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Questions 6 & 7 are based on the following news item. At the end of the news item, you will be given 10 seconds to answer each question.Now listen to the news. Why Chang’ aa is popular in poor areas
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Questions 1 to 5 are based on an interview with a chief-editor. At the end of the interview you will be given 10 seconds to answer each of the following questions.Now listen to the interview. From the conversation we can deduce that______.
Emperor Hotel Conference CenterReservation FormTYPE OF ROOM BOOKED: (9) three ______ rooms and one big roomDATE OF CONFERENCE: (10) January ______NUMBER OF PARTICIPANTS: (11) about ______ peopleDISCOUNT: (12) ______%TOTAL PRICE PER DAY: (13) $ ______CONTACT NAME: (14) ______ SewardACCOUNT NUMBER: (15) ______ -3218 12（）
某男，46岁，大便溏泄日久不愈，伴有纳呆腹胀，肢体倦怠，形体消瘦，少气懒言，而色萎黄，舌淡苔白，脉缓弱，应属
TEXT A Historical developments of the past half century and the invention of modern telecommunication and transportation technologies have created a world economy. Effectively the American economy has died and been replaced by a world economy. In the future there is no such thing as being an American manager. Even someone who spends an entire management career in Kansas City is in international management. He or she will compete with foreign firms, buy from foreign firms, sell to foreign films, or acquire financing from foreign banks. The globalization of the world’s capital markets that has occurred in the past 10 years will be replicated right across the economy in the next decade. An international perspective has become central to management. Without it managers are operating in ignorance and cannot understand what is happening to them and their firms. Partly because of globalization and partly because of demography, the work forces of the next century are going to be very different from those of the last century. Most firms will be employing more foreign nationals. More likely than not, you and your boss will not be of the same nationality. Demography and changing social mores mean that white males will become a smaller fraction of the work force as women and minorities grow in importance. All of these factors will require changes in the traditional methods of managing the work force. In addition, the need to produce goods and services at quality levels previously thought impossible to obtain in mass production and the spreading use of participatory management techniques will require a work force with much higher levels of education and skills. Production workers must be able to do statistical quality control; production workers must be able to do just in-time inventories. Managers are increasingly shifting from a "don’t think, do what you are told" to a "think, I am not going to tell you what to do" style of management. This shift is occurring not because today’s managers are more enlightened than yesterday’s managers but because the evidence is rapidly mounting that the second style of management is more productive than the first style of management. But this means that problems of training and motivating the work force both become more central and require different modes of behavior. In the world of tomorrow managers cannot be technologically illiterate regardless of their functional tasks within the firm. They don’t have to be scientists or engineers inventing new technologies, but they have to be managers who understand when to bet and when not to bet on new technologies. If they don’ t understand what is going on and technology effectively becomes a black box, they will fail to make the changes that those who do understand what is going on inside the black box make. They will be losers, not winners. Today’s CEOs are those who solved the central problems facing their companies 20 years ago. Tomorrow’s CEOs will be those who solve central problems facing their companies today. Sloan hopes to produce a generation of managers who will be solving today’s and tomorrow’s problems and because they are successful in doing so they will become tomorrow’s captains of business. The author suggests that a manager should hold a (an) ______ view on management.
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