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更多“Most organisations connect their computers together in Wide area networks （） and to share devices su…”相关的问题
A、Business-to-business products include products that organisations use in the production of other products.
B、Business-to-business products include products that organisations use in their daily operations.
C、Once a product has reached the maturity phase of the product life cycle, it is not possible to move back to the growth stage.
D、Promotional activities to build awareness of a product are most likely to be necessary in the introduction phase of the product life cycle.
A、A small retailer
B、A private accountancy college
C、A local authority
D、A small retailer
Part Two Questions 1-10 （2 points for each 20 points totally） Questions 1 – 10 1.() 2. () 3. () 4. () 5. () 6.（） Directions: There are two passages in this section.For each question (1-10), mark one letter (A, B, C or D) on your Answer Sheet. You should decide on the best choice. Passage One CREATIVITY IN THE WORKPLACE (questions 1-6 ，12 points totally) Yet while senior managers may regret the lack of creativity, they must take much of the blame for creating the situation. Until recently, successive generations of management ignored innovative ideas from employees. Indeed, new ways of thinking were often regarded as an unwanted distraction, and original thinkers received little support. Despite the fact that many organisations are now taking steps to re orient the business culture to promote creativity, it is not surprising, given this background, that a creative environment Is hard to establish. Another related issue is raised by Katrina Murray, a partner in a management consultancy: 'While many senior managers still complain about the lack of support lor creativity in their organisations, they also fall to appreciate the contribution that they themselves can make. In some companies, there is a perception that only managers at board level can influence the company culture.' Murray feels that such organisations are unlikely to change. For her, 'creative organisations are made up of individuals who believe they can dictate their own future. Companies need to be able to spot these Individuals and gently encourage them to lead the way.' It Is also necessary for senior managers to re examine their role. According to Alex Sadowski, an American professor of management science, promoting creativity means re-evaluating most of what we know about management. It means organisations must be prepared to invest In ideas without being sure of the return on that investment.Katrina Murray agrees with this view. 'Businesses are expert at the measured approach, which involves analysis and risk avoidance. But there is another approach, which involves intuition and not always looking at the bottom line. What Is hard is establishing a working environment in which both these approaches can function simultaneously. Nevertheless, there are some pleasing Indicators of progress in this area. Many of the senior managers Interviewed in the survey say their organisations have adopted a number of strategies to encourage individuals to channel their creativity. Among these are giving open and honest feedback, allowing employees the freedom to measure their performance against more flexible goals, and higher toleration levels of failure. Senior managers also recognize that the way an organisation is led and managed is critical to building a creative environment and that they themselves have an important role to play. But there are some experts who believe an even more fundamental change is needed. Tom Robertson, a professor of creative education, believes that the lack of creativity In companies is a problem that originated in schools and universities. The solution, he says, lies in more enlightened educational policies. 'There are already signs on this, but creativity is still concentrated in certain sectors, such as pharmaceuticals, advertising and the media. These sectors have always valued creativity, but the real challenge will be to shift some of these sectors practices into more traditional manufacturing and service companies. （）1.Many senior managers feel that organisations have difficulties innovating because of A. a poor level of skills among employees B. an emphasis on rapid achievement C. an increased risk associated with change D. an insistence on a standard company philosophy （）2.According to the writer, many organisations today are A.finding it easier to introduce a creative approach B.having problems understanding innovation as a concept C.actively developing the conditions for a creative approach D.resisting innovative staff suggestions （）3.In the third paragraph, Katrina Murray expresses the view that A. top management must dictate the pace of change B. some employees lack a commitment to change. C. most organisations are incapable of bringing about effective change D. some senior managers underestimate the role they can play in achieving change. （）4.Alex Sadowski and Katrina Murray agree that to be truly innovative, organisations must A. invest in the right managers B. place less emphasis on financial considerations C. have a double focus to their policies D. not to change employer （）5.According to the survey, which of the following strategies has been introduced to encourage creativity？ A.a greater acceptance of error B.financial rewards for higher levels of creativity C.the introduction of specific performance targets D. the promotion of creative individuals to senior posts （）6.Tom Robertson believes that, in the future, it will be difficult to achieve A.an educational system that encourages creativity B.a combination of practices that promote creativity C.the spread of creativity to a range of businesses D.a greater respect for creativity in pharmaceutical companies
Types of Organisational Culture
There is more than one (21) of organisational culture in the corporate world. This doesn't mean strong versus (22) although those are certainly two general categories for organisational culture.
While different theorists and different companies even might have differing opinions on the types of organisational cultures out there, there is a general consensus (23) four different types of organisational culture. Most companies or corporations in their style. or plan can fall (24) one of these four general types.
One type of organisational culture is the "tough-guy culture" or "macho culture." One of the most common aspects of the tough-guy or macho culture is the quick feedback and (25) rewards. The pace can be break-neck at times, but the obvious reward of the action is seen very quickly.
Another type of organisational culture is the "work hard/play hard" organisational cul ture. This type of organisational culture that doesn't (26) a lot of risks, but it does take a few, and all receive fast feedback. This is something most likely to be seen in a very large company which is dependent on strong customer service.
A third type of organisational culture is the "bet your company culture." This is a type of company where huge decisions are made over high stakes endeavors. In this type of cultuure, the (27) results of these decisions may not be seen for months or (28) years.
A fourth type of organisational culture is the "process culture." A process culture is most often found in organisations where there is actually no feedback. This is (29) a good culture. In this type of organisational culture people are so obsessed (30) the process of how things are done that the focus is lost on what the goal is. Process organisational culture is a synonym for bureaucracy.
(21)
A．types
B．type
C．kinds
D．ways
？Read the text below about training.
？In most of the lines 34-45, there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.
？If a line is correct, write CORRECT on your Answer Sheet.
？If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.
The cost of not training
Training is not a cost. It's an investment. It really doesn't matter that what we pay for an investment. What is relevant is what we get in return. One of the easiest
34. ways is to put an organisation's future at risk would be to view training primarily as a
35. cost, and therefore provide with substandard training that operates only as a
36. temporary solution. Many companies attempt to quantify the results of training. For
37. example, a person paid ＄50,000 a year who wastes just one hour a day costs the
38. organisation between ＄6,250 per year. So if the organisation sends 25 people for
39. training and they all receive the same benefit, this would equal from ＄156,250
40. savings per year. A few years ago, training, apart from showing employees
41. what the basics of doing the job, was an optional extra for most organisations.
42. Today this is no longer the case. If we, continue doing what we do in the same way,
43. most of us and our organisations will become obsolete within the five years. This is
44. because of our competitors are helping their staff to become more effective through
45. training. They understand that if the real price of not training is the company falling behind as a result.
(34)
&8226;Read the text below about customer loyalty.
&8226;In most of the lines 34-45, there is one extra word. It is either grammatically incorrect or does not fit in with the sense of the text. Some lines, however, are correct.
&8226;If a line is correct, write CORRECT on your Answer Sheet.
&8226;If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.
Increasing Customer Loyalty
Customers are not revolutionaries. They are attracted to the certainty of knowing that
what they buy it will be good value for money or will perform. a particular task effectively.
34. They are cautious but their loyalty, without once achieved, is the key to business success.
35. Brands can help to create customer loyalty by providing us a signpost to certainty and
36. safety. Ideally, when a customer sees a product, it leads to a range of positive thoughts
37. so that the product is bought. Unfortunately, only a small number of products have
38. reached to this level. While everyone in business is aware of the need to attract and
39. retain customers, that they often overlook the second, more important, half of the
40. equation. In the excitement of beating against the competition and securing orders,
41. managers often fail to ensure that the customer remains a customer. It has been
42. estimated that since the average company loses between 10 and 30% of its customers
43. every year and this only recently have organisations started to wake up to these lost
44. opportunities and to calculate the financial implications. Established customers often buy
45. lot more and, and in addition, they may also provide free word-of-mouth advertising.
(34)
听力原文： Good morning, everyone. First of all, I'd like to introduce myself. My name is Joanna Brooks and I am working for ADC Consulting. The purpose of my talk today is to introduce a business practice which is becoming increasingly popular today. I am referring to the practice of outsourcing. My talk will last about 5 minutes and I would be grateful if you could hold your questions until the end of my talk.
You may not be familiar with the term 'outsourcing' -- it involves calling in professional help to catty out activities which don't form. the central core of a particular business. Outsourcing is now being used increasingly in special partnership arrangements with individuals and other companies. Outsourcing is popular because it makes it possible for other companies and individuals to perform. functions previously done by a company's own staff.
For example, accounting--though a basic requirement of any business -- is carried out by accountants who may have little or no knowledge of the products manufactured and marketed by a business. An accountant working in one firm will do pretty much the same tasks as an accountant working in another, completely different business.
Many years ago outsourcing was restricted to non-essential functions such as office cleaning, catering or garden maintenance. However, it has now spread into areas that include accounting -- as I mentioned in the example I've just given -- information technology, quality assurance, recruitment and marketing.
The consulting company which I represent is ADC Consulting, one of the biggest consultancies specialising in outsourcing. Recently, we broke new ground when we formed a partnership deal to take over the accounting services of a well-known international shipping company. The agreement was drafted by a working party consisting of representatives front both companies.
So how did this actually help the company？ The arrangement meant our company absorbing more than 200 of the international shipping company's staff as a part of our own staff. And the result was a 30 per cent reduction in operating costs for the shipping company.
At ADC Consulting We've just published the results of an interesting survey carried out for us. We wanted the survey to explore how 200 American organisations were reacting to outsourcing. From this survey we found that ordinary outsourcing--that is, going to service organisations for cleaners, security staff, and so on -- was the most common way for organisations to reap, benefits. But the newer kind of outsourcing that I've described seemed to be gaining ground--that is, the kind where people from outside are brought in to participate in certain important functions -- accounting, marketing and so on. The survey showed that nine out of ten firms which completed our questionnaires have contracted out one or more functions.
The main sense of unease -- or shall we say, reservation--well, the main reservation about outsourcing was the possibility of losing control over vital activities in a particular company. It is only natural that most companies would at first experience some concern about another company taking over the responsibility for doing their accounts or their recruitment. But once they've overcome this concern and experienced all the benefits of outsourcing, they're usually hooked on the idea. Outsourcing is certainly a very big market now, and the predictions are that it will grow rapidly over the next few years.
？You will hear a talk given by a business manager. The talk is about a new approach in business to reducing operating costs while at the same time improving performance.
？You have to complete the sentences (23 -30) by choosing the correct ending.
？Mark one letter (A, B or C).
Outsourcing refers to
A．completing a deal.
B．using outside help.
C．reducing production costs.
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 clashes. 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 organisations, 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
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