PART ONE A Management Trainees For this exciting position in the leisure industry we are seeking management trainees to develop excel-lent 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. B Marketing Executive This important position has recently been created by one of the country's leading clothes manufactruers. 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. C 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. D 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.
1. To get this job it is not necessary to have work experience.
A
2. Such a high-ranking position does not come up very often.
D
3. Experience in advertising would be helpful in this job.
B
4. This job would probably suit somebody who has worked in the purchasing department of a large chain of stories.
A
5. Three years' experience would not be enough for this job.
D
6. For this job it would be useful if you have studied how to carry out surveys into consumer attitudes.
D
7. In this job you would take charge of a product which has been on the market for many years.
C
PART TWO
YESTERDAY'S IBM
IBM was established in the state of New York on June 15, 1911 as the Computing- Tabulating-Recording Company. But its origins can be traced back to 1890, when the United States was experiencing waves of immigration. The U.S. Census Bureau knew its traditional methods of counting would not be adequate for measuring the population, so it sponsored a contest to find a more efficient means of tabulating census data. The winner was Herman Hollerith, whose Punch Card Tabulating Machine used an electric current to sense holes in punch cards and keep a running total of data. Capitalizing on his success, Hollerith formed the Tabulating Machine Co. in 1896. 1 The combined Computing-Tabulating-Recording Co., or C-T-R, manufactured and sold machinery ranging from commercial scales and industrial time recorders to meat and cheese slicers and, of course, tabulators and punch cards. Thomas J. Watson joined the company as general manager in 1914, when the diversified businesses of C-T-R proved difficult to manage. Watson boosted company spirit with employee sports teams, family outings and a company band. He preached a positive outlook, and his favorite slogan was "THANK". 2 He understood that the success of the client translated into the success of his company, a belief that, years later, manifested itself in the popular saying, "Nobody was ever fired for buying from IBM." Within 11 months of joining C-T-R, Watson became its president. The company focused on providing large-scale, custom-built tabulating solutions for businesses, leaving the market for small office products to others. During Watson's first four years, revenues doubled to ＄ 2 million. He also expanded the company's operations to Europe, South America, Asia and Australia. 3 During the Great Depression of the 1930s, IBM managed to grow while the rest of the U.S. economy struggled. Watson took care of his employees. 4 While most businesses had shut down, Watson kept his workers busy producing new machines even while demand was slack. Thanks to the resulting large inventory of equipment, IBM was ready when the Social Security Act of 1935 brought the company a landmark government contract to maintain employment records for 26 million people. It was called "the biggest accounting operation of all time, "and it went so well that orders from other U.S. government departments quickly followed. IBM's size and success inspired numerous anti-trust actions. A 1952 suit by the Justice Department, settled four years later, forced IBM to sell its tabulating machines—at the time, IBM offered them only through leases—in order to establish a competing, used-machine market. Another federal anti-trust suit dragged on for thirteen years until the Justice Department concluded it was "without merit" and dropped it in 1982. 5 A. IBM was among the first corporations to provide group life insurance, survivor benefits and paid vacations. B. IBM is the most prominent casualty of the technology spending freeze, but others are suffering as well. C. In 1911, Hollerith's company was merged with two others, Computing Scale Co., of America and International Time Recording Co. D. But its origins can be traced back to 1890, when the United States was experiencing waves of immigration. E. IBM's competitors filed 20 anti-trusts during the 1970s and none succeeded. F. In 1924, to reflect C-T-R's growing worldwide presence, its name was changed to International Business Machine Corp., or IBM. G. Watson also stressed the importance of the customer, a lasting IBM principle.
1.
C
2.
G
3.
F
4.
A
5.
E
PART THREE
Department Store Magic
For most of the 20th century Smithson's was one of Britain's most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales staff didn't seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own brand products, the major part of its business, and showing a preference for more fashionable brands. But now all the has changed, thanks to Rowena Baker, who became Smithson's first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithson's profits have been rising steadily. When Baker started, a lot of improvements had just been make to the building, without having any effect on sales, and she took the bold decision to invite one of Europe's most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the goods on display were changed. And as sales grew, so did profits. Baker had ambitious plans for the store from the start, 'We're playing a big game, to prove we're up there with the leaders in our sector, and we have to make sure people get that message. Smithson's had fallen behind the competition. It provide a traditional service targeted at middle-aged, middle-income customers, who'd been shopping there for years, and the customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot. 'Baker's vision for the store is clear, but achieving it is far from simple. At first, many employees resisted her improvements because they just wouldn't be persuaded that there was anything wrong with the way they'd always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when they realised that Baker was a very different kind of manager from the ones they had known. Baker's staff policies contained more surprises. The uniform that had hardly changed since day one has now disappeared. Moreover, teenagers now get young shop assistants, and staff in the sports departments are themselves sports fans in trainers. As Baker explains, 'How can you see jeans if you're wearing a black suit? Smithson's has a new identity, and this needs to be made clear to the customers. 'She's also given every sales assistant responsibility for ensuring customer satisfaction, even if it means occasionally breaking company rules in the hope company profits. Rowena Baker is proving successful, but the City's big investors haven't been persuaded. According to retail analyst, John Matthews, 'Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover at the existing store will inevitably start to decline.'
1. According to the writer, in the mid-1990s Smithson's department store
A.was making a loss.
B.had a problem keeping staff.
C.was unhappy with its advertising agency.
D.mostly sold goods under the Smithson's name.
A B C D
D
2. According to the writer, Smithson's profits started rising three years ago because of
A.an improvement in the retailing sector.
B.the previous work done on the store.
C.Rowena Baker's choice of designer.
D.a change in the products on sale.
A B C D
C
3. According to Rowena Baker, one problem which Smithson's faced when she joined was that
A.the number of people using the store was falling slowly.
B.its competitors offered a more specialised range of products.
C.the store's prices were set at the wrong level.
D.customers were unhappy with the service provided.
A B C D
A
4. According to the writer, many staff opposed Baker's plans because
A.they were unwilling to change their way of working.
B.they disagreed with her goals for the store.
C.they felt they were not consulted enough about the changes.
D.they were unhappy with her style of management.
A B C D
A
5. Baker has changed staff policies because she believes that.
A.the corporate image can be improved through staff uniforms.
B.the previous rules were not fair to customers.
C.customers should be able to identify with the staff serving them.
D.employees should share in company profits.
A B C D
C
6. What problem does John Matthews think Smithson's is facing?
A.More money needs to be invested in the present store.
B.The company's profits will only continue to rise if it expands.
C.The refurbishment of the store is proving unpopular with customers.
D.Smithson's shareholders expect a quick return on their investments.
A B C D
B
PART FOUR
Who Benefits Most from Company Training?
According to recent research, the better educated and the higher up the socioeconomic scale you are, the more likely you are to be offered workplace training. And, incidentally, the more likely you are to then turn 1 the offer, pleading family and personal commitments or 2 of work. Less qualified staff, on the other hand, are offered fewer training opportunities, but are more eager to 3 them up. In fact, people with few or no educational qualifications are three times more likely to accept training when it is offered. In the majority of companies, more 4 are allocated to management training than to other areas. Employers 5 their better qualified staff as more important to the business, so they pay them accordingly and invest more in them in 6 of training. This is 7 by the fact that organizations are dependent on properly 8 managers making the right decisions. But this 9 may mean that companies are 10 other parts of the workforce down. The researchers found a growing demand for training among the lower-skilled. Unfortunately this demand is not being 11 by employers, even though there are strong indications that companies would benefit from doing so. They also discovered that, despite the substantial 12 between the training provided for managers and that offered to other staff, there was still widespread endorsement of training. For the purposes of the research, training was defined as any 13 of planned instruction or tuition provided by an employer with the aim of helping employees do their work better. It therefore included a wide variety of approaches. On-the-job and classroom training 14 to be used equally by employers. But learning on the job, which involved observing a certain procedure and then practising it, was easily the most popular method for all categories of employees. While many felt that learning from colleagues was best, very few 15 the internet as an effective way to train.
[解析] 语义理解题。文中此处缺少一个名词与work搭配，构成拒绝培训的理由之一，将四个选项进行分析可知只有选项B最符合要求。短语pressure of work意为“工作压力”；选项A意为“力量，军队”；选项C意为“紧张，张力”；选项D意为“载重，负载”，work load意为“工作量”。 空格所在句语义为：“拒绝的理由有：家人的恳求，个人所承担的一些义务和工作压力。”
3.
A.pick
B.keep
C.take
D.put
A B C D
C
[解析] 固定搭配题。题中空格处需填入一个和介词up搭配的动词，四个选项动词均可以和介词up搭配，故需要判定每个短语的意思是否符合文章语境。选项A中pick与up搭配意为“捡起，拿起”；选项B中keep与up搭配意为“保持，继续”；选项C中take与up搭配意为“接受，占有”；选项D中put与up搭配意为“举起，建造”；将四个短语分别代入文章之中，可以判定选项C为正确答案，take them up在文中指接受培训的机会。 空格所在句语义为：“那些技能差的员工很少能够得到培训的机会，但是他们都很渴望接受培训。”
[解析] 惯用搭配题。此题空格处所填入的动词必须能够与fact搭配。选项A意为“允许，容许”；选项B意为“同意，批准”；选项D意为“接受，承认”；这三个选项均不能与fact搭配。只有选项C可以与fact构成语义搭配，this is justified by the fact that……意为“事实证明……”。 空格所在句语义为：“事实证明：公司的运营需要依靠那些信息十分灵通的经理来做正确的决定。”
[解析] 固定短语题。本题考查对固定短语let sb. down的用法，题中四个选项动词均可以与介词down构成短语搭配。选项B与down搭配，意为“削减，砍倒”；选项C与down搭配意为“损坏，出故障”；选项D与down搭配意为“规定，制定”；这三个短语搭配均不符合文章语境，故正确答案为选项A，let sb. down意为“让某人失望”。 空格所在句语义为：“这种对于高层经理人士的偏爱会让公司那些低层员工们失望。”
[解析] 修饰关系题。本题空格处的填入词必须能够修饰名词instruction。选项A意为“框架，结构”；选项B意为“结构，构造”；选项C意为“形式，方式”；选项D意为“命令，顺序”。将这四个选项语义代入文章中，只有选项C符合文义，any form of instruction意为“任何形式的指导”。 空格所在句语义为：“培训被定义为雇佣者所提供的各种形式的指导或指示，其目标是为了让员工更好地工作。”
14.
A.showed
B.appeared
C.demonstrated
D.presented
A B C D
B
[解析] 固定搭配题。空格处所填动词需与文中to be搭配，四个选项中只有选项B可以与to be搭配，appear to be意为“似乎，好像”。 空格所在句语义为：“雇佣者们似乎同等地采用在职培训和课堂培训这两种途径。”
PART FIVE ●In most of the lines there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct. ●If a line is correct, write CORRECT on your Answer Sheet. ●If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.
A Memo to Some Marketing Directors Re: New Ad Campaign Development of our next magazine advertising campaign is underway, our new advertising firm, Marshall and Dupree, has have prepared two contrasting 1 approaches for us to consider. We must ought choose between these two 2 concepts at this stage so that Marshall and Dupree can continue the 3 development of our choice. Development of two both approaches beyond this 4 stage is prohibitively expensive. Therefore, I am enclosing two sketches which 5 are intended to give you an my idea of what the final, photographed ads 6 would look like. As you will see from the first sketch, this ad reflects our 7 the traditional advertising approach of presenting our automobiles in an 8 attractive setting that would appeal to affluent customers. This particular 9 ad shows our spirit model and they associates it with an active, sporting couple. 10 To using a new departure for the second ad, Marshall and Dupree has responded 11 it to the current demand for high quality workmanship, The quote from the 12 assembly line worker is intended to instill confidence in the excellence of our products. In addition, the ad has the effect of humanizing our company in the eyes of the public.
深色：已答题 浅色：未答题