單項選擇題
1、根據(jù)下面資料，回答題
Evaluating the Performance of the Board
Few employees escape the annual or twice-yearly performance review．(0) G The answer is not A．great number．AnD the smaller the company, the fewer checks there are on how well the directors are doing．Some of the largest companies formally assess the performance of their board, but very few new or growing companies have manageD to get rounD to establishing any such procedure.
Many business experts believe, however, that it is important for all companies to review
the performance of the board．(8)....．Another reason is that the boarD itself needs information on how well it is doing, just as much as other employees do．For the chief executive, appraisal of some sort is absolutely essential for his or her own sake anD for the gooD of the company．Indeed, many of those who have reacheD this level remark on how lonely the joB．of chief executive is anD how few opportunities they get to discuss issues relating to it.
There is some evidence to show that once smaller companies put A．boarD appraisal process in place, they finD this process relatively easy to operate．(9)....． Their counterparts in larger organizations, however, are often afraiD that appraisals coulD be A．challenge to their status.
So, how shoulD companies assess their board? (10).....At A．very basiC．level, this coulD simply mean getting all the directors to write down what they have achieveD anD how they can improve on it．At the other enD of the scale is the full "360-degree" appraisal．Here, each director is appraiseD in A．systematiC．manner by A．combination of the chairman anD fellow directors.
In the largest companies there are many methods for assessing the board．A．number of such companies have self-assessment schemes．The chairman may meet each boarD member individually to ask how things are going, in A．fairly informal way．The whole boarD might also meet to talk about its progress in open session．(11).....These might ask for people's opinions on the board's main tasks or on how well the committees are working.
Research indicates there has been some improvement in the way the appraisal of boarD members is conducted．(12)......The chairman will have been involveD directly or indirectly in the appraisal of all members of the board．Whose joB．is it, then, to appraise the chairman?
A．It is often the case that the directors of such companies are even happy to receive criticism, as this can prevent them from making basiC．mistakes.
B．The rest of the workforce sees it as unfair if the directors are the only members of thecompany to escape appraisal.
C．These are encouraging as they put A．limit on the power of the chairman to assess fellow directors.
D ．Alternatively, questionnaires might be distributeD to directors, forming the basis for future discussion.
E．One issue remains, however, when all the others have been dealt with．
F．It is generally agreeD that it is the chairman's responsibility to ensure the regular appraisal of each member of the board.
G．However, one wonders how many companies have in place A．formal appraisal process for their boarD of directors.
（8）應選
2、根據(jù)下面資料，回答題
The Bank with Ideas
With several hundreD years of history behind it, the APL Bank has few problems in (0)....B......businesses that it is A reputable anD secure (19)......of A．range of banking services．Now, it is demonstrating to business customers that it is flexible anD responsive enough .to(20) ......their changing needs in the 21st century.
BaseD in London, APL offers banking services to businesses throughout the UK viA．its branch (21)......Most customer service provision is (22).....out by personal account managers baseD in local branches, together with (23).....staff at company headquarters．An important (24).....． for APL has been to make it easy for customers to (25)......business with the bank．They can contact their account manager by direct line or email; if the manager is on holiday, A．carefully chosen colleague becomes the "account contact" and(26).....． with the customer during the manager's (27).....． In addition, for those who want (28).....to their bank at any time of day or night there is now A．24-hour phone-baseD service.
In order to remain competitive anD builD customer loyalty, the bank guarantees to turn arounD urgent loan (29).....． within 24 hours．This focus on the customer has also been A．driving(30)....． in APL's recruitment anD development policy．For example, newly inducteD staff(31)......A．"customer service review" to finD out what it is like to be on the other side of the desk, asking to borrow money．Together, these (32)......in banking have achieveD excellent results．The customer(33).....．is growing fast, anD last year the bank gaineD 36,000 new business accounts.
（19）選
A．producer
B．supplier
C．provider
D．giver
3、根據(jù)下面資料，回答題
Morning,NoonandNight The long-hours culture at work
Working an eight-hour day is a luxury for most professional people. Nowadays, the only way to guarantee an eight-hour working day is to have a kind of job where you clock on and off. Those professionals who have managed to limit their hours to what was, 20 years ago, averagely do not wish to identify themselves. "1 can quite easily achieve my work within a normal day, but I don't like to draw attention to it," says one sales manager. "People looked at me when I left at 5 o'clock. Now, I put paperwork in my bag. People assume I'm doing extra hours at home."
But more typical is Mark, who works as an account manager. He says, "My contract says I work from 9 until 5 with extra hours as necessary. It sounds as if the extra hours are exceptional. In fact, my job would be enough not only for me, but also for someone else part- time. The idea of an eight-hour day makes me laugh!" He says he has thought about going freelance but realizes that this doesn't guarantee better working hours.
Professor Cary Cooper, occupational psychologist at the University of Manchester, is the author of the annual Quality of Working, Life survey. The most recent survey found that 77% of managers in Britain work more than their contracted hours, and that this is having a damaging effect for their health, relationships and productivity. Professor Cooper is critical of the long-hour culture. He says that while bosses believe long hours lead to greater efficiency, there is no evidence support this. "In fact, the evidence shows that long hours make you ill." There are, he says, steps that can be taken. One is to accept that the in-tray will never be empty. "There are always things to do. You just have to make the rule that on certain days you go home early. Prioritizing work and doing essential tasks first helps," he says. He also thinks it's time to criticize bad employers and unreasonable terms of employment. By all means, show commitment where necessary but when expectations are too high, people have to begin saying openly that they have a life outside of work.
Personal development coach Mo Shapiro agrees that communication is important. Staff needs to talk to managers about the working practices within a company. Both parties should feel that the expectations are realistic and allow them to have responsibilities and interests outside work. She recognizes, however, that in many organizations the response might well be, "If you want interests outside work, then find another job".
She believes that senior staff has a duty to set an example. "1 recently worked for a firm of solicitors where the partners started at 7:30 am. What kind of message is that to send to the staff?" She believes there is no shame in working sensible hours - in fact quite the reverse."Some people might be in at 7:30 but will be doing very little. You can work really hard from9 to 5 and achieve the same. If you find it difficult to achieve an eight-hour day, there is, as a last resort, the old trick of leaving your jacket on your chair and your computer switched on, even after you have left the building.
What does the writer say in the first paragraph about people who work an eight-hour day?
A． They are reluctant to admit to this.
B． They are disliked by their colleagues.
C． They are limited to certain professions.
D． They often catch up on work in the evenings.
4、根據(jù)下面資料，回答題
A
Too often we accuse others of not listening, pretending that we ourselves are faultless, yet in our hearts we know that many of the mistakes we make come about because we haven't listened carefully enough. We get things wrong because we haven't quite understood what someone meant when they were talking to us. Anyone who has ever taken the minutes of a long meeting will know how hard it is to remember - despite the benefit of notes - exactly what everyone said. But success depends on getting things right - and that means listening.
B
Listening is not the same thing as hearing; it is not an effortless activity. It demands attention and concentration. It may mean quizzing the speaker for additional information or for clarification - it is always better to ask than to continue regardless and get things wrong. However, if you allow your mind to wander onto something else, even for a few minutes, you'll miss what the speaker is saying - probably at the very moment when he or she is saying something critical. And not having heard, you won't know you've missed anything until it's too late.
C
The most common bad habit we have is to start thinking of what we are going to say about the subject long before the other speaker has finished. We then stop listening. Even worse, this often adds rudeness to inattentiveness, as once you have decided what to say there is a fair chance you will interrupt to say it. Good listeners don't interrupt. In fact, it is often worth explaining the main idea of what you have just been told before going on to make your own points. Nobody is offended by this and it shows that you have listened well.
D
Above all, be patient and accept that many people are not very good communicators. It's helpful to remember that the ways people move and position themselves while they are speaking can reveal a great deal about what they are saying. Equally importantly you should put yourself in the other person's shoes, both intellectually and emotionally; it will help you to understand what they are getting at and form a response. But don't be too clever. Faced with a know-all, many people keep quiet because they see no point in continuing.
Sometimes it is necessary to insist on further explanation.
5、根據(jù)下面內(nèi)容，回答題：
But now all this has changed，thanks to Rowena Baker，who became Smithson’s first woman Chief Executive three years ago．Since then，while most major retailers in Britain have been losing money，Smithson’s profits have been rising steadily．When Baker started，a lot of improvements had just been made to the buildin9，without having any effect on sales， and she took the bold decision to invite one of Europe’s most exciting interior designers to develop the fashion area，the heart of the store．This very quickly led to rising sales，even before the goods on display were changed．And as sales grew，so did profits．
Baker had ambitious plans for the store frOm the start．“We’re playing a big game，to prove we’re up there with the leaders in our sector，and we have to make sure people get that message．Smithson’s had fallen behind the competition．It provided a traditional service targeted at middle—aged，middle—income customers，wh0’d been shopping there for years， and the customer base was gradually contractin9．Our idea is to sell such an exciting variety of goods that everyone will want to come in，whether they plan to spend a little or a lot．”Baker’s vision for the store is clear,but achieving it is far from simple．At first，many employees resisted her improvements because they just wouldn’t be persuaded that there was anything wrong with the way they’d always done things，even if they accepted that the store had to overtake its competitors．It took many long meetings，involving the entire workforce，to win their support。It helped when they realised that Baker was a very different kind of manager from the ones they had known．
Baker’s staff policies contained more surprises．The unifbrm that had hardly changed since day one has now disappeared．Moreover，teenagers now get young shop assistants，and staff in the spots departments are themselves sports fans in trainers．As Baker explains，“How can you sell jeans if you’re wearing a black suit?Smithson’s has a new identity，and this needs to be made clear to the customers．”She’s also given every sales assistant responsibility for ensuring customer satisfaction，even if it means occasionally breaking company rules in the hope that this will help company profits．Rowena Baker is proving successful，but the City’s big investors haven’t been persuaded． According to retail analyst，John Matthews，“Money had already been invested in
refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover of the existing store will inevitably start to decline."
According to the writer, in the mid-1990s Smithson's department store_______
A． was making a loss
B． had a problem keeping staff
C． was unhappy with its advertising agency
D． mostly sold goods under the Smithson's name
填空題
6、根據(jù)下面資料，回答題
Personal Assistant of the Year
O Anne-Marie Garrard was shocked when it was announced that she had won the
00 Personal Assistant of the Year award. "The other candidates seemed me
34 to be very strong, and I have to say I found that the selection procedure really
35 hard," she says. "1 didn't think I had any chance of winning. When I heard my
36 name, my legs were so weak I could only hardly stand up," she laughs. So
37 how is "the best" personal assistant chosen from a group of so extremely good
38 and very different individuals? The final decision was reached after a
39 day-long session of the tests, interviews and exercises. Garrard believes
40 the skills she uses in her job helped her how to perform well. For instance, although
41 most of her work is for her company's Managing Director, she works for six bosses
42 in all, so she always tries out to be prepared for anything that might happen.
43 As for the future, her firm has closed for its summer break now; as soon as
44 they will open again, there is a pay rise waiting for her. But Garrard is not
45 going to be relax. She says, "There's always room for personal development. You must keep trying to improve."
34__________
7、
Questions 8-12
·Read this text on Dave’s dream.
·Choose the best sentence from the Opposite page 68 to fill each of the gaps.
·For each gap 8-12, mark one letter A - I on your Answer Sheet.
·Do not mark any letter twice.
Icon Acoustics: Bypassing Tradition
Like most entrepreneurs, Dave Fokos dreams a lot. He imagines customers eagerly phoning Icon Acoustics in Billerica, Massachusetts, to order his latest, custom-made stereo peakers ____example____
Like most entrepreneurs, Dave has taken a long time to develop his dream. ____(8)____ Dave discovered that he had a strong interest in studio engineering, He took independent-study courses in this area and by graduation had designed and built a pair of marketable stereo speakers. Following graduation, Dave pursued his interest in audio engineering. He landed a job as a loudspeaker designer with Conrad-Johnson, a high-end audio-equipment manufacturer headquarters in Fairfax, Virginia ____(9)____
Dave identified a market niche that he felt other speaker firms had overlooked ____(10)____These affluent, well-educated customers are genuinely obsessed with their stereo equipment. ‘They’d rather buy a new set of speakers than eat,’ Dave observes.
Dave faced one major problem---how to distribute Icon’s products. He had learned from experience at Conrad-Johnson that most manufacturers distribute their equipment primarily through stereo dealers. Dave did not hold a high opinion of most such dealers; he felt that they too often played hardball with manufacturers, forcing them to accept thin margins. ____(11)____This kept those firms that offered more customized products from gaining access to the market. Perhaps most disturbing, Dave felt that the established dealers often sold not what was best for customers, but whatever they had in inventory that month.
Dave dreamed of offering high-end stereo loudspeakers directly to the audio-obsessed, bypassing the established dealer network. ____(12)____ “My vision for the future is one where all manufacturers sell their products directly to end user. In this way, even the audiophiles in Dead Horse, Alaska, can have access to all that the audio-manufacturing community has to offer.”
Example: I.
A. At the age of 28, Dave set out to turn his dreams into reality.
B. Furthermore, the dealers concentrated on only a handful of well-known producers
C. Who provided mass-produced models.
D. The firms tend to plow their money in to developing their products and have little left over to market them.
E. Within four years, Dave had designed 13 speaker models and decided to start his own company.
F. To serve the audio-addicts segment, Dave offers only the highest-quality speakers.
G. It all began while majoring in electrical engineering at Cornell.
By going directly to the customers, Dave could avoid the dealer markups and offer top-quality products and service at reasonable price.
H. This niche consisted of “audio-addicts”----people who love to listen to music and appreciate first-rate stereo equipment.
I. He sees sales climbing , cash flowing, and hundreds of happy workers
Striving to produce top-quality products that delight Icon’s customers.
8、
Questions 8-12
·Read this proposal about the CPT Word Processor.
·Choose the best sentence from the list A-I to fill each of the blanks.
·For each blank (8-12) mark one letter (A-I) on your Answer Sheet.
·De not mark any letter twice.
·One answer has been given as an example.
15 June 1993
Ms. Martha Weston
Word Processing Supervisor
ABC Company
Post Office Box 1072
28 King’s Street London
Dear Ms. Weston,
Performance of the CPT Equipment
I’m Pleased to tell you about our experience with the CPT Word Processor as you requested recently____example____ I assume you have looked at several machines and have narrowed down your choices.
Here are my observations.
An approach to adopting word processors
Eighteen months ago we adopted CPT equipment on limited scale with the idea in mind that we could gradually get rid of electric typewriters as we became familiar with the word processor. ____8____ The stations are actually in pairs so each pair can share a common printer ____9____
We use the equipment as dedicated word processors, although we do have the ability to link up with our computer installation.
The step-at-a-time development of our word-processing center has, we think, saved us money and training time. ____10____
Performance
In terms of performance, the CPT equipment is excellent. ____11____ Moreover our service contract and warranty have covered all maintenance costs.
We have software packages that check spelling and signal when a mistake occurs. ____12____ Using both printers, we recently prepared 1200 individually typed form letter mailings a under four hours. We have no complaint about our preparation of executive reports.
Example: I
A. So it works very well and has so many different functions.
B. Also it has reduced the confusion that exists about buying software packages.
C. The train stops at each station for only fifteen minutes.
D. We began with two work stations and now have four.
E. Our routine letters are prepared from disc-stored masters.
F. The Rotary W printer with a speed of 45 characters a second can easily handle two input stations.
G. In contrast, its size and weight are ideal for carrying.
H. We have not yet experienced mechanical problems so far.
I. We are pleased with its performance and multi-functions.
9、
Questions 8-12
·Read this text about electrical power in Canada.
·Choose the best sentence from the list A-I to fill each of the blanks.
·For each blank (8 - 12) mark one letter (A - I) on your Answer Sheet.
·De not mark any letter twice.
·One answer has been given as an example.
ELECTRICITY: WEALTH, MONEY, POWER
Canadian industries have prospered for more than a century on the country’s abundance of cheap, reliable electrical power. ____ example ____. In fact, Canada consumes more electricity on a per person basis than any country except for Norway ____ 8 ____
Electricity is a significant source of export income for Canada. ____ 9 ____ But in the 1970s , Canadian exports rose sharply to address the U. S. demand for cheaper and more reliable.
In 1985, exports of Canadian electrical power reached 1,400 million US dollars ____. 10 ____. Net electricity exports account for more than 60% of Canada’s balance of trade.
Domestically, Canada continues to generate electrical power, primarily from water ____ 11 ____ Exports of electricity are now subject to forces far beyond the control of utility managers ____ 12 ____
Example: B
A. Besides, electricity from coal and nuclear is 50% to 75% cheaper than many other industrial nations.
B. Generated primarily by water, our power supplies have attracted and supported energy-intensive industries such as mining.
C. It also ranks among the top three electricity producers in the world, behind the U. S. and Russia.
D. Next to electricity, Canadian paper exports came to 900 million US dollars every year in the 1960s.
E. Two large nuclear power plants began to generate electricity.
F. Since then, electricity’ exports have declined but they have continued to exceed 700 million US dollars.
G. Environmental and trade policies all influence electrical production and trade.
H. Canada and the U. S. imported and exported power in almost equal measures after 1901.
I. Therefore, the Canadian government has little influence on these forces.
簡答題
10、• Read the article below about the winner of a business award .
• In most of the lines 34-45 there is one extra word . It is either grammatically incorrect or
doesn’t fit in the meaning of the text . Some lines, however, are correct .
• If a line is correct , write CORRECT on your Answer Sheet .
• If there is a extra word in the line , write the extra word in CAPITAL LETTER on your Answer Sheet.
• The exercises begins with two examples , (0) and (00) .
Examples
1、根據(jù)下面資料，回答題
Evaluating the Performance of the Board
Few employees escape the annual or twice-yearly performance review．(0) G The answer is not A．great number．AnD the smaller the company, the fewer checks there are on how well the directors are doing．Some of the largest companies formally assess the performance of their board, but very few new or growing companies have manageD to get rounD to establishing any such procedure.
Many business experts believe, however, that it is important for all companies to review
the performance of the board．(8)....．Another reason is that the boarD itself needs information on how well it is doing, just as much as other employees do．For the chief executive, appraisal of some sort is absolutely essential for his or her own sake anD for the gooD of the company．Indeed, many of those who have reacheD this level remark on how lonely the joB．of chief executive is anD how few opportunities they get to discuss issues relating to it.
There is some evidence to show that once smaller companies put A．boarD appraisal process in place, they finD this process relatively easy to operate．(9)....． Their counterparts in larger organizations, however, are often afraiD that appraisals coulD be A．challenge to their status.
So, how shoulD companies assess their board? (10).....At A．very basiC．level, this coulD simply mean getting all the directors to write down what they have achieveD anD how they can improve on it．At the other enD of the scale is the full "360-degree" appraisal．Here, each director is appraiseD in A．systematiC．manner by A．combination of the chairman anD fellow directors.
In the largest companies there are many methods for assessing the board．A．number of such companies have self-assessment schemes．The chairman may meet each boarD member individually to ask how things are going, in A．fairly informal way．The whole boarD might also meet to talk about its progress in open session．(11).....These might ask for people's opinions on the board's main tasks or on how well the committees are working.
Research indicates there has been some improvement in the way the appraisal of boarD members is conducted．(12)......The chairman will have been involveD directly or indirectly in the appraisal of all members of the board．Whose joB．is it, then, to appraise the chairman?
A．It is often the case that the directors of such companies are even happy to receive criticism, as this can prevent them from making basiC．mistakes.
B．The rest of the workforce sees it as unfair if the directors are the only members of thecompany to escape appraisal.
C．These are encouraging as they put A．limit on the power of the chairman to assess fellow directors.
D ．Alternatively, questionnaires might be distributeD to directors, forming the basis for future discussion.
E．One issue remains, however, when all the others have been dealt with．
F．It is generally agreeD that it is the chairman's responsibility to ensure the regular appraisal of each member of the board.
G．However, one wonders how many companies have in place A．formal appraisal process for their boarD of directors.
（8）應選
2、根據(jù)下面資料，回答題
The Bank with Ideas
With several hundreD years of history behind it, the APL Bank has few problems in (0)....B......businesses that it is A reputable anD secure (19)......of A．range of banking services．Now, it is demonstrating to business customers that it is flexible anD responsive enough .to(20) ......their changing needs in the 21st century.
BaseD in London, APL offers banking services to businesses throughout the UK viA．its branch (21)......Most customer service provision is (22).....out by personal account managers baseD in local branches, together with (23).....staff at company headquarters．An important (24).....． for APL has been to make it easy for customers to (25)......business with the bank．They can contact their account manager by direct line or email; if the manager is on holiday, A．carefully chosen colleague becomes the "account contact" and(26).....． with the customer during the manager's (27).....． In addition, for those who want (28).....to their bank at any time of day or night there is now A．24-hour phone-baseD service.
In order to remain competitive anD builD customer loyalty, the bank guarantees to turn arounD urgent loan (29).....． within 24 hours．This focus on the customer has also been A．driving(30)....． in APL's recruitment anD development policy．For example, newly inducteD staff(31)......A．"customer service review" to finD out what it is like to be on the other side of the desk, asking to borrow money．Together, these (32)......in banking have achieveD excellent results．The customer(33).....．is growing fast, anD last year the bank gaineD 36,000 new business accounts.
（19）選
A．producer
B．supplier
C．provider
D．giver
3、根據(jù)下面資料，回答題
Morning,NoonandNight The long-hours culture at work
Working an eight-hour day is a luxury for most professional people. Nowadays, the only way to guarantee an eight-hour working day is to have a kind of job where you clock on and off. Those professionals who have managed to limit their hours to what was, 20 years ago, averagely do not wish to identify themselves. "1 can quite easily achieve my work within a normal day, but I don't like to draw attention to it," says one sales manager. "People looked at me when I left at 5 o'clock. Now, I put paperwork in my bag. People assume I'm doing extra hours at home."
But more typical is Mark, who works as an account manager. He says, "My contract says I work from 9 until 5 with extra hours as necessary. It sounds as if the extra hours are exceptional. In fact, my job would be enough not only for me, but also for someone else part- time. The idea of an eight-hour day makes me laugh!" He says he has thought about going freelance but realizes that this doesn't guarantee better working hours.
Professor Cary Cooper, occupational psychologist at the University of Manchester, is the author of the annual Quality of Working, Life survey. The most recent survey found that 77% of managers in Britain work more than their contracted hours, and that this is having a damaging effect for their health, relationships and productivity. Professor Cooper is critical of the long-hour culture. He says that while bosses believe long hours lead to greater efficiency, there is no evidence support this. "In fact, the evidence shows that long hours make you ill." There are, he says, steps that can be taken. One is to accept that the in-tray will never be empty. "There are always things to do. You just have to make the rule that on certain days you go home early. Prioritizing work and doing essential tasks first helps," he says. He also thinks it's time to criticize bad employers and unreasonable terms of employment. By all means, show commitment where necessary but when expectations are too high, people have to begin saying openly that they have a life outside of work.
Personal development coach Mo Shapiro agrees that communication is important. Staff needs to talk to managers about the working practices within a company. Both parties should feel that the expectations are realistic and allow them to have responsibilities and interests outside work. She recognizes, however, that in many organizations the response might well be, "If you want interests outside work, then find another job".
She believes that senior staff has a duty to set an example. "1 recently worked for a firm of solicitors where the partners started at 7:30 am. What kind of message is that to send to the staff?" She believes there is no shame in working sensible hours - in fact quite the reverse."Some people might be in at 7:30 but will be doing very little. You can work really hard from9 to 5 and achieve the same. If you find it difficult to achieve an eight-hour day, there is, as a last resort, the old trick of leaving your jacket on your chair and your computer switched on, even after you have left the building.
What does the writer say in the first paragraph about people who work an eight-hour day?
A． They are reluctant to admit to this.
B． They are disliked by their colleagues.
C． They are limited to certain professions.
D． They often catch up on work in the evenings.
4、根據(jù)下面資料，回答題
A
Too often we accuse others of not listening, pretending that we ourselves are faultless, yet in our hearts we know that many of the mistakes we make come about because we haven't listened carefully enough. We get things wrong because we haven't quite understood what someone meant when they were talking to us. Anyone who has ever taken the minutes of a long meeting will know how hard it is to remember - despite the benefit of notes - exactly what everyone said. But success depends on getting things right - and that means listening.
B
Listening is not the same thing as hearing; it is not an effortless activity. It demands attention and concentration. It may mean quizzing the speaker for additional information or for clarification - it is always better to ask than to continue regardless and get things wrong. However, if you allow your mind to wander onto something else, even for a few minutes, you'll miss what the speaker is saying - probably at the very moment when he or she is saying something critical. And not having heard, you won't know you've missed anything until it's too late.
C
The most common bad habit we have is to start thinking of what we are going to say about the subject long before the other speaker has finished. We then stop listening. Even worse, this often adds rudeness to inattentiveness, as once you have decided what to say there is a fair chance you will interrupt to say it. Good listeners don't interrupt. In fact, it is often worth explaining the main idea of what you have just been told before going on to make your own points. Nobody is offended by this and it shows that you have listened well.
D
Above all, be patient and accept that many people are not very good communicators. It's helpful to remember that the ways people move and position themselves while they are speaking can reveal a great deal about what they are saying. Equally importantly you should put yourself in the other person's shoes, both intellectually and emotionally; it will help you to understand what they are getting at and form a response. But don't be too clever. Faced with a know-all, many people keep quiet because they see no point in continuing.
Sometimes it is necessary to insist on further explanation.
5、根據(jù)下面內(nèi)容，回答題：
Department Store Magic
For most of the 20th century Smithson's was one of Britain's most successful department stores,but by the mid-1990s,it had become dull.Still profitable，thanks largely to a series of successful advertising campaigns，but decidedly boring．The famous were careful not to be seen there，and its sales staff didn’t seem to have changed since the store opened in l908． Worst of all，its customers were buying fewer and fewer of its own-brand products，the major part of its business，and showing a preference for more fashionable brands． But now all this has changed，thanks to Rowena Baker，who became Smithson’s first woman Chief Executive three years ago．Since then，while most major retailers in Britain have been losing money，Smithson’s profits have been rising steadily．When Baker started，a lot of improvements had just been made to the buildin9，without having any effect on sales， and she took the bold decision to invite one of Europe’s most exciting interior designers to develop the fashion area，the heart of the store．This very quickly led to rising sales，even before the goods on display were changed．And as sales grew，so did profits．
Baker had ambitious plans for the store frOm the start．“We’re playing a big game，to prove we’re up there with the leaders in our sector，and we have to make sure people get that message．Smithson’s had fallen behind the competition．It provided a traditional service targeted at middle—aged，middle—income customers，wh0’d been shopping there for years， and the customer base was gradually contractin9．Our idea is to sell such an exciting variety of goods that everyone will want to come in，whether they plan to spend a little or a lot．”Baker’s vision for the store is clear,but achieving it is far from simple．At first，many employees resisted her improvements because they just wouldn’t be persuaded that there was anything wrong with the way they’d always done things，even if they accepted that the store had to overtake its competitors．It took many long meetings，involving the entire workforce，to win their support。It helped when they realised that Baker was a very different kind of manager from the ones they had known．
Baker’s staff policies contained more surprises．The unifbrm that had hardly changed since day one has now disappeared．Moreover，teenagers now get young shop assistants，and staff in the spots departments are themselves sports fans in trainers．As Baker explains，“How can you sell jeans if you’re wearing a black suit?Smithson’s has a new identity，and this needs to be made clear to the customers．”She’s also given every sales assistant responsibility for ensuring customer satisfaction，even if it means occasionally breaking company rules in the hope that this will help company profits．Rowena Baker is proving successful，but the City’s big investors haven’t been persuaded． According to retail analyst，John Matthews，“Money had already been invested in
refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover of the existing store will inevitably start to decline."
According to the writer, in the mid-1990s Smithson's department store_______
A． was making a loss
B． had a problem keeping staff
C． was unhappy with its advertising agency
D． mostly sold goods under the Smithson's name
填空題
6、根據(jù)下面資料，回答題
Personal Assistant of the Year
O Anne-Marie Garrard was shocked when it was announced that she had won the
00 Personal Assistant of the Year award. "The other candidates seemed me
34 to be very strong, and I have to say I found that the selection procedure really
35 hard," she says. "1 didn't think I had any chance of winning. When I heard my
36 name, my legs were so weak I could only hardly stand up," she laughs. So
37 how is "the best" personal assistant chosen from a group of so extremely good
38 and very different individuals? The final decision was reached after a
39 day-long session of the tests, interviews and exercises. Garrard believes
40 the skills she uses in her job helped her how to perform well. For instance, although
41 most of her work is for her company's Managing Director, she works for six bosses
42 in all, so she always tries out to be prepared for anything that might happen.
43 As for the future, her firm has closed for its summer break now; as soon as
44 they will open again, there is a pay rise waiting for her. But Garrard is not
45 going to be relax. She says, "There's always room for personal development. You must keep trying to improve."
34__________
7、
Questions 8-12
·Read this text on Dave’s dream.
·Choose the best sentence from the Opposite page 68 to fill each of the gaps.
·For each gap 8-12, mark one letter A - I on your Answer Sheet.
·Do not mark any letter twice.
Icon Acoustics: Bypassing Tradition
Like most entrepreneurs, Dave Fokos dreams a lot. He imagines customers eagerly phoning Icon Acoustics in Billerica, Massachusetts, to order his latest, custom-made stereo peakers ____example____
Like most entrepreneurs, Dave has taken a long time to develop his dream. ____(8)____ Dave discovered that he had a strong interest in studio engineering, He took independent-study courses in this area and by graduation had designed and built a pair of marketable stereo speakers. Following graduation, Dave pursued his interest in audio engineering. He landed a job as a loudspeaker designer with Conrad-Johnson, a high-end audio-equipment manufacturer headquarters in Fairfax, Virginia ____(9)____
Dave identified a market niche that he felt other speaker firms had overlooked ____(10)____These affluent, well-educated customers are genuinely obsessed with their stereo equipment. ‘They’d rather buy a new set of speakers than eat,’ Dave observes.
Dave faced one major problem---how to distribute Icon’s products. He had learned from experience at Conrad-Johnson that most manufacturers distribute their equipment primarily through stereo dealers. Dave did not hold a high opinion of most such dealers; he felt that they too often played hardball with manufacturers, forcing them to accept thin margins. ____(11)____This kept those firms that offered more customized products from gaining access to the market. Perhaps most disturbing, Dave felt that the established dealers often sold not what was best for customers, but whatever they had in inventory that month.
Dave dreamed of offering high-end stereo loudspeakers directly to the audio-obsessed, bypassing the established dealer network. ____(12)____ “My vision for the future is one where all manufacturers sell their products directly to end user. In this way, even the audiophiles in Dead Horse, Alaska, can have access to all that the audio-manufacturing community has to offer.”
Example: I.
A. At the age of 28, Dave set out to turn his dreams into reality.
B. Furthermore, the dealers concentrated on only a handful of well-known producers
C. Who provided mass-produced models.
D. The firms tend to plow their money in to developing their products and have little left over to market them.
E. Within four years, Dave had designed 13 speaker models and decided to start his own company.
F. To serve the audio-addicts segment, Dave offers only the highest-quality speakers.
G. It all began while majoring in electrical engineering at Cornell.
By going directly to the customers, Dave could avoid the dealer markups and offer top-quality products and service at reasonable price.
H. This niche consisted of “audio-addicts”----people who love to listen to music and appreciate first-rate stereo equipment.
I. He sees sales climbing , cash flowing, and hundreds of happy workers
Striving to produce top-quality products that delight Icon’s customers.
8、
Questions 8-12
·Read this proposal about the CPT Word Processor.
·Choose the best sentence from the list A-I to fill each of the blanks.
·For each blank (8-12) mark one letter (A-I) on your Answer Sheet.
·De not mark any letter twice.
·One answer has been given as an example.
15 June 1993
Ms. Martha Weston
Word Processing Supervisor
ABC Company
Post Office Box 1072
28 King’s Street London
Dear Ms. Weston,
Performance of the CPT Equipment
I’m Pleased to tell you about our experience with the CPT Word Processor as you requested recently____example____ I assume you have looked at several machines and have narrowed down your choices.
Here are my observations.
An approach to adopting word processors
Eighteen months ago we adopted CPT equipment on limited scale with the idea in mind that we could gradually get rid of electric typewriters as we became familiar with the word processor. ____8____ The stations are actually in pairs so each pair can share a common printer ____9____
We use the equipment as dedicated word processors, although we do have the ability to link up with our computer installation.
The step-at-a-time development of our word-processing center has, we think, saved us money and training time. ____10____
Performance
In terms of performance, the CPT equipment is excellent. ____11____ Moreover our service contract and warranty have covered all maintenance costs.
We have software packages that check spelling and signal when a mistake occurs. ____12____ Using both printers, we recently prepared 1200 individually typed form letter mailings a under four hours. We have no complaint about our preparation of executive reports.
Example: I
A. So it works very well and has so many different functions.
B. Also it has reduced the confusion that exists about buying software packages.
C. The train stops at each station for only fifteen minutes.
D. We began with two work stations and now have four.
E. Our routine letters are prepared from disc-stored masters.
F. The Rotary W printer with a speed of 45 characters a second can easily handle two input stations.
G. In contrast, its size and weight are ideal for carrying.
H. We have not yet experienced mechanical problems so far.
I. We are pleased with its performance and multi-functions.
9、
Questions 8-12
·Read this text about electrical power in Canada.
·Choose the best sentence from the list A-I to fill each of the blanks.
·For each blank (8 - 12) mark one letter (A - I) on your Answer Sheet.
·De not mark any letter twice.
·One answer has been given as an example.
ELECTRICITY: WEALTH, MONEY, POWER
Canadian industries have prospered for more than a century on the country’s abundance of cheap, reliable electrical power. ____ example ____. In fact, Canada consumes more electricity on a per person basis than any country except for Norway ____ 8 ____
Electricity is a significant source of export income for Canada. ____ 9 ____ But in the 1970s , Canadian exports rose sharply to address the U. S. demand for cheaper and more reliable.
In 1985, exports of Canadian electrical power reached 1,400 million US dollars ____. 10 ____. Net electricity exports account for more than 60% of Canada’s balance of trade.
Domestically, Canada continues to generate electrical power, primarily from water ____ 11 ____ Exports of electricity are now subject to forces far beyond the control of utility managers ____ 12 ____
Example: B
A. Besides, electricity from coal and nuclear is 50% to 75% cheaper than many other industrial nations.
B. Generated primarily by water, our power supplies have attracted and supported energy-intensive industries such as mining.
C. It also ranks among the top three electricity producers in the world, behind the U. S. and Russia.
D. Next to electricity, Canadian paper exports came to 900 million US dollars every year in the 1960s.
E. Two large nuclear power plants began to generate electricity.
F. Since then, electricity’ exports have declined but they have continued to exceed 700 million US dollars.
G. Environmental and trade policies all influence electrical production and trade.
H. Canada and the U. S. imported and exported power in almost equal measures after 1901.
I. Therefore, the Canadian government has little influence on these forces.
簡答題
10、• Read the article below about the winner of a business award .
• In most of the lines 34-45 there is one extra word . It is either grammatically incorrect or
doesn’t fit in the meaning of the text . Some lines, however, are correct .
• If a line is correct , write CORRECT on your Answer Sheet .
• If there is a extra word in the line , write the extra word in CAPITAL LETTER on your Answer Sheet.
• The exercises begins with two examples , (0) and (00) .
Examples
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FOOD TECHNOLOGISTS REQUIRED |
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0 For all the diversity of the people who work at WP Foods , there is one 00 single thing that unites to us all : a passion to create something special 34 and a determination to be the best in whatever we do . We’ve been 35 producing high-quality foods for over than a century , and we travel to the 36 ends of all the earth to create the next generation of foods and drinks so 37 as to give delight our millions of customers . And thanks to our dedicated 38 staff , our much-loved brands just keep getting on better . We are now 39 seeking to appoint as innovators to manage a number of new teams in 40 the organization . Applicants must have qualified a research degree in 41 Food Technology plus at least four years’ industrial experience . We 42 need people with a high level of their team spirit who show themselves 43 be capable of explaining technical concepts to non-technical people. 44 Those appointed will spend significant amount of time in other countries 45 for seeking new ingredients , but will also have a major influence on change throughout the business. |