题目内容
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[单选题]
He was made CEO in the hope that his experience could ____________ the company.
A.review
B.revive
C.restrict
D.refrain
提问人：网友SINLAND
发布时间：2022-01-07
题目内容
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更多“He was made CEO in the hope th…”相关的问题
第2题
When Liam McGee departed as president of Bank of America in August, his explanation was su
rprisingly straight up. Rather than cloaking his exit in the usual vague excuses, he came right out and said he was leaving "to pursue my goal of running a company. " Broadcasting his ambition was "very much my decision , " McGee says. Within two weeks, he was talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29.
点击查看答案
McGee says leaving without a position lined up gave him time to reflect on what kind of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isn't
alone. In recent weeks the No. 2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure, executives who don't get the nod also may wish to move on. A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations.
As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a year ago as nervous boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders.
The decision to quit a senior position to look for a better one is unconventional. For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must be poached. Says Korn/Ferry senior partner Dennis Carey: " I can't think of a single search I've done where a board has not instructed me to look at sitting CEOs first. "
Those who jumped without a job haven't always landed in top positions quickly. Ellen Marram quit as chief of Tropicana a decade age, saying she wanted to be a CEO. It was a year before she became head of a tiny Internet-based commodities exchange. Robert Willumstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later.
Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. "The traditional rule was it's safer to stay where you are, but that's been fundamentally inverted, " says one headhunter. " The people who've been hurt the worst are those who've stayed too long.
When McGee announced his departure, his manner can best be described as being______.
A．arrogant.
B．frank.
C．self-centered.
D．impulsive.
第3题
听力原文： Bruce Chizen is CEO of Adobe. He is offering some advice on following the founde
rs' footsteps.
点击查看答案
You've said you had an unusual rise to the top at Adobe. How so？
I was not an engineer. I didn't have a technical background. I had a funny east accent. Also I didn't have an MBA, but I think what John Warnock and Chuck Geschke did appreciate in me was my willingness to experiment, to try new ideas in the marketplace in the ways that they might not have.
When you were named CEO, there was some anxiety about the new boss. How did you bring around Wall Street and the employees？
Wall Street was easier than the employees because of my relationship with the financial community. Between 1998 and 2000, I had been doing most of the presentations to analysts, though John was certainly present. I had been meeting with key investors and visiting customers and employees. So when John and Chuck officially retired, Wall Street knew that I was already running the company in many ways. But I knew some of the employees had some anxiety about it. The critics were concerned that I didn't have John and Chuck's technical background. Who would drive the company's technical vision, considering that I wasn't a technologist and that Adobe had built its foundation on technological differentiation？
So at the first employee meeting I held as CEO, I made it very clear to the employees that I couldn't fill John and Chuck's shoes alone. I imagined a picture of myself in front of two very large shoes, and I told the employees that I would fill one shoe, but they had to fill the other one. I was counting on them.
How are you doing things differently from John and Chuck？
Adobe is going through a transformation. We are no longer a little company. We're a $1.2 billion company with a market cap of somewhere between $6 billion and $8 billion. And I think we can become a $5 billion company over the next several years. That requires a whole different way of doing business.
Any notable missteps along the way？ Any lessons from what has happened？
John told me, when he was handing over the title, that the CEO's job is very lonely. While you have the board to speak to, the board is also your boss, and you really don't have any peers within the company. I think I was too slow to reach out and engage with other CEOs — to find a peer group to learn from. Over the past year and a half, I've joined a CEO group. We meet quarterly under non-disclosure agreement.
The other thing I would do differently is to confront the hard organizational and people issue quickly, especially around my executive staff. Because I was promoted from within, I was sometimes too "nice" at the beginning. I didn't want to disrupt the comfortable work environment. I allowed the present situation to persist longer than？ should have. I knew that I needed to reorganize and eliminate those people who weren't fight for the positions.
What's your advice to executives who are to take over as CEO？
Be honest, open, and direct, and recognize that for every employee who might like what you are doing, there could be another who doesn't and you are not going to make everyone happy. Most important, make sure, if your ex-CEO is still going to be on the board, to have an agreement going in so that they are going to let you do the job.
？ You will hear an interview with Bruce Chizen, CEO of Adobe.
？ For each question 23-30, mark one letter (A, B or C) for the correct answer.
？ You will hear the interview twice.
What qualities did John Warnock and Chuck Geschek appreciate in Bruce Chizen？
A．He was from the eastern part of US.
B．He is willing to try new ideas.
C．He is good at experiment.
第4题
听力原文：At 63, John F. Fielder, Chairman and CEO of BorgWarner Inc. , has spent 40 years
听力原文： At 63, John F. Fielder, Chairman and CEO of BorgWarner Inc. , has spent 40 years in the automobile industry, but he still acts like a 16-year-old who has just been given dad's keys. He often tells us that he loves cars. Recently, he had a talk with our correspondent Michael Arndt.
Car sales held up remarkably well through this recession. And while Borg. Warner's profiles fell, you still made money. What's the trick？
This is my ninth downturn, and we finally got this one right. If you go back to the mid-1980's, people were using 12% of their monthly disposable income to make a car payment. In 1999, that figure was 7%. In the past downturns, the first thing people did was to postpone car purchases. This time we surveyed people, and they said, "No, I'm not going to cut back on a car."
We also have a lot more real-time information. We could react faster. A lot of people think the auto industry got passed by the dot-corns and e-businesses. We didn't. We put in a lot of information systems. I can pull up on my computer right now Ford's inventories at all their plants, because we have data coming to us. We have less than a week's inventory of anything in our company.
For long-term growth, are you banking on Asia and Latin America？
If your time frame. is the rest of this decade, no, because the income isn't there yet. If your time frame. is longer -- several decades -- those are the growth markets. But in the next decade, Europe will be our fastest growing market.
What about moving your factories to low-cost emerging markets？
What's happening in the world is counterintuitive. The yen is getting weaker and weaker, and yet the, Japanese are putting more and more plants in the U.S. What people have learned is if you don't make it in the market, you are not likely to sell it there for any length of time.
I thought the trend was toward a "world car".
People around the world don't want a world car. Here is a real-life example. One of our best operations in the U.S. is one that makes gear boxes for SUVs. That technology doesn't do any good in Europe -- they don't use that product. Yet European will pay about $800 more for a very fuel-efficient engine. At their prices of gasoline, they can pay that $800 off in about a year.
Auto makers are notorious for squeezing suppliers. How can you take that year after year？
Well, our average yearly price reduction isn't the 3% to 5% you read about, It's more like 1%, and we offset that with honest-to-God cost savings. If we can't do it, we get out of the business.
You drive a different car every year. What was your all-time favorite model？
My favorite was '55 Chevy Bel-Air coupe. I always remembered it as a great car. I've gone back and driven one recently and it's not really a great car. My memories of it are much better than the car.
•You will hear an interview with John F. Fielder, Chairman and CEO of BorgWarner Inc.
•For each question 23-30, mark one letter (A, B or C) for the correct answer.
•You will hear the recording twice.
Mr Fielder
A．still likes cars even though he is 63.
B．has liked cars for 40 years.
C．liked his daddy's car at the age of 16.
第5题
Every business has trouble sooner or later, and it is the chief executive officer's respon
sibility to set things right. Good executives 【21】______ themselves in touch with their companies — they know what is going on at every level. Yes, they delegate, 【22】______ they also follow up to make certain 【23】______ each delegated task has been completed. No major 【24】______ should be made in a company 【25】______ the president's knowledge.
点击查看答案
Even though the president or CEO is 【26】______ responsible for the failure or success of his company, a smart CEO 【27】______ himself with competent workers at all levels, especially 【28】______ the administrative level. He then consults with his executives and supervisors 【29】______ he has to make an important decision. He 【30】______ their input and creates an open atmosphere where all may feel comfortable to share 【31】______ ideas.
By 【32】______ this practice, a president knows that when a decision has been made, his administrators will feel 【33】______ they have had a part in it, or at least they will understand 【34】______ the decision was made. He can then 【35】______ them to support the decision at their level.
【36】______ is considered poor practice for an administrator to 【37】______ about an executive decision after it has been discussed openly and decided upon in committee. The time to 【38】______ disagreement is during committee discussion or with the president privately. Publicly, an administrator is expected to support the president 【39】______ the company has become involved in an illegal activity. Americans consider this public support 【40】______ form. of professional behavior.
【21】
A．keep
B．feel
C．put
D．remain
第8题
听力原文：W: Bruce Chizen is CEO of Adobe. He is offering some advice on following the foun
ders' footsteps.
点击查看答案
W: You've said you had an unusual rise to the top at Adobe. How so？
M: I was not an engineer. I didn't have a technical background. I had a funny east accent. Also Ididn't have an MBA, but I think what John Wamock and Chuck Geschke did appreciate in me was my willingness to experiment, to try new ideas in the market place in the ways that they might not have.
W: When you were named CEO, there was some anxiety about the new boss. How did you bring around Wall Street and the employees？
M: Wall Street was easier than the employees because of my relationship with the financial community. Between 1998 and 2000, I had been doing most of the presentations to analysts, though John was certainly present. I had been meeting with key investors and visiting customers and employees.
So when John and Chuck officially retired, Wall Street knew that I was already running the company in many ways. But I knew some of the employees had some anxiety about it. The critics were concerned that I didn't have John and Chuck's technical background. Who would drive the company's technical vision, considering that I wasn't a technologist and that Adobe had built its foundation on technological differentiation？
So at the first employee meeting I held as CEO, I made it very clear to the employees that I couldn't fill John and Chuck's shoes alone. I imagined a picture of myself in front of two very large shoes, and I told the employees that I would fill one shoe, but they had to fill the other one. I was counting on them.
W: How are you doing things differently from John and Chuck？
M: Adobe is going through a transformation. We are no longer a little company. We're a $1.2 billion company with a market cap of somewhere between $ 6 billion and $ 8 billion. And I think we can become a $ 5 billion company over the next several years. That requires a whole different way of doing business.
W: Any notable missteps along the way？ Any lessons from what has happened？
M: John told me, when he was handing over the title, that the CEO's job is very lonely. While you have the board to speak to, the board is also your boss, and you really don't have any peers within the company. I think I was too slow to reach out and engage with other CEOs to find a peer group to learn from. Over the past year and a half, I've joined a CEO group. We meet quarterly under non-disclosure agreement.
The other thing I would do differently is to confront the hard organizational and people issue quickly, especially around my executive staff. Because I was promoted from within, I was sometimes too “nice” at the beginning. I didn't want to disrupt the comfortable work environment, I allowed the present situation to persist longer than I should have. I knew that I needed to reorganize and eliminate those people who weren't right for the positions.
W: What's your advice to executives who are to take over as CEOs？
M: Be honest, open, and direct, and recognize that for every employee who might like what you are doing, there could be another who doesn't and you are not going to make everyone happy most important, make sure, if your ex-CEO is still going to be on the board, to have an agreement going in so that they are going to let you do the job.
Questions 23-30
•You will hear an interview with Bruce Chizen, CEO of Adobe.
•For each question (23-30), mark one letter (A, B or C) for the, correct answer.
•After you have listened once, replay each recording.
What qualities did John Warnock and Chuck Geschek appreciate in Bruce Citizen？
A．He was from the eastern part of US.
B．He is willing to try new ideas.
C．He is good at experiment.
第9题
Jack admitted that he ought not to have made his mother angry, ______？A．oughtn't heB．wasn'
Jack admitted that he ought not to have made his mother angry, ______？
A．oughtn't he
B．wasn't he
C．didn't he
D．hadn't he
第10题
听力原文：A fellow had just been hired as the new CEO of a large high-tech corporation. The
听力原文： A fellow had just been hired as the new CEO of a large high-tech corporation. The CEO who was stepping down met with him privately and presented him with three numbered envelopes. "Open these if you run up against a problem you don't think you can solve," he said. Well, things went along pretty smoothly, but six months later, sales took a decline and he was really under the pressure. He remembered the envelopes. He went to his drawer and took out the first envelope. The message read, "Blame your former CEO. " The new CEO called a press conference and laid all the faults on the previous CEO. Satisfied with his comments, the press responded positively, sales began to pick up and the problem was soon behind him. About a year later, the company was again experiencing serious product problems. Having learned from his previous experience, the CEO quickly opened the second envelope. The message read, "Reorganize". Then he did, and the company quickly reorganized. After several months, the company once again fell on difficult time. The CEO went to his office, closed the door and opened the third envelope. The message said, "Prepare three envelopes".
(31)
A．The former CEO.
B．The CEO's rivals.
C．The CEO himself.
D．The employees.
