單項(xiàng)選擇題
1、根據(jù)下面資料，回答題
Evaluating the Performance of the Board
Few employees escape the annual or twice-yearly performance review．(0) G The answer is not A．great number．AnD the smaller the company, the fewer checks there are on how well the directors are doing．Some of the largest companies formally assess the performance of their board, but very few new or growing companies have manageD to get rounD to establishing any such procedure.
Many business experts believe, however, that it is important for all companies to review
the performance of the board．(8)....．Another reason is that the boarD itself needs information on how well it is doing, just as much as other employees do．For the chief executive, appraisal of some sort is absolutely essential for his or her own sake anD for the gooD of the company．Indeed, many of those who have reacheD this level remark on how lonely the joB．of chief executive is anD how few opportunities they get to discuss issues relating to it.
There is some evidence to show that once smaller companies put A．boarD appraisal process in place, they finD this process relatively easy to operate．(9)....． Their counterparts in larger organizations, however, are often afraiD that appraisals coulD be A．challenge to their status.
So, how shoulD companies assess their board? (10).....At A．very basiC．level, this coulD simply mean getting all the directors to write down what they have achieveD anD how they can improve on it．At the other enD of the scale is the full "360-degree" appraisal．Here, each director is appraiseD in A．systematiC．manner by A．combination of the chairman anD fellow directors.
In the largest companies there are many methods for assessing the board．A．number of such companies have self-assessment schemes．The chairman may meet each boarD member individually to ask how things are going, in A．fairly informal way．The whole boarD might also meet to talk about its progress in open session．(11).....These might ask for people's opinions on the board's main tasks or on how well the committees are working.
Research indicates there has been some improvement in the way the appraisal of boarD members is conducted．(12)......The chairman will have been involveD directly or indirectly in the appraisal of all members of the board．Whose joB．is it, then, to appraise the chairman?
A．It is often the case that the directors of such companies are even happy to receive criticism, as this can prevent them from making basiC．mistakes.
B．The rest of the workforce sees it as unfair if the directors are the only members of thecompany to escape appraisal.
C．These are encouraging as they put A．limit on the power of the chairman to assess fellow directors.
D ．Alternatively, questionnaires might be distributeD to directors, forming the basis for future discussion.
E．One issue remains, however, when all the others have been dealt with．
F．It is generally agreeD that it is the chairman's responsibility to ensure the regular appraisal of each member of the board.
G．However, one wonders how many companies have in place A．formal appraisal process for their boarD of directors.
（8）應(yīng)選
2、根據(jù)下面資料，回答題 For most of the 20th century Smithson’s was one of Britain’s most success ful department stores，but by the mid一1 990s，it haD become dull．Still profitable，thanks largely to A．series of successful advertising campaigns，but decidedly boring．The famous were careful not to be seen there，anD its sales staff didn’t seem to have changeD since the store opened in l908． Worst of all，its customers were buying fewer anD fewer of its own-branD products，the major part of its business，anD showing A．preference for more fashionable brands． But now all this has changed，thanks to RowenA．Baker，who became Smithson’s first woman Chief Executive three years a90．Since then，while most major retailers in Britain have been losing money，Smithson’s profits have been rising steadily．When Baker started，A．lot of improvements haD just been made to the buildin9，without having any effect on sales， anD she took the bolD decision to invite one of Europe’s most exciting interior designers to develop the fashion area，the heart of the store．This very quickly leD to rising sales，even before the goods on display were changeD AnD as sales grew，so diD profits． Baker haD ambitious plans for the store frOm the start．“We’re playing A．big game，to prove we’re up there with the leaders in our sector，anD we have to make sure people get that message．Smithson’s haD fallen behinD the competition．It provideD A．traditional service targeteD at middle—aged，middle—income customers，wh0’D been shopping there for years， anD the customer base was gradually contractin9．Our ideA．is to sell such an exciting variety of goods that everyone will want to come in，whether they plan to spenD A．little or A．lot．”Baker’s vision for the store is clear,but achieving it is far from simple．At first，many employees resisteD her improvements because they just wouldn’t be persuadeD that there was anything wrong with the way they’D always done things，even if they accepteD that the store haD to overtake its competitors．It took many long meetings，involving the entire workforce，to win their support。It helpeD when they realiseD that Baker was A．very different kinD of manager from the ones they haD known． Baker’s staff policies containeD more surprises．The unifbrm that haD hardly changeD since day one has now disappeareD Moreover，teenagers now get young shop assistants，anD staff in the spots departments are themselves sports fans in trainers．As Baker explains，“How can you sell jeans if you’re wearing A．black suit?Smithson’s has A．new identity，anD this needs to be made clear to the customers．”She’s also given every sales assistant responsibility for ensuring customer satisfaction，even if it means occasionally breaking company rules in the hope that this will help company profits．RowenA．Baker is proving successful，but the City’s big investors haven’t been persuadeD According to retail analyst，John Matthews，“Money haD already been investeD in refurbishment of the store anD in fact that leD to the boost in sales．She took the credit, but hadn't done anything to achieve it．AnD in my view the company's shareholders are not convinced．The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover of the existing store will inevitably start to decline." According to the writer, in the mid-1990s Smithson's department store_______ A．was making A．loss B．haD A．problem keeping staff C．was unhappy with its advertising agency D．mostly solD goods under the Smithson's name
3、根據(jù)下面內(nèi)容，回答題： Department Store Magic For most of the 20th century Smithson's was one of Britain's most successful department stores,but by the mid-1990s,it had become dull.Still profitable，thanks largely to a series of successful advertising campaigns，but decidedly boring．The famous were careful not to be seen there，and its sales staff didn’t seem to have changed since the store opened in l908． Worst of all，its customers were buying fewer and fewer of its own-brand products，the major part of its business，and showing a preference for more fashionable brands． But now all this has changed，thanks to Rowena Baker，who became Smithson’s first woman Chief Executive three years ago．Since then，while most major retailers in Britain have been losing money，Smithson’s profits have been rising steadily．When Baker started，a lot of improvements had just been made to the buildin9，without having any effect on sales， and she took the bold decision to invite one of Europe’s most exciting interior designers to develop the fashion area，the heart of the store．This very quickly led to rising sales，even before the goods on display were changed．And as sales grew，so did profits． Baker had ambitious plans for the store frOm the start．“We’re playing a big game，to prove we’re up there with the leaders in our sector，and we have to make sure people get that message．Smithson’s had fallen behind the competition．It provided a traditional service targeted at middle—aged，middle—income customers，wh0’d been shopping there for years， and the customer base was gradually contractin9．Our idea is to sell such an exciting variety of goods that everyone will want to come in，whether they plan to spend a little or a lot．”Baker’s vision for the store is clear,but achieving it is far from simple．At first，many employees resisted her improvements because they just wouldn’t be persuaded that there was anything wrong with the way they’d always done things，even if they accepted that the store had to overtake its competitors．It took many long meetings，involving the entire workforce，to win their support。It helped when they realised that Baker was a very different kind of manager from the ones they had known． Baker’s staff policies contained more surprises．The unifbrm that had hardly changed since day one has now disappeared．Moreover，teenagers now get young shop assistants，and staff in the spots departments are themselves sports fans in trainers．As Baker explains，“How can you sell jeans if you’re wearing a black suit?Smithson’s has a new identity，and this needs to be made clear to the customers．”She’s also given every sales assistant responsibility for ensuring customer satisfaction，even if it means occasionally breaking company rules in the hope that this will help company profits．Rowena Baker is proving successful，but the City’s big investors haven’t been persuaded． According to retail analyst，John Matthews，“Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover of the existing store will inevitably start to decline." According to the writer, in the mid-1990s Smithson's department store_______ A． was making a loss B． had a problem keeping staff C． was unhappy with its advertising agency D． mostly sold goods under the Smithson's name
填空題 4、根據(jù)下面資料，回答題 Summary of Annual Progress 0 I am pleased to report another year of progress by the company. This 00 performance has been achieved in the most toughest market conditions we have 34 seen for many years yet. It reflects the effort over the past five years that has 35 gone into transforming of our company into a highly competitive world-class 36 business. Since 2002, we have managed to improve almost double our profits, and if this 37 increase in profitability has been placed us at the top of the global glass industry. 38 We have managed to succeed this in difficult trading conditions for a number of 39 reasons, the most important of which has been from our ability to stay ahead 40 of our competitors. We have refused to allow stand still and have continued to bring 41 out a number of new products, most of which are already on the sale in our key 42 markets. All this goes to confirm that the company's position as the recognized 43 industry leader in technical innovation. We realize that there is still much more to 44 be done, but we believe that we know precisely what extra this is and we have 45 already put into place organiational and technical changes to bring this about.
34__________
5、 Questions 8-12 ·Read the article below about job interviews. ·Choose the best sentence from the list on the opposite page to fill each of the gaps. ·For each gap 8-12 mark one letter (A-I) on your Answer Sheet. ·Do not use any letter more than once.
How to Succeed 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. (example)____. 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 recognise 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 are 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 in a researcher who works behind the scenes. It is also a fact that the impact the candidate makes in the first three of 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 form 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 favour. AStudy them closely and assess what your interviewer will be looking for. BHowever, people are actually not very good at assessing one another. CA number of skills are common to most of these interviewing situations. DAlthough a favourable impression may be reversed later in the interview, a negative impression is rarely changed. EThe most common is the structured interview. FThe effectiveness of the interviewer can be improved by training. GFor each of these areas the interviewers score candidates against how well they fit the job specification. HThe ability to cope with stress and get on with people is essential. IBut there are other personal skills that affect your success in a job.
6、Questions 8 - 12 ·Read this advertisement about business book reviews. ·Choose the best sentence from the opposite page to fill each of the gaps. ·For each gap 8 - 12, mark one letter A - I on your Answer Sheet. ·Do not mark any letter twice.
A)These introductory texts are the most important books and using them can pay big dividends. B)Discover practical tips and techniques you can apply without delay. C)In order to avoid this problem, we select for you only the truly worthwhile titles and reject the rest. D)According to studies published in psychology journals, you retain the content of a summary better than a book. E)He or she would take the most important ideas from each one, and compile them into a neat executive summary. F)With the breadth and depth of knowledge gained from books, it is less likely that you'll be caught off guard. G)Each contains all the key points in the original book, but instead of 200 to 500 pages there are only eight pages. H)There's a sample of the superb business titles that we summarise for you. I)With all the reading you have to do in the normal course of your work, you find it impossible to keep up with all the new business books.
7、 PART FOUR Questions 21-35 •Read the text below about job prospects at the Provincial Bank. •Choose the correct word A, B, C, or, D on the opposite page to fill each gap. •For each question 21-35, mark one letter (A, B, C, or D) on your Answer Sheet.
Employment Opportunities for Graduates with the Provincial BankThe Provincial Bank is one of the biggest (example) ____________ institutions in the U.K. With its 1,900 branches and 58,000 employees, it has (21) ____________ a household name. Almost 4,000 of these employees (22) ____________ managerial or executive positions. The bank has an outstanding (23) ____________ of profitability, which has been achieved by introducing innovations at the same time as maintaining leadership of the (24) ____________. The bank's comprehensive training programme concentrates on (25) ____________ the most important skills that graduates need in order to (26) ____________ early management responsibility. Trainees take responsibility for their own continuous self-development through visiting other branches and departments, and by (27)____________ courses in management skills. They also receive training in order to increase their knowledge of the bank's (28) ___________. The bank supports (29)____________ of staff who wish to take professional examinations, and its Graduate Training Scheme is (30)_____________ to the nationally recognized Diploma in Management.Obviously the quality of its mangers is of (31)____________ importance to the bank's performance. It welcomes good graduates in any subject area, (32)____________ they can demonstrate the ability to influence events, and have the potential to (33)____________ both as leaders and as part of a team. Most graduate trainees join the Retail Banking division initially. Those starting on this programme will soon have the (34)____________ to work in other parts of the bank and can (35)____________ a varied and flexible working life. Example:A budgetary B fiscal C financial D economic
21 A opened B entered C turned D become 22 A hold B do C keep D own 23 A career B catalogue C record D experience 24 A area B trade C record D market 25 A making B reaching C developing D heightening 26 A present B treat C deal D handle 27 A observing B attending C involving D staying 28 A services B goods C creations D abilities 29 A colleague B members C people D persons 30 A qualified B combined C fastened D linked 31 A main B vital C necessary D superior 32 A therefore B thus C provided D only 33 A succeed B realize C gain D overcome 34 A choice B chance C likelihood D probability 35 A forecast B believe C suppose D expect
簡(jiǎn)答題 8、Part One You are the Manager of a small printing company. A new employee, Mark McCabe, is joining your company on 10th May. Write a short memo to your office administrator: Saying who is starting work and when; Telling him what Mark McCabe’s job will be; Suggesting where Mark McCabe’s desk should be put;
Write 30-40 words on your answer sheet.
Part Two You were sent on a residential training course for five days. Unfortunately the course was very badly run and there were a lot of problems with it. The advert below shows the details of the course, together with your comments.
Write a report for your manager on the course (100-120 words). Describe the problems with the course and suggest what your company should do.
Write on your answer sheet.
9、 • Read the article below about the winner of a business award . • In most of the lines 34-45 there is one
2、根據(jù)下面資料，回答題 For most of the 20th century Smithson’s was one of Britain’s most success ful department stores，but by the mid一1 990s，it haD become dull．Still profitable，thanks largely to A．series of successful advertising campaigns，but decidedly boring．The famous were careful not to be seen there，anD its sales staff didn’t seem to have changeD since the store opened in l908． Worst of all，its customers were buying fewer anD fewer of its own-branD products，the major part of its business，anD showing A．preference for more fashionable brands． But now all this has changed，thanks to RowenA．Baker，who became Smithson’s first woman Chief Executive three years a90．Since then，while most major retailers in Britain have been losing money，Smithson’s profits have been rising steadily．When Baker started，A．lot of improvements haD just been made to the buildin9，without having any effect on sales， anD she took the bolD decision to invite one of Europe’s most exciting interior designers to develop the fashion area，the heart of the store．This very quickly leD to rising sales，even before the goods on display were changeD AnD as sales grew，so diD profits． Baker haD ambitious plans for the store frOm the start．“We’re playing A．big game，to prove we’re up there with the leaders in our sector，anD we have to make sure people get that message．Smithson’s haD fallen behinD the competition．It provideD A．traditional service targeteD at middle—aged，middle—income customers，wh0’D been shopping there for years， anD the customer base was gradually contractin9．Our ideA．is to sell such an exciting variety of goods that everyone will want to come in，whether they plan to spenD A．little or A．lot．”Baker’s vision for the store is clear,but achieving it is far from simple．At first，many employees resisteD her improvements because they just wouldn’t be persuadeD that there was anything wrong with the way they’D always done things，even if they accepteD that the store haD to overtake its competitors．It took many long meetings，involving the entire workforce，to win their support。It helpeD when they realiseD that Baker was A．very different kinD of manager from the ones they haD known． Baker’s staff policies containeD more surprises．The unifbrm that haD hardly changeD since day one has now disappeareD Moreover，teenagers now get young shop assistants，anD staff in the spots departments are themselves sports fans in trainers．As Baker explains，“How can you sell jeans if you’re wearing A．black suit?Smithson’s has A．new identity，anD this needs to be made clear to the customers．”She’s also given every sales assistant responsibility for ensuring customer satisfaction，even if it means occasionally breaking company rules in the hope that this will help company profits．RowenA．Baker is proving successful，but the City’s big investors haven’t been persuadeD According to retail analyst，John Matthews，“Money haD already been investeD in refurbishment of the store anD in fact that leD to the boost in sales．She took the credit, but hadn't done anything to achieve it．AnD in my view the company's shareholders are not convinced．The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover of the existing store will inevitably start to decline." According to the writer, in the mid-1990s Smithson's department store_______ A．was making A．loss B．haD A．problem keeping staff C．was unhappy with its advertising agency D．mostly solD goods under the Smithson's name
3、根據(jù)下面內(nèi)容，回答題： Department Store Magic For most of the 20th century Smithson's was one of Britain's most successful department stores,but by the mid-1990s,it had become dull.Still profitable，thanks largely to a series of successful advertising campaigns，but decidedly boring．The famous were careful not to be seen there，and its sales staff didn’t seem to have changed since the store opened in l908． Worst of all，its customers were buying fewer and fewer of its own-brand products，the major part of its business，and showing a preference for more fashionable brands． But now all this has changed，thanks to Rowena Baker，who became Smithson’s first woman Chief Executive three years ago．Since then，while most major retailers in Britain have been losing money，Smithson’s profits have been rising steadily．When Baker started，a lot of improvements had just been made to the buildin9，without having any effect on sales， and she took the bold decision to invite one of Europe’s most exciting interior designers to develop the fashion area，the heart of the store．This very quickly led to rising sales，even before the goods on display were changed．And as sales grew，so did profits． Baker had ambitious plans for the store frOm the start．“We’re playing a big game，to prove we’re up there with the leaders in our sector，and we have to make sure people get that message．Smithson’s had fallen behind the competition．It provided a traditional service targeted at middle—aged，middle—income customers，wh0’d been shopping there for years， and the customer base was gradually contractin9．Our idea is to sell such an exciting variety of goods that everyone will want to come in，whether they plan to spend a little or a lot．”Baker’s vision for the store is clear,but achieving it is far from simple．At first，many employees resisted her improvements because they just wouldn’t be persuaded that there was anything wrong with the way they’d always done things，even if they accepted that the store had to overtake its competitors．It took many long meetings，involving the entire workforce，to win their support。It helped when they realised that Baker was a very different kind of manager from the ones they had known． Baker’s staff policies contained more surprises．The unifbrm that had hardly changed since day one has now disappeared．Moreover，teenagers now get young shop assistants，and staff in the spots departments are themselves sports fans in trainers．As Baker explains，“How can you sell jeans if you’re wearing a black suit?Smithson’s has a new identity，and this needs to be made clear to the customers．”She’s also given every sales assistant responsibility for ensuring customer satisfaction，even if it means occasionally breaking company rules in the hope that this will help company profits．Rowena Baker is proving successful，but the City’s big investors haven’t been persuaded． According to retail analyst，John Matthews，“Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover of the existing store will inevitably start to decline." According to the writer, in the mid-1990s Smithson's department store_______ A． was making a loss B． had a problem keeping staff C． was unhappy with its advertising agency D． mostly sold goods under the Smithson's name
填空題 4、根據(jù)下面資料，回答題 Summary of Annual Progress 0 I am pleased to report another year of progress by the company. This 00 performance has been achieved in the most toughest market conditions we have 34 seen for many years yet. It reflects the effort over the past five years that has 35 gone into transforming of our company into a highly competitive world-class 36 business. Since 2002, we have managed to improve almost double our profits, and if this 37 increase in profitability has been placed us at the top of the global glass industry. 38 We have managed to succeed this in difficult trading conditions for a number of 39 reasons, the most important of which has been from our ability to stay ahead 40 of our competitors. We have refused to allow stand still and have continued to bring 41 out a number of new products, most of which are already on the sale in our key 42 markets. All this goes to confirm that the company's position as the recognized 43 industry leader in technical innovation. We realize that there is still much more to 44 be done, but we believe that we know precisely what extra this is and we have 45 already put into place organiational and technical changes to bring this about.
34__________
5、 Questions 8-12 ·Read the article below about job interviews. ·Choose the best sentence from the list on the opposite page to fill each of the gaps. ·For each gap 8-12 mark one letter (A-I) on your Answer Sheet. ·Do not use any letter more than once.
How to Succeed 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. (example)____. 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 recognise 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 are 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 in a researcher who works behind the scenes. It is also a fact that the impact the candidate makes in the first three of 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 form 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 favour. AStudy them closely and assess what your interviewer will be looking for. BHowever, people are actually not very good at assessing one another. CA number of skills are common to most of these interviewing situations. DAlthough a favourable impression may be reversed later in the interview, a negative impression is rarely changed. EThe most common is the structured interview. FThe effectiveness of the interviewer can be improved by training. GFor each of these areas the interviewers score candidates against how well they fit the job specification. HThe ability to cope with stress and get on with people is essential. IBut there are other personal skills that affect your success in a job.
6、Questions 8 - 12 ·Read this advertisement about business book reviews. ·Choose the best sentence from the opposite page to fill each of the gaps. ·For each gap 8 - 12, mark one letter A - I on your Answer Sheet. ·Do not mark any letter twice.
A)These introductory texts are the most important books and using them can pay big dividends. B)Discover practical tips and techniques you can apply without delay. C)In order to avoid this problem, we select for you only the truly worthwhile titles and reject the rest. D)According to studies published in psychology journals, you retain the content of a summary better than a book. E)He or she would take the most important ideas from each one, and compile them into a neat executive summary. F)With the breadth and depth of knowledge gained from books, it is less likely that you'll be caught off guard. G)Each contains all the key points in the original book, but instead of 200 to 500 pages there are only eight pages. H)There's a sample of the superb business titles that we summarise for you. I)With all the reading you have to do in the normal course of your work, you find it impossible to keep up with all the new business books.
7、 PART FOUR Questions 21-35 •Read the text below about job prospects at the Provincial Bank. •Choose the correct word A, B, C, or, D on the opposite page to fill each gap. •For each question 21-35, mark one letter (A, B, C, or D) on your Answer Sheet.
Employment Opportunities for Graduates with the Provincial BankThe Provincial Bank is one of the biggest (example) ____________ institutions in the U.K. With its 1,900 branches and 58,000 employees, it has (21) ____________ a household name. Almost 4,000 of these employees (22) ____________ managerial or executive positions. The bank has an outstanding (23) ____________ of profitability, which has been achieved by introducing innovations at the same time as maintaining leadership of the (24) ____________. The bank's comprehensive training programme concentrates on (25) ____________ the most important skills that graduates need in order to (26) ____________ early management responsibility. Trainees take responsibility for their own continuous self-development through visiting other branches and departments, and by (27)____________ courses in management skills. They also receive training in order to increase their knowledge of the bank's (28) ___________. The bank supports (29)____________ of staff who wish to take professional examinations, and its Graduate Training Scheme is (30)_____________ to the nationally recognized Diploma in Management.Obviously the quality of its mangers is of (31)____________ importance to the bank's performance. It welcomes good graduates in any subject area, (32)____________ they can demonstrate the ability to influence events, and have the potential to (33)____________ both as leaders and as part of a team. Most graduate trainees join the Retail Banking division initially. Those starting on this programme will soon have the (34)____________ to work in other parts of the bank and can (35)____________ a varied and flexible working life. Example:A budgetary B fiscal C financial D economic
21 A opened B entered C turned D become 22 A hold B do C keep D own 23 A career B catalogue C record D experience 24 A area B trade C record D market 25 A making B reaching C developing D heightening 26 A present B treat C deal D handle 27 A observing B attending C involving D staying 28 A services B goods C creations D abilities 29 A colleague B members C people D persons 30 A qualified B combined C fastened D linked 31 A main B vital C necessary D superior 32 A therefore B thus C provided D only 33 A succeed B realize C gain D overcome 34 A choice B chance C likelihood D probability 35 A forecast B believe C suppose D expect
簡(jiǎn)答題 8、Part One You are the Manager of a small printing company. A new employee, Mark McCabe, is joining your company on 10th May. Write a short memo to your office administrator: Saying who is starting work and when; Telling him what Mark McCabe’s job will be; Suggesting where Mark McCabe’s desk should be put;
Write 30-40 words on your answer sheet.
Part Two You were sent on a residential training course for five days. Unfortunately the course was very badly run and there were a lot of problems with it. The advert below shows the details of the course, together with your comments.
Write a report for your manager on the course (100-120 words). Describe the problems with the course and suggest what your company should do.
Write on your answer sheet.
9、 • Read the article below about the winner of a business award . • In most of the lines 34-45 there is one