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[A] focused [B] paid [C] given [D] input
[A] focused
[B] paid
[C] given
[D] input
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[A] focused
[B] paid
[C] given
[D] input
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更多“[A] focused [B] paid [C] given…”相关的问题
听力原文：M Do you feel you made any mistakes when you started investing in the country？
W Yes, we over-invested. We thought the country's consumer class was going to grow faster than it did. We had to scale back our investment considerably to match the actual development level.
M But you stayed here. You didn't pull out your investments completely, so you must have believed it was going to eventually turn around.
W Oh yes, and we kept looking for opportunities. The relationships we formed when we first got here paid off, and we've been able to spot trends and shift strategies. It's because of those relationships that we've been able to achieve success.
What does the man want to know about the woman's company's investments？
A．How taxes were handled
B．What mistakes were made
C．In which areas they are focused
D．What kind of returns they have shown
W: I finished it, but I ended up changing the topic.
M: Hmm, what did you finally come up with？
W: Well, I decided that state taxation was too large of an issue, so I focused on a single state. It turned out that one state stood out from the others in terms of taxes.
M: Which one was that？
W: Alaska. Alaska is the only state that pays its citizens instead of taking taxes from them.
M: What？ The people in Alaska are paid by the government？
W: That's right. Since the discovery of oil there in the 1970's, there has been enormous amounts of money spent by corporations in order to take out the oil and the state charges the companies such large taxes that the state government typically has budget surpluses.
M: But other states have industries too. They don't pay the people tax money.
W: Yes, but in proportion to the amount of people living in the state, Alaska receives an extremely high amount of taxes from its industries. In order to correct the budget surplus,it was decided that the people who lived there would get the money back.
M: Wow, maybe I should move to Alaska.
W: Not so fast, the money only goes to people who have lived there for at least ten years. By the time you live there that long, there might not be any money left.
(23)
A．The history of taxes.
B．The state of Texas.
C．The importance of oil.
D．The taxes of Alaska.
2 The risk committee at Southern Continents Company (SCC) met to discuss a report by its risk manager, Stephanie
Field. The report focused on a number of risks that applied to a chemicals factory recently acquired by SCC in another
country, Southland. She explained that the new risks related to the security of the factory in Southland in respect of
burglary, to the supply of one of the key raw materials that experienced fluctuations in world supply and also an
environmental risk. The environmental risk, Stephanie explained, was to do with the possibility of poisonous
emissions from the Southland factory.
The SCC chief executive, Choo Wang, who chaired the risk committee, said that the Southland factory was important
to him for two reasons. First, he said it was strategically important to the company. Second, it was important because
his own bonuses depended upon it. He said that because he had personally negotiated the purchase of the Southland
factory, the remunerations committee had included a performance bonus on his salary based on the success of the
Southland investment. He told Stephanie that a performance-related bonus was payable when and if the factory
achieved a certain level of output that Choo considered to be ambitious. ‘I don’t get any bonus at all until we reach
a high level of output from the factory,’ he said. ‘So I don’t care what the risks are, we will have to manage them.’
Stephanie explained that one of her main concerns arose because the employees at the factory in Southland were not
aware of the importance of risk management to SCC. She said that the former owner of the factory paid less attention
to risk issues and so the staff were not as aware of risk as Stephanie would like them to be. ‘I would like to get risk
awareness embedded in the culture at the Southland factory,’ she said.
Choo Wang said that he knew from Stephanie’s report what the risks were, but that he wanted somebody to explain
to him what strategies SCC could use to manage the risks.
Required:
(a) Describe four strategies that can be used to manage risk and identify, with reasons, an appropriate strategy
for each of the three risks mentioned in the case. (12 marks)
A.focused
B.was focused
C.attracted
D.was attracted
A.on
B.at
C.off
D.with
The six principles shared by top business leaders and discussed in the book are: Living with integrity, developing a winning strategy or "big idea", building a great management team, inspiring employees to greatness, creating a flexible and responsible organization and using reinforcing management systems.
Citrin and Neff elaborated on the six principles in a recent Business Week interview. The most important one for business leaders is passion about what they are doing. "The leaders we interviewed for the book loved to talk about their jobs."
"Also, the high-level jobs today are so enormously demanding that successful executives must have a high energy level. They work an average of 65 hours per week. When the passion and drive ebb, that's when you know it's time for that person to move on," said Neff.
Top leaders are clear thinkers. They are focused, know where they are heading, and are able to communicate with a wide audience.
Today's successful leaders know more about the team approach than did their predecessors. "It wasn't too many fears ago that the dictatorial approach, the command-and-control management style, was accepted. Today, it's more about Working through people, being more of a leader and empowering other executives on the team to carry out the mission," said Neff.
Citrin and Neff are not pretending to be sociologists, but it is clear that the dynamics of the labor market have given more power to talented employees. People in an organization often have the exact same information at about the same time as a person at the top. So no more can one take for granted that information is power.
People often say it is difficult to create a good balance between work and family. Some feel you can be successful in work or with your family, but not both. But the reality seems to be that a strong family life and success on the home front actually contribute to professional success. Many of the CEOs interviewed by Citrin talk about the role their spouses play in their success. Of the 50 interviewed in the work, 42 are still married to their original spouse—a sharp contrast with the national divorce rate in the United States.
Which best describes the meaning of "headhunter" in line t, Para 1？
A．psychologist
B．expert on human resource management
C．successful business leader
D．person paid to recruit staff at a senior level
A.basing
B.to base
C.base
D.based
The report focused on the ______ of the study.
A．foundlings
B．finds
C．findings
D．found
