单选题Monopoly is one off the peculiar (21) which can affect the sale and purchase of certain commodities. In some markets, there may be only one seller or a (22) of sellers working very closely together to control prices. The result of such monopolistic activity is to fix prices at a level (23) to the seller, a level which may bring him artificially high profits. Many governments dislike this procedure and have taken legal actions to (24) or halt such business activities. In the U. S. anti-trust laws operate to limit cartels and mergers, (25) in Britain the Monopolies Commission examines all special arrangements and mergers referred to them by the Board of Trade. This type of monopoly is not the only (26) however. There are three other forms, state, legal and natural. State monopolies are quite common nowadays, where the (27) in a particular country control industries like steel and transport or important and prestigious revises like national airlines. Legal monopolies are rather different, because the law permits certain individuals to (28) solely from their special inventions, discoveries or processes. No other person may infringe their rights in respect to (29) monopolies. Finally, natural monopoly (30) where a nation or individual possesses most of a particular mineral for reasons of geography and geology.

单选题Which of the following allows employees to set their own goals and determine the manner in which they accomplish their tasks?

单选题[此试题无题干]

单选题Social interaction and acceptance by others are examples of ______

单选题Sales of the product increase rapidly during the ______ phase of the product life cycle. A．maturity B．introduction C．saturation D．growth E．declining

单选题· For each question 23-30, mark one letter A, B or C for the correct answer.

单选题WhatdoesBobSeelertsuggestaboutleadership?A.CEOsandotherC-levelexecutiveshavedifferentwaystoworktoday．B.CEOsandotherC-levelexecutiveshavetimelesschallengestofacewith．C.CEOsandotherC-levelexecutivesshouldrealisethedirectionhesetforhimself．

单选题Whatdoesthecatalogueinclude?A.Agrochemicalsexports.B.Dyestuffandpigments.C.Insecticidesandfertilizers.

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

单选题Which one of the following departments is NOT a service cost center in a manufacturing company?

单选题Why should job-seekers care about a potential employer"s corporate culture? Aren"t there more important factors to consider, 1 as the job itself, salary and bonuses, and fringe benefits? These factors are indeed important, 2 increasingly career experts are talking about the importance of employee-employer fit in 3 of culture, with the idea that how well the employee "fits" the culture can make the difference 4 job-search success and failure. What is corporate culture? At its most basic, it"s described as the 5 of an organisation, or simply as "how things are done around here." It guides how employees think, act, and feel. Corporate culture is a broad term used to define the unique personality or character of a particular company or organisation, and includes such elements as 6 values and beliefs, corporate ethics, and rules of behavior. Corporate culture can be expressed in the company"s mission statement and other communications, in the architectural style or 7 decor of offices, by what people wear to work, by how people address each other, and in the titles given to various employees. How does a company"s culture 8 you? In many, many ways, for instance, the work environment, including how employees interact, the degree of competition, and whether it"s a fun or hostile environment—or something 9 between. How do you uncover the corporate culture of a potential employer? The truth is that you will never really know the corporate culture until you have worked at the company for a number of months, but you can get close to it through research and observation. Understanding culture is a two-step process, starting with research before the interview and 10 with observation at the interview.

单选题Inventory in Logistics Inventory typically represents the second largest component of logistics cost to transportation. The risks associated with (21) inventory increase as products move down the supply chain closer to the customer because the potential of having the product in the wrong place or form increases and costs have been (22) to distribute the product. In addition to the risk of lost sales due to (23) because adequate inventory is not available, other risks include obsolescence, pilferage, and damage. Further, the cost of carrying inventory is significantly influenced by the cost of the capital (24) up in the inventory. Geographic specialization, decoupling, supply/demand balancing, and buffering uncertainty provide the basic rationale for maintaining inventory. While there is (25) interest in reducing overall supply chain inventory, inventory does add value and can result in lower overall supply chain costs with appropriate trade-offs. From a supply chain logistics perspective, the major (26) inventory elements are replenishment cycle stock, safety stock, and in-transit stock. The appropriate replenishment cycle stock can be determined using an EOQ formula to reflect the trade-off between storage and ordering cost. Safety stock depends on the mean and variance of demand and the replenishment cycle. In transit stock depends on the transport (27) Inventory management uses a combination of reactive and planning logics. Reactive logic is most appropriate for items with low volume, high demand, and high performance cycle uncertainty because it (28) the risk of inventory speculation. Inventory planning logic is appropriate for high-volume items with relatively (29) demand. Inventory planning methods offer the potential for effective inventory management because they take (30) of improved information and economies of scale.

单选题Once all the major companies in the car industry had become as efficient as possible,

单选题[此试题无题干]

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

单选题Task One-Jobs ·For questions 13-17, match the extracts with the jobs, listed A- H. ·For each extract, decide what the job the speaker is talking about. ·Write one letter (A-H) next to the number of the extract. A lawyer B manager C secretary of boss D driver E engineer F secretary of R & D G accountant H shift supervisor

单选题Online Ads After a decade of experimentation, companies have yet to find a reliable way to burnish their brands online. Research shows barely more than 1 in 1000 people click on banner ads. What's more, they rarely hang around long enough to absorb a brand message. Former Madison Avenue hotshot Matt Freeman aims to change all that. Freeman's company, Betawave, is developing ways to boost visitor "engagement" and plans to charge advertisers not just by each click or view but also by people's attentiveness. The concept is untested, but it has generated excitement. Several venture capital shops in December put $ 22.5 million into Betawave. "Matt's ahead of the curve," says Sean Finnegan, chief digital officer at Starcom Media Vest, which buys ads for Coca-Cola, Procter & Gamble, Nintendo, and others. Mad Ave was shocked when Freeman quit as Tribal DDB Wordwide's boss in June to run a small company called GoFish. Tribal is widely considered to be one of the most successful creators of online ads anywhere. GoFish, on the other hand, sold ads on a handful of lesser kids' sites, such as Mini-clip, which hosts online video games, and Cartoon Doll Emporium, where kids play dress-up with avatars. Yes, GoFish, known in the industry as an ad network, had a good reputation among advertisers looking for a cheaper alternative to sites run by Disney and Nickelodeon. But it was in debt, its stock traded over the counter, and it was losing millions a year. Freeman, who has since renamed the company Betawave, says he took the job because he saw unrealized potential. "GoFish was a tiara in the toilet. "he says, noting that the sites Betawave represents share a valuable audience: kids aged 6 to 17 and their rooms. The 25 million people who stop by Betawave sites each month spend an average of 15 minutes per visit vs. nine at Facebook, according to industry tracker Comscore. That "stickiness" has prompted Dellogg, Hasbro, Nintendo, and others to buy ads. Still, Freeman knows companies want more evidence to prove that their ads are working. " Advertisers always say, 'why am I paying for reach when what I want is people's attention?'" That's why he aims to charge not only for clicks on ads but also for how long people spend on a page and for how much they interact with the brand on a deeper level. To make that happen, Freeman is borrowing from television, which has been shoring up its prospects with "band integrations"—advertisers can veave their products and messages into the shows themselves. In midFebruary, Freeman launched something called Betawave TV. Essentially an online video player, the links of which can be found on many sites, it provides a distribution platform through which clients can integrate their messages into original shows. For the first such experiment, Freeman has enlisted Raven Symone. The Disney twin star will appear in a video and provide style tips that likely will include nods to certain products. Viewers will be directed to WeeWorld, where they will be able to conduct a makeover on a Symone avatar. Freeman plans to charge sponsors a production fee to set up sites like the Symone makeover game. Advertisers also would pay based on the number of people who log in, the number of games played, or a combination of the two. Betawave's success depends on whether visitors are drawn into the branded games and other content or simply watch what they want and move on. But for now, at least, Freeman has the advertising world's attention.

单选题A. Following the company's poor annual results in November, the share price plunged and has since remained around 200p. Analysts now believe that the company is seriously undervalued by the stock market. The company's biggest problems were in Germany and France last year where supply outstripped demand, leading to a 20 million loss for the year. However, the company has recently appointed a new chairman who has a first-rate track record of reviving failing companies. It is believed that he will be successful in turning round the company's fortunes. B. Analysts are impressed with the company's recent performance. In the last six months, it has managed to increase prices by 3 per cent without adversely affecting sales. In such a low-margin, high-sales sector, this ought to translate directly into increased profits. The company's recent sale of its packaging division has eliminated all its debts. Shares have risen in the past month from 80p to 100p. Despite these promising. Signs, it must be remembered that the company is trading in an extremely volatile market. C. For some weeks, there has been widespread expectation that the company will announce the sale of its troubled newspaper-and-magazine distribution arm. Speculation came to an end when this was firmly ruled out as a possibility at the annual general meeting last week. Profits from this division were down from 13 million to 8 million. However, this drop was more than offset by an improvement in the company's retail division, which has taken the innovative step of opening stores in places such as hospitals and colleges. Profits in this division rose from D. The company has had steady growth prospects since it opened four more upmarket hotels and several health and fitness clubs. This move has come at a time when the market is particularly buoyant. There were rumors that the company might become the subject of a takeover bid by one of the large American corporations. However, this has not materialized, and it now seems unlikely that any such bids will be made in the immediate future. This is expected to lead to E. The company has always been popular with shareholders as, for the past ten years, it has consistently provided them with above average returns. Profits for the first half of the year were up by 15 per cent. Development profits from some 30 projects around the country will provide a balanced stream of earnings in the second half of the year. Given this, and the sale of a loss-making division in Bradford, pre-tax profit forecasts have been increased to 21 million and