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Established firms employ applicants outside the company in order to
A．attract new ideas.
B．fill vacant positions.
C．keep themselves well-informed.
答案
更多“Established firms employ applicants outside the company in order toA．attract new ideas.B．f”相关的问题
第1题
www.kzm.com
Which sentence best describes the company？
A．It has recently opened premises in the UK.
B．It is planning to move its headquarters abroad.
C．It wants to find other firms to help sell its products.
第2题
Rising China
The China boom is by now a well-documented phenomenon. Who hasn't heard of the Middle Kingdom's astounding economic growth (8 percent annually), its mesmerizing(令人目瞪口呆的) (51) market (1.2 billion people), the investment ardor of foreign suitors($ 40 billion in foreign direct investment last year (52) )？ China is an economic juggernaut(主宰). (53) Nicholas Lardy of the Brookings Institution, a Washington D. C.-based think tank, "No country has expanded its foreign trade as fast as China over the last 20 years. Japan doubled its foreign trade over (54) ; (55) foreign trade as quintupled. They're become the preeminent producer of labor-intensive manufacturing goods in the world". But there's been (56) from the dazzling China growth story—namely, the Chinese multinational. No major Chinese companies have (57) established themselves, or their brands, on the global stage. But as Haler shows, that is starting to change. (58) 100 years of poverty and chaos, of being overshadowed by foreign countries and multinationals, Chinese industrial companies are starting to (59) on the world.
A new generation of large and credible firms (60) in China in the electronics, appliance and even high-tech sectors. Some have reached critical mass on the main land and (61) new outlets for their production—through exports and by building Chinese factories abroad, chiefly in Southeast Asia. One example: China's investment in Malaysia soared from $ 8 million in 2000 to $ 766 million in the first half of this year. (62) China's export prowess(杰出的才能 ), it will be years (63) Chinese firms achieve the managerial and operational expertise of Western and Japanese multinationals. For one thing, many of its best companies are still at least partially state-owned. (64) , China has a shortage of managerial talent and little notion of marketing and brand-building. Its companies are also (65) by the country's tong tradition of central planning, inefficient use of capital and antiquated distribution system, which makes building national companies a challenge.
(51)
A．consume
B．consumer
C．consuming
D．consumed
第3题
？Read the article below from a leisure industry magazine and the questions.
？For each question 13—18, mark one letter (A. B, C or D) on your Answer Sheet for the answer you choose.
Cruise Ship: Where to Go
Passengers on cruise ship holidays, as they are described on TV programs and films, usually appear to be both wealthy and elderly. Such people do not, however, accurately represent the 6.8m passengers who took this kind of holiday last year. Over the last few years the world cruise industry has concentrated on appealing to younger, less wealthy people, giving them an experience more like a floating disco than the traditional quiet holiday on a luxury ship. Even families with young children are no longer so rare on cruise ships. Partly as a result, the number of passengers taking a cruise has increased by an average of 8.5% a year since 1990.
Cruise Star is now the world's largest cruise line. The other two major companies are Intersail and Seaways. Together these three carry nearly half the world's cruise passengers and make almost all the industry's profits. For the 30 or so smaller firms, life is much tougher. That is because sheer size brings so many benefits to the large firms. They can negotiate bulk discounts on supplies such as food and fuel, and even, if they order enough of them, on ships. A secondary disadvantage for the smaller operators is that they cannot spread overheads such as marketing as broadly. A significant part of the cost of sending people on a cruise happens before they go on board the ship. The three large companies between them spend more than $100m a year on TV advertising in America. They employ armies of salesmen. Delivering passengers to the ship is part of the package deal and, once again, volume means savings: Cruise Star is the biggest single buyer of airline tickets in America.
Cruise Star has ten ships, with four more on order for delivery by 1999. Intersail is building at a similar rate, hoping to expand today's fleet of ten ships to 14 by 1998. Seaways will add three more ships to its present nine. The 30 ships on order throughout the industry will increase cruising capacity by 40% by 1998. Some analysts suspect that even the big companies will find it difficult to fill all those extra cabins. They make a comparison with the overcapacity in the airline market in the early 1990s, When aircraft ordered at a time of growth arrived during the recession. And they point out that, after steady growth, the American market was flat in 1995, with firms offering discounts up to 30% in order to fill cabins.
The big firms reckon that this pessimism is overdone. This year has started well. But if the industry's outlook ends up being rougher than it hopes, many smaller firms will face a choice: go for specialized business, go out of business, or get taken over by a larger business. Already more than 40 small companies offer an increasing variety of cruises, ranging from archaeological tours of the Black Sea to ecological cruises to the Galapagos Islands. This trend seems set to continue, although in fast-growing Asis, a few mid-sized firms may one day rise to challenge the top three. However, in more established markets, smaller firms are being squeezed out. For instance, Gentle Waves, which has debts of $850m, has already been approached by Cruise Star, who wanted to buy a majority share of the company. The negotiations came to nothing, but analysts think they will revive if Gentle Waves' problems go on.
The main benefit the large firms have is that they can ______.
A．run large marketing departments.
B．sell their tickets more cheaply.
C．afford better quality advertising.
D．arrange to pay reduced prices.
第4题
Read the article below from a leisure industry magazine and the questions.
For each question 13—18, mark one letter (A, B, C or D)on your Answer Sheet for the answer you choose.
Cruise Ship: Where to Go
Passengers on cruise ship holidays, as they are described on TV programs and films, usually appear to be both wealthy and elderly. Such people do not, however, accurately represent the 6.8m passengers who took this kind of holiday last year. Over the last few years the world cruise industry has concentrated on appealing to younger, less wealthy people, giving them an experience more like a floating disco than the traditional quiet holiday on a luxury ship. Even families with young children are no longer so rare on cruise ships. Partly as a result, the number of passengers taking a cruise has increased by an average of 8.5% a year since 1990.
Cruise Star is now the world's largest cruise line. The other two major companies are Intersail and Seaways. Together these three carry nearly half the world's cruise passengers and make almost all the industry's profits. For the 30 or so smaller firms, life is much tougher. That is because sheer size brings so many benefits to the large firms. They can negotiate bulk discounts on supplies such as food and fuel, and e-ven, if they order enough of them, on ships. A secondary disadvantage for the smaller operators is that they cannot spread overheads such as marketing as broadly. A significant part of the cost of sending people on a cruise happens before they go on board the ship. The three large companies between them spend more than $ 100m a year on TV advertising in America. They employ armies of salesmen. Delivering passengers to the ship is part of the package deal and, once again, volume means savings: Cruise Star is the biggest single buyer of airline tickets in America.
Cruise Star has ten ships, with four more on order for delivery by 1999. Intersail is building at a similar rate, hoping to expand today's fleet of ten ships to 14 by 1998. Seaways will add three more ships to its present nine. The 30 ships on order throughout the industry will increase cruising capacity by 40% by 1998. Some analysts suspect that even the big companies will find it difficult to fill all those extra cabins. They make a comparison with the overcapacity in the airline market in the early 1990s, When aircraft ordered at a time of growth arrived during the recession. And they point out that, after steady growth, the American market was flat in 1995, with firms offering discounts up to 30% in order to fill cabins.
The big firms reckon that this pessimism is overdone. This year has started well. But if the industry's outlook ends up being rougher than it hopes, many smaller firms will face a choice: go for specialized business, go out of business, or get taken over by a larger business. Already more than 40 small companies offer an increasing variety of cruises, ranging from archaeological tours of the Black Sea to ecological cruises to the Galapagos Islands. This trend seems set to continue, although in fast-growing Asis, a few mid-sized firms may one day rise to challenge the top three. However, in more established markets, smaller firms are being squeezed out. For instance, Gentle Waves, which has debts of $ 850m, has already been approached by Cruise Star, who wanted to buy a majority share of the company. The negotiations came to nothing, but analysts think they will revive if Gentle Waves' problems go on.
The main benefit the large firms have is that they can______
A．run large marketing departments.
B．sell their tickets more cheaply.
C．afford better quality advertising.
D．arrange to pay reduced prices.
第5题
—Read the article below from a leisure industry magazine and the questions.
—For each question 13-18, mark one letter (A. B, C or D) on your Answer Sheet for the answer you choose.
Cruise Ship: Where to Go
Passengers on cruise ship holidays, as they are described on TV programs and films, usually appear to be both wealthy and elderly. Such people do not, however, accurately represent the 6.8m passengers who took this kind of holiday last year. Over the last few years the world cruise industry has concentrated on appealing to younger, less wealthy people, giving them an experience more like a floating disco than the traditional quiet holiday on a luxury ship. Even families with young children are no longer so rare on cruise ships. Partly as a result, the number of passengers taking a cruise has increased by an average of 8.5% a year since 1990.
Cruise Star is now the world's largest cruise line. The other two major companies are Intersail and Seaways. Together these three carry nearly half the world's cruise passengers and make almost all the industry's profits. For the 30 or so smaller firms, life is much tougher. That is because sheer size brings so many benefits to the large firms. They can negotiate bulk discounts on supplies such as food and fuel, and even, if they order enough of them, on ships. A secondary disadvantage for the smaller operators is that they cannot spread overheads such as marketing as broadly. A significant part of the cost of sending people on a cruise happens before they go on board the ship. The three large companies between them spend more than $100m a year on TV advertising in America. They employ armies of salesmen. Delivering passengers to the ship is part of the package deal and, once again, volume means savings: Cruise Star is the biggest single buyer of airline tickets in America.
Cruise Star has ten ships, with four more on order for delivery by 1999. Intersail is building at a similar rate, hoping to expand today's fleet of ten ships to 14 by 1998. Seaways will add three more ships to its present nine. The 30 ships on order throughout the industry will increase cruising capacity by 40% by 1998. Some analysts suspect that even the big companies will find it difficult to fill all those extra cabins. They make a comparison with the overcapacity in the airline market in the early 1990s, When aircraft ordered at a time of growth arrived during the recession. And they point out that, after steady growth, the American market was flat in 1995, with firms offering discounts up to 30% in order to fill cabins.
The big firms reckon that this pessimism is overdone. This year has started well. But if the industry's outlook ends up being rougher than it hopes, many smaller firms will face a choice: go for specialized business, go out of business, or get taken over by a larger business. Already more than 40 small companies offer an increasing variety of cruises, ranging from archaeological tours of the Black Sea to ecological cruises to the Galapagos Islands. This trend seems set to continue, although in fast-growing Asis, a few mid-sized firms may one day rise to challenge the top three. However, in more established markets, smaller firms are being squeezed out. For instance, Gentle Waves, which has debts of $850m, has already been approached by Cruise Star, who wanted to buy a majority share of the company. The negotiations came to nothing, but analysts think they will revive if Gentle Waves' problems go on.
The main benefit the large firms have is that they can ______.
A．run large marketing departments.
B．sell their tickets more cheaply.
C．afford better quality advertising.
D．arrange to pay reduced prices.
第6题
&8226;Read the article below about the study in career change.
&8226;In most of the lines 34-45 there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.
&8226;If a line is correct, write CORRECT on your Answer Sheet.
&8226;If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.
My research is an in-depth study of 39 people who changed them or were in the process of trying to change careers. Determining the magnitude of any.
34 work transition is very highly subjective. Who, apart from the person who has
35 lived life through it, can say whether a shift is radical or incremental？ After
36 interviewing the dozens of people who were making very different kinds of
37 career moves, I settled on a three-part definition of career change. Some of
38 the people in my study made significant changes in the context where in
39 which they worked, most typically were jumping from large, established firms
40 to small, entrepreneurial organizations or to self-employment or between the
41 for-profit and nonprofit sectors. Others made major changes in the content of
42 the work, sometimes leaving behind occupations, such as medicine, law or
43 academia, that they had trained for themselves extensively. The majority made
44 significant changes in either both what they did and where they did it, but
45 most important, all had experienced a feeling of having reached a crossroad, one that would require psychological change.
(34)
第7题
By the early 1950s, business people began to realize______.
A．the importance of efficient production
B．the necessity of extensive promotion
C．the need to try to change customers" needs
D．the significance of knowing customers" needs
第8题
Barriers to International Business
Firms desiring to enter international business face several obstacles, some much more severe than others. The most common barriers to international business are: cultural, social, and political barriers, and tariffs and trade restrictions.
A nation's culture and social forces can restrict international business activities. Culture consists of a country's general ideas and values and tangible items such as food, clothing, and buildings. Social forces include family, education, religion, and customs. (9)
Some countries also have different values about spending than do Americans. The Japanese have long been a nation that believes in paying cash for the products they buy, although the use of credit cards has soared in Japan over the last few years. The Japanese still save nearly 20 percent of individual income, compared to about 4 percent saved by people in the United States.
(10) In some countries, purchasing items as basic as food and clothing can be influenced by religion. And some societies simply do not value material possessions to the same degree that Americans do.
Most firms know the importance of understanding the cultural and social differences between selling and buying countries. (11) For instance, a business deal in Japan can fall through if a foreign businessman refuses a cup of green tea during a visit to a native Japanese firm.
The political climate of a country can have a major impact on international business. Nations experiencing intense political unrest may change their attitude toward foreign firms at any time; this instability creates an unfavourable atmosphere for international trade.
Tariffs and trade restrictions are also barriers to international business. A nation can restrict trade through import tariffs, quotas and embargoes, and exchange controls.
Import tariffs: a duty, or tax, levied against goods brought into a country is an import tariff. (12) The risk in importing tariff is that the other country could take the same action.
Quotas and embargoes: a quota is a limit on the amount of a product that can leave or enter a country. Some quotas are established on a voluntary basis. (13) For instance, Japanese automobile manufacturers have voluntarily reduced the number of cars shipped from the United States to five automakers here the time they need to modernise their factories. An embargo is a total ban on certain imports and exports. Many embargoes are politically caused.
Exchange controls: restrictions on the amount of a certain currency that can be bought or sold are called exchange controls. (14)
A Tariff can be used to discourage foreign competitors from entering a domestic market.
B A government can use exchange controls to limit the amount of products that importers can purchase with a particular currency.
C The voluntary quota reduced the quantity of products for exportation.
D Selling products from one country to another is sometimes difficult when the cultures of the two countries differ significantly.
E Generally, a voluntary quota fosters goodwill and protects a country from foreign competition.
F However, managers still make costly mistakes when conducting business internationally simply because they do not understand such differences.
G The most common barriers to international business are: cultural, social, and political barriers, and tariffs and trade restrictions.
H Social forces which are universal in people's daily life can create obstacles to international trade.
(9)
第9题
The comparison is both a compliment and a reproach. It is a compliment because it implies that Google has now become the company that defines the environment in which other technology firms operate, just as IBM and Microsoft once did. As with Microsoft in its heyday, Google is the technology firm where the smartest geeks aspire to work; it embodies the technological zeitgeist; and it is a highly regarded company that has become a household name. But the comparison is also a reproach, because it highlights growing concern that Google is now powerful for its own good, or that of the industry, or indeed that of the world at large.
For many people, Google provides the front door to the internet. For many online businesses, their position in its search ranking—the workings of which are a closely guarded secret—is a matter of life or death. Too much power is thus concentrated in Google's hands, say critics, including Microsoft's Bill Gates. Microsoft and other big internet firms, including eBay, Amazon and Yahoo!, are now said to be negotiating various alliances in order to provide a counterweight to the new behemoth. Smaller firms feel even more vulnerable. As soon as Google says it is moving into a particular market, small fry in that market now dart for cover, unless they are lucky enough to be acquired by Google.
Yet there are some crucial ways in which Google differs from Microsoft. For a start, it is a far more innovative company, and its use of small, flexible teams has so far allowed it to remain innovative even as it has grown. Microsoft, in contrast, has stagnated as a result of its size and dominance. It is least innovative in the markets in which it faces the least competition—operating system, office software and web browser—though it is, curiously, still capable of innovating in markets in which it has strong rivals (notably video gaming).
More important, however, are the differences that suggest that Google will not be able to establish an IBM—or—Microsoft-style. lock on the industry. IBM's dominance was based on its ownership of the proprietary hardware and software of its mainframe. computers. In the PC era hardware became commodity and Microsoft established a lucrative monopoly centered on its proprietary operating system, Windows. But in the new era of internet services, open standards predominate, rivals are always just a click away, and there is far less scope for companies to establish a proprietary lock-in.
Try to avoid using Microsoft's software for a day, particularly if you work in an office, and you will have difficulty; but surviving a day without Google is relatively easy. It has strong competitors in all the markets in which it operates: search, online advertising, mapping, software services, and so on. Large firms such as Yahoo!, which previously farmed searches out to Google, have switched to other technologies. Google's market share in search has fallen from a high of around 80% to around 50% today. Perhaps the clearest evidence that Google's continued dominance is not inevitable in the fate of Alta Vista, the former top dog in internet search. Who remembers it to today？
Without a proprietary lock-in to protect its dominant position, Google will have to work hard to stay on top. And that, ultimately, is where the co
A．Google dominates the online business and plays a vital role in the market.
B．Too much power is concentrated in Google's hands.
C．Google can decide the life and death of Microsoft and other big internet firms.
D．Google exerts great pressure on its rivals.
第10题
The first step in hiring new workers is to recruit a pool of applicants who are interested in and qualified for available positions. Successful recruiting stresses only the most basic qualifications of a job. For example, a recruitment ad for a financial analyst might specify applicants with degrees in finance. Requiring a degree from a particular school, however, would unduly restrict applicants.
Recruiters often visit high schools, vocational schools, colleges and universities. In some cases, labor agreements stipulate that new employees be hired from union membership rolls. Many companies advertise in newspapers or trade publications or seek the help of employment agencies. In addition, unsolicited letters and resumes from job seekers can help identify the right person for a job.
Recruiters have faced a difficult job in recent years as unemployment has continued to drop.
Indeed, in the past two years unemployment has dropped to a 23-year low of 4.6 percent. As a result, recruiters at such firms as Victory, PeopleSoft, and Cognex had started to stress how much fun it was to work at their companies and to reinforce this messages with ice cream socials, Karaoke contests, softball leagues and free movie nights.
Once recruiting efforts have attracted job applicants, managers must evaluate each individual and select the best candidate. Testing procedures are placed among the stages and possible outcomes of a typical selection process: applications or resumes, screening interviews, ability and aptitude tests, on-site interviews, reference checks and medical and drug tests. Each organization develops its own mix of selection techniques and may use them in any order.
First, applications or resumes. A job application is a standardized form. that asks the applicant for such information as background, experience and education. A resume is a prepared statement of the applicant's qualifications and career goals.
Second, screening interviews. Companies often find themselves with several applications or resumes for every job opening. Managers thus narrow the field, first on the basis of applications and then by holding screening interview's to eliminate clearly unqualified applicants. Then the managers interview qualified applicants in greater depth.
Finally, ability and aptitude tests. For some positions, ability or aptitude tests may be given. Such tests must meet two conditions. First, they must be job related, and second the test must indicate clearly that top scorers are more likely to perform. well in the specified job.
Increasingly many firms are also stressing skills related to teamwork in selecting new employees. Southwest Airlines, Procter & Gamble, and Merck, for example, use current employees, in addition to managers, to interview applicants. These employees strive to determine how well applicants will fit into the company's culture and how well they will get along with other people in the firm.
•You will hear a talk from the radio on external recruitment.
•For each question 23-30, mark one letter (A, B or C) for the correct answer.
•You will hear the recording twice.
The speaker, Ms Turner is from
A．Personnel Department of a company.
B．a job advising agency.
C．an employment center.
