题目内容
（请给出正确答案）
Strategic times are best for us to________,
A．save energy
B．check e-mails
C．study efficiently
D．organize activities
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更多“Strategic times are best for us to________,A．save energyB．check e-mailsC．study efficiently”相关的问题
Strategic times are best for us to________,
A．save energy
B．check e-mails
C．study efficiently
D．organize activities
Strategic times are best for us to________,
A．save energy
B．check e-mails
C．study efficiently
D．organize activities
Peretti suggests that, in face of the present situation, the Times should
A．make strategic adjustments.
B．end the print edition for good.
C．seek new sources of readership.
D．aim for efficient management.
A．save energy
B．check e-mails
C．tudy efficiently
D．organize activities
Or at least so goes the conventional wisdom, which is usually rounded out with scary talk of unstable supplies, spendthrift regimes and a potential fundamentalist menace. Yet all those numbers come with caveats. A great deal of oil is consumed by the countries that produce it rather than traded, so in reality the Gulf accounts for less than a quarter of the world's daily consumption. As for reserves, the figures are as changeable as a mirage in the desert. The most comprehensive research available, conducted by the US Geological Survey, refers to an "expected" total volume for global hydrocarbon deposits that is about double current known reserves. Using that figure, and throwing in natural gas along with oil, it appears that the Gulf contains a more moderate 30% or so of the planet's future fossil-fuel supplies. Leaving out the two Gulf states that are not covered in this survey—Iran and Iraq—the remaining six between them hold something like 20% of world hydrocarbon reserves, not much more than Russia.
All the same, it is still a hefty chunk; enough, you might think, to keep the people living atop the wells in comfort for the foreseeable future. But you might be wrong. At present, the nations of the Gulf Cooperation Council have a combined national income roughly equal to Switzerland's, but a population which, at around 30m, is more than four times as big. It is also the fastest-growing on earth, having increased at nine times the Swiss rate over the past quarter-century. Meanwhile the region's share of world oil trade has fallen, as has the average price per barrel.
As a result, the income per person generated by GCC oil exports has been diminishing since the 1970s. True, surging demand from America and Asia has recently boosted the Gulf's share of trade, but the medium-term outlook for oil pries remains weak. Combined with continued growth in oil consumption, this should create sustained upward pressure on prices. And high oil prices will speed the search for alternatives. Who knows, in 20 years' time fuel cells and hydrogen power may have started to become commercial propositions.
In the eyes of the author, conventional opinion on the strategic importance of the Gulf oil is
A．reassuring.
B．changeable.
C．paradoxical.
D．exaggerated.
Or at least so goes the conventional wisdom, which is usually rounded out with scary talk of unstable, spendthrift regimes and a looming fundamentalist menace. Yet all those numbers come with caveats. A great deal of oil is consumed by the countries that produce it rather than traded, so in reality the Gulf accounts for less than a quarter of the world's daily consumption. As for reserves, the figures are as changeable as a mirage in the desert. The most comprehensive research available, conducted by the US Geological Survey, refers to an "expected" total volume for global hydrocarbon deposits that is about double current known reserves. Using that figure, and throwing in natural gas along with oil, it appears that the Gulf contains a more moderate 30% or so of the planet's future fossil-fuel supplies. Leaving out the two Gulf states that are not covered in this survey—Iran and Iraq—the remaining six between them hold something like 20% of world hydrocarbon reserves, not much more than Russia.
All the same, it is still a hefty chunk; enough, you might think, to keep the people living atop the wells in comfort for the foreseeable future. But you might be wrong. At present, the nations of the Gulf Co-operation Council have a combined national income roughly equal to Switzerland's, but a population which, at around 30m, is more than four times as big. It is also the fastest-growing on earth, having increased at nine times the Swiss rate over the past quarter-century. Meanwhile the region's share of world oil trade has fallen, as has the average price per barrel.
As a result, the income per person generated by GCC oil exports has been diminishing since the 1970s. True, surging demand from America and Asia has recently boosted the Gulf's share of trade, but the medium-term outlook for oil pries remains weak. Combined with continued growth in oil consumption, this should create sustained upward pressure on prices. And high oil prices will speed the search for alternatives. Who knows, in 20 years' time fuel cells and hydrogen power may have started to become commercial propositions.
In the eyes of the author, conventional opinion on the strategic importance of the Gulf oil is
A．unclear.
B．constructive.
C．reasonable,
D．exaggerated.
Or at least so goes the conventional wisdom, which is usually rounded out with scary talk of unstable supplies, spendthrift regimes and a potential fundamentalist menace. Yet all those numbers come with caveats. A great deal of oil is consumed by the countries that produce it rather than traded, so in reality the Gulf accounts for less than a quarter of the world's daily consumption. As for reserves, the figures are as changeable as a mirage in the desert. The most comprehensive research available, conducted by the US Geological Survey, refers to an "expected" total volume for global hydrocarbon deposits that is about double current known reserves. Using that figure, and throwing in natural gas along with oil, it appears that the Gulf contains a more moderate 30% or so of the planet's future fossil-fuel supplies. Leaving out the two Gulf states that are not covered in this survey—Iran and Iraq—the remaining six between them hold something like 20% of world hydrocarbon reserves, not much more than Russia.
All the same, it is still a hefty chunk; enough, you might think, to keep the people living atop the wells in comfort for the foreseeable future. But you might be wrong. At present, the nations of the Gulf Cooperation Council have a combined national income roughly equal to Switzerland's, but a population which, at around 30m, is more than four times as big. It is also the fastest-growing on earth, having increased at nine times the Swiss rate over the past quarter-century. Meanwhile the region's share of world oil trade has fallen, as has the average price per barrel.
As a result, the income per person generated by GCC oil exports has been diminishing since the 1970s. True, surging demand from America and Asia has recently boosted the Gulf's share of trade, but the medium-term outlook for oil pries remains weak. Combined with continued growth in oil consumption, this should create sustained upward pressure on prices. And high oil prices will speed the search for alternatives. Who knows, in 20 years' time fuel cells and hydrogen power may have started to become commercial propositions.
In the eyes of the author, conventional opinion on the strategic importance of the Gulf oil is ______.
A．reassuring.
B．changeable.
C．paradoxical.
D．exaggerated.
Section B – TWO questions ONLY to be attempted
Forion Electronics (Forion) manufactures a range of electronic goods. Its business has grown rapidly over the last ten years and is now complex and international. Forion manufactures over 100 different products, selling into 25 different countries. There is a supplier base of over 200 companies from which Forion sources. As the business has become more complex, the board has found it difficult to pull together all the information that they require in order to make decisions.
The current information systems are developed in-house and are based in the functional departments (such as purchasing, manufacturing, warehousing and delivery, selling and marketing). The organisation uses the financial system as a means of bringing together information for an overview of corporate performance.
There have been a number of examples of problems encountered with information in Forion:
– there are inefficiencies arising from ordering the wrong amount of subcomponents;
– there are often stock-outs or obsolescence of unsold goods in the warehouses, although the marketing department prepares good sales forecasts; and
– sometimes, there are insufficient delivery vehicles available to meet customer deadlines.
The board of Forion believes the problems arise from poor information sharing within the company. They are considering the purchase of an enterprise resource planning system (ERPS) to be the single information system for the whole organisation.
Also, Forion is planning to launch a smartphone. However, in order to make it competitive they need to have high-visibility, durable screens. As the cost of screen development is considerable, it has been decided to form. a strategic alliance with a well-known screen manufacturer to provide this key component for the new smartphone. Bon Accord Screens (BAS) has been chosen as the strategic ally, as they have a strong reputation for their quality of manufacturing and new product development. BAS has been trying to break into the smartphone market for several years.
The alliance agreement has stipulated three critical areas of performance for BAS’ supply to Forion:
1. quality of manufacturing, measured by fault rates of screens supplied being within agreed tolerances (so that they fit Forion’s phone-bodies);
2. time of delivery, measured by the number of times a shipment is more than one day overdue; and
3. the ability to provide technical upgrades to the screens as the market demands.
The service level agreement (SLA) will be based on these three points and there will be financial penalties built into the agreement if BAS fails to meet these.
Required:
(a) Discuss the integration of information systems in an ERPS and how the ERPS may impact on performance management issues at Forion. (10 marks)
(b) Evaluate, from Forion’s viewpoint, the usefulness of the three critical areas in the alliance agreement for measuring the performance of BAS. (8 marks)
(c) Evaluate the relative reliability of financial and non-financial data from internal and external sources in the context of the alliance between Forion and BAS. (7 marks)
The history of global diversity can be summarized as follows: after the initial flowering of multi-cellular animals, there was a swift rise in the number of species in early Paleozoic times (between 600 and 430 million years ago), then plate-alike stagnation for the remaining 200 million years of the Paleozoic era, and finally a slow but steady climb through the Mesozoic and Cenozoic eras to diversity's all-time high. This history suggests that biological diversity was hard won and a long time in coming. Furthermore, this pattern of increase was set back by five massive extinction episodes. The most recent of these, during the Cretaceous period, is by far the most famous, because it ended the age of the dinosaurs, giving hegemony to the mammals, thus ultimately making possible the dominance of the human species over the Earth. But the Cretaceous crisis was minor compared with the Permian extinctions 240 million years ago, during which between 77 and 96 percent of marine animal species perished. It took five million years, well into Mesozoic times, for species diversity to begin a significant recovery.
Within the past 10,000 years biological diversity has entered a wholly new era. Human activity has had a devastating effect on species diversity, and the rate of human-induced extinctions is accelerating. Half of the bird species of Polynesia have been eliminated through hunting and the destruction of native forests. The list of such biogeographic disasters is extensive.
Because every species is unique and irreplaceable, the loss of biodiversity is the most profound process of environmental change. Its consequences are also the least predictable because the value of the Earth's species remains largely unstudied and unappreciated; unlike material and cultural wealth, which we understand because they are the substance of our everyday lives, biological wealth is usually taken for granted. This is a serious strategic error, one that will be increasingly regretted as time passes.
Which one of the following best expresses the main idea of the passage？
A．The reduction in biodiversity represents a setback both for science and for society as a whole.
B．The material and cultural wealth Of a nation are insignificant when compared with the country's biological wealth.
C．The human species is in the process of initiating an unprecedented massive extinction episode.
D．The current decline in species diversity has potentially grave consequences for the human species.
听力原文：Man: Good afternoon ladies and gentlemen.
Thank you for attending this homecoming lecture. Let me say that it is not really a lecture but an informal discussion of my insights into the qualities of leadership.
Although a good leader needs to have many qualities, in my opinion there are 10 qualities, which are the most important.
The most important quality of a leader is to lead. This may sound simple but in reality many people in leadership positions fail to lead.
The world is constantly changing and any business needs to move with the times or risk losing ground. To lead means to make difficult decisions. These decisions include setting your own agenda for the organisation such as determining its core values and setting its strategic direction. Other decisions also include making tough decisions on professional, business and personnel matters.
No leader makes the right decision every time but a good leader is not afraid to make decisions because he is not afraid to reverse his decision and take remedial action where necessary. A bad leader is one who shies away from making decisions and simply wait for things to happen.
Secondly, a leader is expected to set the strategy for the organisation. How does a good leader choose the right strategy for his organisation？ A good leader must develop a thorough analysis of the strengths, weaknesses, opportunities and threats of the organisation. He must evaluate carefully the pros and cons of each alternative strategy. He should also consider the short-term as well as the long-term impact of each option. What I cannot over-emphasise is that a leader must adopt a strategy for his organisation He cannot simply copy others.
Thirdly, a key attribute of a good leader is to be able to communicate internally and externally. He must maintain a high level of visibility. Internally, the leader must communicate his strategy and vision to every member of the firm. Externally, the leader is the face of the organisation and must project a positive image for the organisation. He should act as the spokesman on important issues for the organisation.
Qualities of Leadership
Introduction
1 In the speaker's opinion, there are______most important qualities for good leadership.
2 The first and foremost quality of leadership is to______.
3 To lead means to make decisions, which include______for the organisation such as determining its core values and setting its strategic direction.
How to be a good leader
4 A good leader is brave enough to make decisions and take______action.
5 A bad leader is always away from______and simply wait for things to happen.
6 A good leader must analyse fully the strengths, ______and threats of the organisation.
7 A good leader must assess carefully the______of each alternative strategy.
8 A good leader can't only______other companies' strategy.
9 Thirdly, a key attribute of a good leader is to be able to make communication and externally.
Internal and external communication
10 Internally, the leader must communicate his strategy and______to every member of the firm.
11 Externally, the leader must provide______for the organisation.
12 A good leader should play the role of the______on important issues for the organisation.
(1)
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