题目内容
（请给出正确答案）
A.administration cost
B.production cost
C.selling cost
D.distribution cost
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My father has been on the salary schedule in this factory for nearly 20 years.
A.pay packet
B.payoff
C.payroll
D.payment
A、Depreciation of the bottling plant
B、The factory rent
C、The factory manager’s salary
D、The cost of the bottles
A．He feels the factory girl should earn more.
B．He envies the factory girl.
C．He feels his own salary is far too much.
D．He feels work in a factory is absurd.
A、Reduction in the allowance for receivables
B、Depreciation of machinery in the factory
C、Accrual of the audit fee
D、Payment of production director’s salary
2 The risk committee at Southern Continents Company (SCC) met to discuss a report by its risk manager, Stephanie
Field. The report focused on a number of risks that applied to a chemicals factory recently acquired by SCC in another
country, Southland. She explained that the new risks related to the security of the factory in Southland in respect of
burglary, to the supply of one of the key raw materials that experienced fluctuations in world supply and also an
environmental risk. The environmental risk, Stephanie explained, was to do with the possibility of poisonous
emissions from the Southland factory.
The SCC chief executive, Choo Wang, who chaired the risk committee, said that the Southland factory was important
to him for two reasons. First, he said it was strategically important to the company. Second, it was important because
his own bonuses depended upon it. He said that because he had personally negotiated the purchase of the Southland
factory, the remunerations committee had included a performance bonus on his salary based on the success of the
Southland investment. He told Stephanie that a performance-related bonus was payable when and if the factory
achieved a certain level of output that Choo considered to be ambitious. ‘I don’t get any bonus at all until we reach
a high level of output from the factory,’ he said. ‘So I don’t care what the risks are, we will have to manage them.’
Stephanie explained that one of her main concerns arose because the employees at the factory in Southland were not
aware of the importance of risk management to SCC. She said that the former owner of the factory paid less attention
to risk issues and so the staff were not as aware of risk as Stephanie would like them to be. ‘I would like to get risk
awareness embedded in the culture at the Southland factory,’ she said.
Choo Wang said that he knew from Stephanie’s report what the risks were, but that he wanted somebody to explain
to him what strategies SCC could use to manage the risks.
Required:
(a) Describe four strategies that can be used to manage risk and identify, with reasons, an appropriate strategy
for each of the three risks mentioned in the case. (12 marks)
Plant Manager
Excellent Senior English with experience in this field to manage our plant in Zhongshan
Senior Engineer (Mechanical and Electrical)
For production and Engineering Department, good command of Internet
Junior Positions
For those who wish for success
One purchaser(购货员)
Preferably with experience in a mechanical engineering company and international markets
Cost Accountant (会计)
5 years experience in mechanical factory costing, good knowledge in Office 95, CET level. For these senior level positions, we expect preferable a university degree or an excellent job record.3 - 5 years of experience on the job and good command of English. If you are ready to work with us, we will offer attractive salary packet and bright future.
THYESSEN
GUANGDING THYSSEN ELEVATORS LTD.
LONGHUAN. HUANCHENG
Zhongshan (5284655) Guangdong Province
1) Secretary
University graduate
Good at English speaking, writing & translating
Good PC knowledge and typing skill
Pleasant character with good personal skill
2) Accountants
College or university graduate
Good command of English and PC operation
Work experience
3) Production Trainees
College or university graduate
Good engineering/machinery or chemistry
1-2 years experience in food factory
Leadership ability and PC knowledge
4) Production Workers
Polytechnic school (中专) graduate
Food technology or chemistry
Knowledge of basic English
1-2 years experience in food factory
NESTLE
DONGGUAN NESTLE COMPANY LTD
If you don’t know how to use a computer, you had better ask for the position of______.
A．a secretary in NESTLE
B．a production worker in THYSSEN
C．a production trainee in THYSSEN
D．a cost accountant in THYSSEN
Large scale intensive meat and poultry production is a waste of food resources.
This is because more protein has to be fed to animals in the form. of vegetable matter than can ever be recovered in the form. of meat. Much of the food value is lost in the animal’s process of digestion and cell replacement. Neither, in the ca se of chicken, can one eat feathers, blood, feet or head. In all, only about 44% of the live animal fits to be eaten as meat.
This means one has to feed approximately 9—10 times as much food value to the animal than one can consume from the carcass. As a system for feeding the hungry, the effects can prove disastrous. At times of crisis, grain is the food of life.
Nevertheless, the huge increase in poultry production throughout Asia and Africa continues. Normally British or US firms are involved. For instance, an American based multinational company has this year announced its involvement in projects in several African countries. Britain’s largest suppliers chickens, Ross Breeders, are also involved in projects all over the world.
Because such trade is good for exports, Western governments encourage it. In 1979, a firm in Bangladesh called Phoenix Poultry received a grant to set up a unit of 6,000 chickens and 18,000 laying hens. This almost doubled the number of poultry kept in the country all at once.
But Bangladesh lacks capital, energy and food and has large numbers of unemployed. Such chicken raising demands capital for building and machinery, extensive use of energy resources for automation, and involves feeding chickens with potential famine relief protein food. At present, one of Bangladesh’s main imports is food grains, because the country is unable to grow enough food to feed its population. On what then can they possibly feed the chicken？
第26题：In this passage the author argues that ________.
A) efficiency must be raised in the poultry industry
B) raising poultry can provide more protein than growing grain
C) factory farming will do more harm than good to developing countries
D) hungry nations may benefit from the development of the poultry industry
Section B – TWO questions ONLY to be attempted
Cuthbert is based in Ceeland and manufactures jackets for use in very cold environments by mountaineers and skiers. It also supplies the armed forces in several countries with variants of existing products, customised by the use of different coloured fabrics, labels and special fastenings for carrying equipment. Cuthbert incurs high costs on design and advertising in order to maintain the reputation of the brand.
Each jacket is made up of different shaped pieces of fabric called ‘components’. These components are purchased by Cuthbert from an external supplier. The external supplier is responsible for ensuring the quality of the components and the number of purchased components found to be defective is negligible. The cost of the components forms 80% of the direct cost of each jacket, and the prices charged by Cuthbert’s supplier for the components are the lowest in the industry. There are three stages to the production process of each jacket, which are each located in different parts of the factory:
Stage 1 – Sewing
The fabric components are sewn together by a machinist. Any manufacturing defects occurring after sewing has begun cannot be rectified, and finished garments found to be defective are heavily discounted, or in the case of bespoke variants, destroyed.
Stage 2 – Assembly
The garments are filled with insulating material and sewn together for the final time.
Stage 3 – Finishing
Labels, fastenings and zips are sewn to the finished garments. Though the process for attaching each of these is similar, machinists prefer to work only on labels, fastenings or zips to maximise the quantity which they can sew each hour.
Jackets are produced in batches of a particular style. in a range of sizes. Throughout production, the components required for each batch of jackets are accompanied by a paper batch card which records the production processes which each batch has undergone. The batch cards are input into a production spreadsheet so that the stage of completion of each batch can be monitored and the position of each batch in the factory is recorded.
There are 60 machinists working in the sewing department, and 40 in each of the assembly and finishing departments. All the machinists are managed by 10 supervisors whose duties include updating the batch cards for work done and inputting this into a spreadsheet, as well as checking the quality of work done by machinists. The supervisors report to the factory manager, who has overall responsibility for the production process.
Machinists are paid an hourly wage and a bonus according to how many items they sew each week, which usually comprises 60% of their total weekly wages.
Supervisors receive an hourly wage and a bonus according to how many items their team sews each week. The factory manager receives the same monthly salary regardless of production output. All employees are awarded a 5% annual bonus if Cuthbert achieves its budgeted net profit for the year.
Recently, a large emergency order of jackets for the Ceeland army was cancelled by the customer as it was not delivered on time due to the following quality problems and other issues in the production process:
– A supervisor had forgotten to input several batch cards and as a result batches of fabric components were lost in the factory and replacements had to be purchased.
– There were machinists available to sew buttons onto the jackets, but there was only one machinist available who had been trained to sew zips. This caused further delay to production of the batch.
– When the quality of the jackets was checked prior to despatch, many of them were found to be sewn incorrectly as the work had been rushed. By this time the agreed delivery date had already passed, and it was too late to produce a replacement batch.
This was the latest in a series of problems in production at Cuthbert, and the directors have decided to use business process reengineering (BPR) in order to radically change the production process.
The proposal being considered as an application of BPR is the adoption of ‘team working’ in the factory, the three main elements of which are as follows:
1. Production lines would re-organise into teams, where all operations on a particular product type are performed in one place by a dedicated team of machinists.
2. Each team of machinists would be responsible for the quality of the finished jacket, and for the first time, machinists would be encouraged to bring about improvements in the production process. There would no longer be the need to employ supervisors and the existing supervisors would join the teams of machinists.
3. The number of batches in production would be automatically tracked by the use of radio frequency identification (RFID) tags attached to each jacket. This would eliminate the need for paper batch cards, which are currently input into a spreadsheet by the supervisors.
You have been asked as a performance management consultant to advise the board on whether business process reengineering could help Cuthbert overcome the problems in its production process.
Required:
(a) Advise how the proposed use of BPR would influence the operational performance of Cuthbert. (14 marks)
(b) Evaluate the effectiveness of the current reward systems at Cuthbert, and recommend and justify how these systems would need to change if the BPR project goes ahead. (11 marks)
Employment in Japan
Recruiting season: who, when and where
Every autumn, when recruitment of new graduates and school leavers begins, major cities in Japan are flooded with students hunting for a job. Wearing suits for the first time, they run from one interview to another. The season is crucial for many students as their whole lives may be determined during this period.
Permanency in employment in Japan
In Japan, lifetime employment is commonly practiced by large companies. While people working in small companies and those working for subcontractors do not in general enjoy the advantages conferred (赐予) by the large companies, there is a general expectation that employees will in fact remain more or less permanently in the same job.
How new employees are used in a company
Unlike in many Western countries where companies employ people whose skills can be effective immediately, Japanese companies select applicants with potential who can be trained to become suitable employees. For this reason, recruiting employees is an important exercise for companies, as they invest a lot of time and money in training new staff. This is basically tree both for factory workers and for professionals. Professionals who have studied subjects which are of immediate use in the workplace, such as industrial engineers, are very often placed in factories and transferred from one section to another. By gaining experience in several different areas and by working in close contact with workers, the engineers are believed, in the long run, to become more effective members of the company. Workers too feel more involved by working with professionals and by being allowed to voice their opinions. Loyalty is believed to be cultivated in this type of egalitarian(平等主义的)working environment.
The salary structure
Because of this system of training employees to be all-rounders (全才), mobility between companies is low. Wages are set according to educational background or initial field of employment, ordinary graduates being employed in administration, engineers in engineering and design departments and so on. Beth promotions and wage increases tend to be tied to seniority, though some differences may arise later on as a result of ability and business performance. Wages are paid monthly, and the net sum, after the deduction of tax, is usually paid directly into a bank account. As well as salary, a bonus is usually paid twice a year. This is a custom that dates back to the time when employers gave special allowances so that employees could properly celebrate bon, a Buddhist festival held in mid-July in Tokyo, but on other dates in other regions. The festival is held to appease (安抚) the souls of ancestors. The second bonus is distributed at New Year. Recently, bonuses have also been offered as a way of allowing workers a share in the profits that their hard work has gained.
Women and Japanese companies
Many female graduates complain that they are not given equal training and equal opportunity in comparison to male graduates. Japanese companies generally believe that female employees will eventually leave to get married and have children.
It is also true that, as well as the still-existing belief among women themselves that nothing should stand in the way of child-rearing, the extended hours of work often do not allow women to continue their careers after marriage.
The recruitment strategy of foreign firms
Disappointed career-minded female graduates often opt to work for foreign firms. Since most male graduates prefer to join Japanese firms with their guaranteed security, foreign firms are often keen to employ female graduates as their potential tends to be greater than that of male applicants. Why men sometimes resign from Japanese companies Some men, however, do leave their compa
A．Y
B．N
C．NG
Acting is such an over-crowded profession that the only advice that should be given to a young person thinking of going on the stage is “Don’t!”．But it is useless to try to discourage someone who feels that he must act，although the chances of his becoming famous are slim．The normal way to begin is to go to a drama school ．Usually only students who show promise and talent are accepted，and the course lasts two years．Then the young actor or actress takes up work with a theatrical company(剧团)，usually as an assistant stage manager．This means doing everything that there is to do in the theatre and occasionally acting in very small parts ．It is very hard work indeed，the hours are long and the salary is tiny．
Of course，some people have remarkable chances which lead to fame and success without this long and hard training．Connie Pratt，for example，was just an ordinary girl working in a bicycle factory．A film producer happened to catch sight of her one morning waiting at a bus stop ， as he drove past in his car．He stopped and got out to speak to the girl．He asked if she would like to go to the film studio to do a test，and she thought he was joking．Then she got angry and said she would call the police. It took the producer twenty minutes to convince Connie that he was serious. The test was successful．And within a few weeks she was playing the leading part opposite one of the most famous actors of the day. But chances like this happen once in a blue moon.
From the very beginning，the author puts it clearly that acting is a profession _____
A.sought after by too many
B.too difficult for young people
C.for slim people only
D.one can go into without special training
For someone who feels he must act，it is very likely that _____A.he will become a film star at long last
B.he will become a stage manager
C.he will be well paid
D.he will end up without any success
The film producer found Connie Pratt one morning when she was ____A.at work in a bicycle factory
B.driving past him in her car
C.going to a film studio
D.waiting for a bus
A few weeks after the test, Connie Pratt found herself ______A.the most famous actress of the world
B.playing the leading female role in a play
C.as famous as the greatest actor of the world
D.no less famous than the leading actor of the day
The concluding sentence “chances like this happen once in a blue moon ” meansA.this is something which happens once in a while
B.this is a highly profitable chance
C.this is something highly possible
D.this is a very rare chance
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