[单项选择]Much of many managers’ time is taken up with meetings. There are meetings with colleagues to agree a course of action. There are meetings with superiors to report and to discuss future policies. There are meetings with subordinates. Many would say that there are far too many meetings; some would be even less polite. There can, however, be no doubt that meetings are part of every manager’s life. He should therefore know how to cope with them. He should know the techniques of communication in meetings. He should know how to use these techniques to his own advantage.
It is sometimes suggested that when a manager can’t think what to do, he holds a meeting. But meetings in themselves are not an end product, no matter what some may think. They are merely one of many means of management communication. It may well be that a problem can be solved by a one-to-one discussion, face-to-face, or even by telephone. If the need can be met without a meeting, so be it.
Let us therefore define
A. the problem to be discussed at a meeting should be simple and the members of executives should be limited to 3 in number
B. unnecessary people may stand but not sit in at meetings
C. the wages of the middle executives for a simple meeting may range from one to several hundred US dollars
D. it is often advisable to invite only those people to a meeting whose salaries are comparatively low

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[单项选择]Much of many managers’ time is taken up with meetings. There are meetings with colleagues to agree a course of action. There are meetings with superiors to report and to discuss future policies. There are meetings with subordinates. Many would say that there are far too many meetings; some would be even less polite. There can, however, be no doubt that meetings are part of every manager’s life. He should therefore know how to cope with them. He should know the techniques of communication in meetings. He should know how to use these techniques to his own advantage.
It is sometimes suggested that when a manager can’t think what to do, he holds a meeting. But meetings in themselves are not an end product, no matter what some may think. They are merely one of many means of management communication. It may well be that a problem can be solved by a one-to-one discussion, face-to-face, or even by telephone. If the need can be met without a meeting, so be it.
Let us therefore define
A. Two.
B. Three.
C. Four.
D. Fiv

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[单项选择]
Passage 1

Much of many managers’ time is taken up with meetings. There are meetings with colleagues to agree a course of action. There are meetings with superiors to report and to discuss future policies. There are meetings with subordinates. Many would say that there are far too many meetings; some would be even less polite. There can, however, be no doubt that meetings are part of every manager’s life. He should therefore know how to cope with them. He should know the techniques of communication in meetings. He should know how to use these techniques to his own advantage.
It is sometimes suggested that when a manager can’t think what to do, he holds a meeting. But meetings in themselves are not an end product, no matter what some may think. They are merely one of many means of management communication. It may well be that a problem ca
A. Two.
B. Three.
C. Four.
D. Five.

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[单项选择] Managers spend a great deal of their time in meetings. According to Henry Mintzberg, in his book, The Nature of Managerial Work, managers in large organizations spend only 22% of their time on meetings. So what are the managers doing in those meetings There have conventionally been two answers. The first is the academic version: Managers are coordinating and controlling, making decisions, solving problems and planning. This interpretation has been largely discredited because it ignores the social and political forces at work in meetings. The second version claims that meetings provide little more than strategic sites for corporate gladiators to perform before the organizational emperors. This perspective is far more attractive, and has given rise to a large, and often humorous, body of literature on gamesmanship and posturing in meetings. It is, of course, true that meeting rooms serve as shop windows for managerial talent, but this is far from the truth as a whole.
A. They provide a clear history of the firm and its evolution.
B. They concentrate scattered memos and directives in one synthetic document.
C. They reflect decision-making and control over company life.
D. They record any individual disagreements with company decisions.

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[填空题]De Coubertin amended the Olympic Charter many times.

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