题目内容
（请给出正确答案）
A、endocentric construction
B、exocentric construction
C、immediate constituent
D、ultimate constituent
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更多“An ________ can further be div…”相关的问题
第1题
A、Parallelism
B、Coordination
C、Subordination
D、Division
第2题
Directions: In this section, you will hear several news items. Listen to them carefully and then answer the questions that follow.
听力原文： Lawmakers from more than forty-one countries, or rather from forty countries, meet in Russia Wednesday for an inter-parliamentary conference on fighting terrorism. The St. Petersburg meeting focuses on anti-terrorist laws and preventing terrorists from raising money. The conference follows a two-day meeting in St. Petersburg of security agencies from thirty-nine countries. Officials at those talks agreed to create a permanent working group to coordinate efforts in the fight against international terrorism.
What does the inter-parliamentary conference focus on?
A．Revising anti-terrorist laws.
B．Enhancing anti-terrorist coordination.
C．Freezing assets of terrorist organizations.
D．Cutting off financial aid to terrorist activities.
第3题
The primary mission of industrial production managers is planning the production schedule within budgetary limitations and time constraints. They do this by analyzing the plant's personnel and capital resources to select the best way of meeting the production quota. Industrial production managers determine, often using mathematical formulas, which machines, will be used, whether new machines need to be purchased, whether overtime or extra shifts are necessary, and what the sequence of production will be. They monitor the production run to make sure that it stays on schedule and correct any problems that may arise.
Industrial production' managers also must monitor product standards. When quality drops below the established standard, they must determine why standards are not being maintained and how to improve the product. If the problem relates to the quality of work performed in the plant, the manager may implement better training programs, reorganize the manufacturing process, or institute employee suggestion or involvement programs. If the cause is substandard materials, the manager works with the purchasing department to improve the quality of the product's components.
Because the work of many departments is interrelated, managers work closely with heads of other departments such as sales, procurement, and logistics to plan and implement company goals, policies, and procedures. For example, the production manager works with the procurement department to ensure that plant inventories are maintained at their optimal level. This is vital to a firm's operation because maintaining the inventory of materials necessary for production ties up the firm's financial resources, yet insufficient quantities cause delays in production. A breakdown in communications between the production manager and the purchasing department can cause slowdowns and a failure to meet production schedules. Just-in- time production techniques have reduced inventory levels, making constant communication among the manager, suppliers, and purchasing departments even more important. Computers play an integral part in this coordination. They also are used to provide up-to-date information on inventory, the status of work in progress, and quality standards.
Production managers usually report to the plant manager or the vice president for manufacturing, and may act as liaison between executives and first-line supervisors. In many plants, one production manager is responsible for all aspects of production. In large plants with several operations, there are managers in charge of each operation, such as machining, assembly or finishing.
The passage is mainly about ______.
A．the procedures for industrial production
B．the ways to raise working efficiency and productivity
C．the importance of coordination in production activities
D．the role of an industrial production manager
第4题
The primary mission of industrial production managers is planning the production schedule within budgetary limitations and time constraints. They do this by analyzing the plant's personnel and capital resources to select the best way of meeting the production quota. Industrial production managers determine, often using mathematical formulas, which machines will be used, whether new machines need to be purchased, whether overtime or extra shifts are necessary, and what the sequence of production will be. They monitor the production nm to make sure that Ft stays on schedule and correct any problems that may arise.
Industrial production managers also must monitor product standards. When quality drops below the established standard, they must determine why standards are not being maintained and how to improve the product. If the problem relates to the quality of work performed in the plant, the manager may implement better training programs, reorganize the manufacturing process, or institute employee suggestion or involvement programs. If the cause is substandard materials, the manager works with the purchasing department to improve the quality of the product's components.
Because the work of many departments is interrelated, managers work closely with heads of other departments such as sales, procurement, and logistics to plan and implement company goals, policies, and procedures. For example, the production manager works with the procurement department to ensure that plant inventories are maintained at their optimal level. This is vital to a firm's operation because maintaining the inventory of materials necessary for production ties up the firm's financial resources, yet insufficient quantities cause delays in production. A breakdown in communications between the production manager and the purchasing department can cause slowdown and a failure to meet production schedules. Just-in-time production techniques have reduced inventory levels, making constant communication among the manager, suppliers, and purchasing departments even more important. Computers play an integral part in this coordination. They also are used to provide up-to-date information on inventory, the status of work in progress, and quality standards.
Production managers usually report to the plant manager or the vice president for manufacturing, and may act as liaison between executives and first-line supervisors. In many plants, one production manager is responsible for all aspects of production. In large plants with several operations-there are managers in charge of each operation, such as machining, assembly, or finishing.
The passage is mainly about ______.
A．the procedures for industrial production
B．the ways to raise working efficiency and productivity
C．the importance of coordination in production activities
D．the role of an industrial production manager
第5题
The primary mission of industrial production managers is planning the production schedule within budgetary limitations and time constraints. They do this by analyzing the plant's personnel and capital resources to select the best way of meeting the production quota. Industrial production managers determine, often using mathematical formulas, which machines will be used, whether new machines need to be purchased, whether overtime or extra shifts are necessary, and what the sequence of production will be. They monitor the production run to make sure that it stays on schedule and correct any problems that may arise.
Industrial production managers also must monitor product standards. When quality drops below the established standard, they must determine why standards are not being maintained and how to improve the product. If the problem relates to the quality of work performed in the plant, the manager may implement better training programs, reorganize the manufacturing process, or institute employee suggestion or involvement programs. If the cause is substandard materials, the manager works with the purchasing department to improve the quality of the product's components.
Because the work of many departments is interrelated, managers work closely with heads of other departments such as sales, procurement, and logistics to plan and implement company goals, policies, and procedures. For example, the production manager works with the procurement department to ensure that plant inventories are maintained at their optimal level. This is vital to a firm's operation because maintaining the inventory of materials necessary for production ties up the firm's financial resources, yet insufficient quantities cause delays in production. A breakdown in communications between the production manager and the purchasing department can cause slowdown and a failure to meet production schedules. Just-in-time production techniques have reduced inventory levels, making constant communication among the manager, suppliers, and purchasing departments even more important. Computers play an integral part in this coordination. They also are used to provide up-to-date information on inventory, the status of work in progress, and quality standards.
Production managers usually report to the plant manager or the vice president for manufacturing, and may act as liaison between executives and first line supervisors. In many plants, one production manager is responsible for all aspects of production. In large plants with several operations, there are managers in charge of each operation, such as machining, assembly, or finishing.
The passage is mainly about ______.
A．the procedures for industrial production
B．the ways to raise working efficiency and productivity
C．the importance of coordination in production activities
D．the role of an industrial production manager
第6题
Directions: Read the text, match the items (61-65) to one of the statements (A to G) given below. Mark your answers on ANSWER SHEET 1.
Read the paragraphs on the Japanese management. For Questions 61 to 65, match the number of each paragraph to one of the topics (A to E)given below:
Paragraph 1:
Japanese managers believe that change and initiative within an organization should come from those closest to the problem. So they elicit change from below. Top-level Japanese managers see their task as creating an atmosphere in which subordinates are motivated to seek better solutions.
Paragraph 2:
Japanese managers do not view themselves as having all the answers. When a subordinate brings in a proposal, the manager neither accepts nor rejects it. Rather, he tactfully, politely asks questions, makes suggestions, and provides encouragement.
Paragraph 3:
In the Japanese system , junior(middle) managers are initiators who perceive problems and formulate tentative solutions in coordination with others; they are not functional specialists who carry out their boss' s directives. Because so much emphasis is placed on coordination and integration, solutions to problems evolve more slowly, but they are known and understood by all those who have been a part of the solution generation process. Horizontal communication is stressed as essential to the coordination of problem-solving efforts.
Paragraph 4:
The Japanese are less inclined to think in terms of absolutes, that is, the solution (which is right) versus the alternatives (which are wrong). Rather, they recognize a range of alternatives, several of which might work and all of which possess advantages and disadvantages. When a group makes a decision, all members become committed to the chosen solution. From a Japanese perspective, that commitment, and the ensuing dedication toward working to make the solution successful, is probably more important than the objective quality of the decision. The Japanese have an interesting concept of consensus. Those who consent to a decision are not necessarily endorsing it. Rather, con sent means that each person is satisfied that his point of view has been fairly heard, and although he or she may not wholly agree that the decision is the best one, he or she is willing to go along with it and even support-it.
Paragraph 5:
Japanese managers have a kind of paternalistic attitude toward their employees. Traditionally, Japanese organizations have offered their workers housing, extensive recreational facilities, and life time employment. The Japanese believe that it is impossible to divorce a worker' s personal and professional lives. Good managers express concern for workers as persons with homes and families as well as for the quality of products the workers produce. Managers work alongside their subordinates, counsel them regarding their personal lives, and encourage much peer interaction.
Statements
[A] Consensus as A Way of Making Decisions
[B] Top Management as Facilitator
[C] Bottom-up Initiative
[D] Concern for Employees' Personal Well-being
[E] Middle Management as Impetus for and Shaper of Solutions
Paragraph 1
第7题
第9题
A、Optimism
B、Pessimism
C、Frustration and irritation
D、Sadness
第10题
A、rapid development, stopping period
B、rapid development, reform
C、rapid, development
D、stopping period, rapid development
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