How do you see flextime？ Is it important or not？ Why？

taking part.

?Read the text below about how to form. a good manager.

?In must 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.

&8226;If a line is correct, write CORRECT on your Answer Sheet.

&8226;If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.

Where Do Managers Come From?

0 Good managers are not born; they are made up. An organization acquires

00 managers mainly in three ways: promoting employees within the organization, hiring employees from other organizations, and hiring employees out of schools and universities.

41 Promoting people within the organization into management positions it can be an

42 excellent idea. It tends to increase motivation. Promoting from them within can also lead to

40 problems. While it can build a company loyalty, it may limit innovation. The new

44 manager may continue the practices and policies of previous managers. Thus as it is vital

45 to hire outside of people from time to time to bring new ideas into the organization.

46 Finding managers with the skills, knowledge, and experience be reqoired to run an

47 organization or department is sometimes difficult. Specialized executive employment

48 agencies often provide with the needed skills to locate viable candidates from other companies.

49 Even though if outside people can bring fresh ideas to a company, hiring them may cause

50 resentment among being existing employees.

51 Schools and universities provide a large pool of potential managers. Entry-level

52 applicants can be screened for their potential to develop them into managers. People with specialized management skills are especially good candidates. Some companies offer special training programs for potential managers just getting out of school.

(41)

&8226;Read this text taken from an article on theories of management,

&8226;Choose the best sentence from the opposite page to fill each of the gaps.

&8226;For each gap 9-14, mark one letter (A-H) on your Answer Sheet.

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

&8226;There is an example at the beginning (O).

Don't follow that theory - think for yourself!

In the 1990s, according to US author Eileen Shapiro, managers have abandoned the right to manage. She argues that managers in the USA have lost confidence. (0) H

She describes a corporate culture which is extremely defensive and which has as its motto 'Managers should always follow the latest short-lived management theory, no matter how irrelevant it may be'. (9) In turn, these have been followed blindly by managers who have given up their central responsibility - taking decisions about their own business in their own particular circumstances.

"I really believe a manager's job is to manage", she says. But increasingly, she feels, they do everything but that. (10) That's because this, the identification of problems and opportunities, is the scariest part of management. Managers try to avoid the anxiety it brings by simply applying the latest theory to any problem. (11) Managers should, she believes, confront these head-on.

It is not that Ms Shapiro does not believe in cutting out unnecessary management layers and opening up organisations. Her criticism is that theories are often presented unthinkingly as solutions and are applied by managers who do not really understand what they are saying.

"Theories are often regarded as if they are some sort of miraculous cure for any type of problem", she says. "However, many projects have failed because theories have been applied which were not appropriate to the situation." (12) The blame for this inappropriate application of theories lies, she claims, mainly at the door of consultancy firms. It is difficult for big firms of consultants to specialise sufficiently. They cannot hope to offer exactly the service that a company requires at a price which the client is able to afford. (13) This is worse than having no help at all.

One of the most serious potential consequences of following theories without considering whether they are appropriate or not is a loss of staff morale and motivation. Obviously, this is something to be avoided. (14) However, Ms Shapiro believes that, unfortunately, unless managers begin again to take responsibility for their own actions that is exactly what will happen.

A. They therefore end up developing generalised solutions which are offered to clients regardless of an organisation's specific problems.

B. There are many firms of consultants offering help to companies.

C. No manager in their right mind would want to work with an angry, cynical or alienated workforce.

D. Just because a course of action has succeeded in one context, it does not mean it will be right in other circumstances.

E. From 'mission statements' to 're-engineering' she shows how one theory has replaced another in quick succession.

F. But in doing so, they often fail to address the real issues.

G. They fail to tackle the central management task, which is diagnosis.

H. They therefore no longer have the courage or the ability to take responsibility for their decisions.

(9)

?Read the article below about international marketing plan in Canada.

?For each question 31—40, write one word in CAPITAL LETTERS on your Answer Sheet.

Successful Exporting From Canada Starts with a Marketing Plan

Businesses all OVER Canada have the potential to successfully export their products or services. Every entrepreneur, regardless (31) business size or offering, can potentially increase sales, compete in diverse markets and reach a global audience (32) his or her particular skills and expertise. One of the key components (33) export success is an international marketing plan. The best place to start the international marketing plan is with the business. Take a fresh look at (34) the business is about: what products or services does it offer? Why is it unique and what value does it offer customers? What are (35) current strengths and weaknesses (financial, human, technological, cultural and operational resources, for example) and (36) will these affect its ability to compete in a foreign market?

Once this self-analysis is completed, the reasons for exporting need to be addressed. Such simple questions (37) "why do we want to export?" are not necessarily simple to answer but the responses are important. A business must have a clear objective of (38) it wishes to undertake the challenge of exporting. It also helps a business establish the degree (39) which exporting influences the business direction and strategy.

In some cases, exporting may play an important yet secondary role based on the objectives of the business. In (40) instances, a business may find that its future is built upon exporting and this element of the business will become the primary focus. These decisions are simplified by conducting thorough market research.

(31)