SectionB
Directions:Therearetenblanksinthefollowingletter.YouarerequiredtochoosethebestonefromthegivenfourchoicesmarkedA,B,C,andD.Thenwritedownthecorrectanswerinthebrackets.Thissectiontotals10points,onepointforeachblank.
DearMr.Bush
Thankyouforyour1ofJanuary5forourBeautyBrandBlouses.
Wearenowexporting2ofvariousbrands,amongwhichBeautyBrandisthemostfamous.Theyareingreat3abroadandourstocksarerunning4quickly.Theyarepopularnotonlyfortheirnoveldesign,butalsoforthereasonableprices.Weareconfidentthatonceyouhavetriedourblouses,youwillplacerepeatorderswithus5largequantities.
Asyourequested,wearenow6asfollows:
Price:US$600perdozenCIFNewYork
TermsofPayment:BysightL/Ctobeopenedthroughabanktobe7bytheSellers.
Shipment:InMarch2007.
Pleasenotethatwedonotallowanycommission8ourblouses,butadiscountof5%maybe9ifthequantityismorethan1,000dozen.
Theaboveofferismadewithout10andissubjecttoourfinalconfirmation.
Wehopethatyouwillplaceanorderwithusatanearlydate.
Sincerelyyours
()1.A.requestB.enquiryC.acquisitionD.requirement
()2.A.blousesB.womanblousesC.womanshirtsD.ladyshirts
()3.A.needB.wantC.requireD.demand
()4.A.upB.offC.downD.away
()5.A.atB.forC.inD.with
()6.A.orderingB.offeringC.placingD.advising
()7.A.agreedB.approvedC.acceptableD.covered
()8.A.onB.inC.ofD.at
()9.A.providedB.suppliedC.furnishedD.granted
()10.A.promiseB.dutyC.engagementD.onus
1. B 2. A 3. D 4. C 5. C 6. B 7. B 8. A 9. D 10. C
暂无解析
SectionC
WhatalovelyplaceXeroxistoworkKimMoloney,aclientservicesexecutive,can’tsayenoughnicethingsaboutheremployer.‘It’saveryspecialenvironment,’shesays.‘PeopledescribeXeroxasafamilyandIwasamazedatthenumberofpeoplewhohaveworkedhereforsolong.’It’stemptingtotakeMoloney’scommentswithapinchofsalt,especiallyconsideringthatwhenyou’vebeenworkingsomewhereforonlytwoyears,asshehasatXerox,everyoneseemsoldandestablished.Butthere’struthbehindherenthusiasm.
TakeCarolePalmer,thegroupresourcesdirector.ShejoinedXeroxin1978asatempandhasbeeninherpresentroleforsevenyears.‘Xeroxhasbeengoodtomeovertheyears,’shesays.‘Ithassupportedmethroughqualifications…andlastyearItookpartinthevice-presidentincumbentprogram.’HumanresourcesistakenseriouslyatXerox,Palmersays,andthecompanyhasapolicyofpromotingfromwithin(whichwouldexplainMoloney’samazementathercolleagues’longevity).ThecompanytakesononlyfifteentotwentygraduateseachyearandMoloneywaspartofanintakewhojoinedhavingalreadyacquiredacoupleofyears’workexperience.ShestartedasaprojectmanagerforXeroxGlobalServicesbeforemovingintosales.Nowherresponsibilityisto‘growandmaintaincustomerrelationships’.
MoloneyisbasedattheheadofficeinUxbridge.‘It’sgreatintermsofworkingenvironment,’shesays.‘We’vejustgotanewproviderinthecanteenand…wehavebrainstormingroomsandbreakoutareas.’MuchofMoloney’sroleisvisitingclients,soshedoesn’thaveapermanentdeskatheadoffice.‘I’mahot-desker,whichisgoodbecauseyougettositwithdifferentpeopleinthehot-deskareas.Andyou’regivenaplacetostoreyourthings.’Headofficestaffnumbersbetween1,200and1,500people,Palmersays.ThecompanyhasfourothermainofficesintheUK.Thenatureoftheorganization,whichencompassessalesandmarketing,globalservices(thebiggestdivision),developingmarkets,researchanddevelopmentandmanufacturing,meansthattheopportunitiesatthecompanyvaryfromserviceengineerstosalesrolesandconsultants.
Perksincludeafinal-salarypensionschemeandvariousdiscountschemes.Therewardandrecognitionschemeisalittledifferent,andrathernice:‘Eachmanagerhasabudgeteveryyeartorecognizeandrewardstaff,’Palmersays.‘Itcanbeintheformofamealfortwo,orabottleofwine.Itcanbeupto£1,000.There’stherecognition,andthenthere’sputtingmoneybehindit.’Moloney,however,likesthenon-cashrewards.‘Xeroxtakescareofallitsstaffbutitalsorecognizesthepeoplewhoputintheaddedeffort,’shesays.‘Itoffersonce-in-a-lifetimeincentivetrips,andrecentlyIorganizedasailingtripformyteam.’
Theideaofworkingabroadwiththecompanyappealstoher,andshesaysthathercareergoalistobepartoftheseniormanagementteam.Here’sanotheremployee,itwouldseem,whoisinitforthelonghaul.
()1.Thejournalistofthisarticlethinksthat.
A.staffatXeroxarenottellingthetruthabutthecompany.
B.Xeroxoffersgreatbenefitstostaff.
C.Xeroxisthebestcompanyintheworld.
D.Xeroxhasthebestworkingenvironment.
()2.Thecompanytendstofinditsnewmanager.
A.onlyformgraduatesB.ontrainingcourses
C.fromexistingstaffD.fromjobmarkets
()3.Whatdoesthephrase“totakeon”inthesentence“Thecompanytakesononlyfifteentotwentygraduateseachyearand…”ofthesecondparagraphmean?.
A.TotrainB.Toemploy
C.TointerviewD.Tomaintain(A)
()4.Aswellasrecognizingitsstaffthroughpromotion,Xerox.
A.givescashbonuses
B.givesunpaidleavetotaketripsofalifetime.
C.providesanumberofperks.
D.provideshugeend-of-yearbonuses.
()5.OnecommonfeatureofXeroxstaffisthattheytend.
A.toworkhardB.togetpromoted
C.worklongerhourseachdayD.nottochangeemployer
ApplicantsarerequiredtohavetwoGCSEsatgradeCorabove(orequivalent)includingEnglishLanguageandpreferablysomeexperienceinadministration.Candidatesmusthave
Thereisno( )betweenthenations.
Investingthousandsofpoundsintherecruitmentandtrainingofeachnewgraduaterecruitmaybejustthebeginning.Choosingthewrongcandidatemayleaveanorganisationpayingforyearstocome.
Fewcompanieswillhaveescapedallofthefollowingfailures:peoplewhopanicatthefirstsightofstress;thosewithlongimpressivequalificationswhoseemincapableoflearning;hypochondriacswhoseabsenteerecordbecomesastonishing;andtheunstablepersonlaterdiscoveredtobeathieforworse.
Lessdramatic,butjustasmuchaproblem,isthepersonwhosimplydoesnotcomeuptoexpectations,whodoesnotquitedeliver;whoneverbecomesahigh-flierorevenasteadyperformer;theemployeewithafinefuturebehindthem.
Thefirstpointtobearinmindattherecruitmentstageisthatpeopledon’tchange.Intelligencelevelsdeclinemodestly,butchangelittleovertheirworkinglife.Thesameistrueofabilities,suchaslearninglanguagesandhandlingnumbers.
Mostpeopleliketothinkthatpersonalitycanchange,particularlythemorenegativefeaturessuchasanxiety,lowesteem,impulsivenessoralackofemotionalwarmth.Butdatacollectedover50yearsgivesaclearmessage:stillstableafteralltheseyears.Extrovertsbecomeslightlylessextroverted;theacutelyshyappearalittlelessso,butthefundamentalsremainmuchthesame.Personalcrisescanaffectthewaywecopewiththings:wemighttakeupordropdrink,drugs,religionorrelaxationtechniques,whichcanbehaveprettydramaticeffects.Skillscanbeimproved,andnewonesintroduced,butatratherdifferentrates.Peoplecanbegroomedforajob.Justaspoliticiansarecarefullyrepackagedthroughdress,hairstyleandspeechspecialists,sopeoplecanbesentontrainingcourses,diplomasorexperimentalweekends.Butthereisacosttoallthiswhichmaybemorethanthepriceofthecourse.Bettertoselectforwhatyouactuallyseeratherthanattempttochangeit.
()1.Thepurposeofthispassageistogivemanagerstheadvicethat.
A.Employersshouldselectcandidatesfortheirpotential.
B.Employersshouldselectcandidatesforwhattheyareratherthanfortheirpotential.
C.Employersshouldselectthenewlygraduatedandsendthemontrainingcourses,diplomasorexperimentalweekends.
D.Employersshouldselectexperiencedcandidatestoavoidspendingthousandsofpoundsintraining.
()2.Accordingtothepassage,whichofthefollowingstatementsistrue?.
A.Absolutely,Peopledon’tchangeduringtheirworkinglives.
B.Generally,peoplechangetoalargeextentduringtheirworkinglives.
C.Fundamentally,peoplestaythesameduringtheirworkinglives.
D.Normally,peopledon’tchangeatallduringtheirworkinglives.
()3.Whatdoesafinefuturebehindthem(line3ofparagraph3)means?.
A.Somepeoplewillcertainlyhaveapromisingfuturethoughtheyarenotverycompetentintheirpresentwork.
B.Somepeopledon’thaveanypotentialfortheirworkthoughtheyareemployed.
C.Somepeoplecanhaveabrightfuturethoughtheycan’tdotheirworkwell.
D.Somepeoplehavepotentialwhentheyareemployed,butneverrealizethatpotential.
()4.Accordingtothepassage,people’sbasicabilitieslikelanguagelearningandnumeracy.
A.changelittleovertheirworkinglife.
B.neverchangeovertheirworkinglife.
C.changefundamentallyovertheirworkinglife.
D.changeprofoundlyovertheirworkinglife.
()5.Theworddeliver(line2ofparagraph3)means.
A.totakegoodstotheplacesorpeopletheyareaddressedto
B.togiveaspeech
C.todowhatyoupromisedtodo
D.tohelpawomantogivebirthtoababy.
TroublewithTeamwork
MaryOwenexaminestheroleandefficiencyofteams
Recruiterssaythatcandidateswhocangiveexamplesofworktheyhavedoneasmembersofasuccessfulteamareinasstrongapositionasthosewhocanpointtosignificantindividualachievement.Indeed,toomuchofthelattermaysuggestthatthepersonconcernedisnota'teamplayer'-oneofthemoreseriousfailingsinthebookofmanagement.
Theimportanceofbeingateamplayerisasideeffectoftheincreasinginteractionacrossdepartmentsandfunctionaldivides.Insteadofpushingreports,paperworkanddecisionsaroundtheorganisation,'teamsprovideadynamicmeetingplacewhereideascanbesharedandexpertisemorecarefullytargetedatimportantbusinessissues,'saysSteveGardner,inhisbookKeyManagementConcepts.Headds,'Globalisationhasaddedafurtherdimensiontoteamwork.Multinationalteamsnowstudypolicydecisionsinthelightoftheirimpactonthelocalmarket.'
Butisteamworkingbeingoverdone?'Somemanagersareonasmanyassevenoreightdifferentteams',saysDrCathyBandy,apsychologistwhorecentlyranaconferenceonthesubject.'Theytakeupsomuchtimethatmanagerscan'tgetonwithcoretasks.'Formingteamsandhavingmeetingshas,shesays,becomeanendinitself,almostregardlessofpurpose.Thereisalsothedangerofanunhealthydesiretokeeptheteamgoingaftertheworkhasbeendone.'Peoplefeeltheneedtobelong,andteammembershipcanprovideakindofpsychologicalsupport.'
Theideabehindteamworkingisthat,whentherightgroupofpeopleisbroughttogether,a'force'developswhichisgreaterthanthesumoftheirindividualtalents.Thisisoftentrueinsport,wheregoodplayerscanreachunexpectedheightsasmembersofaninternationalteam.However,fewbusinesssituationshaveasclearasetofobjectives,orasclearcriteriaofsuccessorfailure,aswinningamatch.
'Inbusiness,everyoneneedstobeclearaboutwhatthechallengeisandwhetherateamistherightwayofapproachingit',saysSteveGardner.'Unfortunately,peoplefocusinsteadonwhothemembersoftheteamshouldbeandwhatrolestheyaretoplay'DrBandyagrees.'Thereisalwaysadangerthatteamscanturnintocommittees,'shesays.'Inalotofsituations,oneortwoindividualswouldbemuchmoreeffective.'
Sowhatmakesasuccessfulteam?Therearesomegeneralqualitiesthathavebeenidentified.SteveGardnerrecommendsthatineveryteamthereshouldbesomeonewhoisgoodatresearchingideasandanotherwhoisgoodatshootingdownimpracticalones.Thereshouldbethosewhocanresolvethetensionsthatnaturallyoccurinateamandotherswhoarefocusedongettingthejobdone.Also,providingaclearandachievabletargetattheoutsetisthebestwayofensuringthattheteamwillmoveontogreaterthings.
13、Whatpointdoesthewritermakeaboutteamworkingatthebeginningofthearticle?
AItisthemostsuccessfulformofmanagement.
BIthaschangedtherecruitmentprocedureincompanies.
CWell-runteamsstillallowindividualstodemonstratetheirtalents.
DBeingateamplayerisnowconsideredanessentialmanagementskill.
14、Accordingtothearticle,teamworkdevelopedwithincompaniesasaresponseto
Amodernofficedesign.
Bchangingworkpractices.
Careductioninadministrativetasks.
Dtheexpansionofinternationalbusiness.
15、Inthethirdparagraph,DrBandysuggeststhat
Amanyemployeesdonotenjoyworkinginteams.
Bsomemanagersarenotveryeffectiveteamleaders.
Csometeamsarecreatedunnecessarily.
Dfewteamsarewellorganised.
16、Accordingtothewriter,teamworkismoreeffectiveinthefieldofsportbecausetheplayers
Aknowwhattheywanttoachieve.
Baremorecompetitivebynature.
Chavemoreindividualtalent.
Dcanbedrivenbynationalpride.
17、SteveGardnerandDrBandyagreethatwhenabusinessteamiscreatedpeopledonotpayenoughattentionto
Athestructureoftheteam.
Balternativestotheteam.
Cselectingtheteammembers.
Ddirectingtheteam'sactivities.
18、WhatisSteveGardner'sadviceonoperatingasuccessfulteam?
AMaintainaflexibleapproachtomembership.
BAllowpersonalitiestodevelopwithintheteam.
CSelectpeoplewhofitnaturallyintocertainroles.
DMakeeveryefforttoavoidconflictbetweenmembers.