劍橋BEC高級(jí)真題第三輯TEST3

文檔文檔BEC第三輯高級(jí)Test3READING1hourPARTONEQuestions18Lookatthestatementsbelowandatthefiveextractsontheoppositepagefromtheannualreportsoffivemobilephonecompanies.Whichcompany(A,B,C,DorE)doeseachstatement(1-8)referto?Foreachstatement(1-8),markoneletter(A,B,C,DorE)onyourAnswerSheet.Youwillneedtousesomeoftheselettersmorethanonce.Thereisanexampleatthebeginning,~~(0) 0Example: ABCDE0Thiscompanyhasnodirectcompetition.Thiscompanyisstillmakingafinancialloss.Thiscompanyishavingpartofitsbusinesshandledbyanoutsideagency.Thiscompanyhasgrownwithoutundueexpense.Thiscompanyistryingtofindoutwhatthemarketresponsewillbetoanewproduct.Thiscompanycontinuestolosecustomers.Thiscompanyaimstotargetaspecificgroupofconsumers.Thiscompanyisfindingitlessexpensivethanbeforetoattractnewcustomers.Thiscompanyhasrationaliseditsoutlets.AOurmanagementteamisdedicatedtodeliveringoperationalexcellenceandimprovedprofitability.Inthecomingyear,wewillfocusourmarketingonprofessionalyoungadults,whorepresentthehighvaluesegmentofthemarketandwho—accordingtoindependentresearch—aremostlikelytoadoptourmoreadvancedmobiledataproducts.Customerretentioniscentraltoourstrategy,andwehavebeensuccessfulinreversingthecustomerlossofrecentyearsbyloyaltyandupgradeschemes.Arestructuringprogramme,resultingfromchangingmarketingconditions,hasseenourworkforcescaleddownto6,100people.BAstheonlynetworkoperatorinthecountry,ourmarketingisaimedatexpandingthesizeofthemarket.Inthebusinesssector,wehavetargetedsmallandmedium-sizedbusinessesbyofferingstandardisedservices,andlargecustomersbyofferingtailoredtelecommunicationssolutions.Wehavebeenattheforefrontofintroducingnewtelecommunicationstechnologyandservicesandhaverecentlydistributed150ofourmostadvancedhandsetstocustomerstoassessthelikelydemandforadvanceddataservices.Lastyear,theindustryrecognisedourachievementwhenwewonanationalawardfortechnologicalprogress.C,Anewmanagementteamhasdrivenourimprovedperformancehere.Itiscommittedtobringingthebusinessintoprofitabilitywithinthreeyearsafterreachingbreak-evenpointinthenextfinancialyear.Wearefocusedondeliveringrisinglevelsofcustomerserviceandanimprovementinthequalityandutilisationofournetwork.Goodprogresshasbeenmadeonallthesefronts.Thecostofacquiringnewsubscribershasbeenreducedandnewtariffshavebeenintroducedtoencouragegreateruseofthephoneinthelateevening.DWehavecontinuedtoexpandournetworkinacost-efficientmannerandhaveconsolidatedourretailsectionbycombiningourfourwholly—ownedretailbusinessesintoasingleoperatingunit.Weexpectthistoenhanceouroperationaleffectivenessandtheconsistencyofourservice.Ourambitionistogivecustomersthebestretailexperiencepossible.Wewere,therefore,delightedearlierthisyearwhenwewonamajorEuropeanawardforcustomerservice.Thiswasparticularlypleasingtousaswehavealwaysgivenhighprioritytocustomersatisfactionandoperationalexcellence.Here,wearefocusedoncontinuouslyrealisingcostefficienciesaswellasimprovingthelevelofcustomersatisfactionandretention.Wehavealreadytakeneffectivemeasurestoreducecustomerlossandtostrengthenourdeliveryofcustomerservice.Thequalityofournetworkhasimprovedsignificantly-over-the-past-year-and-an-increase-in-the-utilisation-ofournetworkisnowapriority.Theoperationofourcustomerservicecentrehasbeenoutsourcedtoacallcentrespecialistandthishasledtoasubstantialincreaseinthelevelofservice.PARTTW0Questions9-14Readthistexttakenfromanarticleabouttheimportancetocompaniesofnotlosingtheiremployees'knowledge.Choosethebestsentencefromtheoppositepagetofilleachofthegaps.Foreachgap(9-14),markoneletter(A-H)onyourAnswerSheet.Donotuseanylettermorethanonce.Thereisanexampleatthebeginning,(0).ProtectrhgthecorporatememoryManycompaniesrisklosingexpertisethroughjobcuts.Butbyanalysinghowstaffinteract,theymaybeabletominimisethedamage.Manystaffhaveknowledgewhichisessentialtotheircompany.Sowhatcanbusinessesdotoavoidlosingthatexpertisewhenstaffleave,andtodis-suadeemployeesfromkeepingtheirknowledgetothemselvesinthefaceofpossiblejobcuts?First,theyneedtorecognisetheproblem.Adownturnintheeconomyexposesmanycompanies’lackofcommitmenttounderstandingandusingtheirpeople’sknowledge.(0)HUnless,thatis,they’vemadeitaroutineorsufferedbecauseoflosingknowledgeinthepast.Next,anyattempttostopknowledgewalkingoutofthedoormustbehandledsensitively.(9) Employeeswouldbeextremelycynicalandseeitasanattempttoextracttheiruniqueknowledge,whichtheybelievegivesthemjobsecurity.Strongincentivesareneededtocoaxpeopleintodivulgingtheirexpertisewhenbeingdismissed.(10) Atfirstsight,thismightseemexcessive,butthedisadvantagesshouldbeweighedagainstthebenetits.Ofcourse,notallknowledgecanbecapturedbytheorganisationandtumedintoaprocess.(11) To{indoutwhothese‘knowledgehotspots’are,companiesneedtoquestiontheirstaffandanalysetheirsocialnetworks.Companiesshouldn’taskemployeeswhattheyknow,butwhotheywouldaskiftheywantedtoknowaboutdifferentsubjects.(12) And, moreimportantly,theprocessrevealstheotherswhoalwaysknowsomebodywhoknows.Thelattercanbehighonthelistforredundancybecausemanagersareunsurewhattheydo,orbecausetheyappeartobeweakperformers.(13) People likethisareoftennotambitiousbuttheycanholdacompanytogether.Themostvaluableknowledgeisoftennotpossessedbythepeoplewhoseemtobestarperformers.Ifthoseatthecentreofknowledgenetworkscometobeseenasthemostvaluablepeople,thosewhokeeptheirknowledgetothemselveswilllookvulnerablewhendownsizingisdeemednecessary.(14) Insuchcompanies,theincentivetoshareknowledgeshouldbeevengreaterwhenjobsareunderthreat.Forsomecompanies,itmaybetoolatetosalvageimportantknowledge.Buildingaculturewhereknowledgeisunderstood,valuedandsharedcantakealongtime.Nowmaybethetimetoprepareforthenext

downturn.

AOrganisationsthatrewardpeopleforsharingknowledgewillknowwhofallsintoeachofthesetwoopposingcategories.BThisapproachenablesthemtoidentifythosewithalimitednumberofnetworkrelationships.AOrganisationsthatrewardpeopleforsharingknowledgewillknowwhofallsintoeachofthesetwoopposingcategories.BThisapproachenablesthemtoidentifythosewithalimitednumberofnetworkrelationships.CLaunchingaknowledge-sharinginitiativeatatimewhenpeopleareexpectingredundancieswouldnotbeagoodidea.DThisprovidesevidenceoftheriskthatsuchapolicywillmeetresistance.EBecauseofthedifficultyofachievingthis,itisfarbetternottolosethevaluablesourcesofknowledgeatall.FButa'knowledgemapping'exercisemightrevealthattheyplayacriticalroleasmentorstotherestoftheteam.GThepricemaybeanincreaseintheirredundancypackage,provisionofcareercounselling,oranagreementtohirethembackasconsultants.HWhencompaniesfeelthey’reinacrisis,itisoneofthethingsthatgoesbytheboard.PARTTHREE Questions1520Readthefollowingarticleabout'Go-Fast',acost-savingprogrammeintroducedbythecarmanufacturerGeneralMotors,andthequestionsontheoppositepage.Foreachquestion(15-20),markoneletter(A,B,CorD)onyourAnswerSheet.Somewheretoday,agroupofstafffromGeneralMotorswillmeetaspartofthe‘Go-Fast’ programme,andhammeroutanewinitiativetocutcostsandbureaucracy.Theymayfocusonlyonwiper-blades,orstaffappraisal,orshowroomdesign.Butbythisaftemoon,thereshouldbeanoutlinesavingsplan,whichwill,whenimplemented,bemeasuredcarefullyforsignsofsuccess.TheaimistotransformGMfromalumberingleviathanintothecorporateequivalentofasportscar.Theintentionisnotjusttobebig—GMisoneofthebiggestcarmanufacturersintheworld—buttobefast,particularlyinitsresponsivenesstothemarket.Thesuccessoftheprogrammeisreflectedinthelargenumberofsuggestionsbeingintroduced—farmorethanintheolddays,wheneverychangehadtocomefromsenior,managersfocusingonthe‘bigpicture’.TheprogressmadehastransformedinvestorperceptionsofGM.BeforetheGo-Fastprogrammewasintroduced,theconventionalwisdomwasthatGM’smarketsharewasinpermanentlfreefallanditsorganisationincapableofdoinganythingaboutit.Now,thedeclinehasbeenturnedaround,andtheseniormanagers’changeofapproachhasledtothecompanybeingenergisedwithawinningspiritthathasunlockedlong-dormantcapabilities.Thatittookafirmofconsultantstohelpdevisetheprogrammeisperhapsasadreflectionofthedangerofcorporatethinkingbecominginflexible.Theshareholders’supportofGM’sstrategytobecomemoreoutward-lookingandinnovativeissomethingofaluxury,thoughinthelongrunsuccesswouldconvinceeventhemostscepticalshareholders.ThestrategyincludesbearingdownoncostsandextractingmaximumsynergiesfromGM’snumerousalliancepartners,suchasitstoolingsuppliers,andexchangingideasandmanagementtoolswithothercorporationsofwidelydifferingsizes,sectorsandnationalities.Havingsuchinputisonething,butitsvaluewouldbeunderminedwithoutacoherentmechanismtoputideasintopractice,andthisiswheretheconsultantsprovedinvaluable.Inthecarindustry,however,therewasplentyofscepticismabouttheprogrammewhenitwasfirstannounced,withmanyconvincedthatonlymuchsmallerorganisationsstoodareasonablechanceofmakingsuchatransformation,particularlywhenitinvolvedchangestothecompanyculture.Surprisingly,perhaps,thisfearwasnotsharedbytheconsultantswhohelpedseniormanagementtodesigntheprogrammeand,crucially,effectachangeinleadershipskills;rather,theyweremoreconcemedabouttheimpactthatpocketsofoppositionwithinGMmighthave.Theresultsoftheschemesofargiverisetocautiousoptimism.NoaspectofGM’sworkcanhidefromscrutiny,andinitialfearsofalackof‘joined-upthinking’abouttheimpactofonechangeonotherareassoondissipated,asthe‘leadershippanels’responsibleforapprovingandimplementingchangestookabroaderview.Butwhileinternalmanagementhasimproveddramatically,manyanalystsarescepticalthattheinitiativescanoutweighGM’smountainouspensionobligations.Thecompanyisstillsufferingtheeffectsofpoordecisionsinthepast,suchasthechoiceofcertainalliancepartnerships,andamajorchangeofstrategymightbenecessarytorecoverfromthese.Ifthisweretotakeplace,thecompany’scorecarmanufacturingwouldneedtobemuchmorefirmlyrootedthanitisatpresent,toensureitdidn’tsufferfromlackoffocus.However,thearchitectsoftheschemeareconfidentthatGMwillbefarmoreoutwardlookingandinnovativeinthenearfuture.\15WhatpointismadeinthefirstparagraphaboutGM’s'Go-Fast'programme?ATheintentionbehinditistoincreaseGM’smarketshare.BSuggestionsneedtobeagreedbyseniormanagers.CAllareasofbusinessareexaminedforpossibleimprovements.DSeniormanagersareexcludedfromtheinitialdiscussions.Inthesecondparagraph,thewriterregardsitaspositivethatAtheprogrammeallowsimprovementstocomefromwithin.Bcertainseniormanagershaveleftthecompanyandbeenreplaced.Ctheconsultantsdevelopedtheideasonthebasisofcompanyproposals.Dinvestors’continuedconfidenceinthecompanyhasbeenjustified.lnthethirdparagraph,thewriterclaimsthatthe’Go-Fast’processissuccessfulbecauseofAthecompany’sallianceswithmanybusinesspartners..Bthemethodofimplementingchanges.Cthepositiveattitudeofinvestors.Dtheexchangeofmanagementthinkingwithothercompanies.Whenstartingtosetuptheprogramme,theconsultantsexpectedthatAthesizeofthecompanymightmakeitdifficulttointroducechanges.Bseniormanagersmightbeunwillingtochangetheirworkstyle.Citmightbedifficulttochangethecompanyculture.Dsomeoftheworkforcemightresistthechanges.Whatconcernisexpressedinthelastparagraphaboutthe’Go-Fast’programme?AItmaynotsaveenoughtomeetthecompany’sfinancialdemands.BManagementisbeingdistractedfromthecompany’scoreactivities.CIthasledthecompanytomakeunwisestrategicdecisions.DThecompanyisfocusingonchangesinthewrongareas.Whatwouldbethebesttitleforthearticle?iAImprovinginternalandexternalcommunications.BChoosingthemostsuitableconsultants?CMakingacompanymoreadaptableDChangingacompany’smanagementstructurePARTFOURQuestions2130Readthetextbelowaboutleadership.ChoosethecorrectwordtofilleachgapfromA,B,CorDontheoppositepage.Foreachquestion(21-30),markoneletter(A,B,CorD)onyourAnswerThereisanexampleatthebeginning,(0).LeadershipLeadershipistheheartofthemanagerialprocess,becauseit(0) initiating action.Othertermsidentifyingthesameideaaredirecting,executing,supervising,ordering,andguiding.Whatevertermisused,theideaisto(21) intoeffectthedecisions,plans,andprogramsthathavepreviouslybeenworked(22) forachievingthegoalsofthegroup.Leadershipconcernstheoverall(23) in whichamanagerinfluencestheactionsofsubordinates.First,itincludesthe(24) of ordersthatareclear,comprehensive,andwithinthecapabilitiesofsubordinatestoaccomplish.Second,itimpliesacontinualtrainingactivityinwhichsubordinatesaregiveninstructionstoenablethemto(25) theparticularassigmnentintheexistingsituation.Third,itnecessarilyinvolvesthemotivationofworkerstotryto(26) theexpectationsofthemanager.Fourth,itconsistsofmaintainingdisciplineandrewardingthosewho(27) properly. Inshort,leadingisthefinalactionofamanageringettingotherstoactafterallpreparationshavebeenmade.Themanager’sstyleofdirectiondependsuponhisorherownpersonaltraitsandthesituationin(28) Inleadership,morethananyotherfunction,themanagermustdetermineanapproachalone,aftersurveyingthe(29) thatareavailable.Inanyevent,eachmanagerwill(30) welltoactasanindividual,andnottotry

toactasothersactortoproceedaccordingtothetextbook.Example:A involvesA involvesB_engagesCconsistsDcontains、LZBZJdzjEztl21AsetBCD22Ainplacegetput23AmannerBCD24Atellingoutoveraround25AreachBCDmethodmeansmode26ApleaseBCD27AachieveissuingBcommittinggranting28AtopicCD29AfinaliseBterminatecompletevarietiesCD30AgoattainBgratifyfulfilexerciseCDBperformexecutequestionCDBsubjectCargumentDchancesoptionsCselectionsDBdoworkbePARTFIVEQuestions31-40Readthearticlebelowaboutproblemsofmotivationatwork.Foreachquestion(31-40),writeonewordinCAPITALLETTERSonyourAnswerExample: 0 O N ERegain yourmotivationGettingoutofbedtogotoworkis(0) oflife’slesserpleasures.(31) great thejobis,mostofusstruggleonMondaymorning.Butwhenthatfeelingstretchesthroughtheentireweek,somethingdeepermay(32) wrong. Sometimesit’stemptingtodismissfeelingsofboredomorfrustration(33) partofworkinglife.Butifyou’reconstantlyfeelinguninterested,youneedtoaskyourselfsomequestions.Demotivationisn’tjustcausedbymajorsetbacks,likebeingpassed(34) forpromotion,orrefusedasalaryincrease,butcanbeaproductoffarmoresubtleaspects.Trytodefinethemostimportantaspectsofyourjobforyoupersonally-and(35) actionifyoufeelthingsaren’tright.Talktoagenciesorheadhuntersaboutyourskillsandfindout(36) you’reworthontheopenmarket.Itcanbeall(37) easy toblameyourjobwhenyoufeeldemotivated--whenitcanbejustaseasilydowntoyou,asSallyMartin,afundraisingmanagerforacharity,discovered.‘lhadstartedtoresentmyjob,thefactthatIhadnoperks,nochancestotravel-(38) fromvisitingotherdingyofficesformeetings.TOC\o"1-5"\h\zButthensomefriendsweretalkingabouthowsuperficialtheyfelttheirjobswere,andIsuddenlyrealised I cou|dn’ tsaythatabout myjob.Infact,Ireallyfelt(39) was apointtoit. Irememberedthat’swhyl’dtakenitinthe(40) place.’Soremember;alwaysgiveyouroldjob a chance beforestarting tosearchforanewone.PARTSIXQuestions4152Readthetextbelowabouttimemanagement.Inmostofthelines(41-52)thereisoneextraword.Itiseithergrammaticallyincorrectordoesnotfitinwiththesenseofthetext.Somelines,however,arecorrect.Ifalineiscorrect,writeCORRECTonyourAnswerSheet.Ifthereisanextrawordintheline,writetheextrawordinCAPITALLETTERSonyourAnswerSheet.Theexercisebeginswithtwoexamples,(0)and(00).EFFECTIVETIMEMANAGEMENT0Alltoooften,workseemsliketotakeoveradisproportionatepartofourlives,00withtheresultthatwearenotabletoseeourfriendsorfamiliesasoftenaswewouldlikeandwehavelittletimeforrelaxation.Althoughoneoftheconsequencesofpoortimemanagementformanyofusisthatittipsoverourlivesoutofbalancesothatwedon'tpayenoughattentiontothethingsthatarereallyimportanttoachievethem.Buttheparadoxisthatwhenworkdominatesonthehorizontosuchanoverwhelmingextent,weareprobablybeingneitherasefficientnoraseffectiveatworkaswecouldbewithabetterorganisedlifestyle.Ifweconstantlyfeelunderthepressureandarealwaysrushingtomeetdeadlines,weshouldtakeupalookatthewayweareorganisingourwork.Weallhavelimitsontheamountoftimeandwithinwhichwecandoagoodjob;it’smoreimportanttomakeusethattimewellthantoworkmorehours.Therearevarioustechniques,suchasdelegatingtoeachothersandbyreducinginterruptions,thatarecommonlyusedformanagingtime,andwhenweputtheseintopractice,wewillsoonnoticethedifference.WRITING1hour10minutesPARTONEQuestion1Thethreechartsbelowshowacompany'soperatingprofit(in$million),turnover(in$million)andunitsales(i.e.numberofproductssold)inthethreeyears2001-2003.Usingtheinformationfromthecharts,writeashortreportdescribingthecompany'sperformanceinthethreeyears.Write120-140words.PARTTWOWriteananswertooneofthequestions2-4inthispart.Writeyouranswerin200-250words.Question2Youworkforasupermarketchainandhavebeenaskedbytheboardofdirectorstowriteareportonasitewherethecompanyisconsideringbuildinganewsupermarket.Writeyourreportfortheboard,includingthefollowinginformation:adescriptionofthesite,includingitslocationtheadvantagesanddisadvantagesofthesiteyouropinionastowhetherthesiteissuitable.Question3Acompanyyoualreadydobusinesswithhasrecentlycreatedanewproductline.Yourdepartmentplacedanorderforthenewproduct,butfoundthattheproductdidnotfulfilyourrequirementsandthattheafter-salesservicewaspoor.Yourheadofdepartmenthasaskedyoutowritealettertothecompanyinformingthemofyourdissatisfaction.Writeyourletter,includingthefollowinginformation:whattheorderwasforandwhenitwasplacedwhyyouaredissatisfiedwithboththeproductandtheafter-salesserviceareminderofbusinessdonewiththeminthepastwhatyouexpectinresponsetoyourcomplaint.Question4Yourcompanyhasrecentlyexperiencedadropinsales,andyourManagingDirectorhasaskedyoutowriteashortproposalaboutimprovingtheadvertisingofyourcompany’sproductsorservices.WriteyourproposalfortheManagingDirector:commentingontheeffectivenessoftheadvertisingyouarecurrentlyusingrecommendingoneortwochangestoyouradvertisingexplaininghowthesechangeswouldaffectsales.LISTENINGApproximately40minutes(including10minutes’transfertime)PARTONEQuestions112Youwillhearpartofatalktoagroupofbusinessstudentsabouttheroleoffreegiftsinproductpromotion. Asyoulisten,―forquestions1-12,-completethenotes,usinguptothreewordsoranumber.Afteryouhavelistenedonce,replaytherecording.FREE

GIFTS1SueBarnardworksasafreelance 2Oneofherclientsproduces 3LastweekshewasworkinginiVVales,ataclient’s ShenoticedthatPrimemagazinewasoffering

a as agift.Themagazinewascontainedina Themagazinesmarketingpolicyinvolvedcarryingouta Rivalmagazinesareofferinggiftssuchasabook,

a ora Allthefreegiftsarebeingofferedinresponseto

increasing MagazinescangettrappedinwhatSuecalls

a Advertisingisamoreimportantsourceofprofitsformagazinesthan

the Freegiftsneedtoreflectthe

real ofthemagazine.Agiftmayincreasemagazinesalesbyup

to PARTTWOQuestions1322Youwillhearfivedifferentpeopletalkingaboutworkshopstheyhaverecentlyattended.Foreachextracttherearetwotasks.ForTaskOne,choosethelaimoftheworkshopfromthelistA-H.ForTaskTwo,choosetheoutcomeoftheworkshopfromthelistA-H.Afteryouhavelistenedonce,replaytherecording.TaskOne-AimForquestions13-17,matchtheextractswiththeaims,listedA-H.Foreachextract,choosetheaimoftheworkshop.Writeoneletter(A-H)nexttothenumberoftheextract.13 14 15 13 14 15 16 17 strategiesB toimproveco-operationbetweentwodepartmentsCtodecideonaprogrammeforreorganisingthecompanyD todiscussatakeoverbidbyanothercompanyE todevelopmanagers’interpersonalskillsFtosuggestwaysofincreasingprofitabilityGtomodifydecision-makingproceduresHtoimproveteamworkwithinonedepartmentTaskTwo-OutcomeForquestions18-22,matchtheextractswiththeoutcomes,listedA-H.Foreachextract,choosetheoutcomeoftheworkshop.Writeoneletter(A-H)nexttothenumberoftheextract. 22 20 21

AMoreinformationwillbepasseddownregularly.BAtopicwaschosenforafuturetrainingcourse.AMoreinformationwillbepasseddownregularly.BAtopicwaschosenforafuturetrainingcourse.CAprocedurefordealingwithemergenciesDStaffrecruitmentwillbereduced.EOneoftheparticipantsdecidedtoleavethecompany.FAfuturemeetingwillreviewprogress.GSeniormanagementwaspersuadedtoreverseadecision.HThecompany’sappraisalsystemwasabolished.PARTTHREE.Questions2330YouwillhearaconversationbetweenSuzanne,apersonnelmanager,andKevin,herassistant,aboutrecruitingnewstaffforanewfactory.Foreachquestion(23-30),markoneletter(A,BorC)forthecorrectanswer.Afteryouhavelistenedonce,replaytherecording.23WhatdoSuzanneandKevinthinkwillattractstafftothenewfactory?AthepossibilityofrapidpromotionBthelocationofthenewfactoryCtheflexibleworkinghours24Whendotheyhopetobeginadvertisingforstaff?AwhenthenewfactoryisalmostfinishedBbeforetheseniorboardmeetingCaftertheholidayperiodisover25WhodoesKevinsuggestshouldbeinchargeoftherecruitmentprocess?AanexternalconsultantBapersonfromHeadOfficeCthemanagerofthenewfactory26SuzannefeelsthatnewstaffoughttobepeoplewhoAhavetheparticularskillsrequired.Bhaveexperienceinarelatedindustry.Cwanttostayinthejobforalongtime.27Whichexistingstaffbenefithavetheydecidedtoabolishatthenewfactory?AthesubsidisedcanteenBthetravelallowanceCthediscountoncompanyproducts28WhichstaffarelikelytomovefromHeadOfficetothenewfactory?AstaffwhohaveworkedforthecompanyforalongtimeBstaffwhothinkitwillgivethemmorechanceofpromotionCstaffwhohaverecentlycompletedatrainingprogramme29ThecompanywilltrytopersuadecurrentemployeestomovebyofferingthemAalargersalary.Babonusscheme.Cashareoption.30WhatwillbethepurposeofSuzanneandKevin'snextmeeting?AtoagreeatimetableforrecruitmentBtodiscussthecontractdetailsfornewstaff C-tofinalisesalarylevelsforthenewjobs ThatistheendoftheListeningtest.YounowhavetenminutestotransferyouranswerstoyourAnswerSheet.SPEAKING16minutesSAMPLESPEAKINGTASKSPARTONEInthispart,theinterlocutorasksquestionstoeachofthecandidatesinturn.Youhavetogiveinformationaboutyourselfandexpresspersonalopinions.PARTTWOInthispartofthetest,youareaskedtogiveashorttalkonabusinesstopic.Youhavetochooseoneofthetopicsfromthethreebelowandthentalkforaboutoneminute.Youhaveoneminutetoprepareyourideas.AStaffrelations:theimportanceofacompanyprovidingarangeoffacilitiesforallstaff?B Technology:theimportancetoa company of regularly upgradingitstechnologicalequipmentC Strategicplanning:thefactors involved in managing changeeffectively_within_anorganisationPARTTHREElnthispartofthetest,youaregivenadiscussiontopic.Youhave30secondstolookatthetaskprompt,anexampleofwhichisbelow,andthenaboutthreeminutestodiscussthetopicwithyourpartner.Afterthat,theexaminerwillaskyoumorequestionsrelatedtothetopic. FortwocandidatesEducationalSponsorshipThecompanyyouworkforisconsideringfundingaregionaleducationalprojectfor16to18-year-oldstudentsinterestedinfollowingabusinesscourse.Youhavebeenaskedtomakerecommendationsforthisscheme.Discussanddecidetogether:howtheprojectcouldbeusedtopromotethenameofthecompanyhowtomonitortheprogressandoutcomesoftheproject.ForthreecandidatesEducational Sponsorship Thecompanyyouworkforisconsideringfundingaregionaleducationalprojectfor16to18-year—oldstudentsinterestedinfollowingabusinesscourse.Youhavebeenaskedtomakerecommendationsforthisscheme.Discussanddecide

together:howtheprojectcouldbeusedtopromotethenameofthecompanywhatthelong-termaimsoftheprojectmightbehowtomonitortheprogressandoutcomesoftheproject.Follow口onquestions(Why?)Inwhatotherwayscanacompanypromoteitsnamemorewidely?Howshouldcompaniesselectyoungpeopleforeducationalprojects?(Why?/Whynot?)Whatdoyouthinkarethebenefitstoyoungpeople