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Kamp says that he introduced automation at his factory because he
A．wanted to make the future of the steel industry more secure.
B．thought that his men were not working hard enough.
C．needed to cut clown on the running costs of the company.
D．believed it would encourage team spirit in his workforce.
答案
更多“Kamp says that he introduced automation at his factory because heA．wanted to make the futu”相关的问题
第1题
Kamp says that his management style. is characterised by
A．being able to persuade shareholders to accept his point of view.
B．showing no sign of emotion when dealing with financial matters.
C．proving to his rivals that he is a strong leader.
D．giving orders and expecting others to obey them.
第2题
With regard to his own position in the company, Kamp says
A．people outside the company think he's overpaid.
B．if he left, the company would lose some of its bank contracts.
C．he's the most important member of the company.
D．the value of his work justifies an increase in his insurance policy.
第3题
？Read the following article about a British businessman and the questions.
？For each question (15-20), mark one letter (A, B, C o r D) on your Answer Sheet.
George Kamp is the kind of tough English northerner who runs things his own way. Contrary to what is normal in big corporations today, his company has no remuneration committee, it is short on part-time directors and it has no qualms about employing family members. Mr. Kamp is chairman and chief executive of the engineering firm William Kamp, which has been a family business since the middle of the last century. Until a week ago none of this would have made the headlines. But a rival engineering company has changed this with its ￡58 million hostile takeover bid, putting Kamp's management style. in the spotlight. Kamp is a fighter: "All my career, I've battled. I've had to battle with customers and suppliers and management."
This will certainly not be his first fight. In 1980, when borrowing money was costing more than 20 per cent, his father was in favour of closing the business. George was not; he forced his father off the board of directors and saved the company. He says, "A difference of views arose. I said the company could either be run by me, or by him, but I couldn't stay there and implement his policy. There was a board meeting and he was persuaded to withdraw."
He says his toughest battle was not taking on his father, but forcing his 160-strong workforce to accept automation at the factory in 1982. "I was really in a difficult position then. The management were against me, the men were against me. The change meant they would have to work a lot harder. I got them all together, and I just said, "We've got to make this work-it's all our livelihoods at stake. "I was determined to make this business work to save the British steel foundry industry." He won that battle, too. Rationalizations, cost-cutting, and a string of 14 acquisitions followed, and the loss-making family business became a recognized leader in the steel castings industry.
Kamp makes running William Kamp sound like a military operation, and there is something in his clipped language which is irresistibly reminiscent of the army. His management style. is unashamedly autocratic. "I have a very loyal team, and, yes, they have to work hard but they like it," he says. But unusually for a publicly quoted company, his loyal staff include his wife, Ellen, a lawyer who works as a consultant for the company. "I'm not frightened of having to justify this," he says. The shareholders are getting a good deal out of his wife, he reckons, as the company would probably have to pay double for the same services from any other consultant.
Kamp robustly defends his own pay and the generous terms of his contract. He reckons he is worth it. "There is a ￡5 million 'key man' insurance policy on me, and some of our banking arrangements are dependent on me staying with the company. So the outside world reckons I'm fairly important-that isn't just my opinion."
He describes himself as being like the captain of a ship, and he has a firm belief in experience rather than management theory. "You've got to learn your management skills by practical experience; otherwise you confuse delegating with passing the buck and you don't know when people are talking rubbish. I have the strength to fight off this takeover bid. For me it's war. I am autocratic, because that's how you win. When you cut out all the emotion, it's down to money. William Kamp is worth much more than this most inferior rival company has suggested. And I know I will be able to convince the shareholders of this."
Why is Kamp's company in the news？
A．He has problems with management.
B．Another company wants to gain control of it.
C．He is looking for new advisers to help run it.
D．There have been complaints about his management style.
第4题
How does Kamp say he feels about having his wife working for the company？
A．Embarrassed that people know about it.
B．Certain that she is better than other consultants.
C．Afraid that people will misunderstand her role in the company.
D．Confident he can defend her contributions to the company.
第6题
A.for
B.of
C.to
D.with
第7题
What does the man feel when he says this:
A．Amused
B．Worried
C．Confused
D．Interested
第8题
My father says he's going to______smoking.
A．give up
B．put up
C．set up
第9题
Peter, John and Tom each ______.
A. say they came first
B. says they came first
C. says he came first
D. say came first
第10题
He says that the most successful projects take
A．many months or years.
B．at least six months.
C．as little time as possible.
