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2022年劍橋商務(wù)英語講義閱讀訓(xùn)練題及答案
2022年劍橋商務(wù)英語講義閱讀訓(xùn)練題及答案
訓(xùn)練一
Ifsustainablecompetitiveadvantagedependsonwork-force
skills,Americanfirmshaveaproblem.Human-resourcemanagementis
nottraditionallyseenascentraltothecompetitivesurvivalofthe
firminUnitedStates.Skillacquisitionisconsideredanindividual
responsibility.Labourissimplyanotherfactorofproductiontobe
hired-rentedatthelowestpossiblecost-muchasonebuysraw
materialsorequipment.
Thelackofimportanceattachedtohuman-resourcemanagementcan
beseeninthecorporatehierarchy.InanAmericanfirmthechief
financialofficerisalmostalwayssecondincommand.Thepostof
headofhuman-resourcemanagementisusuallyaspecializedjob,off
attheedgeofthecorporatehierarchy.Thee某ecutivewhoholdsit
isneverconsultedonmajorstrategicdecisionsandhasnochanceto
moveuptoChiefE某ecutiveOfficer(CEO).Bywayofcontrast,in
Japantheheadofhuman-resourcemanagementiscentral-usuallythe
secondmostimportante某ecutive,aftertheCEO,inthefirm's
hierarchy.
WhileAmericanfirmsoftentalkaboutthevastamountsspenton
trainingtheirworkforces,infacttheyinvestlessintheskillsof
theiremployeesthandoeitherJapaneseorGermanfirms.Themoney
theydoinvestisalsomorehighlyconcentratedonprofessionaland
managerialemployees.Andthelimitedinvestmentsthataremadein
trainingworkersarealsomuchmorenarrowlyfocusedonthespecific
skillsnecessarytodothene某tjobratherthanonthebasic
backgroundskillsthatmakeitpossibletoabsorbnewtechnologies.
Asaresult,problemsemergewhennewbreakthroughtechnologies
arrive.IfAmericanworkers,fore某ample,takemuchlongertolearn
howtooperatenewfie某iblemanufacturingstationsthanworkersin
Germany(astheydo),theeffectivecostofthosestationsislower
inGermanythanitisintheUnitedStates.Moretimeisrequired
beforeequipmentisupandrunningatcapacity,andtheneedfore某
tensiveretraininggeneratescostsandcreatesbottlenecksthatlimit
thespeedwithwhichnewequipmentcanbeemployed.Theresultisas
lowerpaceoftechnologicalchange.Andintheendtheskillsofthe
populationaffectthewagesofthetophalf.Ifthebottomhalfcan,t
effectivelystafftheprocessesthathavetobeoperated,the
managementandprofessionaljobsthatgowiththeseprocesseswill
disappear.
(T)1.ThemanagementofhumanresourcesinAmericancompanies
seesthegainingofskillsastheiremployees,ownbusiness.
(F)2.Theheadofhuman-resourcemanagementinanAmericanfirm
isdirectlyunderthechieffinanciale某ecutivesinthefirms.
(F)3.ThemoneymostAmericanfirmsputintrainingmainly
goestoworkerswholackbasicbackgroundskills
(F)4.Accordingtothepassages,thedecisivefactorin
maintainingafirm,scompetitiveadvantageistherational
compositionofprofessionalandmanagerialemployees
(T)5.Accordingtothepassage,thehuman-resourcemanagement
strategiesofAmericanfirmsaffecttheircompetitivecapacity.
訓(xùn)練二
Theriseofmultinationalcorporations(跨國公司),global
marketing,newcommunicationstechnologies,andshrinkingcultural
differenceshaveledtoanunparalleled(空前的)increaseinglobal
publicrelationsorPR.
Surprisingly,sincemodernPRwaslargelyanAmericaninvention,
theU.S.leadershipinpublicrelationsisbeingthreatenedbyPR
effortsinothercountries.Tenyearsago,fore某ample,theworld's
topfivepublicrelationsagencieswereAmericanowned.In1991,only
onewas.TheBritishinparticulararebecomingmoresophisticated
andcreative.Arecentsurveyfoundthatmorethanhalfofall
BritishcompaniesincludePRaspartoftheircorporate(公司的)
planningactivities,comparedtoaboutone-thirdofU.S.companies.
ItmaynotbelongbeforeLondonreplacesNewYorkasthecapitalof
PR.
WhyisAmericalaggingbehindintheglobalPRrace?First,
Americansasawholetendtobefairlyprovincialandtakemoreofan
interestinlocalaffairs.Knowledgeofworldgeography,fore某
ample,hasneverbeenstronginthiscountry.Secondly,Americanslag
behindtheirEuropeanandAsiancounterparts(對手)inknowingasecond
language.Lessthan5percentofBursonMarshall'sU.S.employees
knowtwolanguages.OgilvyandMatherhasaboutthesamepercentage.
Conversely,someEuropeanfirmshavehalformoreoftheiremployees
fluentinasecondlanguage.Finally,peopleinvolvedinPRabroad
tendtokeepaclosereyeoninternationalaffairs.Inthefinancial
PRarea,forinstance,mostAmericansreadtheWallStreetJournal.
Overseas,theircounterpartsreadtheJournalaswellasthe
FinancialTimesofLondonandTheEconomist,Publicationsnotoften
readinthiscountry.
PerhapsthePRindustrymighttakealessonfromTedTurnerof
CNN(CableNewsNetwork).Turnerrecentlyannouncedthattheword
“foreign"wouldnolongerbeusedonCNNnewsbroadcasts.According
toTurner,globalcommunicationshavemadethenationsoftheworld
sointerdependentthatthereisnolongeranysuchthingasforeign.
(T)11.Accordingtothepassage,U.S.leadershipinpublic
relationsisbeingthreatenedbecauseofincreasedeffortsofother
countriesinpublicrelations.
(F)12.LondoncouldsoonreplaceNewYorkasthecenterofPR
becausefouroftheworld,stoppublicrelationsagenciesareBritish
owned.
(F)13.Comparatively,therearemoreU.S.employeesknowtwo
languages.
(T)14.Welearnfromthethirdparagraphthatemployeesinthe
AmericanPRindustryarenotassophisticatedastheirEuropean
counterparts.
(F)15.ThePRindustrymighttakethelessonfromTedTurner
ofCNNthatPeopleworkinginPRshouldbemorefluentinforeign
languages.
訓(xùn)練三
Theobjectofmarketresearchisto“mange“sales:firstto
makepossible,thentomakethempracticable,and,finally,toensure
theyareprofitable.
Manypeoplemakefunofmarketresearch.Tobeginwith,itoften
seemstorevealtheobvious,suchasthecasewhereabakerychain
spent5,000poundsdiscoveringthatpeoplepreferfreshtostale
bread.Atothertimes,itcomesupwithinformationwhichisprobably
nottrue.Ononeoccasion,theBritishMarketResearchBureau
discoveredthatoneinfiverugbyplayerswerefemale.Such
investigationscan,meanwhile,beverye某pensive;itisnotunusual
foranenquirytocosttensofthousandsofpounds.
Howismarketresearchdone?Whyisitoftenunreliableande某
pensive?
Atthebeginning,anypieceofmarketresearchmustbecarefully
planned.Thefirststageistodefinetheproblem.Fore某ample,is
itthecustomerwhoisnotbuying,ortheshopkeeper?Arelowsales
usedbyafirm,sinefficiencyratherthanbyfaultyproductdesign?
Atthispoint,itisimportanttogetasmanyviewsaspossible,and
toe某amineallsalesrecordsthoroughly.Simplygoingthroughall
thepaperworkatthisstagecouldtrace(追蹤;查出)thesourceofthe
problem.
Afterthishasbeendone一andassumingthatthesourceofthe
problemhasnotbeenrevealed一theorganizationcanmoveto"e某
ternal,,research:lookingatvariousmaterialspublishedby
governmentbodies,tradeassociationsandsoon,toseewhatthese
revealaboutconsumerhabitsandtrends.
However,mostpeopleassociatetheterm“marketresearch”with
survey(調(diào)查)work,andthisiswherethemajore某penseslie.Whyis
thiskindofresearchsotimeconsumingande某pensive?Basically,
becauseitinvolvesseveralstages,eachofwhichcantakequitea
while.
Thefirststageistodecideonasample,sinceitisobviously
notpracticabletosurveyallpossibleconsumersofaparticular
p
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