Jimis only a second－class tennis player but he is always showing off his skills befor

？For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.

On a patch of grass on the outskirts of Delhi, 15 young Indian men and women are clapping their hands and punching the air. Sweat is dripping from their faces in the morning sun. "No.1 forever," they shout in unison. "We are the Champions."

Welcome to employee-motivation training, Korean-style. It's a far cry from what Indian employees are accustomed to. But when LG, the Korean consumer products giant, entered the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employees and, as he puts it, give them "aggressive targets that change their way of thinking." Kim, still in charge, also set out to change the local culture on sales targets, pricing, and dealer relationships.

The result？ LG, which makes everything from refrigerators to flat-screen TVs, is the hottest consumer products company in India. It has cornered 30% of the air-conditioner market, 21% of washing- machine sales, and 19% of the color-TV business, beating out such rivals as Whirlpool, Sony, and Samsung. And within three years it wants to overtake Nokia, the market leader in GSM mobile phones, a product LG introduced in India only last November.

How a Korean company managed to outsmart its foreign and Indian rivals is a story about culture change. Like two other Korean, an companies that have been successful in India — Samsung and Hyundai, India's No.2 car producer — LG had good products and smart marketing. But LG went further by challenging Indian work habits. Yasho Verma, LG's vice president for human resources in India, says ego problems" had to "be broken." He says he prefers recruits from second- tier colleges who "have fire in their bellies" to graduates from top management colleges who "come with a lot of attitudinal baggage."

The molding starts with shouting games, and it seems to work. "The first day it was very tough with all this exercise," says Amit Kumar, a production engineering team leader. "I thought I wouldn't be able to complete everything — the only game I can play is chess." He had to run round the factory as a punishment for not synchronizing his shouting exercises with the others, but the next day he was enthusiastic. "Stress brings out the best in people," says Vinay Madaan, a Six Sigma black belt who drills LG staff. "You have to prove yourself, and it stretches you beyond what you think you are capable of."

LG has also shaken things up on the marketing side. It has driven prices down by 18% to 20% over the past two years and has "steadily increased distribution outlets and the breadth of product ranges," says Bhuwan Singh, associate director of ORG-Gfk, an Indo-German market research venture. Anil Arora, head of marketing for LG in India, says the company has used its "brand power" to toughen up relationships with dealers. It has reversed the Indian tradition of giving 30-to 45-day credit on goods, and if dealers fall to pay on time, they lose LG's business. That gives dealers an incentive to promote LG products, and it gives LG enough cash flow to demand discounts from suppliers.

LG's success has bred critics. Rivals claim that tough treatment of suppliers and dealers will not work in the long run. And they argue that LG's price cutting cannot be sustained. Kim does not agree. He is proud of what he calls his "strategic aggressiveness" and, along with his slogan-shouting employees, is showing no signs of slowing down. Last year the company generated $960 million in sales in India, 5% of LG's global total. His target this year: 55% sales growth. That's something LG's Indian workforce can shout about.

Kwang-Ro Kim believes that the employee-motivation training program helps e

A．become financially aggressive.

B．win championship of marketing.

C．achieve success in their careers.

D．alter their way of doing business.

阅读以下说明和c++代码，将应填入 (n) 处的字句写在答题纸的对应栏内。

【说明】

c++标准模板库中提供了map模板类，该模板类可以表示多个“键一值”对的集合，其中键的作用与普通数组中的索引相当，而值用作待存储和检索的数据。此外，c++模板库还提供了pair模板类，该类可以表示一个“键-值”对。pair对象包含两个属性：first和second，其中first表示“键-值”中的“键”，而Second表示“键-值”中的“值”。map类提供了insert方法和find方法，用于插入和查找信息。应用时，将一个pair。对象插入(insert)到map对象后，根据“键”在map对象中进行查找(find)，即可获得一个指向pair对象的迭代器。下面的c++代码中使用了map和pair模板类，将编号为1001、1002、1003的员工信息插入到map对象中，然后输入一个指定的员工编号，通过员工编号来获取员工的基本信息。员工编号为整型编码，员工的基本信息定义为类employee。map对象与员工对象之间的关系及存储结构如图5—1所示。

【c++代码】

include

include

include

using namespace std；

class employee {(1) ：

employee(string name，string phoneNumber，string address){

this-＞name=name；

this-＞phoneNumber=phoneNumber ；

this-＞address=address；

}

string name；

string phoneNumber；

string address；

)；

int main()

{

mapemployeeMap；

typedef pair＞employeeNo； ／／从标准输入获得员工编号

map：：const_iterator it；

it= (5) ．find(employeeNo)； ／／根据员工编号查找员工信息

if(it==employeeMap．end()){

cout＜first＜second一＞nafae(phoneNumber＜second-＞address＜

____________________

[A] even if

[B] if only

[C] only if

[D] as if

The only form. of entrepreneurship is starting new businesses.()

A.I only

B.II only

C.I and II only

D.II and III only

A、Not only is he a dancer

B、He is not only dancer

C、A dancer not only is he

D、Dancer is not only he

A.lonely

B. himself

C. of

D. only

A. only

B. to

C. only to

D. only too

I sent invitations to 80 people, ______ have replied.

A. of whom only 20 of these

B. only 20 who

C. of 20 of these who

D. only 20 of whom