A customer opened a ticket with the help desk two days ago to report that their computer i

The differences between a bill and a cheque are as follows:

Bill

(1)The drawee may be any person.

(2)There are four kinds of tenor for the bills.

(3)After acceptance the acceptor is primarily liable for payment.

(4)Before issuing a bill, the drawer may not open an account with drawee.

(5)A bill other than a banker's demand draft or stipulation in Article 5 of Cheque Act cannot be crossed.

(6) Acceptance made by acceptor is irrevocable.

(7)A bill can be drawn in a set.

Cheque

(1)The drawee must be a ______.

(2)The tenor is merely payable ______.

(3)The ______ is always primarily liable for payment.

(4)Before issuing a cheque, the drawer must be a customer who has opened an ______ with the paying bank and ______ money in the account.

(5)A cheque can be ______.

(6)Duty and authority of paying bank to pay a cheque may be terminated by ______.

(7)A cheque cannot be drawn in a ______.

y prove as popular as the one-offs. “It seems that people are attracted to handcrafting,” Graham says. “They welcome the opportunity to acquire something a little bit different.”

［A］Graham has become increasingly busy, supplying flat-packed weathervanes to clients worldwide.

［B］Graham decided to concentrate his efforts on a weathervane business. He had served an apprenticeship as a precision engineer and had worked in that trade for 15 years when he and his wife, Liz, agreed to swap roles—she went out to work as an architectural assistant and he stayed at home to look after the children and build up the business.

［C］Last month, a local school was opened with his galleon ship weathervane hoisted above it.

［D］“For centuries, weathervanes have kept communities in touch with the elements, signaling those shifts in wind direction that bring about changes in the weather,” he explains.

［E］Graham has no plans for expansion, as he wants to keep the business as a rural craft.

［F］Graham has now perfected over 100 original designs. He works to very fine detail, always seeking approval for the design of the silhouette from the customer before proceeding with the hand-cutting.

dividuals want to put an exclusive finishing touch to their properties. It has been a boost to crafts like mines,”

［A］Graham has become increasingly busy, supplying flat-packed weathervanes to clients worldwide.

［B］Graham decided to concentrate his efforts on a weathervane business. He had served an apprenticeship as a precision engineer and had worked in that trade for 15 years when he and his wife, Liz, agreed to swap roles—she went out to work as an architectural assistant and he stayed at home to look after the children and build up the business.

［C］Last month, a local school was opened with his galleon ship weathervane hoisted above it.

［D］“For centuries, weathervanes have kept communities in touch with the elements, signaling those shifts in wind direction that bring about changes in the weather,” he explains.

［E］Graham has no plans for expansion, as he wants to keep the business as a rural craft.

［F］Graham has now perfected over 100 original designs. He works to very fine detail, always seeking approval for the design of the silhouette from the customer before proceeding with the hand-cutting.

on. “My previous work didn’t have an artistic element to it, whereas this is exciting and creative,” he says. “I really enjoy the design side.”

［A］Graham has become increasingly busy, supplying flat-packed weathervanes to clients worldwide.

［B］Graham decided to concentrate his efforts on a weathervane business. He had served an apprenticeship as a precision engineer and had worked in that trade for 15 years when he and his wife, Liz, agreed to swap roles—she went out to work as an architectural assistant and he stayed at home to look after the children and build up the business.

［C］Last month, a local school was opened with his galleon ship weathervane hoisted above it.

［D］“For centuries, weathervanes have kept communities in touch with the elements, signaling those shifts in wind direction that bring about changes in the weather,” he explains.

［E］Graham has no plans for expansion, as he wants to keep the business as a rural craft.

［F］Graham has now perfected over 100 original designs. He works to very fine detail, always seeking approval for the design of the silhouette from the customer before proceeding with the hand-cutting.

cing,” he explains, “depends on the intricacy of the design.”His most recent request was for a curly-coated dog. Whatever the occasion, Graham can create a gift with a difference.

［A］Graham has become increasingly busy, supplying flat-packed weathervanes to clients worldwide.

［B］Graham decided to concentrate his efforts on a weathervane business. He had served an apprenticeship as a precision engineer and had worked in that trade for 15 years when he and his wife, Liz, agreed to swap roles—she went out to work as an architectural assistant and he stayed at home to look after the children and build up the business.

［C］Last month, a local school was opened with his galleon ship weathervane hoisted above it.

［D］“For centuries, weathervanes have kept communities in touch with the elements, signaling those shifts in wind direction that bring about changes in the weather,” he explains.

［E］Graham has no plans for expansion, as he wants to keep the business as a rural craft.

［F］Graham has now perfected over 100 original designs. He works to very fine detail, always seeking approval for the design of the silhouette from the customer before proceeding with the hand-cutting.

Within Australia, Australian Hotels Inc. (AHI) operates nine hotels and employs over 2,000 permanent full-time staff, 300 permanent part-time employees and 100 casual staff. One of its latest ventures, the Sydney Airport Hotel (SAH), opened in March 1995. The hotel is the closest to Sydney Airport and is designed to provide the best available accommodation, food and beverage and meeting facilities in Sydney's southern suburbs. Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country's high labour-coat structure. In order to develop an economically viable hotel organisation model, AHI decided to implement some new policies and practices at SAH.

The first of the initiatives was an organisational structure with only three levels of management -- compared to the traditional seven. Partly as a result of this change, there are 25 percent fewer management positions, enabling a significant saving. This change also has other implications. Communication, both up and down the organisation, has greatly improved. Decision-making has been forced down in many eases to front-line employees. As a result, guest requests are usually me without reference to a supervisor, improving both customer and employee satisfaction.

The hotel recognised that it would need a different approach to selecting employees who would fit in with its new policies. In its advertisements, the hotel stated a preference for people with some "service" experience in order to minimize traditional work practices being introduced into the hotel. Over 7,000 applicants filled in application forms for the 120 jobs initially offered at SAH. The balance of the positions at the hotel (30 management and 40 shift leader positions) were predominantly filled by transfers from other AHI properties.

A series of tests and interviews were conducted with potential employees, which eventually left 280 applicants competing the 120 advertised positions. After the final interview, potential recruits were divided into three categories. Category A was for applicants exhibiting strong leadership qualities, Category C was for applicants perceived to be followers, and Category B was for applicants with both leader and follower qualities. Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. Once suitable teams were formed, offers of employment were made team members.

Another major initiative by SAH was to adopt a totally multi-skilled workforce. Although there may be some limitations with highly technical jobs such as cooking or maintenance, wherever possible, employees at SAH are able to work in a wide variety of positions. A multi-skilled workforce provides far greater management flexibility, during peak and quiet times to transfer employees to needed positions. For example, when office staff are away on holidays during quiet periods of the year, employees in either food or beverage or housekeeping departments can temporarily fill in.

The most crucial way, however, of improving the labour cost structure at SAH was to find better, more productive ways of providing customer service. SAH management concluded this would first require a process of "benchmarking". The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH's ability to improve productivity and quality.

The front office team discovered through this project that a high proportion of AHI club member reservations were incomplete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agr

A．management

B．size

C．staff

D．policies

闭合性损伤(opened injury)

A.opened and closed

B.to be opened and closed

C.being opened and closed

D.having been opened and closed