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[单选题]
If she could__the conditions there, we could take her.
A.put forward
B.put off
C.put aside
D.put up with
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题目内容
（请给出正确答案）
A.put forward
B.put off
C.put aside
D.put up with
答案
更多“If she could__the conditions there, we could take her.”相关的问题
第1题
听力原文：W: How is your mother feeling these clays？
M: Much better, thanks. She could be coming home in a few days. The operation was a success and the doctors say she'll recover in no time.
Q: Where is the man's mother now？
(18)
A．At work.
B．At home.
C．In the hospital.
D．At the store.
第2题
Which of the following sentences expresses OBLIGATION？
A．Everyone could enroll from this course.
B．She could play the piano when she was young.
C．You should learn from the model workers.
D．It will rain tomorrow.
第3题
Why does the woman take Theoretical Dynamics again？
A．Theoretical Dynamics is a required course.
B．She dropped the course when she entered the hospital.
C．She likes this course very much.
D．It"s a compulsory course.
第4题
听力原文：W: I hear you' re going home. Is that right？
M: I wanted to go on Monday, but I couldn't get a ticket for Monday. I bought a ticket for Tuesday.
W. Why are you in such a hurry？
M: My mother is ill. She has been sent to the hospital.
W: How did you get the news？ Did your mother send you a letter？
M. My sister telephoned me this morning. She asked my father and me to go back.
W: Then how long are you going to stay at home, two or three days？
M. At most four days. I'll be back for the meeting.
When will the man leave？
A．Monday.
B．Tuesday.
C．Sunday.
D．Wednesday.
第5题
Introduction
The following is an interview with Mick Kazinski, a senior marketing executive with Bridge Co, a Deeland-based construction company. It concerns their purchase of Custcare, a Customer Relationship Management (CRM) software package written by the Custcare Corporation, a software company based in Solland, a country some 4,000 km away from Deeland. The interview was originally published in the Management Experiences magazine.
Interviewer: Thanks for talking to us today Mick. Can you tell us how Bridge Co came to choose the Custcare software package？
Mick: Well, we didn’t choose it really. Teri Porter had just joined the company as sales and marketing director. She had recently implemented the Custcare package at her previous company and she was very enthusiastic about it. When she found out that we did not have a CRM package at Bridge Co, she suggested that we should also buy the Custcare package as she felt that our requirements were very similar to those of her previous company. We told her that any purchase would have to go through our capex (capital expenditure) system as the package cost over $20,000. Here at Bridge Co, all capex applications have to be accompanied by a formal business case and an Invitation to Tender (ITT) has to be sent out to at least three potential suppliers. However, Teri is a very clever lady. She managed to do a deal with Custcare and they agreed to supply the package at a cost of $19,995, just under the capex threshold. Teri had to cut a few things out. For example, we declined the training courses (Teri said the package was an easy one to use and she would show us how to use it) and also we opted for the lowest level of support, something we later came to regret. Overall, we were happy. We knew that Custcare was a popular and successful CRM package.
Interviewer: So, did you have a demonstration of the software before you bought it？
Mick: Oh yes, and everyone was very impressed. It seemed to do all the things we would ever want it to do and, in fact, it gave us some ideas about possibilities that we would never have thought of. Also, by then, it was clear that our internal IT department could not provide us with a bespoke solution. Teri had spoken to them informally and she was told that they could not even look at our requirements for 18 months. In contrast, we could be up and running with the Custcare package within three months. Also, IT quoted an internal transfer cost of $18,000 for just defining our requirements. This was almost as much as we were paying for the whole software solution!
Interviewer: When did things begin to go wrong？
Mick: Well, the implementation was not straightforward. We needed to migrate some data from our current established systems and we had no-one who could do it. We tried to recruit some local technical experts, but Custcare pointed out that we had signed their standard contract which only permitted Custcare consultants to work on such tasks. We had not realised this, as nobody had read the contract carefully. In the end, we had to give in and it cost us $10,000 in fees to migrate the data from some of our internal systems to the new package. Teri managed to get the money out of the operational budget, but we weren’t happy.
We then tried to share data between the Custcare software and our existing order processing system. We thought this would be easy, but apparently the file formats are incompatible. Thus we have to enter customer information into two systems and we are unable to exploit the customer order analysis facility of the Custcare CRM.
Finally, although we were happy with the functionality and reliability of the Custcare software, it works very slowly. This is really very disappointing. Some reports and queries have to be aborted because the software appears to have hung. The software worked very quickly in the demonstration, but it is painfully slow now that it is installed on our IT platform.
Interviewer: What is the current situation？
Mick: Well, we are all a bit deflated and disappointed in the package. The software seems reasonable enough, but its poor performance and our inability to interface it to the order processing system have reduced users’ confidence in the system. Because users have not been adequately trained, we have had to phone Custcare’s support desk more than we should. However, as I said before, we took the cheapest option. This is for a help line to be available from 8.00 hrs to 17.00 hrs Solland time. As you know, Solland is in a completely different time zone and so we have had to stay behind at work and contact them in the late evening. Again, nobody had closely read the terms of the contract. We have taken legal advice, but we have also found that, for dispute resolution, the contract uses the commercial contract laws of Solland. Nobody in Bridge Co knows what these are! Our solicitor said that we should have asked for this specification to be changed when the contract was drawn up. I just wish we had chosen a product produced by a company here in Deeland. It would have made it much easier to resolve issues and disputes.
Interviewer: What does Teri think？
Mick: Not a lot! She has left us to rejoin her old company in a more senior position. The board did ask her to justify her purchase of the Custcare CRM package, but I don’t think she ever did. I am not sure that she could!
Required:
(a) Suggest a process for evaluating, selecting and implementing a software package solution and explain how this process would have prevented the problems experienced at Bridge Co in the Custcare CRM application. (15 marks)
(b) The CEO of Bridge Co now questions whether buying a software package was the wrong approach to meeting the CRM requirements at Bridge Co. He wonders whether they should have commissioned a bespoke software system instead.
Explain, with reference to the CRM project at Bridge Co, the advantages of adopting a software package approach to fulfilling business system requirements compared with a bespoke software solution. (10 marks)
第6题
听力原文： Amy Johnson was a very ambitious and energetic person. She didn't have much in common with other girls in her school, however. She played football better than most boys, and unfortunately she made a rather bad impression on many of her teachers. Amy just didn't act the way they thought a girl should. She studied at a university and later took a job as a typist. Although she was enthusiastic and did her best, she made a lot of mistakes and was poorly paid. She didn't want to be a typist anyway -- she dreamed of becoming a pilot!
Amy moved to London, borrowed some money, and learned to fly. Nobody, however, wanted to hire a female pilot. She decided to fly alone to Australia to prove that she could fly as well as any man. Her parents lent her money to buy an airplane.
Amy set off on May 5,1930. Her route took over Vienna, Constantinople, and Baghdad. She was caught in a sandstorm and had to make an emergency landing in the desert. But she landed in India six days later. She had broken the record to India by two days. Over Burma, she ran into a monsoon, and was able to save herself only by landing on a football field. She finally reached Australia. The plane propeller had been broken during her last landing, and she had to crash-land. But Amy had proved that she could fly -- and that a woman could do almost anything she really put her mind to.
(33)
A．Because she played football better than most boys.
B．Because she made a lot of mistakes though she did-her best.
C．Because she performed poorly in her studies.
D．Because she didn't act the way the teachers thought a girl should.
第7题
Questions 26 to 30 are based on the following passage:
THE CLASSROOM is a man's world, where boys get two thirds of the teachers' attention — even when they are in a minority— taunt (辱骂) the girls without punishment, and receive praise for sloppy work that would not be tolerated from girls. They are accustomed to being teachers' pets, and if girls get anything like equal treatment, they will protest eagerly and even wreck lessons.
These claims are made in a book out this week, written by Dale Spender, a lecturer at the London University Institute of Education. She argues that discrimination against girls is so deeply in co educational schools that single sex classes are the only answer. Her case is based on tape recordings of her own and other teachers' lessons. Many of them, like Spender, had deliberately set out to give girls a fair chance. “Sometimes,” says Spender, “I have even thought I have gone too far and have spent more time with the girls than the boys.”
The tapes proved otherwise. In 10 taped lessons (in secondary school and college), Spender never gave the girls more than 42 per cent of her attention (the average was 38 percent) and never gave the boys less than 58 percent. There were similar results for other teachers, both male and female. In other words, when teachers give girls more than a third of their time, they feel that they are cheating the boys of their rightful share. And so do the boys themselves. “She always asks the girls all the questions,” said one boy in a classroom where 34 per cent of the teachers' time was allocate d to girls. “She doesn't like boys, and just listens to the girls.” said a boy in another class, where his sex got 63 per cent of teacher attention. Boys regarded two thirds of the teacher's time as a fair deal — and when they got less they caused trouble in class and even complained to higher authority. “It's important to keep their attention,” said one teacher, “Otherwise, they play you up something awful.” Spender concludes that, in mixed classes, if the girls are as boisterous and pushy as the boys, they are considered “unladylike”, if they are docile and quiet, they are ignored.
26. If boys are better treated in class, ____ would be better.
A) single sex classes and co educational classes B) co educational classes
C) single sex classes D) None of the above
27. Dale Spender obtained the evidence for her claims by ____ .
A) her own lessons in secondary school and college
B) the other teachers' tape recordings
C) both male and female teachers
D) tape recordings of her own and other teachers' lessons
28. What are the boy's reactions when girls are given more attention？
A) They will keep the teachers' attention again.
B) They will make some trouble and complain to the headmaster.
C) They will play up the teacher something awful.
D) They will feel they are cheated by teachers.
29. The word “boisterous” in the last paragraph probably means ____.
A) rough B) brave C)troublesome D) emotional
30. The best title for this passage would be ____.
A) boys are teachers' pets
B) boys do better in co educational classes
C) single sex classes are better than co eduationed classes
D) girls do better than boys
第8题
Saxophone Enterprises Co (Saxophone) has been trading for 15 years selling insurance and has recently become a listed company. In accordance with corporate governance principles Saxophone maintains a small internal audit department. The directors feel that the team needs to increase in size and specialist skills are required, but they are unsure whether to recruit more internal auditors, or to outsource the whole function to their external auditors, Cello & Co.
Saxophone is required to comply with corporate governance principles in order to maintain its listed status; hence the finance director has undertaken a review of whether or not the company complies.
Bill Bassoon is the chairman of Saxophone, until last year he was the chief executive. Bill is unsure if Saxophone needs more non-executive directors as there are currently three non-executive directors out of the eight board members. He is considering appointing one of his close friends, who is a retired chief executive of a manufacturing company, as a non-executive director.
The finance director, Jessie Oboe, decides on the amount of remuneration each director is paid. Currently all remuneration is in the form. of an annual bonus based on profits. Jessie is considering setting up an audit committee, but has not undertaken this task yet as she is very busy. A new sales director was appointed nine months ago. He has yet to undertake his board training as this is normally provided by the chief executive and this role is currently vacant.
There are a large number of shareholders and therefore the directors believe that it is impractical and too costly to hold an annual general meeting of shareholders. Instead, the board has suggested sending out the financial statements and any voting resolutions by email; shareholders can then vote on the resolutions via email.
Required:
(a) Explain the advantages and disadvantages for each of Saxophone Enterprises Co AND Cello & Co of outsourcing the internal audit department.
Note: The total marks will be split as follows:
Saxophone Enterprises Co (8 marks)
Cello & Co (2 marks) (10 marks)
(b) In respect of the corporate governance of Saxophone Enterprises Co:
(i) Identify and explain FIVE corporate governance weaknesses; and
(ii) Provide a recommendation to address each weakness.
Note: The total marks will be split equally between each part. (10 marks)
第9题
Barbie Dolls
In the mid 1940's, the young ambitious duo Ruth and Elliot Handler, owned a company that made wooden pictures frames. It was in 1945 that Ruth and Elliot Handler joined with their close friend Harold Mattson to form. a company would be named MATTEL, MATT for Mattson, and EL for Elliot.
In the mid 1950's, while visiting Switzerland, Ruth Handler purchased a German Lilli doll. Lilli was a shapely, pretty fashion doll first made in 1955. She was originally fashioned after a famous cartoon character in the West German Newsletter, Build. Lilli is the doll that would inspire Ruth Handler to design the Barbie doll. With the help of her technicians and engineers at Mattel, Barbie was born. Ruth then hired Charlotte Johnson, a fashion designer, to create Barbie's wardrobe. It was in 1958 that the patent for Barbie was obtained. This would be a fashion doll unlike any of her time. She would be long limbed, shapely, beautiful, and only 11.5 inches tall. Ruth and Elliot would name their new fashion doll after their own daughter, Barbie.
In 1959, the Barbie doll would make her way to the New York Toy Show and receive a cool reception from the toy buyers.
Barbie has a universal appeal and collectors both young and old enjoy time spent and memories made with their dolls.
When Ruth and Elliot Handler were young, they had a strong desire ______.
A．to go to school
B．to take photos
C．to make frames
D．to be highly successful
第10题
听力原文：M: What subjects are you taking this semester？
W: I'm taking History, ,Freshman Composition, Western Civilization and Physics.
M: That's quite a load.
W: Yes. I know it's going to be a lot of work, but it should be an interesting semester. And I'm not going to have to work this term because I managed to save quite a bit of money from my summer job. So I should have enough time for studying.
M: That's good. I'm going to have to work twenty hours a week at the library.
W: What do you do there？ Do you like it？
M: I shelve books on the third floor. Sometimes it gets boring, but the pay isn't bad.
W: What are you taking this semester？
M: French, Biology, and Accounting. I like the French and Biology instructors. But the Accounting professor is very dry.
W: Do you have Professor Stillwell？ I've heard he's terrible!
M: Yes. Do you know of anybody who's better？
W: My friend Antonio took Accounting with Professor Atkins last spring. He said that she was wonderful--knew her subject well and had a great sense of humor.
M: I'll have to check to see if she's teaching this semester. If she is, I'll try to transfer into her class.
(26)
A．She has earned enough money from the part-time job in summer.
B．She has got enough money from her parents.
C．She has saved a lot of money from her winter job.
D．She has got a grant from her university.
