题目内容
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Why have businesses been moving to suburbs？
A．Because the environment is pleasant in the suburbs.
B．Because the suburbs have developed rapidly.
C．Because rich people have moved to suburbs.
D．Because many people work in cites and live in suburbs.
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W I'm not surprised, Jerry. Most people like the friendly service of small businesses.
M 85 percent is high. Do you know why they prefer small businesses？
W Yes, most people associate good things, such as friendly, personal service, with small businesses. Not to mention, Americans have always had a pioneering spirit.
Who is Ms. Stevens？
A．An economist
B．A stock analyst
C．A business expert
D．A local business leader
In most cases, those new plans, programs and employees enter a company with an existing culture (文化). And plans, programs and new employees have a way of conforming to(顺应)the existing culture. The culture of your business is the result of a particular mindset , or a particular way of thinking and the general feelings about certain things. Most often, it is the mindset of the founder or people managing the business.
The founder has gotten to where he is because of his skill sets, knowledge base and personal beliefs, which unfortunately all come with inherent (固有的)limits. Why？ Skills, knowledge and beliefs come from what he or she already knows or has experienced. In other words, it comes from the past. We (people) try to make the past fit the future. Just because something worked in the past, doesn't mean it is suitable for the future. As the saying goes, if you do and think what you have always done and thought, you will have what you have always had.
Therefore, lasting changes have to start with the way people think. To make changes in the way you think, you will be required ta set goals beyond your basic abilities and continuously think them through. It is a way to train yourself and people to get out of the comfort zone where you feel happy with your knowledge and skills.
Which question does the author try to answer？
A．What past experience is useful for businesses？
B．How much time is needed for making plans？
C．How can changes be made in businesses？
D．What kinds of employees are the best？
B
Businesses put lots of time and money into new plans, programs' and excellent employees with the hope things will change. Yet, at the end of the effort, not much changes. What happens？ In most cases, those new plans, programs and employees enter a company with an existing culture(文化). And plans, programs and new employees have a way of conforming to(顺应 ) the existing culture. The culture of your business is the result of a particular mindset, or a particular way of thinking and the general feelings about certain things. Most often, it is the mindset of the founder or people managing the business.
The founder has gotten to where he is because of his skill sets, knowledge base and personal beliefs, which unfortunately all come with inherent (固有的) limits. Why？ Skills, knowledge and beliefs come from what he or she already knows or has experienced. In other words, it comes from the past. We (people) try to make the past fit the future. Just because something worked in the past, doesn' t mean it is suitable for the future. As the saying goes, if you do and think what you have always done and thought, you will have what you have always had.
Therefore, lasting changes have to start with the way people think. To make changes in the way you think, you will be required to set goals beyond your basic abilities and continuously think them through. It is a way to train yourself and people to get out of the comfort zone where you feel happy with your knowledge and skills.
60. Which question does the author try to answer？
[A] What past experience is useful for businesses？
[B] How much time is needed for making plans？
[C] How can changes be made in businesses？
[D] What kinds of employees are the best？
(36)
A．because
B．however
C．besides
D．therefore
？Read the article below about family business, and the questions on the opposite page.
？For each question 13--18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose.
FAMILY BUSINESSES
Many people at some stage in their lives consider setting up a business with their partner or other members of their family. The idea may seem very appealing, but the reality of working with someone close to you can often create unforeseen problems. 80% of family-run businesses think that when times get tough, love, romance or family bonds will see them through. But the fact is that although 70% of businesses are family-run, only 40% of these companies survive into the second generation.
Why do so many family businesses fail？ While money has traditionally been thought of as the root of all difficulties, the major problem is much more basic. In businesses which don't have family tie or relationships, people find it easier to communicate and to say what is on their mind. In contrast, with family businesses, people often make the mistake of thinking they know what views other family members have without actually discussing with them. There is one strategy which should be employed in all family businesses to protect future problems. As time goes by, one partner may lose interest or not work as effectively as they are expected to. If each partner's responsibilities are identified from the start so that they know exactly what is required of them, difficulties are less likely to arise as the business develops. It is also recommended to ask yourselves a few "what if" questions before starting a family business. For example, what if one Of the partners brought a friend into the business and the others didn't like this person？ What would you all do？ To avoid this kind of situation, you should talk it over amongst yourselves. This sort of research can make you aware of both your own attitudes and the attitudes of the other members of the family before problems actually occur.
Contracts are another potential problem area. Too many family businesses are run on the most informal terms. People often think it an insult to ask a relative to sign a contract outlining the terms of a business venture. But you should treat the family business like any other business and get a professional to draw up a contract. Whether the business is profitable or not, it is supposed that the shares and who owns them must be clearly defined and written into a formal agreement. It must also be clear who is running the company. Some family businesses take a vote on every decision. Perhaps this exercise in democracy should be applauded, but it created so many complications that in the end the business failed. Even a small committee can sometimes be too large. In matters affecting the entire company, only one of you should be the decision maker. He or she doesn't have to be the largest shareholder, but should be the one best able to lead the business.
Another type of problems arises when a relative decides to join an already established business. In these cases, you should do everything you can to avoid favouritism. It is important to avoid putting him straight into any kind of managerial position. Instead, encourage him to learn not only the company but the people who make it work by working on the shop floor on the assembly line. They have to prove to be a valuable asset not to the family but to the business.
Why many people find it attractive to start a family business？
A．Because there would be abundant capital for operation.
B．Because family bonds are helpful in overcoming difficulties.
C．Because they hope to survive for generations.
D．Because they can make profits without unforeseen problems.
The reaction to the announcement by the communities affected---from New Jersey to California, Wisconsin to Texas--was first disappointment, then determination to fight for their livelihoods.
Fort Monmouth is the home of the Army' s Communications and Electronics Command. The installation contributes $ 3 billion to the local and state economies; its dosing would put about 6,000 people out of work, deal a blow to area businesses and close the book on a base that's been part of the community since 1917.
Why did the Pentagon decide to dose 33 military bases？
A．That is what the local people have expected.
B．That's what the President has recommended.
C．To ensure a better livelihood of the local people.
D．To save the money and modernize the military.
A．He organises international flights for tourists.
B．He travels around the world with cheap tickets.
C．He delivers papers and packages to foreign countries.
D．He manages a business company in foreign countries.
As usual, reality paints a far different picture from the tawdry image scrawled by the CBI and Tory frontbenchers. Not only do British businesses pay lower levels of corporation tax than their counterparts abroad but they benefit from the most savage legal hamstringing of trade unionism.
But boardroom fat cats in Britain have one further advantage over their competitors, which is their total inability to feel any sense of shame.
The relatively poor performance since the 1990s of pension investment funds, overseen by the top companies themselves, has brought about a wide-ranging cull of occupational pension schemes. Final salary schemes have been axed in favour of money purchase or have been barred to new employees and, in many companies, staff have been told that they will have to increase pensions fund payments to ensure previously guaranteed benefits.
At a time when the government has been deliberately running down the value of the state retirement pension and driving pensioners towards means-tested benefits, the increasingly shaky nature of occupational schemes has brought about higher levels of insecurity among working people.
However, it's not all doom and gloom. There is a silver lining.
Unfortunately, that silver lining, doesn't shine too brightly outside the corridors of corporate power, where directors are doing what they are best at—looking after number one. Bosses are not only slurping up huge salaries, each-way bonuses and golden parachutes. They have also, as TUC general secretary Brendan Barber says, got "their snouts in a pensions trough."
If having contributions worth one-thirtieth of their salary each year paid into a pension scheme is good enough for directors, why do most workers only receive one-sixtieth？ And if companies only donate 6 percent of an employee's salary for money purchase schemes, why do they give 20430 percent for directors' schemes？
The answer, which will be no secret to many trade unionists, is that we live in a class- divided society in which big business and the rich call the shots.
The Child Poverty Action Group revelation that Britain also has the worst regional social inequality in the industrialised world—second only to Mexico—illustrates how fatuous are claims that this country enjoys social justice and opportunities for all. The stark facts of inequality, based on class, gender, age and race, that are outlined in the CPAG Poverty book ought to dictate a new government approach to tackling poverty.
Inequality and poverty cannot be tackled by allowing big business and the rich to dodge their responsibilities to society and to use their positions of power to seize the lion's share.
According to the author, British businesses ______.
A．suffer h lot from high levels of corporation tax
B．are experiencing an unfair competition
C．complain about the CBI and Tory leaders
D．enjoy more advantages than foreign businesses
Do you think e-commerce is equally suitable for small and large businesses？ (Why？ / Why not？)
There are a couple of big reasons why Microsoft is able to do so much overseas with so little. Firstly, 21 software products are so easy to manufacture, Gates doesn't have to worry 22 building and operating factories. 23 , Microsoft contracts (承包) out to others to duplicate and package much of its software. Secondly, and just as important, PCs are 24 cheap and easy to set up, unlike minicomputers, that businesses and governments 25 even the poorest and most backward nations can afford 26 . Of course,there are big problems too. Microsoft must adapt (调整) its products to support 27 of different languages and writing schemes, but that's another task it 28 increasingly farming out to local contractors. Also, software, like computers, faces stiff tariffs (关税) in many developing 29 . Until recently, for example, India demanded 112%
duties (关税) on imported high-tech 30 .
21.
A. because
B. however
C. besides
D. therefore
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