One aim of companies which sell goods or services is to increase their market _____.

It is true of radical environmentalists that they_____.

［A］ aim at causing damage to companies ［B］ resort to violence to achieve their purpose

［C］ will do no harm to real people ［D］ are divided on opinions about terrorism

Directions:

Read the text below.Write an essay in about 120 words, in which you should summarize the key points of the text and make comments on them. Try to use you own words.

It&39;s the graduation season again. According to a latest survey, most Chinese graduates have high salary expectations, and thus prefer working for foreign companies or state-owned enterprises in first-tier cities.

The survey was conducted by renren.com, a Chinese social media site similar to Facebook.The results show that among 1,510 respondents, more than 64.7 percent want to work in first-tier cities.

In addition, 29.4 percent of the graduates who were born in the 1990s want to work for foreign companies, 25.5 percent for SOEs and 23.5 percent for private companies.

One interesting revelation is that although there are less than 100 days before graduation and more than half of the respondents have yet to get a job offer, they are not lowering their salary expectations. Apparently, 41.2 percent aim for 8000-10000 yuan ($1279- $1599) per month and 31.4 percent for 4000-6000 yuan.

According to the data released by the Chinese Academy of Social Sciences, the average monthly salary in Beijing was 5826 yuan($ 931 ) last year, while the numbers for Shanghai, Tianjin and Chongqing were 5380, 4058 and 3995 yuan respectively.

A sample of comments in Weibo: "Are the survey results only jokes for April Fools&39; Day？ Don&39; t daydream anymore! Please check if you have a good command of English and professional skills that deserve a decent job with a high pay. " On other comments says:" Some of my classmates got offers from foreign banks, international accounting firms and other famous foreign companies. They are told their yearly salary can reach 100,000 yuan ($15,990). "

A.aim

B. process

C. principle

D. method

ciency of a company.

•Choose the correct word or phrase to fill each gap from A, B, C, or D.

•For each question 21—30, mark one letter (A, B, G, or D) on your Answer Sheet.

Job Enrichment

While pay is an attempt to reward zestful employees, job enrichment is an effort to motivate via the work itself. Job enrichment is the (21) of changing the job so that the work will appeal to employees’ higher-level needs. Its aim is to make the work more meaningful.

First, job enrichment is merely (22) up, working harder at what you are doing. Second, it is not job (23) , merely adding another meaningless job. Some managers assume they are enriching subordinates’ work by adding their duties, but the duties must make the job more meaningful in order to be enriching. Third, rotating (24) tasks does not help, at least not very much. Fourth, job enrichment does not mean (25) away all the hard parts and making the task more routine.

Then what is job enrichment？ Job enrichment is based on Frederick Herzberg's two-factor theory of (26) . Herzberg argued that because job rotation and job enlargement do not provide workers with any additional responsibility or (27) over their jobs, they do not really enhance employee motivation. Job enrichment (28) to increase both the number of tasks a worker does and the control the worker has over the job. Many companies (29) job enrichment to improve the quality of work life for their employees. The (30) benefits of job enrichment are great, but it requires careful planning and execution.

(21)

A．purpose

B．program

C．project

D．process

others fail, often with great losses7 The answer is not simple, and certainly we cannot say that "good" products succeed while "bad" products fail. Many products that function well and seem to meet consumer needs have fallen by the wayside. Sometimes, virtually identical products exist in the market at the same time with one emerging as profitable while the other fails. Mc. Neal Laboratories' Tylenol has become successful as an aspirin substitute, yet Bristol Meyers entered the test market at about the same time with Neotrend, also a substitute for aspirin which quickly failed.

The nature of the product is a factor in its success or failure, but the important point is that they should aim at meeting the customer's need, and the introductory promotion should seek to communicate that need satisfying quality and motivate the customer to try the product. Often, attitude change is involved, and, in the extreme, changes in life style. may be sought.

Here the company walks a tightrope. A new product is more likely to be successful if it represents a truly novel way of solving a customer problem, but this very newness, if carried too far, may ask the customer to learn new behavior. patterns. The customer will make the change if the perceived benefit is sufficient, but inertia is strong and consumers will often not go to the effort that is required. During the late sixties and early seventies Bristol Meyers met with new product failures that exemplify both of these problems. In 1967 and 1968 the company entered the market with a $ 5 million advertising campaign for fact toothpaste, and an $11 million campaign to promote resolve. Both products failed quickly, not be cause they didn't work or because there was no consumer need, but apparently because consumers just could see no reason to shift from an already satisfactory product to a different one that promised no new benefit.

The first sentence of the first paragraph is a question, to which the answer is______

A．that the good products succeed while the bad fail

B．that the "good" are not really good but the "bad" are actually bad

C．that new products will succeed if they function well and fail if they don't

D．not given in the paragraph

inking and should aim at one’s highest capabilities.

阅读理解

JACK WELCH LEADING ORGANIZATIONAL CHANGE AT GE

When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career. He became CEO in 1981 at the age of 45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules.

One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas. If this was not the case, managers had the options of fixing the problem, selling their particular business, or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.

The restructuring was followed by changing the organizational culture and the managerial styles of GE's managers. One such program was the Work-Out(群策群力).Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators (会议主持人) helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions.

Another program to improve effectiveness and efficiency was Best Practices. The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company's performance.

Jack Welch was personally involved in developing managers at GE's training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company.

操作提示：正确选T，错误选F。

1. Jack Welch retired at the age of 65.{T; F}

2. Jack Welch insisted that each of the businesses should be at least number 3 in their respective area.{T; F}

3. If the business could not meet Welch's change requirements, its manager had 3choices.{T; F}

4. The restructuring went before changing the organizational culture and the managerial styles of GE's managers.{T; F}

5. The Work Out lasted a week.{T; F}

rld today.

A、finded

B、found

C、founded