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 exter
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
更多"· Read the following article about "的相关试题:
[单项选择] · 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 exter
A. detached
B. harmonious
C. unfriendly
D. very formal
[单项选择] · Read the following article about career development and the
questions on the opposite page． · For each question 15-20，mark
one letter(A，B，C or D)on your Answer Sheet for the answer you choose．
{{B}}
How to get to the top{{/B}}
Marketing used to be
the route to the chief executive’s chair，but the world has changed．Now，says
Monika Hamori．professor of human resources at Instituto de Empresa in Madrid，it
is finance chiefs who are most likely to get the top job，though experience in
opera-tions-running parts of the companyis also essential．CFO Magazine found in
2005 that onefifth of chief ex-ecutives in America were former chief financiaI
officers，almost double the share of a decade earlier．The importance of quarterly
financial reporting，and closer scrutiny since the imposition of the
Sarbanesoxley corporategovernance ac
A. CFOs’hard work leads to their increasing chances of promotion．
B. CFOs usually have no experience in management．
C. Marketing directors no longer have the chance to get a top position．
D. Chief executives used to be promoted mainly from the marketing department．
[单项选择] ·Read the following article about job interviews and the questions below the
passage. ·For each question (13—18), mark one letter (A, B, C or D) on your
Answer Sheet for the answer you choose.
{{B}}Making the Right Impression{{/B}}
The first thing
to remember when you go for a job interview is that this is not a one-sided
affair. Treat it as you would do in a negotiation. After all, both you and the
prospective employer are selling something. If you approach an interview with
the attitude of "any job will do", the interviewer will realize that
immediately. If the job is worth anything, you won’t get it.
You
should prepare yourself for an interview just as you would do for a negotiation.
Find out as much as you can about the company and the person who is to interview
you. Don’t be caught unawar
A. they are at a disadvantage.
B. they are buying and selling at the same time.
C. an interview is like a presentation.
D. the interviewer will be realistic.
[单项选择] ·Read the following article about a corporation and the questions on the
opposite page. ·For each question 15-20, mark one letter ( A, B, C or D ) on
your Answer Sheet for the answer you choose.
Whatever your business, you can no longer hide from
the intense glare of stakeholders. The Internet has given employees, business
partners, customers, shareholders and local and global neighbors unprecedented
power to know what you and your company are up to. If you are abusing employees
or the quality of your product has suffered or you’re keeping important data
from your suppliers or shareholders, you can count on that getting out via the
Internet and coming back to bite you. Armed with such knowledge, your
shareholders can jump right back online to spread the word, organize response,
and, eventually, determine the fate of your company. How can you avoi
A. resulted from its business activities in Latin America.
B. saved the company from bankruptcy in November 2001.
C. helped the company to be reestablished later.
D. deteriorated its relation with local customers in Latin America.
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