【单选题】
· rEAD thE tExt BElow ABout lEADErship.
·ChoosE thE CorrECt worD to Fill EACh gAp FromA,B,C、or
D、on thE oppositE pAgE.
· For EACh quEstion (21-30), mArk onE lEttErA,B,C、orD、on yourAnswEr shEEt.
{{B}} lEADErship{{/B}}
lEADErship is thE hEArt oF thE mAnAgEriAl proCEss, BECAusE it involvEs initiAting ACtion. othEr tErms iDEntiFying thE sAmE iDEA ArE DirECting, ExECuting, supErvising, orDEring, AnD guiDing. whAtEvEr tErm is usED, thE iDEA is to {{u}} (21) {{/u}} into EFFECt thE DECisions, plAns, AnD progrAms thAt hAvE prEviously BEEn workED {{u}} (22) {{/u}} For AChiEving thE goAls oF thE group.
lEADErship ConCErns thE ovErAll {{u}} (23) {{/u}} in whiCh A mAnAgEr inFluEnCEs thE ACtions oF suBorDinAtEs. First, it inCluDEs thE {{u}} (24) {{/u}} oF orDErs thAt ArE ClEAr, ComprEhEnsivE, AnD within thE CApABilitiEs oF suBorDinAtEs to ACComplish. sEConD, it impliEs A ContinuAl trAining ACtivity in whiCh suBorDinAtEs ArE givEn instruCtions to EnABlE thEm to {{u}} (25) {{/u}} thE pArtiCulAr AssignmEnt in thE Existing situAtion. thirD, it nECEssArily involvEs thE motivAtion oF workErs to try to {{u}} (26) {{/u}} thE ExpECtAtions oF thE mAnAgEr. Fourth, it Consists oF mAintAining DisCiplinE AnD rEwArDing thosE who {{u}} (27) {{/u}} propErly. in short, lEADing is thE FinAl ACtion oF A mAnAgEr in gEtting othErs to ACt AFtEr All prEpArAtions hAvE BEEn mADE.
thE mAnAgEr’s stylE oF DirECtion DEpEnDs upon his or hEr own pErsonAl trAits AnD thE situAtion in {{u}} (28) {{/u}} in lEADErship, morE thAn Any othEr FunCtion, thE mAnAgEr must DEtErminE An ApproACh AlonE, AFtEr survEying thE {{u}} (29) {{/u}} thAt ArE AvAilABlE. in Any EvEnt, EACh mAnAgEr will {{u}} (30) {{/u}} wEll to ACt As An inDiviDuAl, AnD not to try to ACt As othErs ACt or to proCEED ACCorDing to thE tExtBook.
A.topiC
B.quEstion
C.suBjECt
D、ArgumEnt
· rEAD thE tExt BElow ABout lEADErship.
·ChoosE thE CorrECt worD to Fill EACh gAp FromA,B,C、or
D、on thE oppositE pAgE.
· For EACh quEstion (21-30), mArk onE lEttErA,B,C、orD、on yourAnswEr shEEt.
{{B}} lEADErship{{/B}}
lEADErship is thE hEArt oF thE mAnAgEriAl proCEss, BECAusE it involvEs initiAting ACtion. othEr tErms iDEntiFying thE sAmE iDEA ArE DirECting, ExECuting, supErvising, orDEring, AnD guiDing. whAtEvEr tErm is usED, thE iDEA is to {{u}} (21) {{/u}} into EFFECt thE DECisions, plAns, AnD progrAms thAt hAvE prEviously BEEn workED {{u}} (22) {{/u}} For AChiEving thE goAls oF thE group.
lEADErship ConCErns thE ovErAll {{u}} (23) {{/u}} in whiCh A mAnAgEr inFluEnCEs thE ACtions oF suBorDinAtEs. First, it inCluDEs thE {{u}} (24) {{/u}} oF orDErs thAt ArE ClEAr, ComprEhEnsivE, AnD within thE CApABilitiEs oF suBorDinAtEs to ACComplish. sEConD, it impliEs A ContinuAl trAining ACtivity in whiCh suBorDinAtEs ArE givEn instruCtions to EnABlE thEm to {{u}} (25) {{/u}} thE pArtiCulAr AssignmEnt in thE Existing situAtion. thirD, it nECEssArily involvEs thE motivAtion oF workErs to try to {{u}} (26) {{/u}} thE ExpECtAtions oF thE mAnAgEr. Fourth, it Consists oF mAintAining DisCiplinE AnD rEwArDing thosE who {{u}} (27) {{/u}} propErly. in short, lEADing is thE FinAl ACtion oF A mAnAgEr in gEtting othErs to ACt AFtEr All prEpArAtions hAvE BEEn mADE.
thE mAnAgEr’s stylE oF DirECtion DEpEnDs upon his or hEr own pErsonAl trAits AnD thE situAtion in {{u}} (28) {{/u}} in lEADErship, morE thAn Any othEr FunCtion, thE mAnAgEr must DEtErminE An ApproACh AlonE, AFtEr survEying thE {{u}} (29) {{/u}} thAt ArE AvAilABlE. in Any EvEnt, EACh mAnAgEr will {{u}} (30) {{/u}} wEll to ACt As An inDiviDuAl, AnD not to try to ACt As othErs ACt or to proCEED ACCorDing to thE tExtBook.
A.topiC
B.quEstion
C.suBjECt
D、ArgumEnt
【单选题】 In general, for whom are alliances beneficial
A.It's beneficial for all the travelers.
B.It's beneficial for some travelers.
C.It's beneficial for those travelers who fly frequently.
D.It's beneficial for those travelers who fly infrequently.
A.It's beneficial for all the travelers.
B.It's beneficial for some travelers.
C.It's beneficial for those travelers who fly frequently.
D.It's beneficial for those travelers who fly infrequently.
【单选题】 tElECommuting is muCh lEss ExpEnsivE thAn Commuting to work EvEry DAy.
A.
B.
C.
A.
A. right |
B.
B. wrong |
C.
C. DoEsn't sAy |
【单选题】A、Recipe for Success
Not many companies can boast of having been in business for more than three and a half centuries. Yuzaburo Mogi, president andCEO of KikkomanCorp. — the world’s leading manufacturer of soy sauce — is well aware however that the company can’t rest on its laurels if it’s to successfully meet the challenge posed by its thousands of competitors globally.But Mogi — the first Japanese person to ever earn an MBA、from theColumbiaBusiness School in 1961 — loves a challenge.
He learnedAmerican management methods through his studies atColombia, as well as practical marketing know-bow thanks to his experience as a product demonstrator, serving soy sauce in supermarkets and at international trade fairs during his summer breaks from his studies atColumbia, which has been a source of inspiration for him through the years. In 1957, the company established Kikkoman International, InC、in San Francisco in order to launch full-scale sales and marketing activities in the US. Test kitchens were built and home economists were recruited to come up with recipes forAmerican-style dishes using soy sauce. The recipes were introduced in newspaper articles, on tiny recipe books attached to the necks of soy sauce bottles, and in cookbooks.
Kikkoman’s strategy of building a global company that acts locally has contributed greatly to its growth. Kikkoman hires local people to operate its plants outside Japan, and develops marketing campaigns that appeal to consumers in overseas markets. The goal is to have consumers identify Kikkoman’s products as the leading locally made products in its fielD、"We have seen our soy sauce becoming more and more a part of theAmerican lifestyle," Mogi says.As he notes, Kikkoman has captured 56% of the US market, double that of its nearest competitor, and the company has the top share of the world market.
Kikkoman is also a leader when it comes to quality. Its soy sauce is naturally brewed, unlike many of its rival products, which are chemically produceD、Kikkoman’s commitment to high quality has made it an unparalleled brand in recent decades, as consumers in the US and other countries have become more health-conscious and aware of the importance of truly natural fooD、
"That is why our soy sauce has established itself as an all-purpose seasoning, a dependable ingredient, in kitchens around the globe," Mogl says.
The company developed rapidly because
A、it was able to adapt to local marketplace.
B、its marketing strategy was global.
C、its products satisfied customers.
Not many companies can boast of having been in business for more than three and a half centuries. Yuzaburo Mogi, president andCEO of KikkomanCorp. — the world’s leading manufacturer of soy sauce — is well aware however that the company can’t rest on its laurels if it’s to successfully meet the challenge posed by its thousands of competitors globally.But Mogi — the first Japanese person to ever earn an MBA、from theColumbiaBusiness School in 1961 — loves a challenge.
He learnedAmerican management methods through his studies atColombia, as well as practical marketing know-bow thanks to his experience as a product demonstrator, serving soy sauce in supermarkets and at international trade fairs during his summer breaks from his studies atColumbia, which has been a source of inspiration for him through the years. In 1957, the company established Kikkoman International, InC、in San Francisco in order to launch full-scale sales and marketing activities in the US. Test kitchens were built and home economists were recruited to come up with recipes forAmerican-style dishes using soy sauce. The recipes were introduced in newspaper articles, on tiny recipe books attached to the necks of soy sauce bottles, and in cookbooks.
Kikkoman’s strategy of building a global company that acts locally has contributed greatly to its growth. Kikkoman hires local people to operate its plants outside Japan, and develops marketing campaigns that appeal to consumers in overseas markets. The goal is to have consumers identify Kikkoman’s products as the leading locally made products in its fielD、"We have seen our soy sauce becoming more and more a part of theAmerican lifestyle," Mogi says.As he notes, Kikkoman has captured 56% of the US market, double that of its nearest competitor, and the company has the top share of the world market.
Kikkoman is also a leader when it comes to quality. Its soy sauce is naturally brewed, unlike many of its rival products, which are chemically produceD、Kikkoman’s commitment to high quality has made it an unparalleled brand in recent decades, as consumers in the US and other countries have become more health-conscious and aware of the importance of truly natural fooD、
"That is why our soy sauce has established itself as an all-purpose seasoning, a dependable ingredient, in kitchens around the globe," Mogl says.
The company developed rapidly because
A、it was able to adapt to local marketplace.
B、its marketing strategy was global.
C、its products satisfied customers.
【单选题】 From the first two paragraphs, what can you predict about the main purpose of the study
A.The study is to expose the thought of a number of managers who were responsible for the application of organizational equality and diversity policies in the retailing industry.
B.The study is mainly about in the implementation of organizational diversity initiatives, employers need to take greater account of the tensions facing line managers.
C.Line managers regard a diversity management agenda concerned with recognizing and responding to individual differences.
D.The study is to explore through qualitative methods the understandings, perceptions of fair treatment and reported actions of a group of managers.
A.The study is to expose the thought of a number of managers who were responsible for the application of organizational equality and diversity policies in the retailing industry.
B.The study is mainly about in the implementation of organizational diversity initiatives, employers need to take greater account of the tensions facing line managers.
C.Line managers regard a diversity management agenda concerned with recognizing and responding to individual differences.
D.The study is to explore through qualitative methods the understandings, perceptions of fair treatment and reported actions of a group of managers.
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