·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.

·You will hear part of an interview between a Human Resources Manager of a company and a candidate. ·For each question 23--30, mark one letter A, B or C for the correct answer. ·You will hear the recording twice.

Lookatthetopicbelow,chosenbyacandidateinthespeakingtest,andthetranscriptofthepresentationanddiscussion.Correctthemistakesthecandidatesmade,usingtheexaminer'snotes.TimeManagementTheimportanceof:·organisingyourtimeefficiently·prioritisingtasks

Complete the text by putting ONE word in each gap. In 2006, Coca-Cola HBC published its Corporate Social Responsibility report, providing extensive data related to its compliance with international standards. The company {{U}} {{U}} 1 {{/U}} {{/U}}continually upgrading its commitments in four key areas: the marketplace, the workplace, the environment, and the community. Among the many areas of progress, the report notes {{U}} {{U}} 2 {{/U}} {{/U}}it is addressing concerns about climate change {{U}} {{U}} 3 {{/U}} {{/U}}acting to reduce its 'carbon footprint'. It has taken a leading role in developing responsible marketing regulations. {{U}} {{U}} 4 {{/U}} {{/U}}includes the development of a number of its own wellness products and {{U}} {{U}} 5 {{/U}} {{/U}}restrictions on the promotion of products to underage youngsters. The 2006 CSR report is {{U}} {{U}} 6 {{/U}} {{/U}}clearest illustration yet of how an industry member is seeking to meet its goals for sustainability.

判断题Firms should offer the same compensation package to their workers in foreign countries that they offer employees in their home country.

判断题Negative reinforcement motivates employees by encouraging them to behave in a manner that avoids unfavorable consequences.

判断题Demographics can be used to identify a target market.

判断题A whole life policy gives the holder a sum of money at the end of a number of years.

判断题Limited liability acts as a warning to people offering a company credit facilities.

判断题Warranties can be used to achieve product differentiation.

判断题In exchange for granting a monopoly in an invention for a stated period, the owner of the invention must make available its details to the general public.

判断题Most compensation plans that tie pay performance are intended to motivate employees to achieve high performance.

判断题The National Savings Bank is a private institution.

判断题An advantage of a firm's informal organizational structure is that it encourages the formation of friendships, which can improve morale and job satisfaction.

判断题Finns tend to avoid hiring new full-time workers to meet temporary needs for higher production levels.

判断题The Trustee Savings Bank is a government institution.

判断题The abbreviation for the term 'limited liability' in the UK, is ltd.