PART ONE A Salinas outlines the key qualities of good management in this autobiography. He believes that decisions should be based on facts, not opinions; that people's strengths should be exploited; and that disagreement is some times necessary. But the main point he makes is that leadership means performing well at all times and setting a good example. B In this collection of essays, top business leaders predict how businesses will change over the next few years. They analyse changes in business and society and their effects on job markets, as well as taking a look at possible strengths and weaknesses of leading economics and their currencies. This collection outlines a vision of tomorrow's business world and the type of leaders that will be required. C This book is a well-researched study of the problem of leadership in global quoted companies. 160 international business leaders were asked how they added value to their companies and their answers form the main part of this book. Both managers and companies are analysed in order to show how they cope with difficult issues. A useful book for all senior managers. D 100 well-known US business leaders through this century are described in this book, which analyses how their fortunes were made and sometimes lost. The background, business career character and personal life of each individual are outlined, creating an impressive collection of biographies and an excellent reference work.
1. This is an account of one business leader's experiences.
A
“这是对一个商业公司领导的经历的介绍。”由 A段中第一句autobiography可知。
2. This book suggests probable trends in the business world.
B
“这本书指出了商业领域的可能趋势。”由于B段有“top business leaders predict how business will change over the next years”符合。
3. In this book you learn about the lives of business leaders from the past.
D
“从这本书中你可以了解到商界领袖的过去的生活。”D段中有“100 well-known U. S. business leaders through this century are described in this book”。
4. The writer of this book gives his personal views of what makes a good business leader.
A
“书中作者给出了一个好的公司领导应有的特征的个人观点。”A中有“Salinas outlines the key qualities of good management in this autobiography.”这一句符合题目要求。
5. This book looks at how large companies deal with various problem areas.
C
“这本书关注于大公司如何处理各种各样的问题。”C段中有“This book is a well-researched study of the problem of leadership in global quoted company.”
6. This book is based on interviews with business leaders.
C
“这本书基于对公司领导的采访。”C段中有“their answers form the main part of this book.”这一句,所以C对。
7. This book describes both successes and failures.
D
“这本书描述得失与成败。”D段第一句后半部分就是答案。
PART TWO
Analysing the Entrepreneur
The ever-increasing attraction of under-graduate courses in business studies demonstrates that many young people begin their working lives determined to be a success in business. Many of them will have ambitions of becoming bosses. (0) (G) . That should be the question which all ambitious young business people ask themselves. Some graduates learn how to run a business in someone else's time, and then in their early thirties, start out on their own. That course of action is relatively common and straightforward. 1 Often, however, their business flair comes at the expense of more mundane business skills such as team building and maintaining harmony. A recent study, in which seventeen successful entrepreneurs took part in in-depth interviews, as did a similar number of chief executives, concluded that honesty and strong moral principles are important characteristics of entrepreneurs who achieve lasting success. According to the various tests and self-assessment questionnaires used in the interviews, seventy per cent of entrepreneurs have these characteristics, as opposed to only twenty-eight per cent of chief executives. 2 It would seem that most entrepreneurs deserve more credit than people generally give them. This ethical style of leadership fosters a culture in which expectations are uncompromisingly high and in which people believe they will be properly rewarded for their individual contribution. 3 Employees often complain that the worst kind of bosses are the ones who own the business, as they can be very intolerant of others who make mistakes. Entrepreneurs are passionate about their work but they have not worked their way up through the organisation and tend to lack the people management qualities that chief executives have developed over long careers. 4 Of course, it could be argued that the single-minded approach of entrepreneurs is what makes them successful; it certainly enables them to put extraordinary effort into what they do. The study indicates that generally chief executives can match entrepreneurs in terms of drive and determination. There is one exception and that relates to taking risks. 5 The chief executive can, on the other hand, always move to another company. But in the end, if there are no entrepreneurs, there is no work for chief executives. It is the people that start businesses who are the original wealth creators. A. However, it can also result in entrepreneurs being profoundly disappointed when others fail to live up to their high standards. B. They need to have the confidence to make everyone in the organisation believe that this is no ordinary place and no ordinary job. C. Given the common perception that entrepreneurs are only in business to make money, this very positive finding was perhaps the most surprising. D. They are less likely to promote teamwork and co-operation than chief executives, who are much better at reading and understanding those around them. E. After all, if it is your own company, you cannot walk away, and you will do anything either to keep it afloat or to help it prosper. F. But true entrepreneurs do not necessarily wait until their business knowledge has improved or until the time is right-they have always been driven to achieve. G. But is it best for them to become entrepreneurs and start their own business or work towards running someone else's?
1.
F
2.
C
3.
A
4.
D
5.
E
PART THREE
Think Twice About Being First to Market
New research offers fresh insight on when to launch a product or service, and shows that being first to market isn't always a competitive advantage. In 2004, David Cohen had an idea for a social network for mobile phones that would connect users in the real world. His Boulder (Colo.)-based company, called iContact, raised $600,000 from investors and the founders' contributions, launched a beta version, and seemed poised to tap the much hyped mobile software market. Cohen, then 36, had already founded a successful software company. But after 18 months, he was unable to get phone carriers to distribute his software, and he shuttered the company, returning 80% of his investors' money. "Everybody was saying mobile was coming, it was going to be open; GPS was coming, it was going to be great," says Cohen. "That didn't really happen for another four years." Bets on mobile applications didn't begin to pay off until Apple's (AAPL) iPhone app store opened the market in 2008. Conventional wisdom says being first to market creates a competitive advantage. Reality is more complicated. Market opportunities are constantly opening and closing, and a hit idea at one point could be a dud a year earlier or a yawning "me too" business a year later. It's tough—likely impossible—to pinpoint the best moment to enter a market, but common sense dictates new entrepreneurs can improve their odds if they weigh how much they stand to gain or lose by waiting. New academic research suggests one way entrepreneurs can evaluate whether they should enter a market first or wait on the sidelines. The decision depends on how hostile the learning environment is; that is, how much entrepreneurs can learn by observing other players before they launch compared to what they learn from participating after they enter, according to Moren Levesque, an entrepreneurship researcher at the University of Waterloo. The core findings on timing is this: in a hostile learning environment, entrepreneurs gain relatively little benefit by watching others. For example, if the relevant knowledge is protected intellectual property, studying the market before entering wouldn't yield much advantage. In these situations, the trade-off favours entering early. But in less hostile learning environments, where entrepreneurs gain valuable information likely to increase their success just by watching other companies, companies benefit from waiting and learning lessons from earlier players. IContact's successors, for example, may have learned from watching the company's trouble getting mobile networks to distribute their software, a barrier that was removed by the iPhone's app store. However, deciding when to enter a market solely on the advantages of learning is not enough. Entrepreneurs also need to launch before an opportunity closes. In the summer of 2007, Sunny Gupta, a serial entrepreneur in Seattle, began exploring an idea for on-demand software to help large companies track their IT spending and reduce costs, after a contact at Wall Street firm casually mentioned the issue. He spent that summer and early fall talking to chief information officers at Fortune 500 companies about the type of software they needed. Gupta originally planned to spend about a year building the product. But on a trip to New York in October 2007 to meet with CIOs at financial companies, he saw they were under intense pressure to cut costs and justify their IT spending—precisely what his product would do. Gupta realized he needed to speed up his launch to take advantage of the market opportunity before other companies got there. He and his co-founders started working around the clock and by November, Apptio (as they dubbed the firm) raised $7 million in venture capital. By March 2008, Apptio had four paying customers using a beta version of the product. A full launch followed in June, and Gupta had already demonstrated Apptio's ability to reduce costs by the time the financial crisis erupted in September. Apptio now has nearly three dozen clients and 30 employees. "I believe the window of opportunity was within those six months: from March to September 2008," Gupta says now. There is, of course, some element of luck. Cohen believed he was positioning iContact at a similar sweet spot in the market. But entrepreneurs who ignore timing, or assume that being first is always better, do so at their peril. Deciding when to enter a market is an irreversible and important decision.
1. Why did Cohen shutter the company after just 18 months?
A.His investors asked him to return the money.
B.The software market did not get enough attention.
C.He couldn't get mobile networks to use their software.
D.His company had competitive rivals.
A B C D
C
[考点] Cohen的公司为何18个月后就关张了? [解析] 文中第一段提到“But after 18 months,he was unable to get phone carriers to distribute his software,and he shuttered the company...”即:但18个月后,Cohen找不到电话运营商来使用他们的软件,于是他关掉了公司。所以选项C为正确答案。
2. What does the author suggest by saying "a hit idea at one point could be a dud a year earlier or a yawning 'me too' business a year later"?
A.Being first to market creates a competitive advantage.
B.Reality is more complicated.
C.New entrepreneurs should wait for the best moment to enter a market.
D.Market opportunities open and close constantly.
A B C D
D
[考点] 作者通过例子“某一时刻风行一时的想法可能一年前还被认为是没有的,而一年后又可能发展成为大家争着做的生意”想说明什么7 [解析] 文中第二段提到“Market opportunities are constantly opening and closing”,即:市场机会总是变幻莫测。所以选项D为正确答案。
3. What does "improve their odds" in the second paragraph mean?
A.Increase the possibility of success
B.Get a deeper insight on the market
C.Have a more favorable business environment
D.Develop more mature products
A B C D
A
[考点] “improve their odds”的意思 [解析] 文中第二段提到“...but common sense dictates new entrepreneurs can improve their odds if they weigh how much they stand to gain or lose by waiting.”odds意为“可能性,机会”,如果不认识这个词,也可从上下文推断出来。所以选项A符合文意。
4. Which of the following statements is not true according to Moren Levesque?
A.Entrepreneurs benefit little by observing others in a hostile learning environment.
B.Entrepreneurs are likely to succeed by waiting and learning lessons from earlier players.
C.Being first to market or waiting depends on how hostile the learning environment is.
D.In a less hostile learning environment, entering early has a competitive advantage.
A B C D
D
[考点] 按照Moren Levesque的观点,以下哪个陈述不正确 [解析] 文中第四段提到“...in a hostile learning environment,entrepreneurs gain relatively little benefit by watching others.”然后举例说明,随后又总结为“In these situations,the trade-off favours entering early.”所以在恶劣的学习环境中适合早入市。所以选项D的陈述是不正确的。
5. How did Sunny Gupta succeed in the market as a pioneer?
A.He predicted the financial crisis successfully.
B.His software was favored by chief officers at Fortune 500 companies.
C.His software product was a breakthrough in the market.
D.He grasped the right moment to enter the market.
A B C D
D
[考点] 为什么作为市场先驱,Sunny Gupta成功了? [解析] 在第五段中,Sunny Gupta自己也说到“I believe the window of opportunity was within those six months:from March to September 2008.”即:我相信机会就出现在从2008年3月到9月这6个月中。由此可见Gupta超强的把握市场机会的能力引导其走向成功。文章最后一段的最后一句话“Deciding when to enter a market is an irreversible and important decision.”因此选项D符合文意。
6. Which of the following factors does the article suggest that David Cohen is lack of compared with Sunny Gupta?
A.Innovative ideas
B.Venture capital
C.Luck
D.Market opportunity
A B C D
C
[考点] 同Sunny Gupta相比,David Cohen在以下哪个方面不足? [解析] 文中第六段提到“Cohen believed he was positioning iContact at a similar sweet spot in the market.”可见,市场机会对他们两位都不错;而且他们都有创新的想法并获得投资,因此,正如文中所讲“There is,of course,some element of luck.”所以选项C符合文意,即Cohen缺少一些运气。
PART FOUR
Employment Opportunities for Graduates with the Provincial Bank
The provincial Bank is one of the biggest fiscal institutions in the U. K. . With its 1,900 branches and 58,000 employees, it has 1 a household name. Almost 4,000 of these employees 2 managerial or executive positions. The bank has an outstanding 3 of profitability, which has been achieved by introducing innovations as maintaining leadership of the 4 The bank's comprehensive training programme concentrates on 5 the most important skills that graduates need in order to 6 early management responsibility. Trainees take responsibility for their own continuous self-development through visiting other branches and departments, and by 7 courses in management skills. They also receive training in order to increase their knowledge of the bank's 8 The bank supports 9 of staff who wish to take professional examinations, and its Graduate Training Scheme is 10 to the nationally recognized Diploma in Management. Obviously the quality of its mangers is of 11 importance to the bank's performance. It welcomes good graduates in any subject area, 12 they can demonstrate the ability to influence events, and have the potential to 13 both as leaders and as part of a team. Most graduate trainees join the Retail Banking division initially. Those starting on this programme will soon have the 14 to work in other parts of the bank and can 15 a varied and flexible working life.
PART FIVE ●In most of the lines (34-45) there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct. ●If a line is correct, write CORRECT on your Answer Sheet. ●If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet. ●The exercise begins with two examples, (0) and (00).
Shop-local Group Offers Economic Impact Figures
If consumers in Hillsborough County could limited their spending on one Saturday independent, locally owned businesses instead of chain stores, more than 1 $17 million would even remain in the local company instead of being shipped to 2 outside corporations as overnight deposits. So it say representatives of the 3 Tampa Independent Business Alliance, who base their calculation on studies that 4 made by the American Independent Business Alliance. The national study found 5 that since locally owned businesses began to use goods and services of other 6 business in the community, a consumer's spending circulates 3 up to 31/2 7 times longer locally than if it is spent on at a chain. On Saturday, the local group 8 will be working with the national organization and more than all 25 other 9 communities across the country to broadcast the benefits coming of the 10 shop-local movement. The educational event, "American Unchained", will be 11 promoted at independent business such as Inkwood Books in Tampa, "We 12 want people to think about where their dollars actually end up to," said Carla Jimenez, co-owner of Inkwood and president of Tampa Independent Business Alliance.
1.
EVEN
even意为“甚至”,但在此处为多余词汇,应删去。
2.
IT
这里是祈使句,it为多余词汇,应删去。
3.
THAT
考虑到上下句,studies made by...意为“由……的研究”。that为多余词汇,应删去。