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[主观题]

1 Traditionally, the woman has held a low position in marriage partnerships. While her hu

sband went his way she had to wash, stitch and sew. Today the move is to liberate the woman, which may in the end strengthen the marriage union.

2 Perhaps the greatest obstacle to friendship in marriage is the amount a couple usually see of each other. Friendship in its usual sense is not tested by the strain of daily, year-long cohabitation. Couples need to take up separate interests (and friendship) as well as mutually shared ones, if they are not to get used to the more attractive elements of each other's personalities.

3 Married couples are likely to exert themselves for guests -- being amusing, discussing with passion and point -- and then to fall into dull exhausted silence when the guests have gone.

4 As in all friendship,a husband and wife must try to interest each other,and to spend sufficient time sharing absorbing activities to give them continuing common interests. But at the same time they must spend enough time on separate interests with separate people to preserve and develop their separate personalities and keep their relationship fresh.

5 For too many highly intelligent working women, home represents chore obligations, because the husband only tolerates her work and does not participate in household chores. For too many highly intelligent working men, home represents dullness and complaints — from an over-dependent wife who will not gather courage to make her own life.

6 In such an atmosphere, the partners grow further and further apart, both love and liking disappearing. For too many couples with children, the children are allowed to command all time and attention, allowing the couple no time to develop liking and friendship, as well as love, allotting them exclusive parental roles.

According to the passage, which of the following statements is CORRECT？

A．Friendship in marriage means daily, year-long cohabitation.

B．Friendship can be kept fresh by both separate and shared interests.

C．Friendship in marriage is based on developing similar interests.

D．Friendship in marriage is based on developing separate interests.

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发布时间：2023-03-08

更多“1 Traditionally, the woman has held a low position in marriage partnerships. While her hu”相关的问题

第1题

This job ______, who are more careful. A. is done traditionally by women B. tradition

This job ______, who are more careful.

A. is done traditionally by women

B. traditionally is done by women

C. is traditionally done by women

D. is done by women traditionally

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第2题

Traditionally, Chinese businessmen often make their deals _______ dinner.

A.over

B.with

C.for

D.by

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第3题

The discovery of gold fields has long attracted large numbers of prospectors and other peo

ple because of the traditionally high value of gold

A.searchers

B.inspectors

C.protectors

D.instructors

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第4题

While women have shown steady advancement and upward mobility, their share of jobs in

traditionally male roles is still relatively low.

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第5题

When the stock market turns down, holders of common stocks traditionally begin to move som

e portion of their (61) out of stocks and into (62) to protect themselves against further declines in the market, PI programs attempt to hedge against the possibility of a market decline by (63) stock index futures contracts or stock index options (buying stock index put options). The more the market falls, the more futures and options contracts are sold by PI programs. If the market continues to fall, the rise in the value of the portfolio' futures and option positions cushions the decline in the value of the portfolio' common stocks. PI managers believe that such hedging programs using futures and options involve lower transaction costs and provide greater (64) than the traditional method of actually selling stocks and buying treasury (65)

(46)

A．treasure

B．assets

C．investment

D．capital

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第6题

The more women and minorities make their way into the ranks of management, the more they s

eem to want to talk about things formerly judged to be best left unsaid. The newcomers also tend to see office matters with a fresh eye, in the process sometimes coming up with critical analyses of the forces that shape everyone's experience in the organization.

Consider the novel views of Harvey Coleman of Atlanta on the subject of getting ahead. Coleman is black. He spent 11 years with IBM, half of them working in management development, and now serves as a consultant to the likes of AT&T, CocaCola, Prudential, and Merch. Coleman says that based on what he's seen at big com panics, he weighs the different elements that make for longterm career success as follows: performance counts a mere 10%; image, 30%; and exposure, a full 60%. Coleman concludes that excellent job performance is so common these days that while doing your work well may win you pay increases, it won't secure you the big promotion. He finds that advancement more often depends on how many people know you and your work, and how high up they are.

Ridiculous beliefs？ Not to many people, especially many women and members of minority races who, like Coleman, feel that the scales have dropped from their eyes. "Women and blacks in organizations work under false beliefs," says Kaleel Jamison, a New York based management consultant who helps corporations deal with these issues. "They think that if you work hard, you'll get ahead that someone in authority will reach down and give you a promotion." She added, "Most women and blacks are so frightened that people will think they've gotten ahead because of their sex or color that they play down their visibility." Her advice to those folks: learn the ways that white males have traditionally used to find their way into the spotlight (公众注意中心).

According to the passage, "things formerly judged to be best left unsaid" (in Para. 1) probably refers to ______.

A．the opinions, which contradict the established beliefs

B．criticisms that shape everyone's experience

C．the tendencies that help the newcomers to see office matters with a fresh eye

D．the ideas which usually come up with new ways of management in the organization

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第7题

What is the typical American family （21) ？ Married American adults will name their husband

What is the typical American family (21) ？ Married American adults will name their husband or wife and their children (22) their "immediate family"(直系家庭). If they (23) their father, mother, sisters, or brothers, they will define them as separate units, usually (24) in separate households. Aunts, uncles, cousins, and grandparents are (25) "extended family"(扩大的家庭).

The structure of the American family has undergone great changes (26) the 1950s. Traditionally, the American family (27) been a nuclear family, consisting (28) a husband, a wife, and their children. Grandparents (29) live in the same home with their (30) sons and daughters.

In the 1950s, 70 percent of American households (31) the "classic" American family—a husband, wife, and two children. The father earned the money to 32 the family, the mother (33) the children and did not work outside the home, and they had two children.

Yet, in the 1990s,only 8 percent of American households consisted of a (34) father, a stay-at- home mother, and two children. And 35 ,18 percent of households consisted of two parents who were both working and some or more children living at home.

21.

A. likes

B. liking

C. like

D. look like

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第8题

Section B – TWO questions ONLY to be attemptedAmbion is the third largest industrial count

Section B – TWO questions ONLY to be attempted

Ambion is the third largest industrial country in the world. It is densely populated with a high standard of living. Joe Swift Transport (known as Swift) is the largest logistics company in Ambion, owning 1500 trucks. It is a private limited company with all shares held by the Swift family. It has signifi cant haulage and storage contracts with retail and supermarket chains in Ambion. The logistics market-place is mature and extremely competitive and Swift has become market leader through a combination of economies of scale, cost effi ciencies, innovative IT solutions and clever branding. However, the profi tability of the sector is under increased pressure from a recently elected government that is committed to heavily taxing fuel and reducing expenditure on roads in favour of alternative forms of transport. It has also announced a number of taxes on vehicles which have high carbon emission levels as well as reducing the maximum working hours and increasing the national minimum wage for employees. The company is perceived as a good performer in its sector. The 2009 fi nancial results reported a Return on Capital Employed of 18%, a gross profi t margin of 17% and a net profi t margin of 9？15%. The accounts also showed a current liquidity ratio of 1？55 and an acid test ratio of 1？15. The gearing ratio is currently 60% with an interest cover ratio of 8.

10 years ago the northern political bloc split up and nine new independent states were formed. One of these states was Ecuria. The people of Ecuria (known as Ecurians) traditionally have a strong work ethic and a passion for precision and promptness. Since the formation of the state, their hard work has been rewarded by strong economic growth, a higher standard of living and an increased demand for goods which were once perceived as unobtainable luxuries. Since the formation of the state, the government of Ecuria has pursued a policy of privatisation. It has also invested heavily in infrastructure, particularly the road transport system, required to support the increased economic activity in the country.

The state haulage operator (EVM) was sold off to two Ecurian investors who raised the fi nance to buy it from a foreign bank. The capital markets in Ecuria are still immature and the government has not wished to interfere with or bolster them. EVM now has 700 modern trucks and holds all the major logistics contracts in the country. It is praised for its prompt delivery of goods. Problems in raising fi nance have made it diffi cult for signifi cant competitors to emerge. Most are family fi rms, each of which operates about 20 trucks making local deliveries within one of Ecuria’s 20 regions.

These two investors now wish to realise their investment in EVM and have announced that it is for sale. In principle, Swift are keen to buy the company and are currently evaluating its possible acquisition. Swift’s management perceive that their capabilities in logistics will greatly enhance the profi tability of EVM. The fi nancial results for EVM are shown in Figure 1. Swift has acquired a number of smaller Ambion companies in the last decade, but has no experience of acquiring foreign companies, or indeed, working in Ecuria.

Joe Swift is also contemplating a more radical change. He is becoming progressively disillusioned with Ambion. In a recent interview he said that ‘trading here is becoming impossible. The government is more interested in over regulating enterprise than stimulating growth’. He is considering moving large parts of his logistics operation to another country and Ecuria is one of the possibilities he is considering.

Required:

(a) Assess, using both fi nancial and non-fi nancial measures, the attractiveness, from Swift’s perspective, of EVM as an acquisition target. (15 marks)

(b) Porter’s Diamond can be used to explore the competitive advantage of nations and could be a useful model for Joe Swift to use in his analysis of countries that he might move his company to.

Examine using Porter’s Diamond (or an appropriate alternative model/framework) the factors which could infl uence Swift’s decision to move a large part of its logistics business to Ecuria. (10 marks)

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第9题

2 John Dixon is the recently appointed Chief of Police for a major city in the UK. He has

inherited a major problem in

that its residents are very concerned with various forms of antisocial behaviour and minor crimes carried out by a

small number of people, which makes living, working, travelling and socialising in the city centre unpleasant rather

than life threatening. The city’s residents have recently voted for it being one of the five worst cities in the UK in which

to live. There is little or no contact between the police and these residents.

The city is split into a number of police districts, each with its own senior officer in charge. Their focus is on the

response to emergency calls and solving serious crimes in their district rather than the less urgent crimes affecting

everyday living in the city. Response times and serious crime solution rates are the traditional measures by which their

performance is measured and leave them open to criticism of simply reacting to events. There is little sense of being

part of a city police force and, consequently, little sharing of information and experience between the different districts.

The failure in policing antisocial behaviour in the city is seen as being largely the result of a shortage of resources.

There are also important internal and external groups varying in their support or resistance to any necessary change

in policing strategy. Key players include the mayor of the city anxious to improve the reputation of the city, the city’s

press, traditionally used to highlighting police failures rather than successes and finally the courts of justice, which

are reluctant to take on the increased workload that any moves towards reducing antisocial behaviour would produce.

John is aware of the complexity of the problem he faces in changing the way the city is policed to improve the quality

of life of its citizens. He has, however, an impressive track record as a change agent in previous appointments and is

confident that he can bring about the necessary change.

Required:

(a) Using change management models where appropriate, provide John with a brief report on the nature of

change needed in the way the city is policed in order to improve the city’s quality of life. (12 marks)

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第10题

Introduction and client backgroundYou are an audit senior in Staple and Co and you are com

Introduction and client background

You are an audit senior in Staple and Co and you are commencing the planning of the audit of Smoothbrush Paints Co for the year ending 31 August 2010.

Smoothbrush Paints Co is a paint manufacturer and has been trading for over 50 years, it operates from one central site, which includes the production facility, warehouse and administration ffices.

Smoothbrush sells all of its goods to large home improvement stores, with 60% being to one large chain store Homewares. The company has a one year contract to be the sole supplier of paint to Homewares. It secured the contract through signifi cantly reducing prices and offering a four-month credit period, the company’s normal credit period is one month.

Goods in/purchases

In recent years, Smoothbrush has reduced the level of goods directly manufactured and instead started to import paint from South Asia. Approximately 60% is imported and 40% manufactured. Within the production facility is a large amount of old plant and equipment that is now redundant and has minimal scrap value. Purchase orders for overseas paint are made six months in advance and goods can be in transit for up to two months. Smoothbrush accounts for the inventory when it receives the goods.

To avoid the disruption of a year end inventory count, Smoothbrush has this year introduced a continuous/perpetual inventory counting system. The warehouse has been divided into 12 areas and these are each to be counted once over the year. The counting team includes a member of the internal audit department and a warehouse staff member. The following procedures have been adopted;

1. The team prints the inventory quantities and descriptions from the system and these records are then compared to the inventory physically present.

2. Any discrepancies in relation to quantities are noted on the inventory sheets, including any items not listed on the sheets but present in the warehouse area.

3. Any damaged or old items are noted and they are removed from the inventory sheets.

4. The sheets are then passed to the fi nance department for adjustments to be made to the records when the count has fi nished.

5. During the counts there will continue to be inventory movements with goods arriving and leaving the warehouse.

At the year end it is proposed that the inventory will be based on the underlying records. Traditionally Smoothbrush has maintained an inventory provision based on 1% of the inventory value, but management feels that as inventory is being reviewed more regularly it no longer needs this provision.

Finance Director

In May 2010 Smoothbrush had a dispute with its fi nance director (FD) and he immediately left the company. The company has temporarily asked the fi nancial controller to take over the role while they recruit a permanent replacement. The old FD has notifi ed Smoothbrush that he intends to sue for unfair dismissal. The company is not proposing to make any provision or disclosures for this, as they are confi dent the claim has no merit.

Required:

(a) Identify and explain the audit risks identifi ed at the planning stage of the audit of Smoothbrush Paints Co. (10 marks)

(b) Discuss the importance of assessing risks at the planning stage of an audit. (4 marks)

(c) List and explain suitable controls that should operate over the continuous/perpetual inventory counting system, to ensure the completeness and accuracy of the existing inventory records at Smoothbrush Paints Co. (10 marks)

(d) Describe THREE substantive procedures the auditor of Smoothbrush Paints Co should perform. at the year end in confi rming each of the following:

(i) The valuation of inventory; (3 marks)

(ii) The completeness of provisions or contingent liabilities. (3 marks)

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