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提问人：网友hahacom 发布时间：2022-01-07

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Firms can create profitable new business units by leveraging their competencies.

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第1题

The main idea of these business—school academics is appealing. In a word where companies m

ust adapt to new technologies and source of competition, it is much harder than it used to be to offer good employees job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than ever for employees to invest in better skills and sparkle with bright ideas. How can firms get the most out of people if they can no longer offer them protection and promotion？

Many bosses would love to have an answer. Sumantrra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business School think they have one: "Employability." If managers offer the right kinds of training and guidance, and change their attitude towards their underlings, they will be able to reassure their employees that they will always have the skills and experience to find a good job—even if it is with a different company.

Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that can make the most of them, keep the organization from getting stale and so forth. The real disappointment comes when they attempt to show how firms might actually create such an environment. At its hub is the notion that companies can attain their elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a cog in a machine.

The authors offer a few inspiring example of companies—they include Motorola, 3M and ABB—that have managed to go some way towards creating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered. How do you continuously train people, without diverting them from their everyday job of making the business more profitable？ How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm？ How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy？ Most of their answers are platitudinous, and when they are not they are unconvincing.

We can infer from the passage that in the past an employee______.

A．had job security and opportunity of promotion

B．had to compete with each other to keep his job

C．had to undergo training all the time

D．had no difficulty climbing the corporate ladder

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第2题

The main idea of the business school academic is appealing. In a world where companies mus

t adapt to new technologies and source of competition, it is much harder than it used to be to offer good employees the job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than ever for employees to invest in better skills and sparkle with bright ideas. How can firms get the most out of people if they can no longer offer them protection and promotion？

Many bosses would love to have an answer. Sumatra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business School think they have one: "employability". If managers offer the right kinds of training and guidance, and change their attitude towards their undertakings, they will be able to reassure their employees that they will always have the skills and experience to find a good job — even if it .is with a different company.

Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that can make the most of them, keep the organization from getting stale and so forth. The real disappointment comes when they attempt to show how firms might actually create such an environment. At its nub is the notion that companies can attain the elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a cog in a machine.

The authors offer a few inspiring examples of companies — they include Motorola, 3M and ABB — that have managed to go some way towards creating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered. How do you continuously train people, without diverting them from their everyday job of making the business more profitable？ How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm？ How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy？ Most of their answers are platitudinous; and when they are not they are unconvincing.

We can infer from the passage that in the past an employee ______.

A．had job security and opportunity of promotion

B．had to compete with each other to keep his job

C．had to undergo training all the time

D．had no difficulty climbing the corporate ladder

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第3题

Section BDirections: There are 2 passages in this section. Each passage is followed by som

Section B

Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C and D. You should decide on the best choice.

The main idea of these business school academies is appealing. In a word where companies must adapt to new technologies and source of competition, it is much harder than it used to be to offer good employees job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than ever for employees to invest in better skills and sparkle with bright ideas. How can firms get the most out of people if they can no longer offer them protection and promotion？

Many bosses would love to have an answer. Sumantrra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business School think they have one: "Employability". If managers offer the fight kinds of training and guidance, and change their attitude towards their underlings(下属), they will be able to reassure their employees that they will always have the skills and experience to find a good job—even if it is with a different company.

Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that earl make the most of them, keep the organization from getting stale(陈旧的)and so forth. The real disappointment comes when they attempt to show how firms might actually create such an environment. At its nub (要点)is the notion that companies can attain their elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a part in a machine.

The authors offer a few inspiring example of companies—they include Motorola, 3M and ABB— that have managed to go some way towards creating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered. How do you continuously train people, without diverting them from their everyday job of making the business more profitable？ How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm？ How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy？ Most of their, answers are platitudinous (平常的), and when they are not they are unconvincing.

We can infer from the passage that in the past an employee ______.

A．had job security and opportunity of promotion

B．had to compete with each other to keep his job

C．had to undergo training all the time

D．had no difficulty climbing the corporate ladder

点击查看答案

第4题

Wherever people have been, they have left waste behind, which can cause all sorts of probl

ems. Waste often stinks, attracts vermin and creates eyesores. More seriously, it can release harmful chemicals into the soil and water when dumped, or into the air when burned. And then there are some really nasty forms of industrial waste, such as spent nuclear fuel, for which no universally accepted disposal methods’ have thus far been developed.

Yet many also see waste as an opportunity. Getting rid of it all has become a huge global business. Rich countries spend some $120 billion a year disposing of their municipal waste alone and another $150 billion on industrial waste. The amount of waste that countries produce tends to grow in tandem with their economies, and especially with the rate of urbanization. So waste firms see a rich future in places such as China, India and Brazil, which at present spend only about $5 billion a year collecting and treating their municipal waste.

Waste also presents an opportunity in a grander sense: as a potential resource. Much of it is already burned to generate energy. Clever new technologies to turn it into fertiliser or chemicals or fuel are being developed all the time. Visionaries see a world without waste, with rubbish being routinely recycled.

Until last summer such views were spreading quickly. But since then plummeting prices for virgin paper, plastic and fuels, and hence also for the waste that substitutes for them, have put an end to such visions. Many of the recycling firms that had argued rubbish was on the way out now say that unless they are given financial help, they themselves will disappear.

Subsidies are a bad idea. Governments have a role to play in the business of waste management, but it is a regulatory and supervisory one. They should oblige people who create waste to clean up after themselves and ideally ensure that the price of any product reflects the cost of disposing of it safely. That would help to signal which items are hardest to get rid of, giving consumers an incentive to buy goods that create less waste in the first place.

That may sound simple enough, but governments seldom get the rules right. In poorer countries they often have no rules at all, or if they have them they fail to enforce them. In rich countries they are often inconsistent: too strict about some sorts of waste and worryingly lax about others. They are also prone to imposing arbitrary targets and taxes. California, for example, wants to recycle all its trash not because it necessarily makes environmental or economic sense but because the goal of “zero waste” sounds politically attractive.

What’s the main idea of the first paragraph？

A．Waste is everywhere.

B．Waste is very harmful.

C．Waste should be treated universally.

D．Waste can be an opportunity.

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第5题

the advantages of multinational firms

A、Create jobs

B、Create jobs

C、Improve technology

D、Exploit developing nations

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第6题

Corporations as a group offer a variety of jobs. Most large companies send people to colle

ges to interview graduating students with the required academic training. A large university may have more than 500 companies a year knocking on its door. Big firms are your best place for a job because their normal growth, employee retirements, and turnover (补缺工人数) create thousands of jobs nationwide each year. They are quite attractive for job seekers.

Corporations, however, illustrate the rule that the biggest isn't always the best. Many small firms with just a few hundred employees have positions that may correspond with your profession goals, too. Such firms may not have the time, money, or need to send people around to your college; you'll probably have to contact them yourself either directly or through an employment agency. Don't ignore these little companies. They are perhaps beneficial for you. Their salaries are usually competitive and the chances for advancement and recognition even stronger than those of a big firm. You could become a big fish in a small pond, reaching a high-level position more quickly than you would if you had climbed the more competitive ladder of a corporate giant. What's more, a small Firm can develop into a big corporation. Many famous companies such as Microsoft, Amazon bookstore, Haier, are just from small ones.

For example, a small company may need a bright engineering, accounting or management graduate who would report directly to the senior vice-president of engineering, the company controller, or the general manager. In large firms it may take years to reach that level and accumulate similar in-depth experience. In addition, responsibilities may come faster in a small firm with less specialization and fewer lower-level employees to receive delegated authority.

It is critical that what is your want indeed from the work. No matter what kind of company it is, big or small, if it meets your needs, it is a good one.

The purpose of the passage is______.

A．to define corporations and Firms

B．to show the relation between firms and colleges

C．to inform. the job-seeker of the employment requirements

D．to give a description of corporations for college students

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第7题

We have all heard of counterfeiting before. Usually it refers to people making money— prin

ting it instead of earning it. But counterfeiting also can involve all sorts of consumer goods and manufactured products. From well-known brand names such as Calvin Klein jeans to auto parts, counterfeiters have found ways to produce goods that look authentic. In some instances, counterfeit products look better than the original!

The demand of brand-name products has helped counterfeiting grow into a very profitable business throughout the world and into a serious problem for legitimate manufacturers and consumers alike. Faulty counterfeit parts have caused more than two dozen plane crashes. Most counterfeit auto parts do not meet federal safety standards.

Counterfeiting hurts manufacturers in many ways. Analysts estimate that, in the United States alone, annual revenue lost runs from $6 billion to $8 billion perhaps even worse, consumers blame the innocent manufacturer when they unknowingly buy a counterfeit product and find it doesn't perform. as expected. Sometimes entire economies can suffer. For instance, when farmers in Kenya and Zaire used counterfeit fertilizers, both countries lost most of their crops.

In 1984 the U.S. government enacted the Trademark Counterfeiting Act and made counterfeiting of products a criminal offense punishable by fines and stiff jail terms.

Unfortunately counterfeiting does not receive top priority from law enforcement officers and prosecutors. Legitimate firms therefore have the burden of finding their own raids and to fight the problem. IBM, with a court order, conducted its own raids and found' keyboards, displays, and boxes with its logo. The fake parts were used to create counterfeits of IBM's personal computer "XT".

Some companies have developed secret product codes to identify the genuine article. They must change the codes periodically because counterfeiters learn the codes and duplicate them. Perhaps the most effective way for manufacturers to fight counterfeiting is to monitor the distribution network and make sure counterfeit products are not getting into the network. Some companies even hire investigators to track counterfeit products.

By copying other firms' products, counterfeiters avoid research and development costs and most marketing costs. High-tech products such as computers and their software products are especially vulnerable. As long as counterfeiting is profitable, an abundance of products are available to copy, and the laws are difficult to enforce, counterfeiters can be expected to prosper for a long time.

The passage mainly focuses on the banns of counterfeiting to ______.

A．consumers

B．manufacturers

C．salesmen

D．governments

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第8题

Proponents of creating large private sectors as quickly as possible in transition economie

s offer both political and economic arguments to support their view. They argue that if democracy is to become a viable political system in the countries undergoing transition, the state's monopoly over the bases of political power must be broken so that the countervailing sources of political influence may emerge [Berger, 1991]. Otherwise, the nomenklatura, managers of stateowned firms and former bureaucrats, may sabotage or block economic reforms, as well as loot, dissipate or transfer to their own possession the assets of the firms they manage. By creating property owners, privatization can create an ascent middle class that has a stake in the creation and maintenance of an effective system of property rights and the pursuit of economic policies that would enable the private sector to flourish.

The most compelling economic reason for privatizing state-owned enterprises in the transition economies is that as units of production--as distinct from providers of secure employment--they were a failure. Private ownership is thus seen as the means of unlocking gains in productivity by stimulating productive efficiency, offering greater motivation for both managers and workers, and creating incentives to enter new markets and exit declining ones. Privatization, it is argued, will unleash dynamic small businesses, act as a lure for foreign direct investment and speed up the painful process of restructuring industry, and it would accomplish all this while returning property to its rightful historical owners and raising funds for the government.

Despite this enticing list of promises, many countries of Eastern Europe and the former Soviet Union remain reluctant to privatize. Some of the opposition is ideological. Some comes from insiders at state-owned enterprises, both workers and managers, who fear the loss of income and power. More broadly, there are fears that privatization will reduce employment as private owners dismiss redundant workers and that the new private sector will be unlikely to provide the social benefits--like housing, health and nursery care, and recreation, sports and vacation facilities--that state-owned enterprises often provided. At the extreme; there are fears that if privatization exacerbates unemployment and causes declines in production, reformist governments will be swept away.

Practical difficulties have compounded this resistance to privatization. The valuations of firms is difficult because capital markets barely exist, accounting statements can be almost meaningless, and profits and sales achieved in the communist era are a poor guide to future viability. Households in these countries do not have sufficient savings to purchase many of the largest firms, and, even if they did have the money, they view former state-owned enterprises as dubious investments. With a rudimentary banking system, loans for the purchase of state property are seen as both risky and inflationary. In this muddled situation, suspicions naturally arise that buyers are benefiting from low prices at the expense of the state.

The argument about democracy is ______.

A．a political argument.

B．an economic argument.

C．an argument based upon demonstrable proof.

D．an argument favored by all economists.

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第9题

Five competitive forces, according to Michael Porter, create vital opportunities and threats to organizations. Which of the following is not a competitive force？

A、New entrants

B、Rivalry among existing firms

C、Bargaining power of unions

D、Bargaining power of suppliers & buyers

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第10题

Barriers to International Business

Firms desiring to enter international business face several obstacles, some much more severe than others. The most common barriers to international business are: cultural, social, and political barriers, and tariffs and trade restrictions.

A nation's culture and social forces can restrict international business activities. Culture consists of a country's general ideas and values and tangible items such as food, clothing, and buildings. Social forces include family, education, religion, and customs. (9)

Some countries also have different values about spending than do Americans. The Japanese have long been a nation that believes in paying cash for the products they buy, although the use of credit cards has soared in Japan over the last few years. The Japanese still save nearly 20 percent of individual income, compared to about 4 percent saved by people in the United States.

(10) In some countries, purchasing items as basic as food and clothing can be influenced by religion. And some societies simply do not value material possessions to the same degree that Americans do.

Most firms know the importance of understanding the cultural and social differences between selling and buying countries. (11) For instance, a business deal in Japan can fall through if a foreign businessman refuses a cup of green tea during a visit to a native Japanese firm.

The political climate of a country can have a major impact on international business. Nations experiencing intense political unrest may change their attitude toward foreign firms at any time; this instability creates an unfavourable atmosphere for international trade.

Tariffs and trade restrictions are also barriers to international business. A nation can restrict trade through import tariffs, quotas and embargoes, and exchange controls.

Import tariffs: a duty, or tax, levied against goods brought into a country is an import tariff. (12) The risk in importing tariff is that the other country could take the same action.

Quotas and embargoes: a quota is a limit on the amount of a product that can leave or enter a country. Some quotas are established on a voluntary basis. (13) For instance, Japanese automobile manufacturers have voluntarily reduced the number of cars shipped from the United States to five automakers here the time they need to modernise their factories. An embargo is a total ban on certain imports and exports. Many embargoes are politically caused.

Exchange controls: restrictions on the amount of a certain currency that can be bought or sold are called exchange controls. (14)

A Tariff can be used to discourage foreign competitors from entering a domestic market.

B A government can use exchange controls to limit the amount of products that importers can purchase with a particular currency.

C The voluntary quota reduced the quantity of products for exportation.

D Selling products from one country to another is sometimes difficult when the cultures of the two countries differ significantly.

E Generally, a voluntary quota fosters goodwill and protects a country from foreign competition.

F However, managers still make costly mistakes when conducting business internationally simply because they do not understand such differences.

G The most common barriers to international business are: cultural, social, and political barriers, and tariffs and trade restrictions.

H Social forces which are universal in people's daily life can create obstacles to international trade.

(9)

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