A. In the past, feedback about your performance used to mean a quiet chat with the boss. But now 360-degree feedback-the system where employees are also given feedback from peers and from the people they manage-is taking root in corporate culture. The system is characterised by greater participation and has grown out of the desire of companies to create more open working environments where people work better together and ideas and opinions are exchanged between teams and across levels of seniority. B. PCs linked to the company IT network are set to become the feedback machines. Many firms introducing 360-degree feedback are using Personal Development Planner software. Feedback on an individual, which is based on a questionnaire relating to attributes needed for that person's role in the company, is collected using this electronic system. All the information gathered is analysed and the end result is a suggested development plan. The advantage is that individuals make requests for the feedback themselves and receive the results directly. C. Sarah Rains, from the pharmaceutical company Optec, said, 'Now feedback is available on our network, we encourage managers to choose how they use it. It is a flexible tool and we tell them that waiting for the annual event of a formal appraisal needn't apply.' At the engineering company NT, 250 technical managers have been through the feedback process. Jack Palmer, a senior manager there said, 'We needed to develop the interpersonal skills of these technically-minded people. In particular, we wanted to build on their team-working and coaching skills.' D. So, how is the new feedback culture likely to affect you? It could form the basis of your personal development programme, providing pointers to your strengths and also to those areas you need to develop more. Or feedback could be used for 'succession planning', where companies use the information to speculate on who has the right skills to move into more senior positions. As yet, few organisations have stretched the role of feedback so far as to link it to salaries. But one thing is clear: the future will bring even wider participation by all members of staff.
1. staff being reminded that it is not essential to restrict feedback to once a year
C
2. the way in which feedback could identify people suitable for promotion
D
3. the aim of improving staff communication throughout an organisation
A
4. the feedback obtained on an employee being linked to requirements for a particular job
B
5. aspects of a group of employees' work that were identified as requiring improvement
C
6. feedback indicating both positive and negative aspects of an individual's work
D
7. the participation of less senior personnel in a member of staff's feedback
A
PART TWO Consumers have sworn off many things in this recession. Brushing their teeth is not one of them. That's good news for Colagte-Palmolive, which for the past five years has slashed costs, raised prices, and flooded developing markets. The results: world-beating market shares for Colgate's toothpastes (45%) and manual tooth brushes (30%) and a Top 10 position in Business Week's list of best-performing companies. Thus far at least, the economic slowdown has not crimped that performance. Sales, excluding the impact of foreign currency exchanged acquisitions, rose 9% in the fourth quarter and JCEO Ian Cook expects similar growth in 2009. 1 . Latin America delivers 27% of revenues, and the company's toothpastes dominate in Brazil, with a 70% share. But not everything is bright for the New York consumer-goods giant. 2 . And the global economic crisis isn't sparing Latin America or Eastern Europe these days. Another concern: Colgate has suffered from innovation inertia. Not since 1992, when it launched Colgate Total toothpaste, has its cored a break through. 3 . In the past year, Colgate launched 17 new oral-care products in the US, half P&G's output, according to consultant Mintel International, which tracks new-product launches. "What Colgate has been lacking is a home run," says Mark Baum, who heads the consumer packaged-goods practice at Diamond Management &Technology Consultants in Chicago. Colgate thinks it could score with the Wisp, set to debut on Apr. 6. Several years in development, it's a disposable mini-tooth-brush with a "breath-freshening bead" in the bristles. 4 . The Wisp is part of a new push by Colgate to ramp up innovation and improve its product pipeline. The goal: a series of novel personal-care and household items that would expand Colgate's customer base and business in mature markets such as the US and Europe. "There are many things over the last 18 months that are different... and one is a greater focus on innovation," Cook told analysts in February. 5 . A. Analysts worry that overseas returns will gradually diminish as developing markets become mature. B. The bead dissolves during brushing, eliminating the need for toothpaste. C. That's good news for Colgate-Palmolive, which for the past five years has slashed costs, raised prices, and flooded developing markets. D. To achieve this, the company has opened three innovation centres in the U.S. E. In 2008, Colgate was granted a total of 181 U.S. patents, down by 68% from 2002. F. Similar products, such as the Fuzzy Brush, made by a British company of the same name, have been around for years but remain niche items. G. Colgate is still performing overseas, too.
[解析] 前一句在上文从正面介绍Colgate公司的成功经营后,又转折说明并非一切顺利,后一句指出拉丁美洲和欧洲也遭受了经济危机的冲击,应对了上一段所指的该公司在这两个地区均占有一定的市场份额。根据前句和后句所讲内容可判断,所缺句子应阐述Colgate公司遇到了哪些困难。对应选项A:“分析员们担心海外市场的收益会随着发展中国家市场的成熟而逐渐萎缩。”其中,overseas returns对应于后一句中的Latin America or Eastern Europe。
3.
E
[解析] 前一句指出Colgate创新缓慢。后一句引用一咨询公司的调查结果,进一步说明Colgate的创新不容乐观。故根据前句和后句所示内容可推断出,所缺句子应该紧紧围绕Colgate创新方面存在的问题进行阐述,或举例说明。对应选项E:“Colgate在2008年只获得181项美国专利,比2002年相比下降了68%”。其中,选项E中的down by 68% from 2002为信息关键点。
For most of the 20th century Smithson's was one of Britain's most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales staff didn't seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own brand products, the major part of its business, and showing a preference for more fashionable brands. But now all the has changed, thanks to Rowena Baker, who became Smithson's first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithson's profits have been rising steadily. When Baker started, a lot of improvements had just been make to the building, without having any effect on sales, and she took the bold decision to invite one of Europe's most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the goods on display were changed. And as sales grew, so did profits. Baker had ambitious plans for the store from the start, 'We're playing a big game, to prove we're up there with the leaders in our sector, and we have to make sure people get that message. Smithson's had fallen behind the competition. It provide a traditional service targeted at middle-aged, middle-income customers, who'd been shopping there for years, and the customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot. 'Baker's vision for the store is clear, but achieving it is far from simple. At first, many employees resisted her improvements because they just wouldn't be persuaded that there was anything wrong with the way they'd always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when they realised that Baker was a very different kind of manager from the ones they had known. Baker's staff policies contained more surprises. The uniform that had hardly changed since day one has now disappeared. Moreover, teenagers now get young shop assistants, and staff in the sports departments are themselves sports fans in trainers. As Baker explains, 'How can you see jeans if you're wearing a black suit? Smithson's has a new identity, and this needs to be made clear to the customers. 'She's also given every sales assistant responsibility for ensuring customer satisfaction, even if it means occasionally breaking company rules in the hope company profits. Rowena Baker is proving successful, but the City's big investors haven't been persuaded. According to retail analyst, John Matthews, 'Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover at the existing store will inevitably start to decline.'
1. According to the writer, in the mid-1990s Smithson's department store
A.was making a loss.
B.had a problem keeping staff.
C.was unhappy with its advertising agency.
D.mostly sold goods under the Smithson's name.
A B C D
D
2. According to the writer, Smithson's profits started rising three years ago because of
A.an improvement in the retailing sector.
B.the previous work done on the store.
C.Rowena Baker's choice of designer.
D.a change in the products on sale.
A B C D
C
3. According to Rowena Baker, one problem which Smithson's faced when she joined was that
A.the number of people using the store was falling slowly.
B.its competitors offered a more specialised range of products.
C.the store's prices were set at the wrong level.
D.customers were unhappy with the service provided.
A B C D
A
4. According to the writer, many staff opposed Baker's plans because
A.they were unwilling to change their way of working.
B.they disagreed with her goals for the store.
C.they felt they were not consulted enough about the changes.
D.they were unhappy with her style of management.
A B C D
A
5. Baker has changed staff policies because she believes that.
A.the corporate image can be improved through staff uniforms.
B.the previous rules were not fair to customers.
C.customers should be able to identify with the staff serving them.
D.employees should share in company profits.
A B C D
C
6. What problem does John Matthews think Smithson's is facing?
A.More money needs to be invested in the present store.
B.The company's profits will only continue to rise if it expands.
C.The refurbishment of the store is proving unpopular with customers.
D.Smithson's shareholders expect a quick return on their investments.
A B C D
B
PART FOUR
Business Meetings
It is important that ideas and suggestions tabled at formal meetings are voiced at the appropriate time. This is achieved by keeping to the 1 shown on the agenda. For example, there is no 2 in discussing ideas to do with Item Six on the agenda when Item Two has not yet been 3 Such deviations from the agenda may 4 in confusion among the people at the meeting; they may also 5 concentration if they see something as irrelevant. To make certain that the meeting proceeds in an orderly fashion, it is therefore useful to 6 some ground rules. First, everyone will need to understand that they must 7 their comments to the topic under discussion. The Chair can then encourage one person to speak at a 8 so that any ideas offered can be discussed and 9 Once that person has finished, someone else can put 10 their ideas and so on. If this procedure is adopted, the participants will be able to follow the various issues in a consistent manner, which will help with the decision-making 11 later on. It will also 12 that the quiet people at meetings get a chance to 13 their say, rather than just their more outspoken colleagues. In 14 it is often the quiet people at meetings who generate the best ideas, because they are in the 15 of thinking before they speak.
1.
A.structure
B.direction
C.order
D.arrangement
A B C D
C
[解析] 语义理解。选项A意为“结构,构造”;选项B意为“方向,趋势”;选项C意为“顺序,命令”;选项D意为“布置,整理”。该空格处应该填入一个名词与后面的agenda构成语义搭配,the order shown on the agenda意为“会议日程的顺序”。 空格所在句语义为:“在适当的时间表达出意见和建议是很重要的,要做到这一点,就要遵守会议日程上的顺序。”
2.
A.point
B.worth
C.need
D.reason
A B C D
A
[解析] 固定句型。英文中there is no point in doing sth. 是一个固定句型,意为“做某事是无意义的”。 空格所在句语义为:“在会议日程中的第二项还没被解决之前讨论第六项是毫无意义的。”
[解析] 固定搭配。英文中in the habit of doing sth. 为固定搭配,意为“有……的习惯,常常”,且符合文中句意,故选项D为正确答案。 空格所在句语义为:“事实上,在会议中往往是那些不爱说话的人可以阐述最好的想法,因为他们有先想好再发言的习惯。”
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).
Assessing Human Resource Status
Management begins by reviewing its current human resource status. This is typically done by generating a human resource inventory. Because of the right 1 availability of sophisticated computer information systems, it's not very too 2 difficult a task for most organizations to generate a human resource inventory 3 report. The input for this report is derived from forms which completed by 4 employees. Such reports might include the names, education, training, prior to 5 employment, languages spoken, special capabilities of each of employee in the 6 organization. This inventory allows for management to assess what talents and 7 skills are currently available. Another part of the current assessment is the job 8 analysis. Although the human resource inventory is concerned with telling 9 management what individual employees can do, but a job analysis is more 10 fundamental. It defines that the jobs within the organisation. For instance, what 11 are the duties of a purchasing specialist? What the minimal knowledge and 12 abilities are necessary to be able to adequately perform at this job? A job analysis seeks to determine the kind of people needed to fill each job and provides information for preparing job descriptions and job specifications.
1.
VERY
[解析] 此句的it is not too difficult to...表示“做……并不难”,而very不能修饰too difficult,故其为多余成分。