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A.They are appointed by all the promoters of the company
B.They are appointed by the general meeting of the shareholders
C.They are appointed by the board of directors and approved by the general meeting of the shareholders
D.They are appointed by the board of directors
答案
D、They are appointed by the board of directors
更多“How is the chairman of the board of directors of a joint stock company appointed?”相关的问题
第1题
(26)
A．The chairman signaled his assistant to cross the street at the traffic lights.
B．The assistant developed the new kind of DVD home cinema system with a company.
C．The chairman suddenly got an idea of developing new home cinema system.
D．The assistant got the permission to go ahead with the cooperation with that company.
第2题
&8226;Read the article below about evaluating the work of company directors.
&8226;Choose the best sentence from the opposite page to fill each of the gaps.
&8226;For each gap (8-12), mark one letter (A-G) on your Answer Sheet.
&8226;Do not use any letter more than once.
&8226;There is an example at the beginning, (0).
EVALUATING THE PERFORMANCE OF THE BOARD
Few employees escape the annual or twice- yearly performance review. (0) G. The answer is not a great number. And the smaller the company, the fewer checks there are on how well the directors are doing. Some of the largest companies formally assess the performance of their board, but very few new or growing companies have managed to get round to establishing any such procedure.
Many business experts believe, however, that it is important for all companies to review the performance of the board. (8) Another reason is that the beard itself needs information on how well it is doing, Just as much as other employees do. For the chief executive, appraisal of some sort is absolutely essential for his or her own sake and for the good of the company. Indeed, many of those who have reached this level remark on how lonely the Job of chief executive is and how few opportunities they get to discuss issues relating to it.
There is some evidence to show that once smaller companies put a board appraisal process in place, they find this process relatively easy to operate. (9) Their counterparts in larger organisations, however, are often afraid that appraisals could be a challenge to their status. So, how should companies assess their beard？ (10) At a very basic level, this could simply mean getting all the directors to write down what they have achieved and how they can improve on it. At the other end of the scale is the full 360- degree' appraisal. Here, each director is appraised in a systematic manner by a combination of the chairman and fellow directors.
In the largest companies there are many methods for assessing the beard. A number of such companies have self-assessment schemes. The chairman may meet each board member individually to ask how things are going, in a fairly informal way. The whole board might also meet to talk about its progress in open session. (11) These might ask for people's opinions on the board's main tasks or on how well the committees are working.
Research indicates there has been some improvement in the way the appraisal of board members is conducted. (12) The chairman will have been involved directly or indirectly in the appraisal of all members of the board. Whose Job is it, then, to appraise the chairman？
A. It is often the case that the directors of such companies are even happy to receive criticism, as this can prevent them from making basic mistakes.
B. The rest of the workforce sees it as unfair if the directors are the only members of the company to escape appraisal.
C. These are encouraging as they put a limit on the power of the chairman to assess fellow directors.
D. Alternatively, questionnaires might be distributed to directors, forming the basis for future discussion.
E. One issue remains, however, when all the others have been dealt with.
F. It is generally agreed that it is the chairman's responsibility to ensure the regular appraisal of each member of the board.
G. However, one wonders how many companies have in place a formal appraisal process for their board of directors.
(8)
第3题
根据下面内容，回答题
Evaluating the Performance of the Board
Few employees escape the annual or twice-yearly performance review．（0） ...G ... The answer is not a great number．And the smaller the company， the fewer checks there are on how well the directors are doing．Some of the largest companies formally assess the performance of their board， but very few new or growing companies have managed to get round to establishing any such procedure.
Many business experts believe， however， that it is important for all companies to review
the performance of the board．（8）....．Another reason is that the board itself needs information on how well it is doing， just as much as other employees do．For the chief executive， appraisal of some sort is absolutely essential for his or her own sake and for the good of the company．Indeed， many of those who have reached this level remark on how lonely the job of chief executive is and how few opportunities they get to discuss issues relating to it.
There is some evidence to show that once smaller companies put a board appraisal process in place， they find this process relatively easy to operate．（9）....． Their counterparts in larger organizations， however， are often afraid that appraisals could be a challenge to their status.
So， how should companies assess their board？ （10）.....At a very basic level， this could simply mean getting all the directors to write down what they have achieved and how they can improve on it．At the other end of the scale is the full "360-degree" appraisal．Here， each director is appraised in a systematic manner by a combination of the chairman and fellow directors.
In the largest companies there are many methods for assessing the board．A number of such companies have self-assessment schemes．The chairman may meet each board member individually to ask how things are going， in a fairly informal way．The whole board might also meet to talk about its progress in open session．（11）.....These might ask for people"s opinions on the board"s main tasks or on how well the committees are working.
Research indicates there has been some improvement in the way the appraisal of board members is conducted．（12）......The chairman will have been involved directly or indirectly in the appraisal of all members of the board．Whose job is it， then， to appraise the chairman？
A.It is often the case that the directors of such companies are even happy to receive criticism， as this can prevent them from making basic mistakes.
B.The rest of the workforce sees it as unfair if the directors are the only members of thecompany to escape appraisal.
C.These are encouraging as they put a limit on the power of the chairman to assess fellow directors.
D.Alternatively， questionnaires might be distributed to directors， forming the basis for future discussion.
E.One issue remains， however， when all the others have been dealt with．
F.It is generally agreed that it is the chairman"s responsibility to ensure the regular appraisal of each member of the board.
G.However， one wonders how many companies have in place a formal appraisal process for their board of directors.
（8）应选 查看材料
第4题
Mr. Teaschle is the former Chairman and CEO of Agave, Inc. who has served as Vice Chairman of SigmaAgave Corp. since the two energy companies merged in October 2001. In May 2002, he was named to the additional role of interim Chairman of Genertec Inc., to assist the energy merchant in restoring investor confidence and stabilizing the company's financial position. He is resigning from the positions he holds at Sigma Agave and Genertec to focus exclusively on his duties at Ventrus.
On behalf of the Ventrus board, James J. Reilly, a director who led the nationwide search for a new CEO, said, "Hillman is a forceful, positive executive who is exactly the right person to lead Ventrus at this critical time. He knows how to guide major global companies through difficult transitions with a sharp focus on financial responsibility. He is an extremely hardworking, hands-on executive who knows how to engage employees. He believes that a company is as good as the ambitions its stakeholders share, and he will push firmly but fairly to achieve the company's goals. He has the reputation and credibility needed to lead Ventrus to economic recovery and a great future."
Ventrus Airlines operates more than 1,900 flights a day on a route network that spans the globe.
Date: Thursday, Feb. 19
To: Mr. Teasdale
From Ms. Teasdale
Message:
Ms. Teasdale saw the news and called to congratulate again. She said she had persuaded your parents to cone for the celebration party. She asked if you needed to see the guest list Please call back.
What is the possible title of the news？
A．Hillman F. Teasdale Saved Ventrus Airlines
B．Hillman F. Teasdaie, CEO of Three Giant Companies
C．Ventrus Announces New CEO Appointment
D．Board Decision for Dramatic Strategic Change
第5题
•For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
How to read annual reports
First, turn back to the report of the certified public accountant. This third-party auditor will tell you fight off the bat if Galaxy's report conforms with "generally accepted accounting principles". Then go to the footnotes. Check to see whether earnings are up or down. The footnotes often tell the whole story.
Then turn to the letter from the chairman, Usually addressed "to our shareholders," it's up front -- and should be in more ways than one. The chairman's tone reflects the personality, the well- being of the company. In this letter, the chairman should tell you how the company fared this year. But more important, the letter should tell you why. Keep an eye out for sentences that start with "Except for..." and "Despite the..." They're clues to problems. On the positive side, a chairman's letter should give you insights into the company's future and its stance on economic or political trends that may affect it.
Now begin digging into the numbers!
One source is the balance sheet. It is a snapshot of how the company stands at a single point in time. On the top are assets -- everything the company owns. Things that can quickly be turned into cash are current assets. On the bottom are liabilities -- everything the company owes. Current liabilities are the debts due in one year, which are paid out of current assets. The difference between current assets and current liabilities is working capital, a key figure to watch from one annual report to another. If working capital shrinks, it could mean trouble, one possibility: the company may not be able to keep dividends growing rapidly. Owners' equity is the difference between total assets and liabilities. It is the presumed dollar value of what the owners or shareholders own. You want it to grow.
The second basic source of numbers is the income statement. It shows how much money Galaxy made or lost over the year. Most people look at one figure first. It's in the income statement at the bottom: earnings per share. Watch out. It can fool you. Galaxy's management could boost earnings by selling off a plant. Or by cutting the budget for research and advertising. The number you .should look at first in the income statement is net sales. Ask yourself: are sales going up at a faster rate than the last time around？ When sales increases start to slow, the company may be in trouble. Have sales gone down because the company is selling off a losing business？ If so, profits may be soaring.
Another important thing to study is the company's debt. Turn to the balance, and divide long-term liabilities by owners' equity. That's the debt-to- equity ratio. A high ratio means the company borrows a lot of money to spark its growth. That's okay -- if sales grow too, and d there's enough cash on hand to meet the payments. A company doing well on borrowed money can earn big profits for its shareholders. But if sales fall, watch out. The whole enterprise may slowly sink. Some companies can handle high ratios; others can't.
Finally, you have to compare. Is the company's debt-to-equity ratio better or worse than it used to be？ Better or worse than the industry norms？ In company-watching, comparisons are all. They tell you if management is staying on top of things.
According to the writer, the most important element of the chairman's letter is
A．the expressions used.
B．the explanations given by the chairman.
C．the performance of the company during the year.
D．the company's future described by the chairman.
第6题
Now the personal stereo is used by everyone. There are new designs such as CD Walkmans, recording Walkmans, etc. As size, weight and cost get smaller, quality gets bigger.
Socially, however, the Walkman habit may not be so good. By playing their personal stereos at full volume in small spaces, listeners may disturb others. The repeated loud beat can also be annoying. That is why in London's Underground Railway System there are signs saying, "Keep Your Personal Walkman Personal." Furthermore, drivers listening to Walkmans may sometimes cause road accidents to happen. And the rise in hearing problems is often blamed on their misuse.
There is no doubt that modem society has a love-hate relationship with the Walkman. Yet even criticism proves how popular the Walkman has become. Rather like the television or the computer, it is hard to imagine how we ever lived without them.
Who Started the idea of creating the machine "Walkman"？
A．Akio Morita, chairman of the Sony Corporation.
B．Morita's children.
C．Engineers working in the Sony Corporation.
D．A customer.
第7题
— Read the article on the opposite page about a club for company chairmen and women.
— Choose the best sentence from below to fill each of the gaps.
— For each gap 8-12, mark one letter (A-G) on your Answer Sheet.
— Do not use any letter more than once.
— There is an example at the beginning, (0).
A forum for chairmen and women to exchange ideas
When Cadbury Schweppes was considering selling its food and health products businesses in the mid-1980s, Sir Adrian Cadbury, chairman at the time, called a board meeting and told the directors not to make up their minds, but simply to talk about selling the businesses. (0) At that first meeting, everyone spoke up. Opinion was divided. The second meeting was different. 'We had a very large degree of agreement,' Sir Adrian says. 【8】______ He had feared that attempting to deal with the matter just in one meeting would inhibit open discussion.
How to chair a company has been a long-time preoccupation of Sir Adrian's. The committee he headed in the early 1990s - set up by the British government to investigate corporate governance - produced the Cadbury report. 【9】______ This was just one of its many recommendations, which had a major impact on how companies are managed.
Being chairman is a difficult job, Sir Adrian says. 【10】______ For that reason, he has helped set up the Chairmen's Forum, a club of like- minded people who get together to exchange ideas and learn how to chair companies. As well as hosting dinners, addressed by major players in the business world, the forum has held seminars to discuss issues such as how to get the best out of the board and how to respond to a crisis.
James Watson, head of the forum's steering committee, believes the organisation should do more to publicise its existence. One of the reasons is that he wants to attract a more diverse group of chairmen and women as the forum increases its size to the 100 members he regards as optimal. 【11】______ But all are UK-based and the vast majority are male. The forum wants to attract more women and more non-British members to what it believes is the world's only chairmen's club.
Most chairmen of the biggest UK companies have stayed away. 【12】______ Sir Adrian is more charitable: he believes chairmen of large groups do not have time for forum meetings. But he argues that one should not underestimate how difficult the job is. Chairing any meeting is a challenge. And as Jane Kelly, the first woman to join the organisation; says, leading is often a solitary task. 'The higher up you move in any organisation, the lonelier you can be. At each level, the number of people you can talk to is smaller.' Hence the value of a club like the Chairmen's Forum.
A. Currently almost all of them head listed companies -- although generally not the biggest -- and some come from private companies and the public sector
B. Among other things, it came down in favour of companies separating the roles of chairman and chief executive.
C. Many also regard the opportunity to test new thinking as a major benefit.
D. Some forum members suspect that many of those in powerful positions think they know it all already.
E. Dividing the decision-making process into parts, each with its own focus, achieved the desired outcome.
F. There are no clear guidelines.
G. His plan. was to hold another one at which the issue would be resolved.
第8题
Leading figures from the arts circle have come togther to fight for the 21-year-old theatre.
Barbara Windsor, chairman of the Performing Art Society, said: "If they have to tear it down it would be a waste of a good theatre. Every town needs a heart."
John Stevens, of Sutton Theatre Company, said the theatre had suffered from a lack of money and business support. "There's a crying need for a theatre in Sutton and the public will lose out if the Secombe goes."
Peter Geiringer, a city government official also argued that a neighborhood center was not the same as a theatre. "It's silly; this is the death of the Secombe. They're going to replace (代替) it by a hall so no one in Sutton will be able to go to a real theatre."
Leslie Coman, member of city committee for the arts, said: "The Secombe has played an out- standing role in the cultural life of this town over many years. It is only right that the committee continues to look at how it can provide new buildings for artists' workshops, and performances."
Sutton Arts Committee Chairman Tony Kerslake said: "At some stage a building comes to the end of its life. If a new one was built in the same place, I would accept that as progress."
The government report makes people wonder whether the theatre will be______.
A．replaced
B．closed
C．rebuilt
D．enlarged
第9题
听力原文： It was in 1951, during my first week at North Carolina College, a black school, the English chairman's wife, who was as light as a white woman, stopped me one day in the ball.
When I went to her office, she said, "You had the highest grade on the examination." She was talking about the exam that the entire freshman class took. In spite of her smile, her eyes and tone of voice said, "How could this blackskinned girl score higher on the test than the other students？ It must be a mistake.' At North Carolina College, color was used in deciding status. The faculty assumed that lightskinned students were more intelligent, and they were always a bit surprised when a darkskinned student did well, especially if she was a girl.
When the grades for the first quarter come out, I had the highest average in the freshmen class. The chairman's wife called me into her office again, pulled out a copy of the freshman English final exam, and asked me to retake it. I couldn't believe it. It was so incredible to her that I had the highest score in the class that she was trying to test me again. I felt angry, so intense that I wanted to start hitting her. I have seldom hated anyone so deeply. I handed the exam paper back to her and walked out.
(20)
A．She felt indifferent.
B．She felt satisfied.
C．She felt delighted.
D．She felt surprised.
第10题
Starbucks' Secret Ingredient
How you can incorporate coffee chain chairman Howard Schultz' persuasive communication skills in your workplace.
If you've set foot in a Starbucks recently, there's no doubt you've been exposed to marketing for Akeelah and the Bee, the story of a young girl who thies to make it to a national spelling bee (拼写比赛获得者). The movie opened Apr. 28 and represents the coffee chain's first major push into theatrical releases--part of a joint-marketing agreement with Lion's Gate to promote the film (see BW Online, 5/1/06, "Howard Schultz Looking For His Next Act").
In many ways the story of a poor child with big dreams reflects the upbringing of Starbucks Chairman Howard Schultz, who grew up in the housing projects of Brooklyn and now oversees the Seattle-headquartered coffee empire (see BW Online, 4/26/06, "Starbucks Perks Up Socially Conscious Films"). In the past few weeks I have seen Schultz profiled on 60 Minutes and the new CNBC show American Made. I found it inspiring that Schultz has maintained a very strong, persuasive, and consistent message since the time he granted me an interview for my book.
His powerful communication skills define a leader who knows not only what he stands for, but also the values he promotes, and who knows how to make an emotional connection with his listeners. In fact, Schultz majored in communications in college, took public-speaking courses, and credits much of his ability to win over investors, customers, and employees to his communication skills. There are three qualities that I think help Schultz stand out as a persuasive business communicator. My observations and three lessons you can incorporate into your own workplace follow:
SHARES HIS PASSION. Schultz is fiercely passionate about what he does. But understand that his passion is not only about the coffee. He sells much more. You see, while Schultz loves coffee, he's passionate about creating a workplace that treats people with dignity and respect. That's the message he conveys consistently to employees, customers, and investors.
In Schultz's book, Pour Your Heart Into It, the word "passion" appears on nearly every other page. But he doesn't leave his enthusiasm on its pages. In conversation, Schultz exudes an authentic, unbridled passion for his employees and their lives. It rubs off on his listeners.
"You either have a tremendous love for what you do, and passion for it, or you don't," Schultz told me. "So whether I'm talking to a barista, a customer, or investor, I really communicate how I feel about our company, our mission, and our values. It's our collective passion that provides a competitive advantage in the marketplace because we love what we do and we're inspired to do it better. When you're around people who share a collective passion around a common purpose, there's no telling what you can do."
Lesson 1: Dig deep to identify what you are truly passionate about (hint: it's not always the product itself) and convey that message to employees, customers, and colleagues. When you are passionate, you come across as excited, energetic, and enthusiastic--all of the qualities people like to see in others. And if people like you, they're more likely to do business with you or to back your vision.
While Schultz's passion rubs off on employees, it was his enthusiasm mixed with the ability to paint a vivid picture of what he was trying to accomplish that convinced skeptical investors to back his original concept. Schultz makes his money off coffee beans--whole, ground, or what have you--but what he's really selling is a blend of coffee and romance. Schultz has succeeded in painting a picture of comfort and community--a third "destination" between work and home.
During a now-famous trip to Italy, Schultz's life changed forever when he took his first sip of espresso and steamed milk
A．Y
B．N
C．NG
第11题
根据下面内容，回答题
"Businessman of the Year" Award
A. James King: Chief Executive of Fentons Finance
King was nominated for the quality of his leadership, with the judges claiming that the Fentons Finance boss is almost revered by his team. He is credited with reinventing Fentons Finance - revitalizing its culture of inflexibility, removing outdated pre-merger barriers and playing a brilliant tactical game. He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the right moment. History will be the judge, but for now the markets consider King to be a star.
B. Keith Nash: Chief Executive of Hamley&39;s Supermarkets
Nash took over as CEO when Hamley&39;s systems and distribution were out of date and the brand badly needed freshening up. He began refocusing the brand at the higher quality end of the food market and launched several own-brand initiatives for the health conscious. As a result, the share price has gone up nearly 80 per cent. This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top job.
C. Jorge Marquez: Chairman of the Kenwick Group
Marquez was a popular choice for his achievements at Kenwick. The judges say he has been courageous in pushing through the appointment of controversial or inexperienced chief executives to companies within the group, and then sponsoring them as they transformed their businesses. He operates as a "virtual" chairman, without a permanent office in any one company. He phones his CEOs regularly, and several of them have acknowledged the vital contribution he makes to their effectiveness. Everyone is impressed at how he also finds the time to be chairman of two other large companies.
D. Richard Jenkins: Finance Director of Centron Advertising
Labouring in the shadow of a high-profile boss can sometimes draw attention away from the finance director, and the judges considered it was high time Jenkins got that attention. The CEO may be the public face of Centron, but Jenkins is the one who makes it run smoothly. Behind the scenes, he is constantly demonstrating that budgets and forecasts are what is needed to make a company successful, particularly now that the advertising market has been hit by recession, it is largely thanks to him that Centron is in much better shape than its rivals.
This businessman has successfully targeted a different group of consumers. 查看材料
A.A
B.B
C.C
D.D
