The term of the contract is very important. B. Having decided on the form of contract then, the finance department comes into the picture in assessing and analyzing the structure of the deal. C. Other possible forms of contract that could be considered are production house deals where a specialist company agrees to supply a number of artists to the record company. D. Firstly, it must be decided what form the contract is going to take. E. However, for the very few artists that the record companies successfully "break" then there is big money to be made and it is therefore vital that any proposed deal undergo a thorough financial analysis to ensure that the company is not over-committed. F. Contrary to popular myth that it is easy to make money in the music business, most artists actually lose money for the recording companies. G. Importance should be attached to both the term and form of the contract. H. In the recording industry this usually means working out the effect on company profits of the fine print in a recording contract. EXAMPLE：The correct answer for blank (0) is [H].

阅读理解Human resource is one of the key factors in determining organizational coping and profitability. Despite adverse market conditions and fluctuations, many organizations have implemented changes that seek to improve their competitiveness. The consequences of organizational change, however, can vary. Sometimes, the employees may accept the change readily; at other times, the change is met with resistance and dissatisfaction of the employees. Change and stress are closely related. Because of the feelings of uncertainty, insecurity, and threat that it invokes, organizational change can be extremely stressful for the individual. When change occurs, employees may be stressed by role overload, role ambiguity, and role boundary. According to Selye, a little stress is actually good. When stress is at its optimal level, it can increase human resource potential as it spurs individuals to achieve their best working performances. However stress can become negative and destructive when its optimal level is exceeded. This could result in individuals experiencing high levels of anxiety or depression, low job motivation, somatic problems such as headaches, loss of appetite, trouble sleeping and ill health. In an organization that has many of its employees overly stressed or burned out, there are many detrimental consequences such as higher absenteeism, lower productivity, lower job satisfaction, and low morale. There is a variation in the manner individuals respond to organizational change. Individuals may undergo a similar change process in the organization, but the stress evoked by the change can be perceived very differently. Some individuals may see change as a threat, feeling distressed and fearful of the uncertain consequences of the change. Others may react to the change with outbursts of anger and complaints. Yet there are also those who welcome change with a positive outlook, seeing change as a challenge, an opportunity for growth and improvement. What accounts for the differences in experiencing change and perceiving stress for these individuals? Many studies suggest organizational characteristics, such as workplace climate, empowerment, and information about change, as factors that affect an individual''s adjustment to organizational change and stress. However, the research is often focusing on organization-level phenomena, as opposed to focusing on individual factors. Every person has a distinct set of personality characteristics, owns different resources, and employs different coping strategies to deal with change. This explains why coping with organizational change and stress can turn out to be very different experiences for individuals. For instance, recent micro-level research on individuals has identified dispositional traits that predict a person''s ability to cope with change. Hence, on top of looking at organizational factors, this study also examines individual factors that may help to maximize an individual''s potential to work productively and efficiently in the midst of change.

阅读理解It has been said that management is a science and that leadership is an art. Management is comprised of concrete, measurable skills: planning, organizing, directing, and controlling. Thumb through any management textbook and you''ll see specific models, formulas, procedures, or techniques for monitoring and controlling performance output. Controlling productivity through adherence to standards is the stock-in-trade of the effective manager. It''s not always an easy task, and talented managers should be given the credit they deserve in helping their organizations succeed. No organization can survive for very long, let alone earn any sort of substantial profits, without sound management. But management alone is not enough in today''s marketplace. It is the right balance, a combination of efficient management and leadership that every organization is seeking. Just what is the new model of leadership for the 21st century? It revolves around five abstract qualities. Managers may possess some or all of these abilities to one degree or another, but these skills are distinct from the particular qualities that define management. To better understand how leadership and management differ, let''s review the five leadership competencies. Self-mastery is the foundation upon which a leader''s credibility is built and from which a leader''s image will evolve. Self-mastery involves awareness, acknowledgment, and acceptance. It''s about discovering the qualities that make you special and unique. It''s about your own talents and abilities-your personal areas of excellence. Effective leaders create opportunities to showcase their natural abilities. They uncover their potential talents by continually stretching themselves and pushing themselves to their limits. At the same time, however, the successful leader acknowledges his or her limitations. To achieve true self-mastery you must accept yourself, including your faults, totally and unconditionally. Vision is in many ways the heart and soul of leadership. While the manager must deal with issues and produce results on a day-to-day basis, a leader must focus on both the present and the future. The manager''s concern is today the leader has a vision for tomorrow. But simply having a vision is not enough) you must make others believe in it, too. Put your plans for the future before the eyes and ears of the people around you. When other people begin to buy into your vision and make it their own, good things start to happen—and happen quickly. Leaders turn their vision into reality by constantly letting others know what''s in it for them. "Personal power" is the ability to influence and persuade others. It is not to be confused with "position power". Position power is embedded in hierarchical, organizational structure. Personal power is earned. You do not necessarily need to have direct authority over others to display personal power. In fact, in the most successful companies, leadership exists at all levels. Develop personal power by being dependable, following through on commitments, and demonstrating concern for the welfare of others. People will recognize your personal power and look to you for direction. Empowerment completes the set of leadership skills. Although it has become a buzz word in the 90''s, leaders have been aware of the concept of empowerment throughout the ages. Empowerment is the process by which a leader enables other individuals to successfully complete a certain job or task. It is a technique that allows you to delegate responsibility for tasks throughout your organization, even at the lowest levels. As a leader, it is in your interest to nurture and develop individuals who will one day take your place, so make empowerment a top priority. Empowerment involves three critical ingredients: skills, confidence, and authority. Evaluate your followers'' skills and provide training to improve or enhance their abilities. Instill confidence in others and raise their self-esteem by maintaining face-to-face contact and offering praise for a job well done. Furthermore, bestow authority onto other people, giving them the right to exercise their best personal judgment. True leaders are always willing to give credit to others and accept responsibility for failure, while simultaneously supporting, encouraging, and empowering their followers. If you do so, you will develop an unshakable trust bond with others in your organization, establishing your own credibility while ensuring results. No one can deny the importance of good management in a successful organization. But good management alone is no longer enough. Recognizing the difference between management and leadership, and striking the correct balance between the two, will provide substantial dividends in the long run. Management will get you through today; leadership will ensure a better tomorrow.

阅读理解The tariff-jumping motive for FDI is well developed in the literature. The trade-of foreign firms typically face in these models is based on the level of the tariff when exporting versus the boardcost associated with setting up a manufacturing plant abroad. Other studies compare the effects of tariffs with the effects of quota and voluntary export restraints (VERs) and have shown how the profit gain for foreign firms due to VERs lowers the propensity to engage in FDI. While the use of tariffs, quota and VERs has been reduced as a result of multilateral trade negotiations, the use of other trade policy instruments, notably antidumping, has increased. Recent empirical work has confirmed that the FDI response to antidumping actions is certainly not uncommon, in particular in case of antidumping actions targeting Japanese firms, in a recent study, analyses duty-jumping FDI by firms based in other countries than Japan. The antidumping jumping FDI is very limited in scale in case firms without international experience based in developing countries are targeted. Given the demonstrated importance of FDI responses to antidumping actions, it is surprising that the theoretical literature on the effects of antidumping law have by and large ignored the issue of antidumping jumping. In a symmetric model of two countries considering reciprocal (anti-)dumping and reciprocal FDI, they find that producers in both countries would gain from the abolition of antidumping law from the WTO statute. This result is driven by the fact that reciprocal antidumping jumping FDI increases competition and reduces profits of domestic firms. All types of international price discrimination with the lower price charged in the EU can classify as dumping, at least for products for which there are close EU substitutes. We explicitly consider a clause in EU antidumping law that allows the EU administration to settle antidumping actions either by levying duties or by demanding price undertakings from the foreign exporting firms. Our model shows that this decision will depend on the objective function of the EU administration, which may vary between protecting the interests of EU industry only (maximizing producer surplus) and also taking into account the interests of consumers and user industries (maximizing EU social welfare). The former corresponds to the direct objective of antidumping law. Pursuing the latter is in line with the public interests'' embedded in EU antidumping law by which the EU Commission is held to consider repercussions on consumers and user industries. A second aspect of EU antidumping incorporated in the model is that the level of duties and price undertakings is typically determined by the degree to which foreign firms undercut EU producers'' prices on the EU market. This rule is applied to ensure that antidumping measures remove the injury to EU industry. The rule limits the discretionary power of the EU administration in determining duty and price undertaking levels. Contrary to the symmetric model of Haland and Wooton, we explicitly take on boardcost asymmetries, viz. a cost advantage of the foreign firm. Such a cost advantage is a most likely reason for price undercutting by foreign exporters resulting in antidumping actions. We allow cost advantages to be either ''firm-specific'', in which case they are internationally transferable through FDI, or ''location specific''. We show that the occurrence of duty jumping FDI in the EU requires that the foreign firm''s cost advantage is at least partly firm specific. In the next section we present the model for the case of products which are sufficiently close substitutes (''like'' products) and firm-specific cost advantages, assuming that the EU administration is able to commit to antidumping actions before the foreign firm''s investment decision, and allowing two alternative policy objectives (producer surplus and social welfare). For this purpose we used a three-stage model. In the first stage, the EU administration decides whether to take antidumping measures, and if so, whether to levy a duty or allow a price undertaking. In the second stage the foreign firm decides whether to serve the EU market through export or FDI. In the third stage, the foreign firm is engaged in price competition with a local firm on the EU market, which offers close substitute products. Injury arises from a production cost advantage of the foreign firm, which may either be location specific, for example, based on lower foreign wages or firm specific like based on a transferable technological advantage.

阅读理解SETTING UP SHOP ON THE INTERNET If you want to set up shop on the Internet, the first thing you will need to get started is, quite simply, (0) to sell. You will need to find a supplier (31) a large inventory of wholesale items. The products have to be at a low enough cost that you can make a large profit margin (32) re-sale. Plus you will need a large variety of items to cover a wide range of your customers'' needs and preferences (33) will keep them coming back by offering new items. Next you will need a professional looking website that will give your company (34) well established look and make your customers enjoy (35) experience at your website and will create an environment in which they will want to make purchases. It is also a good idea to accept credit card payments. With the development of secured orders forms, the majority of Internet customers want the convenience to be able to pay (36) their credit card rather than mailing a check (37) money order. And finally, you will need the marketing strategies that will effectively show you how to bring new customers to your site, and keep them coming back as repeat customers. (38) this point, the World Wide Web is clearly unstoppable. The amount of sales exceeded $ 10 billion dollars last year and is predicted to steadily increase each year (39) thousands of Internet users are jumping on-line daily and making their purchases. You can be set up to accept their orders and claim (40) share of this multi-billion dollar a year market. EXAMPLE：The correct answer for blank (0) is “ SOMETHING ”.

阅读理解Creativity on Demand As an event planner, who designs and orchestrates every type of event from corporate affairs to weddings, it''s my responsibility to put together and manage the individual creative teams that are contributing to the occasions. (0) . One of the greatest challenges of my job, yet one of its most rewarding aspects, is working with creative people on a day-to-day basis. I deal with a lot of high-profile, artistic individuals—people who are extremely knowledgeable and well known in their own right. They are passionate and talented, caring and wonderful individuals who often have their own vision of how they want particular elements of events designed and executed. Therein lies the challenge. (9). When you are working with creative minds, it''s crucial to keep them on track so they don''t go off on tangents and disrupt the project''s rhythm or production schedule. This means taking a very active management role. (10). If needed, I will take the person aside and remind him that producing an event is a team effort and not a platform for an individual to shine. If you can''t get the creative team leaders to accept some kind of direction and parameters, then you must strongly consider removing them from the project and not hiring them in the future, however brilliant they are. (11). If I have a client who insists on hiring him, I decline the project. At the same time, you do have to trust your most talented people. People in general always produce better results when you trust them—trust that they are going to perform not only to your expectations but to their highest levels. People hate being micromanaged because it implies that you don''t respect or trust them. (12) I make sure that my people understand their position within the project while giving them the latitude to express their abilities, talents, and ideas. When you want people to produce at their peak levels, empowerment and communication are vital. I strongly believe in communication—it''s what I do all day. I am constantly on the phone or in meetings. Communication doesn''t always have to be direct, of course, and I am a tremendous fan of e-mail. (13). Obviously, as a leader, you cannot do all the communicating yourself. The key is to identify the items that you really must communicate yourself and delegate the rest. (14). Inspiring and motivating a team to perform at the top of its game is exciting and sometimes exhausting. But the process is always very rewarding. You learn a huge amount from your creative people, and they constantly surprise you with their ideas. A. For example, I worked with a very well-known and talented but very self-centered florist, whose volatile behavior would wreak havoc on the team and affect the overall event production, and now I just won''t work with him. B. As the event producer, it''s my responsibility to keep everyone focused on the overall concept and design and to work with each team leader to ensure that the teams move forward in the same direction, all while minimizing difficulties and drama. C. The trick, I believe, is learning how to manage diverse individual personalities and take control with style and grace. D. Of course, for that to work you need to have an associate who can function as your right-hand person. E. When seven people have to change four tires, fill up a gas tank, make quick adjustments to the suspension, and get a car back on the track in just over ten seconds, teamwork is, to put it mildly, essential. F. If an individual is not functioning as part of the team in the way that he should be, I will manage him a bit more than the others until I feel he is back on track. G. But I do think, even in this day and age, you really cannot beat just talking to someone face-to-face or at least by phone. H. Together, we do everything from selecting the perfect stamp for the invitations to installing temporary roads in order to provide access to an event. EXAMPLE：The correct answer for blank (0) is [H].

听力题INTRODUCTION OF PRINCE NOTES Range of Products 1

听力题? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. M: I''ve only been here a few months but I feel as if I''ve fitted in quite well so far. Everyone seems to have time to talk to me when I need help, which I really appreciate. It''s just that by now, I feel I really should be getting up to speed. Only it''s a relatively new position and nobody''s really spelt out what the exact scope of the job is or what my responsibilities and priorities should be. I think my line manager needs to give me a more concrete idea of what she expects me to achieve. She''s back from holiday next week so maybe we should sit down to talk then. F: I get the feeling that we''re starting to fall a bit behind other companies. In the papers, you''ll find a bit of a gap between ourselves and the current going rate. It''s not that I''m unhappy here or anything. I really like my job—it''s an interesting job and I think it''s great that the job''s so flexible. It''s just that, at the end of the whole day''s work, nobody likes to feel undervalued, do they? And in my position, it''s not just myself I''ve got to think about. We need responsibilities outside work as well. F: It''s great to be part of a successful team. I don''t think you could wish for hard-working or more dedicated colleagues. But I just sometimes think that our efforts aren''t always rewarded. I know different managers have different styles, but everyone likes to feel appreciated, don''t they? I mean, in my last job, managers always made a point of praising us when we beat our targets. One manager even used to encourage us to clap and cheer each other. And I must admit that I do miss that at times, I find praise here is sometimes a bit limited here. It''s like there''s a "that''s what you''re paid for" type of attitude. M: I''ve got very little to complain about really. I get on with the rest of the team and that kind of thing. But there''s one thing that''s been on my mind for a while now. I just feel that, I''ve reached a stage where I''m capable of dealing with a lot more responsibility than I do at present. I just don''t feel stretched any more. I don''t feel as though I''m contributing as much as I could. It''s almost as if I''m on autopilot. Things are beginning to feel a bit stale. What I need is a bit of variety, something to get my teeth into a challenge. F: You''re probably already aware that things aren''t functioning too smoothly in Production at the moment. I don''t know what other people have said but personally I think it''s down to our procedures. There''s no formal system for putting our ideas forward and in the past suggestions have just been ignored. I think management has to accept a lot of the responsibility. What we need to do is to schedule regular meetings, which will improve the flow of information in both directions. At the moment, I get more information through the shop floor grapevine than from my line manager. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. M: I''ve only been here a few months but I feel as if I''ve fitted in quite well so far. Everyone seems to have time to talk to me when I need help, which I really appreciate. It''s just that by now, I feel I really should be getting up to speed. Only it''s a relatively new position and nobody''s really spelt out what the exact scope of the job is or what my responsibilities and priorities should be. I think my line manager needs to give me a more concrete idea of what she expects me to achieve. She''s back from holiday next week so maybe we should sit down to talk then. F: I get the feeling that we''re starting to fall a bit behind other companies. In the papers, you''ll find a bit of a gap between ourselves and the current going rate. It''s not that I''m unhappy here or anything. I really like my job—it''s an interesting job and I think it''s great that the job''s so flexible. It''s just that, at the end of the whole day''s work, nobody likes to feel undervalued, do they? And in my position, it''s not just myself I''ve got to think about. We need responsibilities outside work as well. F: It''s great to be part of a successful team. I don''t think you could wish for hard-working or more dedicated colleagues. But I just sometimes think that our efforts aren''t always rewarded. I know different managers have different styles, but everyone likes to feel appreciated, don''t they? I mean, in my last job, managers always made a point of praising us when we beat our targets. One manager even used to encourage us to clap and cheer each other. And I must admit that I do miss that at times, I find praise here is sometimes a bit limited here. It''s like there''s a "that''s what you''re paid for" type of attitude. M: I''ve got very little to complain about really. I get on with the rest of the team and that kind of thing. But there''s one thing that''s been on my mind for a while now. I just feel that, I''ve reached a stage where I''m capable of dealing with a lot more responsibility than I do at present. I just don''t feel stretched any more. I don''t feel as though I''m contributing as much as I could. It''s almost as if I''m on autopilot. Things are beginning to feel a bit stale. What I need is a bit of variety, something to get my teeth into a challenge. F: You''re probably already aware that things aren''t functioning too smoothly in Production at the moment. I don''t know what other people have said but personally I think it''s down to our procedures. There''s no formal system for putting our ideas forward and in the past suggestions have just been ignored. I think management has to accept a lot of the responsibility. What we need to do is to schedule regular meetings, which will improve the flow of information in both directions. At the moment, I get more information through the shop floor grapevine than from my line manager.