WhichoneisMr.Booth?

· You will hear an interview with Dr. Kets de Vries, a psychologist on leadership.· For each question 23-30, mark one letter (A, B or C) for the correct answer.· You will hear the interview twice.

WhenwillMrBlackmancome?

[此试题无题干]

Whattimewilltheflightleave?

{{B}}PART ONE{{/B}}· For questions 1-8 you will hear eight short recordings.· For each question, mark one letter (A, B or C)for the correct answer.· You will hear the eight recordings twice.

· You will hear an interview with Rupert Murdoch, CEO of Direct TV.· For each question 23-30, mark one letter (A, B or C) for the correct answer.· You will hear the interview twice.

Whattimeistheman'sflight?

Questions 23-28 ·Read the magazine article below about a new tape storage system. ·For questions (23-28), choose the correct answer. ·Mark one letter (A, B or C) . TapeStore: A NEW TAPE STORAGE SYSTEM TapeStore is a new kind of tape storage system which can store up to 6,000 computer tapes. No other tape storage system can hold as many computer tapes as TapeStore. The tapes look exactly like video cassettes. Many hundreds of data files can be stored on each tape, up to a maximum of 500 million bytes of data. If you stored the same amount of information on paper, you would need nearly 4.5 billion printed pages. The machine is a tall black box with a mechanical arm. The machine is 2.5 metres high and 3 metres wide. This is how it works. Each tape has a code printed on it. You feed the code number into TapeStore, which then looks for the code. As soon as TapeStore locates the code, the arm reaches in and pulls out the tape. The system is very fast. It takes the mechanical arm about 10 seconds to find the tape it is looking for. The machine then searches the tape to extract the required file, and this take Less than a minute. A human technician would have to locate and remove the tape by hand,and could take at least an hour to find the right file on the tape. Some of the world's biggest companies, including banks, insurance companies,airlines, telephone companies, utilities and computer centres, have bought the system.They like it particularly because the system guarantees the security of their data. TapeStore was originally developed in Canada and is now being marketed world-wide. In Europe alone, 750 have already been installed at a cost of 480,000 dollars each.

{{B}} Questions 23-30{{/B}} · You will hear an interview with Bruce Chizen, CEO of Adobe. · For each question (23-30), mark one letter (A, B or C) for the, correct answer. · After you have listened once, replay each recording.

· Read the article below about the British longer working hours.· For each question 23-28 on the opposite page, choose the correct answer.· Mark one letter (A, B or C) on your Answer Sheet. {{B}}Put Down That Tool{{/B}} The British work longer hours than anyone else in the European Union (EU), which may account for Britain's faster rate of economic growth in the past decade. But the European Commission wants to put a stop to it. In a recent report it notes disapprovingly that, "The UK is the only member state where weekly working time has increased over the last decade." The commission believes that British companies may be systematically violating the EU's "Working Time Directive ". This demands that Europeans should work a maximum of 48 hours a week on average. Under the directive, workers can sign an "opt-out", agreeing to work more than 48 hours. Some 33% of British workers have signed such opt-outs, although only 16% are believed actually to be working more than 48 hours. Anna Diamantopoulou, the European commissioner for employment and social affairs, has a doubt about that. Firms in other European countries have not made much use of opt-outs. But, she thinks, some British bosses may be forcing workers to sign opt-outs as a condition of taking a job. (Some Americans may actually want to work more than 48 hours, but surely no European would be so silly, seems to her reasoning.) Citing reasons ranging from "health and safety" to the need to maintain "minimum social standards" in the EU and to strike a better balance between work and family life, the commission is launching a "consultation of interested parties" on possible changes to the directive. The commissioner hopes that Britain will be able to come up with solutions on a voluntary basis. This sounds innocent enough. But, in reality, if it does not, the commission will probably devise a new directive. The commission is likely to push for tighter definitions of the conditions under which opt-outs can be used. This will inevitably reduce labour-market flexibility and may introduce yet more burdensome corporate form-filling and regulation. The British government claims to welcome the commission's review. Privately, however, it hopes that the appointment of a new commission next autumn will ensure that Mrs Diamantopoulou does not have enough time to revise the directive. She will certainly need to work long hours to get it done. Fortunately, being classified as a manager, at least she has an automatic opt-out from the Working Time Directive.

ADVERTISING FEATURE Save Money and Keep Your Staff Happy It can be expensive to keep the canteen open to serve drinks to your staff through the day. Our QVM hot drinks machine replaces this service, so that you can close the canteen between mealtimes. You can install the QVM hot drinks machine anywhere in the building." One machine is suitable for a staff of ten to fifteen people. It costs ￡ 1300 to buy, or ￡ 11 per week to rent over 60 months. It is not expensive to operate, for example, the cost of power for one day is 30p, nearly as cheap as the price of one hot drink from the machine. Our company will carry out a weekly service, at a charge of ￡ 10. We can also refill the machine with drinks ingredients for an extra charge of ￡ 8. Some customers prefer to do this themselves, however. There are eight choices of hot drink available from the QVM machine, and our company offers one month's trial free of charge, so that you can estimate how popular the machine will be and, see what the actual savings are.

{{B}}PART ONE{{/B}} ● For questions you will hear 8 short recordings. ● For each question1-8, mark one letter (A,B or C) for the correct answer.

{{B}}PART ONE{{/B}} ● For questions 1—8 you will hear 8 short dialogues. ● For each question, mark one letter (A, B or C) for the correct answer.

WhatdoesAlisonorder?

{{B}}PART ONE{{/B}}Questions 1-8 ·For questions 1-8 you will hear eight short recordings. ·For each question, mark one letter (A, B, or C). ·After you have listened once, replay each recording.

Whattimewilltheflightleave?

{{B}}PART ONE{{/B}} ● For questions 1--8 you will hear 8 short recordings. ● For each question, mark one letter (A, B or C) for the correct answer.

· Read the following passage below about a successful steel executive.· For each question (23-28), choose the correct answer.· Mark one letter(A, B or C) on your Answer sheet. A year ago, the only steel assets Tom White Jr. owned were a Chrysler Cherokee and a Mercedes-Benz. Today thanks to his enormous effort with United Steelworkers President Leo Gerard, the New York financier is emerging as one of the most important steel executives in decades. White made a fortune investing in bankrupt companies such as Texaco and Fruit of the Loom, but didn't buy his first steel property until last April, when he bought the mills of bankrupt ATM Corp. no longer in use, for $262 million. At the time the industry was in retreat. Destroyed by extremely cheap imports, nearly half the nation's mills had gone bankrupt, including three of the top five. When assessing White's chances, those in the industry were not optimistic. Yet within a month, White and his partners were rehiring the old workers of what had been the No. 4 steel producer in the U. S. , the International Steel Group. Now, the 1SG chairman is close to finalizing his biggest deal yet—a $1.5 billion bid for the assets of Bethlehem Steel Corporation, which has slowly been descending into bankruptcy since October, 2001. How has White been able to do this? Partly, it is to do with his excellent business understanding. White, 65, perfected his restructuring skills through 24 years at investment bank Rothschild Inc., and negotiated to buy the ATM mills just before President Bush set restrictions that removed foreign suppliers. White brings an outsider's approach to management. Today, ISG has just 22 executives-ATM had more layers than that. More than just salary savings, the cost cuts have shifted more responsibility to the shop floor, which, in turn, has increased productivity. White says that mill workers suggested asking for new pieces of steel ten minutes before a production run was about to end, rather than waiting until it had ended, as was normal. This clever move adds thirty minutes of extra output a day. The bottom line even with a well-paid union workforce, ISG has lifted productivity levels close to the levels of nonunion Nucor Corporation. Not had for such a new businessman.

WhatdoesGeorgethinkaboutthenewcompanymagazine?