填空题We want a six-month credit. ______

填空题{{B}}TASK TWO--SUMMARY OF BUSINESS NEWS{{/B}}· For Questions 18-22, match the extracts with the summaries of the news reports, listed A-H.· For each extract, choose the summary of the business news report.· Write one letter (A-H) next to the number of the extract.A The domestic manufacturing industry is faced with severe challenge.B EU is eager to obtain more market share in China's textile industry.C Last year China received the largest FDI in the world.D 2004 was reported to be the best year for increased income of China's rural population.E It is likely for China to meet the demands for power supply by 2006.F China-EU dialogue is successful and leads to agreement on developing regular dialogue.G It hasn't been proved that China has great potential to develop its petroleum and natural gas industries.H China will slow down development of its foreign exchange market.

填空题 ·Look at the statements below and at the five short summaries on the opposite page about business books on leadership ＆ management． · Which book summary(A，B，C，D or E)does each statement 1-8 refer to? · For each statement 1-8，mark one letter(A，B，C，D or E)on your Answer Sheet． · You will need to use some of these Ietters more than once．{{B}}PART ONE{{/B}} A． The New Boss Taking over as the‘new boss’is never easy．Expectations run high，you have a limited time to make a good impression and the competitive pressure is severe．Peter Fischer identifies‘seven building blocks of successful leadership transition’to help you find your way．He devotes a chapter to each step，including lists of unexpected difficulties and easily-made mistakes，suggestions，questions and a summary．The last part of this book contains case studies that focus on different‘new boss’situations．Fischer's unembeIlished，straightforward style makes his concepts easy to understand and implement． B． Discipline without Punishment For CEOs，human-resource staff members and anyone who influences the development of an organization's disciplinary system，this book is a must-read．Managers，supervisors and smallbusiness owners also will benefit from Dick Grote's guidance on implementing a non-punitive approach to improved performance．This book is highly appreciated for the thoughtfulness and detail of his suggested disciplinary system，as well as his advice on incorporating this system into your daily management practices． C． The Game-Changer This book is both intriguing and highly useful．Procter Gamble CEO A．G．Lafley and business author Ram Charan draw examples from several large，successful organizations—GE，Honey-well，and Dupont—but their primary focus is Procter ＆ Gamble(PG)．They explore how PG changed from a staid giant to an organization driven by innovation—and radically expanded its sales and profits along the way．They are candid about PG's organizational methods and failed innovations，and they show how willing it has become to open up and connect． D． The Leader on the Couch When Manfred Kets de Varies uses many real life stories to show how you can use psychology to understand the workplace，his points are clear and seem immediately applicable．Admittedly，his discussion of the theories varies from instructive to somewhat obscure，and his classifications of personality and organizational types may seem arbitrary，but when he explains the processes involved in change．he is realistic and humare．Readers who exert some conscious patience will find the author's core points about the role of the unconscious in the business world insightful and useful． E． The 21 Irrefutable Laws of Leadership Principles are laws that apply across different cultures．generations，and circumstances，John Maxwell，drawing lessons from his own experiences as well as those of other leadem，has discovered 21 principles for leadership．In each chapter of the book，Maxwell describes each law as a tool that can help people succeed in business，church，spots，and pemonal endeavors。Anyone in any position，in any field，and in any culture，can learn and practice these laws to become a successful leader．The learning is made richer by real life illustrations that show how the laws are practiced or violated．

填空题 · For each extract, there are two tasks. For Task One, decide which meeting each person attended from the list A-H. For Task Two, decide what meeting strategy each speaker recommended, from the list A-H. · After you have listened once, replay the recording. Task One—The Meeting They Attended · For questions 1-5, match the extracts with the meetings, listed A-H. · For each extract, choose the meeting each person attended. · Write one letter (A-H) next to the number of the extract. A tender negotiation B target setting C team update D product development E candidate selection F company annual review G training seminar H staff appraisal

填空题TASK TWO-REACTION · For questions 18-22, match the extracts with the reactions, listed A-H. · For each extract, choose the way the speaker reacted. · Write one letter (A-H) next to the number of the extract. A. thought it was very good B. felt nervous about speaking C. was not happy with the decisions made D. found it confusing E. disagreed strongly with someone F. thought it was very boring G. lost his/her temper with someone H. agreed with the final decision

填空题February 12, 2007 Dear Sir/Madam, I am a Chinese student (1) the University (2) Guangzhou doing a Master's Course (3) Business Studies, and I intend to spend six months (4) England, (5) June this year, preparing (6) the Business English Certificate Higher. Your college was recommended (7) me (8) a fellow student and I would like details (9) the Business English Certificate Higher course, including fees and dates. Could you also let me know if you can provide accommodation (10) me (11) Brighton (12) an English family. Thank you for your attention, and I look forward to hearing from you soon. Yours faithfully, Zhang Lulu

填空题 Task Two—Recommended Meeting Strategy · For questions 6-10, match the extracts with the meeting strategy, listed A-H. · For each extract, choose the main meeting strategy each speaker recommended. · Write one letter (A-H) next to the number of the extract. A to sum up key decisions and action points B to get familiar with the materials before the meeting C to cope with irrelevant contributions D to inhibit any participant from dominating E to set a time limit for each session F to schedule items sensitively G to minimize the amount of leaflet H to ensure all members contribute

填空题In her last job, she looked ______ orders and phone enquiries.

填空题An expression to explain damage to a cargo which is done purposely.

填空题 Task Two—Main Experience · For questions 6-10, match the extracts with the main experience of the marketing strategy, listed A-H. · For each extract, choose the experience each speaker describes. · Write one letter (A-H) next to the number of the extract. A The product information should reach the public in a short time. B People recommended the products to their friends. C Customers found the information was much clearer than before. D It is worth trying to make everyday necessity more special. E Things in words are more trustworthy. F Improved quality of product ingredients had a positive effect. G Investment in support yielded more returns than money used in advertisements. H People took more time to consider the product range.

填空题{{B}}PART THREE{{/B}}{{B}} · Read the following text. · Each question has four suggested answers or ways of finishing the sentence, A, B, C and D. · Mark one letter A, B, C or D for the answer you choose.{{/B}} "How many of you have been angry at least once today?" asked the conductor of an anger-management seminar. According to an article of The New York Times, most of those in the room raised their hands. "The fact is," the seminar leader continued, "people get angry an average of 10 to 14 times a day. But anger is especially endemic to work. If you have a job, you're guaranteed to get angry."Up would have gone my hand, had I been in the room and heard that last mark. And I would have respectfully disagreed.Although some statistics indicate that the number of on-the-job flare-ups has increased in recent years, to hold onto the notion that workplace anger that is therefore guaranteed is counterproductive. It leaves one with the impression that any efforts to remain even- tempered at work are, at best, only a bandit.Anger-management experts do offer a few common-sense guidelines to minimize work related anger: don't let it fester; don't look for snubs in what are purely innocent incidents; don't get caught up in other people's gripes; if you start to lose control, take a break.I would add, pray.Instead of sitting there fuming over some encounter, why not use the time to listen for God's thoughts, his messages to you? To be sure, they will snuff out the heat of anger and bring calmness, clarity, and healing. "For I know the thoughts that I think toward you, faith the Lord, thoughts of peace, and not of evil, to give you an expected end."Better still, one can act preemptively to prevent a volatile atmosphere on the job. A good start is to consider that the people we work with--whether it's the person at the desk across from ours or the president of the company--are not what we see on the surface.If we take it for granted that our coworkers are so many individuals composed merely of an assortment of physical and emotional characteristics, then our overall expectations on the job, as well as our concern for the well-being of those we work with, are limited. But our true nature isn't the sum of material and sometimes fiery emotional elements. Each one of us is God's child. Everyone's true selfhood comes from this one source--God, divine Spirit--and is therefore purely good and spiritual."Man (including woman) is the offspring, not of the lowest, but of the highest qualities of Mind," wrote Mary Baker Eddy, author of "Science and Health with Key to the Scriptures". This divine Mind, or God, is expressing in each of us these "highest qualities" as our real nature, respectfully and lovingly, and revealing our actual relation to one another as sons and daughters of God.What we should be counting on at work, then, or anywhere else where people come into contact with one another, is an atmosphere in which everyone feels upheld by God's thoughts of peace. In this atmosphere, solid relationships develop and solutions appear even in situations where it was believed that none were possible.So, instead of bracing for a showdown with a fellow worker, you can arrive at work filled with the conviction that you and your colleagues, clients, and customers are all inherently good-natured--God-natured--the offspring of a totally loving creator. You're certain to have higher expectations, more compassion, more patience. A real peacemaker attitude.This is doing more than managing work-related anger. This is helping to eliminating it.

填空题Travel stress brings boom to health clubs A rapid growth in business travel has provided a lucrative spin-off for British health clubs as companies try to prevent hard-working executives from suffering travel-related stress. Health clubs are fully booked throughout the coming months all around the country and many are planning to expand their facilities. The Champneys group of health clubs adopt a inflexible measures. According to Gillie Turner, group marketing manager for the Champneys group of health clubs, during the last recession executives lost many of their extra benefits as companies cut back. (9) She says that large companies also seem to have decided that it is no good sending someone to a country like Spain as a reward for doing a good job, because they will simply eat too much and flop onto a beach. (10) Champneys, the company acknowledged as the market leader in this field, is now planning to introduce a special "Profiting from Stress" course, which will run over three days. (11) Jonathon Stapleton, general manager of Champneys, says that modern corporate life being what it is, most business travellers find that they are having to do the work which—even a year ago—was done by two. (12) To meet this new demand, other health clubs are also thinking of introducing similar schemes. Clare Brandish, the sales and marketing director of another health club, has noticed a marked change in the clientele at her club. (13) Businesses of all kinds are anxious to reduce absenteeism. (14) Much of the problem is caused by long periods away from home, irregular hours, business entertaining and jet lag. According to the Guild of Business Travel Agents, sales of business-class airline tickets have risen by 12% in the past year, hotel bookings have gone up by 36% and car hire has risen by 24 %. Dave Reynolds, the GBTA chief executive, says that the trouble is that the same number of people are being asked to travel more often. He comments that it is no wonder they need to take a break in a health club.A. It has been calculated that about 40 million working days are lost each year in Britain because of stress, ten times as many as are lost to industrial disputes.B. Instead, they want executives to become fitter so that they can do even more for the company in the future.C. This has involved a considerable rise in the number of business bookings, whereas previously most clients came as private individuals.D. Now they are being restored, as industry realises that the health of its executives is vital.E. But who will benefit most from these developments?F. Because of the pressures this imposes, many companies have now decided that it is worthwhile paying for their senior executives to take a proper break and get advice on how to combat stress.G. Executives taking part in it will be given massages and health treatments, workouts and a range of talks on how to deal with stress, especially when travelling.H. The Champneys group of health clubs adopt a inflexible measures.

填空题Complete the sentences by thinking of ways to improve different aspects of your English. I am going to take every opportunity to speak English so that I can become more fluent.

填空题BPART ONE/B·Look at the sentences below and the five paragraphs.·Which paragraph (A,B,C,D or E) does each sentence 1-8 refer to?·For each sentence 1-8, mark one letter (A, B, C, D or E)on your Answer Sheet.·You will need to use some of these letters more than once. BAWorkshop/BWorkshop originally meals a room or building which contains tools or machinery for making or repairing things, especially by using wood or metal. Regarding meeting, it refers to a period of discussion or practical work or a particular subject in which a group of people learn about the abject by sharing their knowledge or experience. The distinctive feature of workshop lies in its emphasis on practical performance, he- sides the professional and academic discussions. Therefore arranged in a workshop may be many relevant activities—demonstrations, displays and operations during the course of presentation. For example, we can say: "Dr. Linda chaired a workshop on artificial intelligence and software development. I saw there were lots of computers and software developers gathered in that lecture hall this morning."BBSymposium/BSymposium (pl, symposia/symposiums) is also a kind of meeting, but it refers exclusively to the meeting for specialized academic discussion. At a symposium, experts, scholars, and other participants of a particular field discuss a particular subject.For instance, we may say "They are going to participate in file Second International Symposium on Teaching English at Tertiary Level in Hong Kong next May. The teaching of language skills, language learners' styles and strategies, new technology and methodology as well as otter relevant issues will be discussed there." In terms of scale, a symposium may be smaller than a conference, because sometimes a conference may include several symposiums held simultaneously (as satellite symposiums). Furthermore, some meetings held by the government for political consultation can be called "political conference" but not symposium.BCSeminar/BSeminar is usually a class-like meeting, where participants discuss a particular topic or subject that is presented by several major speakers. Different from the general situation of a meeting, the presentations are mainly given by speakers, while other people first listen and then join them. For example, we can say "This afternoon we'll have a seminar on the topics presented this morning."BD/BColloquium is sometimes a formal word for seminar. It is usually a large academic seminar like panel discussion. Colloquium is usually attended by certain invited experts or professionals in a particular field. Participants of the meeting will express their ideas and opinions around a specific topic.BEMeeting/BMeeting is a general and summary term of various kinds of assembly of people for a particular purpose. If there are more than two persons coming together, talking and discussing, the event can be called a meeting. So we often say or hear "Let's have a meeting." Since the definition of meeting is rather extended and not clearly demarcated, it can mean any kind of gathering, pre-arranged or non arranged, formal or informal; the time can be tong or short; the scale, large or small; the participants, many or a few, and so on. To specifically clarify a meeting, therefore, the names of meeting should be further demarcated. '

填空题{{B}}PART ONE{{/B}}{{B}} · Look at the sentences below and following texts. · Which text does each sentence refer too. · For each sentence 1--8, mark one letter A, B, C, D or E. · You will need to use some of the letters more than once.{{/B}} {{B}}A. Lord Wootten, Chairman, Unimarket{{/B}}Lord Wootten has recently returned to Unimarket, the large retail food chain, after a 20- year absence. Whilst away, he held a variety of posts in the Conservative Party including that of Chief of Staff to the British Minister for six years, where his skills as an effective public speaker won him great respect. He then returned to the industry as one of the two architects behind the dramatic revival of the Remco supermarket chain. His comprehensive and varied experience of the retail food sector will make e: huge impact on Unimarket and he has already embarked on an ambitious policy of major acquisitions.{{B}}B. Steven Waugh, Chief Executive Officer, DigiCom{{/B}}Steven Waugh, the driving force behind DigiCom for over 25 years, retires this year. Known for his quick decision-making, he is seen as one of the most outspoken and ruthless operators in the world of business. These qualities have often made life difficult for DigiCom competitors, who have regularly been faced with bitter price wars and innovative promotional campaigns, often masterminded by the CEO himself. Born in Queensland, Waugh first cut his teeth on Australia's Channel 9 before entering broadcasting in Britain. Never a great believer in political correctness, he is famous for spending his time aboard his luxury cruiser indulging in gourmet food and champagne.{{B}}C. Mark Boucher, Chairman, Gladstone{{/B}}Mark Boucher, 53, chairs Gladstone, the base-metals group recently demerged from Corgen of South Africa and floated in Amsterdam. Since the breakaway, Gladstone's operating profit has grown to $ 92m, even though experts have described the company as overstaffed and inefficient. Boucher is a reserved man who is reluctant toad dress large meetings but reveals, when pressed, a dry sense of humor. He has had an unusual career path, including a spell working for the North American Space Agency, followed by a stint running a satellite TV station.{{B}}D. Erik Johanssen, Chief Executive, MorgenReynolds{{/B}}MorgenReynolds' CEO Erik Johanssen admits to crying occasionally and says he is not the tough hard-nosed businessman that people expect when they meet him. He is, however, universally regarded as a shrewd politician within the industry. A self-styled company man, the chain-smoking 55-year-old Johanssen has been with Morgen for over 20 years. Since Morgen took over the innovative but under-performing Reynolds, Johanssen has streamlined the business radically, axing half of Reynolds' top managers. Jonanssen lives modestly in Stockholm and travels to work by underground.{{B}}E. Joe Anderson, Chief Executive, Dayton International Hotels{{/B}}Joe Anderson joined the imaginative Seattle-based Foyles restaurant chain after graduating in 1963. He worked his way up through the ranks, performing a variety of different roles, eventually becoming the Managing Director in 1976 and joining the parent company's executive board in 1980. In 1994 he became CEO and President of the group's Dayton activities and reduced the group's debts by disposing of several properties and a chain of beauty salons. His next project is likely to be the search for strategic alliances with major European hotel chains.

填空题reported to be generally good and expanding moderately, in according to a

填空题{{B}}PART ONE{{/B}} ·Look at the statements below and at the five extracts from a text about corporate ownership of planes. ·Which extract (A, B, C, D or E) does each statement (1-8) refer to? ·For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer Sheet. ·You will need to use some of these letters more than once. A Regular European business travellers view travelling on commercial airlines as inefficient and inconvenient. Mostly it is not the airlines' fault but the infrastructure they have to work with. Private aircraft are being bought primarily not to save money on tickets but to save time. Scheduled flights in Europe cover only 10 per cent of the destinations available. Delays, more likely than not in European travel these days , waste precious time. The number of hours top executives with huge salaries waste has a direct impact on cost-effectiveness. B The gradual completion of Europe's single market means that more and more executives are criss-crossing Europe to look for business. With European domestic air fares extremely high, a corporate jet looks more attractive for executives flying three or four times a month. Even some of Europe's smaller companies are investigating it. However, the larger European airports operate priority regulations which govern slot allocation for take-off and create delays; airlines have first priority, chartered flights come second, air taxis third and business jets are fourth on the list. Smaller airports pose problems of access and a risk of inadequate ground handling. C Most businesses will not discuss their corporate aircraft or even reveal whether the already high-earning chief executive has an aircraft, for fear of shareholder reaction. There is still some stigma attached to ownership of a business jet. With new planes costing anything from $5 million upwards plus extra comforts in the interior, many companies feel they can't justify the expense to shareholders and employees. For some European managers a private jet is seen as an unacceptable perk indicating serious problems in a company's management. D The market for private aircraft fall into two sectors, the no-expense-spared rich man's plaything-the popular image-and the serious business tool owned by corporations. Manufacturers deliver the former as what is called a "green" aircraft-a plane that is unfinished except for a green corrosive-resistant paint which covers the bare metal. Owners personalize the plane with telephones, dining areas and even cinemas. The latter sector is very different and planes are normally bought with straightforward seating. E Fractional ownership of aircraft has opened up the market, as the low acquisition costs and predictable monthly fees are more palatable to shareholders, and to first-time buyers. Some of the biggest names in the business jet industry have launched their own fractional ownership schemes. Several smaller companies are also getting in on the act and are trying to beat the larger companies down the runway by offering cheaper prices. Yet critics claim that fractional ownership is untested and faces the customer with a wide range of liabilities.