题目内容
（请给出正确答案）
[单选题]
We were completely（）by the final result.
A.estimated
B.estimating
C.overwhelmed
D.overwhelming
答案
查看答案
重要提示：请勿将账号共享给其他人使用，违者账号将被封禁！
查看《购买须知》>>>
请输入或粘贴题目内容
搜题
拍照、语音搜题，请扫码下载APP
题目内容
（请给出正确答案）
A.estimated
B.estimating
C.overwhelmed
D.overwhelming
答案
更多“We were completely（）by the final result.”相关的问题
第1题
After the World war II (27) in 1945, some Americans felt VOA's (28) had to be changed, (29) the Soviet Union (苏联)became the enemy of America. They wanted to reach Soviet listeners. Then VOA began broadcasting in Russian.
In the early years VOA began (30) something new to its broadcast that was (31) "Music USA" , Another new idea came (32) in 1959. VOA knew that many listeners did not know (33) English to completely understand its normal English broadcast. So VOA (34) a simpler kind of English, which uses about 1,500 words and is spoken (35) ,of course, it is Special English.
21.
A. business
B. culture
C. support
D. information.
第2题
根据以下材料回答第 21～30 题：
I can clearly remember the first time I met Mr. Andrews, my old headmaster, （21） that was over twenty years ago . During the war ,I was at school in the north of England . As soon as it ended, my family returned to London. There were not enough schools left for children to go to and my father had to go from one school to another, asking them to （22） me as a pupil . I used to go with him but he had such a （23） time trying to persuade people even to see him that I seldom had to do any tests. We had been to all the schools near where we lived ,but the more （24） my father argued ,the more it became. In the end ,we went to a school about five miles away from home. The headmaster kept us waiting for （25） an hour. While we were waiting , I （26） around at the school building ,which was one of those old Victorian structures, completely out of date but still standing. I could hear the boys playing in the playground outside when the headmaster’s secretary finally （27） us into his office. Mr. Andrews spoke to me first ,“Why do you want to come here ？” he asked. I had been thinking of saying something about studying but couldn’t （28） remembering the boys outside .“I don’t know anyone in London, ” I said . “I like to play with the other boys. I like to read a lot of books too,” I （29） . “All right ,”Mr. Andrews said . “We have one place （30） ,in face.”
My two years at that school were among the happiest of my life.
第 21 题 填入（21）处的最佳答案是（）。
A．if
B．despite
C．although
D．since
第3题
In my family it was always important to place blame when anything bad happened. But the Whites didn't worry about who had done what. Mr. and Mrs. White had six children: three sons and three daughters.
In July, the White sisters and I decided to take a car trip to New York. The two oldest, Sarah and Jane, were college students, and the youngest, Amy had recently got a driver' s license, and was excited about practicing her driving on the trip.
The big sisters let Amy take over. She came to an intersection with a stop sign, but Amy continued without stopping. The driver of a large truck, crashed into our car.
Jane was killed instantly.
When Mr. and Mrs. White arrived at the hospital, they hugged us all.
To both of their daughters, and especially to Amy, over and over they simply said, "We' re so glad that you're alive."
I was astonished. No blame.
Later, I asked the Whites why they never talked about the fact that Amy was driving and had run a stop sign.
Mrs. White said, "Jane's gone, and nothing we say or do will bring her back. But Amy has her whole life ahead of her. How can she lead a full and happy life if she feels we blame her for her sister' s death？"
They were right. Amy graduated from college and got married several years ago, She works as a teacher of learning-disabled students. She' s also a mother of two little girls of her own, the oldest named Jane.
The writer of the article is ______ .
A．Mrs. White's niece
B．the Whites' cousin
C．Sarah' s friend at college
D．Jane' s friend at school
第4题
There are some good ideas to reduce the use of private cars. In 1989, for example, the authorities in Rome began an interesting experiment: passengers on the city buses did not have to pay for their tickets.
In Stockholm there was another experiment: people paid very little for a season ticket to travel on any bus, trolley bus, train or tram in all the city.
In many cities now some streets are closed to vehicles, and pedestrians are safe there.
In London there is another experiment: part of the street is for buses only, so the buses can travel fast. There are no cars or taxies in front of them.
What the writer worries about in a big city is ______.
A．the number of traffic lights
B．the shortage of buses
C．the lack of motorways
D．the traffic congestion
第5题
A．broke off
B．broke out
C．broke down
D．broke up
第6题
Most people believe that they are a reasonable judge of character and trust their instinctive feelings.We might use some kind of test to aid the selection process, but we usually pick a candidate who interviews well, has good qualifications and an impressive work record.
But suppose the candidate lies or is less than completely honest.“This can be a serious problem for employers,” explains Alan Conrad, Chief Executive at Optimus Recruitment.“The most difficult liars to find are those who tell halftruths rather than complete lies.” Research shows that up to 75 percent of resumes are inaccurate on purpose.The most common practice is omission.
Interviewer should therefore concentrate on areas of uncertainty such as gaps between periods of employment and job descriptions that seem strange.“Focusing on these areas will force candidates to tell the truth or become increasingly dishonest.This is usually when people show their anxiety by their body language.Sweat on the upper lip, false smiles and nervous hand movements all indicate discomfort.”
Conrad does not suggest an aggressive policystyle. interview technique, but insists that close inspection of a resume is absolutely essential.Only by asking the right questions can you confirm the suitability of the candidate or put pressure on those who are being less than completely honest.
1.The best title of this passage can be ______.
A.Disadvantages of Job Interviews
B.Advantages of Job Interviews
C.How to Catch Out the Dishonest Candidate
D.How to Find a Job by Tricks
2.The liars hard to recognize are those who tell ______.
A.partial truths
B.mainly truths
C.complete truths
D.complete lies
3.How were the job applicants able to lie without being detected？
A.By using their body language
B.By telling some unbelievable lies
C.By leaving out some necessary information
D.By providing more information than needed
4.In order to pick up a qualified and an honest candidate, Conrad suggests that we ______.
A.correct the resumes intentionally
B.compare one’s resume with others
C.examine the resumes carefully
D.inspect the candidates aggressively
5.What is the author’s attitude towards job interviews？
A.Suspicious
B.Credulous
C.Most objective
D.Too subjective
第7题
In what way did the writer find the White family completely different from her own？
A．Her parents were not as loving as the Whites.
B．Hers were very strict parents while the Whites were too kind.
C．When something went wrong the Whites didn' t blame their children for it.
D．When aomething had happened, her parents wanted the children to learn a lesson.
第8题
ke is not only a way of greeting; it can also show your personality. Since we all want to set a good first impression, it is important to know the right shaking hands manners.
Stand up and maintain eye contact while shaking hands. If you are seated when someone comes for a handshake, stand up and shake his or her hand. It is impolite to be still seated. Keep right distance between the two of you; not too close, but enough distance to shake your hands well. Keeping eye contact makes the other person feel welcome and comfortable.
Keep a handshake brief and firm. You let go of each other's hand after 2-3 seconds. Make sure your handshake ends before your conversation does. One's handshake should show a feeling of strength and warmth. The hand should be firm and not lifeless like seaweed. Then, how firm should a handshake be？ Just grasp the person's hand completely and do not press it too hard.
1.Which of the following statements about the significance of handshakes is not true？()
A.Handshakes are just a gesture of greeting
B.Handshakes are more than a way of greeting
C.Handshakes can show our personality
2.If you are seated when someone comes for a handshake, you should().
A.stand up and shake his or her hand
B.keep seated and shake his or her hand
C.bow and say hello to him or her
3.Keeping eye contact while shaking hands makes, the other person feel ().
A.nervous
B.comfortable
C.afraid
4.How long does a handshake usually last？()
A.As long as the conversation lasts
B.5 minutes
C.23 seconds
5.Which of the following words can best describe a proper handshake？()
A.brief and strong
B.brief and firm
C.brief and soft
第9题
This information was taken from an internal newsletter of The Knowledge Partnership LLP (TKP), a company which offers project and software consultancy work for clients based in Zeeland. The newsletter was dated 2 November 2014 and describes two projects currently being undertaken by the partnership.
Project One
In this project, one of our clients was just about to place a contract for a time recording system to help them monitor and estimate construction contracts when we were called in by the Finance Director. He was concerned about the company supplying the software package. ‘They only have an annual revenue of $5m’, he said, ‘and that worries me.’ TKP analysed software companies operating in Zeeland. It found that 200 software companies were registered in Zeeland with annual revenues of between $3m and $10m. Of these, 20 went out of business last year. This compared to a 1% failure rate for software companies with revenues of more than $100m per year. We presented this information to the client and suggested that this could cause a short-term support problem. The client immediately re-opened the procurement process. Eventually they bought a solution from a much larger well-known software supplier. It is a popular software solution, used in many larger companies.
The client has now asked us to help with the implementation of the package. A budget for the project has been agreed and has been documented in an agreed, signed-off, business case. The client has a policy of never re-visiting its business cases once they have been accepted; they see this as essential for effective cost control. We are currently working with the primary users of the software – account managers (using time and cost data to monitor contracts) and the project support office (using time and cost data to improve contract estimating) – to ensure that they can use the software effectively when it is implemented. We have also given ‘drop in’ briefing sessions for the client’s employees who are entering the time and cost data analysed by the software. They already record this information on a legacy system and so all they will see is a bright new user interface, but we need to keep them informed about our implementation. We are also looking at data migration from the current legacy system. We think some of the current data might be of poor quality, so we have established a strategy for data cleansing (through offshore data input) if this problem materialises. We currently estimate that the project will go live in May 2015.
Project Two
In this project, the client is the developer of the iProjector, a tiny phone-size projector which is portable, easy to use and offers high definition projection. The client was concerned that their product is completely dependent on a specialist image-enhancing chip designed and produced by a small start-up technology company. They asked TKP to investigate this company. We confirmed their fears. The company has been trading for less than three years and it has a very inexperienced management team. We suggested that the client should establish an escrow agreement for design details of the chip and suggested a suitable third party to hold this agreement. We also suggested that significant stocks of the chip should be maintained. The client also asked TKP to look at establishing patents for the iProjector throughout the world. Again, using our customer contacts, we put them in touch with a company which specialises in this. We are currently engaged with the client in examining the risk that a major telephone producer will launch a competitive product with functionality and features similar to the iProjector.
The iProjector is due to be launched on 1 May 2015 and we have been engaged to give advice on the launch of the product. The launch has been heavily publicised, a prestigious venue booked and over 400 attendees are expected. TKP have arranged for many newspaper journalists to attend. The product is not quite finished, so although orders will be taken at the launch, the product is not expected to ship until June 2015.
Further information:
TKP only undertakes projects in the business culture which it understands and where it feels comfortable. Consequently, it does not undertake assignments outside Zeeland.
TKP has $10,000,000 of consultant’s liability insurance underwritten by Zeeland Insurance Group (ZIG).
Required:
(a) Analyse how TKP itself and the two projects described in the scenario demonstrate the principles of effective risk management. (15 marks)
(b) Describe the principle of the triple constraint (scope, time and cost) on projects and discuss its implications in the two projects described in the scenario. (10 marks)
第10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11题
We were completely______when we finally reached the destination.
A．worn off
B．worn down
C．worn out
D．worn away
