问答题

听力原文: Over the past decade, the environmental movement has exploded onto the minds of mainstream consumers, a fact not lost on marketers and advertisers. Green advertising started in the mid-1980s when issues of the environment muscled their way to the forefront of marketing. Advertisers saw the consumer desire for environmentally safe products and tried to meet the demand as quickly as possible. Not surprisingly, this first wave suffered from rough and poorly conceived marketing efforts. Many advertisers embraced a genuine concern for the environment. But consumers realized that some companies made false claims and exploited the movement, using such ambiguous terms as 'environmentally friendly' and 'green'. Consumers grew wary of environmental appeals, and advertisers reacted by reducing its emphasis. In 1992 the Federal Trade Commission established guidelines for green marketing, followed shortly by state governments. California passed particularly strict laws, setting definitions for terms like 'ozone friendly', 'biodegradable', and 'recycled'. According to the state's court, 'California seeks to guard against potentially inaccurate claims or ecological boost about products with minimal environmental attributes.' Texas, Massachusetts, Minnesota, Tennessee, Connecticut, and Washington soon followed the Golden State's lead. The rigid regulations have left a number of advertisers confused and frustrated, although some feel that environmental claims have already peaked and are on their way out. Some believe that we've now entered green advertising's third wave, during which environmental concern is part of the mainstream, too.
(33)

A.They
C.
B.No
D.
C.They
E.
D.They
F.
题目列表

你可能感兴趣的试题

问答题

Most people don't enjoy facing the difficult situations that sometimes occur with coworkers in the workplace. Such situations may arise from honest disagreements over design or engineering issues, personnel or benefits matters, management decisions or actions, or from any other situation where human impressions and objectives differ.
There could be double trouble for engineers who are more likely to feel at home with electrons and bytes(信息组), and behave in highly predictable ways, than with coworkers, who often appear arbitrary and unpredictable. For those of us who have internalized the strict and measurable rules of the physical world, dealing with other people can be both disappointing and frustrating.
Yet how you manage situations of conflict with your coworkers could have a significant impact on your career, often even more than your engineering prowess or your design skills. Those who deal successfully with potential conflicts are far more likely to receive added responsibilities and promotions, in addition to the pay increases and respect that come with them. On the other hand, not dealing successfully with conflict can potentially relegate you to a career backwater, with technical challenges and high pay passing you by.
Why is dealing with conflict an important skill today? It's primarily because there's more of it now than in the past. Workers of all types are more likely to speak up for their own ideas or actions, rather than follow the dictating corporate chain of command. Conflict also sometimes arises as a result of unclear company goals, or when those goals aren't shared equally by all. Rather than working for a single common good, employees and managers seek individual goals, such as promotion, job security, experience, money, and even the proverbial free lunch.
Not only is actual conflict greater today, but even the potential for interpersonal conflicts in the workplace is far greater than at any time in the past. One reason for this is increased time-to-market pressures. The need to rapidly make decisions, establish an engineering direction, and meet project milestones adds elements of tension and stress to an already difficult endeavor.
This makes the workplace a potential minefield for interpersonal conflict. It's especially apparent to an engineer in a position of responsibility, like a project leader or an engineering manager. For an engineer who must work with others to complete a project, the need to manage conflict can spell the difference between success and failure.
Which of the following statements is true' according to the passage?

A.
B.
C.
D.
E.
F.
Which
G.Minefields
H.
B.Workplace
I.
C.Workers
J.
D.Companies
K.
问答题

Cross Cultural Conflict Resolution in Teams
Team members work in increasingly diverse environments: in terms of age, gender, race, language, and nationality. Beyond these differences, there are also deeper cultural differences that influence the way conflict is approached.
The use of teams represents an important change in the way we work. The theory is that through the interdependency of the parts greater productivity is achieved by the whole. Experience has been less kind. One reason that teams fail to meet performance expectations is their paralysis through unresolved conflict.
Teams Dynamics
Over time successful teams develop culturally distinct pathways to communicate, problem solving, make decisions, and resolve conflict. Most literature on teams suggests that they realize high performance levels by passing through four distinct development phases, 'forming', 'storming', 'norming' and 'performing'.
The development of team norms does not take place in a vacuum, but is embedded in the wider social, political and economic context of the day; Another reality is that team members do not have access to the same power. Sources of power differ, as do expectations about how and when it will be used. It is suggested that a successful team will:
be comfortable dealing with conflict
be committed to resolving disputes close to the source
resolve disputes based on interests before rights and power
learn from experience with Conflicts.
This ties in with research on the effects of interpersonal conflict in teams. A team member's commitment to the team and the team mission decreases if conflict goes unresolved, but can increase if conflict is well-managed and resolved. If unhealthy conflict goes unresolved for too long, team members are likely to quit or to search for alternatives.
Defining Culture
Social anthropology, as the academic field responsible for the study of culture, has yet to settle on a definition of culture. However, for our practical purposes, culture is defined as the shared set of values, beliefs, norms, attitudes, behaviors, and social structures that define reality and guide everyday interactions.
This definition implies that culture is an attribute of a group, and also contemplates the fact that there may be as much variation within the group as between different groups: We often associate culture with a national group, however, culture includes ethnic groups, clans, tribes and organizations. Teams within organizations also have beliefs, attitudes and behaviors that constitute unique cultures.

A.
B.
Teams
C.
D.
E.
Defining
F.
G.
H.
I.
Individualistic
J.'
K.
L.Y
B.N
C.NG
微信扫码免费搜题