填空题A Villa On Saba: Villa + Small Hotel On Saba Sell Price: Starting at $ 750,000 Location: Zion's Hill Saba Netherlands Antilles Villa + Cottage (bedroom with private bath, living room, fully equipped kitchen, patio) $ 800K; Hotel/Restaurant, 5 bedrooms with private bath, roof-top pool, lounge, wine cellar, state of the art kitchen, 18 seats restaurant $ 750; Hotel + Cottage $ 800; All three buildings $1.4 million; Financing available to qualified buyers. B Holiday Inn (Golden Mile): Executive Luncheon at the Baron's Table from 12 noon-2:30 p.m. Monday to Saturday at $138. The Cafe Vienna features daily lunch and dinner buffet from 12 noon-2:30 p.m. and 6 p.m.-9:30 p.m. at $93 ($70 children) and $173 ($113 children). C Island Shangri-La: Contemporary music and Rhythm and Blues by the Music Lights at the Cyrano, 5p.m.-1:30 a.m. Sunday to Thursday; 5pm-2:30a. m. (Friday, Saturday), entertainment begins at 9 p.m. except Sundays. Contemporary music by lounge pianist Renato Sulit, Monday to Saturday, and Ernesto Vioya (Sunday) from 5 p.m. Monday to Saturday, and 3 p.m. Sunday. Singer Joyce San Mateo accompanied by Samson de Guzman on the keyboard performs popular tunes at the Lobster Bar from 7 p.m. Monday to Saturday. D Excelsior: Jazz band Bambi and Nothing Heavy plays every night at the Dickens Bar. Jazz sessions by Tony Carpio every Sunday from 3 pm-6 pm. Located on the lower ground floor. Open daily from 11 am-2 am. Stylist Band performs at the talk of the Town from 9 pm-12.45 pm or I am from Sunday to Thursday, and from 9 pm-2 am on Friday, Saturday and pre-public holidays. E Eaton Hotel: The Coffee Shop ＆ Lobby Lounge features Japanese dinner buffet at $178 per person for Monday to Thursday and $188 for Fridays, weekends and public holidays. Astor Cafe serves American and Chinese breakfast set priced at $ 50 daily from 7am-12 noon.Tea buffet priced at $ 50 per person from 3pm-5pm every Saturday, Sunday and public holiday. Yat Tung Restaurant offers all-you-can-eat dinner spectacular featuring clams, snails and Peking duck at $ 60 per person from every Sunday to Thursday.

填空题Good stress 1．Good stress enables high performers to______ 2．People have a period of ______each day. Bad stress Causes of bad stress include: 3．too few______ 4．too many______ 5．too much______ 6．not having proper______ Recent survey results 7．more complaints about amount of______ 8．fewer complaints about lack of______ 9．small organisations have higher______ 10．large organisations have difficulties with______ Before going on holiday 11．E-mail information about ______to colleagues. 12．Talk about ______to a line manager.

填空题development of central planning systems. The (people's) government, not from the market,

填空题{{B}}PART TWO{{/B}}{{B}} ·Read the following text. ·Choose the best sentence from A--H to fill in each of the gaps. ·For each gap 9--14, mark one letter A--H. ·Do not use any letter more than once.{{/B}} Reebok executives do not like to hear their stylish athletic shoes called footwear for yuppies. They contend that Reebok shoes appeal to diverse market segments, especially now that the company offers basketball and children's shoes for the under-18 set and walking shoes for older customers not interested in aerobics or running. The executives also point out that through recent acquisitions they have added hiking boots, dress and casual shoes, and high-performance athletic footwear to their product lines, all of {{U}}(9) {{/U}} Still, despite its emphasis on new markets, Reebok plans few changes in the up market retailing network that helped push sales to ＄1 billion annually, {{U}}(10) {{/U}}. Reebok shoes, which are priced from ＄ 27 to ＄85, will continue to be sold only in better specialty, sporting goods, and department stores, in accordance with the company's view that {{U}}(11) {{/U}}. In the past few years, the Massachusetts-based company has imposed limits on the number of its distributors and the number of shoes supplied to stores, partly out of necessity. At times the unexpected demand for Reebok's exceeded supply, {{U}}(12) {{/U}}. These fulfillment problems seem to be under control now, but the company is still selective about its distributors. At present, {{U}}(13) {{/U}}. Reebok has already anticipated that walking shoes will be the next fitness-related craze, replacing aerobics shoes the same way its brightly colored, soft leather exercise footwear replaced conventional running shoes. Through product diversification and careful market research, {{U}}(14) {{/U}}, when Nike misjudged the strength of the aerobics shoe craze and was forced to unload huge inventories of running shoes through discount stores.A. and the company could barely keep up with orders from the dealers it already hadB. which should attract new and varied groups of customersC. consumers judge the quality of the brand by the quality of its distributionD. ahead of all other sports shoe marketersE. Reebok hopes to avoid the distribution problems Nike came across several years agoF. Reebok shoes are available in about five thousand retail stores in the United StatesG. which is not popular with teenagers any moreH. Nike thinks that they have made a wrong decision

填空题· Read the article below about technical writers.· For each question 31-40 write one word in CAPITAL LETTERS on your Answer Sheet. {{B}} Technical writers{{/B}}Twenty years ago, there were only a few technical writers and they were employed to write complicated specifications for computer programmers or aeronautical engineers. These days{{U}} (31) {{/U}}is a rapidly expanding profession and technical writers are in great demand. They are now involved{{U}} (32) {{/U}}producing all kinds of documentation, from the user guides that come with word processing packages{{U}} (33) {{/U}}sophisticated online tutorials. Surprisingly, it is not always necessary to have{{U}} (34) {{/U}}strong technical background in order to become a technical writer. However{{U}} (35) {{/U}}are certain skills which every technical writer must possess.Firstly, it is very important to be able to write well. This means{{U}} (36) {{/U}}only knowing the basics of spelling, grammar and punctuation, but also having the ability to condense and organise complicated information to{{U}} (37) {{/U}}it simple to understand. A good writer must also be able to cope with meeting tight deadlines.As far{{U}} (38) {{/U}}career prospects are concerned, after gaining valuable experience, many technical writers have the opportunity of taking on management roles. They may then{{U}} (39) {{/U}}responsible for the work of other writers within a particular company, or they may prefer to become contractors. This means selling their services through an agency employing many freelance technical writers{{U}} (40) {{/U}}services are charged to companies at an hourly rate.

填空题for young people to learn from one another's performance and develop

填空题If we had known they were going out of business, we would not have given them credit. Had we ______

填空题The Chairman's Introduction1. The meeting was supposed to take place in the ............2. The second point on the agenda concerns the ..............of programmes.3. Fewer people have been watching ...............4. More people have been watching ...............5. They may need to produce a new programme which will last for ..................The Video6. The chairman shows a video of a programme called ...........7. Business people were not expecting a rise in ................8. Derek Hallam is President of the ..................Association.9. Derek Hallam is concerned about the damage to exports caused by a strong ...............10. There is to be a ..................between AKC and TBN.11 The price of shares in the chemical companies has risen by ................. A Criticism12. The Institute of Managers has complained about ................TV interviewing styles.

填空题{{B}}PART THREE{{/B}}{{B}} ·Read the following text. ·Each question has four suggested answers or ways of finishing the sentence, A, B, C and D. ·Mark one letter A, B, C or D for the answer you choose.{{/B}} Five advertisements for postgraduate business courses held at five different institutions:{{B}}A. UNIVERSITY OF PORTCHESTER--MASTERS IN BUSINESS ADMINISTRATION{{/B}}Why choose Portchester? Last year we received the prestigious King's Award for excellence in Business. We have a tradition of academic excellence, with 30 years of MBA experience with a 70-year-old business school and a 200-year-old university. We offer a two-semester MBA program with the emphasis on economic analysis and rigorous thinking. Each year, 110 students from all over the world are carefully selected to do the course. We also offer a 6-week pre-MBA program for students without previous in-depth business experience.{{B}}B. THE EXTON BUSINESS SCHOOL---MASTERS IN BUSINESS ADMINISTRATION{{/B}}The Exton Business School MBA, taught by experts in the field, enjoys international recognition. This program attracts high flyers from 55 countries, who contribute to the culture of excellence. This is the MBA which gets results, and it will be your passport to success in the global business community. The program lasts 21 months, starting each October. We will shortly be giving a series of presentations on our program in different cities around the world. For further details on these, please contact Janet Fairclough on the number below.{{B}}C. UNIVERSITY of NEWHAVEN--MBA{{/B}}Let the University of Newhaven prepare you to meet the challenges of the global marketplace. In 23 months you will gain a Master of Business Administration degree and a Certificate in International Business. This MBA gives students the opportunity to spend 6 weeks on a placement with an international company, as well as on-going language training in the major world languages. The University of Newhaven offers a limited number of scholarships to home and international students. We also offer an Advanced Management Program for senior executives who want to strengthen their ability to meet the challenges of intensified global competition and improve their organization's results.{{B}}D. THE CONNAUGHT INSTITUTE--ADVANCED INDUSTRIAL MARKETING STRATEGY{{/B}}Keep up to date with the latest concepts in business-to-business marketing with our Advanced Industrial marketing Strategy, and gain the skills you need to outperform the competition. We are the acknowledged leaders in the field of Industrial Marketing Strategy. The acclaimed approach developed by our MBA department includes the leading edge ECONOMIX technique adopted by top business schools around the world. At the Connaught Institute you will discover the value and application of the concepts that underpin successful marketing strategies. The program will also identify the dynamics of customer-supplier relationships, how to structure profitable appliances, and how to motivate staff.{{B}}E. CATISFIELD SCHOOL OF MANAGEMENT-- MASTER OF SCIENCE IN INTERNATIONAL BUSINESS{{/B}}This is an invitation to join one of Europe's leading business schools in an MSc program for people who wish to pursue a career in international management. This intensive, challenging, two-year program will provide you with a thorough grounding in the central theories and research traditions of international business, with the emphasis on international marketing. This mink-stretching experience prepares students for the challenges they will face in the world of business today. Other specifications available include marketing, strategy, and financial economics. Exchange programs with other prestigious universities in the field are also offered.

填空题lift

填空题call doesn't make it any less true. Like the subtle movement of the hands of a clock going, brand neglect happens slowly, almost imperceptibly, which makes it even more sinister.

填空题Route to big delivery savings There are few areas left within the world's largest businesses where one close look can deliver instant savings of 1 per cent of sales. For Rhodia, the chemicals arm of French conglomerate Rh6ne-Poulenc, scrutiny of the company's transport costs in the UK led to just such savings. Management consultants A.T. Kearney were commissioned to review the company's operations. They scoured order books, invoices and transport logs at the company's fourteen UK sites. some transport they could not account for at all Surprising as it may seem, there were simply no records. A.T. Kearney's initial survey found that transport accounted for 10 per cent of the company's traceable spending in the UK, and that during a 12-month period, 235 different hauliers had moved products for the company. The company were also running a 30-strong fleet of their own. (9) In a more positive light, though, they meant that the opportunity to improve was huge. Transport buying was being dictated by the backgrounds of the buyers, rather than rational criteria. (10) Instead, they were typically former drivers or site workers who bought transport from a network of contacts built up over many years. Even where buyers were seeking tile cheapest transport, their task was complicated by numerous different tariffs for different measures. For A.T. Kearney, the solution lay in a comprehensive, standardised tendering process. During the following weeks, all the company's existing suppliers, Rhodia's own fleet, and others were invited to tender for business. (11) Modelling of these responses began: what if this part of the business was given to X, and this part to Y - what does it do to costs? Rhodia then went back to the most promising applicants and offered them deals for packages of business. (12) In this way the company ensured that they got the best possible arrangement. Inevitably, this process favoured large suppliers. (13) For example, a driver with his own lorry, who had been transporting goods for the company for years, submitted a tender. A sub- contracting arrangement was made for him with one of the final suppliers. Today, Rhodia have five main hauliers, who account for 90 per cent of the company's transport spending. All rates are standardised: the whole system is a very simple one. But perhaps the most extraordinary outcome from this monumental number-crunching exercise was the bottom line impact. (14) The new set-up has delivered savings of more than 25 per cent. And the company is confident of achieving even more savings.A Before the review, transport was eating up 3 per cent of the company's UK sales revenue.B Nevertheless, the situation was not helped by the fragmented nature of the haulage industry.C More than 60 did so, and their quotes were then analysed.D Among the terms they included in these contracts were requirements for improvements in costs, flexibility and reliability.E None had come into logistics as part of a management career.F But hauliers at the other end of the scale were not automatically' excluded.G These results horrified the company, as they were far worse than had been anticipated.H Some transport they could not account for at all.

填空题{{B}}PART ONE{{/B}}·Look at the statements below and the profiles of five executives on the opposite page.·Which executive (A, B, C, D or E ) does each statement 1-8 refer to?·For each statement 1-8, mark one letter (A, B, C, D or E ) on your Answer Sheet.·You will need to use some of these letters more than once. A {{B}}Steve Cakebread{{/B}}When Salesforce. com, the online customer-relations management company went shopping for a CFO last year, it was ramping up to take on the big boys. It found an experienced hand. Steve Cakebread spent 18 years at HP, running divisions around the world; moved to Silicon Graphics as VP for finance, worldwide sales and distribution; and then joined Autodesk as CFO. He says a long resume has real value: "It's all too easy for a new company not to bring in enough experience."B {{B}}Mark Angelino{{/B}}Drawing on his 22 years of sales experience at IBM, Mark Angelino picked a few sectors he wanted to own -- transportation, financial services, manufacturing, and health care —and found sales managers with deep expertise in those industries. Angelino changed the compensation system to reward employees who developed longer-term and more profitable customer relationships. In less than two years, he added ＄1.1 billion in new revenues and almost 2 million new customers, and built Nextel's sales force into the most successful in the telecom industry.C {{B}}Adam Bosworth{{/B}}Bosworth's wisdom accounted for his extraordinary success at Microsoft, where he helped lead the development of Internet Explorer and pioneered XML, the standard language at the heart of Web services and the potential universal translator of data between incompatible systems. "I would like to say that Web services was a great engineering achievement, but it was always about keeping it simple, stupid," he says. "The big challenge was getting people aligned with it." At BEA, he has stoutly defended the technological lead of the company's franchise product, the WebLogic application server, against a concerted assault by IBM's WebSpere.D {{B}}Jeff Kay{{/B}}When he was only 34, Jeff Kay was tapped to run the National Institute of Standards and Technology, the government's biggest civilian R&D program. With an annual budget of nearly ＄1 billion, he bet on promising new technologies like digital video and advanced composites. Now deeply involved in a ＄1 billion venture capital fund, Kay skips from R&D conferences to university research labs to hot startups in pursuit of smart people and their best ideas. Jeff Kay believes that, for an R&D manager "it's critical to get outside your own four walls."E {{B}}Angel Mendez{{/B}}When Mendez arrived at Palm, material costs were rising, margins were shrinking, and the company was smothered by pres of excess inventory. Though he wasn't the first in the tech field to do so, he consolidated nearly all fabrication in China. By tapping suppliers there, Palm was able to cut costs by almost 30 percent. "I have a job where I manage 75 percent of the company's costs," he says. "You literally live and die by your results" Mendez might just live: Palm's gross margins have risen to 31.3% from 29.2% last year.

填空题POS

填空题{{B}}Protecting the corporate memory{{/B}}{{I}} Many companies risk losing expertise through job cuts. But by analysing how staff interact, they may be able to minimise the damage. {{/I}} Many staff have knowledge which is essential to their company. So what can businesses do to avoid losing that expertise when staff leave, and to dissuade employees from keeping their knowledge to themselves in the face of possible job cuts? First, they need to recognise the problem. A downturn in the economy exposes many companies' lack of commitment to understanding and using their people's knowledge. When companies feel they're in a crisis, it is one of the things that goes by the board. Unless, that is, they've made it a routine or suffered because of losing knowledge in the past. Next, any attempt to stop knowledge walking out of the door must be handled sensitively. {{U}} {{U}} 1 {{/U}} {{/U}}Employees would be extremely cynical and see it as an attempt to extract their unique knowledge, which they believe gives them job security. Strong incentives are needed to coax people into divulging their expertise when being dismissed. {{U}} {{U}} 2 {{/U}} {{/U}}At first sight, this might seem excessive, but the disadvantages should be weighed against the benefits. Of course, not all knowledge can be captured by the organisation and turned into a process. {{U}} {{U}} 3 {{/U}} {{/U}}To find out who these 'knowledge hotspots' are, companies need to question their staff and analyse their social networks. Companies shouldn't ask employees what they know, but who they would ask if they wanted to know about different subjects. {{U}} {{U}} 4 {{/U}} {{/U}}And, more importantly, the process reveals the others who always know somebody who knows. The latter can be high on the list for redundancy because managers are unsure what they do, or because they appear to be weak performers. {{U}} {{U}} 5 {{/U}} {{/U}}People like this are often not ambitious but they can hold a company together. The most valuable knowledge is often not possessed by the people who seem to be star performers. If those at the centre of knowledge networks come to be seen as the most valuable people, those who keep their knowledge to themselves will look vulnerable when downsizing is deemed necessary. {{U}} {{U}} 6 {{/U}} {{/U}}In such companies, the incentive to share knowledge should be even greater when jobs are under threat. For some companies, it may be too late to salvage important knowledge. Building a culture where knowledge is understood, valued and shared can take a long time. Now may be the time to prepare for the next downturn. A. Organisations that reward people for sharing knowledge will know who falls into each of these two opposing categories.B. This approach enables them to identify those with a limited number of network relationships.C. Launching a knowledge-sharing initiative at a time when people are expecting redundancies would not be a good idea.D. This provides evidence of the risk that such a policy will meet resistance. Because of the difficulty of achieving this, it is far better not to lose the valuable sources of knowledge at all. But a 'knowledge mapping' exercise might reveal that they play a critical role as mentors to the rest of the team.G. The price may be an increase in their redundancy package, provision of career counselling, or an agreement to hire them back as consultants.H. When companies feel they're in a crisis, it is one of the things that goes by the board.

填空题Write clearly to prevent problems laterBusiness communication has never been quicker. Faxes, emails and text messages can be written and sent almost as soon as the thought has occurred to the writer. Yet messages sent with too (31) consideration can cause serious problems, (32) as damage to budgets or business relationships. They can also lead to long and expensive disputes. Because many contractual relationships between organisations are based on a series of communications, (33) a single detailed agreement, those communications must be prepared carefully to ensure they are clear and unambiguous. Problems can be avoided if a (34) basic rules are followed. The favoured style in English, these days, is that communications should be accurate, brief and clear. Everyone they are devised (35) should be able to understand them easily, and (36) should anyone who may have to deal with them at a later stage. Use plain language without unnecessary words, and write positively (37) a negative is necessary. Avoiding ambiguity is surprisingly difficult. For instance, 'Priority should be given to on-time delivery' does not specify (38) party has the relevant obligation, but 'Company X must deliver on time' is unambiguous. Make sure the subject and purpose of the document are apparent, and that the communication follows a logical structure. Short sentences, with one idea per sentence, are easier to understand and considerably (39) prone to ambiguity. Tips like these may seem like common sense, but if they were more widely observed, (40) 'would be far fewer disputes. Clear business communication can really pay off.

填空题ThecomputersessionhasbeenmovedtoRoom110andthe...........................................................willnowbeheldinRoom201.

填空题TASK ONE--THE JOB BEING APPLIED FOR·For questions 13-17, match the extracts with the types of job, listed A-H.·For each extract, decide what job is being applied for.·Write one letter (A-H) next to the number of the extract.A production supervisorB human resources managerC accounting managerD financial analystE secretaryF computer engineerG special events coordinatorH marketing managerTASK ONE--THE JOB BEING APPLIED FOR·For questions 13-17, match the extracts with the types of job, listed A-H.·For each extract, decide what job is being applied for.·Write one letter (A-H) next to the number of the extract.A production supervisorB human resources managerC accounting managerD financial analystE secretaryF computer engineerG special events coordinatorH marketing manager

填空题{{B}}CAREER WORKSHOPS{{/B}}{{B}}November 7th:{{/B}}1. Title of workshop ...................................................2. Most suitable for ....................................................3. Seminar on ........................................................4. Location of workshop ................................................{{B}}November 14th:{{/B}}5. Title of workshop ...................................................6. Organised by company called .........................................7. Applications from ................................. should be sent now.8. Participants will receive their ..........................................{{B}}November 23rd:{{/B}}9. Event organised by ..................................................10. Name of exhibition ..................................................11. Organisers famous for ...............................................12. Information available on suitable .......................................