MBA at Alpha College Gain an international business qualification at Alpha College in London. Total quality course at a truly competitive price. A brighter portfolio means brighter prospects. Quality output demands quality input; there are therefore minimum requirements for applicants: ● Education at least to graduate level. ● Minimum five years' experience at managerial level.
Four ten-week terms (Monday to Thursday): short, highly intensive learning opportunities for the committed businessperson. No weekend or residential school attendance required. Contact us direct to hear more. Phone, fax and email numbers overleaf. B.
MBA the Harvey Business School way
Looking for the best? The highest quality does not come cheap. When you consider the calibre of the world-famous professors you will be studying with, you will understand why our course is not the cheapest available. We do, however, offer total flexibility-you can arrange your hours to suit your own pattern of work and personal obligations. N.B. Final examinations in June every year. All our teaching premises are wheelchair accessible. For further details call 0207 66718 now, or email us on harvey@interschool.com.uk C.
Gain the MBA recognised worldwide
Unlike other MBAs, the Carfax College MBA is known all over the world and is praised by employers for its realistic approach. The entire course is based on projects and case studies, and progress is monitored and graded throughout the course. You must be willing to work closely with others, as this is an integral part of the learning process. For a brochure, contact the address overleaf. D.
Part-time MBA course in Dulwich
Need to sharpen up your cv? Employers demand the highest qualifications but are rarely willing to release their best employees for long periods of time. The Dulwich MBA therefore offers a three-year part-time course; only day release is necessary, apart from the four-day residential summer school in July or August each year. As the course is spread over three years, there are greater opportunities for assimilation of the information which you acquire. All key texts were published in the last five years. E.
Flexibility at Elwood
Flexibility is vital in today's business world. We therefore offer a modular course, which means that you can gain any of the following qualifications while following the General MBA course: ● Bachelor of Business Administration (2 years) ● Certificate or Diploma in Financial Management (2/4 semesters) ● Diploma in Personnel Development Studies (4 semesters) It is this type of flexibility, so important throughout business today, together with the vitality of our approach, which makes our course the best on the market. Specially tailored one-to-one or small- group courses for the highly experienced manager also available. Call the number overleaf for a free brochure.
1. This course is staffed by well-known tutors.
B
2. There are facilities for students with disabilities.
B
3. This course uses a system of continuous assessment.
C
4. If you study on this course, you must live in the college for several days.
D
5. Teamwork is essential on this course.
C
6. You can plan your attendance to fit in with your own requirements.
B
7. Individual tuition is offered at this institution.
E
8. Work experience at a senior level is essential for acceptance on this course.
A
PART TWO
Is an internship really all that important?
In years past,it was more common for college students to take summer jobs at local retail outlets or restaurants just fo earn money,said John A.Challenger,chief executive of Challenger Gray & Christmas.But now an internship is seem as a votal first career step,he said.It can be extremely important as a way to determine which industries,companies and types of work are best for you,and as a way to secure future references and job offers. Once starting an internship,make the most of it.Above all.be realistic.Some people approach internships with a sense of entitlement,said Mark Oldman,founder of Vault,a career Web site,and the author of several books on internships.He added.‘it's hard to go from a campus hot stuff to a corporate layman,and it's ridicuious when some interns want to come in and change everything.’ 1 . If you feel clueless,use that to your advantage. 2 .Interns generally have more freedom than the average employee to pass across departments and hierarchies in search of help.They can gain valuable knowledge and mentors,because most people enjoy sharing their experience with a younger generation. In general,Mr.Oldman said,‘It's important for an intern to quickly decode the culture of the company and not step outside that.’That extends to the way you dress,Mr.Challenger said.‘A lot of times when you’re younger you want to show how unique you are rather than identify with others,’he said. 3 . In the opinion of Mr.Oldman,internships are an ideal way for employers to find out whether a new worker is suitable for a particular job. 4 .Therefore,as an intern,when you are asked to perform tasks that are boring and unimportant,you shouldn't feel wronged by that.You should be willing to do such work because that shows you are a hard worker,said Mr.Oldman. 5 .‘Look for work,but do it gently or indirectly,and not too assertively,’Mr.Oldman added.‘do what's asked of you optimally and then offer your services for additional projects.’ Last but not least,there's something you can do to improve the chances that your internship will lead to a job offer.Before you leave,‘build a bridge to the future,’Mr.Oldman said.Go over what you learned with your managers.and tell them how much you appreciated the opportunity to work with them. 6 .That way,even if your internship does not lead to a job at that company,it will help clear a path to your eventual employer. A.They enable employers to see who works hard,who gets along with everybody,who seems to fit Into their culture. B.And ask whether your managers would be willing to write a letter of recommendation before you leave. C.It is much more appropriate to approach the internship with a learning attitude,as suggested by Mr.Oldman. D.Many interns don't attach sufficient importance to this E.At the same time.be on the lookout for projects that will let you make good use of more advanced skills. F.The power of curious interns can’t be overestimated. G.In the workplace,however,you tend to be judged by your willingness to fit into the group's norms.
[解析] 本空格位于本段结尾处,所以答题的线索都在前面的语句中。前面提到“It's important for an intern to quickly decode the culture of the companyrand not step outside that.”意思是“实习人员应该尽快了解企业文化,而不应该置身其外。”而题干G中的“fit into the group's norms”与本句含义相符,norm的意思是“规范,准则”。此外,空格前一句指出了当前一些年轻实习人员的观念和做法:他们试图标新立异以彰显个性,而这并不是专家们所赞同的,而题干G则表达了专家们的忠告,因而符合上下文的逻辑。
4.
A
[解析] 本题答案较为明确,关键在于理解空格前一句话“In the opinion of Mr.Oldman,inteiaaships are an ideal way for employers to find out whether a new worker。is suitable for a parficular job.”本句的含义是“Mr.Oldman 认为实习工作是雇主判断某个新人是否适合某具体工作的理想途径。”而A项中指代的就是internships,而且又出现了核心词employers,因此可以判断A为恰当的选择。
5.
E
[解析] 答对本题的关键在于理解空格前后语句的内在联系。在空格12和13之间的两个句子指出,作为实习生,当你面对既单调又不重要的工作时,你不用感到委屈。你应该努力去做,因为这证明你对待工作很认真。选项E中的“projeels that will let you make good use of more advanced skills”与“tasks that are boring and unimportant”形成逻辑上的对比关系。而且空格后面也进一步强调你应该“Look for work…”所以E为符合上下文的最佳答案。
6.
B
[解析] 本题答案非常明确。首先空格前面两句“Before you leave,‘build a bridge to the future,’Mr.Oldman said.Go over what you learned with your managers.and tell them how much you appreciated the opportunity to work with them.”提到了“before you leave”和“managers”,这些词在B项中重复出现“And ask whether your manager would…before you leave.”这几个句子先后说明了作者建议实习生在离开单位前应做的一系列事情。此外,注意空格后面的句子“‘That way,even if your internship does not lead to a job at that company,it will help clear a path to your eventual employer.”其中的“that way”又指的是什么呢?其实就是B项中提到的“a letter of recommendation”,不难理解实习单位领导给你写的推荐信将有助于你早日找到满意的工作,所以B项符合上下文的逻辑关系,为正确答案。
PART THREE The ability to negotiate successfully, to reach agreements with other people or parties, is a key skill in any business. This negotiation could be with a buyer or seller and it almost always involves an element of compromise. But, when entering negotiations, you should always keep in mind that it is almost impossible to negotiate and make agreements successfully if you think you can't afford to 'lose' or walk away from what is on offer. This will result in your avoiding asking for anything more than what you think the other side will give without a dispute. You become a passive observer, with the other side dictating the terms. In most negotiations one side has more to offer than the other and proper planning can help minimise the effects of this imbalance. Decide on set limits for what you can offer before negotiations begin. There are always advantages you can offer the other side, and you clearly have benefits they want or need or they would not be negotiating with you. In fact, the buyer or seller often wants you more than you think, so it is to your advantage to try and see things from their point of view. The better you know their real needs or wants-not just the ones they have told you-the more successful you will be, and the less likely you are to fall into the trap of giving them more than you really need to. But it is also true that a concession they really need or will value from you won't cost you as much as it benefits them, and yet may still leave you with everything you want. If you know the other side must reach agreement on a deal by a certain date for financial reasons, your willingness to comply with that date could be worth a great deal of money to them, without costing you much, if anything at all. It is up to you to find out what the other side really needs. Untrained negotiators often allow their feelings to become too involved and they may take each rejection of a proposal as personal rejection. So they become angry with the other person, or blame them for failing to reach an agreement. While it is important to be yourself and, on occasion, not be afraid to express how you honestly feel, it is important to judge carefully when to do this. It is particularly important to maintain a polite and friendly personal relationship when you are facing a difficult negotiation, but keeping negative personal feelings out of negotiation doesn't mean hiding your personality. Think carefully about your negotiation schedule. Take breaks, particularly during times when you cannot agree over a particular point. But if you have to continue the negotiation on another day, make it soon, and keep the momentum of the negotiations. As long as you are still talking and meeting, you build rapport with the other party; learn more about what they need and ensure that your company is the one most likely to make the deal. This may require both patience and perseverance but patience pays! To 'win' a negotiation then, means that neither side should feel that they have 'lost'. You should know what you can offer the other side and know exactly what they want. If you have done everything you can and the deal remains outside the limits you have defined for yourself beforehand, then walk away from it. Either way, you're a winner!
1. What does the writer advise us to remember when we start negotiations?
A.You should not ask for too much.
B.You shouldn't feel you have to accept the proposed deal.
C.It is better not to be too aggressive in negotiations.
D.You should have many different offers ready.
A B C D
B
2. Why does the writer suggest that you put yourself in the other side's position?
A.because they may have lied about what they want
B.in order to avoid being trapped into making a deal you cannot change
C.because it is likely that they have more to offer than you do
D.in order to be able to see your real value to them
A B C D
D
3. The writer says that one advantage of making a concession to the other side is that
A.you will be able to get something from them in return.
B.it will please them without any inconvenience to you.
C.the other party will be more willing to meet deadlines.
D.you will make more money on the deal.
A B C D
B
4. The writer feels that expressing personal feelings
A.is especially beneficial when negotiations are going badly.
B.may result in bad decisions being made.
C.often leads to anger during negotiations.
D.may be positive at certain times.
A B C D
D
5. What advice does the writer give concerning the negotiating schedule?
A.Use breaks to discover more about the other party's needs.
B.If serious disagreement occurs, postpone the meeting until another day.
C.Don't lose the rhythm of the discussions.
D.Continue the meeting until you reach an agreement.
A B C D
C
6. What important piece of general advice is given in the article as a whole?
A.Find out about the personalities of the people you will be negotiating with.
B.When negotiating, be prepared to offer more than you originally planned.
C.You shouldn't worry if negotiations break down.
D.Do not allow your personality to intrude on negotiations.
A B C D
C
PART FOUR
Matching Prices to Demand—in Real Time
Can an ice cream shop charge more for a cone on a hot day? Should a parking space get 1 as the garage fills up? Boston Consulting Group senior adviser George Stalk believes business can—and should—charge according to 2 The idea builds on a longtime strategy most 3 the airline industry, called yield management, in which carriers 4 prices as planes fill up. The consultant, who in the late 1980s coined the term" time-based competition", the notion that 5 is a strategic weapon, thinks far more companies could take similar steps to match prices to real-time customer demand. Such moves are especially 6 following a year when oil and commodities prices swung wildly, he notes, "companies couldn't change prices as fast as they needed to. " Stalk says existing technologies such as radio-frequency identification, GPS, and wireless networks could someday make what he calls dynamic pricing a reality. He points to Ohio auto insurer Progressive, which is expanding its MyRate program that offers discounts in return 7 demonstrably safe driving habits. Customers who 8 to the program can plug a device into their cars' diagnostic ports, often situated beneath the steering wheel. The devices then wirelessly 9 data to Progressive on how many miles customers travel, how fast they drive, and other factors. Progressive uses the information to offer policyholders discounts every six months for safe behaviour and, in states where it's allowed by laws, to tack 10 surcharges for risky driving.
One of the skills required of today's successful business people is the ability to deal with difficult people on the phone. The Reed Employment agency has come 1 with some advice to help business people get the best from the caller. First of all, accept that people can be rude when they are 2 pressure. Try to find out 3 they are angry-even if you have to guess. And, importantly, never get angry back. Many problems are caused by a simple misunderstanding. Therefore it is essential 4 remain calm so that you can get to the root of the problem and thus have 5 better chance of resolving it. Understand that maintaining your calm is much easier than it sounds-but you can prepare 6 designing a strategy. Most call centres train staff 7 these techniques; other office workers need to train themselves. The trick is to be really nice back 8 that they end up thanking you for your help, understanding and assistance. Secondly, listen carefully and empathise with the person malting the complaint. You don't 9 to compromise your company or your colleagues just because you show understanding. Agree to a course of action and stick to it and, finally, always try to be courteous. Sometimes you are the one 10 will have to apologise and you just have to accept that.
1.
up/through
2.
under
3.
why
4.
to
5.
a
6.
by
7.
in
8.
so
9.
have/need
10.
who/that
PART SIX ● 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.
Hard times for cafe chain It has been a terrible year for cafe operator called Dawkin. Less than 12 months ago it took over the Cafeza chain, with its 16 sites, but it is rumoured 1 that half of those are yet to be closed in the next few months, because of falling 2 turnover. What's more, the company is still recovering from the sudden 3 resignation of its Managing Director in April. While Dawkin operates 84 cafes, 4 and had plans to reach up 150 by the end of next year. This is looking less and 5 less achievable, given that the company's poor financial position and limits on 6 its short-term debt facilities. Worst of all news, perhaps, Dawkin has just 7 announced that its rival Highway has built it up a shareholding of just over 5%, 8 redoubling speculation that Dawkin's days as an independent operator are being 9 numbered. Roughly equal in size, the two have long been competing for the 10 number five slot in the overcrowded caf6 market. There are now rumours of a 11 deal between the two, which would provide them complementary coverage, 12 Dawkin being strong in London and other big cities, and unlike Highway concentrating its efforts outside the major population centres.