填空题{{B}}PART ONE{{/B}}· Look at the statements below and the text about time management on the opposite page.· Which section (A, B, C or D) does each statement (I-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}} Successful Time Management {{/B}}{{B}}A{{/B}}The secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. You may find this is best done at the start of your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits you best- find some way of fitting the activity into your schedule. Never say, '1 don't have time to plan today'.{{B}}B{{/B}}Managers at all levels occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into worrying about the situation and you will feel unmotivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic.{{B}}C{{/B}}If a review of your working practices shows that you are too much of a perfectionist, do something about this. Modern definitions of quality refer to 'fitness for purpose'. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how thoroughly you need to do something in order to meet your requirements. Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything.{{B}}D{{/B}}If your review of a period of time shows that you are spending time on things that are not really necessary or important, then think hard about whether you can afford this time. Many people file unnecessary papers and attend endless, unproductive meetings. Even top managers can be guilty of misdirecting their efforts by supervising subordinates too closely or failing to delegate. If you question the necessity of certain work, you may find it easier to avoid these misdirected efforts and this will better inform your planning in the future.

填空题{{B}}Section One{{/B}}· You will hear five short recordings.· For each recording, decide what the speaker is trying to do.· Write one letter (A--H) next to the number of the recording.· Do not use any letter more than once.· You will hear the five recordings twice. A tell information about a deliveryB change the scheduleC give an invitationD make a complaintE place an orderF make an announcementG postpone a sessionH inform of the success of a presentation

填空题Notes Re Production Department"s Requirement New business means that production needs staff to work 1 until May work at weekends will be paid at 2 application forms should be given to 3 by 1st Dec. Staff should indicate which 4 they are able to work.

填空题{{B}}PART ONE{{/B}}{{B}} ·Read these sentences and the following texts. ·Which text does each sentence (1-7) describe? ·For each sentence mark one letter (A, B, C or D).{{/B}} {{B}}A.{{/B}} We are a world leading Manufacturing Process Management software solutions provider for Electronics Manufacturing Industry. (NASDAQ: TCNO) We have an exciting position open at our Shanghai Office. We offer an attractive compensation package, training program and career opportunities for talented candidates. Please submit your salary requirement and resume in Chinese and English, copies of ID and relevant certificates to us.{{B}} B.{{/B}} Mercuri International is an international sales performance consulting and training company with over 50 years of proven track records in making our customers' business and revenue strategies happen. Being one of the largest organization and global leader in the specialized field of sales performance consulting and training, we have more than 70 offices in over 40 countries. Further growth and consolidation means we are ready to expand our business operations in CHINA and would like to invite high profile individuals to apply for the challenging and rewarding posts.{{B}} C.{{/B}} Teka is a steadily growing company; offering new products in rapidly expanding interconnection areas such as surface mount and high density. With the ability and corporate resources to react quickly and innovatively to customers needs, Teka is positioned to maintain a leadership role in the advancement of interconnect devices and technology. With the development of our company, Teka is establishing the business office in shanghai.{{B}} D.{{/B}} McKinsey & Company is an international management consulting firm with 82 offices in 44 countries, serving the leaders of large organizations on matters of strategy, organization, and operations. For our Shanghai Office, we seek: Information Analyst and Junior Information Analyst to handle research and information requests concerning all aspects of Greater China businesses, particularly in telecom, logistics and retail sectors. We offer an exciting and collaborative working environment, excellent training and development opportunities, as well as highly competitive compensation.

填空题Tips for Succeeding at Interviews The aim of a job interview is to establish whether you are likely to do well in a particular job in a specific organisation. This is not only a matter of having the necessary technical knowledge and skills. You must also have the motivation, the ability to adapt to new ways of working and to a new work environment, and the personality to do the job and fit into a new team. But there are other personal skills that affect your success in a job. These include getting on with people, oral and written communication. teamworking, problem solving and good time management. Most people think that interviewers know what they are looking for and will recognize it when they see it. (8) This applies to recruiters as much as anyone else. In fact, a former head of selection at one big firm used to say that "some interviewers are so poor they would do better to rely on chance." In companies which recognise this, various methods are used to try to find the right person. (9) Research has shown that this approach is more reliable than the ordinary job interview. though not as effective as using personality tests or assessment centres. In a structured interview the interviewer groups the qualities listed in the job specification under various headings. There arc two well-established structures for this: the National Institute of industrial Psychology's Seven-Point Plan and the Five-Fold Grading System. Both these systems cover factors such as physical appearance, qualifications, general intelligence, motivation and previous experience. (10) However, they should not give equal weight to each one. Some factors are more important in one job than another. For example, physical appearance and manner will be more important in a sales position than for a researcher who works behind the scenes. It is also a fact that the impact the candidate makes in the first three or four minutes of an interview is of major importance. (11) A decision not to hire is often made during those first few minutes. It is not always possible to tell whether structured interview techniques are being used. If interviewers ask questions systematically, using some kind of checklist, and occasionally make a brief note, they probably are. On the other hand, if the interviewer goes through your application to confirm what you have already said, or asks irrelevant questions, or jumps from one topic to another, the interview is unlikely to be structured. Before you attend any interview, look again at the job description and the personal specification. (12) If you already have a mental list of the key points that you need to mention, you are unlikely to waste time giving irrelevant information or to omit important points in your favor.A. Study them closely and assess what your interviewer will be looking for.B. However, people are actually not very good at assessing one another.C. A number of skills are common to most of these interviewing situations.D. Although a favorable impression may be reversed later in the interview, a negative impression is rarely changed.E. The most common is the structured interview.F. For each of these areas the interviewers score candidates against how well they fit the job specification.G. But there are other personal skills that affect your success in a jo

填空题· Look at the form below.· You will hear a man enquiring about computer workstations. {{B}} Moorfield's Department Stores Workstations department Enquiry form{{/B}}Customer: crawford'sItem: (9).......................... Model: (10)..........................Extra(s): (11)..........................Notes: Also interested in a (12)..........................

填空题{{B}}Section One{{/B}}· You will hear five short recordings.· For each recording, decide what stage of agreement each speaker is talking about.· Write one letter (A--H) next to the number of the recording.· Do not use any letter more than once.· You will hear the five recordings twice. A signing an agreementB reviewing a contractC discussing new ideasD implementing plansE revising the wording of a contractF canceling an appointmentG clarifying detailsH setting up a signing date

填空题BSection One/B·You will hear five short pieces.·For each piece decide which topic from the box below the speaker is talking about.·Write one letter (A-H) next to the number of the piece.·You will hear the five pieces twice. BTopics/BA. A filling cabinetB. A vanC. A television setD. A committee meetingE. Business correspondenceF. A refrigeratorG. An interviewH. An expenses claim

填空题______

填空题At the end of the meal you want to pay the bill, but the waiter has given it to your companion. ______

填空题A 51 poundsB 17 poundsC 2.16poundsD 1.85 poundsE 16 poundsF 1.35 poundsG 2.42 poundsH 1.45 pounds

填空题A. ACCOUNTING & FINANCE FOR MANAGERS The course provides experienced managers with the financial skills and commercial awareness necessary to be effective in business today. It is intended for managers who need to: ·Use accounting information to aid decision-making and future development ·Assess the financial implications of day-to-day business activities ·Communicate effectively with accountants and bankers ·Most students use this course to prepare for the diploma in Accounting and Finance B. EFFECTIVE ORGANIZATIONAL SKILLS FOR MANAGEMENT This is an introductory course for those with little or no experience or formal training in management skills. It includes seminars on: ·How to make speeches and present company information clearly ·Managing and chairing meetings ·Time management ·Delegating tasks C. BOOKKEEPING & ACCOUNTS This one-term course is an introduction to the basics and requires no previous experience. The course demonstrates that good bookkeeping is covered, including sales and ledger books, petty cash and final accounts. D. MANAGING PEOPLE This is a course about how successful organizations manage their resources. Participants will be asked to contribute from their own experience of human resource management in different kinds of organizations. The following topics will be discussed in depth: ·Communication within organizations ·Training staff to work co-operatively in group ·Recruitment and selection of staff ·Ongoing staff training and development ·Career paths, promotion and job satisfaction

填空题Progress has been made to improve our living room, but we still have difficulty in making the future living room.

填空题A Some inefficient equipment was replaced.B A bonus payment system was extended,C A department was moved to new premises,D Training opportunities were increased.E A system of cost control was implemented.F Some software was upgraded.G A number of specialist staff were recruited.H A system of promotion was introduced.

填空题·Read the salary offer negotiation.·In most of the lines 34 - 45, there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.·If a line is correct, write CORRECT on your Answer Sheet.·If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet. Know your market, and know your marketability. Always keep a minimum salary requirement in the mind. With a little research, you can determine a realistic and34 satisfactory salary. Decide what you need, want. and can survive on before you35 walk into for an interview. Wait for an offer —don't just announce your minimum36 to the interviewer. And never respond too immediately —take time to think things37 over. If you feel the package is unsatisfactory, figure out what you would make38 the package more palatable. Don't just wait to see what the employer has to offer.39 Get your offer in the writing. This includes the salary you agree upon, details on40 potential increases, and any unusual terms regarding to your benefits or vacation41 time. For example, if you need immediate leave before you've accrued vacation42 time, or the company agrees to pay to your entire health-care premium, you'll43 have something to snow before HR if a problem comes up. If you accept the job.44 send a letter while confirming your mutual agreement on the offer and keep a45 copy for your records. If you're dissatisfied with the Salary package but are not willing to take the job nonetheless, ask for a performance review in three or six months, and get it in writing.

填空题·hoose the best sentence from below the passage to fill each of the gaps.·or each gap (8-12) , mark one letter (A-G) on your Answer Sheet.·o not use any letter more than once. {{B}}Insight into Management Psychology{{/B}}If overflowing in-trays frighten you or solving problems makes you sweat, there's a new range of business books called The Management Guides that you can turn to with confidence. They're short, pocket-sized, and very reasonably priced at ￡ 2.99 each. In addition, they're written in accessible language by Kathy Harman, a chartered occupational psychologist who heads her own London consultancy business. She says that the guides are intended for professionals working in small British companies, where thinking about management can be a low priority because of endless lists of other responsibilities. {{U}} {{U}} 1 {{/U}} {{/U}}After this initial message to the reader, the following pages contain sections on every aspect of business, from managing your own time and selecting employees to planning ahead for the future. One of the reasons Harman wrote these guides was that she knows not every business is able to invest in training. The difficulty, especially for small businesses, is that, "People are professionals first and foremost and somehow they are just expected to pick up management skills as they go along."{{U}} {{U}} 2 {{/U}} {{/U}}And becoming one. she recognizes, is especially difficult if you're not used lo communicating effectively or delegating work. She adds. "It's all very well managing areas that you have control over and you can do all the planning you feel is necessary, but there are always going to be other people out there who do the most unexpected things."{{U}} {{U}} 3 {{/U}} {{/U}}Such a choice of approaches is essential to any business: this can only be achieved by managers having good, friendly relationships with all their staff and business contacts. "The important thing in management," says Harman. " is the human element." Her advice to managers everywhere is to maintain professionalism at all times. "If you've ever managed anyone." she says, "you'll know that you're not allowed to be fed up because when the staff come to you, they don't want to know about your problems, they want their problems solved." Harman feels confident about making such an analysis because of her years of training as an occupational psychologist.{{U}} {{U}} 4 {{/U}} {{/U}}"What you find there is that most senior managers have had stone kind of psychological training, while in this country' mom managers get their management psychology second-hand by listening to other managers." The overall message from Harman is a simple one. and it's got nothing m do with technology or databases.{{U}} {{U}} 5 {{/U}} {{/U}}"More and more managers," site says, "are realizing this and beginning to appreciate that without the right staff at all levels, you really haven't got a business. People are your principal resource."A. And when they do, managers need a variety of strategies to fall back on.B. This, of course, is unlikely to be easy, because being an expert in your field doesn't necessarily make you a good manager.C. This question that most of them ask is, "Can we actually afford a management training course'?"D. Although this area of study is becoming more acceptable in the business world, Britain is a long way behind the rest of Europe.E. It's about creating a working environment that promotes the well-being of everyone, from the post room to the board room.F. This is illustrated at the beginning of each guide with the quotes, "This book is for those who would like to manage better but arc too busy to begin."G. They're short, pocket-sized, and very reasonably priced at ￡ 2.99 each.

填空题computer of the early 1980s. Government statisticians cannot properly correct

填空题· Look at the note below.· You will hear a woman calling a company about a possible order. {{B}} TELEPHONE ENQUIRY RECORD{{/B}}Caller: Julie Ventnor from Polareach LtdShe's interested in our {{U}}(9) {{/U}} Requires details of our {{U}}(10) {{/U}} Total monthly order: approx. {{U}}(11) {{/U}} Meeting on: {{U}}(12) {{/U}}

填空题The use of after-market parts could bring benefit to policyholders according to State Farm.