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剑桥商务英语中级真题3

RE AD I N G

PART O N E

●L ook at the statements below and the extract on the opposite page from a report to staff by the Davis Group, a human resources consultancy in the USA.

●Which section (A, B, C or D) does each statement (1-7) refer to?

●For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.

●You will need to use some of these letters more than once.

Report for S t a ff

A. It has been a challenging year, with the global economy contributing to increased market competition. However, the end results were fairly respectable, especially considering the industry's generally poor financial results. The Davis Group has always focused on growing revenue, solving client problems, identifying new opportunities and winning new clients. Although the company had to spend more time than usual this year on cost control, our people continued to listen to their clients and deliver appropriate consulting solutions.

B. Although we have changed our name and introduced a new global brand, many clients still do not regard us as a broad-based human resources consultancy. We hope that our new international campaign, which explains to clients the wide range of services we offer, will help change that perception. It is significant that 50% of our revenue this year came from outside the USA, making us a truly global player. We have enormous growth potential, especially in emerging markets such as Asia and Latin America.

C. These days, most of our clients, even those with operations in only one country, compete in a global marketplace. As a result, they see the value of working with us. Our strength on the ground in many countries has allowed us to share knowledge to develop and deliver world-class solutions. For those clients who are global firms, our worldwide presence has allowed us to build international networks to address their special needs. They appreciate that our intellectual capital is based on a deep understanding of local needs and conditions.

D. We continually aim to maximise our revenue and enhance professionalism across the solutions offered by the firm. Obviously, winning new clients is always important, but we should remember that it is often easier and more cost-effective to broaden relationships with existing clients. By providing a wider range of solutions, we add value, strengthen our clients' view of us as a trusted advisor and build long-term partnerships. Our success is based on being known as the most professional and highest quality firm in the human resources consultancy business.

1. The company has had limited success in convincing customers that it can offer a variety of human resources solutions.

2. It has been necessary to monitor expenditure carefully.

3. Expertise in different cultures is a major selling point for the company.

4. The company's performance is strongly linked to its reputation.

5. The company is confident of its ability to expand.

6. The company makes ongoing efforts to improve the standard of its service provision.

7. Many consulting businesses have performed badly in this period.

PART T WO

●R ead the article below about the differences between chief executives and entrepreneurs.

●C hoose the best sentence from the opposite page to fill each of the gaps.

●For each gap (8-12), mark one letter (A-G) on your Answer Sheet.

●Do not use any letter more than once.

●T here is an example at the beginning (0).

Analysing the E n t r e p r e n e u r

The ever-increasing attraction of under-graduate courses in business studies demonstrates that many young people begin their working lives determined to be a success in business. Many of them will have ambitions of becoming bosses. （0） (G) . That should be the question which all ambitious young business people ask themselves.

Some graduates learn how to run a business in someone else's time, and then in their early thirties, start out on their own. That course of action is relatively common and straightforward. 1 Often, however, their business flair comes at the expense of more mundane business skills such as team building and maintaining harmony.

A recent study, in which seventeen successful entrepreneurs took part in in-depth interviews, as did a similar number of chief executives, concluded that honesty and strong moral principles are important characteristics of entrepreneurs who achieve lasting success. According to the various tests and self-assessment questionnaires used in the interviews, seventy per cent of entrepreneurs have these characteristics, as opposed to only twenty-eight per cent of chief executives. 2 It would seem that most entrepreneurs deserve more credit than people generally give them.

This ethical style of leadership fosters a culture in which expectations are uncompromisingly high and in which people believe they will be properly rewarded for their individual contribution. 3 Employees often complain that the worst kind of bosses are the ones who own the business, as they can be very intolerant of others who make mistakes.

Entrepreneurs are passionate about their work but they have not worked their way up through the organisation and tend to lack the people management qualities that chief executives have developed over long careers. 4

Of course, it could be argued that the single-minded approach of entrepreneurs is what makes them successful; it certainly enables them to put extraordinary effort into what they do.

The study indicates that generally chief executives can match entrepreneurs in terms of drive and determination. There is one exception and that relates to taking risks. 5 The chief executive can, on the other hand, always move to another company.

But in the end, if there are no entrepreneurs, there is no work for chief executives. It is the people that start businesses who are the original wealth creators.

A. However, it can also result in entrepreneurs being profoundly disappointed when others fail to live up to their high standards.

B. They need to have the confidence to make everyone in the organisation believe that this is no ordinary place and no ordinary job.

C. Given the common perception that entrepreneurs are only in business to make money, this very positive finding was perhaps the most surprising.

D. They are less likely to promote teamwork and co-operation than chief executives, who are much better at reading and understanding those around them.

E. After all, if it is your own company, you cannot walk away, and you will do anything either to keep it afloat or to help it prosper.

F. But true entrepreneurs do not necessarily wait until their business knowledge has improved or until the time is right-they have always been driven to achieve.

G. But is it best for them to become entrepreneurs and start their own business or work towards running someone else's?

PART THREE

●R ead the magazine article below about Andy Seymour, the Chief Executive of a chain of book stores called Bookroom, and the questions on the opposite page.

●For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.

CHALLENGING TIMES AT B OOKROO M

Bookroom isn't a very successful company at the moment. It's heavily in debt, and it's rumoured that its owner, P&K, wouldn't turn down a suitable offer. Even its own store managers are said to be unhappy-those who haven't left, that is. A recent change in strategy is proving too much for many of them: they've been told to concentrate on giving more space to a limited number of bestsellers, advertised nationally by the company, and not to titles which sit on the shelves for weeks.

The challenge of taking Bookroom back into profit falls to the Chief Executive, Andy Seymour, who was moved a year ago from P&K's music chain, MusicWorld, with an impressive record of efficiency improvements. He increased the floor space of the more successful MusicWorld stores and closed down the loss-making ones. New computer systems gave him better stock control, and allowed him to produce up-to-date charts of the top CDs for display in the stores, with a positive impact on turnover and profits. In addition, he negotiated a pay and productivity deal with the employees. All in all, it was a period which saw the chain reach its peak.

Seymour, though, doesn't take any credit for MusicWorld's success. 'Even before I became Chief Executive, all the stores were run by top quality people doing everything they could, at a time when the public weren't spending much on leisure,' he says. 'They all stayed on, and that was the decisive factor. The only things I did were to change the advertising agency-they weren't keeping up with developments in the music industry-and make some minor innovations in the stores. Customers were coming into the shops, and it was up to us to make the most of this.' Luck had been against him in his previous job, though, as operations director of Clarkson's, the do-it- yourself retailer which P&K had just acquired. Soon after his move to the company, there was a recession, which meant that the market for home improvement products collapsed. Seymour was involved in endless consultations with the board, discussing ways to turn the company round. They were in a high-risk situation and, despite his efforts, Clarkson's lost millions. But even when things were at their worst, Seymour didn't resign, as most would have done, and he was highly thought of for that.

He has a reasonable track record, certainly, but some would say not brilliant. And will he succeed at Bookroom? His first year has been disappointing, but there are signs of improvement. He's continued the strategy of opening new shops, and although many store managers have gone, their replacements have been picked carefully. He's also done something about one of the main reasons for the present difficulties, reducing targets to allow for the fact that the book market is still flat.

Seymour is an experienced retail manager. At MusicWorld he proved himself a good manager of people with a particular gift for motivating his staff. But he's also strong on detail, and has already improved Bookroom's financial control. It looks as though his strategy will pay off in the long term. The only thing you could blame him for is not being strong enough in opposing all the negative talk about Bookroom, because that is what is damaging the company. And unless Seymour does something about that, he may find himself looking for a new job.

1. According to the first paragraph, what are Bookroom store managers not pleased about?

A.the number of recent staff redundancies

B.the reduction in the range of books on sale

C.P&K's current plans to sell the company

D.P&K's approach towards advertising different titles

2. Which of the following contributed to Andy Seymour's success at MusicWorld?

A.investing more time in researching music trends

B.training staff to use the computerised order system

C.offering staff a greater incentive to sell more items

D.bringing new stock into the poorly performing stores

3. Seymour says that MusicWorld was successful because

A.sales of music products were booming.

B.the store managers were very capable.

C.its advertising had been highly effective.

D.his innovations attracted a wider target group.

4. While Seymour worked for Clarkson's he was respected because he

A.was willing to take certain risks in order to stay in business.

B.had

predicted the downturn in the home improvements industry. C.kept the

store managers informed about the company's situation. D.continued

as director despite the company experiencing difficulties.

5. According to the writer, Bookroom had problems during Seymour's first year because

A.he had been too cautious about the location of new stores.

B.he failed to recognise what consumers were looking for.

C.there was a shortage of suitable staff to take over managers' jobs.

D.the expected volume of book sales had been unrealistic.

6. In the last paragraph, the writer suggests that in his present role, Seymour needs to

A.take action to improve the company's reputation.

B.pay more attention to every aspect of his strategy.

C.make sure there are sufficient funds for his expansion plans.

D.encourage loyalty by strengthening staff-management relationships.

PART F O U R

●R ead the article below about goods returned by customers to mail order companies.

●C hoose the best word or phrase to fill each gap from A, B, C or D on the opposite page.

●For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.

Unwanted G oo d s

Increased sales is always good news for mail order companies. But more sales also means more items are returned. Most companies have a full returns policy, but as Meg Powell, Managing Director of mail order company Go First, explains, this usually 1 a lot of extra work. 'If an item comes back, we have to 2 with refunds, apology mailings and stock control. This is a complex process and each returned item undergoes close

3 for defects. If goods are in a fit

4 for stock, they need repacking and putting back in the warehouse. If not, we'll look at why. Anything

5 to the quality of returned goods is

6 information. In some instances we can identify a fault in production and do something about it.'

Estimates of the number of returns for the sector 7 . In the 8 of Go First, which delivers 100 million packages a year, 26 million come back. Reducing this number is an important 9 for the company. One way it aims to do this is by making the initial order-taking process as accurate as possible, and by closely 10 the packing of goods. 11 the reasons for returns also helps. Go First telephones a 12 of people returning goods to establish their reasons for doing so.

Clearly, a customer-focused returns process is essential for fostering trust in the company. 'It is standard 13

in this business,' says Meg Powell. 'It attracts customers, gives them a greater 14 of security and encourages them to buy. We realise that making the return of goods a smooth, fast process can only 15 customer satisfaction.'

A.contains

B.includes

C.concerns

D.involves

A.handle

B.deal

C.treat

D.manage

A.attention

B.inquiry

C.inspection

D.survey

A.condition

B.situation

C.form

D.arrangement A

https://www.sodocs.net/doc/fb1661071.html,bining

B.affecting

C.influencing

D.relating

A.key

B.main

C.central

D.major

A.alter

B.move

C.disagree

D.vary

A.place

B.state

C.case

D.position

A.objective

B.purpose

C.direction

D.scheme

10.

A.estimating

B.monitoring

C.researching

D.measuring B

11.

A.Carrying out

B.Looking into

C.Getting in

D.Seeing to

12.

A.choice

B.preference

C.selection

D.pick

13.

A.system

B.practice

C.operation

D.method

14.

A.perception

B.sense

C.belief

D.instinct

15.

A.boost

B.expand

C.push

D.enlarge

PART F I V E

●R ead the text below about information technology (IT) training.

●In most of the lines (34-45), there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.

●If the line is correct, write CORRECT, on your Answer Sheet.

●If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.

●T he exercise begins with two examples (0 and 00).

IT T r a i n i n g

0 The arrival of a sophisticated computer system is a such big event in any

00 organisation, but it is obviously difficult to make the most of this type of investment

1 without proper training. IT training can be expensive cost and, despite the good

2 intentions of the people are involved, a huge amount of training is wasted every year.

3 Quite frequently, until staff continue to struggle with computer systems that either

4 they do not understand, or they can only exploit to a fraction of their true

5 potential. A common mistake is made to rush in and train people too soon. This is

6 to be expected. Quite reasonably, the logic is so that it is better to train people early

7 than not to do it at all. The difficulty, however, is that people's memories are short, so it is

8 better to train people when the 'go live' date which is known. This way their knowledge

9 will still be fresh when they have to put it into practice. It may also be an error

10 to commission an external training organisation because of their standard materials

11 may not be suitable. An alternative one is to pilot the software with a team of capable

12 employees and once again they are familiar with its operation, they can then train other staff.

COST

ARE

UNTIL

CORRECT

MADE

CORRECT

WHICH

CORRECT

10.

11.

ONE

12.

AGAIN

WR I T I N G

PART O N E

1. ●You work in the Information Technology department of a large company. There has been a delay setting up a new computer system.

●Write an email to all staff:

●apologising for the delay

●explaining why there was a problem setting up the new system

●saying when the new system will be ready.

●Write 40-50 words.

Sample A

Sample B

[解析] Sample A

Scales Mark C o mm e n t a r y

Content 5 All content is relevant to the task and the target reader would be fully informed.

Communicative Achievement 5

Communicates the message effectively. The format, register and natural tone (As you already know) are all appropriate to the task and would have a positive effect on the reader.

Organisation 5 The email is well-organised with the content expressed in a logical order within the two paragraphs.

Language 5 The email uses a good range of lexis (sincere apologies; server broke down) and some complex grammatical forms (it will be possible to) .

Sample B

Scales Mark C o mm e n t a r y

Content 5 All the content is relevant to the task and the target reader would be informed.

Communicative Achievement 3

Uses email conventions to communicate straightforward ideas (I am sorry to inform you that...) .

Organisation 3 The email is well-organised with the content expressed in a logical order. Some organisational features are used (so; after) .

Some complex grammatical forms are used (has been a delay setting up) and a

Language 4 range of vocabulary including less common lexis (stable electricity facility) . However, errors are sometimes present in more complex structures (the new system will be ready until next Monday) but these do not impede communication.

PART T WO

1. ●You work in the sales department of a large television manufacturer. Your line manager at head office has asked you for a report about sales in your region.

●L ook at the information below, on which you have already made some handwritten notes.

●T hen, using all your handwritten notes, write your r e p o r t.

●Write 120-140 words.

0ve

company's sales in your reg i on over the last 3 months.

Do you think demand fo r our products will i mprove and can you make some suggestions for increa s ing sa l es ?

yes -i n next 6 mont he

. I

examp l e

Suggestoons for increasing sales of television

? specialoffers for custome r s

? new advertising campaign -- - - ---j----

--1,

give details

? imp rov e technology a nd des ig n- ----+---- -/

ex plain wh3t

custom ers Vtant

ampleC

------------------------1

Report on sales

Introd uction :

T hi s report aims to suggest s t.ragies to i mprove television (TV) sales.

F i ndings:

Accor d i ng to statist i cs, ret a il sales of all the regio ns hav e fallen over the previous 3 mon t h s .But I have confidence that the cu!:itom ers' needs to our products will increase in next 6 months. Conc lu sions :

As a r esult of ana l ys i s above , I w ill give !:iuggestions a!:i follow s : ? Fi rstly ,we can offer discounts to c ustome rs, so th at they can buy more products at; more reasonab l e prices .

? Secon d l y,we can l aunch a new advertising campa ign in golden week ,invit i ng some

medias, such as loca l press, n ational press and magazi nes, to progand i ze our products . ? Third ly, as more and rr .ore customers wan t to watch mov ies at horne,we should improve our TV's aud i o effect and g i ve them a rea l cinema feel.

Recommenda tio n :

Through those stragies ment i oned above, I beli eve we can win this sa l es war.

SampleD

[解析] Sample C

Scales Mark C o mm e n t a r y

Content 5 All the content is relevant to the task and expanded appropriately. The target reader would be fully informed.

Communicative

Achievement

4 Organisation 5

Language 4 Sample D The format and register are appropriate for a report. The text communicates straightforward ideas (we can offer discounts to customers) and holds the target reader's attention effectively.

The report is well-organised with a clear introduction and recommendation. The writer uses a variety of organisational features including sequencing words (F i r stl y; Secondly) , headings (Introduction; Findings; Conclusions) and bullet points to organise the report effectively.

Uses a range of simple and complex grammatical structures (sales...have f a llen...; they can buy more products at more reasonable prices) and a range of vocabulary, including less common lexis (cinema feel; sales war) . Errors are present but do not impede communication (customers' needs to our products; progandize; stragies) .

Scales Mark C o mm e n t a r y

Content 2 The target reader is only partly informed due to minor omissions. Content element 5 is not adequately addressed (we decied to improe technology...to appeal customer) .

Communicative Achievement 2

The register is generally appropriate to the task. However, the genre is not entirely appropriate for a report (Mr Mike) . Straightforward ideas are communicated,

Organisation 4 The report is well-organised using a variety of organisational features and cohesive devices (First; Second; But; Since) and it for the fall in sales and we for the company, Everyday business vocabulary (retail sales) and simple grammatical forms are used

Language 1 (we will improve this situation; we would like to...) , Errors are noticeable but the meaning can still generally be determined (the ecnomic criss...infuluce our s a les; diliver; improe technology) .

L I S TE N I N G

PART O N E

●You will hear three telephone conversations or messages.

●Write one or two wo r d s or a number in the numbered spaces on the notes or forms below.

●Aft er you have listened once, replay each recording.

Conversation O n e

●L ook at the note below.

●You will hear a man calling a colleague about making changes to his schedule.

CANCELLED

[听力原文]

Woman: Hello. Jackson's Associates.

Man: Oh, hi! It's me, James. James Horrocks.

Woman: Oh, James! Where are you?

Man: I'm on the train-but I'm still in London! There's been a long delay and I'm going to be very late, so I'm going to have to reschedule my morning. Could you deal with it all for me?

Woman: Sure...

Man: I've got a meeting at half past ten with John Row of APE

Woman: What do you want me to do about it? Shall I try to get him to come later?

Man: That meeting will have to be cancelled or the whole morning's schedule will be impossible.

Woman: Right.

Man: Now, I'd also called a marketing meeting for eleven thirty. Could you give everyone a later time? Um, let's make it twelve thirty.

Woman: OK then.

Man: And as it'll be lunch time, could you call Jim Davis to arrange a lunch venue? People won't mind a late meeting if we offer them food!

Woman: OK.

Man: Oh, and, um, also, I won't have time to see Freda Bell when I finally get into the office. Could you email her for me? Otherwise, she'll think I've forgotten.

Woman: Fine. OK. Anything else?

Man: Nothing at the moment. See you soon, I hope.

Woman: OK. Bye...

12:30/12-30 (PM)/HALF PAST TWELVE/TWELVE THIRTY

(a) LUNCH (VENUE)

(A/AN) EMAIL/E-MAIL

Conversation T wo

●L ook at the notes below.

●You will hear a woman leaving a message for a colleague about his slides for a presentation.

STATISTICS/STATS

[听力原文]

Hello, John, it's Christine. I've just looked through the revised slides for your presentation, and they're now much better. I've got a couple of general comments.

You thought there might be too many slides. I don't think that's a problem, though several would be improved if you replaced the statistics. A few words would be easier to take in.

Then don't the slides strike you as looking rather dull and predictable? The content is fine, but the design needs some variety. Maybe adding a few animations would help.

And two quite specific points. Something seems to have gone wrong in slide three. The graph is fine, but I can't make sense of the bar chart. It doesn't bear any relation to what's gone before, or after.

And finally, I remember we discussed the grammar mistake you had in slide six, and you've dealt with that, but if you have another look, I'm sure you'll notice the spelling error that's crept in.

OK, once you've dealt with that, it'll be fine. Goodbye.

DESIGN

(BAR)(-)CHART

SPELLING ERROR/MISTAKE

Conversation T h r ee

●L ook at the notes below.

●You will hear a woman giving instructions to a colleague about dealing with job applications.

MEDIA (STUDIES)

[听力原文]

Woman: Hello?

Man: It's Peter here from Personnel. The applications for the Publicity Co-ordinator post-how do you want us to sort them?

Woman: First, could you look at the qualifications, and reject those who haven't done media studies. We can do IT training ourselves if necessary.

Man: Right.

Woman: Then the second time around, take a look at the Previous Experience section...

Man: Yes.

Woman: And pick out the ones who've worked as part of a project team before.

Man: In a similar company?

Woman: At this stage it doesn't matter whether it's in a service industry or any other kind.

Man: OK. And did you want me to arrange interview dates yet? I'll need to book the rooms well ahead. Woman: I'll do that when you've decided on the final list. Before the interviews, can you get references for each of the candidates? Don't bother asking for copies of their certificates yet.

Man: No problem...and what shall I do with their applications?

Woman: Can you forward them to section heads? They'll probably sort them a bit more before they go to the marketing manager.

Man: I'll do that before I...

PROJECT TEAM

REFERENCES

SECTION HEADS

PART T WO

Section O n e

●You will hear five short recordings. Five people are giving advice on how to give feedback to employees.

●For each recording, decide what advice the speaker gives.

●Write one letter (A-H) next to the number of the recording.

●Do not use any letter more than once.

●Aft er you have listened once, replay the recordings.

A. Give feedback on a regular basis.

B. Choose the right time and place.

C. Focus on the consequences of the individual's behaviour.

D. Ignore your own personal feelings.

E. Be clear about what you're referring to,

F. Praise the individual's strengths.

G. Offer people the chance to respond.

H. Give feedback immediately.

[听力原文]

Basically the point of giving feedback is to motivate your staff to perform as well as they can in future. Nothing is a better motivator than telling someone that they are doing a wonderful job. I do not believe it could ever be the wrong time or place to draw attention to someone's plus points. So use your regular feedback sessions in this way to encourage your staff and make them feel good about themselves and their value to your company.

[听力原文]

When I started organising feedback sessions for my staff, I made the mistake of not letting them have their say. Although I'd criticise their performance tactfully, and I knew I had to do so immediately and in an appropriate place, I've now learned that it's sensible to allow them time to reflect-you can then agree to meet again at a later date if necessary. That means you've both had time to consider the implications of what's been said.

[听力原文]

Most employees feel they don't get enough feedback. On the rare occasions they do get it, it's either too superficial or it's because some kind of problem has arisen, and so it comes across as negative. The key to giving effective feedback is to allow a time for it each month, so that it becomes a matter of course, just part of the work routine. Then staff won't get nervous about it, and it'll be more positive.

[听力原文]

When a member of staff has made a serious mistake and you have no choice but to respond with serious negative feedback, then the best thing is to concentrate on what happened as a result of the criticised performance. That way your criticism will come across as reasoned and cannot be later dismissed by the employee as just your own unfair personal opinion. Don't just say that the work done was not satisfactory, but point out what effects it had.

[听力原文]

Sometimes when I was on the receiving end, I'd come out of feedback sessions with my boss wondering what on earth he'd been talking about. As a result, I always open sessions with my employee by saying something like 'I wanted to talk to you about the report you wrote yesterday'. I do this even when I'm responding on the spot to something that has just happened. It means we're both starting from the same point.

Section T wo

●You will hear another five recordings. Five people are talking about their reasons for joining a particular company.

●For each recording, decide why the speaker chose to join the company.

●Write one letter (A-H) next to the number of the recording.

●Do not use any letter more than once.

●Aft er you have listened once, replay the recordings.

A. It was close to home.

B. The interview process was friendly.

C. The workload was not too demanding.

D. There was a wide variety of work on offer.

E. The financial benefits were attractive.

F. The management approach was dynamic.

There were relevant training opportunities. H.

The promotion prospects were good.

C [听力原

文]

I had really enjoyed working for my last company-I felt that I was really being given lots of different challenges especially in developing new products. But in the end, ! felt they asked too much of me-I never seemed to have any time at home, and I felt I had to look around for another post. It was clear that this job would be much more manageable.

[听力原文]

I was lucky to be offered three different jobs. The interview for this one was quite a challenge-you know, the human resources manager was rather unwelcoming, I thought. But then we did a tour of the factory with several senior managers and saw all the different work areas. They seemed really go-ahead and talked a lot about their plans for the future etc. That decided it for me.

[听力原文]

I really liked where I used to work because it was an extremely pleasant environment and I didn't have to commute any distance-unlike where I am now. But the thing was, I couldn't see myself being sufficiently challenged in the long run at my last place, whereas it was obvious in this current job description that if I stuck at the work, I could move up the company. And that's what I really wanted.

[听力原文]

The job description sounded quite interesting, but I was a little worried that I wouldn't be able to fulfil all the criteria for the various aspects of the work-particularly the requirement to work as part of a large team. Anyway, I obviously managed to convince them at the interview I could do it, and I started last week. I'd actually been offered another job in a nearby firm, but I couldn't have lived so well on the remuneration package.

[听力原文]

At my last place, I just didn't feel the environment was dynamic enough. I didn't feel I was going to be able to get ahead. I'm not so much interested in getting a higher or better paid position-or at least not yet-but I wanted my skills to be built up through a development programme. It was obvious at the interview that this company was very good in this respect.

PART THREE

●You will hear the Chief Executive of Best Value, an American chain of convenience stores, talking about a change in the company's working practices.

●For each question (23-30), mark one letter (A, B or C) for the correct answer.

●Aft er you have listened once, replay the recording.

1. When the speaker became Chief Executive of Best Value, most employees

A.were given little information about the company.

B.had no input into the decision-making process.

C.felt a lack of commitment to the company.

C [听力原

文]

Thank you very much for inviting me to talk to you about the introduction of Performance Management at Best Value.

Best Value operates nearly five thousand convenience stores and seven distribution centres in the United States. When I took over as Chief Executive, three years ago, I found poor industrial relations, and little or no sense of loyalty. A consultation process existed, but wasn't taken very seriously by management. Internal communications varied enormously, with a few staff missing out on key information.

We realised we had to do something to bring out the best in people, and we decided to adopt Performance Management to emphasise to the whole of our large workforce that there were many positive aspects to being one of our employees. If staff could develop a sense of fulfilment in their working days, we believed, it would both benefit them and be fundamental to the success of the rapid expansion we planned. We were convinced that in comparison, the effect of raising wages or reducing working hours would be minimal.

One decision we had to make was how to introduce Performance Management. We decided to start by focusing on a small number of units, but ones where we would have the greatest impact. And that meant the seven distribution centres, even though they presented more of a challenge than the stores. We felt that if we succeeded

in raising morale there, it would have a knock-on effect on the stores.

So what is 'Performance Management'? It's a systematic, data-based approach to managing people, identifying the specific behaviours that we need from our staff and reinforcing those behaviours through recognition and reward. One of our first tasks was to identify the key behaviours needed to carry out the responsibilities of every post. This was the starting point for ensuring that each employee was best placed to use their own specific talents. I'm pleased to say it's working very well. Then we gave every employee a checklist of ten behaviours they need if they're going to perform their jobs well.

Managers and supervisors check each employee's performance at least once a day, and give them feedback and symbolic rewards-a variation on the gold star system. Staff are brought together to celebrate achievements by

their unit and hear about each other's successes. We've realised that it isn't the results, but the social interaction and recognition that provide the real rewards for employees.

Let me give you an example of Performance Management in action. When we replaced our California distribution centre with a state-of-the-art facility, we decided to train all its managers in Performance Management before we took on any new staff. The managers then applied the approach when the centre was up and running, and achieved amazing results: average staff attendance at work was ninety-five per cent as opposed to around eighty-five per cent in other centres. This made it the most cost-effective by far.

In Texas, we have our first distribution centre established with completely new staff, and all the supervisors and managers were trained from the start in Performance Management principles. That centre now gets the right products to the right place at the right time, virtually one hundred per cent of the time. That's better than we've managed to achieve elsewhere, and contributes to the high degree of satisfaction in the stores it services.

With Performance Management, the desired behaviour becomes routine, so it gives a long-term payoff. And once employees understand their roles more clearly, and have changed the way they work, it's much easier to agree on realistic objectives. This makes it less likely that the company has to cut costs, or take other emergency measures.

To round off, let me say that Performance Management has really transformed Best Value. And the important thing to remember is that it works for everyone.

2. Best Value introduced Performance Management in order to

A.increase the employees' job satisfaction.

B.speed up the expansion of the workforce.

C.improve pay and conditions for its staff.

3. Why did Best Value decide to introduce Performance Management into its distribution centres first?

A.It would be less complicated to work with a small number of sites.

B.Improving the distribution centres would also benefit the stores.

C.The distribution centres' problems were easier to solve than those of the stores.

4. When introducing Performance Management, Best Value made a list of

A.positions that needed a change in responsibilities.

B.staff who needed to be given new positions.

C.the skills required for each position.

5. The speaker believes the main reason why Performance Management is effective is

A.the ease with which staff can reach targets.

B.the efficiency of the new work systems.

C.the attention that staff receive.

6. Compared with the company's other distribution centres, what was surprising about the new one in California?

A.It was the only one providing training for all staff.

B.It had the lowest level of absenteeism.

C.It required fewer staff than the others.

7. What is unusual about the new distribution centre in Texas?

A.the accuracy of its deliveries

B.the number of supervisors it employs

C.the high level of sales in the stores it services

8. In the speaker's opinion, what is the greatest benefit of Performance Management?

A.It allows more demanding objectives to be set.

B.It makes positive behaviour into a habit.

C.It leads to a significant reduction in costs.

S P E A K I N G

1. PART O N E

In this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.

PART T WO

In this part of the test, you are asked to give a short talk on a business topic. You have to choose one of the topics from the three below and then talk for about one minute. You have one minute to prepare your ideas.

A: What is important when...?

Trying to attract new staff

●C ompetitive wages

●C ompany reputation

●

B: What is important when...?

Delegating work to others

●Cl ear instructions

●C hoice of person for the task

●

C: What is important when...?

Designing a company website

●Type of information to include

●Di fferent language versions

●

PART THREE

In this part of the test, you are given a discussion topic. You have 30 seconds to look at the task prompt, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic.

For two c a nd i d a t es

Sales Managers C o n fe r e n ce

Your company is organising a conference for the sales managers working in its offices around the world.

You have been asked to help plan the conference.

Discuss the situation together and decide:

●w hat information you will need to send to the sales managers before the conference

●w hat activities you could organise to help people to get to know each other better.

For three candidates

Sales Managers C o n fe r e n ce

Your company is organising a conference for the sales managers working in its offices around the world.

You have been asked to help plan the conference.

Discuss the situation together and decide:

●w hat information you will need to send to the sales managers before the conference

●w hat activities you could organise to help people to get to know each other better

●w hat facilities you will provide at the conference.

Follow-on qu es t io n s

●Do you think a company benefits from holding conferences for its employees? (Why?/Why not?)

●Do you think you would enjoy going to a conference? (Why?/Why not?)

●H ow important is location to the success of a conference? (Why?/Why not?)

●C ould it be a problem if several managers in a company are away at conferences at the same time? (Why?/Why not?)

●A part from having conferences, what other ways can companies encourage teamwork among their employees?

INTERLOCUTOR F R A M E S

To facilitate practice for the Speaking test, the scripts followed by the interlocutor for Parts 2 and 3 appear below. They should be used in conjunction with Test Speaking tasks. These tasks are contained in booklets in the real Speaking test.

Interlocutor frames are not included for Part 1, in which the interlocutor asks the candidates questions directly rather than asking them to perform tasks.

Part 2: Mini presentations (about six minutes)

Interlocutor:

●Now, in this part of the test I'm going to give each of you a choice of three different topics. I'd like you to select one of the topics and give a short presentation on it for about a minute. You will have a minute to prepare this and you can make notes if you wish. After you have finished your talk, your partner will ask you a question.

●All right? Here are your topics. Please don't write anything in the booklet.

[Interlocutor hands each candidate a booklet and a pencil and paper for notes.]

Interlocutor:

●Now, B, which topic have you chosen, A, B or C?

●Would you like to talk about what you think is important when [interlocutor states candidate's chosen topic]?

A, please listen carefully to B's talk and then ask him/her a question about it.

[Candidate B speaks for one m inute.]

Interlocutor:

●T hank you. Now, A, please ask B a question about his/her talk.

[Candidate A asks a question.]

Interlocutor:

●Now, A, which topic have you chosen, A, B or C?

●Would you like to talk about what you think is important when [interlocutor states candidate's chosen topic]? B, please listen carefully to A's talk and then ask him/her a question about it.

[Candidate A speaks for one m inute.]

Interlocutor:

●T hank you. Now, B, please ask A a question about his/her talk.

[Candidate B asks a question.]

Interlocutor:

●T hank you.

●C an I have the booklets, please?

Part 3: Collaborative task and discussion (about seven minutes)

Interlocutor:

●Now, in this part of the test, you are going to discuss something together.

[Interlocutor holds the Part 3 booklet open at the task while giving the instructions belo w.]

Interlocutor:

●You have 30 seconds to read this task carefully, and then about three minutes to discuss and decide about it together. You should give reasons for your decisions and opinions. You don't need to write anything. Is that clear? [Interlocutor places the booklet in front of the candidates so they can both see it.]

Interlocutor:

●I'm just going to listen and then ask you to stop after about three minutes. Please speak so that we can hear you. [Candidates have about three minutes to complete the t a s k.]

Interlocutor:

●C an I have the booklet, please?

[Interlocutor asks one or more of the follow-on questions as appropriate, to extend the discussion.]

●T hank you. That is the end of the test.

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