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There is nobody here in the office-they have all gone home.
A.can
B.must
C.should
D.would
答案
更多“There is nobody here in the office-they have all gone home.A.canB.mustC.shouldD.would”相关的问题
第1题
There is nobody here in the office—they______have all gone home
A.must
B.can
C.Would
D.should
第2题
(46)
A．looking for
B．and looked
C．look for
D．looked
第3题
阅读理解：阅读下面的短文，根据文章内容进行判断，正确写“T”错误写“F”。
Read the text and decide whether the following statements are true (T) or false (F).
INTRODUCE YOURSELF ON THE FIRST DAY OF WORK
How to introduce yourself on the first day of work？If you are looking for some ideas, here are some tips for you.
Don't be afraid to ask a lot of questions. You're new and it's better to do something right the first time than have to do it again. Nobody expects you to know everything.
Smile a lot and be as friendly as possible to everyone you meet –no matter what their position is or how important they are! Use your lunch hours to get together with your co-workers. Get to know them and their interests.
Pay attention to the rumours, but don't join them. You don't want to be thought as a gossip.
Don't complain about your boss, any co-workers, or the job you did before. Continue to arrive early and don't rush out of the door at the end of the day.
Keep a positive attitude and an open mind. Your life has changed and you will get used to it.
1. Nobody expects you to know everything on the first day at work.{T、F}
2. You're new, so you shouldn't ask any questions.{T、F}
3. You should be friendly to both your co-workers and the leaders.{T、F}
4. It's not polite to learn about the interests of your co-workers.{T、F}
5. You can leave your office as quickly as you can at the end of the day.{T、F}
第4题
A reporter who has visited plants throughout Europe has an impression that the pace of work is much slower here. Nobody tries too hard. Tea breaks do matter and are frequent. It is hard to measure intensity of work, but Britons give a distinct impression of going at their tasks in a more leisurely way.
But is all this so terrible？ It certainly does not improve the gross national product or output per worker. Those observant visitors, however, have noticed something else about Britain. It is a pleasant place.
Street crowds in Stockholm. Paris and New York move quickly and silently heads down, all in a hurry. London crowds tend to walk at an easy pace (except in the profitable, efficient City, the financial district).
Every stranger is struck by the patient and orderly way in which Britons queue for a bus: if the saleswoman is slow and out of stock she will likely say, ‘oh dear, what a pity’; the rubbish collectors stop to chat (聊天) and call the housewives “Luv.” Crime rises here as in every city but there still remains a gentle tone and temper that is unmatched in Berlin, Milan or Detroit.
In short, what is wrong with Britain may also be what is right. Having reached a tolerable standard, Britons appear to be choosing leisure over goods.
第36题：What happens when disputes over job opportunities arise among British unions？
A) Thirty three per cent of the workers will be out of work.
B) More people will be employed than necessary.
C) More jobs will be created by the government.
D) The unions will try to increase productivity.
第6题
Nobody but a young woman__________ the airplane crash．
A.endure
B.rejected
C.survived
D.lived
第8题
Introduction
The following is an interview with Mick Kazinski, a senior marketing executive with Bridge Co, a Deeland-based construction company. It concerns their purchase of Custcare, a Customer Relationship Management (CRM) software package written by the Custcare Corporation, a software company based in Solland, a country some 4,000 km away from Deeland. The interview was originally published in the Management Experiences magazine.
Interviewer: Thanks for talking to us today Mick. Can you tell us how Bridge Co came to choose the Custcare software package？
Mick: Well, we didn’t choose it really. Teri Porter had just joined the company as sales and marketing director. She had recently implemented the Custcare package at her previous company and she was very enthusiastic about it. When she found out that we did not have a CRM package at Bridge Co, she suggested that we should also buy the Custcare package as she felt that our requirements were very similar to those of her previous company. We told her that any purchase would have to go through our capex (capital expenditure) system as the package cost over $20,000. Here at Bridge Co, all capex applications have to be accompanied by a formal business case and an Invitation to Tender (ITT) has to be sent out to at least three potential suppliers. However, Teri is a very clever lady. She managed to do a deal with Custcare and they agreed to supply the package at a cost of $19,995, just under the capex threshold. Teri had to cut a few things out. For example, we declined the training courses (Teri said the package was an easy one to use and she would show us how to use it) and also we opted for the lowest level of support, something we later came to regret. Overall, we were happy. We knew that Custcare was a popular and successful CRM package.
Interviewer: So, did you have a demonstration of the software before you bought it？
Mick: Oh yes, and everyone was very impressed. It seemed to do all the things we would ever want it to do and, in fact, it gave us some ideas about possibilities that we would never have thought of. Also, by then, it was clear that our internal IT department could not provide us with a bespoke solution. Teri had spoken to them informally and she was told that they could not even look at our requirements for 18 months. In contrast, we could be up and running with the Custcare package within three months. Also, IT quoted an internal transfer cost of $18,000 for just defining our requirements. This was almost as much as we were paying for the whole software solution!
Interviewer: When did things begin to go wrong？
Mick: Well, the implementation was not straightforward. We needed to migrate some data from our current established systems and we had no-one who could do it. We tried to recruit some local technical experts, but Custcare pointed out that we had signed their standard contract which only permitted Custcare consultants to work on such tasks. We had not realised this, as nobody had read the contract carefully. In the end, we had to give in and it cost us $10,000 in fees to migrate the data from some of our internal systems to the new package. Teri managed to get the money out of the operational budget, but we weren’t happy.
We then tried to share data between the Custcare software and our existing order processing system. We thought this would be easy, but apparently the file formats are incompatible. Thus we have to enter customer information into two systems and we are unable to exploit the customer order analysis facility of the Custcare CRM.
Finally, although we were happy with the functionality and reliability of the Custcare software, it works very slowly. This is really very disappointing. Some reports and queries have to be aborted because the software appears to have hung. The software worked very quickly in the demonstration, but it is painfully slow now that it is installed on our IT platform.
Interviewer: What is the current situation？
Mick: Well, we are all a bit deflated and disappointed in the package. The software seems reasonable enough, but its poor performance and our inability to interface it to the order processing system have reduced users’ confidence in the system. Because users have not been adequately trained, we have had to phone Custcare’s support desk more than we should. However, as I said before, we took the cheapest option. This is for a help line to be available from 8.00 hrs to 17.00 hrs Solland time. As you know, Solland is in a completely different time zone and so we have had to stay behind at work and contact them in the late evening. Again, nobody had closely read the terms of the contract. We have taken legal advice, but we have also found that, for dispute resolution, the contract uses the commercial contract laws of Solland. Nobody in Bridge Co knows what these are! Our solicitor said that we should have asked for this specification to be changed when the contract was drawn up. I just wish we had chosen a product produced by a company here in Deeland. It would have made it much easier to resolve issues and disputes.
Interviewer: What does Teri think？
Mick: Not a lot! She has left us to rejoin her old company in a more senior position. The board did ask her to justify her purchase of the Custcare CRM package, but I don’t think she ever did. I am not sure that she could!
Required:
(a) Suggest a process for evaluating, selecting and implementing a software package solution and explain how this process would have prevented the problems experienced at Bridge Co in the Custcare CRM application. (15 marks)
(b) The CEO of Bridge Co now questions whether buying a software package was the wrong approach to meeting the CRM requirements at Bridge Co. He wonders whether they should have commissioned a bespoke software system instead.
Explain, with reference to the CRM project at Bridge Co, the advantages of adopting a software package approach to fulfilling business system requirements compared with a bespoke software solution. (10 marks)
第10题
He behaves in a strange manner, and nobody can ______ this.
A．account for
B．care for
C．allow for
D．call for
