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更多“The workers are having talks w…”相关的问题
A.gets
B. puts
C. takes
A.As they are young
B.Young as they are
C.As young are they
D.Young although they are
Sylvester is keeping track of the distortions, and he already has quite a long list. He says that all housewives seem to live in lovely homes, dress beautifully, and love their household chores. They smile and boast about floor waxes and proudly display their dirty laundry, dusty tabletops, and filthy ovens. In addition, he has never seen men doing housework. Sylvester thinks that this view of family life is filled with distortions.I am keeping track of the people who appear in the advertisements. I have found handsome men courting the All-American Girl, and they are always recommending brand X toothpaste or brand Y cologne. I see teenagers and children surrounded by their friends, having wonderful times at parties and at school, and they are usually enjoying large harmonious family gatherings. I think that these advertisements are also filled with fantasy.Sylvester and I have concluded that much of American life is pictured unrealistically in commercials. Teenagers do not always have fun at parties, and very few people love doing chores. People do have problems, but few of these are ever shown in commercials. Instead, we watch Cinderella (灰姑娘) discover a miracle floor wax, finish the kitchen chores, and waltz off to the ball. Our heads are filled with these fantasies, and they also suggest that, for any problem, brand Z will provide the instant cure. Sylvester and I will have very few facts and a lot of fantasy to write about in our research reports.
1.Judging from the context, Sylvester and the author are most probably ____.
A、classmates
B、teacher and student
C、father and son
D、research workers
2.Sylvester has found that in advertisements housewives ____.
A、are sad and tired
B、enjoy doing their housework
C、have their husbands help them
D、never touch dirty things
3.The author thinks that life of teenagers shown in commercials is ____.
A、interesting
B、wonderful
C、unrealistic
D、true to life
4.Sylvester and the author have come to the conclusion that commercials ____.
A、truly reflect American life
B、lack in fantasy
C、seldom give expression to people's real problems
D、give great fun to children
5.The most suitable title for the passage would be ____.
A、A Class Research Project
B、American Life As Shown by TV
C、Beautiful Commercials
D、Distortions in TV Advertisements
The immediate problem is poverty. Most of Africa is urbanising at a lower level of income than other regions of the world did. That means there's little money around for investment that would make cities liveable and more productive. Without upgrades and new capacity, bridges, roads and power systems are unable to cope with expanding populations. With the exception of South Africa, the only light rail metro system in sub-Saharan Africa is in Addis Ababa, Ethiopia. Traffic jam leads to expense and unpredictability, things that keep investors away.
In other parts of the world, increasing agricultural productivity and industrialisation went together. More productive farmers meant there was a surplus that could feed cities; in turn, that created a pool of labour for factories. But African cities are different. They are too often built around consuming natural resources. Government is concentrated in capitals, so is the money. Most urban Africans work for a small minority of the rich, who tend to be involved in either cronyish (有裙带关系的) businesses or politics. Since African agriculture is still broadly unproductive, food is imported, consuming a portion of revenue.
So what can be done？ Though African countries are poor, not all African cities are. In Lagos, foreign oil workers can pay as much as 65,000 dollars per year in rent for a modest apartment in a safe part of town. If that income were better taxed, it might provide the revenue for better infrastructure. If city leaders were more accountable to their residents, they might favour projects designed to help them more. Yet even as new roads are built, new people arrive. When a city's population grows by 5% a year, it is difficult to keep up.
76.What do we learn from the passage about cities in sub-Saharan Africa____
A.They have more slums than other cities in the world.
B.They are growing fast without becoming richer.
C.They are as modernised as many cities elsewhere.
D.They attract migrants who want to be better off.
77.What does the author imply about urbanisation in other parts of the world____
A.It benefited from the contribution of immigrants.
B.It started when people's income was relatively high.
C.It benefited from the accelerated rise in productivity.
D.It started with the improvement of peopled livelihood.
78.Why is sub-Saharan Africa unappealing to investors____
A.It lacks adequate transport facilities.
B.The living expenses there are too high.
C.It is on the whole too densely populated.
D.The local governments are corrupted.
79.In what way does the author say African cities are different____
A.They have attracted huge numbers of farm labourers.
B.They still rely heavily on agricultural productivity.
C.They have developed at the expense of nature.
D.They depend far more on foreign investment.
80.What might be a solution to the problems facing African cities____
A.Lowering of apartment rent.
B.Better education for residents.
C.More rational overall planning.
D.A more responsible government.
The survey of more than 6,000managers and employees in 26 organizations in the U.S. and Canada showed that employees and managers felt their employers did a good job explaining their performance objectives and the way their performance is measured. They were unclear, though, about how performance was related to pay. Surprisingly, employees reported they knew more about stock options at their companies and how they are determined than how base pay is. However, the results showed that base pay knowledge plays a larger role in overall pay satisfaction than do other forms of compensation, such as bonuses. Employees who had higher levels of pay knowledge showed greater overall pay satisfaction, which, in turn, was linked to higher levels of retention(聘用), commitment to the company, and even trust in management. In other words, Heneman emphasizes, ensuring that employees understand their pay is good for a company’s bottom line.
He feels that corporate culture is often a major problem in dealing with the lack of pay knowledge among workers. In many companies, it is considered taboo—or even explicitly forbidden—to discuss matters dealing with salary. In lieu of (代替) disclosing actual pay amounts of employees to others within the company, management can provide more information about pay practices and policies, such as the process used to determine salary, and the average of raises in a particular year. Workers want more than generalities; they want to know how pay policies apply to their particular situation, Heneman points out. That often means managers need to sit down with their employees one-on-one.
21. What does the North American Survey mainly suggest？
A. If the employers make their pay policy known better, the company would get more in return.
B. If the employers make their pay policy known better, they would get pay raises and bonuses.
C. If the employees know more about the pay policy of the company, they would get more.
D. If the employees know more about the pay policy of the company, they would become one in the management.
22. The employers of many companies failed to ______.
A. explain what their performance objectives were
B. explain the way performance was measured
C. explain the way performance was related to pay
D. explain how performance was related to promotion
23. Which of the following is the most important factor in overall pay satisfaction？
A. Stock options.
B. Bonuses.
C. Corporate culture.
D. Base pay.
24. The employees who understand and are satisfied with their pay would ______.
A. be willing to remain in the bottom line
B. be willing to be loyal and dedicated to the company
C. be ensured that their pay is justified
D. be ensured that their employers are worthwhile
25. What can employers do to help their employees know better how pay is determined？
A. They can shatter the taboo by encouraging discussion about salary matters among the employees.
B. They can disclose pay amounts of employees to others within the company.
C. They can talk with individual employee about how pay policies apply to his particular situation.
D. They can tell all employees the total of raises in a particular year.
Section A – This ONE question is compulsory and MUST be attempted
Cheapkit is a large clothes retailer in a major developed country. Its business strategy is based around vigorous cost leadership and it prides itself on selling fashionable garments for men, women and children at very low prices compared to its main rivals. For many years, it has achieved this cost leadership through carefully sourcing its garments from developing countries where labour is cheaper and where workplace regulation is less than in its home country.
As a company with a complex international supply chain, the board of Cheapkit regularly reviews its risks. It has long understood that three risks are of particular concern to the Cheapkit shareholders: exchange rate risk, supply risk and international political risk. Each one is carefully monitored and the board receives regular briefings on each, with the board believing that any of them could be a potential source of substantial loss to the shareholders.
For the past decade or so, Cheapkit has bought in a substantial proportion of its supplies from Athland, a relatively poor developing country known for its low labour costs and weak regulatory controls. Last year, 65% of Cheapkit’s supplies came from this one country alone. Athland has a reputation for corruption, including government officials, although its workforce is known to be hard-working and reliable. Most employees in Athland’s garment industry are employed on ‘zero hours’ contracts, meaning that they are employed by the hour as they are needed and released with no pay when demand from customers like Cheapkit is lower.
Half of Cheapkit’s purchases from Athland are from Cornflower Company, a longstanding supplier to Cheapkit. Owned by the Fusilli brothers, Cornflower outgrew its previous factory and wished to build a new manufacturing facility in Athland for which permission from the local government authority was required. In order to gain the best location for the new factory and to hasten the planning process, the Fusilli brothers paid a substantial bribe to local government officials.
The Fusilli brothers at Cornflower felt under great pressure from Cheapkit to keep their prices low and so they sought to reduce overall expenditure including capital investments. Because the enforcement of building regulations was weak in Athland, the officials responsible for building quality enforcement were bribed to provide a weak level of inspection when construction began, thereby allowing the brothers to avoid the normal Athland building regulations. In order to save costs, inferior building materials were used which would result in a lower total capital outlay as well as a faster completion time. In order to maximise usable floor space, the brothers were also able to have the new building completed without the necessary number of escape doors or staff facilities. In each case, bribes were paid to officials to achieve the outcomes the Fusilli brothers wanted.
Once manufacturing began in the new building, high demand from Cheapkit meant that Cornflower was able to increase employment in the facility. Although, according to Athland building regulations, the floor area could legally accommodate a maximum of 500 employees, over 1,500 were often working in the building in order to fulfil orders from overseas customers including Cheapkit.
After only two years of normal operation, the new Cornflower building collapsed with the loss of over 1,000 lives. Collapsing slowly at first, the number of people killed or injured was made much worse by the shortage of escape exits and the large number of people in the building. As news of the tragedy was broadcast around the world, commentators reported that the weakness in the building was due to the West’s ‘obsession with cheap clothes’. Cheapkit was criticised as being part of the cause, with many saying that if retailers in the developed world pushed too hard for low prices, this (the collapse of the building) was one consequence of that. In response, Cheapkit’s public relations department said that it entered into legal contracts with Cornflower in order to provide its customers with exceptional value for money. Cheapkit said that it was appalled and disgusted that Cornflower had acted corruptly and that the Cheapkit board was completely unaware of the weaknesses and safety breaches in the collapsed building.
One of those able to escape the building was Jess Lui, who was also the leader of a national pressure group ‘Protect workers’ rights’ (PWR) lobbying the Athland government for better working conditions and health and safety practices for workers in the country. Having seen hundreds of people killed and injured in the collapsed building, she believed that although the government could do more, much of the blame lay with Cheapkit and the pressure it continually placed on Cornflower to keep its prices low. Jess questioned whether multinational companies such as Cheapkit should be allowed to exert so much economic pressure on companies based in developing countries. As concern over the state of other workplaces in the developing world became an increasing concern in the media, Miss Lui wrote a letter to the board of Cheapkit, which she also sent to newspapers and other media. Many of the newspapers and television channels reproduced the letter and it became a talking point in many countries because of the issues it raised.
In the letter, she said that Cheapkit was an unethical company because it supplied a market in its home country which was obsessed with cheap clothes. As long as its customers bought clothes for a cheap price, she believed that no-one at Cheapkit cared about how they were produced. She said that the constant pressure on prices had created a culture of ‘exploitative wages’, including at Cornflower.
Miss Lui received a lot of support after her comments on Cheapkit’s accountability. She said that large international companies such as Cheapkit needed to recognise they had accountabilities to many beyond their shareholders and they also had a wider fiduciary duty in the public interest. The defective Cornflower factory in Athland, she argued, would not have existed without demand from Cheapkit, and so Cheapkit had to recognise that it should account for its actions and recognise its fiduciary duties to its supply chain as well as its shareholders.
At the same time as events in Athland unfolded, the business journalists reporting on the events and Cheapkit’s alleged complicity in the tragedy also became aware of a new innovation in business reporting called integrated reporting, an initiative of the International Integrated Reporting Council (IIRC). Jess Lui read one article which said that integrated reporting might increase an organisation’s accountability and require it to account for a wider set of concerns than was traditionally the case. This new understanding led to her including the following comment in her letter to Cheapkit:
‘… as the leader of the PWR, it is always in my interests to gain as much information as possible from Cornflower and the other businesses with which it transacts, including, in this case, Cheapkit. Perhaps the integrated reporting initiative offers the advantage of a wider reporting model for businesses, to include accountability for a much more diverse set of concerns than has been the case in the past. The integrated reporting model appears to substantially enhance the existing business model and it would be in the interests of broader accountability if Cheapkit, and other businesses in the garment supply chain, were to adopt this new reporting approach. Anything that requires businesses to report on their wider impacts on society and the environment is a good thing as far as social pressure groups like PWR are concerned.’
The board of Cheapkit discussed the issues raised by the well-publicised discussion of Miss Lui’s open letter and the comments from business journalists about integrated reporting. The board was, in principle, a supporter of the integrated reporting initiative and thought it would be useful to explain its position on a range of issues in a press release.
Required:
(a) Discuss the stakeholder claims of Cornflower’s employees and customers, and how these claims may be in conflict. (7 marks)
(b) Explain ‘corruption’ in the context of the case and discuss how corruption at Cornflower contributed to the collapse of the building and the loss of life. (10 marks)
(c) Cheapkit’s board believed that its major risks were exchange rate risk, supply risk and international political risk.
Required:
Explain each of these risks and how each may be of importance to Cheapkit’s shareholders. (9 marks)
(d) The board of Cheapkit felt that the reputation of the company had been damaged following publication of Jess Lui’s letter. It was decided that it should make a public response to her comments and also respond to points about integrated reporting raised by the business journalists, both of which had received a lot of supportive comment in the media.
Required:
Draft a press statement from the board of Cheapkit to include the following content:
(i) An explanation of Cheapkit’s role as a ‘corporate citizen’ given its international supply chain. (6 marks)
(ii) An explanation of ‘accountability’ and ‘fiduciary duty’ as used in the case, and a discussion of how these are relevant to Cheapkit using a shareholder or ‘pristine capitalist’ perspective. (6 marks)
(iii) A description of the basic framework of integrated reporting, and the potential benefits to Cheapkit’s different stakeholders, of reporting on different capital types. (8 marks)
Professional marks will be awarded in part (d) for clarity, tone, logical flow and persuasiveness of your statement. (4 marks)
