·You will hear a talk given by, a spokesman of the U. S. International Communication Department. He talks about a number of privately owned telephone discounter attacking the cartel of national telephone monopolies that keeps the price of international calls high.·For each question 23--30, mark one letter (A, B or C) for the correct answer.·You will hear the recording twice.

· You will hear Paul talk about how he set up his own business to advise companies about their information tech- nology needs. · For each question 23-30 mark one letter (A, B or C) for the correct answer. · After you have listened once, replay the recording.

·You will hear a talk presented by a reporter. This talk is about deceptive packing. ·For each question 23—30 mark one letter (A, B or C) for the correct answer. ·After you have listened once, replay the recording.

{{B}}· You will hear a radio interview with Richard Wood, the founder of Bookstore, a company that sells books on the internet.· For each question 23-30 mark one letter (A, B or C) for the correct answer.· After you have listened once, replay the recording.{{/B}}

· You will hear a talk with the CEO of Xerox, Ms Mulcahy. · For each question 23-30, mark one letter ( A, B or C) for the correct answer. · You will hear the recording twice.

· You will hear an insurance salesman, Dan, talking to a friend, Helen, about the appraisal interview he has just had. · For each question (23-30), mark one letter (A, B or C) for the correct answer. · After you have listened once, replay the recording.

·You will hear someone giving instructions about moving offices.·Mark one letter (A, B or C) for the correct answer.·You will hear the records twice.

· You will hear a panel discussion about some major problems, or issues facing the Internet technology. The host is joined by an industrial expert and a senior executive from Effnet, a Swedish company producing Internet security equipment.· For each question 23--30, mark one letter (A, B or C) for the correct answer.· You will hear the recording twice.

·You will hear a news story on the latest progress in the human genome research project.·For each question 23--30, mark one letter (A, B or C) for the correct answer.·You will hear the recording twice.

· You will hear an interview with John F. Fielder, Chairman and CEO of BorgWarner Inc. · For each question 23-30, mark one letter (A, B or C) for the correct answer. · You will hear the recording twice.

· You will hear a panel discussion in which the host is joined by the chairman of SCT, a computer technology corporation providing Internet technology, and president of ClientSoft Incorporated, a software technology enterprise. · For each question 23—30, mark one letter (A, B or C) for the correct answer. · You will hear the recording twice.

·You will hear a passage about enterprises engaged in third-market cooperation.·For each question 23--30, mark one letter (A, B or C) for the correct answer.·You will hear the recording twice.

·You will hear a radio report about family businesses.·For each question 23-30, mark one letter (A, B or C) for the correct answer.·After you have listened once, replay each recording.

{{B}}INFORMATION FOR CANDIDATES{{/B}}· There are forty-five questions on this question paper.· You must write all your answers on the Answer Sheet.{{B}}PART ONE{{/B}}· Look at the statements below and the information about recruitment on the opposite page.· Which recruitment (A, B, C or D) does each statement 1-7 refer to?· For each statement 1-7, mark one letter (A, B, C or D) on your Answer Sheet.· You will need to use some of these letters more than once. {{B}}A Business Economist{{/B}}You will have excellent analytical skills and an ability to communicate effectively with non-economists both orally and in writing. You will be expected to use data from a variety of sources for model-building and other forms of economic analysis. You will also liaise with clients, play an active role in business development, and present the results of your analysis in an incisive and accessible form.{{B}}B Economic Policy Manager{{/B}}At the very heart of our business, you will need to be a highly confident and credible business shaper in economics or a related discipline and preferably, have post graduate qualifications in economics, business or finance. You will also ideally have experience of regulatory issues and appreciate bow they fit in with the bigger picture. Thus, you will be a key player in the team, leading our regulatory agenda both internally and externally, preparing government proposals, and using your excellent interpersonal communication and influencing skills to build strong links across our business and with external bodies.{{B}}COutstanding Young Economists{{/B}}We are seeking to recruit outstanding young economists to join our team at our Dublin office. Candidates should have a brilliant academic record, ideally including a PhD in economics and two or more years' post qualification experience. Ideal candidates will probably be in their mid to late twenties and will be focused on applying their exceptional economic skills to commercial and policy issues.{{B}}DPrincipal Economist{{/B}}Leading the European team from London and reporting to the Chief International Economist, the role focuses on producing top quality macroeconomic commentary & forecasts and country risk analysis. Excellent written and verbal communication skills are of paramount importance as the role involves liaising both with clients and the media. Experienced in modeling and forecasting, you will have an extensive knowledge of the European economies, with particular reference to structural change and policy.

·You will hear an interview on local radio with Dr Tim Carter, the author of a book on how to give effective business presentations.·For each question 23-30 mark one letter (A, B or C) for the correct answer.·After you have listened once, replay the recording.

·You Will hear a radio interview with Tom Henderson about training within small business concerns.·For each question (23 -30), mark one letter (A, B or C) for the correct answer.·You will hear the recording twice.

判断题Management in America Do it my way NEW YORK Cultural differences between Japanese and American managers have presented the biggest obstacles to Japanese companies investing in America. A seminar for Japanese executives working in America was attended by 25 men, nearly all of them in identical dark suits. Despite the room's stifling heating system, they resolutely refused to remove their jackets. Their coffee break lasted exactly the scheduled ten minutes. They did not ask any questions until after they had got to know one another a bit better at lunch. They were usually deferential and always polite. A similar seminar for 25 Americans working for Japanese subsidiaries in America included eight women. Several of the men removed their jackets on entering the room. A ten- minute coffee break stretched beyond 20 minutes. Participants asked questions and several aggressively contradicted what the speakers had to say. According to Mr Thomas Lifson of Harvard and Mr Yoshihiro Tsurumi of New York's Baruch College - the two main speakers at both seminars - misunderstandings between Japanese and American managers are possible at nearly every encounter. They can begin at the first recruiting interview. A big American company typically hires people to fill particular slots. Its bosses know that Americans are mobile people, who have a limited commitment to any particular employer or part of the country. As a result, jobs are clearly defined and so are the skills needed to fill them. American firms hire and fire almost at will. The assumptions (and the expecta- tions) of the Japanese managers of Japanese subsidiaries in America could hardly be more different. They hire people more for the skills they will acquire after joining the company than for their existing skills. American managers rely heavily on number-packed memoranda and the like. The Japanese colleagues prefer informal consultations which lead eventually to a consensus. According to Mr Tsurumi, they find comical the sight of American managers in adjacent offices exchanging memos. Confronted with a dispute between middle managers, most Japanese superiors refuse to become involved, expecting the managers themselves to resolve the issue. The Americans con- clude, wrongly, that their Japanese bosses are indecisive or incompetent. Japanese managers do not share the American belief that conflict is inevitable, and sometimes healthy. They want to believe that employees form one big happy family.

判断题Read this article and then answer the questions that follow: Go along and get along THE Japan Society's crash course on how to bridge the chasm between Japanese and American managers forces participants to exam- ine their own cultural assumptions, as well as to learn about the other side. Behaviour which Americans consider trustworthy is often precisely that which Japanese associate with shifty characters - and vice versa. To Americans, people who pause before replying to a question are probably dissembling. They expect a trustworthy person to respond directly. The Japanese distrust such fluency. They are impressed by snme- body who gives careful thought to a question before making a reply. Most Japanese are comfortable with periods of silence. Americans find silence awkward and like to plug any conversational gaps. The cherished American character- istics of frankness and openness are also misunderstood. The Japanese think it is sensible, as well as polite, for a person to be discreet until he is sure that a business acquaintance will keep sensitive information confidential. An American who boasts "I'm my own man" can expect to find his Japanese hosts anxiously counting the chopsticks after a business lunch. As the Japanese see it, individualists are anti-social. Team players are sound.

判断题 Servicing manufactured goods Take it back, son LOS ANGELES On June 8th the Supreme Court ordered Eastman Kodak to stand trial in a competition case about the repair of expensive photocopiers. It has thrown a spotlight on the in- creasingly hostile relationship in America between manufacturing companies and the firms that service and repair the goods which the manufacturers produce. If firms chose to use an indepen- dent service company, it is alleged, Kodak refused to supply either the servicing firm or the customer with spare parts. In effect, Kodak was trying to get customers to agree not to employ any firms that competed with it for service contracts on the Kodak machines. Many economists would side with Kodak, rather than the court. They argue that consumers take servicing costs into account when buying equipment, so restrictive service agreements are not neces- sarily anti-competitive as long as there is competition in the equip- ment market itself. The market for servicing high- technology electronic products alone is worth roughly $100 billion a year. Thousands of independent contrac- tors compete for the business, but the lion's share goes to equipment manufacturers. Roughly a quarter of the revenues of America's computer makers comes from servicing and maintain- ing the machines they sell. Profit margins on service contracts can be as high as 50%. That comes in handy when profit margins on the sale of computers are disappearing because of recurring price wars. Other industries may also be affected. Detroit's car makers also backed Kodak. In 1990 the retail market for car parts was worth $150 billion, about the same as that for new cars. Servicing cars came to another $100 billion on top of that. Detroit used to be happy to leave the repair business to morn-and-pop garages. No longer. Many indepen- dent distributors of spare parts complain that the big car makers are muscling in on their business. Big manufacturers in Japan and Germany service nearly all their own products. But America's high job mo- bility and entrepreneurial traditions have encouraged many engineers in high-tech industries to set up service firms of their own, often to the fury of their former employers. Not all manufacturers are keen on the repair and service business. Makers of cheaper electronic goods, such as washing machines, tele- visions and video-recorders, find it cheaper and easier to replace faulty machines with new ones, or encour- age customers to buy a new model, than to bother with spare parts. But many states in America require that manufacturers honour warranties on anything they sell. To satisfy the law they have appointed dealers and service agents. And yet because the manufacturers of electronic goods now view many of their products as disposable, they are in direct conflict with the dealers who have to provide service under those warranties. Decide whether these statements are true (√) or false (×), according to the article.

填空题Please make sure you book me on a ______ flight.