单选题· Read the article below about educational background of successful managers.· Choose the best word to fill each gap, from A, B, C or D,· For each question 19—33 mark one letter (A, B, C or D) on your Answer Sheet.· There is an example at the beginning. {{B}}Educational Background of Successful Managers{{/B}}Psychologist Douglas Bray and Ann Howard have for more than 25 years been studying college graduates in entry-level management rank for AT&T. Here are some of their findings.Master's degree can be{{U}} (19) {{/U}}Howard says of Master's degree holders, "They bring us greater{{U}} (20) {{/U}}and interpersonal skills and more motivation for{{U}} (21) {{/U}}and money, but they are not any smarter." This applied equally to{{U}} (22) {{/U}}of an MA, MS, and MBA.There are key{{U}} (23) {{/U}}between technical and non-technical majors. Business majors led the pack in organizing, planning, and decision-making skills{{U}} (24) {{/U}}and social science graduates also{{U}} (25) {{/U}}high. Math, science, and engineering majors scored much, lower in these skills. Technical majors did have{{U}} (26) {{/U}}general mental ability, but they were not as{{U}} (27) {{/U}}or as good at interpersonal skills. As you might expect, social science majors were quite low on{{U}} (28) {{/U}}skills. Business majors were the ones most eager to get ahead.For the future managers, AT&T is still looking for about a third each of business, technical, and liberal arts majors. While they are still looking for master's degrees, some firms say that the{{U}} (29) {{/U}}of the MBA has passed. Many companies{{U}} (30) {{/U}}the same management training programs for their new people, whether or not they have a master's degree.{{U}}(31) {{/U}}the success/failure studies of managers, educational background is probably less important than{{U}} (32) {{/U}}skill that people develop. As one president of a large company puts it, "We're really looking for a particular kind of{{U}} (33) {{/U}}rather than a particular degree."

单选题Why do people seldom sign contracts with relatives?

单选题ThecrisismetbyJapanesechemicalgroupsiscausedby,oneofthereasons______.

单选题WhateffectwillthecurrentfinancialsituationhaveonTelekom?

单选题Who Benefits Most from Company Training? According to recent research, the better educated and the higher up the socioeconomic scale you are, the more likely you are to be offered workplace training. And, incidentally, the more likely you are to then turn 16 the offer, pleading family and personal commitments or 17 of work. Less qualified staff, on the other hand, are offered fewer training opportunities, but are more eager to 18 them up. In fact, people with few or no educational qualifications are three times more likely to accept training when it is offered. In the majority of companies, more 19 are allocated to management training than to other areas. Employers 20 their better qualified staff as more important to the business, so they pay them accordingly and invest more in them in 21 of training. This is 22 by the fact that organizations are dependent on properly 23 managers making the right decisions. But this 24 may mean that companies are 25 other parts of the workforce down. The researchers found a growing demand for training among the lower-skilled. Unfortunately this demand is not being 26 by employers, even though there are strong indications that companies would benefit from doing so. They also discovered that, despite the substantial 27 between the training provided for managers and that offered to other staff, there was still widespread endorsement of training. For the purposes of the research, training was defined as any 28 of planned instruction or tuition provided by an employer with the aim of helping employees do their work better. It therefore included a wide variety of approaches. On-the-job and classroom training 29 to be used equally by employers. But learning on the job, which involved observing a certain procedure and then practising it, was easily the most popular method for all categories of employees. While many felt that learning from colleagues was best, very few 30 the internet as an effective way to train.

单选题AIOreferstoA.actions,involvementandoptions.B.activities,interestsandopinions.C.advertising,impactandopportunities.

单选题· Read the extract below from a company chairman's annual report to shareholders.· Choose the best word to fill each gap from A, B, C or D on the opposite page.· For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet. {{B}} Chairman's Report{{/B}}I am pleased to report that, although we had been expecting poor results for this half year because of slow growth in the world economy, the company has performed very satisfactorily. Operating profits for this first half are in fact very much{{U}} (19) {{/U}}with those for the corresponding{{U}} (20) {{/U}}last year. Profits reached ￡115 million before tax, compared with￡116.3 million last year. Much of our success in the last six months can be{{U}} (21) {{/U}}to the fact. that all our major construction projects remained on schedule. Particularly pleasing was the early{{U}} (22) {{/U}}of a major building contract in Canada.The company has made good progress with the initiatives announced at the Annual General Meeting. The majority of shareholders{{U}} (23) {{/U}}the Board's decision to sell the company's loss-making engineering{{U}} (24) {{/U}}It was the Board's belief that the company would{{U}} (25) {{/U}}most benefit by{{U}} (26) {{/U}}its resources on the expansion of its construction activities. Negotiations with a potential buyer began in February and are now at a critical{{U}} (27) {{/U}}However, we feel that we are not as yet in a{{U}} (28) {{/U}}to comment on what the outcome is likely to be.In June, we made a successful{{U}} (29) {{/U}}for the Renishaw Construction Company of Hong Kong SAR, in order to give us greater{{U}} (30) {{/U}}to markets in South East Asia. We still have sufficient resources to pursue our growth{{U}} (31) {{/U}}and are at present{{U}} (32) {{/U}}several other business opportunities which, like Renishaw Construction, would{{U}} (33) {{/U}}new markets to us.

单选题BrentCollinsworks

单选题{{B}}How to approach Reading Test Part Four{{/B}}· This part of the Reading Test tests your vocabulary,· Read the whole text quickly to find out what it is about. As you read, try to predict the words that might fill the gaps.· Next, look at the four possible answers for each gap and cross out any obviously incorrect words.· Then read both before and after each gap to decide which word should go in it. The word needs to fit both the meaning and the grammar· After completing all the gaps, read the whole text again to check your answers.· Read the article on the opposite page about why some small companies fail to grow.· Choose the best word to fill each gap from A, B, C or D below.· For each question 19 - 33, mark one fetter (A, B, C or D) on your Answer Sheet. There is an example at the beginning (0). {{B}}Why do some small companies stay small ?{{/B}} It is often assumed that if a small company fails to (0)..., it is because of external factors. So it may come as something of a surprise to discover that many small companies have only themselves to (19)... for their lack of growth. In fact, if you run a small business, you shouldn't waste much time wondering whether you have (20)... to investment capital; still less, analysing fluctuations in (21)... exchange rates. You are more likely to (22)... the main barrier to greater success by looking in the mirror.This is a conclusion that can be (23) ... from a recent study based on interviews with the owner-managers of 40 small businesses. The research makes the reason (24) ... : management behaviour, however well intentioned, is often the (25) ... of the problem. This was the overwhelming view (26) ... by the managers surveyed: the main barrier to growth was the fact that day-to-day issues (27) ... all their time. The problems that many larger businesses face - lack of funds and insufficient government support - were of relatively minor (28) ... for these small companies.The survey shows that while owner-managers often work very hard running their business, many never take it on to the next (29) .... The reason is that they are too busy (30) ... their sales, marketing and finance functions. Limited resources may (31) ... to this, but many owner-managers are unwilling to delegate even insignificant decisions. As a result, without realising it, they create a style of working that (32) ... them from moving forward. One of the most important lessons for managers is learning to let go - very few people can do everything themselves. Instead they need to hire staff able to take (33) ... some of their responsibilities.

单选题Significane of the Public ImagePublic image denotes how a company is judged by its customers, suppliers, and stockholders (股东), by the financial community, by the communities in which it operates, and by the federal and local governments Public image is controllable (19) just as the product, price, place, and promotional efforts are.A firm's public image (20) a vital role in the attractiveness of the firm and its products to employees, customers, (21) to such outsiders as stockholders, suppliers, creditors (债权人), government officials, as well as diverse special groups. With some things it is (22) to satisfy all the diverse publics: for example, a new highly automated (自动化的) plant may meet the approval of creditors and stock holders, but (23) will undoubtedly find resistance from employees who see (24) threatened. On the other hand, high quality products and service standards should bring almost complete approval, (25) low quality products and false claims would be widely looked down upon.A firm's public image, (26) it is good, should be treasured and protected. It is a valuable asset that usually is built up over a long and satisfying relationship of a firm with its publics. If a firm has (27) a quality image, this is not easily countered or imitated by competitors. (28) an image may enable a firm to charge higher prices, to woo the best distributors and dealers, to attract the best employees, to expect (29) favourable creditor relationships and lowest borrowing costs. It should also allow the firm's stock to command a higher price-earning ratio than (30) firms in the same industry without such a good reputation and public image. (31) of factors affect the public image of a corporation. (32) include physical facilities, contacts of outsiders with company employees, product quality and dependability (可靠性), prices (33) competitors, customer service, the kind of advertising and the media and programs used, and the use of public relations and publicity.

单选题Read the article below about careers in children's book publishing and the questions on the opposite page. For each question(13-18), mark one letter(A, B, C or D)on your Answer Sheet. Leading from the top Catherine Bauer looks at career development in children's book publishingTo get on in the world of children's book publishing one needs to be 'bright, nice and not ambitious'. Those are the words of a 37-year-old manager thinking about leaving the industry. Managers in other industries would, by that age, be striving towards greater leadership challenges and rewards, while Human Resources departments would be doing all they could to prevent hungry competitors from getting hold of experienced and talented employees. Maintaining successful corporations and happy shareholders is, after all, dependent on using the talents and experience of one's staff, not on being nice.Career progression in the children's sector of publishing seems to be determined almost by luck rather than a proper career structure or assessment of employees' competencies. Sarah Carter, for example, started her career as an assistant in the customer service department at William Davis Publishing. She only became aware of a vacancy in public relations because her department was on the same floor as the publicity office. 'I had already been promoted to manager in my department, but realised that any career development there would be limited. I decided to move sideways into PR, which was also where I felt my skills were more suited. I was lucky a position came up within the company.'Across the publishing houses, staff training or development is generally dependent on the approach taken by your immediate boss. Virginia Coutts, editorial director at Prodigy Publications, says, 'This is fine, if you happen to have one who is effective. When I started at Prodigy I worked for Roger Gibbons. I was in children's fiction, but he also gave me some work on picture books and non-fiction, and that meant I gained experience in a range of areas. He also made sure that new people didn't come in, train and then move on. And it wasn't a question of being here for three years or so before you got promoted.'Not everyone has a similar experience with their manager, but this is not surprising when one considers that few managers have themselves had any structured training. Mark Harlock, marketing manager at T R Publishers, says, 'My job change into management was completely unsupported - my requests for training took months, and by the time they were approved the need had passed. Yes, you learn on the job, but how much more constructive for all involved if it happens in a structured way. Surely this would speed up the learning curve?'However, there are changes in the air. At Little Feet Publications, Barbara Foster has been overhauling the company's training and career structure so that all employees have regular appraisals. 'We are ahead of our competitors here at Little Feet, but even we are only beginning to scratch the surface. So far there's been little opposition to the appraisals, but there's still loads to do and the results will not become clear for a few years yet.'Perhaps the industry should consider itself lucky to have so many dedicated managers who have, through a combination of chance and determination, successfully developed their careers in publishing. Clearly it now needs to review what is being done to develop, train and reward the next generation of bosses. Above all, the industry has to find more people with entrepreneurial spirit and push them into demanding roles rather than make them serve their time at a junior level. But such changes can only come from the very top.

单选题GETTING THE BALANCE RIGHTLeaving work on time may not sound like much of a (0).... However, in an experiment by glass manufacturers Dartington Crystal, it (19) ... surprisingly difficult. Four managers, who all worked very long hours, took (20) ... in a simple experiment: they agreed to (21) ... to their set hours for a week, with no coming in early, leaving late or taking work home. The aim of the exercise was to (22) ... the balance between the managers' work and home lives. It was a way to get everyone thinking about their working hours and how to (23) ... them,Robin Ritchie, the company's managing director, was very aware that his company was (24) ,.. on the experiment at its busiest time of the year. They were also just days away from a big product (25) .... So not surprisingly, perhaps, it soon became clear that it wasn't going to be easy: even on the first day, director of design Simon Moore took home a design problem to (26) .... as he couldn't relax until he had dealt with it.As the week progressed, the four people involved found it hard to (27) ... with the pressure of leaving work undone. They felt they were (28) ... people down, and worried about the effect on the business. (29) ... crises made it more and more difficult to go home on time. Changing working habits wasn't easy. (30) .... they saw the experiment through to the end.There was some (31) ... up to do the following week, but the company did not appear to have suffered. Significantly, too, the experiment made the managers reappraise their (32) ... to staying late and start prioritising tasks. All in all, they felt the experiment was of (33) ... benefit, and that it helped them to create a better balance in their lives.

单选题 LOSING AN ACCENT TO ACHIEVE SUCCESS It was painful for Irwin Layton to warn one of his recently promoted managers that he had to correct his speech--or it could cost him his career. The word "voltage" came out of Edwin's mouth sounding like "woltage", and "this" sounded like "dis". This often resulted in mistakes being made in the shipments he ordered. "I was really forced into submission. They said, 'Either you improve your accent or your chances of getting promoted to senior management won't be good,'" said Edwin. Edwin is a junior manager making $ 51,000 a year at a manufacturing company in Mountain View. Despite of mixed feelings, he hired a speech coach to help him out. He is not alone. Accent reduction is rapidly turning into a major business for speech coaches in the Bay Area and other large cities. Young, first-generation foreign professionals in America hoping to improve their careers appear to make up the majority of those paying to get rid of their accents. "I have people whose command of English is good--they've gone to universities here in the United States, but when they go into the workplace, they are held back," said Arthur Compton, founder of the Institute of Language & Phonology in San Francisco. Edwin said he was embarrassed and tried to ignore incidents throughout his career when colleagues would point out his accent and do imitations of his pronunciations for fun. Edwin's experiences early in his career made him very sensitive to the problems he faced with his accent, and, like many others, he compensated by pushing himself to great extremes in education. "I felt that just because I had an accent, some people thought I was stupid," Edwin said. "They lost patience. They did not want to wait to listen for what I was trying to say. It made me feel so bad. I knew I had so much to offer--my primary motive for working there was to do what I could to improve the company. Yet, none of that seemed to matter to them because they didn't have patience." Speech coaches and many other professionals say that some Americans have a prejudice against those who speak with an accent. Losing an accent is hard work. Each language has certain sounds, as we can tell from the many different alphabets, that are just not found in other languages. We learn as babies to make these sounds by moving the lips, mouth, and tongue muscles in set patterns. So a speech coach tries and resets these patterns for people who speak other languages. For 13 weeks, and at a cost of $ 795, Edwin spent an hour each week with a speech instructor, pronouncing, over and over again, compound words such as "zookeeper", preposition phrases such as "in regard to", as well as words such as "this" and "voltage", all the while looking into a mirror at his mouth. Seeing himself allowed him to have a visual image to go along with the sounds he was making. "When class was over, I was exhausted," he said. But following the long procession of lessons, he improved by 78 percent, received a healthy injection of confidence, and admitted that he should have done it sooner. His boss, Layton, called it a "win-win" situation, and is so enthusiastic that he is sponsoring a second employee in the program.