BEC第三輯高級(jí)Test3READING1hourPARTONEQuestions1-8Lookatthestatementsbelowandatthefiveextractsontheoppositepagefromtheannualreportsoffivemobilephonecompanies.Whichcompany(A,B,C,DorE)doeseachstatement1-8)referto?Foreachstatement(1-8),markoneletter(A,B,C,DorE)onyourAnswerSheet.Youwillneedtousesomeoftheselettersmorethanonce.0A BC D EThereisanexampleatthebeginning,(0).Example:0Thiscompanyhasnodirectcompetition.Thiscompanyisstillmakingafinancialloss.Thiscompanyishavingpartofitsbusinesshandledbyanoutsideagency.Thiscompanyhasgrownwithoutundueexpense.Thiscompanyistryingtofindoutwhatthemarketresponsewillbetoanewproduct.Thiscompanycontinuestolosecustomers.Thiscompanyaimstotargetaspecificgroupofconsumers.Thiscompanyisfindingitlessexpensivethanbeforetoattractnewcustomers.Thiscompanyhasrationaliseditsoutlets.AOurmanagementteamisdedicatedtodeliveringoperationalexcelleneeandimprovedprofitability.Inthecomingyear,wewillfocusourmarketingonprofessionalyoungadults,whorepresentthehighvaluesegmentofthemarketandwho—accordingtoindependentresearch—aremostlikelytoadoptourmoreadvaneedmobiledataproducts.Customerretentioniscentraltoourstrategy,andwehavebeensuccessfulinreversingthecustomerlossofrecentyearsbyloyaltyandupgradeschemes.Arestructuringprogramme,resultingfromchangingmarketingconditions,hasseenourworkforcescaleddownto6,100people.BAstheonlynetworkoperatorinthecountry,ourmarketingisaimedatexpandingthesizeofthemarket.Inthebusinesssector,wehavetargetedsmallandmedium-sizedbusinessesbyofferingstandardiseds,andlargecustomersbyofferingtailoredtelecommunicationssolutions.Wehavebeenattheforefrontofintroducingnewtelecommunicationstechnologyandsandhaverecentlydistributed150ofourmostadvaneedhandsetstocustomerstoassessthelikelydemandforadvaneeddatas.Lastyear,theindustryrecognisedourachievementwhenwewonanationalawardfortechnologicalprogress.CAnewmanagementteamhasdrivenourimprovedperformaneehere.Itiscommittedtobringingthebusinessintoprofitabilitywithinthreeyearsafterreachingbreak-evenpointinthenextfinancialyear.Wearefocusedondeliveringrisinglevelsofcustomerandanimprovementinthequalityandutilisationofournetwork.Goodprogresshasbeenmadeonallthesefronts.Thecostofacquiringnewsubscribershasbeenreducedandnewtariffshavebeenintroducedtoencouragegreateruseofthephoneinthelateevening.DWehavecontinuedtoexpandournetworkinacost-efficientmannerandhaveconsolidatedourretailsectionbycombiningourfourwholly—ownedretailbusinessesintoasingleoperatingunit.Weexpectthistoenhanceouroperationaleffectivenessandtheconsistencyofour.Ourambitionistogivecustomersthebestretailexperiencepossible.Wewere,therefore,delightedearlierthisyearwhenwewonamajorEuropeanawardforcustomer.Thiswasparticularlypleasingtousaswehavealwaysgivenhighprioritytocustomersatisfactionandoperationalexcellence.EHere,wearefocusedoncontinuouslyrealisingcostefficienciesaswellasimprovingthelevelofcustomersatisfactionandretention.Wehavealreadytakeneffectivemeasurestoreducecustomerlossandtostrengthenourdeliveryofcustomer.Thequalityofournetworkhasimprovedsignificantlyoverthepastyearandanincreaseintheutilisationofournetworkisnowapriority.Theoperationofourcustomercentrehasbeenoutsourcedtoacallcentrespecialistandthishasledtoasubstantialincreaseinthelevelofservice.PARTTWOQuestions9-14Readthistexttakenfromanarticleabouttheimportancetocompaniesofnot losingtheiremployees'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)HUniess,thatis,they'vemadeitaroutineorsufferedbecauseoflosingknowledgeinthepast.Next,anyattempttostopknowledgewalkingoutofthedoormustbehandledsensitively.(9) Employees wouldbeextremelycynicalandseeitasanattempttoextracttheiruniqueknowledge,whichtheybelievegivesthemjobsecurity.Strongincentivesareneededtocoaxpeopleintodivulgingtheirexpertisewhenbeingdismissed.(10) At firstsight,thismightseemexcessive,butthedisadvantagesshouldbeweighedagainstthebenetits.Ofcourse,notallknowledgecanbecapturedbytheorganisationandtumedintoaprocess.(11) To{indoutwhothese‘knowledgehotspots'are,companiesneedtoquestiontheirstaffandanalysetheirsocialnetworks.Companiesshouldn'taskemployeeswhattheyknow,butwhotheywouldaskiftheywantedtoknowaboutdifferentsubjects.(12) And,moreimportantly,theprocessrevealstheotherswhoalwaysknowsomebodywhoknows.Thelattercanbehighonthelistforredundancybecausemanagersareunsurewhattheydo,orbecausetheyappeartobeweakperformers.(13) Peoplelikethisareoftennotambitiousbuttheycanholdacompanytogether.Themostvaluableknowledgeisoftennotpossessedbythepeoplewhoseemtobestarperformers.Ifthoseatthecentreofknowledgenetworkscometobeseenasthemostvaluablepeople,thosewhokeeptheirknowledgetothemselveswilllookvulnerablewhendownsizingisdeemednecessary.(14)Insuchcompanies,theincentivetoshareknowledgeshouldbeevengreaterwhenjobsareunderthreat.Forsomecompanies,itmaybetoolatetosalvageimportantknowledge.Buildingaculturewhereknowledgeisunderstood,valuedandsharedcantakealongtime.Nowmaybethetimetoprepareforthenextdownturn.Example:[olABCDEFGHExample:[olABCDEFGH1=11=11=11=11=11=11=11=1AOrganisationsthatrewardpeopleforsharingknowledgewillknowwhofallsintoeachofthesetwoopposingcategories.BThisapproachenablesthemtoidentifythosewithalimitednumberofnetworkrelationships.AOrganisationsthatrewardpeopleforsharingknowledgewillknowwhofallsintoeachofthesetwoopposingcategories.BThisapproachenablesthemtoidentifythosewithalimitednumberofnetworkrelationships.CLaunchinga knowledge-sharinginitiativeatatimewhenpeopleareexpectingredundancieswouldnotbeagoodidea.DThisprovidesevideneeoftheriskthatsuchapolicywillmeetresistanee.EBecauseofthedifficultyofachievingthis,itisfarbetternottolosethevaluablesourcesofknowledgeatall.FButa'knowledgemapping'exercisemightrevealthattheyplayacriticalroleasmentorstotherestoftheteam.GThepricemaybeanincreaseintheirredundancypackage,provisionofcareercounselling,oranagreementtohirethembackasconsultants.HWhencompaniesfeelthey'reinacrisis,itisoneofthethingsthatgoesbytheboard.PARTTHREEQuestions15-20Readthefollowingarticleabout'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-Fastprogramrnewasintroduced,theconventionalwisdomwasthatGM'smarketsharewasinpermanentlfreefallanditsorganisationincapableofdoinganythingaboutit.Now,thedeclinehasbeenturnedaround,andtheseniormanagers'changeofapproachhasledtothecompanybeingenergisedwithawinningspiritthathasuniockedIong-dormantcapabilities.Thatittookafirmofconsultantstohelpdevisetheprogrammeisperhapsasadreflectionofthedangerofcorporatethinkingbecominginflexible.Theshareholders'supportofGM'sstrategytobecomemoreoutward-lookingandinnovativeissomethingofaluxury,thoughinthelongrunsuccesswouldconvinceeventhemostscepticalshareholders.ThestrategyincludesbearingdownoncostsandextractingmaximumsynergiesfromGM'snumerousallianeepartners,suchasitstoolingsuppliers,andexchangingideasandmanagementtoolswithothercorporationsofwidelydifferingsizes,sectorsandnationalities.Havingsuchinputisonething,butitsvaluewouldbeunderminedwithoutacoherentmechanismtoputideasintopractice,andthisiswheretheconsultantsprovedinvaluable.Inthecarindustry,however,therewaspientyofscepticismabouttheprogrammewhenitwasfirstannounced,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,thearchitectsoftheschemeareconfidentthatGMwillbefarmoreoutward-lookingandinnovativeinthenearfuture.WhatpointismadeinthefirstparagraphaboutGM's'Go-Fast'programme?ATheintentionbehinditistoincreaseGM'smarketshare.BSuggestionsneedtobeagreedbyseniormanagers.CAllareasofbusinessareexaminedforpossibleimprovements.DSeniormanagersareexcludedfromtheinitialdiscussions.Inthesecondparagraph,thewriterregardsitaspositivethatAtheprogrammeallowsimprovementstocomefromwithin.Bcertainseniormanagershaveleftthecompanyandbeenreplaced.Ctheconsultantsdevelopedtheideasonthebasisofcompanyproposals.Dinvestors'continuedconfidenceinthecompanyhasbeenjustified.Inthethirdparagraph,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'smanagementstructurePARTFOURQuestions21-30Readthetextbelowaboutleadership.ChoosethecorrectwordtofilleachgapfromA,B,CorDontheoppositepage.Foreachquestion(21-30),markoneletter(A,B,CorD)onyourAnswerSheet.Thereisanexampleatthebeginning,(0).LeadershipLeadershipistheheartofthemanagerialprocess,becauseit(0) initiatingaction.Othertermsidentifyingthesameideaaredirecting,executing,supervising,ordering,andguiding.Whatevertermisused,theideaisto(21) into effectthedecisions,plans,andprogramsthathavepreviouslybeenworked(22) forachievingthegoalsofthegroup.Leadershipconcernstheoverall(23) in whichamanagerinfluencestheactionsofsubordinates.First,itincludesthe(24) ofordersthatareclear,comprehensive,andwithinthecapabilitiesofsubordinatestoaccomplish.Second,itimpliesacontinualtrainingactivityinwhichsubordinatesaregiveninstructionstoenablethemto( 25) theparticularassigmnentintheexistingsituation.Third,itnecessarilyinvolvesthemotivationofworkerstotryto(26) theexpectationsofthemanager.Fourth,itconsistsofmaintainingdisciplineandrewardingthosewho( 27) properly.Inshort,leadingisthefinalactionofamanageringettingotherstoactafterallpreparationshavebeenmade.Themanager'sstyleofdirectiondependsuponhisorherownpersonaltraitsandthesituationin(28) Inleadership,morethananyotherfunction,themanagermustdetermineanapproachalone,aftersurveyingthe(29) that areavailable.Inanyevent,eachmanagerwill(30) welltoactasanindividual,andnottotrytoactasothersactortoproceedaccordingtothetextbook.Example:Ainvolves Bengages Cconsists DcontainsA ABCD0■二二二21AsetBplaceCgetDput22AinBoutCoverDaround23AmannerBmethodCmeansDmode24AtellingBissuingCcommittingDgranting25AreachBfinaliseCterminateDcomplete26ApleaseBattainCD27AachieveBexercisegratifyfulfil28AtopicBquestionCperformDexecute29AvarietiesBchancesCsubjectDargument30AgoBbeCoptionsDselectionsCdoDworkPARTFIVEQuestions31-40Readthearticlebelowaboutproblemsofmotivationatwork.Foreachquestion(31-40),writeonewordinCAPITALLETTERSonyourAnswerSheet.Thereisanexampleatthebeginning,(0).Example: 0O|N|E I IRegain yourmotivationGettingoutofbedtogotoworkis(0) of life'slesserpleasures.(31) greatthejobis,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) easytoblameyourjobwhenyoufeeldemotivated--whenitcanbejustaseasilydowntoyou,asSallyMartin,afundraisingmanagerforacharity,discovered.'Ihadstartedtoresentmyjob,thefactthatIhadnoperks,nochancestotravel-(38) fromvisitingotherdingyofficesformeetings.Butthensomefriendsweretalkingabouthowsuperficialtheyfelttheirjobswere,andIsuddenlyrealisedIcou|dn'tsaythataboutmyjob.Infact,Ireallyfelt(39) was apointtoit.Irememberedthat'swhyl'dtakenitinthe(40) place.'文檔So remember;alwaysgiveyouroldjobachaneebeforestartingtosearchforanewone.PARTSIXQuestions41-52Readthetextbelowabouttimemanagement.Inmostofthelines(41-52)thereisoneextraword.ltiseithergrammaticallyincorrectordoesnotfitinwiththesenseofthetext.Somelines,however,arecorrect.Ifalineiscorrect,writeCORRECTonyourAnswerSheet.Ifthereisanextrawordintheline,writetheextrawordinCAPITALLETTERSonyourAnswerSheet.Theexercisebeginswithtwoexamples,(0)and(00).Examples:LI' KE Examples:LI' KE 「I|EFFECTIVETIME

MANAGEMENT0Alltoooften,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-saleswaspoor.Yourheadofdepartmenthasaskedyoutowritealettertothecompanyinformingthemofyourdissatisfaction.Writeyourletter,includingthefollowinginformation:whattheorderwasforandwhenitwasplacedwhyyouaredissatisfiedwithboththeproductandtheafter-salesareminderofbusinessdonewiththeminthepastwhatyouexpectinresponsetoyourcomplaint.Question4Yourcompanyhasrecentlyexperieneedadropinsales,andyourManagingDirectorhasaskedyoutowriteashortproposalaboutimprovingtheadvertisingofyourcompany'sproductsors.WriteyourproposalfortheManagingDirector:commentingontheeffectivenessoftheadvertisingyouarecurrentlyusingrecommendingoneortwochangestoyouradvertisingexplaininghowthesechangeswouldaffectsales.LISTENINGApproximately40minutes(including10minutes' transfertime)PARTONEQuestions1-12Youwillhearpartofatalk toagroupofbusinessstudentsabouttheroleoffreegiftsinproductpromotion.Asyoulisten,forquestions1-12,completethenotes,usinguptothreewordsoranumber.Afteryouhavelistenedonce,replaytherecording.FREEGIFTSSueBarnardworksasafreelanee Oneofherclientsproduces LastweekshewasworkinginiVVales,ataclient's ShenoticedthatPrimemagazinewasofferinga asagift.Themagazinewascontainedina Themagazinesmarketingpolicyinvolvedcarryingouta Rivalmagazinesareofferinggiftssuchasabook,a or a Allthefreegiftsarebeingofferedinresponsetoincreasing MagazinescangettrappedinwhatSuecallsa Advertisingisamoreimportantsourceofprofitsformagazinesthanthe Freegiftsneedtoreflectthereal of themagazine.Agiftmayincreasemagazinesalesbyupto

PARTTWOQuestions13-22Youwillhearfivedifferentpeopletalkingaboutworkshopstheyhaverecentlyattended.Foreachextracttherearetwotasks.ForTaskOne,choosethelaimoftheworkshopfromthelistA-H.ForTaskTwo,choosetheoutcomeoftheworkshopfromthelistA-H.Afteryouhavelistenedonce,replaytherecording.TaskOne-AimForquestions13-17,matchtheextractswiththeaims,listedA-H.Foreachextract,choosetheaimoftheworkshop.Writeoneletter(A-H)nexttothenumberoftheextract. 17 Btoimproveco-operationbetweentwodepartmentsCtodecideonaprogrammeforreorganisingthecompanyDtodiscussatakeoverbidbyanothercompanyEtodevelopmanagers' interpersonalskillsFtosuggestwaysofincreasingprofitabilityG tomodifydecision-makingproceduresHtoimproveteamworkwithinonedepartmentTaskTwo-OutcomeForquestions18-22,matchtheextractswiththeoutcomes,listedA-H.Foreachextract,choosetheoutcomeoftheworkshop.Writeoneletter(A-H)nexttothenumberoftheextract.18 18 21 22 wasCAprocedurefordealingwithemergenciesintroduced.DStaffrecruitmentwillbereduced.EOneoftheparticipantsdecidedtoleavethecompany.FAfuturemeetingwillreviewprogress.GSeniormanagementwaspersuadedtoreversedecision.HThecompany'sappraisalsystemwasabolished.PARTTHREE.Questions23-30YouwillhearaconversationbetweenSuzanne,apersonnelmanager,andKevin,herassistant,aboutrecruitingnewstaffforanewfactory.Foreachquestion(23-30),markoneletter(A,BorC)forthecorrectanswer.Afteryouhavelistenedonce,replaytherecording.WhatdoSuzanneandKevinthinkwillattractstafftothenewfactory?AthepossibilityofrapidpromotionBthelocationofthenewfactoryCtheflexibleworkinghoursWhendotheyhopetobeginadvertisingforstaff?AwhenthenewfactoryisalmostfinishedBbeforetheseniorboardmeetingCaftertheholidayperiodisoverWhodoesKevinsuggestshouldbeinchargeoftherecruitmentprocess?AanexternalconsultantBapersonfromHeadOfficeCthemanagerofthenewfactorySuzannefeelsthatnewstaffoughttobepeoplewhoAhavetheparticularskillsrequired.Bhaveexperieneeinarelatedindustry.Cwanttostayinthejobforalongtime.Whichexistingstaffbenefithavetheydecidedtoabolishatthenewfactory?AthesubsidisedcanteenBthetravelallowaneeCthediscountoncompanyproductsWhichstaffarelikelytomovefromHeadOfficetothenewfactory?AstaffwhohaveworkedforthecompanyforalongtimeBstaffwhothinkitwillgivethemmorechaneeofpromotionCstaffwhohaverecentlycompletedatrainingprogrammeThecompanywilltrytopersuadecurrentemployeestomovebyofferingthemAalargersalary.Babonusscheme.Cashareoption.WhatwillbethepurposeofSuzanneandKevin'snextmeeting?AtoagreeatimetableforrecruitmentBtodiscussthecontractdetailsfornewstaffCtofinalisesalarylevelsforthenewjobs, ThatistheendofthelisteningtestYounowhavetenminutestotransferyouranswerstoyourAnswer Sheet.SPEAKING16minutesSAMPLESPEAKINGTASKSPARTONEInthispart,theinterlocutorasksquestionstoeachofthecandidatesinturn.Youhavetogiveinformationaboutyourselfandexpresspersonalopinions.PARTTWOInthispartofthetest,youareaskedtogiveashorttalkonabusinesstopic.Youhavetochooseoneofthetopicsfromthethreebelowandthentalkforaboutoneminute.Youhaveoneminutetoprepareyourideas.AStaffrelations:theimportaneeofacompanyprovidingarangeoffacilitiesforallstaff?BTechnology:theimportaneetoacompanyofregularlyupgradingitstechnologicalequipmentCStrategicplanning:thefactorsinvolvedin managingchangeeffectivelywithinarorganisationPARTTHREEInthispartofthetest,youaregivenadiscussiontopic.Youhave30secondstolookatthetaskprompt,anexampleofwhichisbelow,andthenaboutthreeminutestodiscussthetopicwithyourpartner.Afterthat,theexaminerwillaskyoumorequestionsrelatedtothetopic.FortwocandidatesEducationalSponsorshipThecompanyyouworkforisconsideringfundingaregionaleducationalprojectfor16to18-year-oldstudentsinterestedinfollowingabusinesscourse.Youhavebeenaskedtomakerecommendationsforthisscheme.Discussanddecidetogether:howtheprojectcouldbeusedtopromotethenameofthecompanyhowtomonitortheprogressandoutcomesoftheproject.EducationalSponsorshipThecompanyyouworkforisconsideringfundingaregionaleducationalprojectfor16to18-year—oldstudentsinterestedinfollowingabusinesscourse.Youhavebeenaskedtomakerecommendationsforthisscheme.Discussanddecidetogether:howthe