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  3. Read the article below about Marc Hooper, CEO of the confectionery group Spartan Ketley, and the questions on the opposite page.

Read the article below about Marc Hooper, CEO of the confectionery group Spartan Ketley, and the questions on the opposite page.

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问题     Read the article below about Marc Hooper, CEO of the confectionery group Spartan Ketley, and the questions on the opposite page.
    For each question(13-18), mark one letter(A, B, C or D)on your Answer Sheet.
                    Marc Hooper, CEO of Spartan Ketley
Marc Hooper, not long promoted to CEO of confectionery giant Spartan Ketley(SK), is very different from his predecessors. He is a corporate lawyer by training, and his background has clearly shaped his management style. He was taught that no work should go unchecked and that no statement can go out without everything being fully defined. The legal world teaches you to think in a synthetic way, to take contrasting ideas and thread them together to form a strategy’ Hooper, with little marketing experience, was not at the top of market observers’ lists for the job. But here he is, just over a year into the role and seemingly on top of things.
Educated at Harvard University, Hooper started his career with well-known New York consultants Cox & Leight(C&L), and became a specialist in mergers and acquisitions. ’It was a tremendous training ground and I could have stayed in mergers and acquisitions - I found the work interesting.’ But another opportunity presented itself: SK offered him a job as general advisor. Hooper knew SK well because C&L was its main New York consultancy firm and Hooper looked after its account.
Hooper liked SK and when they came calling, several factors weighed on his mind. ’I admired SK and thought it would be a great place to work. C&L had told me I was only five years through a ten-year journey to become a partner. Also, for three years in a row my pay at C&L had stayed the same. Finally, I was working very long hours in a large, impersonal office and it seemed like an intelligent lifestyle decision to take a job with a different company.’
Hooper became established at SK, and soon felt ready for a higher position, but was told that no one could get on at SK unless they had been in sales and marketing. ’I had to make a move,’ says Hooper. ’I took a risk; I became head of marketing in Europe.’ In fact this was a sideways move - not for more money but to add to his knowledge and to further his career. The first challenge was that he found himself in charge of 25 bright young marketing people. ’I had to work hard to keep up,’ he admits.
Throughout, he has remained focused, his eye always on the main prize. His elevation to CEO, he says, is proof of SK’s inclusiveness. ’We are always open to people with fresh ideas. As CEO I support anyone who is willing to take a chance and who wants to stretch themselves. If you are keen to develop and prove you can succeed, this company will provide the challenge you need.’ And in line with this philosophy, Hooper is not an autocratic leader: his style is to consult, to seek advice, then to act.
SK has grown quickly, mostly by acquisition. Hooper sits at the head of an empire that employs 50,000 people in 130 factories. His chief mission is to reduce waste in the company, to bring down costs, and to produce funds to reinvest - all the time keeping ahead of competitors. ’We must generate growth on a consistent basis. We’ve also got to generate more cash for investment in marketing.’ The latest development, the purchase of a chocolate manufacturer for $42 billion - a deal managed by Hooper - has made it one of the largest confectionery groups in the world.
Hooper says that his policy as CEO is to
选项 A、develop a sense of competition within his workforce.
B、train people to become proficient in a wide range of skills.
C、hire staff who are not afraid to make important decisions.
D、encourage employees to be innovative in their approach to work.
答案D
解析
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