试题 15

Candidate Name _______________ Centre Number Candidate Number

UNIVERSITY OF CAMBRIDGE LOCAL EXAMINATIONS SYNDICATE
Examinations in English as a Foreign Language
BUSINESS ENGLISH CERTIFICATE 0352/1
Vantage
Test of Reading Test 022
Saturday 1 JUNE 2002 Morning 1 hour
Additional materials:
Answer Sheet


TIME 1 hour
INSTRUCTIONS TO CANDIDATE
Do not open this paper until you are told to do so.

Write your name, Center number and candidate number in the spaces at the top of this page. Write these details in pencil on your Answer Sheet if these are not already printed.
Write all your answers in pencil on your Answer Sheet—no extra time is allowed for this.
Read carefully the instructions for each part and the instructions for completing your Answer Sheet.
Try to answer all the questions.
At the end of the examination hand in both this question paper and your Answer Sheet.

INFORMATION FOR CANDIDTES

There are forty-five questions on this question paper.

This question paper consists of 10 printed pages and 2 blank pages.
SP(SLC) S22086/3
UCLES 2002 Turn Over
PART ONE
Questions 1-7

 Look at the statements below and the book reviews on the opposite page.
 Which book (A, B, C or D) does each statement 1 – 7 refer to?
 For each statement 1 – 7, mark one letter (A, B, C or D) on your Answer Sheet.
 You will need to use some of these letters more than once.

Example:
0 It includes studies of a number of companies around the world.
1 It looks at how business organizations can affect the environment.
2 It contains practical advice for people involved in data collection.
3 It claims that earlier analyses of this aspect of organizations were too simplistic.
4 It examines contrasting approaches to staff selection.
5 It gives a better explanation of the issues than other books on the subject.
6 It draws on the personal experience of the writers.
7 It looks at how external influences can impact on the effectiveness of managers.

A
MANAGERS IN THE MAKING
    As examples of ‘organizational’ and ‘market’ approaches to society, Japan and Britain provide a useful contrast, showing the national and cultural factors which affect the performance of executives. There is extensive research data behind this book, and key areas of comparison between the two countries include their different systems of recruitment and their diverse attitudes both to management control and the work environment.

B
Analyzing Organizations
    This book provides support for managers who need to plan organizational research with a step-by-step, ‘how-to’ guide. The authors describe each part of the process, the advantages and disadvantages that result from many of the choices that must be made, and the lessons they have learnt from years spent designing and conducting surveys. The sections on research into recruitment and employment relationships are particularly informative.

C
The Culture Of Organizations
This book looks at the culture of business organizations and the writers suggest that this is more complex and diverse than had previously been recognized. A variety of different and non-traditional research settings across industries are represented, including a car plant in Slovenia, a US software developer and a Korean electronics company.

D
Images Of Organizations
    This book shows how organizations can be managed and designed in new ways. There are chapters on the complexity of corporate culture, and on how managers can deal with the negative impact organizations may have on society and the natural world. No other publication covers the arguments so clearly while developing the implications for management with such force

PART TWO
Questions 8-12
 Read the article below about a recruitment company.
 Choose the best sentence from the opposite page to fill each of the gaps.
 For each gap 8-12, mark one letter (A-G) on your Answer Sheet.
 Do not use any letter more than once.
 There is an example at the beginning. (0).

PROSPECTS ARE GROWING
Jane Woodford, head of Prospects recruitment group, talks about how the company is set to grow.

    How many jobs have managing directors reading this article had already? Five? More than ten? Well, Jane Woodford, head of the Prospects recruitment group, has had an amazing seventeen jobs. Woodford has kept a careful count of jobs, which include working in fast food, at a theatre and as a dress-maker. (0) …… In February of this year, after several years as a partner in the business, she became the managing director of the Prospects group.

    Prospects was started in 1988 as the Job Shop group, by Hilary Marks. A former estate agent, she decided to go it alone and launched the company in a three-metre by three-metre office, after a downturn in the property market. (8) …… ‘I don’t think she believed she could find anybody who cared as much about her ‘baby’ as she did,’ says Woodford.

    Surely it must have been difficult for Marks when Woodford became the MD and she became marketing director? Yes, Woodford agrees it was: ‘It was extremely hard for Hilary, because originally she had been her own boss. But how to manage changes in the company was something we all had to learn about.’ (9) …… Some benefited from this opportunity while others didn’t, though the company has only lost two of its long-serving managers.

    The change in the head of the company happened at the same time as the company’s name changed. A brainstorming session between Woodford, Marks and their accountant produced the name Prospects. The company now has three separate trading divisions, each with its own internal management structure. One of Prospects’ operations, New Directions, provides IT training for clients and courses about employment affairs for students, teachers and educational advisers. (10) …… ‘We need to be closely involved with the educational system,’ she says.

    Always looking to encourage and motivate staff, Prospects has appointed team leaders, giving them extra responsibility for dealing with the company’s accounts, budgeting and day-to-day operations. (11) …… ‘We accept that they may go on to become directors of other companies,’ Woodford explains.

    So, what are Woodford’s own ambitions for Prospects? ‘I’d like to consolidate all the work we have already done and continue to build up a good team of people,’ she replies simply. (12) ……

    ‘When a recruiter has been with us for three years we offer financial bonuses towards the cost of opening his or her own Prospects branch,’ she says.

A
The reasoning behind this decision was that these people will help the company to progress, and yet their own careers will benefit at the same time.

B
Originally, she wasn’t looking for a business partner at all.

C
She joined the company in 1995 as business development manager, and became a shareholder in 1996 and a director in 1997 before taking on her current position.

D
Woodford sees this activity as particularly important for Prospects because recruitment isn’t something she believes should stand on its own.

E
She is also keen for her trusted consultants, as she calls them, to share in the company’s success through its internal reward scheme.

F
Discussion group were set up to help staff at every level make necessary adjustments.

G
This very wide experience of working life has without a doubt helped her as a highly successful recruiter.