中国建设银行招聘测验模拟试题英语部分.docx
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中国建设银行招聘测验模拟试题英语部分
中国建设银行招聘测验模拟试题英语部分
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中国建设银行招聘考试模拟试题英语部分
第三部分 英语部分
Passage 1
Over the past decade, American companies have tried hard to find ways to discourage senior from feathering their own nests at the expense of their shareholders. The three most popular reforms have been recruiting more outside directors in order to make boards more independent, linking bosses’pay to various performance measures, and giving bosses share options, so that they have the same long-term interests as their shareholders.
These reforms have been widely adopted by American’s larger companies, and surveys suggest that many more companies are thinking of following their lead. But have they done any good?
Three papers presented at the annual meeting of the Academy of Management in Boston this week suggest not. As is usually the case with boardroom tinkering, the consequences have differed from those intended.
Start with those independent boards. On the face of it, dismissing the boss’s friends from the board and replacing them with outsiders looks a perfect way to make senior managers more accountable. But that is not the conclusion of a study by Professor James Westphal. Instead, he found that bosses with a boardroom full of outsides spend much of their time building alliances, doing personal favors and generally pleasing the outsiders.
All too often, these seductions succeed. Mr.Westphal found that, to a remarkable degree, “independent” boards pursue strategies that are likely to favor senior managers rather than shareholders. Such companies diversify their business, increase the pay of executives and weaken the link between pay and performance.
To assess the impact of performance related pay, Mr.Westphal asked the bosses of 103 companies with sales of over $1 billion what measurements were used to determine their pay. The measurements varied widely, ranging from sales to earnings per share. But the researcher’s big discovery was that bosses attend to measures that affect their own incomes and ignore or play down other factors that affect a company’s overall success.
In short, bosses are quick to turn every imaginable system of corporate government to their advantage—which is probably why they are the people who are put in charge of things. Here is a paradox for the management theorists:
any boss who cannot beat a system designed to keep him under control is probably not worth having.
1. What is the purpose of the large companies in recruiting outsiders and putting them on the board of directors?
A） To diversify the business of the corporation.
B） To enhance the cooperation between the senior managers and the board directors.
C） To introduce effective reforms in business management.
D） To protect the interests of the shareholders.
2. What does Professor James Westphal’s study suggest?
A） Boardroom reforms have failed to achieve the desired result.
B） Outside board directors tend to be more independent.
C） With a boardroom full of outsiders, senior managers work more conscientiously.
D） Cooperation between senior managers and board directors suffered from the reforms.
3. The word “seduction”（Line 1,Para.4） probably means “ ”.
A） efforts to conquer
B） attempts to win over
C） endeavors to increase profits
D） exertions to understand
4. Which of the following statements is true?
A） Corporate executives in general are worth the high pay they receive.
B） The income of corporate executives is proportional to the growth of corporate profits.
C） Corporate executives tend to take advantage of their position to enrich themselves.
D） The performance of corporate executives affects their own interests more than those of the shareholders.
5. How does the author feel about the efforts to control senior executives?
A） Doubtful. B） Optimistic. C） Positive. D） Approving.
Passage 2
U.S. college students are increasingly burdened with credit card debt, according to a study released Tuesday, and the consequences can be serious--ranging from higher drop-out rates to future employment problems and even suicide.
Based on hundreds of face-to-face interviews and surveys with students, sociologist Robert Manning of Georgetown University concluded both the number with credit card debt and their indebtedness had been "systematically underreported" in previous studies which failed to reflect the "survival strategies" many used to cope with their debts. These included the use of federal student loans to pay off credit cards, effectively shifting the debt, appeals to parents for loans, cutting back on course work to increase time at paid jobs, or even dropping out altogether to work full time. "Official dropout rates include growing numbers of students who are unable to cope with the stress of their debts and/or part time jobs for servicing their credit cards," the study said.
Even then, debts can haunt students. "Student credit card debts are increasingly scrutinized during the recruitment process and may be an important factor in evaluating prospective. employee," it noted. And the stress can also manifest in far more tragic ways. Janne O'Donnell's 2g-year-old son, a junior at the University of Oklahoma, committed O'Donnell and Manning agreed students should bear some responsibility for reckless use of credit, but said credit card companies also had to be held accountable for making it so easy for them to get into debt. Manning said one of the most disturbing aspects of the student credit card issue was "the seduction of college and university administrators by the credit card industry." Card issuers were sponsoring school programs, funding activities and even entering into business partnerships with schools involving college-branded "affinity" cards, he said. "As a result, rather than protecting the economic and educational interests of their students, college administrators are playing an active and often disingenuous role in promoting the prominence of credit cards in collegiate life."
1. Which is NOT one of the strategies American students may use to deal with their credit card debt?
A） Use federal student loans.
B） Seek part-time jobs to get money.
C） Promote the prominence of credit cards.
D） Ask parents to help them pay the debt.
2. Which may NOT be the consequence of students' credit card debt?
A） High drop-out rates.
B） Enter into business partnerships with schools.
C） Commit suicide.
D） Future employment problems.
3. Who should be least criticized for negative consequences of students' credit card debt according to the passage?
A） Parents.
B） Students themselves.
C） College and university administrators.
D） Credit card issuers.
4. The main idea of this passage is ______.
A） negative consequences of students' using credit card
B） college administrators are playing their proper roles in promoting credit cards
C） card issuers or college administrators promoted credit card
D） reasons for high drop-out rates in universities
5. We can infer from the passage that ______.
A） students should not have part-time jobs
B） credit cards should not be used
C） if there is no credit card, college students may not commit suicide
D） college students should learn to wisely manage their personal finances
Passage 3
In the first year or so of Web business, most of the action has revolved around efforts to tap the consumer market. More recently, as the Web proved to be more than a fashion, companies have started to buy and sell products and services with one another. Such business-to-business sales make sense because businesspeople typically know what product they're looking for.
However, many companies still hesitate to use the Web because of doubts about its reliability. "Businesses need to feel they can trust the pathway between them and the supplier," says senior analyst Blane Erwin of Forrester Research. Some companies are limiting the risk by conducting online transactions only with established business partners.
Another major shift in the model for Internet commerce concerns the technology available for marketing. Until recently, Internet marketing activltie8 have focused on strategies to "pull" customers into sites. In the past year, however, software companies have developed tools that allow companies to "push" information directly out to customers, transmitting marketing messages directly to targeted customers. Most notably, the Point cast Network uses a screen saver to deliver a continually updated stream of news and advertisements to subscribers' computer monitors. Subscribers can customize the information they want to receive and proceed directly to a company's Web site. Companies such as Virtual Vineyards are already starting to use similar technologies to push messages to customers about special sales, product offering, or other events. But push technology has earned the contempt of many Web users. Inline culture thinks highly of the notion that the information flowing onto the screen comes there by specific request. Once commercial promotion begins to fill the screen uninvited, the distinction between the Web and television fades.
But it is hardly inevitable that companies on the Web will need to resort to push strategies to make money. The examples of Virtual Vineyards, Amazon:
com and other pioneers show that a Web site selling the right kind of products with the right mix of interactivity, hospitality, and security will attract online customers. And the cost of computing power continues to fall, which is a good sign for any enterprise setting up shop in silicon. People looking back 5 or 10 years from now may well wonder why so few companies took the online plunge.
1. We learn from the beginning of the text that Web business
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