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提问人：网友cj821204 发布时间：2022-01-07
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● Read the following passage.● Are sentences 16-22“Right” or "Wrong"？If there isn't enough

● Read the following passage.

● Are sentences 16-22 “Right” or "Wrong"？ If there isn't enough information to answer "Right" or "Wrong", choose "Doesn't say".

● For each sentence 16-22, mark one letter (A, B or C) on your Answer Sheet.

Universal Product Code

What are the zebra stripes (See the figure) on the Instant Mashed Patato Flakes package？ They are special black and white vertical lines. These black and white stripes can be read by an optical scanner, or computer. The "scanner", which reads the lines of code, is a small laser beam of light. When the light rays is broken by the black stripes, the computer "reads" the information about the product.

This code is called the Universal Product Code (UPC). It is designed to add speed and efficiency to stores by using computers. It can do this in several ways. First, it is not necessary for workers to put individual prices on items. By using UPC, the computer can print out the accurate price of the item. Errors in prices are eliminated, or done away with. Also, the time spent checking out is reduced UPC gives an itemized receipt to the customer with all the items, prices, and totals. The store clerk does not need to spend time checking the price on the item and punching it into the cash register. This UPC computerized system will probably save as much as 45 percent of the checkout clerk's time.

What do the stripes mean？ How does the computer interpret the stripes？ The number printed below the vertical bars identifies the manufacturer and the manufacturer's item. As many as 10 trillion individual machine-readable numbers can be used with this system. In the example, the 0 on the left side means that it is a grocery item. The numbers 36800 indicate the manufacturer, in this case it is the Food Club Company. The last five digits, 51512, mean it is a pack of mashed patato flakes. The light rays from the light beam read these lines, and the message is sent directly to the computer. The computer then finds the information about this product (price, inventory data) and sends it instantly back to the terminal at the checkout counter. At the same time, it keeps an inventory for the store manager. Many products have labels with these stripes.

The figures printed below the stripes are codes of the producer and the product.

A．Right

B．Wrong

C．Doesn't say

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更多“● Read the following passage.● Are sentences 16-22“Right” or "Wrong"？If there isn't enough”相关的问题
第1题
Which of the following is acceptable for accounting for by products?

A、Net realisable value of the by product is deducted from the cost of the main product.

B、Sales value of the by-product is deducted from the cost of the main product.

C、By-product income less post-separation costs is added to the sales of the main product

D、Pre-separation costs are apportioned to the by product to calculate its profit.

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第2题
Choose the options that belong to the threats of substitute products in Porter’s Five Forces analysis:

A、Number of similar products in the market

B、Perceived level of product differentiation

C、Uniqueness of each supplier’s product

D、Size of each customer order

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第3题
Complete the following sentences with the phrases you have learned in the text. I ___________________ (碰到) an old school friend in Oxford Street yesterday.
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第4题
•Read the following passage about successful business executives.

•Are the sentences 16-22 "Right" or "Wrong"？ If there isn't enough information to answer "Right" or "Wrong", choose "Doesn't say".

•For each sentence (16-22), mark one letter (A, B or C) on your Answer Sheet.

Why Seeing Is Succeeding

Robert Celik of the New York Business Institute tells

There are some executives who get it right. They launch winning products, and have a feeling for what customers like and dislike. They do not depend on research or secondary information, and yet they know the market extremely well.

Take Steve Banks, developer of the best-selling personal finance software, Nicat. He had noticed how difficult it was to use existing software products, and realized there was a gap in the market. Although 51 competing packages were available when Nicat was launched, it quickly succeeded in attracting the majority of customers.

Then consider the JR oil group who learnt that a new chain of hypermarket petrol stations was overtaking its own outlets. The competitor's success was due to a higher standard of service and facilities. The oil group's managers could have discovered this by going to observe these stations for ten minutes. Instead the oil group contacted an agency to carry out more market research.

One of the institute's most striking findings is that the best business strategists see things for themselves. They do not just analyze, but get out into the field with their customers, and gain first-hand experience of their products.

Successful executives base their strategies on reliable data about their clients' requirements.

A．Right

B．Wrong

C．Doesn't say

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第5题
•Read the following article about Japanese style. of management and the questions.

•For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.

Time clocks are banned from the premises. Managers and workers converse on a first- name basis and eat lunch together in the company cafeteria. Employees are briefed once a month by a top executive on sales and production goals and are encouraged to air their complaints. Four times a year, workers attend company-paid parties. Says Tom Zolick, 49, an assembly-line worker. "Working for Sony is like working for your family."

His expression, echoed by dozens of other American Sony workers in San Diego, is a measure of success achieved at the sprawling two-story plant, where both the Stars and Stripes and the Rising Sun fly in front of the factory's glistening white exterior. In 1981 the San Diego plant turned over 700,000 color television sets, one-third of Sony's total world production. More significantly, company officials now proudly say that the plant's productivity approaches that of its Japanese branches.

Plant manager Tery Osaka, 47, insists that there are few differences between workers in the United States and Japan. Says he. "Americans are as quality conscious as the Japanese. But the question is how to motivate them." Osaka's way is to bathe his U.S. employees in personal attention. Workers with perfect attendance records are treated to dinner once a year at a luxurious restaurant downtown. When one employee complained that a refrigerator for storing lunches was too small, it was replaced a few days later with a larger one. Vice-President Masayoshi Yamada, known as Mike around the plant, has mastered Spanish so he can talk with his many Hispanic workers. The company has installed telephone hot lines on which workers can anonymously register suggestions or complaints.

The firm strives to build strong ties with its employees in the belief that the workers will then show loyalty to the company in return. It carefully promotes from within, and most of the assembly-line supervisors are high school graduates who rose through the ranks because of their hard work and dedication to the company. During the 1973-1975 recession, when TV sales dropped and production slowed drastically, no one was fired. Instead, workers were kept busy with plant maintenance and other chores. In fact, Sony has not laid off a single employee since 1972, when plant was opened. The Japanese managers were stunned when the first employee actually quit within one year. Says John Ford, the plant's human relations expert: "They came to me and wanted to know what they had done wrong. I had to explain that quitting is just the way it is sometimes in Southern California."

This personnel policy has clearly been a success. Several attempts to unionize the work force have been defeated by margins as high as 3 to 1. Says Jan Timmerman, 22, a parts dispatcher and former member of the Retail Clerks Union. "Union pay was better, and the benefits were probably larger. But basically I'm more satisfied here."

Sony has not forced American workers to accept Japanese customs. Though the company provides lemon-colored smocks for assembly-line workers, most of them prefer to wear jeans and running shoes. The firm doesn't demand that anyone put on uniforms. A brief attempt to establish a general exercise period for San Diego workers, similar to the kind Sony's Japanese employees perform, was dropped when managers saw it was not wanted.

Inevitably, there have been minor misunderstandings because of the differences in language and customs. One worker sandblasted the numbers 1264 on a series of parts she was testing before she realized that her Japanese supervisor meant that she was to lab

A．The difference between Americans and Japanese

B．American employees working for Sony

C．How Sony established business in the United States

D．How Japanese manage their business

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第6题
Good abstracts strictly follow the style and formatting guidelines for authors.
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第7题
Read the following passage and choose the best sentence (A-G) to fill each of the gaps.

It's impossible to miss the fact that stocks , real estate and bonds all make for decent investments. But there are so many different investment options , most of which get minimal

marketing. (8)_______

1. American Depository Receipt (ADR)

ADRs are traded on U. S. stock markets just like regular stocks , but they actually represent shares in foreign corporations. An ADR is issued by a U. S. -based bank or brokerage , which buys a large number of shares from a company based outside the U. S.(9) ______ ADRs are a relatively simple way to invest in foreign companies and avoid the administrative and duty costs of international transactions.

2. Annuity

Annuities provide set payments at regular intervals to their owners. (10)______ Deferred annuities are often contracted for life - they're set up so that as long as you live ,the insurance company will send you a check at a regular interval. Annuities are also either fixed (the payments are set) or variable (there is a guaranteed minimum payment , as well as payments based on the performance of an annuity investment portfolio).

3. Closed-End Investment Fund

A closed-end fund issues shares that are traded just like stocks but are actually closer to mutual funds in the way they are managed. Closed-end funds hold portfolios of securities - usually securities that meet very specific criteria. (11)______ Some closed-end funds offer dividends.

4. Collectibles

Collectibles can be pretty much any physical asset with a value that increases over time. While most people consider fine art , stamps and similar purchases to be collectibles , there is no strict definition that includes or excludes a particular asset. (12)______ However, a collectible's appreciating value often outpaces inflation.

5. Common Stock

Common stock is a share of ownership in a particular company. (13)______ The majority of stocks traded today are common stocks. While the benefits associated with owning stock can be great , it is a relatively risky investment. (14)______

Now choose the best sentence (A-G) to fill each of the gaps.

A. Those shares are bundled into groups and then resold.

B. These funds are actively managed and may hold a few investments in stocks or bonds in order to diversify.

C. If a company that you own stock in goes bankrupt , as a common shareholder, you won' t receive money until the creditors , bondholders and preferred shareholders have all been paid off.

D. An annuity can either be immediate or deferred: with a deferred annuity , you will not begin receiving payments for a certain period of time.

E. It entitles you to a portion of the company' s profits as well as voting rights.

F. Those listed below are investments that any investor should be familiar with.

G. The greatest drawback to collectibles is the fact that collectibles offer no income.

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第8题
•Read the article below about negotiation and the questions on the opposite page.

•For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.

DEBUNKING NEGOTIATION MYTHS

Before developing a mom effective negotiation strategy, we need to dispel several faulty assumptions and myths about negotiation. These myths hamper people's ability to learn effective negotiation skills and, in some cases, reinforce poor negotiation skills.

A pervasive belief is that good negotiation skills are something that people are born with, not something that can be readily learned. This is false because most excellent negotiators are self-made. In fact, there are very few naturally gifted negotiators. We tend to hear their stories, but we must remember that their stories are selective, meaning that it is always possible for someone to have a lucky day or a fortunate experience. This myth is often perpetuated by the tendency of people to judge negotiation skills by theft car-dealership experiences. Whereas purchasing a car is certainly an important and common type of negotiation, it is not the best context by which to judge your negotiation skills. The most important negotiations are those that we engage in every day with our colleagues, supervisors, co-workers and business associates. These relationships provide a much better index of one's effectiveness in negotiation. In short, effective negotiation requires practice and feedback. The problem is that most of ns do not get an opportunity to develop effective negotiation skills in a disciplined fashion, rather, most of us learn by doing. As the second myth reveals, experience is helpful, but not sufficient.

We have all met that person at the cocktail party or on the airplane who boasts about his or her great negotiation feats and how be or she learned on the job. It is only partly true that experience can improve negotiation skills; in fact, naive experience is largely ineffective in improving negotiation skills. There are three strikes against natural experience as an effective teacher. First, if a person does not know how well he or she has performed in the negotiation, it is nearly impossible to improve performance. For example, can you imagine trying to learn mathematics without ever doing homework or taking tests？ The second, problem is that our memories tend to be selective, meaning that people tend to remember their successes and forget their failures or shortcomings. This is, of course, comforting to our ego, but it does not improve our ability to negotiate. Finally experience improves our confidence, but not necessarily our accuracy. People with more experience grow more and mom confident, but the accuracy of their judgment and the effectiveness of their behavior. do not increase in a commensurate fashion. Overconfidence can be dangerous because it may lead people to take unwise risks.

The third pervasive myth is that effective negotiation necessitates taking risks and gambles. In negotiation, this may mean saying things like "This is my final offer" or "Take it or leave it" or using threats and bluffs. This is what we call a "tough" style. of negotiation, though negotiators are rarely effective; however, we tend to be impressed by the tough negotiator.

An interesting exercise is to ask managers and anyone else who negotiates and to describe their approach to negotiating. Many seasoned negotiators believe that thee negotiation style. involves a lot of "gut feeling," intuition, and "in-the-moment" responses. We believe that this type of intuition does not serve people well. Effective negotiator involves deliberate thought and preparation and is quite systematic.

According to the article, a person is likely to

A．succeed in negotiation if he is lucky that day.

B．do well if he has studies how to negotiate.

C．have at least one successful negotiation.

D．be a better negotiator if he has inborn talents.

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第9题
Read the last name of the author and identify the ________ reference entry by the last name in the reference list.
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