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[主观题]
Some managers are short-fused and impatient in their reactions。How would you describe your
won patience ？
一些管理者的脾气易怒而且不耐烦，你如何描述你自己的耐性？
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题目内容
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如果结果不匹配，请 联系老师 获取答案
题目内容
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一些管理者的脾气易怒而且不耐烦，你如何描述你自己的耐性？
如果结果不匹配，请 联系老师 获取答案
更多“Some managers are short-fused …”相关的问题
Most companies expect IT (Information Technology) managers to head an IT staff of computer technicians. But IT managers can also specialize in other areas. Some managers may also be responsible for keeping their company’s Internet safety. They protect both their company and their online customers from thieves.
Other managers focus more on the business rather than the technical part of computing. They become project managers, helping companies reach as many online customers as possible.
Some companies also look for IT managers who can act as trainers. These trainers help a company’s computer technicians keep up-to-date on computer skills.
Most companies require their IT managers to have both a bachelor’s degree and some experience in the computer field. Often, companies hire IT managers out of their existing staff of computer technicians.
Since IT managers are extremely important to companies’ success, it’s no surprise that they receive such high salaries – around US $56,000 a year to start with. And, in such a fast-changing field,
managers’ salaries usually increase after only a couple of years.
The world will be watching to see just how quickly e-commerce replaces the old ways of doing business. And as computers change the way the world does business, IT managers will be in the middle of it all. Few companies can survive without them.
Besides being the leader of computer technicians, IT managers are also expected to be ________.
(A) experienced product designers
(B) skilled online technicians
(C) doctorate holders
(D) online safety specialists
Do you have examples of how you addressed these areas ？
一些管理者非常注重下面这些事情，如沟通、开发和激励。能否给我们举几个例子来说明你在这些方面是怎样做的。
with all aspects of the business. He or she delegates far less than his or her Western counterpart, spends less time in meetings, less time consulting and more time actually making decisions and implementing policy. Some recent surveys have suggested that Chinese managers believe that traveling and meetings are the least important aspects of their jobs; they would rather spend more time doing deskwork, assessing and evaluating information and making decisions. It is interesting that only 31 percent of the sample believed that scheduled meetings were an important activity and only 4 percent believed that unscheduled meetings were important.
Task 1
Directions: After reading the following passage, you will find 5 questions or unfinished statements, numbered 36to 40. For each question or statement there are 4 choices marked A), B), C)and D).
You should make the correct choice and mark the corresponding letter on the Answer Sheet with a single line through the center. The challenge of writing a powerful cove letter(附信) can lead job candidates to search endlessly for advice, but be careful. While you likely will find some valuable advice, you may come across a few tips that could mislead you.
“You need a lengthy cover letter. ” This probably is one of the “bad cover letter tips. ” Think about it :hiring managers have piles of resumes and cover letters to review. If yours is longer than the rest, it might not get read at all. Aim to get all of your points across in three brief paragraphs: a clear introduction that lets employer know which job you are applying for and why you are interested in the position; a paragraph that includes a few specific examples of how to have excelled(擅长) in past roles that are relevant to the open position; and a concluding paragraph that tells employers how you will benefit their company and requests a future meeting.
“Your cover letter is less important than your resume. ” Some hiring managers shove(随手扔) cover letters to the side, but most do not. Because you never know what type of hiring manager you are dealing with, it is best to submit a nice cover letter. While some employers place less emphasis on cover letters, others decide who to interview based on them. Remember that the point of a cover letter is to tell employers something that makes them want to meet you.
36.Why should job candidates be careful when searching for advice to write a cover letter？
A.Some tips are not practical.
B.Some tips could be misleading.
C.It is impossible to get useful tips.
D.It is difficult to find valuable tips.
38.According to the passage, the introductory paragraph of a cover letter should include .
A.your request for a job interview
B.the position you are interested in
C.some examples of your achievements
D.your education background and degree
39.Which of the following should be included in the concluding paragraph of a cover letter？
A.Your expected salary.
B.Your hobbies and interests.
C.Your request for a meeting.
D.Your professional background.
37.Why shouldn’t you write a lengthy cover letter？
A.Hiring managers may not read it at all.
B.Well-written cover letters may be read first.
C.It is difficult to write a good long cover letter.
D.You are unable to express your points clearly.
40.According to the writer, the purpose of a cover letter is to .
A.urge the employer to read your resume
B.please your potential employer
C.get the employer to meet you
D.show off your achievements
请帮忙给出每个问题的正确答案和分析，谢谢！
Attn: All Staff
The purpose of this memo is to warn you about a disruption to the company's Internet service. From 12 pm to 6 pm on Wednesday the IT team (81) a new server for the entire network.
The new server should allow us to store larger amounts of data more reliably, so it is a valuable change. (82) , this means that you will not be able to access the Intemet from your work computer on Wednesday afternoon.
For some employees, such as sales staff and customer relations managers, Internet access and email are essential. Those employees will be given permission to work from home on that afternoon.
For all other staff, please be sure to prepare offline tasks to carry out during this time. We thank you for your understanding and hope that the upgrade does not cause too much (83) for employees.
Regards,
Naomi Lyneham, General Manager
(41)
A．will be installing
B．would install
C．will be installed
D．has been installed
Most people believe that they are a reasonable judge of character and trust their instinctive feelings.We might use some kind of test to aid the selection process, but we usually pick a candidate who interviews well, has good qualifications and an impressive work record.
But suppose the candidate lies or is less than completely honest.“This can be a serious problem for employers,” explains Alan Conrad, Chief Executive at Optimus Recruitment.“The most difficult liars to find are those who tell halftruths rather than complete lies.” Research shows that up to 75 percent of resumes are inaccurate on purpose.The most common practice is omission.
Interviewer should therefore concentrate on areas of uncertainty such as gaps between periods of employment and job descriptions that seem strange.“Focusing on these areas will force candidates to tell the truth or become increasingly dishonest.This is usually when people show their anxiety by their body language.Sweat on the upper lip, false smiles and nervous hand movements all indicate discomfort.”
Conrad does not suggest an aggressive policystyle. interview technique, but insists that close inspection of a resume is absolutely essential.Only by asking the right questions can you confirm the suitability of the candidate or put pressure on those who are being less than completely honest.
1.The best title of this passage can be ______.
A.Disadvantages of Job Interviews
B.Advantages of Job Interviews
C.How to Catch Out the Dishonest Candidate
D.How to Find a Job by Tricks
2.The liars hard to recognize are those who tell ______.
A.partial truths
B.mainly truths
C.complete truths
D.complete lies
3.How were the job applicants able to lie without being detected？
A.By using their body language
B.By telling some unbelievable lies
C.By leaving out some necessary information
D.By providing more information than needed
4.In order to pick up a qualified and an honest candidate, Conrad suggests that we ______.
A.correct the resumes intentionally
B.compare one’s resume with others
C.examine the resumes carefully
D.inspect the candidates aggressively
5.What is the author’s attitude towards job interviews？
A.Suspicious
B.Credulous
C.Most objective
D.Too subjective
cants do not set about their task in the right way. They do not study the job requirements 27()enough and dispatch applications to all and sundry (所有的人) in the hope that one will bear fruit (奏效). The personnel manager of a textile’s manufacturer for example 28()for designers. He was willing to consider young people 29()working experience provided they had good ideas. The replies contained many remarks like this,"At school I was good at art", "I like drawing things" and even "I write very interesting stories". Only one applicant was sensible enough to30() samples of her designs. She got the job.
Personnel managers emphasize the need for a good letter of application. They do not look for the finest writing paper or perfect typing, but it is 31() to expect legible writing on a clean sheet of paper, not a piece torn roughly from an exercise book.
As soon as the applicant is lucky enough to receive an invitation to attend all interviews, he 32()acknowledge the letter and say he will attend. But the manager does not end there. The wise applicant will fill in the interval making himself familiar with Some activities of the company he hopes to33()applicants have not the faintest idea 34() the company does and this puts them 35() a great disadvantage when they come to answer the questions that will be put to them in the interview.
A、enclose
B、that
C、reasonable
D、failure
E、to
F、acknowledge
G、what
H、deeply
I、advertised
J、with
K、without
L、should
M、which
N、join
O、at
2 The Rubber Group (TRG) manufactures and sells a number of rubber-based products. Its strategic focus is channelled
through profit centres which sell products transferred from production divisions that are operated as cost centres. The
profit centres are the primary value-adding part of the business, where commercial profit centre managers are
responsible for the generation of a contribution margin sufficient to earn the target return of TRG. The target return is
calculated after allowing for the sum of the agreed budgeted cost of production at production divisions, plus the cost
of marketing, selling and distribution costs and central services costs.
The Bettamould Division is part of TRG and manufactures moulded products that it transfers to profit centres at an
agreed cost per tonne. The agreed cost per tonne is set following discussion between management of the Bettamould
Division and senior management of TRG.
The following information relates to the agreed budget for the Bettamould Division for the year ending 30 June 2009:
(1) The budgeted output of moulded products to be transferred to profit centres is 100,000 tonnes. The budgeted
transfer cost has been agreed on a two-part basis as follows:
(i) A standard variable cost of $200 per tonne of moulded products;
(ii) A lump sum annual charge of $50,000,000 in respect of fixed costs, which is charged to profit centres, at
$500 per tonne of moulded products.
(2) Budgeted standard variable costs (as quoted in 1 above) have been set after incorporating each of the following:
(i) A provision in respect of processing losses amounting to 15% of material inputs. Materials are sourced on
a JIT basis from chosen suppliers who have been used for some years. It is felt that the 15% level of losses
is necessary because the ageing of the machinery will lead to a reduction in the efficiency of output levels.
(ii) A provision in respect of machine idle time amounting to 5%. This is incorporated into variable machine
costs. The idle time allowance is held at the 5% level partly through elements of ‘real-time’ maintenance
undertaken by the machine operating teams as part of their job specification.
(3) Quality checks are carried out on a daily basis on 25% of throughput tonnes of moulded products.
(4) All employees and management have contracts based on fixed annual salary agreements. In addition, a bonus
of 5% of salary is payable as long as the budgeted output of 100,000 tonnes has been achieved;
(5) Additional information relating to the points in (2) above (but NOT included in the budget for the year ending
30 June 2009) is as follows:
(i) There is evidence that materials of an equivalent specification could be sourced for 40% of the annual
requirement at the Bettamould Division, from another division within TRG which has spare capacity.
(ii) There is evidence that a move to machine maintenance being outsourced from a specialist company could
help reduce machine idle time and hence allow the possibility of annual output in excess of 100,000 tonnes
of moulded products.
(iii) It is thought that the current level of quality checks (25% of throughput on a daily basis) is vital, although
current evidence shows that some competitor companies are able to achieve consistent acceptable quality
with a quality check level of only 10% of throughput on a daily basis.
The directors of TRG have decided to investigate claims relating to the use of budgeting within organisations which
have featured in recent literature. A summary of relevant points from the literature is contained in the following
statement:
‘The use of budgets as part of a ‘performance contract’ between an organisation and its managers may be seen as a
practice that causes management action which might lead to the following problems:
(a) Meeting only the lowest targets
(b) Using more resources than necessary
(c) Making the bonus – whatever it takes
(d) Competing against other divisions, business units and departments
(e) Ensuring that what is in the budget is spent
(f) Providing inaccurate forecasts
(g) Meeting the target, but not beating it
(h) Avoiding risks.’
Required:
(a) Explain the nature of any SIX of the eight problems listed above relating to the use of budgeting;
(12 marks)
A.upper management
B.middle managers
C.systems managers
D.first-line managers
E.all managers
A.team leaders
B.middle managers
C.first-line managers
D.top managers
E.subordinates
