首页 > 财会类考试

题目内容（请给出正确答案）

[多选题]

A recent survey has revealed that the country with the shortest holidays and the long

est working hours in Europe is the UK. In the UK, a worker puts in over 43.6 hours a week on average - far higher than any other European country. The average in the European Union (EU) is around 40 hours a week. Astonishingly, in the UK, one in ten workers spends more than 61 hours a week at work. In addition, a British worker only has 20 days’ holiday a year.Interestingly, however, despite the fact that the British have the shortest holidays and the longest working hours in the EU, the UK's GDP per worker is one of the lowest in Europe. Mediterranean countries like Spain, Portugal, Greece and Italy have some of the longest holidays in Europe, ranging from 33 to 36 days. Although Austria has the longest holiday time of all in Europe (38 days on average), it has an above-average GDP per worker.

1. UK Workers have the shortest holidays () .A. in the world

B. in Europe

C. in western Europe

D. in the Mediterranean

2. On average workers in the UK puts in ()hours more than those in the European Union.A. 3.6 hours

B. 17.4 hours

C. 20 hours

D. 21 hours

3. In the UK, () works more than 61 hours a week.A. one in five

B. one in ten

C. one in 20

D. one in 40

4. The second paragraph mainly tells us that ().A. the British have the shortest holidays

B. the British have the longest holidays

C. the British have the longest working hours

D. the UK’s GDP per worker is one of the lowest in Europe

5. () has the longest holiday time of all in Europe.A. Spain

B. Portugal

C. Austria

D. Greece

查看答案

如果结果不匹配，请联系老师获取答案

您可能会需要：

重置密码查看订单联系客服

安装优题宝APP，拍照搜题省时又省心！

更多“A recent survey has revealed t…”相关的问题

第1题

3 Local neighbourhood shops are finding it increasingly difficult to compete with supermar

kets. However, three years

ago, the Perfect Shopper franchise group was launched that allowed these neighbourhood shops to join the group

and achieve cost savings on tinned and packaged goods, particularly groceries. Perfect Shopper purchases branded

goods in bulk from established food suppliers and stores them in large purpose-built warehouses, each designed to

serve a geographical region. When Perfect Shopper was established it decided that deliveries to these warehouses

should be made by the food suppliers or by haulage contractors working on behalf of these suppliers. Perfect Shopper

places orders with these suppliers and the supplier arranges the delivery to the warehouse. These arrangements are

still in place. Perfect Shopper has no branded goods of its own.

Facilities are available in each warehouse to re-package goods into smaller units, more suitable for the requirements

of the neighbourhood shop. These smaller units, typically containing 50–100 tins or packs, are usually small trays,

sealed with strong transparent polythene. Perfect Shopper delivers these to its neighbourhood shops using specialist

haulage contractors local to the regional warehouse. Perfect Shopper has negotiated significant discounts with

suppliers, part of which it passes on to its franchisees. A recent survey in a national grocery magazine showed that

franchisees saved an average of 10% on the prices they would have paid if they had purchased the products directly

from the manufacturer or from an intermediary – such as cash and carry wholesalers.

As well as offering savings due to bulk buying, Perfect Shopper also provides, as part of its franchise:

(i) Personalised promotional material. This usually covers specific promotions and is distributed locally, either using

specialist leaflet distributors or loosely inserted into local free papers or magazines.

(ii) Specialised signage for the shops to suggest the image of a national chain. The signs include the Perfect Shopper

slogan ‘the nation’s local’.

(iii) Specialist in-store display units for certain goods, again branded with the Perfect Shopper logo.

Perfect Shopper does not provide all of the goods required by a neighbourhood shop. Consequently, it is not an

exclusive franchise. Franchisees agree to purchase specific products through Perfect Shopper, but other goods, such

as vegetables, fruit, stationery and newspapers they source from elsewhere. Deliveries are made every two weeks to

franchisees using a standing order for products agreed between the franchisee and their Perfect Shopper sales

representative at a meeting they hold every three months. Variations to this order can be made by telephone, but only

if the order is increased. Downward variations are not allowed. Franchisees cannot reduce their standing order

requirements until the next meeting with their representative.

Perfect Shopper was initially very successful, but its success has been questioned by a recent independent report that

showed increasing discontent amongst franchisees. The following issues were documented.

(i) The need to continually review prices to compete with supermarkets

(ii) Low brand recognition of Perfect Shopper

(iii) Inflexible ordering and delivery system based around forecasts and restricted ability to vary orders (see above)

As a result of this survey, Perfect Shopper has decided to review its business model. Part of this review is to reexamine

the supply chain, to see if there are opportunities for addressing some of its problems.

Required:

(a) Describe the primary activities of the value chain of Perfect Shopper. (5 marks)

点击查看答案

第2题

Which of the following is an example of objectivewriting（）。

A.English should not be taught in class, because it isirrelevant to students' future jobs.

B.According to a recent survey from the Ministry ofEducation, there are more women than men enrolled incolleges.

C.I refuse to believe in the existence of crop circles.

D.Itis not a poem unless it is rhymed.

点击查看答案

第3题

Ergo city authority administers environmental, social care, housing and cultural services

to the city of Ergo. The city itself has many social problems and a recent report from the local government auditor criticised the Chief Executive Offi cer (CEO) for not spending enough time and money addressing the pressing housing problems of the city.

Since 1970 the authority has had its own internal Information Technology (IT) department. However, there has been increasing criticism of the cost and performance of this department. The CEO has commented that ‘we seem to expand the department to cope with special demands (such as the millennium bug) but the department never seems to shrink back to its original size when the need has passed’. Some employees are lost through natural wastage, but there have never been any redundancies in IT and the labour laws of the nation, and strong trade unions within the authority, make it diffi cult to make staff redundant.

In the last few years there has been an on-going dispute between managers in the IT department and managers in the fi nance function. The dispute started due to claims about the falsifi cation of expenses but has since escalated into a personal battle between the director of IT and the fi nance director. The CEO has had to intervene personally in this dispute and has spent many hours trying to reconcile the two sides. However, issues still remain and there is still tension between the managers of the two departments.

A recent internal human resources (HR) survey of the IT department found that, despite acknowledging that they received above average pay, employees were not very satisfi ed. The main complaints were about poor management, the ingratitude of user departments, (‘we are always being told that we are overheads, and are not core to the business of the authority’) and the absence of promotion opportunities within the department. The ingratitude of users is despite the IT department running a relatively fl exible approach to fulfi lling users’ needs. There is no cross-charging for IT services provided and changes to user requirements are accommodated right up to the release of the software. The director of IT is also critical of the staffi ng constraints imposed on him. He has recently tried to recruit specialists in web services and ‘cloud computing’ without any success. He also says that ‘there are probably other technologies that I have not even heard of that we should be exploring and exploiting’.

The CEO has been approached by a large established IT service company, ProTech, to form. a new company ProTech-Public that combines the public sector IT expertise of the authority with the commercial and IT knowledge of ProTech. The joint company will be a private limited company, owned 51% by ProTech and 49% by the city authority. All existing employees in the IT department and the IT technology of the city authority will be transferred to ProTech who will then enter into a 10 year outsourcing arrangement with the city authority. The CEO is very keen on the idea and he sees many other authorities following this route.

The only exception to this transfer of resources concerns the business analysts who are currently in the IT department. They will be retained by the authority and located in a new business analysis department reporting directly to the CEO.

The CEO has suggested that the business analysts have the brief to ‘deliver solutions that demonstrably offer benefi ts to the authority and to the people of the city, using information technology where appropriate’. They need to be ‘outward looking and not constrained by current processes and technology’. They will also be responsible for liaising between users and the newly outsourced IT company and, for the fi rst time, defi ning business cases with users.

In principle, the creation of the new company and the outsourcing deal has been agreed. One of the conditions of the contract, inserted by the fi nance director, is that the new company achieves CMMI level 5 within three years. The current IT department has been recently assessed as CMMI level 2. ProTech has recently been assessed at CMMI level 3.

Required:

(a) Evaluate the potential benefi ts to the city authority and its IT employees, of outsourcing IT to ProTech-Public. (12 marks)

(b) The role of the business analyst is currently being re-designed.

Analyse what new or enhanced competencies the business analysts will require to undertake their proposed new role in the city authority. (7 marks)

(c) Explain the principles of CMMI and the advantages to ProTech-Public of achieving CMMI level 5. (6 marks)

点击查看答案

第4题

•Read the following article about career development and the questions on the opposi

te page．

•For each question 15-20，mark one letter(A，B，C or D)on your Answer Sheet for the answer you choose．

How to get to the top

Marketing used to be the route to the chief executive's chair，but the world has changed．Now，says Monika Hamori．professor of human resources at Instituto de Empresa in Madrid，it is finance chiefs who are most likely to get the top job，though experience in opera-tions-running parts of the companyis also essential．CFO Magazine found in 2005 that onefifth of chief ex-ecutives in America were former chief financiaI officers，almost double the share of a decade earlier．The importance of quarterly financial reporting，and closer scrutiny since the imposition of the Sarbanesoxley corporategovernance act，have put CFOs in the limelightand given them the chance to shine．

Another factor in reaching the top is whether you stay with the company you joined as a youngster．Ms．Hamori's research looked at companies in the S&P 500 and the FTSEurofirst 300．She finds that‘lifers’get to the top in 22 years in America and 24 years in Europe：‘Hoppers’who jump between four or more companies，by contrast，take at least 26 years on average to become chief executives．Insiders get promotions that reflect their potential，because their bosses have enough information to be reasonably confident about their ability．When executives switch from one company to another，however，they tend to move less far up the hierarchy，the researchers found．

The time taken to reach the top is falling．The average time from first job to chief executive fell from 28 years in 1980 to 24 in 2001．Successful executives are spending less time than they used to in each intermediate joban average of four yearsand they fill five posts on the way up．down from six．One reason for this acceleration is that company hierarchies are flatter than they used to be．Another important shift is the advent of female chief executives． 1n 2001 women accounted for 11%of bosses at leading American companies．ac-cording to the Hamori/Cappelli survey；in the early 1980s there were none．

America is usually regarded as the home of raw capitalism．with youthful managers hopping from firm to firm and pushing their way to the top．But the HamorL/Cappelli study and another by Booz & Company，a consultancy，show that Europe is a more dynamic and harsher environ-menl than America or Japan for chief executives．For a start，European chief executives are younger，with an average age of 54．compared with over 56 in America．The Hamor/Cappelli study shows that 26%of American bos-ses were lifers，compared with only 18%in Europe．

The Europeans also have a harder time once they get to the top.Booz ＆ Company's annual survey of chiefexecutive succession shows that 17.6%of European bosses moved on last year．compared with 15%of Americans and 10%of Japanese．Chief executives．the survey found，last longer in America：the average tenure over the past decade was just over nine years．But in Europe the average tenure over the same period was less than seven years．

Moreover．a whopping 37%of changes at the top in Europe were more or less firings，according to Booz，compared with only 27%in America and 12%in Japan．Booz puts this down to the more recent tightening of corporate governance in Europe,Another Booz finding is common to both sides of the Atlantic：looking back over recent years，board disputes and power struggles lie behind a third of chiefexecutive firings．In short，shareholder activism is making its presence felt，putting pressure on bosses to perform．

What is true according to the first paragraph？

A．CFOs'hard work leads to their increasing chances of promotion．

B．CFOs usually have no experience in management．

C．Marketing directors no longer have the chance to get a top position．

D．Chief executives used to be promoted mainly from the marketing department．

点击查看答案

第5题

Agricultural production in that country has increased______in recent years.A．vastlyB．strik

Agricultural production in that country has increased______in recent years.

A．vastly

B．strikingly

C．considerably

D．extremely

点击查看答案

第6题

The recent increase in tourism has done less to improve the business of small retailers in

this area than we______predicted.

A．original

B．originally

C．originated

D．originality

点击查看答案

第7题

A new batch of young women—members of the so－called Millennial (千禧的) generation—has

A new batch of young women—members of the so－called Millennial （千禧的) generation—has

A new batch of young women—members of the so-called Millennial (千禧的) generation—has been entering the workforce for the past decade. At the starting line of their careers, they are better educated than their mothers and grandmothers had been—or than their young male counterparts are now. But when they look ahead, they see roadblocks to their success. They believe that women are paid less than men for doing the same job. They think it's easier for men to get top executive jobs than it is for them. And they assume that if and when they have children, it will be even harder for them to advance in their careers.

While the public sees greater workplace equality between men and women now than it did 20-30 years ago, most believe more change is needed. Among Millennial women, 75% say this country needs to continue making changes to achieve gender equality in the workplace, compared with 57% of Millennial men. Even so, relatively few young women (15%) say they have been discriminated against at work because of their gender.

As Millennial women come of age they share many of the same views and values about work as their male counterparts. They want jobs that provide security and flexibility, and they place relatively little importance on high pay. At the same time, however, young working women are less likely than men to aim at top management jobs: 34% say they're not interested in becoming a boss or top manager; only 24% of young men say the same. The gender gap on this question is even wider among working adults in their 30s and 40s, when many women face the trade-offs that go with work and motherhood.

These findings are based on a new Pew Research Center survey of 2,002 adults, including 810 Millennials (ages 18-32), conducted Oct. 7-27, 2013. The survey finds that, in spite of the dramatic gains women have made in educational attainment and labor force participation in recent decades, young women view this as a man's world—just as middle-aged and older women do.

86.What do we learn from the first paragraph about Millennial women starting their careers_______

A.They can get ahead only by striving harder.

B.They expect to succeed just like Millennial men.

C.They are generally quite optimistic about their future.

D.They are better educated than their male counterparts.

87.How do most Millennial women feel about their treatment in the workplace_____

A.They are the target of discrimination.

B.They find it satisfactory on the whole.

C.They think it needs further improving.

D.They find their complaints ignored.

88.What do Millennial women value most when coming of age_____

A.A sense of accomplishment.

B.Job stability and flebility.

C.Rewards and promotions.

D.Joy derived from work.

89.What are women in their 30s and 40s concerned about_____

A.The welfare of their children.

B.The narrowing of the gender gap.

C.The fulfillment of their dreams in life.

D.The balance between work and family.

90.What conclusion can be drawn about Millennial women from the 2013 survey_____

A.They still view this world as one dominated by males.

B.They account for half the workforce in the job market.

C.They see the world differently from older generations.

D.They do better in work than their male counterparts.

点击查看答案

第8题

There has been some _________ in recent years about whether city families should be al

lowed to have a second child.

A.contempt

B.correspondence

C.capacity

D.controversy

点击查看答案

第9题

Passage OneThe Urbanization — migration away from the suburbs to the city center — will be

Passage One

The Urbanization — migration away from the suburbs to the city center — will be the biggest real estate trend in 2015, according to a new report.

The report says America’s urbanization will continue to be the most significant issue affecting the industry, as cities across the country imitate the walkability and transit-oriented development making cities like New York and San Francisco so successful.

As smaller cities copy the model of these “24-hour cities，”tfiore affordable versions of these places will be created. The report refers to this as the coming of the “18-hour city，”，and uses the term to refer to cities like Houston, Austin, Charlotte, and Nashville, which are “positioning themselves as highly competitive, in terms of livability, employment offerings, and recreational and cultural facilities.”

Another trend that looks significant in 2015 is that America’s largest population group, Millennials (千禧一代)，will continue to put off buying a house. Apartments will retain their appeal for a while for Millennials, haunted by what happened to home-owning parents.

This trend will continue into the 2020s, the report projects. After that, survey respondents disagree over whether this generation will follow in their parents，footsteps, moving to the suburbs to raise families, or will choose to remain in the city center.

Another issue affecting real estate in the coming year will be America’s failing infrastructure. Most roads, bridges, transit, water systems, the electric grid, and communications networks were installed 50 to 100 years ago, and they are largely taken for granted until they fail.

The report’s writers state that America’s failure to invest in infrastructure impacts not only the health of the real-estate market, but also our ability to remain globally competitive.

Apart from the specific trends highlighted above, which cause some investors to worry, the report portrays an overall optimism borne by the recent healthy real-estate “upcycle” and improving economy. Seventy-four percent of the respondents surveyed report a “good to excellent” expectation of real-estate profitability in 2015. While excessive optimism can promote bad investment patterns, resulting in a real- estate “bubble,” the report’s writers downplay that potential outcome in that it has not yet occurred.

According to the new report, real estate development in 2015 will witness_______ .

A.an accelerating speed

B.a shift to city centers

C.a new focus on small cities

D.an ever-increasing demand

Why are Millennials reluctant to buy a house？A.They can only afford small apartments

B.The house prices are currently too high

C.Their parents' bad experience still haunts them

D.They feel attached to the suburban environment

What characterizes “24-hour cities” like New York？A.People can live without private cars

B.People are generally more competitive

C.People can enjoy services around the clock

D.People are in harmony with the environment

What might hinder real estate development in the U.S.？A.The continuing economic recession in the country

B.The lack of confidence on the part of investors

C.The fierce global competition

D.The worsening infrastructure

How do most of the respondents in the survey feel about the U.S. real-estate market in 2015？A.Pessimistic

B.Hopeful

C.Cautious

D.Uncertain

请帮忙给出每个问题的正确答案和分析，谢谢！

点击查看答案

第10题

The author's view on the historical development of toys is ______.A．the craftsmanship in t

The author's view on the historical development of toys is ______.

A．the craftsmanship in toy - making has remained essentially unchanged

B．toys have remained basically the same all through the centuries

C．the toy industry has witnessed great leaps in technology in recent years

D．toys are playing an increasingly important role in shaping a child's character

点击查看答案

版权所有 ©2024

违法和不良信息举报电话：400-118-7898

举报/反馈/投诉邮箱：deng＃ujigu.com（请将＃替换成@）