题目内容
（请给出正确答案）
The annual review will continue ______.
A．in White House
B．in the Pentagon Building
C．in the United Nations
D．on the Capitol Hill
如果结果不匹配，请 联系老师 获取答案
更多“The annual review will continu…”相关的问题
What is Mr. Wong requesting？
A．The opportunity to bid on a contract
B．Copies of published project design plans
C．Permission to distribute information to his colleagues
D．A review of a municipal annual budget
如果想在人力资源方面继续深造，首先要看哪一本书？()
A、 Journal of Organizational Behavior
B、Personnel Psychology
C、Journal of Applied Psychology
D、Annual Review of Psychology
Annual Performance Reviews
In theory, annual performance reviews are constructive and positive interactions between managers and employees working together to attain maximum performance and strengthen the organization. In reality, they often create division, (51) morale (士气) ,and spark anger and jealousy. (52) , although the object of the annual performance review is to improve performance, it often has the (53) result. A programmer at a brokerage (经纪) firm was shocked to learn at her annual performance review that she was denied a promotion (54) she wasn't a "team player", What were the data used to make this (55) ？ She didn't smile in the company photo.
(56) this story might sound as if it came straight out of a comic strip, it is a true (57) of one woman's experience. By following a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided.
To end the year (58) a positive and useful performance review, managers and employees must start the year by working together to (59) clear goals and expectations.
It may be helpful to allow employees to submit a list of people (60) with the company who will be in a good position to (61) their performance at the end of the year; these people may be coworkers, suppliers, or even customers.
By checking employees progress at about nine months, managers can give them a chance to correct mistakes and provide (62) to those who need it before the year is out. When conducting the review, managers should (63) strengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame.
(64) , when employees leave their performance reviews, they should he focusing on (65) they can do in the year ahead, not worrying about what went into their files about the past.
(51)
A．heighten
B．undermine
C．stimulate
D．hinder
Look at the advertisement below. It shows reports offered by a company.
For questions 6-10, decide which report (A-H) would be suitable for each information.
For each question, mark one letter (A-H) on your Answer Sheet.
Do not use any letter more than once.
Bright Trade Co., Ltd
Annual Report
A. Chairman's statement E. Company organigram
B. National sales reports F. Auditor's report
C. Review of subsidiaries G. Profit and loss account
D. Changes in key personnel H. Balance sheet
A statement of the company's income and expenses.
MEMORANDUM
From: Michael Santucci, Senior VP, HR
To: All Slater Systems Employees
Sent: Monday, September 18, 20- 4:01 P.M.
Subject: Slater Systems Annual Compensation Statement
Fellow employees,
Within the next week, you will be receiving in your home mail a confidential, personalized Compensation Statement from Slater Systems. The feedback we received from employees on these statements last year was very positive and indicated that we should continue to issue these statements on an annual basis.
Your Compensation Statement details the many items that make up your total compensation, including your base salary, the employer-paid portion of your health benefits, the Slater Systems Retirement Plan and the Company's matching contribution to the Slater Systems 401 (k) Savings Plan. Please take the time to review your Statement carefully.
Although I am certain that you will find the Compensation Statement helpful, we would like to hear your opinion. Please call or e-mail your local Human Resources department or me with your thoughts or questions.
Sincerely,
Michael Santucci
Senior VP, HR
Slater Systems
What is learned about Michael Santucci？
A．He is a new employee.
B．He is the CEO of Slater Systems.
C．He has requested a Compensation Statement.
D．He works in the Human Resources department.
FAX COVER SHEET
TECH INTERNATIONAL
Betlemske namesti 11
198 16 Prague
CZECH REPUBLIC
Tel: (204) 12 44
Fax: (204) 12 45
To: All Board Members
From: Jarek Cichy
Marketing Department
Date: November 30, 20
Pages: This + 5
Ref: Annual Award
Message:
Please review the attached nomination form. for our department's nominee for this year's award. Anezka Novotna is my best staff member and is truly deserving of this honor. I am going to Switzerland next week on business and won't return until December 13. I will be checking my e-mail regularly while I'm gone, so please e-mail me if you have any questions about this nominee.
Memo
To: All department staff
From: Jarek Cichy
Re: Annual party-please attend!
As usual, the Board Members are inviting everyone to their annual Appreciation Party held to show their appreciation of the hard work you have all done during the year. This year, as in past years, the Board Members will give out the Employee of the Year award during the party.
I would like to especially encourage each of you to attend the party since this year's Employee of the Year award will be given to the nominee from our department. In addition to the honor and award she will receive from the Board, we're collecting money to buy her a group gift. If everyone contributes just $10, we can buy her the portable DVD player that she wants. See my assistant, Basia, by Thursday at 4:00 to contribute to the gift. I hope to see you all on December 14 at 5:00 P.M.
Why did Jarek Cichy send the fax？
A．To invite employees to a party
B．To recommend someone for an award
C．To inform. board members of his trip
D．To ask for money for a gift
？Read the review below of a book about interviewing job applicants.
？Are sentences 16-22 on the opposite page 'Right' or 'Wrong'？ If there is not enough information to answer 'Right' or 'Wrong', choose 'Doesn't say'.
？For each sentence (16-22), mark one letter (A, B or C) on your Answer Sheet.
Interviewing Skills, by Hazel Conway
The aim of interviewing is to fill vacancies with suitable people, and Hazel Conway points out that if all interviewers were skilled, far fewer people would be given jobs they cannot do, and then leave soon afterwards. It is generally recognised that the cost of recruiting a replacement can equal an annual salary, but it is a weakness of Conway's book that it does not deal with the costs that ineffective interviewing techniques can lead to.
Conway claims that the traditional 'question and answer' interview between two people depends too much on whether the interviewer likes the candidate, and not enough on whether he or she has the skills necessary for the job.
Interviewing Skills usefully covers everything an employer needs to know about preparing for and holding interviews, such as researching the applicant's work experience. Surprisingly, Conway differs from many writers in considering that applicants' personal interests should play no part in decisions concerning appointments. Many might also disagree with the book's ideas on how to reject unsuccessful candidates.
While Interviewing Skills would be helpful for someone about to interview job applicants for the first time, it has little to offer anyone experienced in the activity.
Hazel Conway claims that an improvement in interviewing would reduce staff turnover.
A．Right
B．Wrong
C．Doesn't say
&8226;Read the extract below from the annual report of a bed manufacturer.
&8226;In most of the lines (41-52) there is one extra word. It is either grammatically incorrect or does not fit in with the sense of the text. Some lines, however, are correct.
&8226;If a line is correct, write CORRECT on your Answer Sheet.
&8226;If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.
CHIEF EXECUTIVE’S REVIEW
The prime focus for management recently has been the integration into the Group of Damon Beds. This acquisition is very much greater part of our strategy to grow our
41 presence in the UK branded furniture market. We are neither convinced that
42 leveraging the proven brand management expertise of which we are proud is the
43 optimum route to continued and sustainable growth in shareholder value. Overall,
44 sales grew more quickly than 9%, to reach ￡125 million. This represents a small
45 increase in market share such as our strategy to build share in growing, added value
46 sectors gains momentum. Our established brands had another excellent year with
47 volumes and turnover at record levels. While we have increased capacity to cope with
48 significantly increased demand, boosted by the return to television advertising in early
49 last year. The purpose of the campaign is how to reinforce our position as the UK's
50 leading volume bed business by improving brand awareness still further on and, more
51 importantly, communicating to consumers regarding the message about the uniqueness
52 of the product and yet the benefits and reasons for choosing our beds. Early indications show that the campaign is already having the desired effect.
(41)
Interviewing Skills, by Hazel Conway
The aim of interviewing is to fill vacancies with suitable people, and Hazel Conway points out that if all interviewers were skilled, far fewer people would be given jobs they cannot do, and then leave soon afterwards. It is generally recognised that the cost of recruiting a replacement can equal an annual salary, but it is a weakness of Conways book that it does not deal with the costs that ineffective interviewing techniques can lead to.
Conway claims that the traditional question and answer interview between two people depends too much on whether the interviewer likes the candidate, and not enough on whether he or she has the skills necessary for the job.
Interviewing Skills usefully covers everything an employer needs to know about preparing for and holding interviews, such as researching the applicants work experience. Surprisingly, Conway differs from many writers in considering that applicants personal interests should play no part in decisions concerning appointments. Many might also disagree with the books ideas on how to reject unsuccessful candidates.
While Interviewing Skills would be helpful for someone about to interview job applicants for the first time, it has little to offer anyone experienced in the activity.
Hazel Conway claims that an improvement in interviewing would reduce staff turnover.
A.Right
B.Wrong
C.Doesn"t say
Saxophone Enterprises Co (Saxophone) has been trading for 15 years selling insurance and has recently become a listed company. In accordance with corporate governance principles Saxophone maintains a small internal audit department. The directors feel that the team needs to increase in size and specialist skills are required, but they are unsure whether to recruit more internal auditors, or to outsource the whole function to their external auditors, Cello & Co.
Saxophone is required to comply with corporate governance principles in order to maintain its listed status; hence the finance director has undertaken a review of whether or not the company complies.
Bill Bassoon is the chairman of Saxophone, until last year he was the chief executive. Bill is unsure if Saxophone needs more non-executive directors as there are currently three non-executive directors out of the eight board members. He is considering appointing one of his close friends, who is a retired chief executive of a manufacturing company, as a non-executive director.
The finance director, Jessie Oboe, decides on the amount of remuneration each director is paid. Currently all remuneration is in the form. of an annual bonus based on profits. Jessie is considering setting up an audit committee, but has not undertaken this task yet as she is very busy. A new sales director was appointed nine months ago. He has yet to undertake his board training as this is normally provided by the chief executive and this role is currently vacant.
There are a large number of shareholders and therefore the directors believe that it is impractical and too costly to hold an annual general meeting of shareholders. Instead, the board has suggested sending out the financial statements and any voting resolutions by email; shareholders can then vote on the resolutions via email.
Required:
(a) Explain the advantages and disadvantages for each of Saxophone Enterprises Co AND Cello & Co of outsourcing the internal audit department.
Note: The total marks will be split as follows:
Saxophone Enterprises Co (8 marks)
Cello & Co (2 marks) (10 marks)
(b) In respect of the corporate governance of Saxophone Enterprises Co:
(i) Identify and explain FIVE corporate governance weaknesses; and
(ii) Provide a recommendation to address each weakness.
Note: The total marks will be split equally between each part. (10 marks)
