What is the opposite (相对的、相反的)of first class?
A、poor class
B、number one class
C、economy class
D、second class
A、poor class
B、number one class
C、economy class
D、second class
•For each question (13-18), mark one letter (A, B, C, or D) on your Answer Sheet.
FAMILY BUSINESSES
A great many people maybe at some stage in their lives consider setting up a business with their family members. The idea may seem very attractive, but the reality of working with someone close to you can often cause unforeseen problems. 80% of family-run businesses think that when times get tough, love, romance or family bonds will see them through. But the fact is that although 70% of businesses are family-run, only 40% of these companies survive to the second generation.
Why do so many family businesses fail? While money has traditionally been thought to be the root of all difficulties, the major problem is much more clear. In businesses which don't have family ties or relationships, people find it easier to communicate and to say what is on their mind. In contrast, with family businesses, people often make the mistake of thinking they know what views other family members have without actually discussing with them.
There is one strategy which should be used in all family businesses to protect potential problems. As time goes by, one partner may lose interest or not work as effectively as they are expected to. If each partner's responsibilities are identified from the start so that they know exactly what is required of them, difficulties are less likely to arise as the business develops. It is also recommended to ask yourselves a few "what if" questions before starting a family business. For example, what if one of the partners brought a friend into the family business and others didn't like this person? What would you do? To avoid this kind of problem, you should talk it over amongst yourselves. This sort of research can make you aware of both your own attitudes and the attitudes of the other members of the family before problems actually occur.
Contracts are another potential problems. Too many family businesses are run on the most informal terms. People often think it is unfriendly to ask a relative to sign a contract outlining the terms of a business venture. But you should treat the family business like any other business and be professional to draw up a contract. Whether the business is profitable or not, it is supposed who owns the shares must be clearly defined and written into a formal contract. It must also be clear who is running the company. Some family businesses take a vote on every decision. Perhaps this exercise in democracy should be applauded, but it created so many complications that in the end the business failed. Even a small committee can sometimes be too large. In matters affecting the entire company. only one of you should be the decision-maker. He or she doesn't have to be the largest shareholder, but should be the one best able to lead the business.
Another type of problem arises when a relative decides to join an already established business. In these cases, you should do everything you can to avoid favourism. It is important to avoid putting him straight into any kind of managerial position. Instead, encourage him to learn not only the company but the people who make it work by working on the shop floor on the assembly line. They have to prove to be a valuable asset not to the family but to the business.
Why do many people find it appealing to start a family business?
A.Because there would be abundant capital for operation.
B.Because family bonds are helpful in overcoming difficulties.
C.Because they hope to survive for generations.
D.Because they can make profits without unforeseen problems.
A、Examining the underlying bases of a firm’s strategy
B、Comparing the expected to actual results
C、Identifing corrective actions to ensure that performance conforms to plans
D、analyzing industry environment
Generations of writers on management have recognized that some practicing managers rely heavily on intu- ition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness.
Isenberg’s recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform. well-learned behavior. patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of dar8 and practice into an integrated picture, often in an "Aha" experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes patterns.
One of the implications of the intuitive style. of executive management is that "thinking" is inseparable from acting. Since managers often "know" what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.
The classical model of decision analysis includes all EXCEPT
A.evaluation of a problem.
B.establishment of clear goals to be reached by the decision.
C.action undertaken in order to discover more information about a problem.
D.comparison of the probable effects of different solutions to a problem.
A、How much is a one-way ticket?
B、I plan to depart next Monday.
C、I plan to stay in Beijing.
D、How long is the flight to New York?
A、phone charger
B、power converter
C、bank card
D、a very large suitcase
A、prepare a suitable suitcase
B、prepare a very large suitcase
C、pack a lot of clothes
D、pack nothing
A、they will be confiscated(没收).
B、you have to pay duty on them.
C、they are not dutiable.
D、you have to pay extra(额外付费)
A、no weight limit
B、no length limit
C、both weight limit and length limit
D、only weight limit
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