&8226;You have received a letter from Joanson Company, inquiring about your latest model o

?Read the letter below about a kind of service offered by a company.

?In most of the lines 41-52 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.

Kelly Associates Investigative Consultants

I hope that you are enjoying the challenge of your tour in the United States of America. Perhaps my firm can be of much service to you in meeting that

41 challenge. Kelly Associates specializes in the prevention and detection of

42 the business frauds, which are making a significant problem in the United States.

43 The US Department of Justice estimates that frauds will cost US businesses

44 more than $90 billion per year. That is nearly 10 percent of the US Gross

45 National Product. Much of our experience involves in frauds by unscrupulous

46 US businessmen against foreign firms and foreign governments. Regrettably, we

47 have nearly always been engaged after the economic damage has been done and

48 embarrassment is unavoidable. We will, of course, continue to conduct out such

49 inquiries, but we would prefer to prevent from these frauds through earlier

50 investigations. I am enclosing a brochure that reflecting some of our

51 qualifications.' Whenever you feel you need to know more about both companies

52 or individuals with whom your government or compatriots are preparing to do business, please call on us. We assure you of our complete discretion.

(41)

&8226;Read the article about management buyouts of companies.

&8226;Choose the best sentence from below to fill in each of the gaps.

&8226;For each gap 9—14, mark one letter (A—H).

&8226;Do not use any letter more than once.

Involving staff in management buy-out (MBO) negotiations can help smooth the path for the future, Employees are becoming increasingly familiar with the fluctuations and instability that their working environments can present. It's not just mergers and acquisitions that can upset the situation. Internal MBOs can also be particularly unsettling for employees. In some cases, the MBO takes place to save an ailing company. In others, it is the result of senior management and board disagreements, or is to prevent a hostile takeover bid, (9) . This insecurity can be very damaging, One of the most important factors, often not considered during the process of an MBO, is the reaction of the workforce, yet it is those employees who more often than not can make or break the future success of any new management team. (10) . By maintaining channels of communication across the floor, new management teams could find the rank and file a useful ally in the bid to take over. Showing those employees that a buy-out could be to their advantage, creating new opportunities for promotion or career development, will in the long-term be advantageous to the entire company.

The challenge for new management should be to reinspire employees. (11) . If the new team doesn't engage old employees in future plans or consider the contribution they cats make, the idea that the MBO was meant to save everyone is lost. In this situation, long-term employees begin to see the new management team and shareholders as the only beneficiaries in the buy-out and feel in the end that the only people saved are those at the top of the corporate adder. (12) . This will mean that the rescue will fail before it has really started.

It is depressingly common for new MBO teams not to learn from the past. (13) . If the new team can find innovative ways to involve staff actively in various aspects of the buy-out process, the benefits are manifold. (14) . A package with such components can gain their support and be invaluable building success for the venture, and is one that enlightened MBO teams tend to adopt.

A. Including them in any buy-out, discussions can improve the new company's future prospects.

B. In such circumstances it is easy for the new board to make the same mistakes as the old.

C. Possibilities for realising these include decision-making, setting goals, and offering the chance of a future stake in the new company.

D. Whatever its origins, those lower down the corporate ranks can often be left out of the equation, wondering what is to become of them.

E. Nobody benefits if the company fails to meet its objectives.

F. Yet the new start represents a golden opportunity.

G. This requirement is particularly relevant when a company has failed or when staff have lost faith in the previous management.

H. Internal MBOs can also be particularly unsettling for employees.

(9)

umers of cars in a certain city.

?Using the information from the charts, write a short report on their inclination of car consumption.

?Write about 120-140 words on a separate sheet.

?Read the article below about a plant tour.

?In most of the lines 41-52 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.

Companies are jazzing up plant tours and store visits to build a customer loyalty. Visitors to Ford Motor Co.'s new truck plant are shaken as a multi-ton metal-

41 stamping press slams being shut. Heat rains down from welding sparks, followed

42 by the cooling mist of a paint shop. At Ford's historic Rouge manufacturing

43 trucks complex Dearborn, Mich. , many tourists will watch the assembly of F-150

44 pickup from the safety of a mezzanine with 16 feet above the factory floor. They

45 will also get up a much more personal feel for the action through multi-sensory

46 special effects spilling out of 360-degree screens in an accompanying video tour.

47 The ＄14 for admission price also buys a history lesson about the 87-year-old

48 Rouge property, in where Henry Ford once cranked out the Model A and baffled

49 union activists, and a display of Ford vehicles is through the ages. The finishing

50 touch: an 80-foot tower from which it's possible to look out over a 10-acre lawn

51 that covers the complex's "living roof", as well as the surrounding it crab-apple

52 orchard, bee-hives, and solar panels. Ford's fancy ＄30 million visitor center is the latest example of what experts call "experiential" marketing.

(41)

?Read the article below about successful e-mail negotiation.

?Choose the best sentence from the opposite page to fill 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.

Successful E-mail Negotiation

Given that you are involved in a negotiation that must proceed via information technology, how can you best achieve your goals? The following prescriptions are important. Most people overestimate the ability of other people to make sense out of what they mean. People have a hard enough time deciphering our messages in face-to-face interactions; accuracy decreases dramatically in e-mail exchanges. Many people assume that longer means clearer. It does not. People have a slant attention span and often dislike long e-mail messages, or perhaps even stop reading them if they began to fall off of the screen. Must people are capable of only retaining seven, plus-or-minus two, ideas in their head at any one 6rae. As a general rule of thumb, most e- mail messages should fit on a single screen. Screen loading, or the tendency to write very long message can lead to annoyance on the part of the recipient, especially if be or she is busy. Negotiations are more productive when the parties exchange a greater number of shorter e-mails, rather than fewer, but longer e-malls. (9) This also builds reciprocity in exchange.

The asynchronous nature of e-mail provides people with the dubious luxury of not having to immediately receive of respond to e-mail messages. However, the sender of e-mail messages often expects a timely response. Not responding to e-mail may be perceived as rejection and disinterest. Further, newer forms of software allow senders to ascertain whether the recipient has read their e-mail. Failure to provide a timely response to e-mall is akin to giving the "silent treatment" to someone. (10) .

Meta-communication is communication about communication. This boils down to people talking about how they should communicate. (11) In any electronic communication, it is important to let team members know how often you check your e-mail, whether you or someone else reads and responds to your e-mail, and whether you forward your e-mail to others.

Flaming refers to the insults, criticisms, and character assassinations that people hurl over e-mail. Flaming remarks make fun of grammar, include labeling and accusations, character attack, backhanded compliments, and blunt statements. (12) . In contrast, face-to-face groups have mechanisms and norms, such as conformity pressure, that largely prevent flaming. People react to each other with less politeness, empathy or inhibition if they cannot sense the other's social presence. (13) .

There is more uncertainty, doubt, and ambiguity in electronic mail exchanges. (14) .As a consequence, people become frustrated and seek to control the exchange by issuing threats, e.g. "I am not going to read my e-mail again". Along lines, do nut chastise or deliver negative feedback via e-mail; face-to-face or telephone communication is more appropriate.

A Such and other negative interpersonal behaviors often stem from feelings of isolation.

B This stems from the asynchronous nature of communication.

C Increasing the rate of e-mail exchange prevents misunderstanding because misperceptions can be quickly rectified.

D This will result in the failure of communication.

E Suspicion and hostility increase as the communication between parties diminishes.

F Negotiators are much more likely to issue threats when communicating via information technology.

G Most people overestimate the ability of other people to make sense out of what they mean.

H This

Task Two — Topics

A the efficiency of the heating system

B the amount of homework given

C the behaviour of children

D the condition of chairs

E the standard of teaching

F the relationship between parents and teachers

G the lack of job satisfaction

H the motivation of pupils