{{B}} Questions 29-40{{/B}} · Read the introduction below about a company training programme. · Choose the correct word to fill each gap from A, B or C. · For each question (29-40), mark one letter (A, B or C) on your Answer Sheet. We support a staff development programme for all our employees. Courses are divided {{U}}(29) {{/U}} two categories: technical training and personal development. In the first year of training, staff follow a structured personal development programme{{U}}(30) {{/U}} is designed to teach the skills needed {{U}}(31) {{/U}} succeed in the commercial world communication and business awareness, for example. {{U}}(32) {{/U}} the same time, technical training courses teach the skills needed for a particular job, {{U}}(33) {{/U}} as product design techniques. In addition to training, there is {{U}}(34) {{/U}} regular individual supervision. {{U}}(35) {{/U}} recruits have a training manager, who guides their individual staff development. Practical experience is gained in the company while {{U}}(36) {{/U}} on a variety of team projects. These projects {{U}}(37) {{/U}} last for a few months or for several years. The company provides a friendly atmosphere where we have managed to maintain {{U}}(38) {{/U}} the pressures of rapid growth. This continuing growth contributes {{U}}(39) {{/U}} a stimulating, exciting workplace, and creates excellent prospects for the individual at all levels {{U}}(40) {{/U}} the organization.

{{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.

{{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.

· Read the following review of a book called The Bosses Speak.· For each question (23-28) , choose the correct answer.· Mark one letter (A, B or C) on your Answer Sheet. {{B}} The Bosses Speak{{/B}} Adam Rogers is an executive recruitment specialist who has turned to writing. The result is this book, based on interviews with twenty Chief' Executives. Each top manager -- none of them famous names, surprisingly -- is .given a short chapter, and there is some introductory material and a conclusion. This means you can jump from one person to another, in any order, which is good for people who are too busy to read a book from cover to cover. For a management book it isn't expensive, although whether it's good value for money is doubtful. Some of the twenty interviewees started their own businesses, while others joined a company and worked their way up. Some are fairly new in their position, and others have had years of experience, though, strangely, Rogers doesn't seem interested in these differences. The interviewees work in everything, from retailing to airlines to software, and it is this variety that forms the main theme of Rogers's book. I have to say that Rogers's approach annoys me. He rarely stays at a distance from his interviewees, who are mostly presented in their own, positive words. If this were always the case, at least you would know where you were. But he seems to dislike certain interviewees. As a result, I don't know whether to accept any of his opinions. It also means that the book gives no clear lessons. At the very least, I expected to learn what makes a successful Chief Executive. But these people seem to share two types of qualities. Some of them are very common, suggesting that anyone can be equally successful, which is definitely not the ease. And the other qualities are ones which most successful bosses I've seen definitely do not have. So in the end I'm no wiser about what really goes on. Perhaps I'm being unfair. As long as you don't think about whether you'd like them as friends, and pay no attention to most of the advice they give, the most readable parts are where the bosses describe their route to their present position. Rogers seems to think that his book would be useful for people aiming for the top, and that it might even make a few want to start their own company; but, in fact, what they could learn here is very limited. Seen as light business reading for a doctor or teacher, though, this book would provide some good entertainment.

{{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.

Whatinterestratedidtheman'sinvestmentreceivethisyear?

·You will hear Janet Willis, a management consultant, advising David Smith, a managing director, about using a marketing services agency.·For each question (23-30), mark one letter (A, B or C) for the correct answer.·After you have listened once, replay the recording.

WhenwillMr.Scottcome?

· Read the article below about the factors that influence buying behavior.· 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}}Factors That Influence Buying Behavior{{/B}} Throughout the buying process, various factors may influence a buyer's purchase decision. An awareness of these factors and consumer preferences enables companies to appeal to the group most likely to respond to its products and services. Some of these factors include the following.· Culture. The cultures and subcultures we belong to shape our values, attitudes, and beliefs, and they influence the way we respond to the world around us. Understanding culture is therefore an increasingly important step in international business and in marketing in diverse countries such as the United States.· Social class. In addition to being members of a particular culture, we also belong to a certain social class — be it upper, middle, lower, or somewhere in between. In general, members of various classes enjoy different activities, buy different goods, shop in different places, and react to different media.· Reference groups. A reference group consists of people who have a good deal in common — family members, friends, co-workers, fellow students, teenagers, sports enthusiasts, music lovers, computer buffs. We are all members of many such reference groups, and we use the opinions of the appropriate group as a benchmark when we buy certain types of products or services. For example, shopping malls are today losing what has long been their most faithful audience — teens. That's because Generation Xers (those born between 1965 and 1978) think that malls are for parents and that malls have too many rules. So some retailers like Urban Outfitters and Tower Records refuse to open stores in most malls.· Self-image. The tendency to believe that "you am what you buy" is especially prevalent among young people. Marketers capitalize on our need to express our identity through our purchases by emphasizing the image value of products and services. That's why professional athletes and musicians are frequently used as product endorsers — so that we incorporate part of their public image into our own self-image. After all, doesn't everyone want to "be like Mike Jordan"? Situational factors. These factors include events or circumstances occurring in our lives that are more circumstantial in nature. For example, you have a coupon, you're in a hurry, it's Valentine's Day, it's your birthday, you're in a bad mood, and so on. Situational factors influence our buying patterns.

Questions 23-30 · You will hear an interview in which Prof．Bevan talks about the importance of motivation for managers． · For each question 23-30，mark one letter(A，B，or C)for the correct answer． · You will hear the recording twice．

· Read the newspaper article below about Japanese investment.· For questions 23-28, choose the correct answer.· Mark one letter (A, B or C) on your Answer sheet. {{B}}JAPAN INCREASES TRADE AND INVESTMENT IN ASIA{{/B}} Japan has been the most powerful country in Asia, but it had little trade with the region until now. Now, Japan is doing more trade with Asia than with the rest of the world. In 1985 the US was Japan's main customer; Japan exported a third more to the US than to Asia. Now, Asia buys 30% more than the US and three times as much as Europe. Japanese imports from Asia increased by 150% between 1985 and 1995. Now, Japan's imports amount to $60 billion from Asia in 1993, compared to $50 billion from the US and $24 billion from Europe. In 1994, Japan invested $7.7 million in Asia. During the next few years, 75% of Japan's direct investment will be there. Japanese investment in the region is now $64 billion, as against US investment of $26 billion, or German investment of $7 billion. Thailand expects new Japanese investment to reach $8 billion by 1998. Already, Japan controls 90% of Thailand's auto market. Labour costs in Japan are high, so Japanese companies are setting up in countries where workers get paid much less; an increasing number of Japan's employees now live outside Japan.

A brief history of the ICT industries reveals four main facets of development. First, in the telecom industry, China"s rapid development has had a large impact on the world telecom industry. According to Ministry of Information Industry (MII) statistics for the first half of 2003, China has the world"s largest telecom subscriber base, with nearly 500 million fixed-line and mobile subscribers. Overall telecom operator service revenue grew 14 percent to US$50 billion in 2002, with over 98 percent of this revenue accounted for by the four major state-owned operators. In the cable TV industry, China has a rather unique history. Long considered part of the state propaganda apparatus, the State Administration of Radio, Film & Television (SARFT) has traditionally been responsible for both the production as well as the transmission of content. To de-politicize the business of video transmission. SARFT has been taking steps to separate the stations (i.e., content) from the net works in recent years. In the computer/Internet industry. China has developed rapidly. Traditionally heavily focused on hardware, to the relative neglect of software, China"s computer industry has been exposed to international competition for quite some time and has developed world-class domestic suppliers, in addition, China has over 50 million Internet users and Chinese is expected to become the most widely used language on the web within this decade. Lastly, in the electronics manufacturing industry, China has in recent years emerged as a manufacturing base, as significant portions of the supply/assembly chain (most notably in computer and telecom equipment) have moved to the PRC. China"s electronics sector is ranked first among all of China"s industries in terms of foreign investment attracted, export volume, industrial value added, and contribution to GDP growth. China"s overall ICT industry can be viewed as growing very rapidly in many areas. Indeed, ICT constitutes a major area of China"s overall growth. In the first quarter of 2003, China"s overall industrial sector"s industrial value-added grew by 17.2 percent year on year, compared to 10.9 percent growth a year earlier. Nearly one-third of that growth, or 5.8 points out of 17.2 percentage points of growth, came from two sectors: telecommunications and electronics.

Howdidthemansendtheparcelfinally?

{{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, which is an advert for a new orange juice maker.· Are the sentences 16- 22 "Right" or "Wrong"? If there isn't enough information to answer "Right" or "Wrong.", choose "Doesn't say".· For each sentence, mark one letter (A, B or C) on your Answer Sheet. {{B}} THE NEW JUICE--JUJU{{/B}} Good news has finally arrived for all those people out there conscious of their health, and with a firm belief that their body is a temple. Scientific advancement in the field of juice makers has finally reached its height with the new Juice-Juju. The Juice-Juju is different from other orange juice makers as it uses every part of the orange itself. Yes, that's right -- even the peel, creating a delicious and healthy drink which can be enjoyed either as part of a physical exercise plan, or simply as an alternative to other less healthy drinks, such as coke and Lemonade. Old orange juice makers used to require four or even five oranges to make just a small glass of orange. The Juice-Juju solves that problem in an instant, and requires only half the amount of oranges to produce the same amount of juice as a normal orange juice maker. The Juice-Juju's special extra ingredients also ensure added vitamins and minerals are added to the drink, keeping the whole family healthy. The Juice-Juju will be available in the shops from next week at the low price of only $99. 99. Also available will be the Juice-Juju Deluxe at $299.99 which has been combined with a blender, providing the ultimate in food preparation and healthcare. Join the revolution! Buy a Juice-Juju!

·You will hear an interview with Mr Schuman, a job recruitment advisor.·For each question 23-30, mark one letter (A, B or C) for the correct answer.·You will hear the interview twice.

Whatistheman'stitle?

{{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.

WhyisthewomaninToronto?

Fromwhichplatformdoesthetrainleave?