口语表达Sales: the importance of brand image in ensuring that products or services sell well

口语表达Communication skills: the importance of understanding cultural differences when working in an international environment

口语表达Task Sheet for Candidate A Task Sheet 1 A: Business ethics: the importance of having principles of right or good behavior in business B: Personal management: how to manage employees effectively C: Cultural research: the importance of knowing cultural changes in business Task Sheet for Candidate B Task Sheet 2 A: Management communication: how to improve communications effectively as a Manager B: Marketing strategies: the factors influencing and determining the designing of marketing plan C: International contracts: issues affecting commercial transactions conducted between people from different countries

·You will hear part of a conversation among an interviewer, John Chambers and Carly Fiorina, CEOs of two companies. ·For each question 23—30, mark one letter A, B or C for the correct answer. ·You will hear the recording twice.

Cross out the word that doesn't collocate with the word in bold. economy: depressed / heavy / stagnant unemployment: rate / benefit / credit

·You will hear part of an interview between head of Leo Burnett Entertainment and an interviewer. ·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 part of an interview between head of Leo Burnett Entertainment and an interviewer. ·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 part of a radio programme in which two businesspeople - a woman called Heather and a man called Alan - are interviewed by a presenter called Sarah.· For each question 23-30, mark one letter (A, B or C) for the correct answer.· After you have listened once, replay the recording.

Complete these statements by putting a verb (gerund or infinitive) into each gap. Are you able to repair the fault or not? If not, I will go to another garage.

·You will hear part of a business negotiation between Mr. Mitchell and Madam Li. ·For each question 23—30, mark one letter A, B or C for the correct answer. ·You will hear the recording twice.

{{B}}How to approach Listening Test Part Three{{/B}} · In this part of the Listening Test you listen to a long conversation or interview and answer eight questions. · Before you listen, read the questions. Think what the recording will be about. · Note all possible answers as you listen for the first time. Do not make an immediate decision. Do not worry if you do not know the answers. You will hear the recording a second time. · Listen for overall meaning. Do not choose an answer just because you hear the same words in the recording as in the question. · Decide on your final answer only after you have listened for the second time. · You will hear a discussion between two consultants, George and Karen, about communication. · 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 conversation between a journalist and Clinton Dines, president of BHP Billiton in China.·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 discussion between two senior managers, John and Deborah, about an assistant manager, Colin, who has applied for a new post. · 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 program about business. ·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 Martha Flowers, the Managing Director of the MAX chain of sandwich bars.·Choose the correct phrase to complete each sentence or answer the question.·Mark one letter(A, B, or C) for the phrase you choose.·After you have listened once, replay the recording.

· You will hear an interview with Steve Marriott, an internal business consultant with Carserve, a vehicle breakdown service. · 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 dialogue about gold price. ·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 part of a radio interview in which a business expert is being asked about consultants.· For each question 23-30, mark one letter (A, B or C) for the correct answer.· After you have listened once, replay the recording.

Choosethebestwordtocompleteeachsentence.Wecan'tsaywehavedone/performedthedealuntilwehaveasignedcontract.done

What sort of boss really cares about his staff? A survey by management consultancy Hudson has found that one in six senior executives think they could get rid of 20% of employees without damaging performance or morale. Nearly half reckon firing up to 5% a year would be a good thing. Even though only 4% actually carry out this threat, it is still a revealing finding. This is what executives really think of their 'most valued asset': something to be disposed of against a mechanical target. In another survey, only 38%, of employees feel senior managers treat them with respect. Around a quarter of employees rarely or never look forward to going to work, and almost half are leaving or trying to. 'The findings suggest many managers aren't doing enough to keep their staff interested,' said Mike Emmott. The result: underperformance, low productivity and high staff turnover. The last UK survey for Gallup's Employee Engagement Index makes similar conclusions. In 2005 just 16% of UK employees were 'positively engaged'—loyal and committed to the organisation. Gallup puts the cost to the economy of active disengagement at ￡40 billion, as employees express their disenchantment by going sick, not trying, leaving, or threatening strikes. The culprit, says Gallup, is poor management. 'Workers say they don't know what is expected of them and managers don't care about them as people.' In a perverted way, then, employers are right when they say there's something the matter with their workforce. It's just that they are kidding themselves about where the blame lies. In any case, bottom-slicing the 'worst' employees is likely to make things worse, not better. Yes, forced ranking is a way of life at General Electric, and Microsoft does it too, but there is no evidence that it is linked to their success and in most cases it usually does more harm than good. Forced ranking rests on the idea that the performance of the whole is the sum of those of the individual parts. But the sports pages confirm that teams with the most talented individuals don't always win. Of course, individual ability makes a difference. Sometimes companies do have to get rid of people, particularly if they recruit them incompetently. But forced ranking introduces fear and competition, and while in (economic) theory these optimise individual performance, in (management) practice they damage collective performance. This is the authentic magic of management: getting outstanding performance from 'ordinary' resources by multiplying individual and organisational talent.