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Our values include innovation , () , craftsmanship , and technical skill.
A.creativity
B.creation
C.creat
D.creative
A.creativity
B.creation
C.creat
D.creative
A.creativity
B.creation
C.creat
D.creative
Read the following essay and identify which organizational pattern it uses: Topic: A person’s worth nowadays seems to be judged according to social status and material possessions. Old-fashioned values, such as honor, kindness and trust, no longer seem important. To what extent do you agree or disagree with this opinion? Given the power and influence of the super rich, it might seem as if social status and material possessions are the new symbols of personal worth, but in everyday life I do not think this is true. It is apparent that most celebrities today are admired or envied solely for their material wealth or position in various social hierarchies. Many of these people are known to turn their backs on friends, cheat on their spouses or spend their evenings over-indulging in alcohol and/or drugs. Things like owning a mansion, driving an expensive car and getting into A-list parties are exalted above old-fashioned values. Ultimately, though, it is the many readers of gossip magazines and celebrity blogs who reinforce these ideas. Nevertheless, I do believe that in their day-to-day lives most people still believe in values such as honor, kindness and trust. In some way most of us want to form loving families, raise our children to be good citizens, stand up for the downtrodden and protect our communities from harm. We still form friendships, romances and business partnerships based on old-fashioned criteria. When our trust is abused or we are unfairly treated, we see that as a major violation of our relationship and we judge the wrongdoer accordingly. In conclusion, I believe there is some truth to the notion that status and possessions have superseded old-fashioned values as a measure of a person’s worth. Looking beyond the tabloids, however, it is apparent that most ordinary people have still preserved an old-fashioned conscience.
A、One-sided argumentation
B、Two-sided argumentation
C、
D、
A.Our, Our,
B.The,The
C.Your, X
听力原文:(I=interview G=Goran Nilsson)
1: And now to IKEA. The Swedish furniture retailer has just reported turnover of 56 billion Swedish kroner from its 150 stores worldwide. Now, IKEA puts its success down to corporate culture. So with me today to explain the secret of IKEA’s culture is Managing Director of IKEA UK, Goran Nilsson. Good morning, Mr Nillson.
G:Good morning.
I: Now is every IKEA store really exactly the same?
G: Well, in terms of culture they’re pretty well uniform. Although our culture will naturally bond with the local culture to some extent, our core values such as simplicity and cost-consciousness are valid in all cultures. So we don’t need to adapt the way we operate to run our stores. And as for products, although we make some minor adaptation to suit local tastes, we produce exactly the same catalogue in all 28 countries.
I: And where do these values originate?
G: It all goes back to Sweden in the 50s and 60s. IKEA’s former, Ingvar Kamprad, start the company at a time of democratic and social change.
I: Are IKEA’s values those of its founder, then?
G: Well, they have evolved over the last 57 years, of course, but I think our mission statement “A better life for the majority of people’s still very much reflects the spirit of those early years. Having said that though, I think Ingvar’s ability to relate to a co-worker in China today would be pretty limited, though.
I: You mentioned China. How does IKEA cope with such diversity amongst its employees?
G: Well, funnily enough, I’ve been working fro IKEA for 15 years in Sweden, Italy, Canada, the USA and what’s struck me most is how much we have in common. People may interpret certain concepts such as responsibility and freedom differently but our core values such as humbleness exist in every country.
I: So, what are the advantages of such a strong corporate culture?
G: They’re tremendous. For one, there’s a real bond between our operations around the world. It’s easy to transfer across borders because you know the values will be exactly the same. And from a marketing and positioning point of view it’s very advantageous as well. But the real pay-off is that it makes IKEA unique. You can clone our produce and our store concept but not our culture. It takes years to build and it has to be maintained daily.
I: But how do you educate 40,000 workers?
G: We begin by making sure people understand the values. That’s why the IKEA Way seminars are so vital. All managers attend them and then it’s their responsibility to pass the message on. Corporate culture also figures my meetings…
I: Do you use educational video and brochures as well?
G: Videos and brochures are helpful tools if only used in conjunction with “walking the talk” and discussing values with management. We have various initiatives which regularly provide co-worker with opportunity to participate and contribute to these discussions.
I: So, does culture affect IKEA’s recruitment process?
G: It has a major impact. Although it’s important for us to get highly-skilled people into the company, we’re not interested if there’s a conflict of value systems. Anyone expecting a flash car or status symbols has no future with us. Recruitment at IKEA’s an extensive process, based on judgments about a candidate’s value systems and attribute. We can add retail skills, no problem, but it’s tough to change someone’s mindset.
I: Does that go for career advancement too?
G: Yes, it does.
I: So Sweden managers will always have more chance of promotion then?
G: We find that many Scandinavians identify more easily with our culture but there is no written or unwritten rule concerning the nationality of senior managers. It would be impossible, however, for anyone to advance within IKEA without wholly understanding and buying into the company’s philosophy and culture. So managers are encouraged to visit Sweden and learn the language etc. and management i
A.Each store has the same management practices.
B.Each store carries a different product range.
C.Each store is adapted to the local culture.
From: Corporate Relations - London
To: Corporate Employees
Sent: Friday, 08 April 20 - 12:22:07 P.M.
Subject: Revised Code of Ethics and Business Conduct
Dear Colleagues,
The Bainbridge Elkers Code of Ethics and Business Conduct is a tangible manifestation of our values and commitment to corporate responsibility. It provides a guide for the way we go about achieving our business goals and helps us behave in an open, honest, ethical, and principled manner.
Since the first version of the Code was introduced in July 2004, we have received feedback concerning some of the policies and procedures it contains. With the benefit of your input, during this year's first quarter we revised the Code. It is available to read at the following link: http: / /bainbridgeelkers.com / Resource / codeethics.htm.
Most notably, we revised the Code to include:
A simplified conflict of interest policy related to your interests in other businesses
A prohibition against using Bainbridge Elkers computer systems to send, receive or store information that increases the risk of computer virus dissemination (p.8)
Additional options for reporting violations of the Code
Implementation of the confidential line for U.S. employees
Electronic access to a form. for filing anonymous reports
We will be introducing an online training course for U.S. employees this autumn, which will be rolled out more widely across the group next year.
As always, you should raise any questions concerning the Code with your manager, a human resources representative, a member of the appropriate Legal Department or a Compliance Committee member.
Compliance with the Code is essential to maintaining our performance and reputation, and I am counting on you to remain familiar with the policies and procedures in this document, as well as additional policies enforced for your business unit and location. We can take pride in acting in a legal and ethical manner at all times.
Thank you for your cooperation.
Yours sincerely,
William Rhodes
What is learned about the code?
A.It was revised in two phases.
B.It was first introduced in 2004.
C.It was published six months late.
D.It was revised by a team of legal experts.
以下程序用以删除字符串中所有的空格,请填空。
include<stdio.h>
main()
{char s[100]={"Our teacher teach C language!"};int i,j;
for(i=j=0;s[i]!='\0';i++)
if(s[i]!=''){()}
s[j]='\0';
printf("%s\n",s);
}
I restate that we are an organization without independent military capability, and we dispose of relatively modest resources in the economic realm. Yet our influence and impact on the world is far greater than many believe to be the case, and often more than we ourselves realize. This influence derives not from any exercise of power, but from the force of the values we represent. Among these values are the maintenance of the world order and the establishment of world harmony.
What values should we pursue for the prosperity of Asia in the new century? I believe that the three values of freedom, diversity and openness are the driving forces behind peace and development in Asia.
First, it goes without saying that freedom refers to democracy and human rights politically. Economically, it means the development of a market economy.
Political freedom and economic freedom are reinforcing each other in the process of their development. With some twists and turns, Asia as a whole has been taking significant steps towards freedom over the last half century.
Transition to a democratic political system has been inevitable, as economic development has created the conditions for the emergence of a middle class and civil society. I believe that the historic trends that are apparent in Asia should be a source of pride for us all.
Second, development in Asia has occurred against a background of tremendous diversity, where each country has its own distinctive history and social and cultural values. Naturally, we thus see differences in the processes and speed of development.
While respecting diversity, however, it is important for us to promote our common interests and our shared goals, recognizing positive influences of each other despite differences among countries.
In other words, we must leave behind parochial nationalism and dogmatism, promote mutually beneficial cooperation based on equality in order to enjoy common prosperity. This should be our guiding principle.
Third, our cooperation must not be of an inward-looking, closed nature, but one characterized by openness to the world outside Asia.
In a world economy where globalization is advancing and economic integration, such as in Europe and Americas, is proceeding, cooperation both within Asia and between Asia and other regions must be pursued. This cooperation must be based on the principles of openness and transparency.
I believe Asia should set an example for the world by seeking regional cooperation that surpasses national and ethnic distinction.
So, as we pursue prosperity in a free, diverse and open Asia, what are the specific challenges that we face? I'd like to discuss three challenges. They are reform, cooperation and conveying Asia's voice to the world.
As President of the Clifton Business Club, I would like to invite you to speak at our annual dinner on 5 July. The dinner which starts at 7. 30 p.m. will be held at the Mayflower Restaurant, Clifton.
I hope that you are able to accept the invitation and would be grateful if you could give me the subject of your talk, so that I can include it on the invitations to our members.
I look forward to receiving your reply as soon as possible.
?Write a letter to Mr Biggs:
?accepting the invitation
?telling him the subject of your talk
?asking how long the talk should be
?enquiring whether accommodation will be arranged for you.
?Write 60-80 words
?Do not include any postal addresses.
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