•Read the following article about career development and the questions on the opposite pag

第1题

•Read the following article about career development 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．

How to get to the top

Marketing used to be the route to the chief executive's chair，but the world has changed．Now，says Monika Hamori．professor of human resources at Instituto de Empresa in Madrid，it is finance chiefs who are most likely to get the top job，though experience in opera-tions-running parts of the companyis also essential．CFO Magazine found in 2005 that onefifth of chief ex-ecutives in America were former chief financiaI officers，almost double the share of a decade earlier．The importance of quarterly financial reporting，and closer scrutiny since the imposition of the Sarbanesoxley corporategovernance act，have put CFOs in the limelightand given them the chance to shine．

Another factor in reaching the top is whether you stay with the company you joined as a youngster．Ms．Hamori's research looked at companies in the S&P 500 and the FTSEurofirst 300．She finds that‘lifers’get to the top in 22 years in America and 24 years in Europe：‘Hoppers’who jump between four or more companies，by contrast，take at least 26 years on average to become chief executives．Insiders get promotions that reflect their potential，because their bosses have enough information to be reasonably confident about their ability．When executives switch from one company to another，however，they tend to move less far up the hierarchy，the researchers found．

The time taken to reach the top is falling．The average time from first job to chief executive fell from 28 years in 1980 to 24 in 2001．Successful executives are spending less time than they used to in each intermediate joban average of four yearsand they fill five posts on the way up．down from six．One reason for this acceleration is that company hierarchies are flatter than they used to be．Another important shift is the advent of female chief executives． 1n 2001 women accounted for 11%of bosses at leading American companies．ac-cording to the Hamori/Cappelli survey；in the early 1980s there were none．

America is usually regarded as the home of raw capitalism．with youthful managers hopping from firm to firm and pushing their way to the top．But the HamorL/Cappelli study and another by Booz & Company，a consultancy，show that Europe is a more dynamic and harsher environ-menl than America or Japan for chief executives．For a start，European chief executives are younger，with an average age of 54．compared with over 56 in America．The Hamor/Cappelli study shows that 26%of American bos-ses were lifers，compared with only 18%in Europe．

The Europeans also have a harder time once they get to the top.Booz ＆ Company's annual survey of chiefexecutive succession shows that 17.6%of European bosses moved on last year．compared with 15%of Americans and 10%of Japanese．Chief executives．the survey found，last longer in America：the average tenure over the past decade was just over nine years．But in Europe the average tenure over the same period was less than seven years．

Moreover．a whopping 37%of changes at the top in Europe were more or less firings，according to Booz，compared with only 27%in America and 12%in Japan．Booz puts this down to the more recent tightening of corporate governance in Europe,Another Booz finding is common to both sides of the Atlantic：looking back over recent years，board disputes and power struggles lie behind a third of chiefexecutive firings．In short，shareholder activism is making its presence felt，putting pressure on bosses to perform．

What is true according to the first paragraph?

A．CFOs'hard work leads to their increasing chances of promotion．

B．CFOs usually have no experience in management．

C．Marketing directors no longer have the chance to get a top position．

D．Chief executives used to be promoted mainly from the marketing department．

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第2题

&8226;Read the article below about service production and the questions on the opposite page.

&8226;For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.

The importance of satisfaction and morale

Broadly speaking, job satisfaction is the degree of enjoyment that people derive from performing their jobs. If people enjoy their work, they are relatively satisfied; if they do not enjoy their work, they are relatively dissatisfied. In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace. Morale reflects the degree to which they perceive that their needs are being met by their jobs. It is determined by a variety of factors, including job satisfaction and satisfaction with such things as pay benefits, coworkers, and promotion opportunities.

(8) Some large firms, for example, have instituted companywide programs designed specifically to address employees' needs. Employees at SAS institute, a large software development company in North Carolina, enjoy private offices, a free health clinic, two on-site day-care centers, flexible work hours with 35-hour work weeks, a company-subsidized cafeteria, and year-end bonuses and profit sharing. Managers at Hyatt Hotels report that conducting frequent surveys of employee attitudes, soliciting employee input, and -- most important -- acting on that input give their company an edge in recruiting and retaining productive workers. (9) For example, First Tennessee, a midsize regional bank, believes that work and family are so closely related that family considerations should enter into job design. Thus, it offers such benefits as on-site child care.

When workers are satisfied and morale is high, the organization benefits in many ways. Compared with dissatisfied workers, for example; satisfied employees are more committed and loyal. (10) In addition, they tend to have fewer grievances and engage in fewer negative behaviors (complaining, deliberately slowing their work pace, and so forth) than dissatisfied counterparts. Finally, satisfied workers tend not only to come to work every day but also to remain with the organization. By promoting satisfaction and morale, then, management is working to ensure more efficient operations.

Conversely, the costs of dissatisfaction and poor morale are high. Dissatisfied workers are far more likely to be absent for minor illnesses, personal reasons; or a general disinclination to go to work. (11) High levels of turnover have many negative consequences, including the disruption of production schedules, high retraining costs and decreased productivity.

(12) The results of one recent study shows that companies with the highest levels of satisfaction and morale significantly outperformed the 300 largest US companies over both 5 and 10 years. Of course, many other factors contributed to the performance of both sets of companies, but these differences nevertheless can not be ignored.

A Low morale may also result in high turnover -- the ratio of newly hired to currently employed workers.

B In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace.

C In fact, evidence suggests that job satisfaction and employee morale may directly affect a company's performance.

D Such employees are more likely to work hard and to make useful contributions to the organization.

E Managers of smaller businesses realize that the personal touch can reap big benefits in employee morale and even devotion.

F Companies can involve employee morale and job satisfaction in a variety of ways.

G In

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第3题

?Read the article below about business meetings and the questions on the opposite page.

?For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.

GETTING THE MOST OUT OF MEETINGS

One aspect of business life which many managers are unhappy with is the need to attend meetings. Research indicates that managers will spend between a third and a half of their working lives in meetings. Although most managers would agree that it is hard to think of an alternative to meetings, as a means of considering information and making collective decisions, their length and frequency can cause problems with the workload of even the best-organised executives.

Meetings work best if they take place only when necessary and not as a matter of routine. One example of this is the discussion of personal or career matters between members of staff and their line and personnel managers. Another is during the early stages of a project when the team managing it need to learn to understand and trust one another.

Once it has been decided that a meeting is necessary, decisions need to be taken about who will attend and about the location and length of the meeting. People should only be invited to attend if they are directly involved in the matters under discussion and the agenda should be distributed well in advance. An agenda is vital because it acts as a road map to keep discussion focused and within the time limit allocated. This is also the responsibility of the person chairing the meeting, who should encourage those who say little to speak and stop those who have a great deal to say from talking too much.

At the end of a well organised meeting, people will feel that the meeting has been a success and be pleased they were invited. They will know not only what decisions were made but also the reasons for these decisions. Unfortunately, at the end of a badly organised meeting those present will leave feeling that they have wasted their time and that nothing worthwhile has been achieved.

Much thought has been given over the years to ways of keeping meetings short. One man who has no intention of spending half his working life in meetings is Roland Winterson, chief executive of a large manufacturing company. He believes that meetings should be short, sharp and infrequent. 'I try to hold no more than two or three meetings a week, attended by a maximum of three people for no longer than half an hour,' he says. 'They are clearly aimed at achieving a specific objective, such as making a decision or planning a strategy, and are based on careful preparation. I draw up the agenda for every meeting and circulate it in advance; those attending are expected to study it carefully and should be prepared to both ask and answer questions. Managers are best employed carrying out tasks directly connected with their jobs not attending endless meetings. In business, time is money and spending it in needless meetings that don't achieve anything Can be very costly. Executives should follow the example of lawyers and put a cost on each hour of their time and then decide whether attending a long meeting really is the best way to spend their time.

What do most managers think about meetings?

A．Meetings take up most of their working life.

B．Meetings allow them to monitor decision-making.

C．Meetings prevent them from establishing a routine.

D．Meetings are the only way they know of achieving certain objectives.

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第4题

回答题：

·Read the article below about e·mail phone and the questions on the opposite page．

·For each question（13-18），mark one letter（A。B。C，or D）on your Answer Sheet．

Do you send and receive more phones calls or e—mails?If your answer is e—mail．or you wish it were，then a new breed of telecommunication devices called an e—mail phone or Internet phone may soon find its way into your kitchen or living room．Essentially，an e—mail phone，or e—phone for short．is the merger of telephone and computer．With most of these new screen phones，that means being able to read and reply to electronic mall directly from the phone，without starting up（or even owning）a PC．With some，it also means being able to search through the web to make vacation plans or research homework assignments though at slow speeds and on a rather small screen．And you can still make phone calls，too．

No computer experience is required to use an e-phone．Most let you sign up with Internet Service Provider（ISP），which typically charges about$20 per month．Once you’re past tllis tedious work and enter the account information into the phone，you can check your e—mail from either your computer or phone．

To assess your e—mail account from one of these phones，you typically have to select e—mail service from a menu．Phones with touch screens have an icon（图标）for that on the opening screen．For other phones，you press one of the buttons lining the bottom or sides of the display，much as with an ATM machine．The phone then calls your ISP．When the ISP picks up，the phone automatically transfers your account name and password．Once accepted，the ISP will start sending the phone your messages．By touching the item you want to read or hitting a button next to it，the message will be displayed．Once you’ve read it，you can reply to the message，move onto the next one，or，like most phones，delete the message from your account．You can check your e—mail manually，but most e-phones call also be set to check several times a day automatically．In automatic mode，the phone fla．shes to tell you mail is waiting．If you happen to be using the phone when it is scheduled to check for e—mail，the phone will automatically try again when the line is free．

One serious drawback to e—mail by phone is that it cannot receive（or send）attached files。whether they contain documents or graphics．Some phones will attempt to display simple text files as part of the message，but other types of files will appear as gibberish（乱码），or not at all．If you share the e-mail account with a PC and don’t delete the message，however，you can usually retrieve the message and file on your computer．

An e-mail phone is an improved device of telecommunication in that 查看材料

A.it can record a message in the form. of e—mails．

B.it can be used to receive and send e—mails．

C.it can be connected with computers．

D.it can be used to visit websites

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第5题

?Read the article below about how to read annual report and the questions on the opposite page.

?For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.

How to read annual reports

First, turn back to the report of the certified public accountant. This third-party auditor will tell you fight off the bat if Galaxy's report conforms with "generally accepted accounting principles". Then go to the footnotes. Check to see whether earnings are up or down. The footnotes often tell the whole story.

Then turn to the letter from the chairman, Usually addressed "to our shareholders," it's up front -- and should be in more ways than one. The chairman's tone reflects the personality, the well- being of the company. In this letter, the chairman should tell you how the company fared this year. But more important, the letter should tell you why. Keep an eye out for sentences that start with "Except for..." and "Despite the..." They're clues to problems. On the positive side, a chairman's letter should give you insights into the company's future and its stance on economic or political trends that may affect it.

Now begin digging into the numbers!

One source is the balance sheet. It is a snapshot of how the company stands at a single point in time. On the top are assets -- everything the company owns. Things that can quickly be turned into cash are current assets. On the bottom are liabilities -- everything the company owes. Current liabilities are the debts due in one year, which are paid out of current assets. The difference between current assets and current liabilities is working capital, a key figure to watch from one annual report to another. If working capital shrinks, it could mean trouble, one possibility: the company may not be able to keep dividends growing rapidly. Owners' equity is the difference between total assets and liabilities. It is the presumed dollar value of what the owners or shareholders own. You want it to grow.

The second basic source of numbers is the income statement. It shows how much money Galaxy made or lost over the year. Most people look at one figure first. It's in the income statement at the bottom: earnings per share. Watch out. It can fool you. Galaxy's management could boost earnings by selling off a plant. Or by cutting the budget for research and advertising. The number you .should look at first in the income statement is net sales. Ask yourself: are sales going up at a faster rate than the last time around？ When sales increases start to slow, the company may be in trouble. Have sales gone down because the company is selling off a losing business？ If so, profits may be soaring.

Another important thing to study is the company's debt. Turn to the balance, and divide long-term liabilities by owners' equity. That's the debt-to- equity ratio. A high ratio means the company borrows a lot of money to spark its growth. That's okay -- if sales grow too, and d there's enough cash on hand to meet the payments. A company doing well on borrowed money can earn big profits for its shareholders. But if sales fall, watch out. The whole enterprise may slowly sink. Some companies can handle high ratios; others can't.

Finally, you have to compare. Is the company's debt-to-equity ratio better or worse than it used to be？ Better or worse than the industry norms？ In company-watching, comparisons are all. They tell you if management is staying on top of things.

According to the writer, the most important element of the chairman's letter is

A．the expressions used.

B．the explanations given by the chairman.

C．the performance of the company during the year.

D．the company's future described by the chairman.

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第6题

•Read the following article about marketing and ethics and the questions on the opposite page.

•For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.

Corporate social responsibility and sustainability are ethical choices that companies make about how they do business. Current thinking indicates that, as a society, we are beginning to appreciate more fully that there must be limits to our consumption of natural resources, and that business activities must take greater account of this impact on society and economies, as well as the environment in which we live. It is well documented that the corporate sector is in a position of unparalleled dominance and that the global resources of a rising number of multinational companies dwarf many of the national economies in which they operate.

Market liberalisation and privatisation have created new global markets, and extended the role of the private sector in public services and civil infrastructure projects. As a result, businesses are now heavily involved in public policy issues throughout the world. For these reasons, businesses must be accountable - not just to shareholders but to consumers, employees and other stakeholders. This means that as corporations continue to grow in power, their responsibility grows too, increasing the number of ethical considerations they must face. Companies who ignore this development will increasingly find themselves challenged by different groups of stakeholders questioning the values and practices of businesses.

These issues present major challenges for the role of marketing, and an opportunity for a timely response for individual marketers to consider what this means in their day-to-day work. Marketing is the guardian of the brand, so a company's marketing team must be able to take account of how social and cultural changes impact on the health of the brand. How is this to be addressed by marketers? How widely does marketing engage with the company's stakeholders? A more holistic, inclusive approach across the business is required to safeguard the brand's intangible assets of trust, goodwill and long-term value to the business. Marketers may aim to establish whether they can connect with customers in a way that extends the marketer's role beyond merely communicating the offer to prospective buyers. Marketing's role could well come to be seen more broadly in terms of connecting with stakeholders not only in terms of value, but values.

In a world where intangible assets and corporate reputation are critical components of corporate success, it is inevitable that these newer approaches to marketing are becoming involved with ethics and sustainability issues. It means that marketers can enjoy new opportunities to add value to brands. There are tangible benefits to be gained in product development, innovation and competitive advantage when broader sustainability and ethical considerations are taken into account.

But if marketing is about selling more and sustainability is about consuming fewer resources and producing less pollution, how on earth are marketers supposed to pursue both goals at the same time? Perhaps it's easy to overestimate the depth and scale of the opposition between these goals - and to underestimate the degree to which marketers can align traditional corporate objectives with those of ethics and sustainability. Marketing's core role is to align what the business produces to what the market wants - the route to increased sales.

It all means that the firm must invest money, people and resources only in the things that add value for customers. It requires the business not to waste any effort, money or resources doing things that don't add value for users. Responsible marketing, in other words, is actually all about helping business avoid and eliminate waste, as well as conti

A．a decrease in the size of certain economies

B．a growth in knowledge of how resources affect economies

C．a decrease in the resources available to companies

D．a growth in the number of choices available to companies

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第7题

?Read the following article about recruitment in the UK and the questions on the opposite page.

?For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.

graduate recruitment has a growing role. But companies need to know whether their recruitment staff who interview candidates for jobs really know what they're doing.

Carl Gilleard, chief executive of the Association of Graduate Recruiters (AGR), acknowledges that in a perfect world, the people who recruit graduates would have been in the role for some time building up workplace knowledge. He says the reality is that the high turnover of graduate recruitment managers in most blue chips means there is little continuity in how companies operate. 'There's the difficulty in maintaining important contact with university careers departments, for example,' he explains. 'You need a depth of understanding to appreciate where the company is coming from and how it's progressing.'

We can identify two specialisms within the recruiter's role. Those that work on the recruitment and selection side need traditional human resources (HR) skills such as good interviewing technique, observation, common sense, objectivity, patience and listening skills. But increasingly there are those who take a strategic view and look more widely at how their company is represented in the marketplace. It's a clear advantage if you can identify with your target audience.

Many young members of middle management are seconded into HR for a year because their firms feel they can identify with job-seeking graduates. Yet in an industry that has been revolutionised by the internet, privatised career services and rocketing numbers in higher education, it is questionable how relevant these managers' experiences are. Some high-fliers see a secondment to HR as a sideways move; a firm's HR function might not carry the same kudos as, say, the finance department, although obviously the recruitment and retention of staff is of crucial importance.

Georgia de Saram, specialising in graduate recruitment at a law firm, is one of a new breed of young dynamic recruiters who see HR as their vocation rather than a transitory career move. 'I was attracted to the profession because I enjoy working with people and it's an obvious follow-on from my anthropology degree,' she says. 'In this capacity, you get to know people and they know you even though they might not know other people in the firm.' As a recruiter, she sees herself as the interface between graduates and the firm that's looking to attract them？ It's such a tug of war between law firms for the best trainees - often they'll turn you down in favour of an offer they've received from elsewhere. You need to be good at marketing your firm, to know what interests graduates and how you can reach potential employees, whether that's through virtual law fairs or magazines.'

A recent AGR survey suggests that the sectors in which there is less turnover of graduate recruitment managers are more successful in recruiting the graduates they want. The legal sector's sophisticated understanding of the market, for example, means they manage to recruit exactly the right number of trainees despite intense competition and thousands of applications. The people recruiting seem to build up a specialism and then pass on their knowledge and expertise to those new to the graduate recruitment sector.

Jackie Alexander, an HR partner at PricewaterhouseCoopers, feels that HR professionals are finally reaching board level and receiving the sort of acknowledgement they deserve. 'They are judged by the value they add to the business,' she says, 'and, as a professional services firm, the right people are our biggest asset.' As Georgia de Saram points out: 'From our company's point of v. iew, if I can't establish a rapport with a candidate

A．detailed knowledge of their sector.

B．appropriate academic qualifications.

C．understanding of graduates' expectations.

D．experience of the companies they work for.

点击查看答案

第8题

•Read the following article about recruitment in the UK and the questions on the opposite page.

•For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.

graduate recruitment has a growing role. But companies need to know whether their recruitment staff who interview candidates for jobs really know what they're doing.

Carl Gilleard, chief executive of the Association of Graduate Recruiters (AGR), acknowledges that in a perfect world, the people who recruit graduates would have been in the role for some time building up workplace knowledge. He says the reality is that the high turnover of graduate recruitment managers in most blue chips means there is little continuity in how companies operate. 'There's the difficulty in maintaining important contact with university careers departments, for example,' he explains. 'You need a depth of understanding to appreciate where the company is coming from and how it's progressing.'

We can identify two specialisms within the recruiter's role. Those that work on the recruitment and selection side need traditional human resources (HR) skills such as good interviewing technique, observation, common sense, objectivity, patience and listening skills. But increasingly there are those who take a strategic view and look more widely at how their company is represented in the marketplace. It's a clear advantage if you can identify with your target audience.

Many young members of middle management are seconded into HR for a year because their firms feel they can identify with job-seeking graduates. Yet in an industry that has been revolutionised by the internet, privatised career services and rocketing numbers in higher education, it is questionable how relevant these managers' experiences are. Some high-fliers see a secondment to HR as a sideways move; a firm's HR function might not carry the same kudos as, say, the finance department, although obviously the recruitment and retention of staff is of crucial importance.

Georgia de Saram, specialising in graduate recruitment at a law firm, is one of a new breed of young dynamic recruiters who see HR as their vocation rather than a transitory career move. 'I was attracted to the profession because I enjoy working with people and it's an obvious follow-on from my anthropology degree,' she says. 'In this capacity, you get to know people and they know you even though they might not know other people in the firm.' As a recruiter, she sees herself as the interface between graduates and the firm that's looking to attract them? It's such a tug of war between law firms for the best trainees - often they'll turn you down in favour of an offer they've received from elsewhere. You need to be good at marketing your firm, to know what interests graduates and how you can reach potential employees, whether that's through virtual law fairs or magazines.'

A recent AGR survey suggests that the sectors in which there is less turnover of graduate recruitment managers are more successful in recruiting the graduates they want. The legal sector's sophisticated understanding of the market, for example, means they manage to recruit exactly the right number of trainees despite intense competition and thousands of applications. The people recruiting seem to build up a specialism and then pass on their knowledge and expertise to those new to the graduate recruitment sector.

Jackie Alexander, an HR partner at PricewaterhouseCoopers, feels that HR professionals are finally reaching board level and receiving the sort of acknowledgement they deserve. 'They are judged by the value they add to the business,' she says, 'and, as a professional services firm, the right people are our biggest asset.' As Georgia de Saram points out: 'From our company's point of v. iew, if I can't establish a rapport with a candidate

A．detailed knowledge of their sector.

B．appropriate academic qualifications.

C．understanding of graduates' expectations.

D．experience of the companies they work for.

点击查看答案

第9题

回答下列各题： ·Read the article below about e·mail phone and the questions on the opposite page． ·For each question(13-18)，mark one letter(A。B。C，or D)on your Answer Sheet． Do you send and receive more phones calls or e—mails?If your answer is e—mail．or you wish it were，then a new breed of telecommunication devices called an e—mail phone or Internet phone may soon find its way into your kitchen or living room．Essentially，an e—mail phone，or e—phone for short．is the merger of telephone and computer．With most of these new screen phones，that means being able to read and reply to electronic mall directly from the phone，without starting up(or even owning)a PC．With some，it also means being able to search through the web to make vacation plans or research homework assignments though at slow speeds and on a rather small screen．And you can still make phone calls，too． No computer experience is required to use an e-phone．Most let you sign up with Internet Service Provider(ISP)，which typically charges about$20 per month．Once you’re past tllis tedious work and enter the account information into the phone，you can check your e—mail from either your computer or phone． To assess your e—mail account from one of these phones，you typically have to select e—mail service from a menu．Phones with touch screens have an icon(图标)for that on the opening screen．For other phones，you press one of the buttons lining the bottom or sides of the display，much as with an ATM machine．The phone then calls your ISP．When the ISP picks up，the phone automatically transfers your account name and password．Once accepted，the ISP will start sending the phone your messages．By touching the item you want to read or hitting a button next to it，the message will be displayed．Once you’ve read it，you can reply to the message，move onto the next one，or，like most phones，delete the message from your account．You can check your e—mail manually，but most e-phones call also be set to check several times a day automatically．In automatic mode，the phone fla．shes to tell you mail is waiting．If you happen to be using the phone when it is scheduled to check for e—mail，the phone will automatically try again when the line is free． One serious drawback to e—mail by phone is that it cannot receive(or send)attached files。whether they contain documents or graphics．Some phones will attempt to display simple text files as part of the message，but other types of files will appear as gibberish(乱码)，or not at all．If you share the e-mail account with a PC and don’t delete the message，however，you can usually retrieve the message and file on your computer． An e-mail phone is an improved device of telecommunication in that

A.it can record a message in the form. of e—mails．

B.it can be used to receive and send e—mails．

C.it can be connected with computers．

D.it can be used to visit websites

点击查看答案

第10题

Questions

·Read the article below about service production and the questions on the opposite

page．

·For each question（13-18），mark one letter（A。B，C，or D）on your Answer Sheet．

What is the writer‘s opinion about service retailing? 查看材料

A.Services are ordered by the customer.

B.Service retailing is separated from goods retailing.

C.The retailer produces and sells services.

D.The retailer manufactures products as well.

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