【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．tElling
B．issuing
C．Committing
D、grAnting
· 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．tElling
B．issuing
C．Committing
D、grAnting
【单选题】 The phrase "live up to" in Line 4, Paragraph 2 can be replaced by ______.
A．survive
B．complement
C．agree with
D．carry on
A．survive
B．complement
C．agree with
D．carry on
【单选题】
A．aim
B．purpose
C．motion
D．motivation
A．aim
B．purpose
C．motion
D．motivation
【单选题】 You need to know how to work with computers.
A．right
B．wrong
C．Doesn't say
A．right
B．wrong
C．Doesn't say
【单选题】nBA BAskEtBAll stAr yAo ming hAs ADvErtisED For
A．AlCohol
B．CigArEttEs
C．BEvErAgEs
A．AlCohol
B．CigArEttEs
C．BEvErAgEs
【单选题】In 1998, 25-year old John Stewart was found redundant. He was left with a compensation (19) of ￡5,000 and a determination to be his own (20) As a supporter of his local football club, he had often helped them by maintaining and repairing their seating. He now (21) to set up his own company and make a (22) out of his hobby.
His first (23) was to get 1,000 brochures printed, (24) the two main services which he could (25) repair and maintenance. He sent these brochures to amateur and professional football clubs, and other similar (26) such as hockey clubs.
The week after completing the mailing was the worst of his life. He had no responses at all. Then a letter arrived from Scotland inviting him to give a (27) for a pre-season check of a football club’s seating. He arrived in Scotland in three hours; by the end of the afternoon he had signed the (28) to do the work. For￡500 the club had its seating made good, and on arriving home three days later, John worked (29) that he had made a ￡250 (30)
The next four weeks were extremely busy, as club after club (31) John to work for them. He priced each job in the same way as the first, working out all the direct (32) then adding 100%. Money started to flow in and John bought a van and rented a factory unit on an industrial estate near his house.
Then in lateAugust the phones stopped (33) as the pre-season work dried up. John realised that he needed longer-term work and decided to move into the manufacture of seating for new sports stadiums and the replacement market.
A．living
B．practice
C．labour
D．task
His first (23) was to get 1,000 brochures printed, (24) the two main services which he could (25) repair and maintenance. He sent these brochures to amateur and professional football clubs, and other similar (26) such as hockey clubs.
The week after completing the mailing was the worst of his life. He had no responses at all. Then a letter arrived from Scotland inviting him to give a (27) for a pre-season check of a football club’s seating. He arrived in Scotland in three hours; by the end of the afternoon he had signed the (28) to do the work. For￡500 the club had its seating made good, and on arriving home three days later, John worked (29) that he had made a ￡250 (30)
The next four weeks were extremely busy, as club after club (31) John to work for them. He priced each job in the same way as the first, working out all the direct (32) then adding 100%. Money started to flow in and John bought a van and rented a factory unit on an industrial estate near his house.
Then in lateAugust the phones stopped (33) as the pre-season work dried up. John realised that he needed longer-term work and decided to move into the manufacture of seating for new sports stadiums and the replacement market.
A．living
B．practice
C．labour
D．task
【单选题】
A．mAkE
B．rEst
C．givE
D．gEt
A．mAkE
B．rEst
C．givE
D．gEt
【分析解答题】
【单选题】 Why do people seldom sign contracts with relatives
A．They wholly trust each other
B．Because they prefer casual relationship.
C．There are potential; dangers with contracts.
D．It is believed to hurt the feeling of relatives.
A．They wholly trust each other
B．Because they prefer casual relationship.
C．There are potential; dangers with contracts.
D．It is believed to hurt the feeling of relatives.
【单选题】Motivate your employees like Jack Welch
I just returned from speaking to hospitality executives in Oslo andAmsterdam as part of my work as a communications coach. While preparing for the presentations, I asked the organizers about the biggest challenge facing hospitality managers in their countries. The answer was exactly what I hear from their U. S. counterparts: motivating employees to offer exceptional customer service. The challenge is universal across countries and industries. Fortunately, so is the solution.
Motivation starts with employee engagement, and engagement begins with effective communication skills. In my presentation to hotel and travel executives, I quoted Jack Welch, formerCEO of GeneralElectric (GE、and currentBusiness Week columnist, who once said: ’ No company, large or small, can succeed over the long run without energized employees who believe in the mission and understand how to achieve it. ’ Three key points in this quotation hold the secret to motivating employees: ’ energized employees’, ’ believe’ and ’ understand’.
Successful companies have energetic employees. Nothing energizes employees more than public recognition and praise for their accomplishments. Praise fills emotional tanks, giving your team the fuel to perform to its peak potential. Not too long ago a friend and her husband were treated to an all-expense-paid trip to Hawaii. She was one of the select few who made ’ President’sClub’ based on her high sales. She returned from the trip and started looking for a new joB、Why Her boss had failed to recognize her accomplishment publicly—first woman to make President’sClub in the company’s 18-year history. Yes, people want to be famous—especially in front of their Peers.
Successful companies have employees who believe in the mission. Intuit’s ScottCook once told me: ’ People want more than a paycheck. They want to feel as though they are part of something bigger than themselves. ’ It’s up to you to articulate the mission and set the tone for the rest of your team.Ask yourself: ’What are we really selling ’Are you selling insurance or ’ peace of mind ’Are you selling computers or ’tools to unleash human creativity ’Are you selling coffee, or in the words of Starbucks’ Howard Schultz, ’ a third place between work and home’ Successful missions have less to do with the physical product and more to do with how that product will improve the lives of your customers.
Successful companies have employees who understand how to achieve success. TheCEO ofDominos Pizza India,Ajay Kaul, says the company’s mission must be simple enough to be understood by all 4,000 of his employees. Once it has been set, it’s up to you to communicate constantly how well the company is performing against the objective. If you’re genuine, passionate, and have a clear vision, it resonates with your employees and they will spare no efforts to accomplish the objective.
Don’t confuse employee motivation with price of admission to compete as a successful company.A、company has to meet basic expectations to motivate top talent. In the U. S. , an employee expects two weeks vacation. InEurope, an employee expects five weeks.But while expectations might differ in countries and cultures, whether or not your own business will stand apart depends on the quality of your interaction with your employees and, in turn, how they engage with your customers.
A、good way to motivate an employee is to ______.A．treat him/her to expensive holidays
B．make him/her popular and fashionable
C．recognize his/her accomplishment in public
D．offer him/her the membership of ’ President’sClub’
I just returned from speaking to hospitality executives in Oslo andAmsterdam as part of my work as a communications coach. While preparing for the presentations, I asked the organizers about the biggest challenge facing hospitality managers in their countries. The answer was exactly what I hear from their U. S. counterparts: motivating employees to offer exceptional customer service. The challenge is universal across countries and industries. Fortunately, so is the solution.
Motivation starts with employee engagement, and engagement begins with effective communication skills. In my presentation to hotel and travel executives, I quoted Jack Welch, formerCEO of GeneralElectric (GE、and currentBusiness Week columnist, who once said: ’ No company, large or small, can succeed over the long run without energized employees who believe in the mission and understand how to achieve it. ’ Three key points in this quotation hold the secret to motivating employees: ’ energized employees’, ’ believe’ and ’ understand’.
Successful companies have energetic employees. Nothing energizes employees more than public recognition and praise for their accomplishments. Praise fills emotional tanks, giving your team the fuel to perform to its peak potential. Not too long ago a friend and her husband were treated to an all-expense-paid trip to Hawaii. She was one of the select few who made ’ President’sClub’ based on her high sales. She returned from the trip and started looking for a new joB、Why Her boss had failed to recognize her accomplishment publicly—first woman to make President’sClub in the company’s 18-year history. Yes, people want to be famous—especially in front of their Peers.
Successful companies have employees who believe in the mission. Intuit’s ScottCook once told me: ’ People want more than a paycheck. They want to feel as though they are part of something bigger than themselves. ’ It’s up to you to articulate the mission and set the tone for the rest of your team.Ask yourself: ’What are we really selling ’Are you selling insurance or ’ peace of mind ’Are you selling computers or ’tools to unleash human creativity ’Are you selling coffee, or in the words of Starbucks’ Howard Schultz, ’ a third place between work and home’ Successful missions have less to do with the physical product and more to do with how that product will improve the lives of your customers.
Successful companies have employees who understand how to achieve success. TheCEO ofDominos Pizza India,Ajay Kaul, says the company’s mission must be simple enough to be understood by all 4,000 of his employees. Once it has been set, it’s up to you to communicate constantly how well the company is performing against the objective. If you’re genuine, passionate, and have a clear vision, it resonates with your employees and they will spare no efforts to accomplish the objective.
Don’t confuse employee motivation with price of admission to compete as a successful company.A、company has to meet basic expectations to motivate top talent. In the U. S. , an employee expects two weeks vacation. InEurope, an employee expects five weeks.But while expectations might differ in countries and cultures, whether or not your own business will stand apart depends on the quality of your interaction with your employees and, in turn, how they engage with your customers.
A、good way to motivate an employee is to ______.A．treat him/her to expensive holidays
B．make him/her popular and fashionable
C．recognize his/her accomplishment in public
D．offer him/her the membership of ’ President’sClub’
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