单选题What is not true about regaining the initiative according to the passage?

单选题 {{B}}HOW NEGOTIATION-SPECIFIC EXPECTATIONS SHAPE THE PROCESS{{/B}}Different cultures will influence expectations as to what the specific process and outcome will look like. The expectations revolve around four key areas:Underlying View of the Process. People may view the negotiation process as cooperative (win- win) or competitive (win-lose). Some people will seek{{U}} {{U}} 1 {{/U}} {{/U}}advantage; others won't Making assumptions about which view the other side will take can be misleading and even dangerous.Approach to Building Agreement. US negotiators often seek agreement on specifics first, building up toward an{{U}} {{U}} 2 {{/U}} {{/U}}deal. Their Chinese counterparts often focus first on what seems to many Americans to be a very general historical and national frame for discussion. Then, as many French negotiators do, they seek agreement on general principles, later working through the details. This tendency also{{U}} {{U}} 3 {{/U}} {{/U}}itself in thought processes: Many Chinese tend to reason about the whole while Westerners often{{U}} {{U}} 4 {{/U}} {{/U}}by breaking the whole into parts and reasoning incrementally.Form of Agreement. In many parts of East Asia, negotiators are{{U}} {{U}} 5 {{/U}} {{/U}}with a fairly broad agreement that focuses on general principles rather than detailed roles. By contrast, North American and European executives often{{U}} {{U}} 6 {{/U}} {{/U}}on a detailed contract in which as many contingencies as possible are foreseen.Implementation of Agreement. Is{{U}} {{U}} 7 {{/U}} {{/U}}to an agreement expected or contingent? US negotiators generally expect to{{U}} {{U}} 8 {{/U}} {{/U}}with the letter of the contract; treating renegotiation as a very unusual even aberrant event. In many other cultures, an agreement is merely a starting point in what is expected to be an evolving relationship; renegotiation may occur as warranted{{U}} {{U}} 9 {{/U}} {{/U}}that all contingencies cannot possibly be foreseen. The precise terms am expected to{{U}} {{U}} 10 {{/U}} {{/U}}as the process does.

单选题To say that today's business environment is becoming increasingly more global is to state the obvious. Meetings, phone calls and conferences are held all over the world and attendees can come from any point on the globe. You may never have to leave home to interact on an international level. While the old adage "When in Rome, do as the Romans do" still holds true. Not to do your homework and put your best international foot forward can cost you relationships and future business. One small misstep such as using first names inappropriately or not observing the rules of timing bouquet can be costly. Keeping in mind that there are as many ways to do business as there are countries to do business with, here are a few tips for minding your global P's and Q's. Americans like to dress for fashion and comfort, but people from other parts of the world are generally more conservative. Your choice of business attire is a signal of your respect for the other person. Leave your trendy clothes in the closet on the days that you meet with your foreign guests. It is not always a simple matter to know who the highest-ranking member is when you are dealing with a group. To avoid embarrassment, err on the side of age and masculine gender, only if you are unable to discover the protocol with research. If you are interacting with the Japanese, it is important to understand that they make decisions by consensus, starting with the younger members of the group. With a few exceptions, business people around the world use the handshake for greeting. The American style handshake with a firm grip, two quick pumps, eye contact and a smile is not universal. Variations in handshakes are based on cultural differences. The Japanese give a light handshake. Germans offer a firm shake with one pump. Middle Eastern people will continue shaking your hand throughout the greeting. Don't be surprised if you are occasionally met with a kiss, a hug, or a bow somewhere along the way. Not everyone in the world is as time-conscious as Americans. Don't take it personally if someone from a more relaxed culture keeps you waiting or spends more of that commodity than you normally would in meetings or over meals. Stick to the rules of punctuality, but be under standing when your contact from another country seems unconcerned. Whether the world comes to you or you go out to it, the greatest compliment you can pay your international clients is to learn about their customs. Understand differences in behavior and honor them with your actions. Don't take offense when visitors behave according to their norms. People from other cultures will appreciate your efforts to accommodate them and you will find yourself building your international clientele.

单选题Every year British universities turn out 15,000 graduates in business studies. Many dream that they will one day be running a major business, wielding power and influencing markets. But only a very few will climb to the top and realise their fantasies. For the rest, compromise, disappointment, mediocrity and an alternative career away from the mainstream action will be their lot. Peter Blackburn is chairman and chief executive of Nestle UK, which employs more than 12,000 people and has a turnover of ￡1.8 billion. His advice to those who wish to move ahead of the pack is as straightforward as the man. "Take all your qualifications seriously. Although many top executives do not have first-class honours and it is often a disadvantage to be an intellectual, qualifications are increasingly important, as is the quest for improvement." "I do feel that an international dimension helps every career. It says something about the person and if they have worked in another language, it gives a manager the important dimension of realising that each market is part of something bigger. Also it is always important in any career to keep your options open as events can take an unexpected turn. When they did for me, I acted accordingly. I still have to pinch myself to remind myself what I am doing. Even 10 years ago I didn't think this is what I would end up having achieved." "In the end, those that get right to the top retain their 'people touch', which can be very difficult as one gets swept up on the fast track of corporate life. But those who never forget where they have come from and keep their feet on the ground have a real advantage. The important thing is that you should never ask someone else to do something you couldn't do yourself. I am always looking for those who have the determination, the steel to see through our corporate objectives. I also want managers who can be role models for the next generation, people who will be an inspiration."Blackburn started out working for a small confectionery company and was responsible for clearing up a major financial scandal when it was taken over by a larger company, Rowntrees. This was a project which marked him out and gave him visibility in Rowntrees. While many successful careers can easily be seen as an almost predictable procession, there are always one or two moments when success in a project promotes the executive, bringing star quality and something of an aura. However, if at the decisive moment a mistake is made, then the executive, instead of moving sharply forward, disappears into the pack and others are given their chance. When Rowntrees was later taken over by Nestle, Peter Blackburn went on television and argued against the takeover. When the dust settled, the winners rewarded their spirited adversary. "l have always believed in doing the best that I can in any situation. Sometimes you have to make difficult decisions and then it's important to meet them square on. I have been fortunate in that the evolving company that I am now involved with has always believed in strong social values and has behaved as humanely as possible when it has been forced to close or to sell one of its businesses."Peter Blackburn's career has been marked by two company takeovers. Many successful takeovers have been characterised by the new owners looking at the second layers of management and giving them a free rein. Mr Blackburn has. benefited from this process twice and says: "In both the takeovers I have been involved with, success has been achieved because the new owners have not gone in for ,wholesale clearouts. They have realised that it is the existing people who understand the business and they must be the platform for any growth.\

单选题Task One—The industries they reported ·For questions 13-17, match the extracts with the industries, listed A-H. ·For each extract, choose the industry reported. ·Write one letter (A-H) next to the number of the extract. A oil industry B high-tech industry C fireworks industry D retailing industry E movie industry F automobile industry G gas industry H manufacturing industry

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单选题In an across-the-board system, all employees receive similar ______.

单选题· Read the article below about success in the business world.· Choose the best word to fill in each gap.· For each question 21-30, mark one letter A, B, C or D. According to certain beer commercials, the contemporary version of success consists in moving up to a premium brand that costs a dime or so more per bottle. Credit-card companies would have you{{U}} (21) {{/U}}success inheres in owning their particular piece of plastic. Under the flag of success, modern-style, liberal arts colleges are withering{{U}} (22) {{/U}}business schools are burgeoning... and yet even business schools are having an increasingly hard time finding faculty members, because teaching isn't{{U}} (23) {{/U}}"successful" enough. Amid a broad consensus that there is a glut of lawyers and an epidemic of strangling litigation, record numbers of young people continue to flock to law school{{U}} (24) {{/U}}, for the individual practitioner, a law degree is still considered a safe ticket. Many, by external standards, will be "successes". Yet there is a deadening and dangerous flaw in their philosophy: It has little room, little sympathy and less respect for the noble failure, for the person who{{U}} (25) {{/U}}past the limits, who aims gloriously high and falls unashamedly{{U}} (26) {{/U}}. That sort of ambition doesn't have much place in a world where success is proved by worldly reward{{U}} (27) {{/U}}by accomplishment itself. That sort of ambition is increasingly thought of as the domain of irredeemable eccentrics, of people who haven't quite caught on—and there is great social pressure not to be one of them. The irony is that today's success-chasers seem obsessed with the idea of not settling. Yet in doggedly{{U}} (28) {{/U}}the rather brittle species of success now in fashion, they are restricting themselves to a chokingly narrow swath of turf along the entire{{U}} (29) {{/U}}of human possibilities. Does it ever{{U}} (30) {{/U}}to them that, frequently, success is what people settle for when they can't think of something noble enough to be worth tailing at?

单选题Murrayhill's principal distribution channel until 1979 was a network of approximately 450 nonproprietary retail outlets throughout the United States, many of which also sold other brands of men's premium shoes. Murrayhill's shoes were sold wholesale to retailers at approximately 50 percent of the suggested retail price. Price increases usually were announced in February or August. The company did not offer its retail accounts quantity discounts. Because producing high-quality men's shoes demanded highly skilled labor and specialized facilities, Murrayhill's entire product life had been manufactured at the company's facility in Lynn, Massachusetts, throughout most of the company's history. As consumer preferences changed and fashion became more important in men's shoes during the 1970s, Murrayhill began contracting with outside manufacturers to produce casual shoes that matched Murrayhill's quality and feature specifications yet could extend the brand's franchise to a younger age group. Murrayhill's executives labeled these styles "outside" shoes, while those manufactured at the Lynn plant were called "inside" shoes. In 1985, the average prices the retailer paid Murrayhill for a pair of inside shoes was $ 52 and, for a pair of outside shoes, $ 34. Variable manufacturing costs per pair of inside shoes were $ 40. The average cost of a pair of outside shoes to Murrayhill was $ 28. Murrayhill sold approximately 160 inside shoe styles and 56 styles made by outside manufacturers. Since there were 80 sizes to each style, Murrayhill's total SKUs numbered around 17,280, and it carried an inventory in stock of over 64,000 pairs. Both internal and external production schedules (styles not included in its regular product line, manufactured to the specification of a retailer) for a particular retail account. Each of Murrayhill's 16 salespeople was assigned a geographic territory and was responsible for retailer sales and service with the area. Salespeople also were expected to perform "previews" at the beginning of fall and spring seasons as a method of increasing both consumer and trade sales. Previews consisted of a sales presentation at retail store, where the Murrayhill salesperson would display and explain the company's entire line, to store customers. During the preview, the customer was offered a price promotion of $10 off any pair of Murrayhill shoes. The retailer was responsible for absorbing the cost of the promotion, while the cost of advertising placed to stimulate retail traffic during the preview was shared between Murrayhill and the retailer. The Murrayhill salesperson would spend time with the retailer's salespeople and customers describing the quality and comfort of Murrayhill shoes. Company management believed that consumers were likely to "trade up" to a higher-priced brand if they understood the features and benefits of premium shoes. The managers believed that retail salespeople often missed sales opportunities by assuming that casually dressed customers would not buy expensive high-quality shoes, and one of Murrayhill's goals was to have retail salespeople try a pair of Murrayhill shoes on every customer. For some Murrayhill retail accounts, dose to 30 percent of annual sales were made during the fall and spring previews. Murrayhill management tracked the sales of every shoe style. If sales of a particular style slowed, management might elect to replace only the middle sizes, ensuring that Murrayhill would end up with the most popular sizes of a style before the style was terminated or "closed out". Established retail accounts had the option of purchasing close-outs at a 30 percent discount from the regular wholesale price. A list of close-outs was sent to retail accounts twice each year. Retailers would often try to sell these styles at full retail price to increase their unit margins, then mark them down, as necessary. Close-outs accounted for unit sales of 5,500 to 6,500 oairs of Murravhill shoes oer vear.

单选题Human Resources Development (HRD) is not a defined object, but a series of organized processes. Specific interventions, areas of expertise and practice that fall within this definition of HRD are recognized as performance improvement, organizational learning, career management and leadership development. HRD as a structure allows for individual development, potentially satisfying the organization's goals. The development of the individual will benefit both the individual and the organization. The HRD framework views employees as an asset to the enterprise whose value will be enhanced by development: "Its primary focus is on growth and employee development and it emphasizes developing individual potential and skills" An apprentice will step through the development process to become a tradesman in their field as will a white-collar trainee to become a professional in their field. Training will allow the individual to complete a task within their field today. Training provides, maintains and enhances skills to perform the job. HRD is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long term needs and the individuals' career goals and employee value. HRD can be defined simply as developing the most important section of any business by attaining or upgrading the skills and attitudes of employees at all levels in order to maximize the effectiveness of the enterprise. The people within an organization are its HR. Compared to other disciplines within Business Economics, HR Professionals have over the years in practice had difficulties in justifying HR investment, especially during recessions. This can in many ways be argued as being based on Human Capital lacking measurability, merely be cause the field has followed the measurement similar to other disciplines within Business Economics. Systems have arisen such as Learning Management Systems (LMS), Human Resource Management Systems (HRMS) and Enterprise Resource Planning (ERP). LMS has had focus on HRD, but not as an integrated part of Business Economics. Recent innovative studies and development shows that it is possible to encompass HRD as a concept of Business Economics. The concept is called HRD intelligence. HRD intelligence focuses entirely on the behavior, attitudes, skills and knowledge. When used as a concept and a sys tem HRD intelligence has the task to collect, structure, provide, promote, pull and document in formation, within or outside the control of the company, which all have the characteristics to have an influence on the success of the strategies of the business, and hereby support better business decision-making.

单选题· Read the article below about sickness at work in Britain.· 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}} Sickness at work{{/B}} Small firms are counting the cost of sickness among employees. Research estimates that illness cost small businesses in Britain a month and a half in lost {{U}}(21) {{/U}} last year. A recent {{U}}(22) {{/U}} of more than 1,000 small and medium enterprises revealed that last year the average small business lost around 42 days through staff phoning in sick, and that this had a serious {{U}}(23) {{/U}} on 27 per cent of smaller companies. Just over one in ten employees took time off for seven days in a{{U}}(24) {{/U}} Of these, 9.5 per cent were ill for a week on more than one occasion. In Britain, employees can take sick {{U}}(25) {{/U}} for up to a week before they have to produce a medical certificate. Owner-managers were far less likely to be off sick than their staff: 3.3 days on average, compared with the 10 days taken by employees. The head of the research team said, 'The most common {{U}}(26) {{/U}} of absence was minor illness, such as colds or flu, but back strain, fractures and the like {{U}}(27) {{/U}} for very nearly as much. Of greater {{U}}(28) {{/U}} is that more that 40 per cent of employers felt that their employees' sickness may not have been genuine.' Employers can do more to protect themselves by drawing up adequate {{U}}(29) {{/U}} of employment that outline the company's sick pay {{U}}(30) {{/U}} Enhanced sick pay is then at the employer's discretion.

单选题A Managers control other employees. This is a vital function of management that varies only in degree and style. One area of change threatens to reduce the degree substantially: the "dilution" of control downward. A key function from the beginning, control shares the collective essence of management with planning, organizing, staffing, and directing. Some would add two more: innovating and representing. Today, many prefer a less autocratic-sounding word, but the logic remains convincing: Somebody must "run things". By implication, monitoring that process is also necessary if an effective, profitable organization is to be realized. B Some control has already been diluted when the authority to make decisions in the boss''s name is delegated. Needed especially as organizations grow larger, delegation almost inevitably generates tension. Managers know they should and must delegate, for many reasons. No matter how skilled and experienced, one person can neither do everything nor make all necessary decisions. Even if that superhuman ability existed, the development of promotable subordinates would be compromised. C Regardless of how necessary and desirable, however, delegation remains difficult. Typically, managers view letting a "less qualified person" do the job as illogical. They also fear potential loss of power and control. Despite such resistance, recent years have seen greater pressure to delegate. Those who like to invent terminology might call the new situation "delegation-plus", or perhaps "macro-delegation". Even the basic word might be ready for retirement. D In other words, long-existing delegation of authority down the chain of command has been supplemented greatly by widespread "empowerment". Decision-making has been "pushed downward" with a vengeance. Emphasis has been placed on decentralization and multiple teams. Causes are both philosophical and practical. Some see a pervasive paradigm shift. A vigorous effort is being made in benchmark firms not only to seek constantly better ways to do things but to do so more democratically, for assumed long-run effectiveness. One way to do this is to push organizational decision-making downward. Practically speaking, this effort is complemented by widespread downsizing. The restructuring that accompanies it: often means reducing the number of middle managers. In the resulting "flat" organizations, those who remain wield broader spans of control or management, meaning they have more people to supervise. E Despite its popularity and even urgency, downward shifting provokes serious questions. Is it possible to reduce a manager''s operational control too much? Is the concept of "diminishing returns" likely, as in economic theory? The trend has been long ongoing! if that point does exist, how close are we? Is endless decentralization logical? Delegation per se does not have to compromise management control; should not, in fact, provided the needed skill exists. But the danger is always present. 0. Controlling is significant in management however it changes to some extent. (E)

单选题 ·You will hear five different people talking about training courses. ·For each extract there are two tasks. For Task One, choose the course each person attended from the list A-H For Task Two, choose the complaint each person makes about the course from the list A-H. ·After you have listened once, replay the recording. Task One—Training courses ·For questions 13-17, match the extracts with the training courses attended, listed A-H. ·For each extract, choose the training course attended. ·Write one letter (A-H) next to the number of the extract. A telephoning skills B presentation skills C time-management skills D team-leadership skills E assertiveness skills F negotiation skills G meeting skills H writing skills

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单选题 · Read the article below about how to build up and keep healthy relations with co-workers． · Choose the correct word or phrase 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． Coworker relations：defuse tension with tact It's Monday morning，and you haven't even had your coffee yet． But that hasn't stopped a colleague from．telling you all about his adventurous weekend。In fact，you've heard several stories in extreme detail，and he shows no{{U}} (21) {{/U}} of stopping．You just want to get to work，but how do you say so without{{U}} (22) {{/U}}．the other person's feelings?This situation，like many others，requires tact and diplomacy．When you work in close quarters，issues like this one are bound to{{U}} (23) {{/U}}．from time to time. Thankfully，speaking with a coworker about an awkward issue doesn't have to induce panic．Here's how to {{U}}(24) {{/U}} the situation： First，{{U}} (25) {{/U}}．the circumstances．Before saying anything to your colleague，weigh the pros and cons of speaking up．Second，explain the impact．If a {{U}}(26) {{/U}}conversation is necessary，don't confront the person in a group setting．Voicing your frustration in front of others could{{U}} (27) {{/U}}．your colleague．Instead．explain your concern when you're alone with your coworker and let the person know how the situation{{U}} (28) {{/U}}．you．Last，reach an agreement．Don't end the conversation without coming to some sort of resolution．Solving the issue may require a{{U}} (29) {{/U}}.For example，If you find your coworker's music loud and annoying．he may agree to use headphones during the mornings and afternoons if you don’t mind that he uses his speakers later in the day，when things have{{U}} (30) {{/U}}．down． Remember that every situation is different and that some conversations with a coworker will be awkward regardless of your approach．But by being honest and respectful with colleagues，you'll solve issues before they fester and ensure your work relationships remain healthy．

单选题What is the purpose of crossing a cheque?

单选题·Read the article below about team-building.·Choose the best 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}}Learn to Be a Team Player{{/B}}A wise man once said to a young novice, "The best way to limit your accomplishments is to try doing everything by yourself."A simple statement, yet it has{{U}} (21) {{/U}}implications. The result is evident when you work with others: You{{U}} (22) {{/U}}your effectiveness. You achieve bigger success. You and your team can go far. In fact, the sky is the limit when you all work as a team.The adage, "many hands make light work" is not only tree but practical these days when the demands and pressure at workplace are high. More often, lone rangers tire and get worn out before they{{U}} (23) {{/U}}.So it's wiser to inculcate team spirit from young, especially in the school, and learn the skills needed to be a survivor in the working field{{U}} (24) {{/U}}on in life.Team-building is an art. And like any artisan, we all need to embrace the skills required to be a perfect artist. It may take heaps of encouragement, tons of{{U}} (25) {{/U}}and a truckload of patience to master the skills. It also takes careful delegation and long hours. But the results are{{U}} (26) {{/U}}it.Also We need to{{U}} (27) {{/U}}with our peers. We may need to harness their energy, ideas and share in their wisdom. We must learn to{{U}} (28) {{/U}}responsibilities and duties and not attempt to reinvent the wheel, so to{{U}} (29) {{/U}}.Remember, two heads are better than one. So, be prepared to work with others and work as a team.{{U}} (30) {{/U}}, it is the end results that matter. Working as a team, the goal always seems easier to achieve than if we were to go at it alone.

单选题· Read the following article about recruitment in the UK and the questions on the opposite page.· For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet. 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.'