填空题Questions 8-12
Read this text about electrical power in Canada.
Choose the best sentence from the list A-I to fill each of the blanks.
For each blank (8 - 12) mark one letter (A - I) on your Answer Sheet.
De not mark any letter twice.
One answer has been given as an example.
ELECTRICITY: WEALTH, MONEY, POWER
Canadian industries have prospered for more than a century on the country’s abundance of cheap, reliable electrical power. ____ example ____. In fact, Canada consumes more electricity on a per person basis than any country except for Norway ____ 8 ____
Electricity is a significant source of export income for Canada. ____ 9 ____ But in the 1970s , Canadian exports rose sharply to address the U. S. demand for cheaper and more reliable.
In 1985, exports of Canadian electrical power reached 1,400 million US dollars ____. 10 ____. Net electricity exports account for more than 60% of Canada’s balance of trade.
Domestically, Canada continues to generate electrical power, primarily from water ____ 11 ____ Exports of electricity are now subject to forces far beyond the control of utility managers ____ 12 ____
Example: B
A.Besides, electricity from coal and nuclear is 50% to 75% cheaper than many other industrial nations.
B.Generated primarily by water, our power supplies have attracted and supported energy-intensive industries such as mining.
C.It also ranks among the top three electricity producers in the world, behind the U. S. and Russia.
D.Next to electricity, Canadian paper exports came to 900 million US dollars every year in the 1960s.
E.Two large nuclear power plants began to generate electricity.
F.Since then, electricity’ exports have declined but they have continued to exceed 700 million US dollars.
G.Environmental and trade policies all influence electrical production and trade.
H.Canada and the U. S. imported and exported power in almost equal measures after 1901.
I.Therefore, the Canadian government has little influence on these forces.
8.C
9.H
10. F
11. A
12. G
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11. Trying to negotiate is only worthwhile if there is the prospect of success.
2. The best result of negotiation is when both parties have a sense of satisfaction.
3. Accepting a lower fee might have benefits in the future.
4. It is important to know how much other people are charging for similar work.
5. You should ask for a fee in excess of what you expect to get.
6. Offer the other party incentives to agree to your fee.
7. Other people’s reactions to you are influenced by your body language.
8 It may become obvious that you have come to regret a deal you have made.
A
You’re in danger of selling yourself short if you don’t know where the goalposts are, especially when you’re negotiating with a new client. Research the market and find out the going rate. You can do this by networking contacts or talking to small business advisers. Alternatively, ask the competition. Of course your rivals may not tell you, but there’s no harm in asking. Another prerequisite is learning to recognize when there’s scope for negotiation, because without it, you can waste a great deal of time and energy.
B
Know the amount you would really like, slightly above what you think they will offer and above what you’d be happy to settle for. Also, know your trade-offs. Create a wish list of all the things you’d like to receive if you lived in a perfect world. That way, if the other side want you to move from your preferred or opening position on an issue to a position nearer the bottom line, you can move in exchange for something from your wish list.
C
People who are nervous about negotiating over money often let fear tell them they’re no good at these discussions and not worth the fee. You literally can’t afford the luxury of a single negotiating thought. Stand up when making negotiating phone calls: it will make you fell more powerful. If you’re face to face, make steady eye contact, keep your head up and your hands still – these all suggest assertiveness, rather than aggressiveness or passivity, and you’ll be surprised at how much this affects the way that you come across in the negotiation.
D
You have to know the price below which it would be uneconomical for you to do a job. This could vary from job to job - you may be prepared to do some cheaper in the hope that they’ll lead to better things. But don’t be talked below your bottom line and end up working for nothing. After all, in the long term, there’s little point in agreeing to something that you’re not happy with: you’re likely to feel resentful, and this might even come across in your behaviour.
E
When negotiating money, there may be non-financial factors you can throw into the mix. For example, why not say, ‘If you pay me such and such, I’ll include a report on the company for you’. Plan these extras beforehand. Make sure that they won’t take forever to do, but are things of value to the other side. This way, you can achieve the ideal outcome: you appear to accept compromise when in fact you’ve got everything you wanted, and they’ll think they got the better of the deal.
2Questions 9 - 14
· Read this text from an article about health clubs.
· Choose the best sentence from the opposite page to fill in each of the gaps.
· For each gap 9 - 14, mark one letter A - H on your Answer Sheet.
· Do not use any letter more than once.
· There is an example at the beginning (0).
Travel stress brings boom to health clubs
A rapid growth in business travel has provided a lucrative spin-off for British health clubs as companies try to prevent hard-working executives from suffering travel-related stress.
Health clubs are fully booked throughout the coming months all around the country and many are planning to expand their facilities.
0 H According to Gillie Turner, group marketing manager for the Champneys group of health clubs, during the last recession executives lost many of their extra benefits as companies cut back.
9
She says that large companies also seem to have decided that it is no good sending someone to a country like Spain as a reward for doing a good job, because they will simply eat too much and flop onto a beach.
10
Champneys, the company acknowledged as the market leader in this field, is now planning to introduce a special “Profiting from Stress” course, which will run over three days. .
11
Jonathon Stapleton, general manager of Champneys, says that modern corporate life being what it is, most business travellers find that they are having to do the work which - even a year ago - was done by two.
12
To meet this new demand, other health clubs are also thinking of introducing similar schemes. Clare Brandish, the sales and marketing director of another health club, has noticed a marked change in the clientele at her club.
13
Businesses of all kinds are anxious to reduce absenteeism.
14
Much of the problem is caused by long periods away from home, irregular hours, business entertaining and jet lag.
According to the Guild of Business Travel Agents, sales of business-class airline tickets have risen by 12% in the past year, hotel bookings have gone up by 36% and car hire has risen by 24%. Dave Reynolds, the GBTA chief executive, says that the trouble is that the same number of people are being asked to travel more often. He comments that it is no wonder they need to take a break in a health club.
A It has been calculated that about 40 million working days are lost each year in Britain because of stress, ten times as many as are lost 10 industrial disputes.
B This has involved a considerable rise in the number of business bookings, whereas previously most clients came as private individuals.
C Now they are being restored, as industry realises that the health of its executives is vital.
D But who will benefit most from these developments?
E Because of the pressures this imposes, many companies have now decided that it is worthwhile paying for their senior executives to take a proper break and get advice on how to combat stress.
F Executives taking part in it will be given massages and health treatments, workouts and a range of talks on how to deal with stress, especially when travelling.
G So what s the reason for this now trend?
3Questions 15 - 20
· Read the following article on recruiting and managing staff and the questions on the opposite page.
· Each question has four suggested answers or ways of finishing the sentence, A, B, C and D.
· Mark one letter A, B, C or D on your Answer Sheet, for the answer you choose.
As a manager in the service industry sector, I've looked at hundreds
of CVs in my time. They are not necessarily the bland documents some bosses might think they are! They are full of little pointers towards individuals personalities and suitability for the job. The first thing I always look at is an applicant s employment record. I check for continuity and stability. If somebody has a long list of previous jobs, all of varying length, alarm bells start ringing. Rather than an irregular route from job to job, what I hope to see is stable career progression. What does their career path look like - is it all steps forward, or are there a lot of sideways moves? And I am always pleased to find a family person with children, because in my experience they tend to be responsible and reliable.
I never rely on CVs alone. We get applicants to fill in one of our own application forms. We ask why they've applied, what their aspirations and personal goals are, and also about their interests and hobbies and any clubs they belong to. That gives you a useful insight into their personality and lifestyle. The application form also enables us to test how much people have actually been progressing in their careers, because we ask for details of the salaries they have received for each job.
It s always worth looking at CVs and designing application forms with great care. Taking on employees might be rewarding, but it is also a big investment for any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring you get the right person.
In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staff turnover. You need to take on people who understand that, and will want to stay. That s why, when you've taken staff on, the next thing is getting the best out of them.
My management style comes from the days when I took over my first business, an ailing road haulage firm which I was certain I could turn into a profitable company. The first thing is to treat others as you d like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefited the company.
I didn't have much experience then of managing people, but above all I always tried to be fair and honest with everyone. As a result, I think the staff knew that and accepted my decisions, even if they didn't agree with them all. Also, bosses must be able to communicate. You also need to create team spirit, and build on the strength of the team. I explained my plans for the company to all the staff, and let them all know what I needed from them. The lorry drivers responded brilliantly, and were the key to turning the business round. They understood that we had to develop a professional reputation, and from then on the days of poor quality deliveries were over.
Lastly, I am a great believer in profit-sharing. It takes a team to make a company work, so profits should be shared by all. Job satisfaction is important, but it doesn't pay the rent. Shared profit and bonuses help to strengthen team spirit by giving everyone a common goal that they work towards together.
What fact does the writer hope to learn from applicants CVs?
A . that they have experience of many different jobs
B . that their careers have developed steadily
C . the opinion their employers had of them
D . whether they are married or single
