单选题· Read the following profile of Bruce Petter, the new Director of the Management Consultants Association (MCA), and the questions on the opposite page.· For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet. Bruce Petter has not always been an executive. He started his career pumping petrol at a filling station, as he explains: 'After I left the army, my friend's father, who was Managing Director of a petrol company, recommended that I go into the oil industry. My great- uncle was running our own family petrol company, and I learnt the ropes at a petrol station. I subsequently married the daughter of the Marketing Director but this did not make for the happiest of scenarios. Depending on which side of the family they came from, my relatives thought I should support either my great-uncle or my farther-in-law, so I decided the time had come for me to leave the warring factions to fight it out among themselves and move on.' He became founding Director of the Petrol Retailers Association. But after a few years he decided, 'I was getting to the stage where I wanted to move on again, so when I heard about the Management Consultants Association (MCA) post, I applied.' He was aware that the selection process for the head of any trade association would, by definition, be protracted because of the difficulty of getting very busy people with mainstream business interests together. The association had 30 member companies at the time, representing a large proportion of the best-known names in the sector, and 'they all wanted to have a look at this individual who had applied to represent their interests, so I saw an awful lot of the membership'. His principal area of expertise, he feels, is in running a trade association and the briefing that he has been handed suggests that this will be of prime value. 'If you were to ask me if I was ever going to be an expert management consultant, the answer would be no. But I am, I hope, able to articulate their views, to push through policies they want to see in operation and to improve their image. I hope to make management consultancy a powerful voice in government and industry.' The President of the MCA confirms what landed Petter the job. 'We saw a lot of people, but there were three things in particular that impressed us about Brace. His experience of running a trade association was key and it seemed to us that he had a good understanding of how to relate to and inspire a membership made up of very busy partners, often in very large but also some considerably smaller firms. We are also aware that management consultancy is not always portrayed in a favourable light and he has done quite a bit of work on public image and has some very positive views in this area.' So, Mr Petter has taken over from retiring Director Brian O'Rorke, and a change of mood is now in the air. O'Rorke was at the helm for 13 years and his successor is reticent when it comes to predicting how his own approach will differ. 'Brian did a magnificent job of sustaining the Association, of holding it together through thick and thin.' I detect a 'but' in his voice. But? 'I think if you ask anybody who or what the MCA was under his direction, the temptation would be to say "Brian O'Rorke". 'Petter feels his own style will be very much determined by the objectives of the members: he sees himself as a channel for those aims. 'I don't want the MCA to be perceived as Bruce Petter's empire, but rather the members' empire,' he says. Mr Petter clearly has a difficult task ahead, but many of his staff will welcome a more open, modem style and there's every indication he will be a success.

单选题Task One-Types of Businesses ·For Questions 13-17, match the extracts with the types of businesses described, listed A-H. ·For each extract, choose the business described. ·Write one letter (A-H) next to the number of the extract. A an import agency B a private college C a business bookstore D a business school E a real estate agency F a building material dealer G a translation agency H a supermarket

单选题What is created by both a competent first offer/demand and "primacy" in a courtroom trial?

单选题Followingafour-yearslideinprices,thepriceofoneounceofgoldincreasedto

单选题Language learning for the busy executive If you've ever been told by your boss to improve your knowledge of a foreign language you'll know that outcome doesn't come quickly. It generally takes years to learn another language well and constant (21) to maintain the high standards required for frequent business use. Whether you study in a class, with audio cassettes, computers or on your (22) , sooner or (23) even language course finishes and you must decide what to do next if you need a foreign language for your career. Business Audio Magazines is a new product designed to help you continue language study in a way that fits easily into your busy schedule. Each audio cassette (24) of an hour-long programme packed with business news, features and interviews in the language of your choice. These cassettes won't teach you how to order meals or ask for directions. It is (25) that you can do that already. Instead, by giving you an opportunity to hear the language as it's really spoken, they help you to (26) your vocabulary and improve your ability to use real language relating to, for example, that all-important marketing trip. The great advantage of using audio magazines is that they. (27) you to perfect your language skills in ways that suit your lifestyle. For example, you can select a topic and listen in your car or hotel when away on business. No other business course is as (28) And the unique radio-magazine format is as instructive as it is entertaining. In addition to the audio cassette, this package includes a transcript with a business glossary and a study (29) The components are structured so that intermediate and advanced students may use them separately or together (30) on their ability.

单选题A. However, the term is also commonly used for markets in which economic intervention and regulation by the state is limited to tax collection, and enforcement of private ownership and contracts. Free markets differ from situations encountered in controlled markets or a monopoly, which can introduce price deviations without any changes to supply and demand. B. A free-market economy is one within which all markets are unregulated by any parties other than market participants. In its purest form, the government plays a neutral role in its ad ministration and legislation of economic activity, neither limiting it nor actively promoting it. C. By definition, buyers and sellers do not coerce each other, in the sense that they obtain each other's property rights without the use of physical force, threat of physical force, or fraud, nor are they coerced by a third party. D. Where substantial state intervention exists, the market is a mixed economy. Where the state or co-operative association of producers directly manages the economy to achieve stated goals, economic planning is said to be in effect; when economic planning entirely substitutes market activity, the economy is a Command economy. E. The freer the market, the more truly the prices will reflect consumer habits and demands, and the more valuable the information in these prices is to all players in the economy. Through free competition between vendors for the provision of products and services, prices tend to decrease, and quality tends to increase.

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单选题Decisions, decisions ... Poor decisions are commonplace. In fact, they are often institutionalised In the workplace, poor decisions (21) good ones in many situations. While management consultants (22) companies on many aspects of running a business, basic decision-making is often (23) out of the equation. Professor Larry Phillips, who teaches at the London School of Economics, says: 'Because we make decisions all the time, it is (24) that we know how to do it.' It is a skill which is supposed to come (25) but many of us would fare better with coaching. Psychologist Rob Yeung of consultancy Kiddy & Partners says millions of pounds are lost in business because the wrong people are hired. 'Although businesses may be quite good at (26) the terrible candidates from the mediocre ones, they aren't very good at (27) those who are just good from those who are excellent.' And many businesses have procedures that repress good decisions. Phillips says: 'One of the most commonplace problems is that people are held to (28) without the requisite responsibility to meet that authority .That creates tremendous anxiety.' For instance, you will see manufacturing departments which are (29) by the sales income they achieve - but the sales price is set by someone else. Managers will often be blamed by their bosses for a downturn in commercial activity when the true culprit is market conditions. 'There is a failure to understand variability,' says Phillips, who bemoans the (30) tendency to judge companies by their last quarter's results alone.

单选题[此试题无题干]

单选题Just-in-Time(JIT) techniques have received considerable attention and discussion in recent years in all areas related to supply chain management. Sometimes referred to as just-in-time purchasing, and frequently referred to as just-in-time delivery, the goal of JIT is to time-phase activities so that purchased materials and components arrive at the manufacturing or assembly point just at the time they are required for the transformation process. Ideally, raw material and work- in-process inventories are minimized as a result of reducing or eliminating reserve stocks. The key to JIT operations is that demand for components and materials depends on the finalized production schedule. Requirements can be determined by focusing on the finished product being manufactured. Once the production schedule is established, just-in-time arrival of components and materials can be planned to coincide with those requirements, resulting in reduced handling and minimal inventories. The implications of JIT are numerous. Obviously, it is necessary to deal with suppliers who have high and consistent levels of quality, as their components will go directly in to the finished product. Absolutely reliable logistical performance is required and eliminates, or at least reduces, the need for buffer stocks of materials. JIT generally requires more frequent deliveries of smaller quantities of purchased inputs, which may require modification of in bound transportation. Clearly, to make JIT work, there must be very close cooperation and communication between manufacturers' purchasing organization and suppliers. In JIT operations, companies attempt to gain the benefits of backward vertical integration but avoid the formal tie of ownership. They achieve many of the same ends through coordination and process integration with suppliers. Originally, JIT was applied to manufacturing processes characterized as MTP, since the effective functioning of the system is dependent upon a finalized production schedule. However, as manufacturing strategies have evolved with more emphasis on flexibility, reduced lot-size production quantities, and quick changeovers, JIT concepts have evolved to accommodate ATO and MTO manufacturing as well and in manufacturing is now referred to as lean, as discussed above. In many situations, lead suppliers are used by manufacturers to sort, segregate, and sequence materials as they flow into assembly operations. The goal is to reduce handling and facilitate continuous JIT. Some organizations, seeing the benefits of JIT systems and recognizing the benefits of supplier integration, have gone so far as to bring their suppliers' personnel into their production plants. The supplier personnel are empowered to use the customer's purchase orders, have full access to production schedules, and have responsibility for scheduling arrival of materials.

单选题Employees who serve in ______ positions provide assistance and support to employees who serve in line positions.

单选题·Read the following article about a corporation 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. Whatever your business, you can no longer hide from the intense glare of stakeholders. The Internet has given employees, business partners, customers, shareholders and local and global neighbors unprecedented power to know what you and your company are up to. If you are abusing employees or the quality of your product has suffered or you're keeping important data from your suppliers or shareholders, you can count on that getting out via the Internet and coming back to bite you. Armed with such knowledge, your shareholders can jump right back online to spread the word, organize response, and, eventually, determine the fate of your company. How can you avoid becoming an unwitting target? For starters, your company had better have great products and fair prices, because everyone will know instantly if it doesn't. But you've got to keep the confidence of all your stakeholders ——not just customers or shareholders —— with honesty, accountability, consideration, and, above all, transparency. Here's how that plays out hi successful companies.{{B}}Employees{{/B}}. You lead by example whether you intend to or not. When employees don't trust you, they won't build trust for you with customers and business partners. Instead they will play office politics, and productivity will plummet. Microsoft has employee transparency down to a science. Tim Sinclair, who runs the company's huge website, says, "When there's good news, everyone knows. When there's bad news, tell everyone."{{B}}Business partners.{{/B}} In the competition among supply chains, trust means lower transaction costs and better performance. Radio frequency ID tugs will bring about ever more accurate real-time information sharing. Wal-Mart — no surprise -- is among the first to tell its suppliers to get with this technology.{{B}}Customers.{{/B}} Transparency with consumers can be a force for competitive advantage. When a Stanford Student detailed the source code for Lego's Mindstorms robotic toy online, not only did the company decide not to sue the student, it encouraged its customers to tinker with the software, even going so far as to develop a website where people can share their creations. Its budding community of customer/ developers has helped Lego expand the market for its robot, helping to popularize it on campuses and among engineers. It gained, essentially for free, new markets, new product ideas, and sheet credibility.{{B}}Communities.{{/B}} Think accountability, not just philanthropy. Chiquita was once reviled for its alleged activities in Latin America: It was said to have fomented political coups, bribed politicians, pillaged the environment, and brutalized employees. In 1998 it adopted a policy of corporate responsibility, which calls for honest and open communication about its problems and heating all people with dignity and respect. The policy came too late to save the company from bankruptcy in November 2001, but Chiquita executives say it was instrumental in helping the banana giant repair relations with workers, suppliers, local communities, and environmental activists -- and emerge from Chapter 11 in better shape four months later.{{B}}Shareholders.{{/B}} Progressive insurance CEO Glenn Renwick is making an inquisitive investor's dream come true. Progressive says it's the only Fortune 500 company to report operating costs on a monthly basis. "I view it as the owners' information," Renwick says. "When you have information, you should disclose it, good or bad, exactly as it is." Result: Since 2001, Progressive's share price has gone from ＄43 to more than ＄70. Transparency builds trust with shareholders.In the age of transparency, integrity goes to the bottom line: if you've got to be naked, you'd better be buff.

单选题Intercultural Team Building Today the need to 'go global' and to cut outgoings is demanding that companies combine protecting international interests whilst keeping down staff (21) The solution in most cases has been the forming of intercultural teams. Undoubtedly, the intercultural dimension of today's teams brings about new challenges. Successful team building not only (22) the traditional needs to harmonise personalities but also languages, cultures, ways of thinking, behaviours and motivations. The key to successful intercultural team building lies (23) intercultural training. It is one method of helping to blend a team together. Through analysis of the cultures involved in a team, their particular approaches to communication and business and how the team interacts, intercultural team builders are able to find, suggest and use common ground to (24) team members in building harmonious relationships. It helps a team to realise their differences and (25) in areas such as status, hierarchy, decision making, conflict resolution, showing emotion and relationship building in order to create mutually agreed upon structures of communication and interaction. From this (26) teams are then tutored how to recognise future communication difficulties and their cultural roots, empowering the team to become more self-reliant. The end result is a more cohesive and productive team. In conclusion, for intercultural teams to succeed, it is important to stay (27) to the need for intercultural training to help cultivate (28) relationships. Companies must be supportive, proactive and innovative. This goes (29) financing and creating technological links to bring together intercultural teams at surface level and going back to basics by (30) better interpersonal communication. If international businesses are to grow and prosper in this ever contracting world, intercultural synergy must be a priority.

单选题Employees who are directly involved in the production process (such as assembly-line workers) tend to receive most of their compensation in the form of a ______

单选题Bruce Petter has not always been an executive. He started his career pumping petrol at a filling station, as he explains: 'After I left the army, my friend's father, who was Managing Director of a petrol company, recommended that I go into the oil industry. My great- uncle was running our own family petrol company, and I learnt the ropes at a petrol station. I subsequently married the daughter of the Marketing Director but this did not make for the happiest of scenarios. Depending on which side of the family they came from, my relatives thought I should support either my great-uncle or my farther-in-law, so I decided the time had come for me to leave the warring factions to fight it out among themselves and move on.' He became founding Director of the Petrol Retailers Association. But after a few years he decided, 'I was getting to the stage where I wanted to move on again, so when I heard about the Management Consultants Association (MCA) post, I applied.' He was aware that the selection process for the head of any trade association would, by definition, be protracted because of the difficulty of getting very busy people with mainstream business interests together. The association had 30 member companies at the time, representing a large proportion of the best-known names in the sector, and 'they all wanted to have a look at this individual who had applied to represent their interests, so I saw an awful lot of the membership'. His principal area of expertise, he feels, is in running a trade association and the briefing that he has been handed suggests that this will be of prime value. 'If you were to ask me if I was ever going to be an expert management consultant, the answer would be no. But I am, I hope, able to articulate their views, to push through policies they want to see in operation and to improve their image. I hope to make management consultancy a powerful voice in government and industry.' The President of the MCA confirms what landed Petter the job. 'We saw a lot of people, but there were three things in particular that impressed us about Brace. His experience of running a trade association was key and it seemed to us that he had a good understanding of how to relate to and inspire a membership made up of very busy partners, often in very large but also some considerably smaller firms. We are also aware that management consultancy is not always portrayed in a favourable light and he has done quite a bit of work on public image and has some very positive views in this area.' So, Mr Petter has taken over from retiring Director Brian O'Rorke, and a change of mood is now in the air. O'Rorke was at the helm for 13 years and his successor is reticent when it comes to predicting how his own approach will differ. 'Brian did a magnificent job of sustaining the Association, of holding it together through thick and thin.' I detect a 'but' in his voice. But? 'I think if you ask anybody who or what the MCA was under his direction, the temptation would be to say "Brian O'Rorke". 'Petter feels his own style will be very much determined by the objectives of the members: he sees himself as a channel for those aims. 'I don't want the MCA to be perceived as Bruce Petter's empire, but rather the members' empire,' he says. Mr Petter clearly has a difficult task ahead, but many of his staff will welcome a more open, modem style and there's every indication he will be a success.

单选题Elizabethsaysatthebeginningthathercompanyis