单选题 ·Read the article below about monopoly． ·Choose the correct word to fill each gap from A，B．C or D． ·For each question(21-30)．mark one letter(A，B，C or D)on your Answer Sheet． Monopolv is one points the peculiar{{U}} (21) {{/U}}．which can affect the sale and purchase of certain commodities．In some markets，there may be only one seller or a {{U}}(22) {{/U}}．of sellers working very closely together to control prices．The result of such monopolistic activitv is to fix prices at a level{{U}} (23) {{/U}}to the seller，a level which may bring him artificially high profits．Many governments dislike this procedure and have taken legal actions to{{U}} (24) {{/U}}．or halt such business activities．In the U．S．anti-trust laws operate to limit cartels and mergers．{{U}} (25) {{/U}}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{{U}} (26) {{/U}}，however．There are three other forms：state，legal and natural．State monopolies are quite common nowadays，where the{{U}} (27) {{/U}}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{{U}} (28) {{/U}}solely from their special inventions，discoveries or processes．Ne other person may infringe their rights in respect to{{U}} (29) {{/U}}monopolies． Finally，natural monopoly{{U}} (30) {{/U}}where a nation or individual possesses most of a particular mineral for reasons of geography and geology．

单选题A major responsibility of a human resources manager is to ______

单选题{{B}}How to approach Reading Test Part Three{{/B}}· In this part of the Reading Test you read a longer text and answer six questions.· First read the questions, Try to get an idea of what the text will be about. Then read the text for general understanding,· Then read the text and questions more carefully, choosing the best answer to each question. Do not choose an answer just because you can see the same words in the text.· Read the article on the opposite page about innovation in business and the questions below.· For each question 15 - 20, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. Not long ago innovation was The Big Idea in marketing circles. Now, however, it's hard to see the benefits of this rush to innovate. Indeed if anything, companies seem to be drawing back from innovation, not charging ahead. But just a few years ago many companies were combining a commitment to create entirely new product categories through innovative technologies - working to hugely ambitious growth targets -with a root-and-branch organisational overhaul designed to free up creativity and speed new product roll-outs. The result was that as resources were shifted away from core businesses, sales and profits faltered, share prices slumped and CEOs were ousted. Now the mantra is a more conservative focus on the top brands, the top retail customers and the top markets. It's being rewarded in many cases by healthier share prices. This sustained effort to cut long tails of smaller brands and focus marketing resource on existing leaders seems to be paying off. So were we wrong to pinpoint innovation as key to tong-term market success? Surely not. But we might have underestimated the enormous complexity of this beast. The term 'innovation' may be simple enough but it spans a vast landscape, including the type and degree of innovation, marketing purpose, management process and market circumstance - not all of which are well understood. Take 'type' of innovation. Are we talking about new products only? Or new processes, new channels, underlying technologies, organisational structures and business models? When should the innovation involve a new brand? Or take 'degree'. Are we aiming for blue-sky inventions that will transform markets and create new categories? Or marginal tweaks in, say, formulation or packaging that give us an excuse to advertise something 'New! Improved!'? Likewise, is the marketing purpose of the project to steal a march on competitors and drive incremental growth, or to update an obsolete product line and play catch-up to competitors? As one business news editorial complained, 'innovation' is often just 'simple proliferation of similar products'. Then there's process. What is the best way to manage this particular innovation? Is it to employ creative revolutionaries and set them free, or is disciplined risk management, requiring the careful testing and sifting of options to pick winners, a better approach? In larger organisations, has, senior management really made time spent in cross4unctional teams a recognised element of successful career paths? What time frames (eg payback periods) and degrees of risk is senior management comfortable with? And does the organisation have a culture that fits the chosen approach? Does it 'celebrate failure', for example, or is it actually a risk-averse blame culture (despite what the CEO says in the annual report)? Successful innovation requires clearing two hurdles. First, it needs the right project with the right degree of innovation to fit with the right marketing purpose, the right innovation process, corporate culture and market circumstance. Second, it needs senior managers that understand the interplay between these different factors, so that rather than coming together simply by chance, they are deliberately brought together in different ways to meet different circumstances. Clearing Hurdle Two can happen 'by accident'. Clearing Hurdle One requires real skill We can all point to admirable, inspiring innovations. But how many companies can we point to and say, 'these people have mastered the art of innovation'? Brilliant innovations are a wonderful thing, Expert innovation management is even better and much rarer.

单选题Jimleaveshishouseearlyinthemorningbecause

单选题 ·Read the article below about packaging and labeling. ·Choose the correct word to fill each gap from A, B, C or D. ·For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet. Packaging and labeling are both very important to a product, as most physical products have to be packaged and labeled. Both are thought to be an element of product strategy and many marketers even have called pachaing a fifth P. The main concern in designing packages for products, especially for new{{U}} (21) {{/U}}is true{{U}} (22) {{/U}}industrial goods and appliances whose sales are made from display models. From the{{U}} (23) {{/U}}of marketing, packaging is of vital importance in sales promotion. Sales are{{U}} (24) {{/U}}by packages that are visible, informative, emotionally appealing, and workable. Good packaging helps sell because{{U}} (25) {{/U}}with high visibility are easier to find when they are displayed on store shelves. Design with good and useful information may help{{U}} (26) {{/U}}customers and make them more{{U}} (27) {{/U}}to decide to buy the goods. The{{U}} (28) {{/U}}factor in packaging refers to the image that consumers form after viewing a product. {{U}} (29) {{/U}}in packaging means that the container not only protects the product but is also easy to open and re-close, is readily stored, and has utility for secondary uses once the product is used up. For example, in China, some goods are packaged in a special container-a real cup, which can be used as a cup after the goods within are used up. The label may be a simple tag attached to the product or an elaborate designed{{U}} (30) {{/U}}that is part of the package. The label normally carries information about the brand name, manufacturer's name and address, price, specifications, and so on.

单选题When firms allow employees to evaluate their supervisors, this process is known as a (n) ______

单选题Recruitment Process Outsourcing—better known as RPO—has gained significant market momentum in recent years. Yet it has taken a while. Given that employers have been seeking help in their recruiting efforts for decades, it seems odd that the rise of RPO as a service solution has taken so long. Isn"t outsourcing of non-core functions a widely accepted business strategy? Isn"t recruiting one of the largest line items for many organisations and not a core function? Today, however, organisations that consider outsourcing their recruiting efforts can pore over and compare tangible outcomes seen by those successful early adopters of RPO. But tread lightly. There have been a number of very public RPO failures where results have fallen woefully short of expcetations, sending business leaders and the marketplace back into the boardroom to debate yet again the viability and sustainability of the solution. Can RPO be truly successful? If there are companies out there who are reaping the proposed benefits of outsourcing, what are they doing that others are not? The fact is there are common elements—let"s even call them tenets—that when followed, can greatly increase the effectiveness and ultimate outcomes of the RPO solution. Before we look at those tenets, however, it"s it"s important to understand the history of RPO. Recruitment process outsourcing is the culmination of an evolutionary process that started with third-party recruiters engaged at the line manager level or as an adiunct to an organlsatlon"s internal staffing initiatives. Utilising the approach was simple: call your preferred recruiter(s) with a job description and expect screened candidates to be sent to you. Overall, this process continues to serve as a highly scalable option in many talent acquisition strategms, but it is extremely costly. Moreover, based on the transactional nature of the relationship, it comes with high risk and little accountability for results. Companies soon realised they could bring the same talent in-house as contractors—their intentions clearly centered on achieving the same scalability but with reduced cost and greater control of the outcomes. In practice though, this model proved to be almost as expensive as high agency utilisation and surprisingly, with co-employment and other new issues, even more complex. Worse yet, the rates for contractors continued to climb as corporate recruiters began to seek out these new, more highly paid "nomad" positions instead of their corporate roles. The desired "direct sourcing" impact these recruiters were supposed to have never materialized as skills, and innovative approaches floundered without the access to best practices and innovative techniques that contingency recruiting agencies cultivated. At the same time, traditional recruiting providers began to assume a more prominent role in assisting their customers with new ways to handle huge spikes in hiring. Although this represented a new challenge for both companies and providers, the solutions were primarily project-based and, therefore, rarely focused on achieving strategtc improvements. Over time, the RPO paradigm changed to finally justify its title, while providers literally began assuming delivery of an organisation"s internal staffing function. This early model was fraught with mistiming because most organisations treated RPO solutions like earlier transactional recruiting solutions. In addition, most providers simply weren"t ready to deliver at the levels they had signed up for. As the burgeoning industry learns from itself, organisations have honed their approach to RPO vendor management and some providers have refined their solutions to near industry-standard levels.

单选题What is the similarity among the retailer's three distinct businesses?

单选题One of the most visible locational decisions on．a high technology firm was made by the Microelectronics and Computer Technology Corporation(MCC)．A joint venture of a dozen major computer and semi-conductor firms，MCC was founded to do research (21) advanced level technologies such as new generations of supercomputers，artificial intelligence and robotics． (22) a consortium created in 1982 by several firms，it had no home base or locational inertia，and began its search for a site by examining 57 cities across the country．The cities made polished sales pitches to lure the firm's eventual 400 engineers and scientists．The four finalists in the chase-Atlantis，Austin，San Diego and Raleigh-Durham，in the Research Triangle area of North Carolina， (23) ．was particularly noted for high tech activity． When Austin was choosen。its attractions to MCC were widely analysed by other would-be Silicon Valleys．Austin，the state capital，iS the site of the main campus of the University of Texas，a school that (24) among the top twenty in the country in research funding．The university's reputation，state commitments of further support，and the city's proven quality of life attractiveness (25) high tech people were the deciding factors．Austin and the State of Texas added to these attractions a package of financial and other incentives，including a favorable lease on land in the university's research park and subsidized mortgages (26) ．relocating employees． (27) return Austin had got not only the MCC．In the typical snowballing manner of high tech areas，several other companies have decided to move research (28) other advanced technology facilities there．Lockheed Missiles and Space Company，3M Corporation，and Motorola are among the firms which have added to theagglomeration of technical workers there， (29) the expense of cities like Minneapolis and Phoenix，where the companies have other facilities．As a matter of fact，the entire 100 mile corridor between Austin and San Antonio is nicknamed“Silicon Gulch”．San Antonio is the site of several computer biotechnology and electronics companies． (30) the“Gulch”will rival the San Francisco Bay and Boston regions in high technology will depend on its ability to spawn a succession of new firms as technology advances and changes．

单选题[此试题无题干]

单选题From the first two paragraphs, what can you predict about the main purpose of the study?

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.\