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一、International business is a term used to collectively describe all commercial transactions (private and governmental, sales, investments, logistics, and transportation) that take place between two or more nations. Usually, private companies 1) undertake such transactions for profit; governments for profit and for political reasons. It refers to all business activities which involve cross 2) border transactions of goods, services and resources between two or more nations. Transaction of economic resources include capital, skills, people, etc. for international production of physical goods, and services such as finance, banking, 3) insurance construction, etc.
The increase in international business and in foreign 4) investment has created a need for executives with knowledge of foreign languages and skills in cross-cultural communication. Americans, however, have not been well trained in either area and, consequently, have not enjoyed the same level of success in 5) negotiation in an international arena as their foreign counterparts. Negotiating is the process of communicating back and forth for the purpose of reaching an agreement. It involves persuasion and compromise, but in order to 6) participate in either one, the negotiators must understand the ways in which people are persuaded and how compromise is reached within the culture of the negotiation.
In studies of American negotiators abroad, several traits have been 7） identified that undermine the negotiator’s position, two of which, in particular, are directness and 8) impatience. Furthermore, American negotiators often insist on realizing short-term goals. Foreign negotiators, on the other hand, may value the relationship established between negotiators and may be willing to invest time in it for long-term benefits.9) In order to solidify the relationship, they may choose indirect interactions
Clearly, perceptions and differences in values affect the outcomes of negotiations and the success of negotiators. 10) without regard for the time involved in getting to know the other negotiator. For Americans to play a more effective role in international business negotiations, they must put forth more effort to improve cross-cultural understanding. 二、Today’s leading Chinese brands must learn how to create and manage their brand value on a global scale. It is time for them to re-think their global brand 1) strategy, and follow the best practices of the world’s most powerful multi-national brands. While we are still several years away from a Chinese brand appearing on Interbrand’s Best Global Brands, the lessons from the 2) annual ranking are clear — great brands know their strengths and weaknesses and plot effective strategies to 3) sustain and improve their value in the future. With the downturn of the global economy, the transformation of the ―Made in China‖ label and the acceptance of Chinese brands overseas can not be made 4) overnight The first challenge is to improve the quality and safety of all Chinese products. The definition and enforcement of strict 5) standards and the active engagement in environmental protection is a social responsibility for any global player, and a pre-requisite for changing consumer 6) perceptions overseas.
The Chinese government can play a very special role in these difficult times.
Leadership means taking short term actions to spur 7) domestic demand and enhance the competitiveness of exports. But leadership also means creating a national agenda — like 8) innovation in Japan, design in Korea or engineering in Germany — that serves as a guiding light for Chinese companies eager to make their brand mark on global markets.
Now is the 9) critical moment for Chinese government and business_Leaders to consider the next stage of growth. This transformation must not only take place in areas such as technology, quality control and international cooperation, but in brand creation and brand management. Asian companies like Toyota, Sony, Samsung and Hyundai 10) which have already traveled the globalization path know that brand value is the key to unlocking shareholder value.
三、Graduate unemployment has increased by 44% in 12 months and is now at its 1) highest in 12 years, according to research released today.
Some 7.9% of students who left university in 2008 were out of work in January, the Higher Education Careers Services Unit (HECSU) found, up from 5.5% the 2) previous year. HECSU warned the picture could be even worse for those graduating this year. The last time levels of 3) joblessness were so high was in 1995–96.
The research found that 4) recruitment in the public sector bucked the downward graduate employment 5) trend ,with the number of graduates entering 6) healthcare ,teaching and social work increasing.
But 7) architecture and building graduates were hit particularly badly, 8) reflecting the slump in the construction industry, with unemployment nearly tripling from 2.9% in 2007 to 8.5% for those who left in 2008. The proportion of civil engineering graduates without a job increased from 2.4% to 7%.
9) The proportion of graduates employed in business or financial work fell to 7.5%, compared with 8.7% the year before. And the number working as financial and investment advisers or mortgage consultants dropped 19%, with only 1,700 of the 220,065 graduates surveyed getting that kind of job, compared with 2,100 in 2007.
10) Among those who revealed how much they earned, the average salary was ￡19,677 — up 2% from 2007. But Scotland saw a rise of 5.6%, to an average of ￡19,953 — higher than the ￡19,561 reported in the south-east, traditionally the highest-paid region after London.
四、The study, from Stanford University in the United States, makes gloomy assessments about the future health of the world’s coral reefs. It finds that carbon dioxide 1) emissions are making seawater so acidic that coral reefs could begin to disintegrate within a few 2) decades. The report states that even ambitious plans to stabilize greenhouse gas emissions, thought by many to be the main 3) cause of a warming climate, will not be enough to save the reefs. About a third of carbon emissions is soaked up by the world’s oceans, where it 4) combines with seawater to form carbonic acid.
The research comes as the Queensland state government in Australia 5) announces a new plan to protect the Great Barrier Reef from 6) agricultural pollution. The iconic reef is being damaged by pesticides and sediment from farms that seep into waterways. The Queensland government is to spend an 7) extra $30,000,00 to reduce this hazardous run-off. Farmers also will face tougher 8) environmental regulations. Queensland Premier Anna Bligh says that man-made threats present serious challenges to the reef, which is a world heritage site.
Coral reefs are common in warm southern and equatorial oceans, and provide homes and feeding grounds for thousands of species, 9) including fish that are important to the diets of millions of people in the developing world. In Asia, Indonesia and Papua New Guinea are among the many countries that rely on reefs to provide food and to draw in tourists eager to explore the ocean.
Environmental groups welcome the Queensland plan to protect the Great Barrier Reef. 10) Farmers, however, argue that they have already taken significant steps to stop the spread of pollutants from their lands 五、A person’s motivation is combination of desire and energy directed at achieving a goal. 1) influencing someone’s motivation means getting him or her to want to do what you know must be done.
People can be motivated by beliefs, values, interests, fear, 2) worthy causes, and other such forces. Some of these forces are 3) internal, such as needs, interests, and beliefs. Others are external, such as danger, the environment, or 4) pressure from a loved one. There is no simple formula for motivation — you must keep an open viewpoint on human nature. There is a 5) complex array of forces steering the direction of each person, and these forces cannot always be seen or studied. Also, if the same forces are steering two different people, each one will act differently. Knowing that different people react to different needs will 6) guide your decisions and actions in certain situations. As a leader you have the power to influence motivation. You should allow the needs of your people to coincide with the needs of your organization. Nearly
all people are influenced by the need for job 7) security promotion, raises, and approval from their peers and leaders. Internal forces such as values, morals and
ethics also influence them. Likewise, the organization needs good people in a wide variety of jobs. Ensure that your people are trained, 8) encouraged, and provided the opportunity to grow. Ensure that the way you conduct business has the same values, morals and ethical principles that you seek in your people. 9) If you conduct business in a dishonest manner, your people will be dishonest to you You should also reward good behavior. 10) Although a certificate, letter or a thank you may seem small, they can be powerful motivators.The reward should be specific and prompt. Do not say, ―for doing a good job.‖ Cite the specific action that made you believe it was a good job. In addition, help your people who are good. We all make mistakes or need help to achieve a particular goal.
六、We all know of cases where negative fan behavior has driven some athletes to perform at less than their best or perhaps even knock them completely out of a competition. ―Athletes want to live up to a high paying 1) contract as well as fan expectations. It is the same with Olympians who 2) strive to live up to expectations. Athletes may say they are immune to fans, but we know better. They are like teenagers who say they don’t care what their parents think,‖ said Daniel L. Wann, who heads the Association for Applied Sport Psychology (AASP) Special Interest Group on Fandom. According to Wann, there has been a good deal of research on fans and their ability to pump up the home team or negatively 3) impact on the visiting team. ―Some athletes thrive under this pressure and others don’t. This is where a sports psychology 4) consultant can help.‖ Wann has been studying the psychology of sports spectators since the mid 1980s, with a particular interest in fan identification (i.e., a fan’s psychological connection to a team), spectator 5) violence, and the actions of parents as spectators