READGPARTONEatthestatementsbelowandtheextractontheoppositepagefromareporttostaffbytheDhumanresourcesconsultancyintheUSA.●Whichsection(A,B,CorD)doeseachstatement(1-7)referto?●Foreachstatement(1-7),markoneletter(A,B,CorD)onyourAnswerSheet.●Youwillneedtousesomeoftheselettersmorethanonce.ReportforStaffIthasbeenachallengingyear,withtheglobaleconomycontributingtoincreasedmarketcompetHowever,theendresultswerefairlyrespectable,especiallyconsideringtheindustry'sgenerallyporesults.TheDavisGrouphasalwaysfocusedongrowingrevenue,solvingclientproblems,identifyingopportunitiesandwinningnewclients.Althoughthecompanyhadtospendmoretimethanusualthisycontrol,ourpeoplecontinuedtolistentotheirclientsanddeliverappropriateconsultingsolutionAlthoughwehavechangedournameandintroducedanewglobalbrand,manyclientsstilldonotasabroad-basedhumanresourcesconsultancy.Wehopethatournewinternationalcampaign,whichexpclientsthewiderangeofservicesweoffer,willhelpchangethatperception.ItissignificanttharevenuethisyearcamefromoutsidetheUSA,makingusatrulyglobalplayer.Wehaveenormousgrowtpotential,especiallyinemergingmarketssuchasAsiaandLatinAmerica.Thesedays,mostofourclients,eventhosewithoperationsinonlyonecountry,competeinagmarketplace.Asaresult,theyseethevalueofworkingwithus.Ourstrengthonthegroundinmanyallowedustoshareknowledgetodevelopanddeliverworld-classsolutions.ForthoseclientswhoarourworldwidepresencehasallowedustobuildinternationalnetworkstoaddresstheirspecialneedsappreciatethatourintellectualcapitalisbasedonadeepunderstandingoflocalneedsandconditiWecontinuallyaimtomaximiseourrevenueandenhanceprofessionalismacrossthesolutionsoffthefirm.Obviously,winningnewclientsisalwaysimportant,butweshouldrememberthatitisoftemorecost-effectivetobroadenrelationshipswithexistingclients.Byprovidingawiderrangeofsovalue,strengthenourclients'viewofusasatrustedadvisorandbuildlong-termpartnerships.Ourbasedonbeingknownasthemostprofessionalandhighestqualityfirminthehumanresourcesconsulbusiness.Thecompanyhashadlimitedsuccessinconvincingcustomersthatitcanofferavarietyofhumansolutions.B2.Ithasbeennecessarytomonitorexpenditurecarefully.A3.Expertiseindifferentculturesisamajorsellingpointforthecompany.C4.Thecompany'sperformanceisstronglylinkedtoitsreputation.D2.Ithasbeennecessarytomonitorexpenditurecarefully.A3.Expertiseindifferentculturesisamajorsellingpointforthecompany.C4.Thecompany'sperformanceisstronglylinkedtoitsreputation.D5.Thecompanyisconfidentofitsabilitytoexpand.B6.Thecompanymakesongoingeffortstoimprovethestandardofitsserviceprovision.D7.Manyconsultingbusinesseshaveperformedbadlyinthisperiod.APARTTWOthearticlebelowaboutthedifferencesbetweenchiefexecutivesandentrepreneurs.thebestsentencefromtheoppositepagetofilleachofthegaps.●Foreachgap(8-12),markoneletter(A-G)onyourAnswerSheet.●Donotuseanylettermorethanonce.isanexampleatthebeginning(0).AnalysingtheETheever-increasingattractionofunder-graduatecoursesinbusinessstudiesdemonstratesthatmanpeoplebegintheirworkinglivesdeterminedtobeasuccessinbusiness.Manyofthemwillhaveambibecomingbosse.0）(G).Thatshouldbethequestionwhichallambitiousyoungbusinesspeopleaskthemselves.Somegraduateslearnhowtorunabusinessinsomeoneelse'stime,andthenintheirearlythirtietheirown.Thatcourseofactionisrelativelycommonandstrighrowever,theirbusinessflaircomesattheexpenseofmoremundanebusinessskillssuchasteambuildingandmaintainingharArecentstudy,inwhichseventeensuccessfulentrepreneurstookpartinin-depthinterviews,asdnumberofchiefexecutives,concludedthathonestyandstrongmoralprinciplesareimportantcharactentrepreneurswhoachievelastingsuccess.Accordingtothevarioustestsandself-assessmentquestiintheinterviews,seventypercentofentrepreneurshavethesecharacteristics,asopposedtoonlycentofchiefItwouldseemthatmostentrepreneursdeservemorecreditthanpeoplegenergivethem.Thisethicalstyleofleadershipfostersacultureinwhichexpectationsareuncompromisinglyhighpeoplebelievetheywillbeproperlyrewardedfortheircomplainthattheworstkindofbossesaretheoneswhoownthebusiness,astheycanbeveryintolerantofomakemistakes.EntrepreneursarepassionateabouttheirworkbuttheyhavenotworkedtheirwayupthroughtheandtendtolackthepeoplemanagementqualitiesthatchiefexecutiveshavedevelopedlongcareOfcourse,itcouldbearguedthatthesingle-mindedapproachofentrepreneursiswhatmakesthemsucertainlyenablesthemtoputextraordinaryeffortintowhattheydo.Thestudyindicatesthatgenerallychiefexecutivescanmatchentrepreneursintermsofdriveanddetermination.Thereisoneexceptionandthatrelatestoexecutivecan,ontheotherhand,alwaysmovetoanothercompany.Butintheend,iftherearenoentrepreneurs,thereisnoworkforchiefexecutives.Itisthepebusinesseswhoaretheoriginalwealthcreators.However,itcanalsoresultinentrepreneursbeingprofoundlydisappointedwhenothersfailtotheirhighstandards.Theyneedtohavetheconfidencetomakeeveryoneintheorganisationbelievethatthisisnoandnoordinaryjob.Giventhecommonperceptionthatentrepreneursareonlyinbusinesstomakemoney,thisverypofindingwasperhapsthemostsurprising.Theyarelesslikelytopromoteteamworkandco-operationthanchiefexecutives,whoaremuchbreadingandunderstandingthosearoundthem.Afterall,ifitisyourowncompany,youcannotwalkaway,andyouwilldoanythingeithertoortohelpitprosper.Buttrueentrepreneursdonotnecessarilywaituntiltheirbusinessknowledgehasimprovedoruisright-theyhavealwaysbeendriventoachieve.Butisitbestforthemtobecomeentrepreneursandstarttheirownbusinessorworktowardsrusomeoneelse's?1.F2.C3.A2.C3.A4.D5.EPARTTHREEthemagazinearticlebelowaboutAndySeymour,theChiefExecutiveofachainofbookstoresBookroom,andthequestionsontheoppositepage.eachquestion(13-18),markoneletter(A,B,CorD)onyourAnswerSheet.CHALLENGING TIMESATBOOKROO MBookroomisn'taverysuccessfulcompanyatthemoment.It'sheavilyindebt,andit'srumouredthP&K,wouldn'tturndownasuitableoffer.Evenitsownstoremanagersaresaidtobeunhappy-thosewleft,thatis.Arecentchangeinstrategyisprovingtoomuchformanyofthem:they'vebeentoldtgivingmorespacetoalimitednumberofbestsellers,advertisednationallybythecompany,andnotsitontheshelvesforweeks.ThechallengeoftakingBookroombackintoprofitfallstotheChiefExecutive,AndySeymour,whomovedayearagofromP&K'smusicchain,MusicWorld,withanimpressiverecordofefficiencyimproveHeincreasedthefloorspaceofthemoresuccessfulMusicWorldstoresandcloseddowntheloss-makinNewcomputersystemsgavehimbetterstockcontrol,andallowedhimtoproduceup-to-datechartsofCDsfordisplayinthestores,withapositiveimpactonturnoverandprofits.Inaddition,henegotproductivitydealwiththeemployees.Allinall,itwasaperiodwhichsawthechainreachitspeakSeymour,though,doesn'ttakeanycreditforMusicWorld'ssuccess.'EvenbeforeIbecameChiefExethestoreswererunbytopqualitypeopledoingeverythingtheycould,atatimewhenthepublicwermuchonleisure,'hesays.'Theyallstayedon,andthatwasthedecisivefactor.TheonlythingsIchangetheadvertisingagency-theyweren'tkeepingupwithdevelopmentsinthemusicindustry-andmaminorinnovationsinthestores.Customerswerecomingintotheshops,anditwasuptoustomaketthis.'Luckhadbeenagainsthiminhispreviousjob,though,asoperationsdirectorofClarkson's,yourselfretailerwhichP&Khadjustacquired.Soonafterhismovetothecompany,therewasarecesmeantthatthemarketforhomeimprovementproductscollapsed.Seymourwasinvolvedinendlessconsuwiththeboard,discussingwaystoturnthecompanyround.Theywereinahigh-risksituationand,efforts,Clarkson'slostmillions.Butevenwhenthingswereattheirworst,Seymourdidn'tresign,havedone,andhewashighlythoughtofforthat.Hehasareasonabletrackrecord,certainly,butsomewouldsaynotbrilliant.AndwillhesucceedBookroom?Hisfirstyearhasbeendisappointing,buttherearesignsofimprovement.He'scontinuedofopeningnewshops,andalthoughmanystoremanagershavegone,theirreplacementshavebeenpickecarefully.He'salsodonesomethingaboutoneofthemainreasonsforthepresentdifficulties,reduallowforthefactthatthebookmarketisstillflat.Seymourisanexperiencedretailmanager.AtMusicWorldheprovedhimselfagoodmanagerofpeopleparticulargiftformotivatinghisstaff.Buthe'salsostrongondetail,andhasalreadyimprovedfinancialcontrol.Itlooksasthoughhisstrategywillpayoffinthelongterm.TheonlythingyouforisnotbeingstrongenoughinopposingallthenegativetalkaboutBookroom,becausethatiswhathecompany.AndunlessSeymourdoessomethingaboutthat,hemayfindhimselflookingforanewjob1.Accordingtothefirstparagraph,whatareBookroomstoremanagersnotpleasedabout?thenumberofrecentstaffredundanciesthereductionintherangeofbooksonC.P&K'scurrentplanstosellthecompanyD.P&K'sapproachtowardsadvertisingdifferenttitlesBBB.trainingstafftousethecomputerisedordersystemC.offeringstaffagreaterincentivetosellmoreitemsWhichofthefollowingcontributedtoAndySeymour'ssuccessatMusicWorld?A.investingmoretimeinresearchingmusicB.trainingstafftousethecomputerisedordersystemC.offeringstaffagreaterincentivetosellmoreitemsD.bringingnewstockintothepoorlyperformingstoresCCSeymoursaysthatMusicWorldwassuccessfulbecausesalesofmusicproductswerebooming.thestoremanagerswereverycapable.itsadvertisinghadbeenhighlyeffective.hisinnovationsattractedawidertargetgroup.BBWhileSeymourworkedforClarkson'shewasrespectedbecauseheA.waswillingtotakecertainrisksinordertostayinbusiness.B.hadpredictedthedownturninthehomeimprovementsindustry.C.keptthestoremanagersinformedaboutthecompany'ssituation.D.continuedasdirectordespitethecompanyexperiencingdifficulties.DDAccordingtothewriter,BookroomhadproblemsduringSeymour'sfirstyearbecausehehadbeentoocautiousaboutthelocationofnewstores.hefailedtorecognisewhatconsumerswerelookingfor.therewasashortageofsuitablestafftotakeovermanagers'jobs.theexpectedvolumeofbooksaleshadbeenunrealistic.DDInthelastparagraph,thewritersuggeststhatinhispresentrole,Seymourneedstotakeactiontoimprovethecompany'sreputation.paymoreattentiontoeveryaspectofhisstrategy.makesuretherearesufficientfundsforhisexpansionplans.D.encourageloyaltybystrengtheningstaff-managementrelationships.AAPARTFOURthearticlebelowaboutgoodsreturnedbycustomerstomailordercompanies.thebestwordorphrasetofilleachgapfromA,B,CorDontheoppositepage.eachquestion(19-33),markoneletter(A,B,CorD)onyourAnswerSheet.UnwantedGoodsIncreasedsalesisalwaysgoodnewsformailordercompanies.Butmoresalesalsomeansmoreitemsreturned.Mostcompanieshaveafullreturnspolicy,butasMegPowell,ManagingDirectorofmailorcompanyGoFirst,explains,thisuualylotofextrawork.'Ifanitemcomesback,wehtorefunds,apologymailingsandstockcontrol.Thisisacomplexprocessandeachreturneditemunderg3 fordefects.Ifgoodsareastock,theyneedrepackingandputtingbackinthewarehouse.we'lllookatwhy.

tothequalityofreturned

information.Insomeinstanceswecanidentifyafaultinproductionanddosomethingaboutit.'Estimatesofthenumberofreturnsfortescr

te

ofGoFirst,whichdelivers100millionpackagesayear,26millioncomeback.Reducingthisnumberiscompany.Onewayitaimstodothisisbymakingtheinitialorder-takingprocessasaccurateasposbletndbycloselpackingofthereasonsforreturnsalsohelps.Gotoestablishtheirreasonsfordoingso.

eleoolereturninggoodsClearly,acustomer-focusedreturnsprocessisessentialforfosteringtrustinthecompany.'Itiinthisbusiness,'saysMegPowell.'Itattractscustomers,give1theoayandencouragesthemtobuy.Werealisethatmakingthereturnofgoodsasmooth,fastsatisfaction.'1.A.containsB.includesC.concernsD.involvesDD2.A.handleB.dealC.treatD.manageBB3.A.attentionB.inquiryC.inspectionD.surveyCC4.A.conditionB.situationC.formD.arrangementAA5.A.combiningB.affectingC.influencingD.relatingDD6.A.keyB.mainC.centralD.majorAA7.A.alterB.moveC.disagreeD.varyDD8.A.placeB.stateC.caseD.positionCC9.A.objectiveB.purposeC.directionD.schemeAA10.A.estimatingB.monitoringC.researchingD.measuringBB11.CarryingoutLookingintoGettinginSeeingtoBB12.A.choiceB.preferenceC.selectionD.pickCC13.A.systemB.practiceC.operationD.methodBB14.A.perceptionB.senseC.beliefD.instinctBB15.A.boostB.expandC.pushD.enlargeAAPARTFEthetextbelowaboutinformationtechnology(IT)training.ofthelines(34-45),thereisoneextraword.Itiseithergrammaticallyincorrectordoethemeaningofthetext.Somelines,however,arecorrect.●IthelineiscorrectCT, onyourAnswerSheet.isanextrawordintheCAPITALLETTERSonyourAnswerSheet.exercisebeginswithtwoexamples(0and00).IT0Thearrivalofasophisticatedcomputersystemisasuchbigeventinany00organisation,butitisobviouslydifficulttomakethemostofthistypeofinvestmentwithoutpropertraining.ITtrainingcanbeexpensivecostand,despitethegoodintentionsofthepeopleareinvolved,ahugeamountoftrainingiswastedeveryyear.Quitefrequently,untilstaffcontinuetostrugglewithcomputersystemsthateithertheydonotunderstand,ortheycanonlyexploittoafractionoftheirtruepotential.Acommonmistakeismadetorushinandtrainpeopletoosoon.Thisistobeexpected.Quitereasonably,thelogicissothatitisbettertotrainpeopleearlythannottodoitatall.Thedifficulty,however,isthatpeople'smemoriesareshort,sobettertotrainpeoplewhenthe'golive'datewhichisknown.Thiswaytheirknowledgewillstillbefreshwhentheyhavetoputitintopractice.Itmayalsobeanerrortocommissionanexternaltrainingorganisationbecauseoftheirstandardmaterials11 maynotbesuitable.Analternativeoneistopilotthesoftwarewithateamofcapable12 employeesandonceagaintheyarefamiliarwithitsoperation,theycanthentrainothers1.COST2.ARE3.UNTIL4.2.ARE3.UNTIL4.CORRECT5.MADE6.SOSampleASampleBSampleASampleB7.CORRECT8.WHICH9.CORRECT10.8.WHICH9.CORRECT10.OF11.ONE12.AGAINWRITINGPARTONE1.workintheInformationTechnologydepartmentofalargecompany.Therehasbeenadelaysetnewcomputersystem.anallstaff:●apologisingforthedelaywhytherewasaproblemsettingupthenewsystemwhenthenewsystem●Write40-50words.willbeready.[解析]SampleAScales MarkCommContent 5 AllcontentisrelevanttothetaskandthetargetreaderwouldbefullyinforCommunicativeAchievement

Communicatesthemessageeffectively.Theformat,registerandnaturaltone(A5 youalreadknow)areallappropriatetothetaskandwouldhaveapositiveeffeonthereader.Organisation

Theemailiswell-organisedwiththecontentexpressedinalogicalorderwithtwoparagraphs.Language

5 Theemailusesagoodrangeoflexis(sincere

gkedown)andsomecomplexgrammaticalforms(itwillbepossibleto).SampleBScales MarkCommContent 5 Allthecontentisrelevanttothetaskandthetargetreaderwouldbeinformed.Communicative3 Usesemailconventionstocommunicatestraightforwardideas(IamsorrytoinforAchievement youthat...).Organisation3 Theemailiswell-organisedwiththecontentexpressedinalogicalorder.organisationalfeaturesareused(so;after).Somecomplexgrammaticalformsareused(hasbeenadelaysettingup)andaLanguage 4

rangeofvocabularyincludinglesscommonlexis(stableelectricityfacility).errorsaresometimespresentinmorecomplexstructures(thenewsystemwillbereadyuntilnextMonday)butthesedonotimpedecommunication.PARTTWOworkinthesalesdepartmentofalargetelevisionmanufacturer.Yourlinemanageratheadoaskedyouforareportaboutsalesinyourregion.attheinformationbelow,onwhichyouhavealreadymadesomehandwrittennotes.hen,usingallyourhandwrittennotes,our●Write120-140pany'ssalesinyourovermonths.Doyouthinkdemandforourproductswillimproveandcanyoumakesomesuggestionsforincreasingsales?. ISuggestoonsforincreasingsalesoftelevision

yes-innext6monthe0veexampspecialoffersforcustomersnewadvertisingcampaign-- - - j givedetails--1,improvetechnologyand+ --/ customersVtantampleC -- 1ReportonsalesIntroduction:Thsreportaimstosuggestt.ragietomprovetelevisiTV)sales.FAccortoallhaveprevious3monhs.ButIhaveconfidenhatthecu!:itoersneedstoourproductswillincreaseinnext6months.ConcAsaesultofanayssabovIwiiv!:iuggestiona!oll:cantothattheycanbuymoreproductsatmorereasonabeprice.Seconywecanaunchanewadvertisingcampignigoldeweekinvgsomeasmagazines,toprogandmoreandcustomerswanttowatchmoviesatshouldimproveourTV'saudgivethemarealcinemafeel.Recommendation:Throughthosestragiesmentwinthiswar.SampleD[解析]SampleCScales MarkCommContent 5 Allthecontentisrelevanttothetaskandexpandedappropriately.Thetargetwouldbefullyinformed.Communicative

Theformatandregisterareappropriateforareport.ThetextcommunicatesAchievement

straightforwardideas(wecanofferdiscountstocustomers)andholdsthetargeOrganisation

reader'sattentioneffectively.Thereportiswell-organisedwithaclearintroductionandrecommendation.writerusesavarietyoforganisationalfeaturesincludingsengwords(Secondly),headings(IntrodgsConclusions)andbulletpointstoorganisethereporteffectively.Usesarangeofsimpleandcomplexgrammaticalstructures(havetheycanbuymoreproductsatmoreandarangeofvocabulary,Language 4 includinglesscommonlexis(cinemafeel;saleswar).Errorsarepresentbutdimpedecommunication(customers'needstoour.SampleDScalesContent

MarkCommentary2 Thetargetreaderisonlypartlyinformedduetominoromissions.Contentisnotadequatelyaddressed(wedeciedtoimproetechnologmpalCommunicativeAchievementOrganisation

Theregisterisgenerallyappropriatetothetask.However,thegenreisnotenappropriateforareport(MrMike).Straightforwardideasarecommunicated,Thereportiswell-organisedusingavarietyoforganisationalfeaturesandcohdevicesBut;Since)anditforthefallinsalesandweforthecomEverydaybusinessvocabularyandsimplegrammaticalformsareusedLanguage 1

(wewillimprovethissittldliketo...),Errorsarenoticeablebutthemeaningcanstillgenerallybedetermined(theecnomiccriss..uluceoursdiliver;improetechnology).LNPARTONE●Youwillhearthreetelephoneconversationsormessages.twowordsoranumberinthenumberedspacesonthenotesorformsbelow.●Aryouhavelistenedonce,replayeachrecording.ConversationOneatthenotebelow.●Youwillhearamancallingacolleagueaboutmakingchangestohisschedule.1.CANCELLEDWoman:Hello.Jackson'sAssociates.Man:Oh,hi!It'sme,James.JamesHorrocks.Woman:Oh,James!Whereareyou?Man:I'monthetrain-butI'mstillinLondon!There'sbeenalongdelayandI'mgoingtobeverygoingtohavetoreschedulemymorning.Couldyoudealwithitallforme?Woman:Sure...Man:I'vegotameetingathalfpasttenwithJohnRowofAPEWoman:Whatdoyouwantmetodoaboutit?ShallItrytogethimtocomelater?Man:Thatmeetingwillhavetobecancelledorthewholemorning'sschedulewillbeimpossible.Woman:Right.Man:Now,I'dalsocalledamarketingmeetingforeleventhirty.Couldyougiveeveryonealatertimakeittwelvethirty.Woman:OKthen.Man:Andasit'llbelunchtime,couldyoucallJimDavistoarrangealunchvenue?Peoplewon'tmimeetingifweofferthemfood!Woman:OK.Man:Oh,and,um,also,Iwon'thavetimetoseeFredaBellwhenIfinallygetintotheoffice.Couherforme?Otherwise,she'llthinkI'veforgotten.Woman:Fine.OK.Anythingelse?Man:Nothingatthemoment.Seeyousoon,Ihope.Woman:OK.Bye...2.12:30/12-30(PM)/HALFPASTTWELVE/TWELVETHIRTY3.2.12:30/12-30(PM)/HALFPASTTWELVE/TWELVETHIRTY3.(a)LUNCH(VENUE)4.(A/AN)EMAIL/E-MAILConversationTwoatthenotesbelow.willhearawomanleavingamessageforacolleagueabouthisslidesforapresentation.1.STATISTICS/STATS[聽力原文]Hello,John,it'sChristine.I'vejustlookedthroughtherevisedslidesforyourpresentation,andmuchbetter.I'vegotacoupleofgeneralcomments.Youthoughttheremightbetoomanyslides.Idon'tthinkthat'saproblem,thoughseveralwouldbeyoureplacedthestatistics.Afewwordswouldbeeasiertotakein.Thendon'ttheslidesstrikeyouaslookingratherdullandpredictable?Thecontentisfine,buttsomevariety.Maybeaddingafewanimationswouldhelp.Andtwoquitespecificpoints.Somethingseemstohavegonewronginslidethree.Thegraphisfinemakesenseofthebarchart.Itdoesn'tbearanyrelationtowhat'sgonebefore,orafter.Andfinally,Irememberwediscussedthegrammarmistakeyouhadinslidesix,andyou'vedealtwitifyouhaveanotherlook,I'msureyou'llnoticethespellingerrorthat'screptin.OK,onceyou'vedealtwiththat,it'llbefine.Goodbye.2.DESIGN3.2.DESIGN3.(BAR)(-)CHART4.SPELLINGERROR/MISTAKEConversationTatthenotesbelow.willhearawomangivinginstructionstoacolleagueaboutdealingwithjobapplications.1.MEDIA(STUDIES)[聽力原文]Woman:Hello?Man:It'sPeterherefromPersonnel.TheapplicationsforthePublicityCo-ordinatorpost-howdoyosortthem?Woman:First,couldyoulookatthequalifications,andrejectthosewhohaven'tdonemediastudiesITtrainingourselvesifnecessary.Man:Right.Woman:Thenthesecondtimearound,takealookatthePreviousExperiencesection...Man:Yes.Woman:Andpickouttheoneswho'veworkedaspartofaprojectteambefore.Man:Inasimilarcompany?Woman:Atthisstageitdoesn'tmatterwhetherit'sinaserviceindustryoranyotherkind.Man:OK.Anddidyouwantmetoarrangeinterviewdatesyet?I'llneedtobooktheroomswellaheadWoman:I'lldothatwhenyou'vedecidedonthefinallist.Beforetheinterviews,canyougetreferofthecandidates?Don'tbotheraskingforcopiesoftheircertificatesyet.Man:Noproblem...andwhatshallIdowiththeirapplications?Woman:Canyouforwardthemtosectionheads?They'llprobablysortthemabitmorebeforetheygomarketingmanager.Man:I'lldothatbeforeI...2.PROJECTTEAM3.2.PROJECTTEAM3.REFERENCES4.SECTIONHEADSPARTTWOnewillhearfiveshortrecordings.Fivepeoplearegivingadviceonhowtogivefeedbacktoempl●Foreachrecording,decidewhatadvicethespeakergives.●Writeoneletter(A-H)nexttothenumberoftherecording.●Donotuseanylettermorethanonce.●Aryouhavelistenedonce,replaytherecordings.Givefeedbackonaregularbasis.Choosetherighttimeandplace.Focusontheconsequencesoftheindividual'sbehaviour.Ignoreyourownpersonalfeelings.Beclearaboutwhatyou'rereferringto,Praisetheindividual'sstrengths.Offerpeoplethechancetorespond.Givefeedbackimmediately.1.F[聽力原文]Basicallythepointofgivingfeedbackistomotivateyourstafftoperformaswellastheycaninisabettermotivatorthantellingsomeonethattheyaredoingawonderfuljob.Idonotbelieveitwrongtimeorplacetodrawattentiontosomeone'spluspoints.Souseyourregularfeedbacksessiontoencourageyourstaffandmakethemfeelgoodaboutthemselvesandtheirvaluetoyourcompany.2.G[聽力原文]WhenIstartedorganisingfeedbacksessionsformystaff,ImadethemistakeofnotlettingthemhaAlthoughI'dcriticisetheirperformancetactfully,andIknewIhadtodosoimmediatelyandinanplace,I'venowlearnedthatit'ssensibletoallowthemtimetoreflect-youcanthenagreetomeetdateifnecessary.Thatmeansyou'vebothhadtimetoconsidertheimplicationsofwhat'sbeensaid.3.A[聽力原文]Mostemployeesfeeltheydon'tgetenoughfeedback.Ontherareoccasionstheydogetit,it'seithsuperficialorit'sbecausesomekindofproblemhasarisen,andsoitcomesacrossasnegative.Theeffectivefeedbackistoallowatimeforiteachmonth,sothatitbecomesamatterofcourse,justroutine.Thenstaffwon'tgetnervousaboutit,andit'llbemorepositive.4.C[聽力原文]Whenamemberofstaffhasmadeaseriousmistakeandyouhavenochoicebuttorespondwithseriounegativefeedback,thenthebestthingistoconcentrateonwhathappenedasaresultofthecriticiThatwayyourcriticismwillcomeacrossasreasonedandcannotbelaterdismissedbytheemployeeaownunfairpersonalopinion.Don'tjustsaythattheworkdonewasnotsatisfactory,butpointoutwhad.5.E[聽力原文]SometimeswhenIwasonthereceivingend,I'dcomeoutoffeedbacksessionswithmybosswonderingonearthhe'dbeentalkingabout.Asaresult,Ialwaysopensessionswithmyemployeebysayingsom'Iwantedtotalktoyouaboutthereportyouwroteyesterday'.IdothisevenwhenI'mrespondingosomethingthathasjusthappened.Itmeanswe'rebothstartingfromthesamepoint.wo●Youwillhearanotherfiverecordings.Fivepeoplearetalkingabouttheirreasonsforjoiningacompany.●Foreachrecording,decidewhythespeakerchosetojointhecompany.●Writeoneletter(A-H)nexttothenumberoftherecording.●Donotuseanylettermorethanonce.●Aryouhavelistenedonce,replaytherecordings.Itwasclosetohome.Theinterviewprocesswasfriendly.Theworkloadwasnottoodemanding.Therewasawidevarietyofworkonoffer.Thefinancialbenefitswereattractive.Themanagementapproachwasdynamic.G.Therewererelevanttrainingopportunities.Thepromotionprospectsweregood.1.C[聽力原文]Ihadreallyenjoyedworkingformylastcompany-IfeltthatIwasreallybeinggivenlotsofdiffeespeciallyindevelopingnewproducts.Butintheend,!felttheyaskedtoomuchofme-Ineverseemanyt