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乐山师范学院商务英语A卷
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包装要求
状况良好
独家代理
Questions 1 to 10 based on the following passage. Steve Redwood, a London-based management consultant with Price Waterhouse, tells of a client who had brought together a team from eight different countries to work on a ‘The national stereotypes applied, he says.The people from Switzerland and Germany were mainly interested in the way the project organized. The people from Spain took a much intuitive approach. The British had a high level of skepticism about whether the whole really mattered. Language was not the issue. It was more basic than that. Behind this lies the most fundamental problem of all: the fact that outside a handful of companies- Lowell Bryan, a senior partner with McKinsey in New York puts it at be dozen and 20 worldwide even the biggest corporations are dominated by the culture home country.‘Outside that handful, Mr Bryan says.companids are very German, or very British, or American. One big difference with American companies is they think globalization means Americanizing the world. Others don.t have that arrogane. If top management all come from the home country, that makes it much more difficult to attract and keep a global pool of tale. People know when they fit in and when they don’t. Mr Bryan says.“That.s true even of national companies: there.s a tendency for people to have gone to the same school, or all have trained as enginesrs even more true when comes to where you grew The problem lies not in attracting people a talented Indian or Korean manager will typically want early experience with a multinational 一but in keeping them. ‘People will join the company to learn, Mr Bryan says,but unless they feel they are part of the company, they are going to leave, and exploit the brand status of the company in their next job. Given the importance of local cultures within the global company, an obvious question is how to appraise and identify talent around the world on a consistent basis. Richard Greenhalgh, head of management development and training at Unilever, says that the company has been working on this for the past four years. We’ve been developing a set of l1 management compctencies we can use worldwide’ he says. .The aim is to have a clear objective measure of potential. We measure such things as entrepreneurial drive, the ability to lead and develop others, and integrity. That makes up a common core of behaviors. We’ve tested it, and so far it seems to be culturally transferable. 1 Which expression in Paragraph l matches the meaning some one whose job is to give advice to companies? A. Corporate leader. B. Top manager. C. Management consultant. D. Corporate management.
In Paragraph 5, if they don’t feel part of the company, they will A. stay B. leave C. cause trouble D. beat employers
Which expression in Paragraph 2 matches the meaning on basic difficulty? A. Home country. B. fundamental problem. C. Management consultant. D. Intuitive approach.
The most suitable title for this passage may be A. Corporate Culture B. National Characteristics C. International Integrity D. Corporate Culture and National Characteristics
In Paragraph 5, in applying for their next job, they will A. mention the company they have left so that people know where they have worked B. not mention the company they have left C. criticize the company they have left D. explore the company they have left
请指示你方银行尽快修改信用证,以便我方能按时装运货物。
待双方建立起牢固的贸易关系后,可重新考虑付款条件。
兹附上第175号售货确认书一式两份,请签署并退回一份供我方存档
若到货赶不上圣诞节采购高峰,什么价廉物美就毫无意义。
1、 jet lag
2、 accommodation
包装要求
状况良好
独家代理
Questions 1 to 10 based on the following passage. Steve Redwood, a London-based management consultant with Price Waterhouse, tells of a client who had brought together a team from eight different countries to work on a ‘The national stereotypes applied, he says.The people from Switzerland and Germany were mainly interested in the way the project organized. The people from Spain took a much intuitive approach. The British had a high level of skepticism about whether the whole really mattered. Language was not the issue. It was more basic than that. Behind this lies the most fundamental problem of all: the fact that outside a handful of companies- Lowell Bryan, a senior partner with McKinsey in New York puts it at be dozen and 20 worldwide even the biggest corporations are dominated by the culture home country.‘Outside that handful, Mr Bryan says.companids are very German, or very British, or American. One big difference with American companies is they think globalization means Americanizing the world. Others don.t have that arrogane. If top management all come from the home country, that makes it much more difficult to attract and keep a global pool of tale. People know when they fit in and when they don’t. Mr Bryan says.“That.s true even of national companies: there.s a tendency for people to have gone to the same school, or all have trained as enginesrs even more true when comes to where you grew The problem lies not in attracting people a talented Indian or Korean manager will typically want early experience with a multinational 一but in keeping them. ‘People will join the company to learn, Mr Bryan says,but unless they feel they are part of the company, they are going to leave, and exploit the brand status of the company in their next job. Given the importance of local cultures within the global company, an obvious question is how to appraise and identify talent around the world on a consistent basis. Richard Greenhalgh, head of management development and training at Unilever, says that the company has been working on this for the past four years. We’ve been developing a set of l1 management compctencies we can use worldwide’ he says. .The aim is to have a clear objective measure of potential. We measure such things as entrepreneurial drive, the ability to lead and develop others, and integrity. That makes up a common core of behaviors. We’ve tested it, and so far it seems to be culturally transferable. 1 Which expression in Paragraph l matches the meaning some one whose job is to give advice to companies? A. Corporate leader. B. Top manager. C. Management consultant. D. Corporate management.
In Paragraph 5, if they don’t feel part of the company, they will A. stay B. leave C. cause trouble D. beat employers
Which expression in Paragraph 2 matches the meaning on basic difficulty? A. Home country. B. fundamental problem. C. Management consultant. D. Intuitive approach.
The most suitable title for this passage may be A. Corporate Culture B. National Characteristics C. International Integrity D. Corporate Culture and National Characteristics
In Paragraph 5, in applying for their next job, they will A. mention the company they have left so that people know where they have worked B. not mention the company they have left C. criticize the company they have left D. explore the company they have left
请指示你方银行尽快修改信用证,以便我方能按时装运货物。
待双方建立起牢固的贸易关系后,可重新考虑付款条件。
兹附上第175号售货确认书一式两份,请签署并退回一份供我方存档
若到货赶不上圣诞节采购高峰,什么价廉物美就毫无意义。
1、 jet lag
2、 accommodation