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

单选题Business communication One of the most important features in any business is communication. Good communications are required at all stages of the business process. Businesses employ, and are owned and run by, various groups of people. Workers, directors and shareholders are three important groups closely (21) with a business. Other influential groups include customers, suppliers and the government. Communication (22) between these groups and the individuals who make up the groups. Within (23) companies internal communications occur at, and between the various levels. Directors communicate with one another concerning the company's overall strategy. They (24) managers of their plans, and the, managers then communicate with the other employees. (25) are conducted concerning pay and working conditions. Managers communicate decisions and orders and try to (26) morale and motivation through good communication. Employees (27) communicate with each other, for example over production and wages. External communication occurs when a company's directors or employees communicate with those individuals and groups who (28) with the company. Shareholders receive copies of the company's annual accounts, together with the (29) of the Chairman and Directors. Government departments require statistical and financial information from the company. An advertising agency is (30) about the company's advertising policies. Customers need to know if goods have not been dispatched and suppliers contacted if their goods have not been delivered. Reliable and effective communication is one of the key elements which leads to efficient management of a company.

单选题AccordingtoSam,whatwasthepurposeofhisvisittoBrazilandChile?

单选题· Read the article below about job satisfaction.· Choose the correct word to fill each gap from A, B, C or D on the opposite page.· For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet. {{B}} How important is job satisfaction?{{/B}} At its most basic, a job is just a collection of tasks and duties. An employee's enjoyment of his or her job will thus {{U}}(21) {{/U}} depend upon whether or not he or she is happy with the particular mix of tasks and duties {{U}}(22) {{/U}} to that position. Naturally, each and every member of staff is different - some employees want to do easy, {{U}}(23) {{/U}} tasks without any responsibilities at all, whilst others prefer challenging, varied ones and are pleased to accept any additional responsibilities offered to them. Of course, with a job there are more {{U}}(24) {{/U}} in play than this: work conditions, pay, working relations and future prospects are {{U}}(25) {{/U}} too. Nevertheless, tasks and duties are the central feature, and should therefore be considered as a separate {{U}}(26) {{/U}} in themselves. So, how important is an employee's enjoyment of his or her individual {{U}}(27) {{/U}} of tasks and duties? Most business owners and managers would {{U}}(28) {{/U}} that it is very significant indeed. If a member of staff considers his or her tasks and duties to be too easy or unchallenging or, in contrast, too diverse or irksome, then he or she will feel dissatisfied, and all the inevitable knock-on effects will {{U}}(29) {{/U}} themselves - absences, lateness, reduced work-rate and performance, conflict, low morale, or even resignations. Thus it is important that staff are well suited to their employment, that jobs are improved as far as possible and redesigned as and when necessary - all to {{U}}(30) {{/U}} that your employees enjoy what they do.

单选题Which document does a supplier usually send to a customer listing all the transactions between them during the month?

单选题 {{B}}Task Two--Summary of the news{{/B}} ·For questions 18-22, match the extracts with the summaries of the business news, listed A-H. ·For each extract, choose the summary reported. ·Write one letter (A-H) next to the number of the text. A China and Russia are going to build hi-tech parks. B The U.S, and China issued a joint statement on economic and financial issues. C The Pan-Pearl River Delta region is willing to strengthen cooperation with the U. S. tourism players. D Shanghai gets western gas that pumps through the huge West-to-East Natural Gas Pipeline. E Shanghai Volkswagen Corporation plans to out the price of its car parts aiming to have more market share in China. F China plans to build a third scientific research station on Antarctica during the 11th five-year-plan period. G China plans to regulate fireworks industry. H China strives to build the "remanufacturing' industry as one of its pillar manufacturing industries.

单选题A. Anyone involved in an international business transaction must have some knowledge not only to protect one's rights, but also to be effective and successful in international trade. Since the basic purpose of international trade is for the seller (exporter) to obtain payment for goods sold and the foreign buyer to obtain the merchandise he ordered, the payment process must satis fy both parties. Exporters want to get paid as quickly as possible, while importers usually prefer delaying payment at least until they have received the merchandise. Depending on the negotiating strength of the parties and upon the credit and business reputation of each, several different types of payment methods can be chosen. B. However, because of the distance between them, the buyer and seller in most international transactions requiring the shipment of goods will discover that it will be impossible both to have the seller paid upon shipment and to allow the buyer to delay payment until after inspection once the goods have arrived. Thus, the help of others is required to reduce the risk to both the buyer and the seller. The seller and the buyer often do not want to be involved in lawsuits as a result of misunderstanding in the sale of goods contract since such lawsuits are often expensive and may involve foreign legal proceedings with unfamiliar laws and different regulations to at least one of the parties. C. The contract for the sale of goods between two or more international businesses, thus, will involve more than just the price, quantity, and quality of goods. Many other factors must be taken into account to protect both the buyer and the seller from potential problems over such long distances involving foreign customs and rules. The seller's primary risk in an international transaction is not being paid for his goods. The buyer, in contrast, does not want to pay unless he is assured that the goods have arrived at his location, or at least been shipped. He also is concerned about whether the goods are of the quality and quantity as required in the contract between the parties; therefore, the buyer often wants to inspect the goods before paying for them. D. Some parts of an international transaction are unique and unlike a domestic transaction for the sale of goods. For example, an international transaction usually involves a geographic separation of the parties, sometimes involving organizations on different continents, therefore, requiring long-distance transportation of goods. The international transaction may involve more than one legal system and perhaps different currencies. Extra regulations may be imposed on an international transaction, such as licensing requirements on exports, customs duties or tariffs, and sometimes also quotas. Moreover, the buyer and seller may not know each other and may not wish to trust each other to comply with mutual promises in a transaction involving a lot of money. E. To avoid or minimize some of these problems, international commercial businesses and organizations, as a result of years of experience and custom, have tried to set up ways to spread the foreseeable risk to the buyer and seller through the use of specialized language of certain commercial terms (FOB, CFR, CIF, bill of lading, bill of exchange or draft, and irrevocable letter of credit) and through setting up the international transaction as a series of smaller transactions, where the risks are smaller and identifiable to each party.

单选题Marthastartedherbusinessbecause

单选题·Read the article below about the solid growth of Mexico's economy.·Choose the best word to fill each gap from A, B, C or D on the opposite page.·For each question 21-30, mark one letter (A, B, C or D ) on your Answer Sheet. After three years of sluggish or no growth, Mexico's economy is set to expand by 3% to 3.5% in 2004. The US turnaround will be {{U}}(21) {{/U}} to Mexico's outlook, since the US buys almost 88% of Mexican export.Progress can be seen in Mexico's industrial {{U}}(22) {{/U}} Production began growing again in October and is now showing its best performance in nearly four years. A 20% depreciation of the peso against the US dollar over the past two years has helped exporters' competitiveness. The economy has also {{U}}(23) {{/U}} from lower interest rates, a byproduct of the drop in inflation, which {{U}}(24) {{/U}} just 3.98% in 2003.Falling rates have bolstered consumer borrowing. While hank lending to companies has {{U}}(25) {{/U}}, consumer credit has grown some 30% in the past two to three years, and nonbank mortgage lending has also expanded significantly. Easy credit has {{U}}(26) {{/U}} retail, auto, and home sales, though unemployment is at its highest rate since 1997.The 2004 {{U}}(27) {{/U}} will come none too soon for President Vicente Fox, who took office in 2000 promising that Mexico would enjoy 7% annual growth by the end of his six-year term. But he still faces obstacles to reach that long-term goal. First, the Mexican congress has failed to {{U}}(28) {{/U}} badly needed fiscal, labor, and energy reforms. That has left the federal government with a tight budget and few resources to generate more {{U}}(29) {{/U}} growth.Second, while a limited package of energy reforms may win approval this year, more significant structural overhauls, which could add some stimulus, are unlikely. The sticking point is 11 key gubernatorial elections set for this year. Campaign rhetoric, not serious reform, will {{U}}(30) {{/U}} Mexico's agenda this year.

单选题The document that specifies credentials necessary to qualify for the job position is a ______

单选题As a manager in the service industry sector, I've looked at hundreds of CVs in my time. They are not necessarily the bland documents some bosses might think they are! They are full of little pointers towards individuals' personalities and suitability for the job. The first thing I always look at is an applicant's employment record. I check for continuity and stability. If somebody has a long list of previous jobs, all of varying length, alarm bells start ringing. Rather than an irregular route from job to job, what I hope to see is stable career progression. What does their career path look like-is it all steps forward. or are there a lot of sideways moves? And I am always pleased to find a family person with children, because in my experience they tend to be responsible and reliable. I never rely on CVs alone. We get applicants to fill in one of our own application forms. We ask why they've applied, what their aspirations and personal goals are, and also about their interests and hobbies and any clubs they belong to. That gives you a useful insight into their personality and lifestyle. The application form also enables us to test how much people have actually been progressing in their careers, because we ask for details of the salaries they have received for each job. It's always worth looking at CVs and designing application forms with great caution. Taking on employees might be rewarding, but it is also a big investment for any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring that you get the right person. In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staff turnover. You need to take on people who understand that, and will want to stay. That's why, when you've taken staff on, the next thing is getting the best out of them. My management style comes from the days when I took over my first business, an ailing road haulage firm which I was certain I could turn into a profitable company. The first thing is to treat others as you'd like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefited the company. I didn't have much experience of managing people, but above all I always tried to be fair and honest with everyone. As a result, I think the staff knew that and accepted my decisions, even if they didn't agree with them all. Also, bosses must be able to communicate. You also need to create team spirit, and build on the strength of the team. I explained my plans for the company to all the staff, and let them know what I needed from them. The lorry drivers responded brilliantly, and were the key to turning the business round. They understood that we had to develop a professional reputation, and from then on the days of poor quality deliveries were over. Lastly, I am a great believer in profit-sharing. It takes a team to make a company work, so profits should be shared by all. Job satisfaction is important, but it doesn't pay the rent. Shared profit and bonuses help to strengthen team spirit by giving everyone a common goal that they work towards together.

单选题To whom is the external auditor primarily accountable?

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