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How Executives Deal with the Jobless Time?Although the economy has improved, a jobless exe

How Executives Deal with the Jobless Time?

Although the economy has improved, a jobless executive may have to face up to a year or more of unemployment. That's a lot of time, especially for those who are not used to having any free time. While some job seekers spend hundreds of hours discovering daytime television, others seem to thrive on activities that boost their professional careers or resolve family issues when they aren't working.

Having an extended period of free time in the prime of one's life can in fact be a unique opportunity to focus on volunteer service, professional education or personal growth.

Community Involvement

For Lisa Perez, the wakeup call was burned pork chops. An executive who previously hadn't been particularly interested in home and health had become obsessed with homemaking during a period of unemployment.

She realized that cleaning and organizing her home wasn't helping her job search. Nevertheless, "I made lists of 50 things to do every day," says Ms. Perez, a political and public-relations consultant in Scottsdale, Ariz. "My house was clean, just so I'd have something to do."

One day, her boyfriend didn't arrive on time for dinner because he had to work late, and her pork chops were ruined. She flied into a rage. "I'd never been a person like that," she says. "So I decided to stop feeling sorry for myself, and go out and do something productive."

Ms. Perez, 35, resolved to become an active volunteer for the duration of her search. She gave her time to a health-care concern, a housing program and a political campaign.

The work offered her self-confidence. "Volunteering takes the focus off you. One thing you have that's still valuable is your time. And, of course, you learn that there are thousands of people with a life that's much worse than yours," she says.

Volunteer assignments are also great ways to meet powerful and well-connected people. Over a six-month period, her volunteering evolved into working as a paid consultant and then as a full-time employee, a job she still holds today. In all, she was unemployed for eight months.

Before her job loss, she thought she didn't have time to volunteer while working. "Now, even though I have a demanding job, I still volunteer, because of what I got out of it," says Ms. Perez.

Continuing Education

Gene Bellavance, a 36-year-old information-technology project manager, took another route during his unemployment. When he was laid off from a steel company near Cleveland, he knew his immediate prospects were bleak. He expected his search to take a year. He faced a decision: take a job that would set back his career or hold out for an offer he really wanted.

Mr. Bellavance, single and virtually debt free, shifted his finances into survival mode. He cashed out his pension, sold his house, unloaded things he didn't need at garage sales, and rented an apartment with a roommate. Then, he says, "I signed up for every benefit I could find."

But he wasn't just waiting out the year. He spent the rest of his search updating his skills, including becoming certified in new database and project-management software. "You have to invest in yourself," Mr. Bellavance says. "I estimated what technology was going to be the most beneficial and chose applications that were going to ensure top pay.

His job search was one month shy of the full year he'd expected. He looked for work during his training and says he would have finished the certification programs even if he'd been hired before completing them.

Family Matters

In addition to pursuing training or volunteering, some displaced careerists use their time off work to attend to family matters. Many executives rediscover their children or find time to help their parents.

Stanford Rappaport held three jobs in

A.Y

B.N

C.NG

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更多“How Executives Deal with the Jobless Time?Although the economy has improved, a jobless exe”相关的问题

第1题

&8226;Read this text taken from an article about health clubs.&8226;Choose the best senten

&8226;Read this text taken from an article about health clubs.

&8226;Choose the best sentence from the opposite page to fill each of the gaps.

&8226;For each gap 9-14, mark one letter (A-H) on your Answer Sheet.

&8226;Do not use any letter more than once.

&8226;There is an example at the beginning (0).

Travel stress brings boom to health clubs

A rapid growth in business travel has provided a lucrative spin-off for British health clubs as companies try to prevent hard-working executives from suffering travel-related stress. Health clubs are fully booked throughout the coming months all around the country and many are planning to expand their facilities.

(0) H According to Gillie Turner, group marketing manager for the Champneys group of health clubs, during the last recession executives lost many of their extra benefits as companies cut back. (9) She says that large companies also seem to have decided that it is no good sending someone to a country like Spain as a reward for doing a good job, because they will simply eat too much and flop onto a beach. (10)

Champneys, the company acknowledged as the market leader in this field, is now planning to introduce a special 'Profiting from Stress' course, which will run over three days. (11) Jonathon Stapleton, general manager of Champneys, says that modern corporate life being what it is, most business travellers find that they are having to do the work which - even a year ago - was done by two. (12)

To meet this new demand, other health clubs are also thinking of introducing similar schemes. Clare Brandish, the sales and marketing director of another health club, has noticed a marked change in the clientele at her club. (13) Businesses of all kinds are anxious to reduce absenteeism. (14) Much of the problem is caused by long periods away from home, irregular hours, business entertaining and jet lag.

According to the Guild of Business Travel Agents, sales of business-class airline tickets have risen by 12% in the past year, hotel bookings have gone up by 36% and car hire has risen by 24%. Dave Reynolds, the GBTA chief executive, says that the trouble is that the same number of people are being asked to travel more often. He comments that it is no wonder they need to take a break in a health club.

A. It has been calculated that about 40 million working days are lost each year in Britain because of stress, ten times as many as are lost to industrial disputes.

B. Instead, they want executives to become fitter so that they can do even more for the company in the future.

C. This has involved a considerable rise in the number of business bookings, whereas previously most clients came as private individuals.

D. Now they are being restored, as industry realises that the health of its executives is vital.

E. But who will benefit most from these developments?

F. Because of the pressures this imposes, many companies have now decided that it is worthwhile paying for their senior executives to take a proper break and get advice on how to combat stress.

G. Executives taking part in it will be given massages and health treatments, workouts and a range of talks on how to deal with stress, especially when travelling.

H. So what's the reason for this new trend?

(9)

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第2题

What contingency factors might the planning Habitat executives have to do for the wise use of his gift? How might those contingency affect the panning?"
What contingency factors might the planning Habitat executives have to do for the wise use of his gift? How might those contingency affect the panning?"

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第3题

According to the passage, how do the executives use intuition?A.They make deep analysis of

According to the passage, how do the executives use intuition?

A.They make deep analysis of a problem.

B.They use experience to make decisions.

C.They evaluate various factors and make employees understand the big picture.

D.They spend much money and time in the process of decision making.

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第4题

According to the writer, most executives fail to get real-time information becauseA.they d

According to the writer, most executives fail to get real-time information because

A.they don't know what they really want.

B.their subordinates are reluctant to collect data.

C.they don't know how to get information.

D.the information is too much to be processed promptly.

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第5题

The author cites Mr.Cook‘s words in Para 1 in order to__________.
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A.show how popular iPhone is

B.show how much money Apple makes

C.reveal how smart chief executives are

D.reveal how the company is run

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第6题

What planning challenges do you think Habitat executives face with getting the mos use out of this gift? How should they cope with those challenges?
What planning challenges do you think Habitat executives face with getting the mos use out of this gift? How should they cope with those challenges?

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第7题

Read the article below about golf and business.For each question 1-6 on the opposite page,

Read the article below about golf and business. For each question 1-6 on the opposite page, choose the correct answer. Mark one letter (A, B or C) on your Answer Sheet. Mixing Business and Golf Its no secret in corporate circles that golf and business offer a near-perfect match. Where else but on a course can executives spend a leisurely four hours in such a private, sociable setting.What the is better way to strengthen a relationship with a client than by lifting a glass together after a round. For all of the games popularity, though, theres an art of mixing business and golf. How well you behave yourself over those 18 holes — balancing business and friendship, dealing with competition and success — suggests to others how you might behave in the boardroom or around the bargaining table. "If youre out playing golf with your partners, hey, have at it," says John Hansen, a former software-company CEO who now heads the Colorado Institute of Technology. "But when youre playing golf in a business setting — whether with employees, partners, or customers — man, youd better be hypersensitive about how you act." For starters, team the etiquette. Theres a set of rules in golf that includes not talking when someone is hitting, not stepping in the line of a putt, and treating the course with respect. Another key to success is engaging your playing partners but avoiding the hard sell. Less-experienced business golfers, says Hansen, think they need to come back to the office with something to show for all their time spent away. Just focus on the personal side, he says, "I am expecting that, by the 18th hole, you know the spouse, you know their children, you know the church they go to, you know everything about them." Regardless of how serious your partners take the game, dont try to impress. The golf swing is difficult enough when youre relaxed. Add a degree of tension, and it becomes even harder. As CEO of RDA Corp. , a software development outfit outside Baltimore, Don Await plays a lot of business golf. "Ive seen cases where people get so intimidated," he says. "You know, theyre whiffing or hitting the ball three feet." Actually, most people do not pay much attention to what you shoot; theyre too busy focusing on their own game. What people will remember is how enjoyable it was to play with you.

What do businessmen think of business and golf?

A.It is easier to make a deal while playing golf.

B.Golf offers a chance for businessmen to know each other better.

C.Playing golf together is one part of the deal.

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第8题

?Read the article below about customer loyalty on the opposite page. ?For each question 13

?Read the article below about customer loyalty on the opposite page.

?For each question 13-18, mark one letter(A, B, C or D)for the answeryou choose.

The MiSmanagement of Customer Loyalty

The best customers, we're told, are loyal ones. They cost less to serve, they're usually willing to pay more than other customers. and they often act as word-of-mouth marketers for your company. Win loyalty, therefore, and profits will follow as night follows day. Certainly that's what CRM software vendors—and the armies of consultants who help install their systems—are claiming. And it seems that many business executives agree. Corporate expenditures on loyalty initiatives are booming:The top 16 retailers in Europe, for example, collectively spent more than $1 billion last year。Indeed, for the last ten years, the gospel of customer loyalty has been repeated so often and so loudly that it seems almost crazy to challenge it.

But that is precisely what some of the loyalty movement's early believers are starting to do. Take the case of one high-tech corporate service provider. This company set up an elaborate costing scheme to track the performance of its newly instituted loyalty programs. The scheme measured not only direct product costs for each customer but also all associated advertising, service, sales force, and organizational expenses. After running the scheme for five years, the company was able to determine the profitability of each of its accounts over time. Executives were curious to see just what payoff they were getting from their $2 million annual investment in customer loyalty.

The answer took them by surprise. About half of those customers who made regular purchases for at least two years—and were therefore designated as ‘loyal’—barely generated a profit. Conversely, about half of the most profitable customers were blow-ins, buying a great deal of high-margin products in a short time before completely disappearing.

The research findings echo that company's experience. Some experts have been studying the dynamics of customer loyalty and have found that the relationship between loyalty and profitability is much weaker—and subtler—than the proponents of loyalty programs claim. Specifically, they discovered little or no evidence to suggest that customers who purchase steadily from a company over time are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business.

Indeed, in light of their findings, many companies will need to reevaluate the way they manage customer loyalty programs. Instead of focusing on loyalty alone, companies will have to find ways to measure the relationship between loyalty and profitability so that they car better identify which customers to focus on and which to ignore. The experts have found. a new methodology that will enable managers to determine far more precisely than most existing approaches do just when to let go of a given customer and so dramatically improve the returns on their investments in loyalty.

What does the writer say about customer loyalty in the first paragraph?

A.Business executives need to know how to generate customer loyalty.

B.Many executives believe more investment in customer loyalty means more profit.

C.It is necessary for companies to generate customer loyalty at all costs.

D.Customer loyalty will for sure help corporations make more money.

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第9题

Reading the book made the reviewer think thatA.there are certain qualities which all Chief

Reading the book made the reviewer think that

A.there are certain qualities which all Chief Executives need.

B.it is difficult to discover how people really run a company.

C.running a company is easier than many people think.

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