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1 The scientists in the research laboratories of Swan Hill Company (SHC, a public listed company) recently made a very
important discovery about the process that manufactured its major product. The scientific director, Dr Sonja Rainbow,
informed the board that the breakthrough was called the ‘sink method’. She explained that the sink method would
enable SHC to produce its major product at a lower unit cost and in much higher volumes than the current process.
It would also produce lower unit environmental emissions and would substantially improve product quality compared
to its current process and indeed compared to all of the other competitors in the industry.
SHC currently has 30% of the global market with its nearest competitor having 25% and the other twelve producers
sharing the remainder. The company, based in the town of Swan Hill, has a paternalistic management approach and
has always valued its relationship with the local community. Its website says that SHC has always sought to maximise
the benefit to the workforce and community in all of its business decisions and feels a great sense of loyalty to the
Swan Hill locality which is where it started in 1900 and has been based ever since.
As the board considered the implications of the discovery of the sink method, chief executive Nelson Cobar asked
whether Sonja Rainbow was certain that SHC was the only company in the industry that had made the discovery and
she said that she was. She also said that she was certain that the competitors were ‘some years’ behind SHC in their
research.
It quickly became clear that the discovery of the sink method was so important and far reaching that it had the
potential to give SHC an unassailable competitive advantage in its industry. Chief executive Nelson Cobar told board
colleagues that they should clearly understand that the discovery had the potential to put all of SHC’s competitors out
of business and make SHC the single global supplier. He said that as the board considered the options, members
should bear in mind the seriousness of the implications upon the rest of the industry.
Mr Cobar said there were two strategic options. Option one was to press ahead with the huge investment of new plant
necessary to introduce the sink method into the factory whilst, as far as possible, keeping the nature of the sink
technology secret from competitors (the ‘secrecy option’). A patent disclosing the nature of the technology would not
be filed so as to keep the technology secret within SHC. Option two was to file a patent and then offer the use of the
discovery to competitors under a licensing arrangement where SHC would receive substantial royalties for the twentyyear
legal lifetime of the patent (the ‘licensing option’). This would also involve new investment but at a slower pace
in line with competitors. The licence contract would, Mr Cobar explained, include an ‘improvement sharing’
requirement where licensees would be required to inform. SHC of any improvements discovered that made the sink
method more efficient or effective.
The sales director, Edwin Kiama, argued strongly in favour of the secrecy option. He said that the board owed it to
SHC’s shareholders to take the option that would maximise shareholder value. He argued that business strategy was
all about gaining competitive advantage and this was a chance to do exactly that. Accordingly, he argued, the sink
method should not be licensed to competitors and should be pursued as fast as possible. The operations director said
that to gain the full benefits of the sink method with either option would require a complete refitting of the factory and
the largest capital investment that SHC had ever undertaken.
The financial director, Sean Nyngan, advised the board that pressing ahead with investment under the secrecy option
was not without risks. First, he said, he would have to finance the investment, probably initially through debt, and
second, there were risks associated with any large investment. He also informed the board that the licensing option
would, over many years, involve the inflow of ‘massive’ funds in royalty payments from competitors using the SHC’s
patented sink method. By pursuing the licensing option, Sean Nyngan said that they could retain their market
leadership in the short term without incurring risk, whilst increasing their industry dominance in the future through
careful investment of the royalty payments.
The non-executive chairman, Alison Manilla, said that she was looking at the issue from an ethical perspective. She
asked whether SHC had the right, even if it had the ability, to put competitors out of business.
Required:
(a) Assess the secrecy option using Tucker’s model for decision-making. (10 marks)
参考答案
更多 “ 1 The scientists in the research laboratories of Swan Hill Company (SHC, a public listed company) recently made a veryimportant discovery about the process that manufactured its major product. The scientific director, Dr Sonja Rainbow,informed the board that the breakthrough was called the ‘sink method’. She explained that the sink method wouldenable SHC to produce its major product at a lower unit cost and in much higher volumes than the current process.It would also produce lower unit environmental emissions and would substantially improve product quality comparedto its current process and indeed compared to all of the other competitors in the industry.SHC currently has 30% of the global market with its nearest competitor having 25% and the other twelve producerssharing the remainder. The company, based in the town of Swan Hill, has a paternalistic management approach andhas always valued its relationship with the local community. Its website says that SHC has always sought to maximisethe benefit to the workforce and community in all of its business decisions and feels a great sense of loyalty to theSwan Hill locality which is where it started in 1900 and has been based ever since.As the board considered the implications of the discovery of the sink method, chief executive Nelson Cobar askedwhether Sonja Rainbow was certain that SHC was the only company in the industry that had made the discovery andshe said that she was. She also said that she was certain that the competitors were ‘some years’ behind SHC in theirresearch.It quickly became clear that the discovery of the sink method was so important and far reaching that it had thepotential to give SHC an unassailable competitive advantage in its industry. Chief executive Nelson Cobar told boardcolleagues that they should clearly understand that the discovery had the potential to put all of SHC’s competitors outof business and make SHC the single global supplier. He said that as the board considered the options, membersshould bear in mind the seriousness of the implications upon the rest of the industry.Mr Cobar said there were two strategic options. Option one was to press ahead with the huge investment of new plantnecessary to introduce the sink method into the factory whilst, as far as possible, keeping the nature of the sinktechnology secret from competitors (the ‘secrecy option’). A patent disclosing the nature of the technology would notbe filed so as to keep the technology secret within SHC. Option two was to file a patent and then offer the use of thediscovery to competitors under a licensing arrangement where SHC would receive substantial royalties for the twentyyearlegal lifetime of the patent (the ‘licensing option’). This would also involve new investment but at a slower pacein line with competitors. The licence contract would, Mr Cobar explained, include an ‘improvement sharing’requirement where licensees would be required to inform. SHC of any improvements discovered that made the sinkmethod more efficient or effective.The sales director, Edwin Kiama, argued strongly in favour of the secrecy option. He said that the board owed it toSHC’s shareholders to take the option that would maximise shareholder value. He argued that business strategy wasall about gaining competitive advantage and this was a chance to do exactly that. Accordingly, he argued, the sinkmethod should not be licensed to competitors and should be pursued as fast as possible. The operations director saidthat to gain the full benefits of the sink method with either option would require a complete refitting of the factory andthe largest capital investment that SHC had ever undertaken.The financial director, Sean Nyngan, advised the board that pressing ahead with investment under the secrecy optionwas not without risks. First, he said, he would have to finance the investment, probably initially through debt, andsecond, there were risks associated with any large investment. He also informed the board that the licensing optionwould, over many years, involve the inflow of ‘massive’ funds in royalty payments from competitors using the SHC’spatented sink method. By pursuing the licensing option, Sean Nyngan said that they could retain their marketleadership in the short term without incurring risk, whilst increasing their industry dominance in the future throughcareful investment of the royalty payments.The non-executive chairman, Alison Manilla, said that she was looking at the issue from an ethical perspective. Sheasked whether SHC had the right, even if it had the ability, to put competitors out of business.Required:(a) Assess the secrecy option using Tucker’s model for decision-making. (10 marks) ” 相关考题
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According to the scientific research, smoking is a major factor that _ to cancer.
A.distributesB.contributesC.attributesD.relates
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1 The board of Worldwide Minerals (WM) was meeting for the last monthly meeting before the publication of the yearendresults. There were two points of discussion on the agenda. First was the discussion of the year-end results;second was the crucial latest minerals reserves report.WM is a large listed multinational company that deals with natural minerals that are extracted from the ground,processed and sold to a wide range of industrial and construction companies. In order to maintain a consistent supplyof minerals into its principal markets, an essential part of WM’s business strategy is the seeking out of new sourcesand the measurement of known reserves. Investment analysts have often pointed out that WM’s value rests principallyupon the accuracy of its reserve reports as these are the best indicators of future cash flows and earnings. In order tosupport this key part of its strategy, WM has a large and well-funded geological survey department which, accordingto the company website, contains ‘some of the world’s best geologists and minerals scientists’. In its investor relationsliterature, the company claims that:‘our experts search the earth for mineral reserves and once located, they are carefully measured so that the companycan always report on known reserves. This knowledge underpins market confidence and keeps our customerssupplied with the inventory they need. You can trust our reserve reports – our reputation depends on it!’At the board meeting, the head of the geological survey department, Ranjana Tyler, reported that there was a problemwith the latest report because one of the major reserve figures had recently been found to be wrong. The mineral inquestion, mallerite, was WM’s largest mineral in volume terms and Ranjana explained that the mallerite reserves ina deep mine in a certain part of the world had been significantly overestimated. She explained that, based on theinterim minerals report, the stock market analysts were expecting WM to announce known mallerite reserves of4·8 billion tonnes. The actual figure was closer to 2·4 billion tonnes. It was agreed that this difference was sufficientto affect WM’s market value, despite the otherwise good results for the past year. Vanda Monroe, the finance director,said that the share price reflects market confidence in future earnings. She said that an announcement of an incorrectestimation like that for mallerite would cause a reduction in share value. More importantly for WM itself, however, itcould undermine confidence in the geological survey department. All agreed that as this was strategically importantfor the company, it was a top priority to deal with this problem.Ranjana explained how the situation had arisen. The major mallerite mine was in a country new to WM’s operations.The WM engineer at the mine said it was difficult to deal with some local people because, according to the engineer,‘they didn’t like to give us bad news’. The engineer explained that when the mine was found to be smaller thanoriginally thought, he was not told until it was too late to reduce the price paid for the mine. This was embarrassingand it was agreed that it would affect market confidence in WM if it was made public.The board discussed the options open to it. The chairman, who was also a qualified accountant, was Tim Blake. Hebegan by expressing serious concern about the overestimation and then invited the board to express views freely. GaryHowells, the operations director, said that because disclosing the error to the market would be so damaging, it mightbe best to keep it a secret and hope that new reserves can be found in the near future that will make up for theshortfall. He said that it was unlikely that this concealment would be found out as shareholders trusted WM and theyhad many years of good investor relations to draw on. Vanda Monroe, the finance director, reminded the board thatthe company was bound to certain standards of truthfulness and transparency by its stock market listing. She pointedout that they were constrained by codes of governance and ethics by the stock market and that colleagues should beaware that WM would be in technical breach of these if the incorrect estimation was concealed from investors. Finally,Martin Chan, the human resources director, said that the error should be disclosed to the investors because he wouldnot want to be deceived if he were an outside investor in the company. He argued that whatever the governance codessaid and whatever the cost in terms of reputation and market value, WM should admit its error and cope withwhatever consequences arose. The WM board contains three non-executive directors and their views were alsoinvited.At the preliminary results presentation some time later, one analyst, Christina Gonzales, who had become aware ofthe mallerite problem, asked about internal audit and control systems, and whether they were adequate in such areserve-sensitive industry. WM’s chairman, Tim Blake, said that he intended to write a letter to all investors andanalysts in the light of the mallerite problem which he hoped would address some of the issues that Miss Gonzaleshad raised.Required:(a) Define ‘transparency’ and evaluate its importance as an underlying principle in corporate governance and inrelevant and reliable financial reporting. Your answer should refer to the case as appropriate. (10 marks)
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(b) ‘Strategic positioning’ is about the way that a company as a whole is placed in its environment and concerns its‘fit’ with the factors in its environment.With reference to the case as appropriate, explain how a code of ethics can be used as part of a company’soverall strategic positioning. (7 marks)
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TQ Company, a listed company, recently went into administration (it had become insolvent and was being managed by a firm of insolvency practitioners). A group of shareholders expressed the belief that it was the chairman, Miss Heike Hoiku, who was primarily to blame. Although the company’s management had made a number of strategic errors that brought about the company failure, the shareholders blamed the chairman for failing to hold senior management to account. In particular, they were angry that Miss Hoiku had not challenged chief executive Rupert Smith who was regarded by some as arrogant and domineering. Some said that Miss Hoiku was scared of Mr Smith.Some shareholders wrote a letter to Miss Hoiku last year demanding that she hold Mr Smith to account for a number of previous strategic errors. They also asked her to explain why she had not warned of the strategic problems in her chairman’s statement in the annual report earlier in the year. In particular, they asked if she could remove Mr Smith from office for incompetence. Miss Hoiku replied saying that whilst she understood their concerns, it was difficult to remove a serving chief executive from office.Some of the shareholders believed that Mr Smith may have performed better in his role had his reward package been better designed in the first place. There was previously a remuneration committee at TQ but when two of its four non-executive members left the company, they were not replaced and so the committee effectively collapsed.Mr Smith was then able to propose his own remuneration package and Miss Hoiku did not feel able to refuse him.He massively increased the proportion of the package that was basic salary and also awarded himself a new and much more expensive company car. Some shareholders regarded the car as ‘excessively’ expensive. In addition, suspecting that the company’s performance might deteriorate this year, he exercised all of his share options last year and immediately sold all of his shares in TQ Company.It was noted that Mr Smith spent long periods of time travelling away on company business whilst less experienced directors struggled with implementing strategy at the company headquarters. This meant that operational procedures were often uncoordinated and this was one of the causes of the eventual strategic failure.(a) Miss Hoiku stated that it was difficult to remove a serving chief executive from office.Required:(i) Explain the ways in which a company director can leave the service of a board. (4 marks)(ii) Discuss Miss Hoiku’s statement that it is difficult to remove a serving chief executive from a board.(4 marks)(b) Assess, in the context of the case, the importance of the chairman’s statement to shareholders in TQCompany’s annual report. (5 marks)(c) Criticise the structure of the reward package that Mr Smith awarded himself. (4 marks)(d) Criticise Miss Hoiku’s performance as chairman of TQ Company. (8 marks)
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ALIBABA SEEKS TO RAISE BILLIONS IN IPO Investors in the United States are preparing for the first public sale of stock in the Chinese company Alibaba. The company sells goods________ linking buyers and sellers in the huge Chinese online market. Alibaba is expected to ________ its initial public offering, called an IPO, in September on the New York Stock Exchange. The total value of the company, based in Hangzhou, has been estimated at about $200 billion. Reports from Bloomberg News say Alibaba is offering investors a 12 percent ________ of the company. That would mean the company could raise ________ $20 billion dollars in the public stock sale. After the IPO, Alibaba could become one of the most ________ technology companies in the world. Apple, for example, has a market value of about $600 billion. Google is valued at about $390 billion and Microsoft is worth about $370 billion.
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“the company is __________ to a long－term view, reflected in its investment of more than $3 billion on research and development.“
A. committedB. committesC. committingD. to commit
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根据下列材料，请回答 31～35 题：In the idealized version of how science is done, facts about the world are waiting to be observed and collected by objective researchers who use the scientific method to carry out their work. But in the everyday practice of science, discovery frequently follows an ambiguous and complicated route. We aim to be objective, but we cannot escape the context of our unique life experience. Prior knowledge and interest influence what we experience, what we think our experiences mean, and the subsequent actions we take. Opportunities for misinterpretation, error, and self-deception abound.Consequently, discovery claims should be thought of as protoscience. Similar to newly staked mining claims, they are full of potential. But it takes collective scrutiny and acceptance to transform. a discovery claim into a mature discovery. This is the credibility process, through which the individual researcher’s me, here, now becomes the community’s anyone, anywhere, anytime. Objective knowledge is the goal, not the starting point.Once a discovery claim becomes public, the discoverer receives intellectual credit. But, unlike with mining claims, the community takes control of what happens next. Within the complex social structure of the scientific community, researchers make discoveries; editors and reviewers act as gatekeepers by controlling the publication process; other scientists use the new finding to suit their own purposes; and finally, the public (including other scientists) receives the new discovery and possibly accompanying technology. As a discovery claim works it through the community, the interaction and confrontation between shared and competing beliefs about the science and the technology involved transforms an individual’s discovery claim into the community’s credible discovery.Two paradoxes exist throughout this credibility process. First, scientific work tends to focus on some aspect of prevailing Knowledge that is viewed as incomplete or incorrect. Little reward accompanies duplication and confirmation of what is already known and believed. The goal is new-search, not re-search. Not surprisingly, newly published discovery claims and credible discoveries that appear to be important and convincing will always be open to challenge and potential modification or refutation by future researchers. Second, novelty itself frequently provokes disbelief. Nobel Laureate and physiologist Albert Azent-Gyorgyi once described discovery as “seeing what everybody has seen and thinking what nobody has thought.” But thinking what nobody else has thought and telling others what they have missed may not change their views. Sometimes years are required for truly novel discovery claims to be accepted and appreciated.In the end, credibility “happens” to a discovery claim – a process that corresponds to what philosopher Annette Baier has described as the commons of the mind. “We reason together, challenge, revise, and complete each other’s reasoning and each other’s conceptions of reason.”第 31 题 According to the first paragraph, the process of discovery is characterized by its[A] uncertainty and complexity.[B] misconception and deceptiveness.[C] logicality and objectivity.[D] systematicness and regularity.
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Paragraph 3 shows that a discovery claim becomes credible after it[A] has attracted the attention of the general public.[B]has been examined by the scientific community.[C] has received recognition from editors and reviewers.[D]has been frequently quoted by peer scientists.
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(a) Contrast the role of internal and external auditors. (8 marks)(b) Conoy Co designs and manufactures luxury motor vehicles. The company employs 2,500 staff and consistently makes a net profit of between 10% and 15% of sales. Conoy Co is not listed; its shares are held by 15 individuals, most of them from the same family. The maximum shareholding is 15% of the share capital.The executive directors are drawn mainly from the shareholders. There are no non-executive directors because the company legislation in Conoy Co’s jurisdiction does not require any. The executive directors are very successful in running Conoy Co, partly from their training in production and management techniques, and partly from their ‘hands-on’ approach providing motivation to employees.The board are considering a significant expansion of the company. However, the company’s bankers areconcerned with the standard of financial reporting as the financial director (FD) has recently left Conoy Co. The board are delaying provision of additional financial information until a new FD is appointed.Conoy Co does have an internal audit department, although the chief internal auditor frequently comments that the board of Conoy Co do not understand his reports or provide sufficient support for his department or the internal control systems within Conoy Co. The board of Conoy Co concur with this view. Anders Co, the external auditors have also expressed concern in this area and the fact that the internal audit department focuses work on control systems, not financial reporting. Anders Co are appointed by and report to the board of Conoy Co.The board of Conoy Co are considering a proposal from the chief internal auditor to establish an audit committee.The committee would consist of one executive director, the chief internal auditor as well as three new appointees.One appointee would have a non-executive seat on the board of directors.Required:Discuss the benefits to Conoy Co of forming an audit committee. (12 marks)
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Text 3 In the idealized version of how science is done,facts about the world are waiting to be observed and collected by objective researchers who use the scientific method to carry out their work.But in the everyday practice of science,discovery frequently follows an ambiguous and complicated route.We aim to be objective,but we cannot escape the context of our unique life experience.Prior knowledge and interest influence what we experience,what we think our experiences mean,and the subsequent actions we take.Opportunities for misinterpretation,error,and self-deception abound.Consequently,discovery claims should be thought of as protoscience.Similar to newly staked mining claims,they are full of potential.But it takes collective scrutiny and acceptance to transform a discovery claim into a mature discovery.This is the credibility process,through which the individual researcher’s me,here,now becomes the community’s anyone,anywhere,anytime.Objective knowledge is the goal,not the starting point.Once a discovery claim becomes public,the discoverer receives intellectual credit.But,unlike with mining claims,the community takes control of what happens next.Within the complex social structure of the scientific community,researchers make discoveries;editors and reviewers act as gatekeepers by controlling the publication process;other scientists use the new finding to suit their own purposes;and finally,the public（including other scientists）receives the new discovery and possibly accompanying technology.As a discovery claim works it through the community,the interaction and confrontation between shared and competing beliefs about the science and the technology involved transforms an individual’s discovery claim into the community’s credible discovery.Two paradoxes exist throughout this credibility process.First,scientific work tends to focus on some aspect of prevailing Knowledge that is viewed as incomplete or incorrect.Little reward accompanies duplication and confirmation of what is already known and believed.The goal is new-search,not re-search.Not surprisingly,newly published discovery claims and credible discoveries that appear to be important and convincing will always be open to challenge and potential modification or refutation by future researchers.Second,novelty itself frequently provokes disbelief.Nobel Laureate and physiologist Albert Azent-Gyorgyi once described discovery as“seeing what everybody has seen and thinking what nobody has thought.”But thinking what nobody else has thought and telling others what they have missed may not change their views.Sometimes years are required for truly novel discovery claims to be accepted and appreciated.In the end,credibility“happens”to a discovery claim–a process that corresponds to what philosopher Annette Baier has described as the commons of the mind.“We reason together,challenge,revise,and complete each other’s reasoning and each other’s conceptions of reason.”33.Paragraph 3 shows that a discovery claim becomes credible after itA.has attracted the attention of the general public.
B.has been examined by the scientific community.
C.has received recognition from editors and reviewers.
D.has been frequently quoted by peer scientists.
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Text 3 In the idealized version of how science is done,facts about the world are waiting to be observed and collected by objective researchers who use the scientific method to carry out their work.But in the everyday practice of science,discovery frequently follows an ambiguous and complicated route.We aim to be objective,but we cannot escape the context of our unique life experience.Prior knowledge and interest influence what we experience,what we think our experiences mean,and the subsequent actions we take.Opportunities for misinterpretation,error,and self-deception abound.Consequently,discovery claims should be thought of as protoscience.Similar to newly staked mining claims,they are full of potential.But it takes collective scrutiny and acceptance to transform a discovery claim into a mature discovery.This is the credibility process,through which the individual researcher’s me,here,now becomes the community’s anyone,anywhere,anytime.Objective knowledge is the goal,not the starting point.Once a discovery claim becomes public,the discoverer receives intellectual credit.But,unlike with mining claims,the community takes control of what happens next.Within the complex social structure of the scientific community,researchers make discoveries;editors and reviewers act as gatekeepers by controlling the publication process;other scientists use the new finding to suit their own purposes;and finally,the public（including other scientists）receives the new discovery and possibly accompanying technology.As a discovery claim works it through the community,the interaction and confrontation between shared and competing beliefs about the science and the technology involved transforms an individual’s discovery claim into the community’s credible discovery.Two paradoxes exist throughout this credibility process.First,scientific work tends to focus on some aspect of prevailing Knowledge that is viewed as incomplete or incorrect.Little reward accompanies duplication and confirmation of what is already known and believed.The goal is new-search,not re-search.Not surprisingly,newly published discovery claims and credible discoveries that appear to be important and convincing will always be open to challenge and potential modification or refutation by future researchers.Second,novelty itself frequently provokes disbelief.Nobel Laureate and physiologist Albert Azent-Gyorgyi once described discovery as“seeing what everybody has seen and thinking what nobody has thought.”But thinking what nobody else has thought and telling others what they have missed may not change their views.Sometimes years are required for truly novel discovery claims to be accepted and appreciated.In the end,credibility“happens”to a discovery claim–a process that corresponds to what philosopher Annette Baier has described as the commons of the mind.“We reason together,challenge,revise,and complete each other’s reasoning and each other’s conceptions of reason.”35.Which of the following would be the best title of the test?A.Novelty as an Engine of Scientific Development.
B.Collective Scrutiny in Scientific Discovery.
C.Evolution of Credibility in Doing Science.
D.Challenge to Credibility at the Gate to Science.
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Text 3 In the idealized version of how science is done,facts about the world are waiting to be observed and collected by objective researchers who use the scientific method to carry out their work.But in the everyday practice of science,discovery frequently follows an ambiguous and complicated route.We aim to be objective,but we cannot escape the context of our unique life experience.Prior knowledge and interest influence what we experience,what we think our experiences mean,and the subsequent actions we take.Opportunities for misinterpretation,error,and self-deception abound.Consequently,discovery claims should be thought of as protoscience.Similar to newly staked mining claims,they are full of potential.But it takes collective scrutiny and acceptance to transform a discovery claim into a mature discovery.This is the credibility process,through which the individual researcher’s me,here,now becomes the community’s anyone,anywhere,anytime.Objective knowledge is the goal,not the starting point.Once a discovery claim becomes public,the discoverer receives intellectual credit.But,unlike with mining claims,the community takes control of what happens next.Within the complex social structure of the scientific community,researchers make discoveries;editors and reviewers act as gatekeepers by controlling the publication process;other scientists use the new finding to suit their own purposes;and finally,the public（including other scientists）receives the new discovery and possibly accompanying technology.As a discovery claim works it through the community,the interaction and confrontation between shared and competing beliefs about the science and the technology involved transforms an individual’s discovery claim into the community’s credible discovery.Two paradoxes exist throughout this credibility process.First,scientific work tends to focus on some aspect of prevailing Knowledge that is viewed as incomplete or incorrect.Little reward accompanies duplication and confirmation of what is already known and believed.The goal is new-search,not re-search.Not surprisingly,newly published discovery claims and credible discoveries that appear to be important and convincing will always be open to challenge and potential modification or refutation by future researchers.Second,novelty itself frequently provokes disbelief.Nobel Laureate and physiologist Albert Azent-Gyorgyi once described discovery as“seeing what everybody has seen and thinking what nobody has thought.”But thinking what nobody else has thought and telling others what they have missed may not change their views.Sometimes years are required for truly novel discovery claims to be accepted and appreciated.In the end,credibility“happens”to a discovery claim–a process that corresponds to what philosopher Annette Baier has described as the commons of the mind.“We reason together,challenge,revise,and complete each other’s reasoning and each other’s conceptions of reason.”31.According to the first paragraph,the process of discovery is characterized by itsA.uncertainty and complexity.
B.misconception and deceptiveness.
C.logicality and objectivity.
D.systematicness and regularity.
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Text 3 In the idealized version of how science is done,facts about the world are waiting to be observed and collected by objective researchers who use the scientific method to carry out their work.But in the everyday practice of science,discovery frequently follows an ambiguous and complicated route.We aim to be objective,but we cannot escape the context of our unique life experience.Prior knowledge and interest influence what we experience,what we think our experiences mean,and the subsequent actions we take.Opportunities for misinterpretation,error,and self-deception abound.Consequently,discovery claims should be thought of as protoscience.Similar to newly staked mining claims,they are full of potential.But it takes collective scrutiny and acceptance to transform a discovery claim into a mature discovery.This is the credibility process,through which the individual researcher’s me,here,now becomes the community’s anyone,anywhere,anytime.Objective knowledge is the goal,not the starting point.Once a discovery claim becomes public,the discoverer receives intellectual credit.But,unlike with mining claims,the community takes control of what happens next.Within the complex social structure of the scientific community,researchers make discoveries;editors and reviewers act as gatekeepers by controlling the publication process;other scientists use the new finding to suit their own purposes;and finally,the public（including other scientists）receives the new discovery and possibly accompanying technology.As a discovery claim works it through the community,the interaction and confrontation between shared and competing beliefs about the science and the technology involved transforms an individual’s discovery claim into the community’s credible discovery.Two paradoxes exist throughout this credibility process.First,scientific work tends to focus on some aspect of prevailing Knowledge that is viewed as incomplete or incorrect.Little reward accompanies duplication and confirmation of what is already known and believed.The goal is new-search,not re-search.Not surprisingly,newly published discovery claims and credible discoveries that appear to be important and convincing will always be open to challenge and potential modification or refutation by future researchers.Second,novelty itself frequently provokes disbelief.Nobel Laureate and physiologist Albert Azent-Gyorgyi once described discovery as“seeing what everybody has seen and thinking what nobody has thought.”But thinking what nobody else has thought and telling others what they have missed may not change their views.Sometimes years are required for truly novel discovery claims to be accepted and appreciated.In the end,credibility“happens”to a discovery claim–a process that corresponds to what philosopher Annette Baier has described as the commons of the mind.“We reason together,challenge,revise,and complete each other’s reasoning and each other’s conceptions of reason.”32.It can be inferred from Paragraph 2 that credibility process requiresA.strict inspection.
B.shared efforts.
C.individual wisdom.
D.persistent innovation.
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Text 3 In the idealized version of how science is done,facts about the world are waiting to be observed and collected by objective researchers who use the scientific method to carry out their work.But in the everyday practice of science,discovery frequently follows an ambiguous and complicated route.We aim to be objective,but we cannot escape the context of our unique life experience.Prior knowledge and interest influence what we experience,what we think our experiences mean,and the subsequent actions we take.Opportunities for misinterpretation,error,and self-deception abound.Consequently,discovery claims should be thought of as protoscience.Similar to newly staked mining claims,they are full of potential.But it takes collective scrutiny and acceptance to transform a discovery claim into a mature discovery.This is the credibility process,through which the individual researcher’s me,here,now becomes the community’s anyone,anywhere,anytime.Objective knowledge is the goal,not the starting point.Once a discovery claim becomes public,the discoverer receives intellectual credit.But,unlike with mining claims,the community takes control of what happens next.Within the complex social structure of the scientific community,researchers make discoveries;editors and reviewers act as gatekeepers by controlling the publication process;other scientists use the new finding to suit their own purposes;and finally,the public（including other scientists）receives the new discovery and possibly accompanying technology.As a discovery claim works it through the community,the interaction and confrontation between shared and competing beliefs about the science and the technology involved transforms an individual’s discovery claim into the community’s credible discovery.Two paradoxes exist throughout this credibility process.First,scientific work tends to focus on some aspect of prevailing Knowledge that is viewed as incomplete or incorrect.Little reward accompanies duplication and confirmation of what is already known and believed.The goal is new-search,not re-search.Not surprisingly,newly published discovery claims and credible discoveries that appear to be important and convincing will always be open to challenge and potential modification or refutation by future researchers.Second,novelty itself frequently provokes disbelief.Nobel Laureate and physiologist Albert Azent-Gyorgyi once described discovery as“seeing what everybody has seen and thinking what nobody has thought.”But thinking what nobody else has thought and telling others what they have missed may not change their views.Sometimes years are required for truly novel discovery claims to be accepted and appreciated.In the end,credibility“happens”to a discovery claim–a process that corresponds to what philosopher Annette Baier has described as the commons of the mind.“We reason together,challenge,revise,and complete each other’s reasoning and each other’s conceptions of reason.”34.Albert Szent-Gy?rgyi would most likely agree thatA.scientific claims will survive challenges.
B.discoveries today inspire future research.
C.efforts to make discoveries are justified.
D.scientific work calls for a critical mind.
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The discovery of the strange stone in the deserted valley has spurred series of scientific research.A:encouraged
B:endangered
C:endorsed
D:enlarged
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资料：International Federation for Scientific Research
#203 Lotus Garden Road, Mumbai 400 032, India
13 August
Dr. Jonas Radcliffe
SNB Laboratories
Glasgow G3 8HN
United Kingdom
Membership #2789R
Dear Dr. Radcliffe,
This year, the International Federation for Scientific Research （IFSR） will hold its annual convention from 20 to 23 November.
The conference will be held in Colombo, Sir Lanka, and will have Changing Migration Patterns as its theme. Our keynote speaker is Dr. Preeti Pillai, dean of biology at Gujarat University of Science and the author of the acclaimed book Migrant Birds in Asia. In addition, more than 100 noted speakers will be presenting their latest research findings related to migration and ecology.
Register before 21 September and receive a 20 percent reduction on the registration fee. To register online and to look at presentation summaries, please visit www.ifsr.org Information on hotel accommodation and transportation options is also available on the site.
The IFSR hopes you will be able to attend this important and informative convention.
Yours sincerely,
Me1issa Oduya
Director, IFSR
Who is Dr. Pillai?A.A laboratory director.
B.A conference organizer.
C.A computer engineer.
D.A science professor.
考题
资料：“Our cars are for people who want something different.”
This has been the slogan for over 50 years of Suprema Cars, a manufacturer of an English sports car. The car is mostly handmade in the company's factory in northern England. Suprema Car produces approximately 500 cars a year. About 5 years ago, the company began to lose sales and market share, and in the last two years, it has made a loss.
Recently, there have been problems with the labor force. The factory workers have demand higher wages and better working conditions. They are also unhappy because the management is insisting that they increase production, but the workers think this will have a bad effect on the quality of the cars.
The company still has many loyal customers. People buy Suprema sports cars because they are handmade and have an image of quality and craftsmanship.
Why do some customers still stick to Suprema Cars?
A.Because its products are handmade and qualified.
B.Because its name represents luxury.
C.Because the company is famous.
D.Because its products are cheap.
考题
资料：International Federation for Scientific Research
#203 Lotus Garden Road, Mumbai 400 032, India
13 August
Dr. Jonas Radcliffe
SNB Laboratories
Glasgow G3 8HN
United Kingdom
Membership #2789R
Dear Dr. Radcliffe,
This year, the International Federation for Scientific Research （IFSR） will hold its annual convention from 20 to 23 November.
The conference will be held in Colombo, Sir Lanka, and will have Changing Migration Patterns as its theme. Our keynote speaker is Dr. Preeti Pillai, dean of biology at Gujarat University of Science and the author of the acclaimed book Migrant Birds in Asia. In addition, more than 100 noted speakers will be presenting their latest research findings related to migration and ecology.
Register before 21 September and receive a 20 percent reduction on the registration fee. To register online and to look at presentation summaries, please visit www.ifsr.org Information on hotel accommodation and transportation options is also available on the site.
The IFSR hopes you will be able to attend this important and informative convention.
Yours sincerely,
Me1issa Oduya
Director, IFSR
How can individuals receive a discount?
A.By registering in advance.
B.By paying in cash.
C.By becoming a member.
D.By participating in a survey.
考题
共用题干
New Product Will Save livesDrinking water that looks clean may still contain bugs（虫子）,which can cause illness. A small company called Genera Technologies has produced a testing method in three stages,which shows whether water is safe.The new test shows if water needs chemicals added to it,to destroy anything harmful.It was invented by scientist Dr. Adrian Parton, who started Genera five years ago.He and his employees have developed the test together with a British water company.Andy Headland,Genera's marketing director,recently presented the test at a conference in the USA and forecast good American sales for it.Genera has already sold 11 of its tests at$42,500 a time in the UK and has a further four on order. It expects to sell another 25 tests before the end of March.The company says it is the only test in the UK to be approved by the government.Genera was formed five years ago and until October last year had only five employees; it now employs 14.Mr Headland believes that the company should make around$19 million by the end of the year in the UK alone.Genera has increased the number of its employees recently.A:Right B:Wrong C:Not mentioned
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Your company decided to start using RMAN in its backup strategy. Previously your company used operating system file copies. Which command is used to make RMAN aware of existing backups made by copying files at the operating system？（）A、CHANGEB、RESYNCC、CATALOGD、CROSSCHECK
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单选题In what way advertising is changed according to the text?A
Advertisements are produced in a scientific way.B
More research methods are used in creative work.C
All decisions are made based on the results of research.D
Focus groups now control the whole process of ad-making.
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问答题Practice 3 (The candidate chooses one topic and speaks about it for one minute.) A Customer Relations: how to maintain customer interest in a company’s products B Transport Management: the importance to a business of an efficient public transport system C Market Research: the importance of doing market research before launching a new product.
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单选题According to the writer, which of the following is not true about your boss?A
He is the person who supervises you.B
He is the person setting the company’s goals.C
He can keep you informed of company direction concerned with your future.D
He can help you acquire support or cooperation from other departments.
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单选题The customers will be informed if _____.A
the product can’t be delivered on timeB
the product is out-of-date and unsatisfactoryC
the company doesn’t accept the returned productD
the company can’t send a new catalogue on time
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单选题Which of the following is true?（）A
A company should develop an ISM and implement itB
A company implementing an ISM properly may obtain a DOCC
Once a company obtains its DOC, each vessel of this company will obtain a SMCD
DOC is valid for 60 months unless “major non-conformity” is found
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问答题Practice 2 ● Recently your company is planning to bid for hosting an exhibition and now the manager of your company has asked you to write a letter to the organizing committee to introduce your company to them. ● Write a letter to introduce the details about your company. ● introducing the department structure and service, ● introducing previous exhibitions you have hosted, ● expressing your confidence in the success if you are permitted to host it.
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单选题According to the research findings, the customers who will bring in more profit are those whoA
are regarded as loyal customers.B
happen to buy the products from a company.C
trust the quality of the products from a company.D
care little about prices of the products.
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