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How should companies select young people for educational projects？ (Why？ / Why not？)
答案
更多“How should companies select young people for educational projects？ （Why？ / Why not？)”相关的问题
第1题
Do you think that companies should control the number of extra hours staff work？ (Should companies decide how many extra hours staff work？)
第2题
第3题
A．to teach customers how to use the rating tools
B．to help customers express their needs clearly
C．to simplify the list of product attributes
D．to help customers identify the product features that they value most
第4题
The writer of this book gives his personal views of what makes a good business leader.
A． Salinas outlines the key qualities of good management m this autobiography. He believes that decisions should be based on facts, not opinions; that people’s strengths should be exploited; and that disagreement is sometimes necessary. But the main point he makes is that leadership means performing well at all times and setting a good example
B． In this collection of essays, top business leaders predict how businesses will change over the next few years. They analyse changes in business and society and their efforts on job markets, as well as taking a look at possible strengths and weaknesses of leading economics and their currencies. This collection outlines a vision of tomorrow’s business world and the type of leaders that will be required.
C． This book is a well-researched study of the problem of leadership in global quoted companies, 160 international business leaders were asked how they added value to their companies and their answers form the main part of this book. Both managers and companies are analysed in order to show how they cope with difficult issues. A useful book for all senior managers.
D． 100 well-known US business leaders through this century are described in this book, which analyses how their fortunes were made and sometimes lost. The background, business career, character and personal life of each individual are outlined, creating an impressive collection of biographies and an excellent reference work.
第5题
听力原文：M: I can't believe this company is letting so many of us go.
W: I know how you feel. They should have let us know earlier about the plan to merge with Robson Inc.
M: I can't agree with you more. Perhaps we should consider something legal against the company.
W: Well, that sounds too far to me at this point. All they are saying at this point is that it will be an official decision after both companies sign the contract by the end of next month.
Why is the company laying so many people off？
A．The company plans to merge with another company.
B．The people broke the law.
C．The people didn' t work hard enough.
D．The company went out of business.
第6题
&8226;Look at the sentences below and the following advertisements.
&8226;Which advertisement does each sentence (1-7) refer to？
&8226;For each sentence, mark one letter (A, B, C or D) on your Answer Sheet.
&8226;You will need to use some of these letters more than once.
A
Salinas outlines the key qualities of good management m this autobiography. He believes that decisions should be based on facts, not opinions; that people's strengths should be exploited; and that disagreement is sometimes necessary. But the main point he makes is that leadership means performing well at all times and setting a good example
B
In this collection of essays, top business leaders predict how businesses will change over the next few years. They analyse changes in business and society and their efforts on job markets, as well as taking a look at possible strengths and weaknesses of leading economics and their currencies. This collection outlines a vision of tomorrow's business world and the type of leaders that will be required.
C
This book is a well-researched study of the problem of leadership in global quoted companies, 160 international business leaders were asked how they added value to their companies and their answers form. the main part of this book. Both managers and companies are analysed in order to show how they cope with difficult issues. A useful book for all senior managers.
D
100 well-known US business leaders through this century are described in this book, which analyses how their fortunes were made and sometimes lost. The background, business career, character and personal life of each individual are outlined, creating an impressive collection of biographies and an excellent reference work.
In this book you learn about the lives of business leaders from the past.
第7题
M: What do you mean？
W: Well, they have to be very careful not to offend people -- especially parents with young kids who might buy a CD that contained violent content or used strong language.
M: How can that be avoided？
W: Well, don't you remember when that woman -- some senator's wife, I think, made a fuss over this issue？ It's not really a law, but music companies are now encouraged to put a warning label on albums that describe violence or use strong language.
M: I don't understand. Doesn't that reduce the musician's freedom of speech？
W: Not really. Musicians still have a right to free speech, but the message on the label says, "Buyer, be careful: if you get upset by violence and ugly language, don't buy this album." You agree with that, don't you？
M: I don't know. I still think the whole thing is funny and unreasonable. Musicians should have the right to say what they want to say without having to have a warning label put on their music, I mean, who gets to decide what is considered offensive and what isn't, we don't need a sticker to tell us what to do!
(20)
A．Record companies should pay attention not to offend people.
B．Record companies should be very careful with their employees.
C．People should be very careful with their new CDs.
D．Parents should forbid children to buy new CDs.
第8题
—Look at the sentences and the book reviews below.
—Which book (A, B, C or D)does each sentence 1—7 refer to？
—For each sentence 1—7, mark one letter (A, B, C or D) on your Answer Sheet.
—You will need to use some of the letters more than once.
A
Salinas outlines the key qualities of good management in this autobiography. He believes that decisions should be based on facts, not opinions; that people's strengths should be exploited; and that disagreement is some times necessary. But the main point he makes is that leadership means performing well at all times and setting a good example.
B
In this collection of essays, top business leaders predict how businesses will change over the next few years. They analyse changes in business and society and their effects on job markets, as well as taking a look at possible strengths and weaknesses of leading economics and their currencies. This collection outlines a vision of tomorrow's business world and the type of leaders that will be required.
C
This book is a well-researched study of the problem of leadership in global quoted companies. 160 international business leaders were asked how they added value to their companies and their answers form. the main part of this book. Both managers and companies are analysed in order to show how they cope with difficult issues. A useful book for all senior managers.
D
100 well-known US business leaders through this century are described in this book, which analyses how their fortunes were made and sometimes lost. The background, business career character and personal life of each individual are outlined, creating an impressive collection of biographies and an excellent reference work.
This is an account of one business leader's experiences.
第9题
•For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.
Achieving a successful merger
However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.
According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles.
This was the issue in 2001 when' the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies' skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.
But even in mergers that do go ahead, there can be culture dashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company's approach would have worked for the other.
The answer is not to adopt one company's approach, or even to try to incorporate every aspect of both organlsations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies .with differing management styles are the ones that need to work hardest at creating a new culture.
Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.
According to the text, mergers can encounter problems when
A．contracts are signed too quickly.
B．experts cannot predict accurate figures.
C．conflicting attitudes cannot be resolved.
D．staff are opposed to the terms of the deal.
第10题
Practise discussing this task, and the questions which follow it, with a partner:
STAFF TRAINING REVIEW
The organisation you work for plans to review the training it currently provides for staff and to make improvements. You are part of the team that has been appointed to contribute to the review.
Discuss, and decide together:
&8226;how to evaluate the training currently provided
&8226;how to set about meeting training needs
Follow-up questions:
&8226;Do you think all members of a company should receive training？
&8226;Are there types of training which are not appropriate for a company to provide for staff？
&8226;What training would you most like to receive？
&8226;How can the effectiveness of training be measured？
&8226;Do you think the kinds of training that companies provide will change in the future？
