Stakeholders can't simply rely on market forces to ensure global corporate social responsi

The funding model may not look like what is outlined in Gonski report because______.

A．it needs to make an agreement with all key stakeholders

B．disadvantaged schools can"t get enough investment

C．the model in Gonski report is not very insightful

D．most of the suggestions can"t be included in a model

site 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

？Read the article below about flattery.

？For each question 31-40, write one word in CAPITAL LETTERS on your Answer Sheet,

Fooled by Flattery

Being swept along by their followers isn't the only form. of influence that leaders need to be wary of. Sometimes, follower influence takes the subtler and gentler form. of ingratiation. Must people learn very early in life that a good way to get people to like you (31) to show that you like them. Flattery, favors, and frequent compliments all tend to win people (32) Leaders, naturally, like those who like them and are more apt to let those they are fond of influence them.

F or their part, followers think that (33) on the boss's good side gives them some measure of job security. Indeed, a recent study indicated (34) successful ingratiators gained a 5% edge over other employees in performance evaluations. This kind of margin by (35) won't get someone ahead, but in a competitive market, it might (36) tip the scale toward one of two people up for a promotion.

Everyone loves a sincere compliment, but those who already think highly (37) themselves are most susceptible to flattery's charms. Gratuitous ingratiation can create a subtle shift in a leader's attitude toward power. Instead of viewing power as (38) to be used in the service of the organization, clients, and stakeholders, the leader treats it as a tool to further personal interests, sometimes at the expense of others in and outside the organization. (39) happens as a leader starts to truly believe his press and comes to feel more entitled (40) privileges than others.

(31)

a misguided cause is that good people do nothing." One such cause now seeks to end biomedical research because of the theory that animals have rights ruling out their use in research. Scientists need to respond forcefully to animal rights advocates, whose arguments are confusing the public and thereby threatening advances in health knowledge and care. Leaders of the animal rights, movement target biomedical research because it depends on public funding, and few people understand the process of health care research. Hearing allegations of cruelty to animals in research settings, many are perplexed that anyone would deliberately harm an animal.

For example, a grandmotherly woman staffing an animal rights booth at a recent street fair was distributing a brochure that encouraged readers not to use anything that comes from or is tested in animals — no meat, no fur, no medicines. Asked if she opposed immunizations, she wanted to know if vaccines come from animal research. When assured that they do, she replied, "Then I would have to say yes." Asked what will happen when epidemics return, she said, "Don't worry, scientists will find some way of using computers." Such well-meaning people just don't understand.

Scientists must communicate their message to the public in a compassionate, understandable way — in human terms, not in the language of molecular biology. We need to make clear the connection between animal research and a grandmother's hip replacement, a father's bypass operation, a baby's vaccinations, and even a pet's shots. To those who are unaware that animal research was needed to produce these treatments, as well as mew treatments and vaccines, animal research seems wasteful at best and cruel at worst.

Much can be done. Scientists could "adopt" middle school classes and present their own research. They should be quick to respond to letters to the editor, lest animal rights misinformation go unchallenged and acquire a deceptive appearance of truth. Research institutions could be opened to tours, to show that laboratory animals receive humane care. Finally, because the ultimate stakeholders are patients, the health research community should actively recruit to its cause not only well-known personalities such as Stephen Cooper, who has made courageous statements about the value of animal research, but all who receive medical treatment. If good people do nothing, there is a real possibility that an uninformed citizenry will extinguish the precious embers of medical progress.

The author begins his article with Edmund Burke's words to ______.

A．call on scientists to take some actions

B．criticize the misguided cause of animal rights

C．warn of the doom of biomedical research

D．show the triumph of the animal rights movement

？Read the following article about a corporation 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.

Whatever your business, you can no longer hide from the intense glare of stakeholders. The Internet has given employees, business partners, customers, shareholders and local and global neighbors unprecedented power to know what you and your company are up to. If you are abusing employees or the quality of your product has suffered or you're keeping important data from your suppliers or shareholders, you can count on that getting out via the Internet and coming back to bite you. Armed with such knowledge, your shareholders can jump right back online to spread the word, organize response, and, eventually, determine the fate of your company. How can you avoid becoming an unwitting target？ For starters, your company had better have great products and fair prices, because everyone will know instantly if it doesn't. But you've got to keep the confidence of all your stakeholders ——not just customers or shareholders —— with honesty, accountability, consideration, and, above all, transparency. Here's how that plays out hi successful companies.

Employees. You lead by example whether you intend to or not. When employees don't trust you, they won't build trust for you with customers and business partners. Instead they will play office politics, and productivity will plummet. Microsoft has employee transparency down to a science. Tim Sinclair, who runs the company's huge website, says, "When there's good news, everyone knows. When there's bad news, tell everyone."

Business partners. In the competition among supply chains, trust means lower transaction costs and better performance. Radio frequency ID tugs will bring about ever more accurate real-time information sharing. Wal-Mart — no surprise -- is among the first to tell its suppliers to get with this technology.

Customers. Transparency with consumers can be a force for competitive advantage. When a Stanford Student detailed the source code for Lego's Mindstorms robotic toy online, not only did the company decide not to sue the student, it encouraged its customers to tinker with the software, even going so far as to develop a website where people can share their creations. Its budding community of customer/ developers has helped Lego expand the market for its robot, helping to popularize it on campuses and among engineers. It gained, essentially for free, new markets, new product ideas, and sheet credibility.

Communities. Think accountability, not just philanthropy. Chiquita was once reviled for its alleged activities in Latin America: It was said to have fomented political coups, bribed politicians, pillaged the environment, and brutalized employees. In 1998 it adopted a policy of corporate responsibility, which calls for honest and open communication about its problems and heating all people with dignity and respect. The policy came too late to save the company from bankruptcy in November 2001, but Chiquita executives say it was instrumental in helping the banana giant repair relations with workers, suppliers, local communities, and environmental activists -- and emerge from Chapter 11 in better shape four months later.

Shareholders. Progressive insurance CEO Glenn Renwick is making an inquisitive investor's dream come true. Progressive says it's the only Fortune 500 company to report operating costs on a monthly basis. "I view it as the owners' information," Renwick says. "When you have information, you should disclose it, good or bad, exactly as it is." Result: Since 2001, Progressive's share price has gone from ＄43 to more than ＄70. Transparency builds trust with shareholders.

In the age of transparency, integrity goes to the bottom line: if you'v

A．to have an intense look at each other's business secrets.

B．to be able to take important data from the database.

C．to get access to his suppliers and clients easily.

D．to determine the fate of the other's business.

Liu Hui and Molly are discussing the issue of educational quality at a workshop.

Liu Hui: Hi, Molly. Today's topic is educational quality. First, what does educational quality mean to you？

Molly: As far as I'm concerned, quality education means good learning standards in educational institutions. So, educational quality ensures a desirable outcome for learners.

Liu Hui: Sounds like after some serious thinking. However, many definitions of quality in education exist, testifying to the complexity and multifaceted nature of the concept.

Molly: Definitely, establishing a contextualized understanding of quality means including relevant stakeholders. Key stakeholders often hold different views and meanings of educational quality.

Liu Hui: There are many prestigious universities in the US. They all provide high-quality education. But some universities aren't known for their quality. It's hard to imagine the gap.

Molly: Yes, in the US the quality in higher education is quite mixed. Universities like Harvard, Yale, MIT, etc., you know, are well-known all over the world. However, there are some institutions providing poor education, so called “diploma mills”.

Liu Hui: In China, we have similar issues in educational quality. Some universities pay more attention to profits instead of quality.

Molly: How to improve educational quality is an international issue. But, solutions are grounded in values, cultures and traditions and may be specific to a given nation as well.

1. Molly thinks that educational quality ensures a satisfactory outcome for learners.{T; F}

2. Liu Hui disagrees with Molly on the meaning of education quality.{T; F}

3. All universities in the U.S. offer high-quality education.{T; F}

4. Diploma mills cannot provide high-quality education.{T; F}

5. In China, there isn't any diploma mill.{T; F}

A．She wants to see the man's passport or his driver's license.

B．Driver's license can't be used in this case.

C．She wants to see both.

D．Neither can be used in this case.

What's the man's trouble？

A．He can't go to sleep at night.

B．He doesn't like his job.

C．He's sleepy at work in the morning.

What seems to be the man's problem？

A．He can't sleep at night.

B．He can't find a quiet place to study.

C．He can't narrow down his research topic.

D．He can't find enough information for his research paper.