填空题The Definition of HRD At the organizational level, a successful Human Resources Development program prepares the

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填空题· As you listen, for questions 1-12, complete the notes, using up to three words or a number. Basic Information 1. HBS is a program for ______ candidate. 2. ______ skill class application is included in 2013 program. 3. The Application deadline of Round One should be before ______. 4. Final dates of Round Three will not be determined until ______. 5. On the Written Application page on our website one can see ______ now. The 2+2 Class 6. ______ is not necessary to begin reading your application. 7. ______ will be added as the Admissions outreach travel schedule is posted . 8. The numbers of candidates will be ______ in this year. Customer Management Class 9. The e-mail from MBA ______ indicates the availability of their decision. 10. ______ will be released in mid-August. 11. Application deadline essay and ______ questions will be posted next week. Global Marketing Class 12. You can register for a/an ______ slot beginning Monday, April 19th.

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填空题operators take payment in the cash, by cheque or by credit or debit card, and

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填空题The IMF launches a financiaI rescue plan for itseIf 41．generating enough income to cover up its $1 billion budget．By 2010 its deficit will 42．be about $ 400m each a year．It has enough reserves to tide it over．But ultimately it 43．needs its own financial rescue plan．That is why，on April 7th，the fund's board have 44．agreed to cut costs and boost income．A quarter of the gap will be plugged 45．by cutting costs，which including 380 jobs(or 15%of the total)．The rest will come 46．from new income sourceIt wants to sell out 12.5%of its vast gold stocks， 47．which almounts to 403.3 tonnes．Using a(conservative)price to estimate of $ 850 48．an ounce，the fund reckons such a sale would raise about $ 11 billion．In order to 49．avoid upsetting the gold market，it would be done over the several years．The fund 50 also wants to broaden its investment of strategy．At present it may invest its reserves 51 not only in government bonds．In future．it hopes to boost returns by half a percentage 52 point every year by broadening its portfolio to include Corporate bonds and shares．

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填空题A client is i______ against loss of damage when he has an insurance policy.

填空题The Development of the Shoe Industry From 1900 until 1940s, approximately 400 shoe manufacturers were operating in New England by 1985, only 10 percent remained. Despite the market pressures, Murrayhill remained profitable and had even diversified its distribution channels by establishing direct mail cataloging in the late 1970s. Murrayhill survived by producing a premium-quality product that was difficult to duplicate and that appealed to a narrow market segment willing to pay high prices for Murrayhill quality. As fashion became a more important component of men's shoe purchasing behavior and casual styles became more popular; the company broadened its product line to include several fashionable and light-weight styles that retained the famous Murrayhill quality . (9) In 1985, the men's premium shoe market was considered to include brands with a price range of $75 or higher. Murrayhill, Inc. Johnston ＆ Murphy, E. T. Wright ＆ Company, Alien Edmonds, and Florsheim were the major domestic manufacturers producing premium shoes. Measuring market share within the industry was difficult because so many of the manufacturers were private companies, like Murrayhill. (10) Alien Edmonds, headquartered in Wisconsin, relied primarily on nonproprietary retail outlets for its distribution. Its advertising was sizable, with expenditures in $1 million to $ 2 million range. (11) Alien Edmonds also operated a small direct mail catalog business, the majority of whose costs were handled by Edmonds's retail accounts. E. T. Wright ＆ Company, headquartered in Massachusetts, operated an extensive direct mail business and, like Murrayhill, relied on non-proprietary distribution. (12) Florsheim's product line covered several price points, including those in the premium market. Florsheim was, by far, the strongest competitor, with an estimated market share of 18 percent and both non-proprietary retail distribution channels. Hanover, a medium-priced shoe manufacturer, also was noted for its direct distribution system. (13) Imports accounted for a 50 percent share of the total men's shoe market. Bally, the strongest competitor, was the leading imported brand in this market before 1975 and maintained a market share of close to 25 percent at that time. By 1985, other imported brands included Baker Benjes, Cole Ham, Ferragamo, Bruno Magli, and Church's. (14) Most of the imported brands were lighter in weight and designed to appeal to more fashion-conscious consumers.A. The continued labor intensity of shoe manufacturing made the industry vulnerable to lower priced imports.B. In addition, these companies were not always in direct competition because distribution channels differed.C. Despite the market pressures, Murrayhill remained profitable and had even diversified its distribution channels by establishing direct mail cataloging in the late 1970s.D. Johnston ＆ Murrayhill, on the other hand, operated proprietary retail outlets and experimented in the mail order business for both men's and ladies' premium shoes.E. Most of this was spent promoting brand name awareness to consumers.F. The company owned over 100 proprietary retail stores, operated a successful mail order business, and produced private label footwear forJ.C. Penney ＆ Sears, Roebuck department stores.G. The imported products differed from the domestic premium brands, however.H. Nonetheless, Murrayhill faced several strong domestic competitors and unrelenting price competition from imports.

填空题workplace. At the end of the competition, the winning contestants who are

填空题A. Shopping goods aren't bought very often, are bought only after the consumer has compared their features with those of competing brands, and are found in only a few stores in one area. These goods usually have a higher unit price than convenience goods, and an individual salesperson, rather than a cashier, may be needed to sell them. Examples of shopping goods are automobiles, furniture, men's suits, ladies' wear, shoes, and major appliances.B. Specialty goods like prestige automobiles, photographic equipment, fine jewelry, and high-fashion clothing and furniture are bought by consumers after a special shopping effort. They are bought infrequently and are generally available only in exclusive outlets. They're usually high-priced, but price isn't the main consideration of a consumer buying them. A consumer is often willing to go out of the way to find a certain brand. Specialty goods prove the point that goods are often considered not just for their physical qualities but also for the economic utility, ego enhancement, status, and satisfaction they carry with them. For example, when people buy a new car, they may want it not just for basic transportation but also for recognition, status, or prestige. You've probably figured out that this classification of consumer goods is far from rigid. It may differ according to buyers' intent or wishes. As consumers' incomes and buying habits change, or as prices drop, goods shift from one classification to another. Usually they shift downward, from the specialty to the shopping, or from the shopping to the convenience goods category. Television sets became shopping goods years ago. When microwave ovens first came on the market, they were regarded by many as an expensive new toy a kind of specialty goods-for the rich. Now they're considered indispensable shopping goods by working couples and single people who buy them to save cooking time.C. Durable goods can be further classified as either consumer goods or industrial goods, each of which requires a different set of marketing strategies. Consumer goods are used by the consumer or household that buys them and come in a ready-to-use form that calls for no further industrial or commercial processing. On the basis of how much effort a consumer takes to obtain them, consumer goods can be further subdivided into (1) convenience goods, (2) shopping goods, and (3) specialty goods.D. Durable goods have physical qualities and uses that permit them to last a relatively long time, even while being used. They're designed to be used up over an extended period of time and are made of materials that will take considerable wear and tear. For example, you probably own such durable goods as a car, tape deck, cassette player, TV set, or stereo that should remain usable for several years—or at least until the warranty runs out. Houses are built to last thirty to fifty years or more. Refrigerators and mattresses both have a life expectancy of about twenty years, and quality jewelry, silverware, china, and furniture are frequently handed down from one generation to the next. The fact that a product is durable influences its whole marketing strategy. Obviously, goods like these are packaged differently, sold more personally and aggressively, and priced higher than a tube of toothpaste or a bottle of shampoo.E. Instead of being bought by the ultimate consumer, industrial goods are used by businesses to produce other goods or to provide services to consumers. These goods are usually bought by institutions such as manufacturers, utilities, government agencies, contractors, wholesalers, retailers, hospitals, and schools that use them in producing their own products or services. Buyers of these goods usually provide prospective suppliers with a description of the product or service and request that bids or price quotations be submitted. The buying decision is usually based on technical performance, cost, or expected monetary gain. There are many types of industrial goods, but the most common ones are(a) raw materials,(b) component parts,(c) installations,(d) transportation systems,(e) tools,(f) equipment,(g) materials, and(h) supplies.

填空题TASK ONE - THE PROBLEM ABOUT THE MANAGER· For questions 13 - 17, match the extracts with the problems, listed A - H.· For each extract, decide which problem about the manager the speaker describes.· Write one letter (A- H) next to the number of the extract.A not keeping up with IT developmentsB being away from the office too oftenC not praising achievementsD being obsessed with cost curlingE not understanding how long tasks takeF being poor at delegatingG not, listening to suggestionsH being neglectful of detail

填空题BUSINESS MANAGEMENT TODAY Seminar / Workshop programme MARKETING 1______ 2______ Bishop's Hall One STRATEGIC ANPLNNING Bishop's hall Two HUMAN RESOURCES 3______ TIMETABLE LOCATION 9.30-11.00 4______ Hall Coffee and biscuits 5______ 11.30-1-00 6______ Lunch 7______ 2:00-3:30 8______ Tea and biscuits 4:00-5.30 9______ 5.30-6.30 10______ NB Books and resource materials On display in 11______ TIME Centre closes 12______

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填空题JUST HOW FAR WILL YOU GO FOR YOUR JOB? These days, a great many companies require more staff to spend more time working abroad on business assignments, as a result of the trend towards economic globalization. Nearly (31) senior managers believe that it is going to be more important than ever (32) executives to be globally mobile over the next five years. Ambitious young managers are also increasingly realizing that international experience is essential if they want to get anywhere near the boardroom of a modern, successful company. But (33) is a downside to this. A majority of top managers say they are now unwilling to make the personal sacrifices involved in meeting this demand. Severe shortages (34) the supply of globally mobile executives are therefore on the cards. The solution that has now (35) , commonplace is a significant increase in the use of short-term assignments. International 'commuting' - living (36) home but traveling regularly around the world - is now the norm for many managers. A (37) companies are even known to pay for key staff to travel home once a week from workplaces in another continent Airlines have recognized the trend and are adapting their services to accommodate the demands of steadily increasing numbers of business people traveling on short-term assignments, for (38) by reducing check-in times and scheduling late flights. However, it remains to be seen (39) or not even this can make international commuting attractive to those employees (40) are already struggling to balance the competing demands of work and family life.