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更多“awareness training seminars wi…”相关的问题
The programme began in 1980, was originally due to end next year, and had a budget of ￡ 9 million. This has been raised in bits and pieces over the past year to ￡ 11 million. The programme will now run until March 1986, at a provisional cost of around ￡ 20 million.
MEP provides courses for teachers and develops computer programme for classroom use of personal computers. It is run in partnership with a Department of Industry programme under which British -made personal computer are supplied to schools at half- price.
In that way, virtually every secondary school has been provided with at least one computer at a central cost to the taxpayer of under ￡ 5 million. The primary schools are now under way at the turn of the year.
But, as Mr. Shelton admitted yesterday: "It's no good having the computers without the right computer programmes to put into them and a great deal more is still needed." Hence, MEP's new funds.
Mr. Shelton said yesterday that MEP's achievements in curriculum development and teacher training had shown that the computer could be used in all courses. About 15,000 secondary teachers have taken short courses in "computer awareness"— that is a necessary part of the half-price computer offer—and training materials are now being provided for 50,000 primary teachers. The reasoning behind MEP is that no child now at school can hope for a worthwhile job in the future economy unless he or she understands how to deal with computers—not in vocational training sense, but in learning the general skill to extract the required information of the moment from the ever - spreading flood.
The original MEP programme was expected to ______.
A．last two years and cost nine million pounds
B．last four years and cost nine million pounds
C．last two years and cost eleven million pounds
D．last four years and cost eleven million pounds
To:Human Resource Management
From:P.Neal Date:Feb.28
Re:Tokyo interviews
I am really excited about the opportunity that the International Job Fair in April presents lo our firm.By recruiting at an overseas location9 we increase our chances of attracting employees with global awareness.I o ensure that we hire employees who will fit into our corporate culture^ I have listed some suggestions for the interview team.
(1)Determine early in the interview if the employee is a team player.Aside from the obvious work-experience questions, find out what type of learning environment the interviewee preferred in school and what sports and hobbies he or she enjoys.Use this line of questioning to get to know younger applicants who do not have a lot of formal work experience.
(2) In the interviewt find out the interviewee 1 s attitude toward other languages and cultures.How many languages has he or she studied？ Would the prospective employee be willing to go through language training if
assigned to our new branch office？
(3) If possible* look at portfolios on site to get a sense of the interviewees9 artistic accomplishments and check up on local references in the interviewee's country.
(4) Clearly communicate our company,s goals and bring back some great recruits!
21.Who is this memo directed to？
A.Mr.Neal
B.The interview team
C.Prospective employees
22.Recruiting at an international job fair will help the company find employees who
A.fit the corporate culture
B.are team players
C.have global awareness
23.Why does the author suggest the interview team ask interviewees questions about their hobbies？
A.To know whether the interviewees enjoy playing sports.
B.To know whether the interviewees are team players.
C.To know whether the interviewees have work experience.
24.The new employees must be ________.
A.willing to participate in language training
B.able to speak several languages
C.capable of learning any language quickly
25.What should the intervieweesportfolios demonstrate？
A.Excellent references
B.Sensible components
C.Artistic merit
Questions 29-40
•Read the introduction below about a company training programme.
•Choose the correct word to fill each gap from A, B or C.
•For each question (29-40), mark one letter (A, B or C) on your Answer Sheet.
We support a staff development programme for all our employees. Courses are divided (29) two categories: technical training and personal development.
In the first year of training, staff follow a structured personal development programme
(30) is designed to teach the skills needed (31) succeed in the commercial world communication and business awareness, for example. (32) the same time, technical training courses teach the skills needed for a particular job, (33) as product design techniques.
In addition to training, there is (34) regular individual supervision. (35) recruits have a training manager, who guides their individual staff development. Practical experience is gained in the company while (36) on a variety of team projects. These projects (37) last for a few months or for several years. The company provides a friendly atmosphere where we have managed to maintain (38) the pressures of rapid growth. This continuing growth contributes (39) a stimulating, exciting workplace, and creates excellent prospects for the individual at all levels (40) the organization.
(29)
A．into
B．from
C．by
？Read the article below about a training company.
？In most of the lines 34- 45, there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.
？If a line is correct, write CORRECT on your Answer Sheet.
？If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.
There is little doubt that training has become an accepted part of business but it isequally true that companies take a much less scientific approach than they should be. A
34 recent study suggested us that, while UK Organizations spend nearly ￡ 10bn a year on
35 training, 37% of them have never evaluated that expenditure in strict terms of business
36 impact. Yet if training activities that are run along the same lines as other business
37 operations, in ways that maximize with opportunities, it becomes easier for training
38 organizations to help companies meet strategic goals. One organization showing an
39 awareness of what this principle is CT Solutions. a training business that has Its own
40 premises in South London. The need for more training has combined it with cutbacks in
41 office accommodation to create plenty of business for those hiring out space, particularly
42 upper-end hotels. But while CT Solutions detected that many organizations were not
43 satisfied with hotels because they do not always provide a good service. CT Solutions is
44 totally dedicated to providing of space for business, mostly for training, but also for
45 conferences and AGMs. Clearly, since the business has been grown in size. it is an approach that works.
(34)
A．Designing better ears.
B．Building more highways.
C．Increasing people's awareness of traffic problems.
D．Enhancing drivers' sense of responsibility.
A．Y
B．N
C．NG
Why did the demonstrators strike？
A．To ask for a pay rise.
B．To arouse people’s awareness of animal protection.
C．To protest against the government’s policy on refugees.
M：Well，with the increased globalization of the economy and interaction of different cultures，the future of any organization depends on whether the employees can accept the differences and learn from each other．But we do have our‘secret weapon’．
F：Interesting!What is it then？
M：Our secret weapon is‘glocalization’．
F：‘GIobalization’you mean？
M：No，GLOCALIZATIONO The conflict between globalization and localization has led to the invention of this concept‘glocalization’．You know，companies that want to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way business is done．
F：I see．So could you give us some examples about those local cultural characteristics？
M：Sure．Take Latin and Asian cultures for example．Their status is not based on analysis or systems，but is automatically accorded to the boss，who is more likely to be in his fifties or sixties than in his thirties．This is particularly true in Japan，where companies traditionally have a policy of promotion by seniority．A 50-year-old Japanese manager，or a Greek or Italian one，would quite simply be offended by having to report to an aggressive，well-educated，but inexperienced American or German 20 years his junior．
F：OK，What about the performance evaluation then？Would that be different as well？
M：Sure．I'll use the salespeople to illustrate the difference．In countries like USA or Britain，the principle of pay-for-performance often successfully motivates them．The more you sell．the more you get paid．But the principle might well be resisted in countries where rewards and promotion are expected to come with age and experience．There was an example of a sales rep in an Italian subsidiary of a US multinational company who was given a huge quarterly bonus under a new policy imposed by head office．His sales—which had been high for years—declined dramatically during the following three months．It was later discovered that he was deliberately trying not to sell more than any of his colleagues，so as not to reveal their inadequacies．He was also desperate not to earn more than his boss，which he thought would be an unthinkable humiliation that would force the boss to resign immediately．
F：What about the differences in management structures？
M：Yes，I was just about to come to that．Another example of an American idea that doesn't work well in Latin countries is matrix management．The task-oriented logic of matrix management conflicts with the principle of loyalty to the all-important line supewisor，you know，the functional boss．And without the awareness and understanding of the other culture，each would think of the other as being ‘corrupt’。
F：So how do we tackle these misunderstandings？Are there any strategies to be applied？
M：OK．Experience and knowledge will surely help us accommodate to another culture，but some key strategies may quicken the process．To begin with，the understanding and acceptance of differences；and that is followed by developing culture sensitivity and shared decision-making．Then organizational resources should be distributed equally．And er…
F：Wow，that's already a whole lot of strategies．And there's more？
M：Yes．And er，yes，flexible institutional policies，practices，and procedures should be applied．
F：OK．So what kind of training programs or proposals would you offer your company，you know，to get all these ideas to really sink in？
M：well，there are many different types of cross-cultural training to make sure that we can all get along in the work place，like conflict resolution；conducting cultur
A．recognizing the increasing impacts of globalization．
B．operating all over the world while taking account of local cultural diversities．
C．the conflict between globalization and localization．
A．expulsion
B．disposition
C．precision
D．aversion
