Corporate culture is a not a new term. It has been used to describe the【C1】______beliefs,
【C1】
A.individual
B.extinct
C.collective
D.controversial
【C1】
A.individual
B.extinct
C.collective
D.controversial
At the core of this debate is Chairman Gerald Levin, 56, who took over for the late Steve Ross in 1992. On the financial front, Levin is under pressure to raise the stock price and reduce the company's mountainous debt, which will increase to $17.3 billion after two new cable deals close. He has promised to sell off some of the property and restructure the company, but investors are waiting impatiently.
The flap over rap is not making life any easier for him. Levin has consistently defended the company's rap music on the grounds of expression. In 1992, when Time Warner was under fire for releasing Ice-T's violent rap song Cop Killer, Levin described rap as a lawful expression of street culture, which deserves an outlet. "The test of any democratic society", he wrote in a Wall Street Journal column, "lies not in how well it can control expression but in whether it gives freedom of thought and expression the widest possible latitude, however disputable or irritating the results may sometimes be. We won't retreat in the face of any threats".
Levin would not comment on the debate last week, but there were signs' that the chairman was backing off his hard-line stand, at least to some extent, During the discussion of rock singing verses at last month's stockholders' meeting, Levin asserted that "music is not the cause of society's ills" and even cited his son, a teacher in the Bronx, New York, who uses rap to communicate with students. But he talked as well about the "balanced struggle" between creative freedom and social responsibility, and he announced that the company would launch a drive to develop standards for distribution and labeling of potentially objectionable music.
The 15-member Time Warner board is generally supportive of Levin and his corporate strategy. But insiders say several of them have shown their concerns in this matter. "Some of us have known for many, many years that the freedoms under the First Amendment are not totally unlimited", says Luce, "I think it is perhaps the case that some people associated with the company have only recently come to realize this".
Senator Robert Dole criticized Time Warner for ______.
A.its raising of the corporate stock price
B.its self-examination of soul
C.its neglect of social responsibility
D.its emphasis on creative freedom
This should be a season of celebration. After all, by many measures, there's never been a better time to be a woman. In places like Scandinavia and Britain, a third or more of all corporate managers are now women. The number of female executive directors of FISE 100 companies nearly doubled from 2000 to 2004. Latin America has seen a 50 percent jump in the number of women politicians in the last decade. Japan voted 26 new female parliamentarians into office this year. Of course, the jewel in the equal-opportunity crown was this fall's election of Angela Merkel—once nicknamed "the Girl" by Helmut Kohl—to Germany's highest office.
But as always, statistics tell a multifaceted story. Sure, it's no longer an anomaly to have a female CEO—but there are still only 17 female executive directors in the largest FTSE 100 companies. In the EU Parliament, only 23 out of 162 members are female. In Britain, studies show that women have never been more dissatisfied with the workplace. No wonder: the EU pay gap between men and women shrank only one point in the last couple of years, to 17.5 percent.
So where does all this leave us? With some big challenges that require more female leadership to solve. At some major companies—including Shell and British Telecom—women are combating the old-boys' club atmosphere by starting their own networks, linking top female leaders with up-and-comers they can mentor. Labor flexibility is also on the agenda; in parts of Europe, top female legislators have fought to give employees with children or elderly parents the right to ask for adjustable hours. Perhaps most important, there is an increasingly vibrant debate around work-life balance. Study after study shows that it is a working woman's second full-time job—as caregiver—that makes it most difficult for her to stay on the career ladder. While extra benefits and longer maternity, leave can help, they aren't a complete solution.
Clearly, some out-of-the-box thinking is required. And that's where women come in. In countries like Cameroon, Bolivia and Malaysia, greater numbers of women in public office have resulted in less spending on the military and more on health, education and infrastructure. Norway's woman-heavy Parliament recently passed a law mandating that 40 percent of directors on corporate boards be women. And in Germany, the archetypal outsider—a woman who grew up on the wrong side of the Iron Curtain—will likely take the helm in a country with virtually no other women in top positions of power. No longer "the Girl" but poised to become the chancellor, Merkel is a symbol of how far women have come—and the work that remains to be done.
According to paragraph two, what is the most important issue of women's achievement in politics?
A.In Scandinavia and Britain, women account for more than 30% of corporate managers.
B.Between 2000 and 2004, women executive directors in FTSE firms almost doubled.
C.The election of Angela Merkel as one of the highest officials in Germany:
D.Japan has a new group of 26 women in the parliament.
France has a poor record when it comes to keeping older people in the workforce. The retirement age is 60, not 65 as in most developed countries. In 2005 only 37.8% of people aged 55-64 had jobs, versus 56.8% in Britain and 44.9% in Germany. The main reason is that in the 1980s, when there was high unemployment, the government promoted early retirement. That entrenched the idea that older workers were less productive, says Caroline Young, Experconnect's founder.
Now companies are worried about losing their most skilled workers, especially as the baby boom generation nears retirement. Areva, a nuclear-power group, recently launched a scheme to address the needs of older employees, and plans to use about 100 retired people a year through Experconnect. Because nuclear power was unpopular for decades, Areva stopped training engineers, so that much of its expertise lies with its oldest staff. Now it is taking much more interest in them. "We have to bring about a revolution in opinion," says Jean Cassingena, its human-resources strategist.
Unlike other recruitment agencies, Experconnect keeps its workers on its own books, so they can carry on drawing their pensions. They tend to work part-time on one-off projects. Engineers and people with high levels of technical skill are most in demand in France, says Ms Young, as younger people increasingly choose to go into fields such as marketing. Thales, a defence and aerospace firm, is using a former radar expert, for instance, and Louis Berger France, an engineering firm, often uses retired engineers to manage big infrastructure projects.
Softer industries also make use of Experconnect. Danone, a food firm, hires people for one-off management roles. "Older people have seen it all and they are level-headed," says Thomas Kunz, its head of beverages. The beauty industry is short of toxicologists to determine whether new lotions are safe, and one firm has just taken on a 75-year-old. Two famous French luxury-goods companies plan to use retired workers in their handbag divisions. One wants to safeguard its knowledge of fine leathers and sewing; the other wants to apply expertise from the aerospace industry to make new kinds of materials for handbags.
Despite an impressive handful of high-profile clients, Experconnect has found it difficult to convince French companies that older workers can be valuable. It has 2,700 retired people on its books, and has so far placed just 50 of them on "missions". Old prejudices, as they say, die hard.
What is possibly the most important reason why the company want to send an employee of similar experience to the Indian company?
A.The Indian company preferred experienced people to novices.
B.The youthful corporate culture left no old people in the company.
C.To show respect to the Indian company.
D.Employee of similar experience with the patriarch would facilitate the negotiation of the acquisition.
Generally speaking, corporate responsibility involves ______.
A.human rights
B.labor standards
C.environment
D.contribution to the society
The author seems to suggest that the defect in corporate power of the late 1990' s
A.has been exaggerated.
B.has not been removed.
C.has been rectified.
D.has not been deceived.
A.make
B.to make it
C.it makes
D.make it
A.Environment Management
B.Local Security Management
C.Corporate Business Application
D.Desktop Applications
此题为判断题(对,错)。