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multinational/,mʌltɪ'næʃnəl/（）

A.国际的

B.跨国公司的

C.多国的

D.跨国公司

答案

BCD

发布时间：2023-04-02

更多“multinational/,mʌltɪ'næʃnəl/（）”相关的问题

第1题

听力原文：W: What do you plan to do after you finish your university work？M: I've got a fri

听力原文：W: What do you plan to do after you finish your university work？

M: I've got a friend in Germany who says that he can get me a job with a large multinational company here in Shanghai.

W: So you'll work here？

M: Well, I can earn a very good salary and get good experience.

W: Would you leave for a foreign country if they ask you to go？

M: It depends what they want and how long they want me to stay away from home.

W: Did you know that some people say that both foreign companies and foreign countries take the most talented people away from their homes in developing countries on purpose？

M: Why would they do that？

W: Highly educated people often make large contributions to both a country's economy and society.

M: So it would be to the advantages of a country to allow skilled immigrants in？

W: Yes, of course it would.

M: But then why don't developed countries let in more skilled workers？

W: Many reasons, really. For one, people who live in a developed country don't always like to see high-wage jobs go to people who have just arrived form. another nation. And developing countries don't want highly skilled workers to leave.

M: In any event, it doesn't matter to me. I'd leave Shanghai for a while, but I wouldn't want to move to another country permanently.

W: I can understand that

(23)

A．Go to Germany to live with his friend.

B．Return to Germany for further study.

C．Set up a company in Shanghai.

D．Find a job in a large multinational company in Shanghai.

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第2题

鄂尔多斯盆地本溪组砂岩属于()储层，孔隙度一般在4%10%之间，平均7.1%;渗透率一般在(0.1～10)m之间，平均渗透率1、13m（）。

A.lt高孔低渗

B.lt低孔低渗

C.lt低孔高渗

D.lt高孔高渗

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第3题

听力原文：F：These days more and more people are employed in multinational companies which r

equire higher awareness of cultural diversity．ABD is a multinational car manufacturer that has been very successful in dealing with cross-cultural problems．Steve Denison，an internal business consultant，is in the studio today．Steve，could you explain why your company has been such a success in that field？

M：Well，with the increased globalization of the economy and interaction of different cultures，the future of any organization depends on whether the employees can accept the differences and learn from each other．But we do have our‘secret weapon’．

F：Interesting!What is it then？

M：Our secret weapon is‘glocalization’．

F：‘GIobalization’you mean？

M：No，GLOCALIZATIONO The conflict between globalization and localization has led to the invention of this concept‘glocalization’．You know，companies that want to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way business is done．

F：I see．So could you give us some examples about those local cultural characteristics？

M：Sure．Take Latin and Asian cultures for example．Their status is not based on analysis or systems，but is automatically accorded to the boss，who is more likely to be in his fifties or sixties than in his thirties．This is particularly true in Japan，where companies traditionally have a policy of promotion by seniority．A 50-year-old Japanese manager，or a Greek or Italian one，would quite simply be offended by having to report to an aggressive，well-educated，but inexperienced American or German 20 years his junior．

F：OK，What about the performance evaluation then？Would that be different as well？

M：Sure．I'll use the salespeople to illustrate the difference．In countries like USA or Britain，the principle of pay-for-performance often successfully motivates them．The more you sell．the more you get paid．But the principle might well be resisted in countries where rewards and promotion are expected to come with age and experience．There was an example of a sales rep in an Italian subsidiary of a US multinational company who was given a huge quarterly bonus under a new policy imposed by head office．His sales—which had been high for years—declined dramatically during the following three months．It was later discovered that he was deliberately trying not to sell more than any of his colleagues，so as not to reveal their inadequacies．He was also desperate not to earn more than his boss，which he thought would be an unthinkable humiliation that would force the boss to resign immediately．

F：What about the differences in management structures？

M：Yes，I was just about to come to that．Another example of an American idea that doesn't work well in Latin countries is matrix management．The task-oriented logic of matrix management conflicts with the principle of loyalty to the all-important line supewisor，you know，the functional boss．And without the awareness and understanding of the other culture，each would think of the other as being ‘corrupt’。

F：So how do we tackle these misunderstandings？Are there any strategies to be applied？

M：OK．Experience and knowledge will surely help us accommodate to another culture，but some key strategies may quicken the process．To begin with，the understanding and acceptance of differences；and that is followed by developing culture sensitivity and shared decision-making．Then organizational resources should be distributed equally．And er…

F：Wow，that's already a whole lot of strategies．And there's more？

M：Yes．And er，yes，flexible institutional policies，practices，and procedures should be applied．

F：OK．So what kind of training programs or proposals would you offer your company，you know，to get all these ideas to really sink in？

M：well，there are many different types of cross-cultural training to make sure that we can all get along in the work place，like conflict resolution；conducting cultur

A．recognizing the increasing impacts of globalization．

B．operating all over the world while taking account of local cultural diversities．

C．the conflict between globalization and localization．

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第4题

用尺长方程式为lt=30-0.0024+0.0000125×30（t-20℃)m的钢尺丈量某段距离，量得结果为121.409m，丈量时温度为28℃，则温度改正值为（)m。

A.0

B.0.0424

C.-0.121

D.0.0121

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第5题