ReadingComprehension
SectionA
Directions:Therearetenincompletesentencesinthissection.ForeachsentencetherearefourchoicesmarkedA,B,CandD.ChoosetheONEthatbestcompletesthesentence.Thenwritedowntherightanswerinthebracketsforeachsentence.Thissectiontotals10points,onepointforeachsentence.
()1.Wecansupplyallthebicyclesyourequired____________stockandarearrangingshipmentbyM.V.Mermaid.
A.forB.from C.to D.against
()2.Wewouldliketoremindyouthatthe__________L/CmustreachusbeforeMarch10
sothatwecanmakeshipmentingoodtime.
A.coveringB.cover C.coveredD.beingcovered
()3.Wehavereceivedyourletterof28March,___________ustomodifythepreviousarrangementsfortheshipmentofthecaptionedorder.
A.askedB.toask C.beingaskedD.asking
()4.InourletterofMay5,wemade__________clearthatshipmentistobeeffectedinJune.
A.youB.them C.thatD.it
()5.Wealwaysdeal_______________paymentbysightL/C.
A.with B.in C.at D.on
()6.Thisofferis_____________toyourreplyreachingusbeforethe20thofFebruary.
A.subjectingB.subject C.subjectedDtosubject
()7.____________weareappreciatingthegoodqualityofyourblacktea,weregretthatyourpriceappearstobeonthehighside.
A.WhileB.When C.HoweverD.Therefore
()8.Weherebyauthorizeyouto___________onusat60daysaftersighttotheextentofUSD20,000.00.
A.open B.establish C.draw D.build
()9.Ifpartiestoacontractdesiretosettledisputes,anarbitrationclauseisusuallymadeinthecontractwellbeforeadispute_____________.
A.risesB.arisesC.lookD.appear
()10.Somecustomersrequestedusto_____________ourpricebecausetheyconsideredit
toohigh.
A.putdownB.getdownC.takedown D.bringdown
TroublewithTeamwork
MaryOwenexaminestheroleandefficiencyofteams
Recruiterssaythatcandidateswhocangiveexamplesofworktheyhavedoneasmembersofasuccessfulteamareinasstrongapositionasthosewhocanpointtosignificantindividualachievement.Indeed,toomuchofthelattermaysuggestthatthepersonconcernedisnota'teamplayer'-oneofthemoreseriousfailingsinthebookofmanagement.
Theimportanceofbeingateamplayerisasideeffectoftheincreasinginteractionacrossdepartmentsandfunctionaldivides.Insteadofpushingreports,paperworkanddecisionsaroundtheorganisation,'teamsprovideadynamicmeetingplacewhereideascanbesharedandexpertisemorecarefullytargetedatimportantbusinessissues,'saysSteveGardner,inhisbookKeyManagementConcepts.Headds,'Globalisationhasaddedafurtherdimensiontoteamwork.Multinationalteamsnowstudypolicydecisionsinthelightoftheirimpactonthelocalmarket.'
Butisteamworkingbeingoverdone?'Somemanagersareonasmanyassevenoreightdifferentteams',saysDrCathyBandy,apsychologistwhorecentlyranaconferenceonthesubject.'Theytakeupsomuchtimethatmanagerscan'tgetonwithcoretasks.'Formingteamsandhavingmeetingshas,shesays,becomeanendinitself,almostregardlessofpurpose.Thereisalsothedangerofanunhealthydesiretokeeptheteamgoingaftertheworkhasbeendone.'Peoplefeeltheneedtobelong,andteammembershipcanprovideakindofpsychologicalsupport.'
Theideabehindteamworkingisthat,whentherightgroupofpeopleisbroughttogether,a'force'developswhichisgreaterthanthesumoftheirindividualtalents.Thisisoftentrueinsport,wheregoodplayerscanreachunexpectedheightsasmembersofaninternationalteam.However,fewbusinesssituationshaveasclearasetofobjectives,orasclearcriteriaofsuccessorfailure,aswinningamatch.
'Inbusiness,everyoneneedstobeclearaboutwhatthechallengeisandwhetherateamistherightwayofapproachingit',saysSteveGardner.'Unfortunately,peoplefocusinsteadonwhothemembersoftheteamshouldbeandwhatrolestheyaretoplay'DrBandyagrees.'Thereisalwaysadangerthatteamscanturnintocommittees,'shesays.'Inalotofsituations,oneortwoindividualswouldbemuchmoreeffective.'
Sowhatmakesasuccessfulteam?Therearesomegeneralqualitiesthathavebeenidentified.SteveGardnerrecommendsthatineveryteamthereshouldbesomeonewhoisgoodatresearchingideasandanotherwhoisgoodatshootingdownimpracticalones.Thereshouldbethosewhocanresolvethetensionsthatnaturallyoccurinateamandotherswhoarefocusedongettingthejobdone.Also,providingaclearandachievabletargetattheoutsetisthebestwayofensuringthattheteamwillmoveontogreaterthings.
13、Whatpointdoesthewritermakeaboutteamworkingatthebeginningofthearticle?
AItisthemostsuccessfulformofmanagement.
BIthaschangedtherecruitmentprocedureincompanies.
CWell-runteamsstillallowindividualstodemonstratetheirtalents.
DBeingateamplayerisnowconsideredanessentialmanagementskill.
14、Accordingtothearticle,teamworkdevelopedwithincompaniesasaresponseto
Amodernofficedesign.
Bchangingworkpractices.
Careductioninadministrativetasks.
Dtheexpansionofinternationalbusiness.
15、Inthethirdparagraph,DrBandysuggeststhat
Amanyemployeesdonotenjoyworkinginteams.
Bsomemanagersarenotveryeffectiveteamleaders.
Csometeamsarecreatedunnecessarily.
Dfewteamsarewellorganised.
16、Accordingtothewriter,teamworkismoreeffectiveinthefieldofsportbecausetheplayers
Aknowwhattheywanttoachieve.
Baremorecompetitivebynature.
Chavemoreindividualtalent.
Dcanbedrivenbynationalpride.
17、SteveGardnerandDrBandyagreethatwhenabusinessteamiscreatedpeopledonotpayenoughattentionto
Athestructureoftheteam.
Balternativestotheteam.
Cselectingtheteammembers.
Ddirectingtheteam'sactivities.
18、WhatisSteveGardner'sadviceonoperatingasuccessfulteam?
AMaintainaflexibleapproachtomembership.
BAllowpersonalitiestodevelopwithintheteam.
CSelectpeoplewhofitnaturallyintocertainroles.
DMakeeveryefforttoavoidconflictbetweenmembers.
SectionD
Evenifyougetworkdoneandgenerallygetalongwithco-workers,youcouldhavehabitsthatbugyourboss(nottomentionyourofficemates).Whilethesequirksmaynotnecessarilygetyoufired,theycertainlycankeepyoufromclimbingthecorporateladder.We’veuncoveredanumberofhabitsthatbugyourbossandoffertipsonhowtoavoidthem.
AccordingtoLaRhondaEdwards,ahumanresourcesmanagerwiththirteenyearsofHRexperience,tardinessisoneofthebiggestconcernsformanagers.“Ifthenormalworkdaystartsat8o’clock,thentheexpectationisthatyou’reintheofficereadytostartyourday,”sheexplains.Heradvicetothechronicallylate?“Planahead,”sheurges.“Ifyoulive50minutesaway,youdon’tleave50minutesearly.Tagonextratimeandanticipateroadblocks.”Somepeopleevensettheirclocksafewminutesearlytoensurethatthey’reontime.Differentbossespreferdifferentmodesofcommunication.LindseyPollak,aworkplaceexpertandauthorofGettingfromCollegetoCareer,saysifyoutextyourbossandsheprefersin-personmeetings,“eitheryourinformationwon’tgetacrossoryou’llirritate[her].”Fortunately,there’sasimplefix:askyourbosshowandwhentosendupdates.Ifyou’retooshytoaskoutright,thenPollaksuggestsobservinghowtheycommunicatewithyou.“Ifyouhaveabosswhocommunicatesonceadaybyemail,that’stheboss’preferredfrequencyandmethodofcommunication,”explainsPollak.
Acluttered,messyworkspacecangiveyourbosstheimpressionthatyou’relazyordisorganized,sotrytokeepyourdeskneat.“Neverputmoreonyourdeskthanyou’regoingtoworkonfortheday,”recommendsEdwards.“Attheendoftheday,makesureyousetupforthenextday.Imaybeworkingonfivethingsatonce,butattheendoftheday,they’regone,andIsetupforthenextday.”Mostmanagerswouldratheryouaskaquestionthanmakeamistake,butmanyquestionscanbeansweredonyourown.“IsthissomethingyoucouldGoogleoraskacolleague?”wondersPollak.“Theinternetissovastthatalotofinformationyoucangetyourself.”Ifyoumustapproachyourbosswithaquestionorissue,thenPollakrecommendsbrainstormingbeforehand.“Ratherthansaying‘Thisclientisterrible.WhatshouldIdo?’thinkaboutpotentialsolutions,”shesays.
Cellphonesarepracticallyubiquitousintheworkplacethesedays,butit’sstilldisruptiveanddisrespectfulwhentheygooffduringameeting.Edwardssaysthatyoushould,“putyourcellphoneonvibrateorleaveitinyourownofficesoit’snotadistraction.”Thatwayyouwon’tbetemptedtotexteither
()6.Accordingtothearticle,howmanypiecesofadviceareofferedhere?.
A.TwoB.ThreeC.FourD.Five(B)
()7.Whatisthisarticleabout?.
A.Howtobesuccessfulintheworkplace.
B.Howtocommunicatewithyourboss.
C.Howtoavoidquirksthatannoyyourboss.
D.Howtoutilizeyourmobilephonesatwork.
()8.Whatdoesthephrase“togetacross”inthesentence“…sheprefersin-personmeetings,“eitheryourinformationwon’tgetacrossoryou’llirritate…”ofthesecondparagraphmean?.
A.TobecommunicatedB.Tobepassed
C.TobepromotedD.Tobeanticipated(A)
()9.Accordingtothearticle,whichofthefollowingmodesofcommunicationisthebestwhencommunicatingwithyourboss?.
A.Anywaysyouthinkareappropriate.
B.In-personmeetings.
C.Correspondence.
D.Thewayyourbosscommunicateswithyou.(D)
()10.Whichofthefollowingstatementsisnotmentioned?
A.Employeesshouldpayrespecttotheirbossesanytime.
B.Employeesshouldplanbeforehandsoastoshowupatworkontime.
C.Employeesshouldnotlettheirmobilephonesgooffduringmeetings.
D.Employeesshouldkeeptheirdesksneatandorganized.
Investingthousandsofpoundsintherecruitmentandtrainingofeachnewgraduaterecruitmaybejustthebeginning.Choosingthewrongcandidatemayleaveanorganisationpayingforyearstocome.
Fewcompanieswillhaveescapedallofthefollowingfailures:peoplewhopanicatthefirstsightofstress;thosewithlongimpressivequalificationswhoseemincapableoflearning;hypochondriacswhoseabsenteerecordbecomesastonishing;andtheunstablepersonlaterdiscoveredtobeathieforworse.
Lessdramatic,butjustasmuchaproblem,isthepersonwhosimplydoesnotcomeuptoexpectations,whodoesnotquitedeliver;whoneverbecomesahigh-flierorevenasteadyperformer;theemployeewithafinefuturebehindthem.
Thefirstpointtobearinmindattherecruitmentstageisthatpeopledon’tchange.Intelligencelevelsdeclinemodestly,butchangelittleovertheirworkinglife.Thesameistrueofabilities,suchaslearninglanguagesandhandlingnumbers.
Mostpeopleliketothinkthatpersonalitycanchange,particularlythemorenegativefeaturessuchasanxiety,lowesteem,impulsivenessoralackofemotionalwarmth.Butdatacollectedover50yearsgivesaclearmessage:stillstableafteralltheseyears.Extrovertsbecomeslightlylessextroverted;theacutelyshyappearalittlelessso,butthefundamentalsremainmuchthesame.Personalcrisescanaffectthewaywecopewiththings:wemighttakeupordropdrink,drugs,religionorrelaxationtechniques,whichcanbehaveprettydramaticeffects.Skillscanbeimproved,andnewonesintroduced,butatratherdifferentrates.Peoplecanbegroomedforajob.Justaspoliticiansarecarefullyrepackagedthroughdress,hairstyleandspeechspecialists,sopeoplecanbesentontrainingcourses,diplomasorexperimentalweekends.Butthereisacosttoallthiswhichmaybemorethanthepriceofthecourse.Bettertoselectforwhatyouactuallyseeratherthanattempttochangeit.
()1.Thepurposeofthispassageistogivemanagerstheadvicethat.
A.Employersshouldselectcandidatesfortheirpotential.
B.Employersshouldselectcandidatesforwhattheyareratherthanfortheirpotential.
C.Employersshouldselectthenewlygraduatedandsendthemontrainingcourses,diplomasorexperimentalweekends.
D.Employersshouldselectexperiencedcandidatestoavoidspendingthousandsofpoundsintraining.
()2.Accordingtothepassage,whichofthefollowingstatementsistrue?.
A.Absolutely,Peopledon’tchangeduringtheirworkinglives.
B.Generally,peoplechangetoalargeextentduringtheirworkinglives.
C.Fundamentally,peoplestaythesameduringtheirworkinglives.
D.Normally,peopledon’tchangeatallduringtheirworkinglives.
()3.Whatdoesafinefuturebehindthem(line3ofparagraph3)means?.
A.Somepeoplewillcertainlyhaveapromisingfuturethoughtheyarenotverycompetentintheirpresentwork.
B.Somepeopledon’thaveanypotentialfortheirworkthoughtheyareemployed.
C.Somepeoplecanhaveabrightfuturethoughtheycan’tdotheirworkwell.
D.Somepeoplehavepotentialwhentheyareemployed,butneverrealizethatpotential.
()4.Accordingtothepassage,people’sbasicabilitieslikelanguagelearningandnumeracy.
A.changelittleovertheirworkinglife.
B.neverchangeovertheirworkinglife.
C.changefundamentallyovertheirworkinglife.
D.changeprofoundlyovertheirworkinglife.
()5.Theworddeliver(line2ofparagraph3)means.
A.totakegoodstotheplacesorpeopletheyareaddressedto
B.togiveaspeech
C.todowhatyoupromisedtodo
D.tohelpawomantogivebirthtoababy.