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听力原文: Good evening. You are listening to Pop World of BCD International. I'm Sally Brown. Today, we are going to hear Several current hits of the world's most popular artists.
Well, at the beginning, I would like to say a few words to my dear listeners who are not very familiar with this program.
Because many people want to listen to and understand pop songs, radio producers at BCD International have made hundreds of programs over the years. We not only have access to the stars of the music world, but have a vast library of 'golden oldish' Classics, as well as the 'latest releases'.
For those of yon who like a bit of background with your favorite music--there's The History of Pop and The Road to Music. These two series bring you the language of pop music and information about the periods and the artists.
If you want to hear from the artists themselves, there's a new series called About the Big Hits. This is based on interviews with popular singers and songwriters. They speak to us about the meanings and ideas behind their songs.
If you want to understand the words to the big music hits, Pop Words is the program for you. After all, it's hard enough for native English speakers to understand most pop songs--so, if English isn't your first language, you shouldn't be surprised if the words to many songs leave you in the dark. It was to address exactly this problem that BCD International started broadcasting Pop Words just over 23 years ago...
Which of the following is covered in BCD International programs?
A.Interviews with radio producers.
B.A large variety of pop songs.
C.News from the music library.
D.Stories about the good old days.

A.
B.
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G.Interviews
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B.A
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C.News
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D.Stories
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单项选择题
?Read the article below about decision rights in a company.?Choose the correct word or phrase to fill each gap from A, B, C, or D.?For each question 21—30, mark one letter (A, B, C, or D) on your Answer Sheet. Decision Rights: Who Gives the Green Light? How a company decides who is authorized to make what types of decisions can have a profound (21) on its business, both in terms of everyday effectiveness and the (22) line. Consider the experience of one global conglomerate that recently shifted to its U. S. headquarters final decision (23) for the pricing of bids made by its foreign subsidiaries. The company believed that its U.S.-based (24) would be more effective in making pricing decisions because they had a broader purview of the company's needs. But the time needed to (25) the relevant information to headquarters, and for executives there to absorb and react to it, reduced the company's ability to respond to bid requests on a timely (26) Alert to this change, a European (27) added a 24-hour limit to its competing bids, forcing quick decisions from clients and winning new business as a result. Such a scenario 'happens all too often, 'says Michael Jensen, professor emeritus at Harvard Business School and managing director of Cambridge, Massachusetts-based Monitor Group's organizational strategy practice. 'Allocating decision rights in ways that (28) organizational performance is an extraordinarily difficult and controversial management task.' And therein lies a big problem, because how effective an organization is at making high-quality decisions (29) with its mission and objectives, the experts note, is a prime determinant of its ability to compete in the marketplace. It is found that though the (30) to effective decision-rights distribution can be high, several best practices promise to lower them.(21)A.resultB.effectC.consequenceD.conclusion
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