单选题. Human resource is one of the key factors in determining organizational coping and profitability．Despite adverse market conditions and fluctuations，many organizations have implemented changes that seek to improve their competitiveness．The consequences of organizational change，however，can vary．Sometimes，the employees may accept the change readily；at other times，the change is met with resistance and dissatisfaction of the employees． Change and stress are closely related．Because of the feelings of uncertainty， insecurity，and threat that it invokes，organizational change can be extremely stressful for the individual．When change occurs，employees may be stressed by role overload，role ambiguity，and role boundary． According to Selye，a little stress is actually good．When stress is at its optimal level，it can increase human resource potential as it spurs individuals to achieve their best working performances． However，stress can become negative and destructive when its optimal 1evel is exceeded．This could result in individuals experiencing high levels of anxiety or depression，low job motivation，somatic problems such as headaches，loss of appetite， trouble sleeping and ill health．In an organization that has many of its employees overly stressed or burned out，there are many detrimental consequences such as higher absenteeism，lower productivity，lower job satisfaction，and low morale． There is variation in the manner individuals respond to organizational change． Individuals may undergo a simiIar change process in the organization，but the stress evoked by the change can be perceived very differently．Some individuals may regard change as a threat，feeling distressed and fearful of the uncertain consequences of the change．Others may react to the change with outbursts of anger and complaints．Yet there are also those who welcome change with an optimistic attitude，seeing change as a challenge，an opportunity for growth and improvement． What accounts for the differences in experiencing change and perceiving stress forthese individuals? Many studies suggest organizational characteristics，such as workplaceclimate，empowerment，and information about change，as factors that affect an individual's adjustment to organizational change and stress．However，the research is often focused on organization-level phenomena，rather than on individual factors． Every person has a distinct set of personality characteristics，owns different resources，and employs different coping strategies to deal with change．This explains why coping with organizational change and stress can turn out to be very different experiences for individuals．For instance，recent micro-level research on individuals has identified dispositional traits that predict a person's ability to cope with change．Hence，on top of looking at organizational factors，this study also examines individual factors that may help to maximize an individual's potential to work productively and efficiently in the midst of change．1. According to the second paragraph，what is the most possible and proper statement about the reason why change and stress are closely related?

单选题 As a manager in the service industry sector

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填空题 A Globalisation is an umbrella term for a compl

填空题.Match each of the descriptions in the box to one of the graphs below. fluctuated wildly increased steadily diverged significantly developed in a similar way reached a peak remained relatively stable recovered slightly continued on an upward trend with some fluctuations recorded a sharp rise

填空题. Management Development Programme 0 We are proud to present this Management Development Programme as a five-day 00 opportunity to improve your personal and the interpersonal management skills. 1 Managing-the human side of many enterprise-today calls for top-level talents in 2 self-management and the management of others and this type course offers the inside 3 track to gaining skills which needed to achieve outstanding effectiveness. It is designed 4 for executives at all levels, to strengthen core skills in the areas of management 5 and communication skills. By the end of the course, individuals will have been taken a 6 major step forward in their ability to achieve truly excellent levels of performance 7 from themselves and others. To maintain a high level of stimulation throughout course, 8 a variety of learning methods will be employed. These include formal lectures, 9 team exercises and case studies. All will be carefully managed to ensure you that 10 learning is developed through relating to each one individual's own work experiences. 11 In order to ensure that each participant derives the maximum of benefit from 12 the course, numbers are limited to 15. So don't delay-book your place now! For more information, please contact the number overleaf.

填空题How to Handle Customers' Complaints

填空题Complete the dialogue between a bank manager and a

填空题A

填空题Successful collaboration When colleagues act in w

填空题Technical writers Twenty years ago

填空题Do you want your salary up? From If you are curre

阅读理解In an uncertain economic environment, top management will be interested in asset management and flow management. (0) . They can represent over 50 percent of manufactures'' total asset, and more than 80 percent of wholesalers'' and retailers'' total assets. When top management mandates a reduction in accounts receivable and/or inventories, its objective is to improve cash flow and reduce the company''s investment in assets. (9). But reduction in the terms of sale, or even enforcement of the stated terms of sale, in effect changes tile price component of the firm''s marketing mix. (10). The arbitrary reduction of accounts receivable and/or inventories in the absence of technological change or changes in the logistics system can have a devastating impact on corporate profit performance. (11). First, the change alters the manufacturer''s price and therefore the competitive position of its products, which may lead to decreased sales. Second, it further complicates the cash flow problems of the manufacturer''s customers. Forcing faster payment of invoices causes channel members to improve their cash flow by reducing their inventories of the manufacturer''s products. (12). This situation may also result in stock-out of the manufacturer''s products as the wholesale or retail level of the channel, further reducing sales volume. Similarly, a manufacturer''s policy of arbitrarily reducing inventory level to increase inventory sums, in the absence of a system change, may escalate transportation costs and/or production setup costs as the logistics system scrambles to achieve the specified customer service levels with lower inventories (assuming the company was efficiently and effectively distributing products prior to the policy change). (13). In this case, customer service levels would be eroded, and a decrease in market share might result. (14). A. However, if management concentrates on system changes that improve logistics efficiency and/or effectiveness, it may be able to satisfy all of the firm''s objectives. B. Usually, management assumes that revenues and other costs will remain the same. C. They do so by placing smaller, more frequent orders, which may increase total logistics cost for both the manufacturer and its customers. D. In either set of circumstances, the increased cost of transportation and/or production or the lost sales contribution could far exceed the savings in inventory carrying cost. E. If a manufacturer changes its terms of sale, for example, the effect on wholesalers and retailers will be twofold. F. In addition, simply reducing the level of inventory can significantly increase the cost of logistics if current inventories have been set at a level that allows the firm to achieve least total cost logistics for a desired level of customer service. G. Alternatively, pressure to reduce expenses may preclude the use of premium transportation or increased production setups to achieve the desired customer service levels with smaller inventory. H. The two most common strategies used to improve cash flow and return on assets are: (l) reducing accounts receivable and (2) reducing the investment in inventory, as inventories and accounts receivable are a major portion of corporate assets. EXAMPLE：The correct answer for blank (0) is [H].

阅读理解Advertising in the United States is successful under the following circumstances: first, when it creates a favorable company image; second, when it relies on scientific research for an accurate evaluation of trends, fashions, needs, attitudes, and motivation; third, systematically applies the findings of research in solving its problems; (0) . (9). In the competitive world of American business, a positive company image is essential to a company''s survival and growth. Any adverse publicity could destroy the image, thereby causing a "recession" in the company''s ability to sell its product, keep the value of its stocks high, and maintain a healthy state of company morale. Furthermore, the self-images projected to the consumer are one of the essential techniques for pulling people into the commercial, of getting them involved with the situation and consequently with the product. (10). The composite American, as projected in TV and radio commercials, might be pieced together somewhat as follows: always eating, troubled with insomnia, constantly worried, extremely clean, fond of fun and luxury, wholesome, highly individualistic, looking for the easiest and quickest way of doing everything, and searching for reality—even if it''s only a real cigarette. Successful advertising appeals more to emotion than to reason. Research shows that data from surveys may be inaccurate because people frequently do not give reasoned answers to questions, but answers that convey a good impression to the researcher. (11). Reasoning power is called into play only when people have to give themselves a solid excuse for buying something that appeals to them emotionally. Since a major part of advertising is aimed at the emotions, there is some concern that through exploitation of the emotions by advertisers, Americans will become less rational and less independent in their ability to make decisions. However, recent research indicates that people''s ability to reason is not adversely affected by advertising because too few advertising messages really get through to them. (12). If a company''s drive for successful advertising disregards ethical practices, the public must rely on various agencies to discipline the offender with the threat of damaging its image. On the other hand, advertisers have found it advantageous to enrich our leisure hours by providing great entertainment, often unavailable otherwise. (13) What does it mean? It means that we associate the brand name, the trademark, or the slogan with the entertainment. It means that the company has won our favor and that, in all probability, we will buy that company''s products and/or invest in its stocks. (14). Therefore, every step in the advertising process is aimed at stimulating Americans to work harder, to train longer, and to earn more in order to acquire a generous share of the material conveniences and luxuries that the giants of industry have been able to produce. A. Effective advertising is a powerful image-builder. B. As a result of all this image-making activity, the advertiser arrives at a composite of all the images projected, a national image with which the majority of consumers can identify. C. People watch the commercial and listen to the sales message, but often pay little attention to what is going. D. People always pay little attention to commercials, because they are so money-oriented. E. We hum the tunes, recount the tales, and laugh at the comic situations brought to us by the advertiser. F. It was the motivation analysts who found that companies must sell emotional security first and foremost. G. Fourth, avoids exposing the sponsor to charges of unethical practices. H. Ultimately, the American dream of everlasting affluence depends for its fulfillment on the advertiser''s continued success in keeping people amused, dissatisfied with what they already have, and eager for more and more and still more of the good things. EXAMPLE：The correct answer for blank (0) is [G].

阅读理解(0) studies which have examined the business consequences of implementing family-friendly employment policies have found benefits in doing so. Others have tried to determine whether employees have a voice (31) work-life issues, and how instrumental it might be in establishing family-friendly employment policies. Employees appear (32) have a voice of some kind in larger organizations. It tends (33) be collective, and expressed through trade unions or staff associations. Smaller enterprises typically lack collective means of expression, though there can be direct communication (34) individual employees and their employers over flexible working. Some studies have reported individuals negotiating informal arrangements (35) their managers in small and medium-sized enterprises to suit their individual circumstances, but not all employees have a powerful enough voice to achieve this. Family-friendly policies appear to be more widespread and deeply embedded (36) enterprises which recognize unions, though this association does not imply that unions have a more effective voice. Various studies have confirmed the low-key role of trade unions. Consultation even with and among line managers also appears to be rather restricted, (37) the possible exception of health services, (38) there is an organisational cultural tradition of consultation. However, the major factor influencing employers (39) implement or extend family-friendly policies appears not to be collective or individual employee pressures, (40) labour-market conditions backed by minimal statutory requirements. EXAMPLE：The correct answer for blank (0) is “ SOME”.

阅读理解Cooperative cooperation. Competitive cooperation. Confused? Airline alliances have travelers scratching their heads over what''s going on in the skies. Some folks view alliances as a blessing to travelers, offering seamless travel, reduced fares and enhanced frequent-flyer benefits. Others see a conspiracy of big business, causing decreased competition, increased fares and fewer choices. Whatever your opinion, there''s no escaping airline alliances: the marketing hype is unrelenting, with each of the two mega-groupings, Oneworld and Star Alliance, promoting itself as the best choice for all travelers. And, even if you turn away from their ads, chances are they will figure in any of your travel plans. By the end of the year, Oneworld and Star Alliance will between them control more than 40% of the traffic in the sky. Some pundits predict that figure will be more like 75% in 10 years. But why, after years of often ferocious competition, have airlines decided to band together? Let''s just say the timing is mutually convenient. North American airlines, have exhausted all means of earning customer loyalty at home, have been looking for ways to reach out to foreign flyers. Asian carriers are still hurting from the region-wide economic downturn that began two years ago-just when some of the airlines were taking delivery of new aircraft. Alliances also allow carriers to cut costs and increase profits by pooling manpower resources on the ground and code-sharing—the practice of two partners selling tickets and operating only one aircraft. So alliances are terrific for airlines—but are they good for the passenger? Absolutely, say the airlines: think of the lounges, the joint FFP (frequent flyer program) benefits, the round-the-world fares, and the global service networks. Then there''s the promise of "seamless" travel: the ability to, say, travel from Singapore to Rome to New York, all on one ticket, without having to wait hours for connections or worry about your bags. Sounds Utopian? Peter Buecking, Cathay Pacific''s director of sales and marketing, thinks that seamless travel is still evolving. "It''s fair to say that these links are only in their infancy. The key to seamlessness rests in infrastructure and information sharing. We''re working on this." Henry Ma, spokesperson for Star Alliance in Hong Kong, lists some of the other benefits for consumers. "Global travelers have an easier time making connections and planning their itineraries." Ma claims alliances also assure passengers consistent service standards. Critics of alliances say the much-touted benefits to the consumer are mostly pie in the sky, that alliances are all about reducing costs for the airlines, rationalizing services and running joint marketing programs. It is believed that alliances will ultimately result in decreased flight choices and increased costs for consumers. Instead of two airlines competing and each operating a flight on the same route at 70% capacity, the allied pair will share the route and run one full flight. Since fewer seats will be available, passengers will be obliged to pay more for tickets. Those who''ve already made the elite grade in the FFP of a major airline stand to benefit the most when it joins an alliance: then they enjoy the FFP perks and advantages on any and all of the member carriers. For those who haven''t made the top grade in any FFP, alliances might be a way of simplifying the earning of frequent flyer miles. For example, I belong to United Airline''s Mileage Plus and generally fly less than 25, 000 miles a year. But I earn miles with every flight I take on Star Alliance member—All Nippon Airways and Thai Airways. If you fly less than I do, you might be smarter to stay out of the FFP game altogether. Hunt for bargains when booking flights and you might be able to save enough to take that extra trip anyway. The only real benefit infrequent flyers can draw from an alliance is an inexpensive round-the-world fare. The bottom line: for all the marketing hype, alliances aren''t all things to all people—but everybody can get some benefit out of them.

阅读理解Internalization and Globalization One of the most important considerations in the implementation of strategy is the extent to which the organization''s activities are spread across geographical regions. (0) . Merchants traveled the known world to sell products manufactured in their home country and to return with products from other countries. Initially, international business simply took the form of exporting and importing. (9). Globalization, on the other hand, is more than simply internationalization. (10). In order for a business to become global in its operations, we would usually expect a number of important characteristics to be in place. First, global organizations take advantage of the increasing trend towards a convergence of customer needs and wants across international borders. Second, global organizations compete in industries that are globalized. (11). Third, global organizations can and do locate their value-adding activities in those places in the world where the greatest competitive advantages can be made. (12). (13). The mentality of home base, ''foreign interests'' that has been so prevalent among traditional multinational companies is eroded in the culture of global businesses. (14). The development of an organization''s global strategy, therefore, will be concerned with global competences, global marketing and global configuration and coordination of its value-adding activities. A. This might mean, for example, shifting production to a low-cost region or moving design to a country with skilled labor in the key skill cultural differences. B. In some sectors, successful competition necessitates a presence in almost every part of the world in order to effectively compete in its global market. C. Finally, global organizations are able to integrate and coordinate their international activities between countries. D. Finally, global organizations can cooperate with each other very well and can exchange their information in time. E. They have learned to effectively manage and control the various parts of the business cross national borders and despite local area. F. A large multinational company is not necessarily a global business. G. The term international describes any business that carries out some of its activities across national boundaries. H. Some businesses are entirely domestically based, others operate in many countries and yet others in almost all the regions of the world. EXAMPLE：The correct answer for blank (0) is [H].

听力题INTRODUCTION OF PRINCE NOTES Range of Products 1

听力题? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. M: I''ve only been here a few months but I feel as if I''ve fitted in quite well so far. Everyone seems to have time to talk to me when I need help, which I really appreciate. It''s just that by now, I feel I really should be getting up to speed. Only it''s a relatively new position and nobody''s really spelt out what the exact scope of the job is or what my responsibilities and priorities should be. I think my line manager needs to give me a more concrete idea of what she expects me to achieve. She''s back from holiday next week so maybe we should sit down to talk then. F: I get the feeling that we''re starting to fall a bit behind other companies. In the papers, you''ll find a bit of a gap between ourselves and the current going rate. It''s not that I''m unhappy here or anything. I really like my job—it''s an interesting job and I think it''s great that the job''s so flexible. It''s just that, at the end of the whole day''s work, nobody likes to feel undervalued, do they? And in my position, it''s not just myself I''ve got to think about. We need responsibilities outside work as well. F: It''s great to be part of a successful team. I don''t think you could wish for hard-working or more dedicated colleagues. But I just sometimes think that our efforts aren''t always rewarded. I know different managers have different styles, but everyone likes to feel appreciated, don''t they? I mean, in my last job, managers always made a point of praising us when we beat our targets. One manager even used to encourage us to clap and cheer each other. And I must admit that I do miss that at times, I find praise here is sometimes a bit limited here. It''s like there''s a "that''s what you''re paid for" type of attitude. M: I''ve got very little to complain about really. I get on with the rest of the team and that kind of thing. But there''s one thing that''s been on my mind for a while now. I just feel that, I''ve reached a stage where I''m capable of dealing with a lot more responsibility than I do at present. I just don''t feel stretched any more. I don''t feel as though I''m contributing as much as I could. It''s almost as if I''m on autopilot. Things are beginning to feel a bit stale. What I need is a bit of variety, something to get my teeth into a challenge. F: You''re probably already aware that things aren''t functioning too smoothly in Production at the moment. I don''t know what other people have said but personally I think it''s down to our procedures. There''s no formal system for putting our ideas forward and in the past suggestions have just been ignored. I think management has to accept a lot of the responsibility. What we need to do is to schedule regular meetings, which will improve the flow of information in both directions. At the moment, I get more information through the shop floor grapevine than from my line manager. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. M: I''ve only been here a few months but I feel as if I''ve fitted in quite well so far. Everyone seems to have time to talk to me when I need help, which I really appreciate. It''s just that by now, I feel I really should be getting up to speed. Only it''s a relatively new position and nobody''s really spelt out what the exact scope of the job is or what my responsibilities and priorities should be. I think my line manager needs to give me a more concrete idea of what she expects me to achieve. She''s back from holiday next week so maybe we should sit down to talk then. F: I get the feeling that we''re starting to fall a bit behind other companies. In the papers, you''ll find a bit of a gap between ourselves and the current going rate. It''s not that I''m unhappy here or anything. I really like my job—it''s an interesting job and I think it''s great that the job''s so flexible. It''s just that, at the end of the whole day''s work, nobody likes to feel undervalued, do they? And in my position, it''s not just myself I''ve got to think about. We need responsibilities outside work as well. F: It''s great to be part of a successful team. I don''t think you could wish for hard-working or more dedicated colleagues. But I just sometimes think that our efforts aren''t always rewarded. I know different managers have different styles, but everyone likes to feel appreciated, don''t they? I mean, in my last job, managers always made a point of praising us when we beat our targets. One manager even used to encourage us to clap and cheer each other. And I must admit that I do miss that at times, I find praise here is sometimes a bit limited here. It''s like there''s a "that''s what you''re paid for" type of attitude. M: I''ve got very little to complain about really. I get on with the rest of the team and that kind of thing. But there''s one thing that''s been on my mind for a while now. I just feel that, I''ve reached a stage where I''m capable of dealing with a lot more responsibility than I do at present. I just don''t feel stretched any more. I don''t feel as though I''m contributing as much as I could. It''s almost as if I''m on autopilot. Things are beginning to feel a bit stale. What I need is a bit of variety, something to get my teeth into a challenge. F: You''re probably already aware that things aren''t functioning too smoothly in Production at the moment. I don''t know what other people have said but personally I think it''s down to our procedures. There''s no formal system for putting our ideas forward and in the past suggestions have just been ignored. I think management has to accept a lot of the responsibility. What we need to do is to schedule regular meetings, which will improve the flow of information in both directions. At the moment, I get more information through the shop floor grapevine than from my line manager.

听力题? You will hear five business people discussing how to become a true leader. ? For each extract there are two tasks. For Task One, choose a relatively suitable title of each opinion from the list A—H. For Task Two, choose the speaker''s opinion towards leadership from the list A—H. ? You will hear the recording twice. ? You will hear five business people discussing how to become a true leader. ? For each extract there are two tasks. For Task One, choose a relatively suitable title of each opinion from the list A—H. For Task Two, choose the speaker''s opinion towards leadership from the list A—H. ? You will hear the recording twice. M: Passing out orders is as easy as passing out business cards. But a prudent leader also knows how to lead himself or herself not merely to provide a genuine example to others, but to become a working element of the overall machinery of your business. "It''s important that leaders have the ability to focus and motivate themselves as they motivate others," says an author and consultant who teaches executive education at the California Institute of Technology in Pasadena. F: One potential land mine of a prosperous operation is to repeat anything that proves successful. It''s hard to argue against that, but an inadvertent leader will put far too much stock in sticking with what always works. By contrast, thoughtful leadership acknowledges success but also recognizes there are always ways to do things better. M: I must admit this is a personal sore point with me. I''ve seen too many company slogans and catch phrases whose import is no deeper than the paper they''re written on. Want to be "committed to superior service"? More power to you, but a genuine leader will see that as words and little else. Instead, put some meat on those bones—establish how to quantify excellence, design a cogent plan to achieve it and set a reasonable but real timetable for its completion. F: Many business leaders yak about their complete game, but how many actually finish what they say they''re going to start? A thoughtless leader who never genuinely finishes anything loses the confidence of clients and customers. That lack of follow-through isn''t going to be lost on his or her employees, either. Instead, set goals and establish pragmatic, accountable measures to actually finish what you start. "The ability to complete things is critical, " Segil says. "Nothing''s useful unless you actually complete it. " M: Thoughtless leaders must have forearms like Popeye''s, what with all the back-slapping they do. That''s fine, but good performance requires a more substantive response. Leaders with an eye to the future hand out praise but augment it with real rewards: promotions, raises, bonuses and other tangible tokens of appreciation. That motivates your people, not only to apply themselves with enthusiasm, but to stick around your company longer than they might otherwise. ? You will hear five business people discussing how to become a true leader. ? For each extract there are two tasks. For Task One, choose a relatively suitable title of each opinion from the list A—H. For Task Two, choose the speaker''s opinion towards leadership from the list A—H. ? You will hear the recording twice. ? You will hear five business people discussing how to become a true leader. ? For each extract there are two tasks. For Task One, choose a relatively suitable title of each opinion from the list A—H. For Task Two, choose the speaker''s opinion towards leadership from the list A—H. ? You will hear the recording twice. M: Passing out orders is as easy as passing out business cards. But a prudent leader also knows how to lead himself or herself not merely to provide a genuine example to others, but to become a working element of the overall machinery of your business. "It''s important that leaders have the ability to focus and motivate themselves as they motivate others," says an author and consultant who teaches executive education at the California Institute of Technology in Pasadena. F: One potential land mine of a prosperous operation is to repeat anything that proves successful. It''s hard to argue against that, but an inadvertent leader will put far too much stock in sticking with what always works. By contrast, thoughtful leadership acknowledges success but also recognizes there are always ways to do things better. M: I must admit this is a personal sore point with me. I''ve seen too many company slogans and catch phrases whose import is no deeper than the paper they''re written on. Want to be "committed to superior service"? More power to you, but a genuine leader will see that as words and little else. Instead, put some meat on those bones—establish how to quantify excellence, design a cogent plan to achieve it and set a reasonable but real timetable for its completion. F: Many business leaders yak about their complete game, but how many actually finish what they say they''re going to start? A thoughtless leader who never genuinely finishes anything loses the confidence of clients and customers. That lack of follow-through isn''t going to be lost on his or her employees, either. Instead, set goals and establish pragmatic, accountable measures to actually finish what you start. "The ability to complete things is critical, " Segil says. "Nothing''s useful unless you actually complete it. " M: Thoughtless leaders must have forearms like Popeye''s, what with all the back-slapping they do. That''s fine, but good performance requires a more substantive response. Leaders with an eye to the future hand out praise but augment it with real rewards: promotions, raises, bonuses and other tangible tokens of appreciation. That motivates your people, not only to apply themselves with enthusiasm, but to stick around your company longer than they might otherwise.