题目内容
Power seekers strive hard to 【C5】______ positions where they can 【C6】______ authority 【C7】______ large numbers of people.
Individual performers who lack this 【C8】______ are not likely to 【C9】______ far up the managerial ladder. They usually scorn company politics and 【C10】______ their energies to other types of activities. The power 【C11】______ is part of management, and it is played best by those who enjoy it 【C12】______ .
One of the least rational 【C13】______ of business organizations is that of 【C14】______ managers who have a 【C15】______ need to exercise authority, and then teaching them that authoritative 【C16】______ are wrong and that they should be consultative or participative. It is a serious mistake to teach managers that they should 【C17】______ styles that are inconsistent 【C18】______ their unique personalities. Yet this is precisely what a large number of business organizations are doing; and it explains, 【C19】______, why their management development programs are not 【C20】______ .
【C1】
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A．She'd like to take more responsibility.B．She'd like to pass the customer on to her b
W: Fine.
M: How do you feel about your work in your first full year in the company？
W: Well, the job is exactly as it was advertised in the paper, so there have been no surprises. I like dealing with customers and 1 don't mind answering the phones and preparing invoices. Sometimes it's a bit boring to type long price lists, but someone has to do it.
M: That's true. Does anything make your job difficult？
W: The computer. To begin with, I was slow because I didn't know the program, but now I get annoyed when the computer just stops working for no reason. I think the computers are too old for our software and we need some new machines.
M: Is there anything else you would like to change？
W: Let me see. I'd like the manager to issue credit notes without having to ask you first. You're often away on business and sometimes customers ring up with a complaint. And if we can't contact you, then we can't deal with the complaint properly.
M: Yes, but some of our customers always find something wrong and try to get a credit note with every order. You can't believe everything they say. What about your objectives for the future？
W: Well, I need to get to know the customers better and try to make fewer mistakes. But I think the most important thing is to broaden my product knowledge, so I can help when customers make enquiries.
M: Don't worry, you'll learn all that in time.
(27)
Wal-Mart Tries to Find Its Customer
For all its success in the United States--and there is plenty of it--Wal-Mart Stores is still struggling to figure out its performance at home, where sales growth at individual stores has dropped, its customers routinely flirt with rivals like Target for clothing and its advertising has often failed to inspire.
The retailer's plans to fix the problems became clearer yesterday, when Wal-Mart executives pledged to remodel (装饰) nearly half of its United States stores over the next 18 months, beef up its marketing division and expand a bold line of clothing across much of the chain.
The changes, explained in Wal-Mart's fourth-quarter earnings announcement yesterday, threw a spotlight on the increasingly important role of one man: Eduardo Castro-Wright, the new chief of Wal-Mart's United States stores. Mr. Castro-Wright is a popular figure in the company because of his success in transforming the retailer's Mexican division into one of its most profitable units.
Mr. Castro-Wright, 51, has proved to be an aggressive innovator, overseeing a change in regional store management that will put more supervisors in the field rather than in the company's hometown of Bentonville, Ark., and encouraging experimentation, like a new pharmacy station that brings customers closer to pharmacists.
"Clearly, Wal-Mart's fortunes over the next 12 to 18 months counts on the quality of the job that Eduardo Castro-Wright does," said Robert F. Buchanan, a retail analyst at A. G. Edwards ＆ Sons. "He is the man on the hot seat."
Bill Dreher, a retail analyst at Deutsche Bank Securities, called Mr. Castro-Wright a rising star and a very strong candidate to succeed the chief executive, H. Lee Scott Jr., providing that he can fix what analysts say is broken in the United States--namely a shopping experience that Wal-Mart executives concede has become inconsistent and, at times, unpleasant because of cluttered aisles and outdated decoration.
Sales at Wal-Mart stores open for at least a year grew, on average, 3.6 percent a month in fiscal(财政的)year 2005, compared with a 5.8 percent gain for Target, according to the International Council of Shopping Centers, a trade group.
And as yesterday's earnings--or perhaps more accurately, investors' reactions--showed, managing Wal-Mart is no simple task. Profit rose 13 percent in the quarter, but Wal-Mart, the nation's largest retailer, predicted that full-year earnings would fall below Wall Street's expectations.
As a result, Wal-Mart's shares fell as much as 1.5 percent in morning trading. Shares closed down 36 cents, or less than 1 percent, at ＄45.74.
Wal-Mart said it was optimistic about 2006 despite' the financial burdens--among them higher energy prices--facing its predominantly working-class shoppers.
The company forecast full-year earnings yesterday of ＄2.88 to ＄2.95 a share, compared with analysts' estimates of ＄2.98. Wal-Mart pointed out that the Wall Street estimates did not reflect higher interest costs and share repurchases.
Mr. Scott said the retailer finished strong in its fourth quarter, which ended Jan. 31. Net income rose to ＄3.6 billion, or 86 cents a share, for the quarter, from ＄3.2 billion, or 75 cents a share, a year ago. Sales increased 8.6 percent, to ＄89 billion from ＄82 billion, but overall revenue of ＄90.1 billion was below analysts' estimates.
In a conference call this morning, Mr. Castro-Wright outlined his plan to improve the uneven shopping experience at Wal-Mart's American stores, which accounted for 67 percent of the company's ＄312 billion in annual sales last year.
Perhaps the most ambitious part of the plan is the proposed renovation of 1,800 stores over the next 18 months. The remodeling is intended to bring the chain's oldest outlets in line wi
听力原文：M: What are you doing？
W: We are protesting against the odor that has been coming from your factory.
M: You don't have to do this. Why didn't you just call me and arrange an appointment？ I'm very open to any suggestions you might have.
W: We've been trying to make an appointment with you but it seems that you have just been too busy to receive our calls. We thought this was the best way to catch your attention.
M: Well, there must have been some misunderstanding. It's the policy of our company to give priority to complaints from the public.
W: Well, what arc you going to do about it？
M: Come inside and I'm sure we can settle this in a less confrontational manner.
W: OK.
M: Now, what is the problem？
W: You have to do something about the smell coming out from your factory. You don't live in this area so you don't know how bad the smell is.
M: Well. I'll tell my people to look into the matter and see what can be done. In the meantime, I'm requesting you to remove the signs you've posted outside.
W: How long do we have to wait for an answer？
M: You'll know something this weekend.
W: You'd better solve it as soon as possible. If your reply is not satisfactory, we'll go on with our protest.
M: Very well. Here's my calling card. If you are not satisfied, you can give me a call. I'll tell my secretary to keep the lines open for your call.
W: Alright.
(20)
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