商务英语考试复习材料

商务英语考试复习材料 I. Vocabulary (10%) 1. We like to think we‘re a supportive company whose (wh) staff are loyal. 2. Let me explain some of the reasons why (wh) we‘re making these changes. 3. The company where (wh) I used to work is closing down, apparently. 4. If I do it online, I won‘t have the opportunity for networking (network) with people. 5. I can‘t afford to take (take) any more time off this month. 6. The new performance-related bonus means that we will be given (give) a further 10%. 7. All letters are placed (place) in this tray for delivery. 8. It is reported (report) that the figures will be reviewed in a month. 9. I joined (join) Mackintyre and Co. in 2007. 10. We are doing (do) some consultancy for them at the moment. 11. Interest in our new range is growing (grow) faster than even we anticipated. 12. It doesn’t (do, not) suit people who don‘t want to follow the system. 13. Medical researchers reached the conclusion long ago that smoking is (be) a serious hazard to health. 14. In his Junior year, Gates dropped (drop) out of Harvard to devote his energies to Microsoft. 15. I will bring (bring) my English-Chinese dictionary here tomorrow. 16. Since the opening up of the oilfield, we have been (be) self-sufficient in oil. 17. The student are preparing (prepare) for the university entrance exam at present. 18. He always complains (complain) about the bad service in that restaurant. 19. Sometimes she comes (come) by train, but usually she comes (come) by car. 20. Whenever he went (go) in the past, he wrote (write) down what he saw and heard. 21. You need (need) to find a quiet place to work, where there are no distractions. 22. If you communicate (communicate) with a client on the phone today rather than face-to-face, it‘s still important to dress for work as normal. 23. If we catch an employee stealing, they will be given (give) a verbal warning. 24. The company was set up (set up) by the family‘s great-grandfather. 25. As you can see from my attached CV, I have been working (work) for my current company for over two years. 26. I see from recent press reports that your company have been expanding (expand) its operations in China. 27. I am interested in doing (do) both of them. 28. So would you like to enroll (enroll) for both of them? 29. The new product which (wh) goes on sale nest month isn‘t ready yet. 30. The people who (wh) work for us are all highly qualified. 31. II. Matching (10%) 1 1). This is an account of one business leader‘s experiences. __A_ Salinas outlines_ 2). This book suggests probable trends in the business world. __B__ In this collection of essay, 3). In this book you learn about the lives of business leaders from the past. __D__100 well-known US 4). The writer of this book gives his personal views of what makes a good business leader. __A__ Salinas outlines 5). This book looks at how large companies deal with various problem areas. __C__ This book is a A. Salinas outlines the key qualities of good management in this autobiography. He believes that decisions should be based on facts, not opinions; that people‘s strengths should be exploited; and that disagreement is sometimes necessary. But the main point he makes is that leadership means performing well at all times and setting a good example. 1 B. In this collection of essay, top business leaders predict how businesses will change over the next few years. They analyze changes in business and society and their effects on job markets, as well as taking a look at possible strengths and weaknesses of leading economics and their currencies. This collection outlines a vision of tomorrow‘s business world and the type of leaders that will be required. C. This book is a well-researched study of the problem of leadership in global quoted companies. 160 international business leaders were asked how they added value to their companies and their answers from the main part of this book. Both managers and companies are analyzed in order to show how they cope with difficult issues. A useful book for all senior managers. D. 100 well-known US business leaders through this century are described in this book, which analyzes how their fortunes were made and sometimes lost. The background, business career character and personal life of each individual are outlined, creating an impressive collection of biographies and an excellent reference work. 2. 6). Experience in advertising would be helpful in this job. _D___Marketing Executine 7). This job would probably suit somebody who has worked in the purchasing department of a large chain of stores. __C_ Trainees_ 8). Three years‘ experience would not be enough for this job. __B__group product manaber 9). In this job you would take charge of a product which has been on the market for many years. __A__product mananger 10). To get this job it is not necessary to have work experience. __C__trainees A. Product Manager This company has at present about 30% of the market and a turnover of more than $ 500 million. The person appointed will have responsibility for a long-established product which is a household name. Experience in the insurance market is necessary and a background in accountancy would be helpful. B. Group Product Manager This is a rare opportunity to work at a senior level for a market leader in the food industry, located in the north of the country. The person appointed will report directly to the Marketing Director and take full responsibility for a turnover in excess of $ 80 million and a team of three managers. Applicants need to have a minimum of five years‘ experience in product management. A market research qualification would be an advantage. C. Management Trainees For this exciting position in the leisure industry we are seeking management trainees to develop excellent buying skills. Possibly a new graduate, the successful applicant may have experience with a big national retailer, but must certainly possess excellent negotiation and communication skills. D. Marketing Executive This important position has recently been created by one of the country‘s leading clothes manufactures. It is an outstanding opportunity for a graduate with two years‘ experience in design or magazine publishing. The successful candidate will be given responsibility for a major, recently launched brand. It would be an advantage to have experience of promotional activities. Excellent fringe benefits on offer. 2 11). Listen to what your boss tells you about how well you are working. __C_ Bosses want people _ 12). Realize that your boss will occasionally need to be left alone. __D__ Understand that a boss will 13). Comment on your boss‘s work in a positive spirit. __A__ No boss likes nasty surprises 14). Try to impress your boss with your thoroughness. __B__ Of course there are all 15). Do not hesitate to involve your boss if you have difficulties with your work. __A__ No boss likes nasty surpr A. No boss likes nasty surprises. Thinking you can solve a serious problem before he or she finds out is a doomed strategy. Much better to inform your boss about the situation early on, together with your suggested solution. Also, remember that bosses like praise as much as any employee. Do this without making it obvious, if only to earn the right to criticize (constructively, of course). ?Consideration‘ is the key word. Treat bosses as you hope to be treated – it should help you to move up to the next level. B. Of course there are all the formal things in managing your boss – ensuring that you come to meetings well prepared, that you have a good eye for detail, and so on. But you also need to distinguish effectively between things that are important and things that are merely small details. Bosses like it if you can see ?the big picture‘ because they want to be able to delegate. So it‘s all about psychology, as well as performance. C. Bosses want people to understand their objectives, their way of working and the pressures they are under. If you can understand what sort of individual your boss is, it is easier to appreciate why certain reactions might arise, and thus avoid problems. Also, keep the lines of communication with your boss open. You need to receive ongoing, asking about what you do not understand, and, if necessary, discussing personal issues from outside the workplace. When the gap between you is reduced, so are the difficulties. D. Understand that a boss will want to take the glory when things go well. After all, they take ultimate responsibility, so they deserve some of the credit. Also, find out about your boss‘s outside interests, as this can help to improve the relationship. You may find you have an interest in common. Similarly, recognize that everyone is human, and there are times when a request from you may be unwelcome. Get to know your boss‘s Personal Assistant, who can advise you when it is a good time to talk to him or her. 4 I am now growing increasingly concerned about the dust levels in and around the DNC machine and the surrounding offices. Since the beginning of January we have experienced a number of serious breakdowns of the computer equipment in this area. On each occasion when the equipment has been opened for inspection and repair, there has been such an excessive amount of dust as to cause us considerable concern. ……example……in particular, we have experienced frequent memory failures and disc problems as a result of contamination. Other important equipment has also been affected. (1) B For example . Of even greater concern is the effect on the health of the machinists and office staff working in the area. Several have complained of eye irritation problems, sneezing and general difficulty in breathing, lasting for as long as an hour in certain cases. (2) I Even more serious than I recommend that the following action be taken: Damaged pipes from the extraction systems on the machine should be repaired immediately.(3) D) There can All dust levels should be constantly checked in a controlled way and carefully recorded. (4) G The findings of A much more satisfactory method of dust extraction should be developed as a matter of urgency. (5) A If such a system cannot A. If such a system cannot be produced, improved methods of dust limitation should be investigated. B. For example there have been several instances of photocopiers and printers being damaged by dust. D. There can be no excuse for operating with defective extraction pipes: repairs are needed now. E. We should explore relocating the machine in another part of the building. F. The large amounts of dust has gathered in spite of regular cleaning of both the work area G. The findings of this monitoring should be reported to health and safety officials. H. Inexperienced employees are not permitted to operate the DNC machine. I. Even more serious than these immediate health problems, however, is the possible effect on the future health and well-being of our employees. 3 5 In The Most Common Hiring Mistakes – and How to Prevent Them, Peter Gilbert states, ―In a University of Michigan Study titled ?The Validity and Utility of Alternative Predictors of Job Performance,‘ John and Rhonda Hunter analysed how well job interview accurately predict success on the job. The surprising finding: The typical interview increases your chances of choosing the best candidate by less than 2 percent. E In other words, . This number is not encouraging when you are attempting to recruit and hire a superior work force. So, what will bring you superior hires? C You need to start . At this recruiting planning meeting, you need to follow a specific agenda and make a plan to recruit your new employee of choice. The steps agreed upon in this meeting will ensure that more than a resume and an interview are considered when you evaluate the likelihood of each candidate‘s success in your open job. Recruiting Planning Meeting Checklist Determine the need for a new hire, develop a job specification from a job analysis and a job description. Schedule the recruiting planning meeting with the appropriate attendees, minimally, the Human Resources recruiter and the hiring manager. D Other attendees . Using the job specification, which may also be revised during this meeting, and your experience of other employees who have worked successfully in a similar position, rank the most important qualities, experiences, education, and characteristics that your successful candidate will possess. F This ranking allows (The HR recruiter will use the complete job specification, but the prioritization is helpful.) Now that you have the important requirements prioritized, determine where to advertise the position to develop the most exhaustive candidate pool, including asking for internal referrals. Determine who will interview the potential employees. Plan the interview and follow-up process. Decide upon the candidate screening questions for the HR recruiter and /or the hiring manager whomever will perform the telephone screens. G Assign interview . These questions should be behaviorally –based. You can also write scenarios, or brief role plays, and ask the candidates to tell you how they would solve a particular problem, resolve a common work situation, or improve a work process. Ideally, each interviewer will assess a different area of the potential employee‘s qualifications: cultural fit, technical capabilities, experience, ability to communicate, interpersonal effectiveness, and so forth. B Decide if testing . as an example, you may to give a writing test to a customer service candidate who will communicate with customers chiefly through email. (You need to make sure that every candidate for the position receives the same test at the same point in the selection process; generally test only your finalists.) Identify the appropriate questions for the candidate post –interview assessment by each interviewer. In addition to several generic questions, these should comprise a checklist that closely mirrors the characteristics you have determined are most important in the person you hire. This planning meeting and the recruiting activities that result from it will improve your employee selection process. H An improved recruiting . A. If so, you are missing the opportunity to use additional recruiting and screening methods that will ensure a superior hire. B. Decide if testing will assist you to select the best candidate for the job. C. You need to start your recruiting process with a planning meeting. D. Other attendees can include successful coworkers; an indirect, but interested, manager; and internal customers of the position. E. In other words, flipping a coin to choose between two candidates would be only 2 percent less reliable than basing your decision on an interview. 4 F. This ranking allows your HR recruiter to use these characteristics to write the classified ad, post the job online, and screen the arriving resumes. G. Assign interview topics and questions to the employees who will conduct the interview. H. An improved recruiting and selection process ensures that your organization is selecting candidates who will succeed and star as members of your superior work force. I. Do you select new employees based largely on an attractive resume and the candidate‘s performance at the resultant interview? III. Reading A. Bruce Petter has not always been an executive. He started his career pumping petrol at a filling station, as he explains: ?After I left the army, my friend‘s father, who was Managing Director of a petrol company, recommended that I go into the oil industry. My great-uncle was running our own family petrol company, and I learnt the ropes at a petrol station. I subsequently married the daughter of the Marketing Director but this did not make for the happiest of scenarios. Depending on which side of the family they came from, my relatives thought I should support either my great-uncle or my father-in-law, so I decided the time had come for me to leave the warring factions to fight it out among themselves and move on. He became founding Director of the Petrol Retailers Association. But after a few years he decided, ?I was getting to the stage where I wanted to move on again, so when I heard about the Management Consultants Association post, I applied. He was aware that the selection process for the head of any trade association would, by definition, be protracted because of the difficulty of getting very busy people with mainstream business interests together. The association had 30 member companies at the time, representing a large proportion of the best-known names in the sector, and ?they all wanted to have a look at this individual who had applied to represent their interests, so I saw an awful lot of the membership‘. The President of the MCA confirms what landed Petter the job. ?We saw a lot of people, but there were three things in particular that impressed us about Bruce. His experience of running a trade association was key and it seemed to us that he had a good understanding of how to relate to and inspire a membership made up of very busy partners, often in very large but also some considerably smaller firms. We are also aware that management consultancy is not always portrayed in a favorable light and he has done quite a bit of work on public image and has some very positive views in this area. So, Mr. Petter has taken over from retiring Director Brian O‘Rorke, and a change of mood is now in the air. O‘Rorke was at the helm for 13 years and his successor is reticent when it comes to predicting how his own approach will differ. ?Brian did a magnificent job of sustaining the Association, of holding it together through thick and thin.‘ I detect a ?but‘ in his voice. But? ?I think if you ask anybody who or what the MCA was under his direction, the temptation would be to say ―Brian O‘Rorke‖. Petter feels his own style will be very much determined by the objectives of the members: he sees himself as a channel for those aims, ?I don‘t want the MCA to be perceived as Bruce Petter‘s empire,‘ he says. Mr. Petter clearly has a difficult task ahead, but many of his staff will welcome a more open, modern style and there‘s every indication he will be a success. 1. What do we learn about Bruce Petter in the first paragraph? D A. He likes to think of himself as a loyal person. B. He has a negative view of family-run businesses. C. His military background came in useful later in his career. D. An awkward situation influenced the development of his career. 5 2. When Petter applied for the post of Director of the MCA, he knew that A A. a decision was likely to take a long time. B. Not everyone in the Association was interested in him. C. He would have to face intense competition. D. Some members would oppose his appointment. 3. Which of the following does the MCA president mention as a reason for appointing Petter? A A. his ability to motivate members of an association B. his experience of working in different trades C. his broad network of business contacts D. his previous work in management consultancy 4. The writer notices that, when Petter talks about his predecessor, he D A. expresses some regret for how the Association dealt with him. B. thinks he had been there for too long. C. questions changes he made with the Association. D. indicates he has mixed feeling about his leadership style. 5. Petter says his aim as Director of the MCA is to B A. modernize the Association B. carry out the Association‘s wishes C. set an example of firm leadership to his staff D. expand the membership of the Association 6. What does Petter believe he is able to change? A. the views the MCA holds on industry B. the way in which the MCA decides on policy C. how the MCA is perceived by other people D. the MCA‘s relations with other trade associations B. What exactly does a manager do? This question cannot be answered precisely or easily, Managers in different businesses do different things, and the entire field of management is changing rapidly as so many nations move from a manufacturing based economy to a service-based economy( Peter Drueker, probably America‘ s greatest management theorist, says a manager has two broad goals( The first is ―creation of a true whole that is larger than the sum of its parts.‖ Drucker compares a manager to a conductor of an orchestra who is able to pull together the individual musical parts played by each musician into a beautiful symphony. But unlike conductors, who have a composer‘s score in front of them and only have to interpret it, managers must do more. They must write their own score, and in that sense managers are composers as well as conductors( The second broad goal of manager is to ―harmonize in every direction and action the requirements of the immediate and long range future.‖ In other words, a manager must consider not only the needs of to day but aim the needs of next year and beyond. ―He not only has to prepare for crossing distant bridges---he has to build them long before he gets there.‖ According to Peter Drucker, a manager has five basic tasks: 1. Setting objectives. A manager sets objectives unlike a worker or supervisor, a manager must decide what goals and objectives his or her department or organization must strive to achieve. The manager then must decide what work needs to be done to reach those objectives and direct and communicate with his or her employees to get the work done( 2. Organizing. A manager organizes. A manager must analyze the work that his or her department is responsible 6 for, divide that his or her department is responsible for，divide that work into various jobs, and assign the jobs to employees. All of the classic texts on management emphasize that managers must know how to delegate( 3. Motivating and communicating. A manager motivates and communicates. The manager must turn a group of individuals into a team that works together. To do this, managers need to have excellent ―people skills.‖ They must be good at listening to employees with problems and helping them work out solutions. They must make wise and fair decisions regarding promotions. They must instinctively understand how to encourage and reward superior performance. Above all, managers need to know how to communicate--both orally and in writing---with their superiors and peers as well as with the people who report to them. The need for communication skills is often not recognized by those who desire to become managers. Because of the very nature of their jobs, managers have to ―sell‖ their ideas and solutions to problems to others. This requires abilities ranging from writing a convincing memo or report to standing in front of a group and making a well—organized presentation( 4. Measuring performance. A manager must measure performance. Managers decide what factors are important to the success of the organization and then establish standards against which to measure individual or group performance. To measure performance, managers must collect statistical, financial, ―and qualitative data on how an organization is doing, and then analyzes and interprets the date for subordinates, superiors, and colleagues. 5. Developing people. A manager develops people, including him---or herself. This calls for continual learning so that people can move ahead. Ongoing employee training is one of the main tools used to accomplish this, along with outside seminars and educational programs. Good managers recognize that their most important resource is the people who work for them. They also know that setting an example is the surest and best way to develop people(It is by following a good leader that people learn how to become leaders themselves( ―What a manager does can be analyzed systematically,‖ said Peter Drueker. ―What a manager has to be able to do has to be learned (though perhaps not always taught). But there is one quality that cannot be learned, one qualification that the manager cannot acquire but bring with him. It is not genius; it is character.‖ 1. According to the passage，it is hard to describe what exactly a manager does because____C______ A. a manufacturing-based economy is different from a service-based economy B. managers work in different companies C. the field of management is too broad D. managers do different things in different situations 2. One of the broad goals of a manager is to___A_______ A. learn from conductors and composers B. take care of a company‘s present and future benefitsC. write his own score D. prepare for crossing distant bridges 3. A manager should not only set objectives but also_____B_____ A. show how to reach these objectives B. tell his staff what to do first C. provide his staff with related information D. direct his staff to reach these objectives 4. To offer promotion to a right person plays an important role in____D______ A. communicating with employees B. motivating employees C. decision-making D. a manager‘s ―people skills‖ 5. To develop people means to____A______ A. help people do their work well B. share other people‘s duties C. help people realize their potentialitiesD. encourage people C. However, attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain. 7 According to Chris Bolton of KS Management Consultants, 70% of mergers fall to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favorable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organizations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles. This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies‘ skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organization. This illustrates the need to compromise if a merger is to take place. But even in mergers that do go ahead, these can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organization. In the food sector were planning to merger, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company‘s approach would have worked for the other. The answer is not to adopt one company‘s approach, or even to try to incorporate every aspect of both organizations, but to create a totally new culture. This means taking the best from both sides and making a new organization that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies with differing management styles are the ones that need to work hardest at creating a new culture. Another tool that can help to get right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and hoe its politics, economics and history impact on the way business is done. 1. According to the text, mergers can encounter problems when C A. contracts are signed too quickly. B. experts cannot predict accurate figures. C. conflicting attitudes cannot be resolved. D. staff are opposed to the terms of the deal. 2. According to Chris Bolton, what do many organizations do in preparation for a merger? A A. ensure their interests are represented B. give reassurances to shareholders C. consider the effect of a merger on employees D. analyze the varying strengths of their staff 3. The proposed merger of two pharmaceutical D A. major shareholders were opposed. B. there was a fail in the demand for their products. C. there were problems combining their areas expertise. D. an issue of personal rivalry could not be resolved. 4. According to the text, focus groups can help companies to D A. develop new initiatives. B. adopt contingency plans C. be decisive and react rapidly. D. evaluate how well matched they are. 5. Creating a new culture in a newly merged organization means that B A. management styles become more flexible. B. there is more chance of the merger working. C. staff will find it more difficult to adapt to the changes. D. successful elements of the original organizations are lost. 8 D. Generally, the culture of any firm can be described as principally action-orientated. That is to say, the behavior that the managers exhibit tends to one of these three approaches to leadership and management. In successful firms where leadership is action-orientated, the culture is generally driven by one or a handful of managers who present a strong vision for the firm and lead by example. The emphasis is on getting things done, on driving for change. Such leaders constantly infuse energy throughout the firm and reinforce it through training that emphasizes individual action, showing initiative, taking considered risks and stressing individual output and results. It is a dynamic culture that rests on individuals being motivated to rise to the challenges of the business and being willing to take on responsibilities, often beyond what is considered their normal role. The downside is that the approach can be somewhat ?one-sided‘, overlooking the need for systems to handle routine matters, and taking for granted that people are all driven by a sense of challenge. It can result in the strong and quick riding roughshod over the more considered and thoughtful. When overdone, action-orientation becomes ?flare‘ behavior, insensitive to differences in situations and people. However, people-orientated cultures are not warm and cuddly. They respect people, support them and develop them – but they expect them to perform. If people fail to live up to expectations after proper training investment, appropriate steps are taken. The downside of people orientated cultures occurs when responsibility is not appropriately delegated. Insufficient challenge for bright, trained people leads to poor performance. Equally, giving people more than they can handle without properly preparing them, and without providing adequate support if they initially falter, leads to the same result. Successful system-orientated cultures focus on trying to deal systematically with recurring problems and situations. Basically, they have their feet on the ground; in most organizations, 80% of what is done is routine, and the system orientated firm knows this. So its procedures handle the routine, leaving managers to use their energy on that 20% of the work that needs their expertise. The essence of a successful system orientated culture is its ability and willingness to constantly question its systems. Such organizations tend to have strong corporate cultures, and people have to buy into them before being given the right to question and criticize. But given that, every process is up for evaluation and improvement. The rule book really matters, but it is not cast in stone. Away from the rule book, initiative is a key characteristic, but it is initiative in a strong team environment. People consult where possible and take individual decisions only when it is not. 1. According to the text, a company that has an action-orientated approach to management is likely to B A. accept that some initiatives will be more successful than others. B. view staff in terms of their personal achievements. C. emphasize the importance of staff input into strategy. D. expect staff to work extra hours without remuneration. 2. Which of the following does the writer consider a disadvantage of action-orientated management? D A. It attracts people who are unreliable. B. It focuses too heavily on controversial issues. C. It gives out the wrong kind of message to new recruits. D. It makes a questionable assumption about human behavior. 3. Unlike action-orientated companies, those who favor people-orientated management C A. keep a watchful eye on what their employees do. B. are unwilling to tolerate errors of judgment. C. are sensitive to individual differences. D. see indecision as a positive feature. 4. According to the text, which type of person may under-perform I a people-orientated company? A A. an intelligent person who lacks stimulation B. a new member of staff who is keen to learn new skills C. a new employee who is given a challenging role D. an individual who learns less quickly than others 5. In the writer‘s view, the system-orientated approach is B A. visionary B. realistic C. uninspiring D. outdated 9 题目:Not sold on sales? 1. In the first para., the writer says it‘s easier to start conversations at dinner parties. B A. If you are in sales B. If you are in marketing C. If you are a fighter pilot D. If you lie 2. According to the writer, the truth is that C A. Marketing is a better profession. B. Sales is actually more glamorous than marketing. C. More people are in sales than marketing D. There are more graduated in marketing. 3. One reason Ross Snowdon likes sales more than marketing is because B A. it‘s better paid. B. You see real results C. You meet more people D. You can work on your own. 4. it‘s difficult to attract graduates into sales because D A. Many aren‘t suited to it. B. They aren‘t passionate C. They don‘t have the right qualifications D. Of a false perception. ?. Cloze I am pleased to report that, although we had been expecting poor results for this half year because of slow growth in the world economy, the company has (0)__B__ very satisfactorily. Operating profits for this first half are in fact very much (41) _____ with those for the corresponding (42) ____ last year. Profits reached ,115 million before tax, compared with ,116.3 million last year. Much of our success in the last six months can be (43) ____ to the fact that all our major construction projects remained on schedules. Particularly pleasing was the early (44) ___of a major building contract in Canada. The company has made good progress with the initiatives announced at the Annual General Meeting. The majority of shareholders (45) ___ the Board‘s decision to sell the company‘s loss-making engineering (46) ___. It was the Board’s belief that the company would (47) ____ most benefit by (48) ____ its resources on the expansion of its construction activities. Negotiations with a potential buyer began in February and are now at a critical (49) ___. However, we feel that we are not as yet in a (50) ____ to comment on what the outcome is likely to be. In June, we made a successful (51) ___ for the Renishaw Construction Company of Hong Kong SAR, in order to give us greater (52) ____ to markets in South East Asia. We still have sufficient resources to pursue our growth (53) ___, and are at present (54) ___ several other business opportunities which, like Renishaw Construction, would (55) ___ new markets to us. B 41. A. in order B. on track C. in line D. on target D 42. A. session B. term C. season D. period A 43. A. attributed B. referred C. assigned D. designated C 44. A. termination B. ending C. completion D. finalizing D 45. A. confirmed B. maintained C. agreed D. supported D 46. A. portion B. component C. sector D. division B 47. A. have B. gain C. find D. earn A 48. A. focusing B. directing C. pointing D. strengthening D 49. A. height B. step C. edge D. stage 10 C 50. A. condition B. point C. position D. capacity D 51. A. request B. price C. demand D. bid A 52. A. access B. approach C. admission D. entrance A 53. A. strategy B. process C. promotion D. system C 54. A. inquiring B. deliberating C. exploring D. searching B 55. A. send B. open C. provide D. give It‘s not quite true that a great salesperson can sell anything to anyone. For a (41) __________ they might not need it-and sales is all about meeting needs. (42) __________, selling is one of those things that can happen to anyone, no (43) __________what their job description, so here are the basics. Step 1 Build trust You need to (44) _________ trust with the person to whom you are selling. They don‘t have to be your best friend but essentially people don‘t buy from people they hate or distrust. Step 2 Don’t misunderstand the customer Understand the needs of the other person. They it‘s up to the salesperson to (45) __________that the benefits of their goods or services match the requirements. Without that, you have no sale. Step 3 Ask clever questions Ask questions to find out what the customer‘s problems and issues are. Then think (46) _________what the needs must be. It‘s often more (47) __________than asking the obvious. ?What do you need?‘ Step 4 Know your stuff It (48) ____without saying: know your product and understand the marketplace into (49) _____ you are selling. Step 5 Don’t overload people with (50)__________ You need to know every product specification but your customer doesn‘t. Essentially, he or she needs to know how it will make their life (51) _________. If later on they want the dimensions, they‘ll find it on your website. Step 6 Salespeople are not necessarily born The classic (52) _________of a salesperson is someone who is outgoing. But like customers who come in all personality types, sales people can (53) _________. The main thing is to be able to reflect and react to a customer‘s personality. Step 7 Be prepared to fail It doesn‘t matter how good you are, you will get (54) _________. Sales is full of knockbacks, so don‘t get hung up on it. (55) _________on to the next customer. B 41. A. beginning B. start C. customer D. first A 42. A. However B. Although C. Because D. Whatever D 43. A. much B. more C. way D. matter C 44. A. set up B. find C. establish D. know D 45. A. perform B. compare C. present D. demonstrate B 46. A. along B. through C. out D. across C 47. A. clear B. efficient C. effective D. better A 48. A. goes B. moves C. does D. makes B 49. A. what B. which C. whom D. where A 50. A. details B. offers C. discounts D. prices B 51. A. good B. better C. well D. best D 52. A. vision B. look C. focus D. image B 53. A. change B. vary C. listen D. buy C 54. A. sent back B. recruited C. turned down D. contracts C 55. A. Phone B. Try C. Move D. Contact 11 V. correcting. The importance of listening 0. Women tend to be very good at it. Men are usually the worse. Not doing THE 1. it might lead to conflict but using it such effectively can lead both sides to __SUCH_ 2. compromise and agreement. Listening, and more importantly, that showing THAT__ 3. you’re listening is one of the most useful skills as in business. Firstly, you ___AS____ 4. can use it to ‘coach’ and develop your staff by asking them questions _________ 5. and for reserving your comments or feedback for later. Secondly, effective __FOR__ 6. listening means to avoiding interruption or formulating a response even __TO___ 7. before the other speaker has been finished. This can prevent disagreement. _BEEN_ 8. Take on angry customers on the phone, for example. A few simple phrases __ON___ 9. to show you see their few point of view will calm them down and make ___FEW_ 10. them ready to be helped by. So next time you’re preparing to speak, pause _BY___ 11. and ask yourself: Have I listened to them? Do they know I’ve listened? ________ 0 Training is not a cost . It‘s an investment . It really doesn‘t matter that what we pay 00 for an investment . What is relevant is what we get in return . One of the easiest 1 ways is to put an organization‘s future at risk would be to view training primarily as IS 2 a cost , and therefore provide with substandard training that operates only as a WITH 3 temporary solution . Many companies attempt to quantify as the results of training. For AS 4 example , a person paid $50,000 a year who wastes just one hour a day costs the 5 organization between $6,250 per year . So if the organization sends 25 people for BETWEEN 6 training and they all receive the same benefit , this would equal from $156,250 FROM 7 savings per year . A few of years ago , training , apart from showing employees OF 8 what the basics of doing the job , was an optional extra for most organizations . WHAT 9 Today this is no longer than the case . If we continue doing what we do in the same way , THAN 10 most of us and our organizations will become obsolete within the five years . This is THE 11 because of our competitors are helping their staff to become more effective through OF 12 training . They understand that if the real price of not training is the company falling IF behind as a result . 12 VI. Translation 1. 从2001年开始到现在，我一直担任A&G公司营销总监秘书一职。 I have been a secretary to the Marketing director at A&G since 2001. 2. 过去几年间，我一直在一家跨国大公司当秘书，我想申请贵公司在The Korea Time 2011 年9月17日刊登的招聘广告里的秘书一职。 With several years’ experience as a secretary in a multinational corporation, I would like to apply for the position of executive secretary which you have advertised in the September 17, 2011 issue of the The Korea Times . 3. Qualified applicants may e-mail their resumes with a photo to clare.woo@agkorea.co.kr 符合上术要求的应聘者请将附有照片的个人简介发至clare.woo@agkorea.co.kr。 4. Basically, the sales and marketing secretary will render administrative support to the marketing director and the Sales and Marketing Department. 基本上来说，营销部秘书负责辅助营销总监和营销部整个部门的行政工作。 5. The minutes of the last meeting, having been previously circulated, were approved and signed by the Chairman as a correct record. 上次会议的会议记录已事先传阅，该会议记录已被确认通过并由主席签字。 6. The meeting suggested inviting experts from Canada to give a training course to all the employees of the company. 与会者一致提议从加拿大聘请专家为公司全体员工开设培训课程。 7. 晚上8点45分休会 The meeting adjourned at 8:45 p.m. 8. 没有其他事项，主席宣布会议结束。 There being no further business, the chairperson closed the meeting. 9. 人事部经理陈明强先生未能出席。Apologies for Mr. Chen Mingqiang, the manager of HR 10. 请大家就该问题轮流发言。 You can speak on the subject in turn. 11. 全体一致同意下次会议于2010年7月1日上午10点在会议室举行。 It was agreed that the next meeting will be held in the conference room, at 10:00 a.m. July 1st, 2010. 12. 主席指出本委员会无权做出这个决定。 The chairman pointed out that it was not within the Committee‘s power to make such a decision. 13 14