题目内容
（请给出正确答案）
A.suspect
B.critique
C.ignorance
D.pursuit
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更多“We focus on staff development, which created a mutual respect and the _____ of a professional corpor…”相关的问题
What do we learn from the last paragraph？
A．Repetition helps improve our memory.
B．Memory depends to a certain extent on the environment.
C．If we focus our attention on one thing we might forget another.
D．If we keep forgetting things we'd better return to where we were.
听力原文： Welcome, all service staff members. Recognition. That word means a lot of things to a lot of people. A note of thanks to someone for going out of their way for a customer, a spontaneous lunch for a group that demonstrated exceptional teamwork, or a special acknowledgement for finding new ways to build our business. Recognition is possibly our most powerful expression of gratitude and can be used to recognize employees who have personally contributed to the corporate or groups' goals. In our business, we need to focus on applauding, recognizing, and awarding others for doing all the right things that make our company a success. To be truly successful, several elements are essential to any recognition program.
Who is the potential audience for the speech？
A．The Customer Service Department.
B．Department managers.
C．New employees.
D．Stockholders.
听力原文：M: Hello. (22) Today on Business Focus I am talking about Knowledge Management with Ms. Twomey, who is the Human Resource Manager for a big company. Ms. Twomey, has Knowledge Management changed the way your company works？
W: Oh yes, since adopting Knowledge Management strategies, we have had to make many changes to the way we work, from changing the technology we use and the way we use it, to changing people's ideas about the best way to work.
M: And what has been the biggest challenge？
W: (23) Without a doubt it has been trying to get our staff to accept knowledge management practices. This was a tough challenge because our company had a culture which was not particularly open to the idea of knowledge management. So, I would say definitely the people side required the biggest change.
M: How were you able to overcome these problems？
W: Well, first we had to make sure that our people understood the competitive advantage the company stood to gain if we changed our way of working. We organized staff meetings in each of our offices to introduce the aims of the KM strategies we were going to adopt. As well as the personnel aspect of KM, (24) we also invested in new technology which made having online conferences easier to organize.
M: It sounds like it was a lot of work.
W: Indeed it was and in the beginning there were some problems, but we are really seeing (25) the benefits of implementing Knowledge Management now, as there is greater communication between the offices and people are realizing that if we all work together, we can achieve much better results.
M: Well, thank you, Ms. Twomey.
22．What are the speakers talking about？
23.What has been the biggest challenge for the woman？
24.What did the woman's company do to push KM besides personnel aspect？
25.What is one benefit of implementing KM in the woman's company？
(23)
A．The best ways to work.
B．Human resources.
C．Knowledge management.
D．Changing the technology.
？Which extract(A，B，C，D or E)does each statement(1-8)refer to？
？For each statement(1-8)，mark one letter(A，B，C，D or E)on your Answer Sheet．
？You will need to use some of these Ietters more than once．
A CAREER IN RETAILING
Keeping the customer satisfied is central to the retail business．But how much job satisfaction can workers in the retail trade expect？
Five people who work in retailing talk about their careers．
A
Steve Cain is deputy director of trading for a large supermarket．He says，“When I moved into the retail sector I found it offered more tangible achievements and rewards than my previous business consultancy work．The power base has changed in the industry，and it's the retailers who are now driving things forward．Before，buyers waited for the product to come in and negotiated the price with the manufacturers，but now in food retailing，it's the retailers themselves who are developing their own brands and fixing prices，which makes it an exciting field to work in．
B
Virginia Clement is support and development manager for a large clothing department store．
" This means I am responsible for all the buying and merchandising．This demands teamwork。 and for me this is one of the most attractive aspects of work ing at head office．You have a lot of contact with people，from shop floor staff to suppl iers．We work in a very open environment and we're very team orientated．Each team is responsible for getting a particular product to the store on time and in the right quantities．"
C
Tim Edlund，who works in buying for a large clothing store，says，" The buyer has to have some flair for design，but balancing that，you need a strategic view and business acumen．
There are numerous factors influencing a buyer's choice of product range for each season．I have to beware of current trends in the suppliers'market？competitors'activity and both local and global customer demand．I go all over Britain to keep abreast of this information．
Working hours are very irregular，so it's the complete opposite to a 9 to 5 job．It can be extremely exhausting，but I love it．"
D
Diane Maxwell is buying controller for women's wear for a home shopping catalogue company．
She says that，despite the hard work，her job remains varied and satisfying．" I've gained a huge range of skills with the company in various fields，both through formal courses and by means of on-the-job training．The scope of the buying role is extremely broad．It's not just about the product．The focus of the job is 0n producing a profitable range and that requires extensive business knowledge．"
E
Jan Shaw is personnel director of a supermarket．She says．" What we really want to do in our company is taking on people witil a real interest in trade rather than managers who only want to complete a job as fast as possible．Our new graduate recruitment programme aims to de exactly that．The induction programme introduces all aspects of working for our company，giving early responsibility and first-hand experience of the company's working culture．Career development within the company is based on general management skills rather than specialisation，so whatever department they are in，employees will focus on similar aims．
The way this market operates has been transformed．
【简答题】3.给下列句子选择你认为较好的译文，并说出理由。 (1) Steadily rising demand is why we decided to focus on the laser disc market. 译文一：因为需求稳健上升，所以我们决定把LD市场作为主要市场。 译文二：我们决定把LD市场作为主要市场是因为需求稳健上升。 (2) The above figures suggest that our staff members have made great efforts to meet the challenge. 译文一：从以上的数据我们可以知道我们的员工尽了最大努力迎接挑战。 译文二：以上数据表明，我们的员工尽了最大努力迎接挑战。 (3) I strongly hope that the next year will promise a brighter prospect for our company. 译文一：我衷心祝愿我们公司来年取得更加辉煌的成就。 译文二：我强烈希望我们公司明年会有更加光明的前途。
A、Domination of the board by a single individual
B、Critical questioning of senior managers by external auditors
C、Supervision of staff in key roles
D、Lack of focus on short-term profitability
Man: If you measure enjoyment by staff retention and improved productivity, the answer is definitely yes. But this doesn't happen by itself. In Carserve, we like the fact that our staff keep in touch with each other, through personal phone calls and emails. We also use email for company communications, instead of using office notice boards, though of course we can't guarantee that everyone reads them all. But the absence of a sharp division between work and home sometimes creates a definite sense of insecurity, which we can't always remove.
Woman: Wasn't there a risk in introducing remote working？
Man: Before it was started, the greatest fear was that, with the change in the support provided, people would be less productive. As it's turned out, staff have to be actively encouraged to take short breaks. You see, they tend to feel they have to answer the phone at the first ring, in case their manager thinks they're sitting around watching TV, even though they know we don't do that kind of checking up.
Woman: When you joined Carserve you weren't happy with the ways things were being run, were you？ What was the problem？
Man: The management focused on what could be put down on paper, like an organogram showing reporting lines. But they tended to avoid the less concrete issues, like how to ensure the workers knew what they were expected to achieve. So despite detailed planning and plenty of memos, in reality people were working in a bit of a vacuum.
Woman: How did you turn that around？
Man: Communication is important, but regular meetings are no substitute for a change of attitude. Managers have to start from the assumption that the remote workers are doing their job properly, even though they aren't being supervised. So that's what I focused on.
Woman: You do teamwork, don't you, eventhough the teams aren't physically working in the same place. How does that work？
Man: Surprisingly, perhaps, it makes them more effective. Because they know they're only coming into the office for a team meeting, they plan that meeting much more carefully than perhaps they would do otherwise. And between meetings they communicate by email or phone, and that tends to take the pressure off reaching a decision before thinking it right through.
Woman: Earlier, you mentioned the use of electronic communication internally, like the phone, and computers for emails. Have these replaced face-to-face contact？
Man: Not entirely. In fact, managers often work from home too, and staff are sometimes afraid, wrongly in fact, that a phone call will disturb them, or that an email won't be read on time. So, we make sure staff can regularly talk to their managers face-to-face.
Woman: Doesn't remote working make it difficult for managers to carry out their work？
Man: It certainly changes its nature. As part of our performance management process, managers visit staff at home twice a month. When everyone works in one office, you get on with some, and have less rapport with others, and usually that doesn't matter. But when you travel around visiting staff in their own homes, you have to develop relationships with them that are based on their needs, which may mean helping them with aspects of their non-working lives that are affecting their work.
Woman: So, have you organised training for managers, to deal with this new way of working？
Man: Yes, a great deal of thought goes into finding out what would most benefit staff. Many people would focus on how to use the technology, but in our experience that isn't a priority. We've already run workshops on managing remote teams, but many ma
A．They think that they do not receive enough company information.
B．They want a greater amount of informal contact with colleagues.
C．They feel uncomfortable without a separate office base.
According to the guest speaker, what is the best way of recruiting the right staff？
A．It depends.
B．Professional journals.
C．Government agencies.
We assumed that students were "educated about professional conduct online and used better judgment." But medical students, it seems, are no different from the rest of us when it comes to posting drunken party pictures online or tweeting about their daily comings, goings and musings — however inappropriate they may be. Many students feel they are entitled to post what they wish on their personal profiles, maintaining that the information is in fact personal and not subject to the same policies and guidelines that govern their professional behavior. on campus. Though medical students would agree that physicians — and other professionals, like teachers — should be held to a higher standard of integrity by society, the new study suggests that they're confused by how rules apply, especially in cyberspace, once the white coat comes off. "They think it's something only for their friends, even though it's not private." says Dr. Neil Parker, senior associate dean for student affairs for graduate medical education at UCLA's David Geffen School of Medicine.
That attitude is largely dictated by age, says Parker. In focus groups involving students, faculty, administrators and staff, the school has found a clear generational divide between those who tend to blur the line between their personal and professional lives and those who don't. Younger students were more likely than older staff members to believe that their thoughts and opinions were valid to post online, regardless of their potentially damaging or discriminatory impact on others.
The issue is especially relevant when it comes to discussing patient cases. Laws prohibit doctors from talking about patients using individually identifiable information. However, as Parker notes, sharing patient care experiences can be a useful and powerful learning tool for medical students that encourages "reflection, empathy and understanding," he writes in the paper. Although discussing their experiences online may be allowed, students must be made aware that identifying information is not limited to patients' names and that divulging other characteristics and details often violates patient-privacy laws.
It's that type of education that medical schools need to include more in their curricula. Ensuring that students are aware of privacy settings on social-networking sites is another. "Most students want us to provide them with education and guidelines, but not policies. It is a different culture; we always say we have to be culture-sensitive to our patients, but we have to be culture-sensitive to our students as well." Parker says.
What is true according to the survey？
A．Many medical students treat patients unjustly.
B．Lots of medical staff violates confidentiality laws on the Internet.
C．Many medical students fail to hold high professional standard.
D．Patients' privacy needs to be protected badly.
company. The seven engineers previously worked together for ‘Telstar’, a satellite navigation company.
In conjunction with one of the three largest construction companies within their country they constructed the ‘365
Sports Complex’ which has a roof that opens and uses revolutionary satellite technology to maintain grass surfaces
within the complex. The complex facilities, which are available for use on each day of the year, include two tennis
courts, a cricket pitch, an equestrian centre and six bowling greens. The tennis courts and cricket pitch are suitable
for use as venues for national competitions. The equestrian centre offers horse-riding lessons to the general public and
is also a suitable venue for show-jumping competitions. The equestrian centre and bowling greens have increased in
popularity as a consequence of regular television coverage of equestrian and bowling events.
In spite of the high standard of the grass surfaces within the sports complex, the directors are concerned by reduced
profit levels as a consequence of both falling revenues and increasing costs. The area in which the ‘365 Sports
Complex’ is located has high unemployment but is served by all public transport services.
The directors of Astrodome Sports Ltd have different views about the course of action that should be taken to provide
a strategy for the future improvement in the performance of the complex. Each director’s view is based on his/her
individual perception as to the interpretation of the information contained in the performance measurement system of
the complex. These are as follows:
Director
(a) ‘There is no point whatsoever in encouraging staff to focus on interaction with customers in efforts to create a
‘user friendly’ environment. What we need is to maintain the quality of our grass surfaces at all costs since that
is the distinguishing feature of our business.’
(b) ‘Buy more equipment which can be hired out to users of our facilities. This will improve our utilisation ratios
which will lead to increased profits.’
(c) ‘We should focus our attention on maximising the opening hours of our facilities. Everything else will take care
of itself.’
(d) ‘Recent analysis of customer feedback forms indicates that most of our customers are satisfied with the facilities.
In fact, the only complaints are from three customers – the LCA University which uses the cricket pitch for
matches, the National Youth Training Academy which held training sessions on the tennis courts, and a local
bowling team.’
(e) ‘We should reduce the buildings maintenance budget by 25% and spend the money on increased advertising of
our facilities which will surely attract more customers.’
(f) ‘We should hold back on our efforts to overcome the shortage of bowling equipment for hire. Recent rumours are
that the National Bowling Association is likely to offer large financial grants next year to sports complexes who
can show they have a demand for the sport but have deficiencies in availability of equipment.’
(g) ‘Why change our performance management system？ Our current areas of focus provide us with all the
information we need to ensure that we remain a profitable and effective business.’
As management accountant of Astrodome Sports Ltd you have recently read an article which discussed the following
performance measurement problems:
(i) Tunnel vision
(ii) Sub-optimisation
(iii) Misinterpretation
(iv) Myopia
(v) Measure fixation
(vi) Misrepresentation
(vii) Gaming
(viii) Ossification.
Required:
(a) Explain FOUR of the above-mentioned performance measurement problems (i-viii) and discuss which of the
views of the directors (a-g) illustrate its application in each case. (12 marks)
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