？Read the article below about relationship and pro...

&8226;Read the article below about setting up the appraisal scheme.

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

&8226;For each gap (8--12), mark one letter (A-G) on your Answer Sheet.

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

Setting up an appraisal scheme

Appraisals can be a wonderful opportunity for your staff to focus on their jobs and make plans to develop their unused potential. They can also be a means of getting the best out of staff, both as individuals, and as team members. So, if you have decided that an appraisal scheme should be set up in your company, you need to establish some formal procedures and make some decisions before you begin. Even if your company already has a scheme, you need to consider what you want to achieve and how you are going to do this.

First of all, you need to decide on your key objectives and the real purpose of your scheme. (8) A scheme should never be introduced at a time of redundancies, or simply for profit or competitive edge, because this will create fear and alienate staff. The next step is to decide how the scheme can most successfully be managed. It is essential that all senior staff are committed to the process and willing to make a positive contribution.

The person given responsibility for designing the scheme and the appraisal forms needs to have knowledge of all roles within the organisation. He or she must also be aware of employees' potential needs. (9) It should be someone who is trusted and whom staff will turn to if they are concerned about their appointed appraiser or the appraisal interview. The design of the scheme should indicate who will be appraising whom. This needs great tact and sensitivity. First, remember that no manager can effectively appraise more than seven or eight people. It is equally important to remember that, if significant numbers of staff are appraised by someone they dislike, or by a person whose values they do not share, the success of your scheme may be threatened. (10) So bear this in mind from the beginning and, if necessary, establish an appeals procedure.

Having decided on your policy and who will appraise which members of staff, you need to communicate this in the simplest possible way. Avoid lengthy documents - few people will read them. (11) Host organisations choose a person's line manager to be the appraiser. This can be seen as an opportunity or a threat, so be ready to consider alternatives if necessary. Once you have established the appraisal process, make sure that appraisal interviews take place at a convenient time, and ideally on neutral ground. It should be borne in mind that some appraisals may involve the disclosure of confidential information. (12) These will show the decisions that were taken during the interview and will also indicate any new performance targets that have been agreed.

A It is important to select a manager who can deal effectively with any suspicions staff may have about appraisals.

B Such a measure can also reduce insecurity and unite staff in recognising the positive elements of appraisal.

C Having even one staff member in such a position may affect how others respond to the process.

D Ideally, this should be to provide a supportive framework that aids staff development.

E Simply make sure that staff know who will appraise them and why, and what form. the interview will take.

F It is therefore important to decide who will have access to written records of the appraisal.

G They can also be a means of getting the best out of staff, both as individuals, and as team members.

(8)

&8226;Read the article below about video games.

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

&8226;For each gap 8-12, mark one letter (A-G) on your Answer Sheet.

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

Strong players

Video games let you escape into an alternative reality -- something gaming firms know about at first hand. For as other technology firms face stagnant or shrinking markets, the video-games industry seems to inhabit a parallel universe. It has had a bumper year, maybe the best it ever will. Global sales of games software and hardware will exceed $31 billion this year. This summer, UBS Warburg invested 17% of its model technology portfolio in two games publishers, Electronic Arts and Activision. Gaming, it seems, is recession-proof.

The industry is booming because it has its own cycle, as one generation of hardware succeeds another every few years. (8) Games consoles are flying off the shelves. The current line-up is of Sony's PlayStation2, the market leader by far, plus Microsoft's Xbox and Nintendo's GameCube, which are fighting for a distant second place.

Each gaming boom is bigger than the last. Children who have grown up with games keep on playing, which expands the market. It also increases the players' average age: the average American gamer is 28. (9) This shift is reflected in the rise of "mature"-rated games, which now account for 13% of the American market, up from 6% in 2001.

(10) Many observers are optimistic about the prospects for games sales next year, particularly in America. But the figures suggest that 2002 was the peak of the cycle, and that the market will shrink next year. Other observers expect console sales to grow only slightly next year.

Things will then cool off until the next generation of consoles appears in 2005. The next peak is not expected until 2007. (11) Both are dwarfed by console gaming at the moment, but are the focus of much activity, and could provide recurring revenues to help smooth out the industry's cyclical nature.

Online gaming has got off to a small but promising start in recent weeks with the release of adaptors that link consoles over the Internet. In America, Microsoft sold 150,000 starter kits for its "Xbox Live" service within a week of its launch last month. Sony says it has signed up 175,000 subscribers to its rival online service, launched in August. Both services will launch in Europe next year.

Gaming on mobile phones is also taking small but crucial steps forward. Today's phones mostly have one or two simple games built in. The latest handsets have colour screens and can download software remotely. (12) Games take roughly a minute to download, but adding one to a handset is almost as easy as downloading a new ringing tone or screen logo. It is predicted that mobile-gaming revenues will reach $3.5 billion in the next five years; other estimates are higher.

A Older players tend to have more disposable income to spend on games than do teenagers.

B Their processing power matches that of the arcade-game machines of the 1980s, so classic games run well.

C But how much longer will the good times last？

D That cycle, unrelated to the broader economic cycle, is now at or near its peak.

E But the industry has two new tricks up its sleeve, in the form. of online and mobile gaming.

F They are so wisely designed that they can be connected to any game machines.

G It has had a bumper year, maybe the best it ever will.

(8)

？Read the article below about flattery.

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

Fooled by Flattery

Being swept along by their followers isn't the only form. of influence that leaders need to be wary of. Sometimes, follower influence takes the subtler and gentler form. of ingratiation. Must people learn very early in life that a good way to get people to like you (31) to show that you like them. Flattery, favors, and frequent compliments all tend to win people (32) Leaders, naturally, like those who like them and are more apt to let those they are fond of influence them.

F or their part, followers think that (33) on the boss's good side gives them some measure of job security. Indeed, a recent study indicated (34) successful ingratiators gained a 5% edge over other employees in performance evaluations. This kind of margin by (35) won't get someone ahead, but in a competitive market, it might (36) tip the scale toward one of two people up for a promotion.

Everyone loves a sincere compliment, but those who already think highly (37) themselves are most susceptible to flattery's charms. Gratuitous ingratiation can create a subtle shift in a leader's attitude toward power. Instead of viewing power as (38) to be used in the service of the organization, clients, and stakeholders, the leader treats it as a tool to further personal interests, sometimes at the expense of others in and outside the organization. (39) happens as a leader starts to truly believe his press and comes to feel more entitled (40) privileges than others.

(31)

&8226;Read the article below about the life cycle of a condensed employee.

&8226;Choose the best sentence from the list (A-G) to fill each of the gaps.

&8226;For each gap (8-12), mark one letter (A-G) on your Answer Sheet.

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

A CONDENSED EMPLOYEE LIFE CYCLE

An employee life cycle is the steps the employees go through from the time they enter a company until they leave. Often Human Resources professionals focus their attention on the steps in this process in hopes of making an impact on the company's bottom line. That is a good thing for them to do. Their goal is to reduce the company's cost per employee hired.

Employees are one of a company's largest expenses these days. Unlike other major capital costs (buildings, machinery, technology, etc.) human capital is highly volatile. You, as a manager, are in a key position to reduce that volatility using the condensed employee life cycle of HIAR (pronounced hire) —Hire, Inspire, Admire, and Retire.

Hire: This first step is probably the most important. It is important to hire the best people you can find. (8) The cost of replacing a bad hire far exceeds the marginal additional cost of hiring the best person in the first place.

Inspire. Once you have recruited the best employees to come to work on your team, the hard part begins. You have to inspire them to perform. to their capabilities. (9) That is where you will get their best effort and their creativity which will help your organization excel.

Admire. Once you have hired the best employees and have challenged and motivated them, you cannot relax. (10) The same attention you should pay to their work assignments, to their satisfaction levels, to their sense of being part of a great team needs to continue for as long as they are in your group. As soon as you start to slack off, their satisfaction and motivation will decrease. If you don't do something, they will become disenchanted and will leave. They will become part of the "employee turnover" statistic you were trying to avoid.

Retire: This is when you know have been successful. When employees see your company as the employer of choice, they will join you. (11) As long as you continue to inspire, motivate, and challenge them, they will continue to contribute at the high levels you need in order to beat your competition. They will be long-term employees even staying with you and your company until they retire. (12) You will attract and retain second and even third generation employees.

A．This is not a time to be cheap.

B．When they recognize you as a good boss and a real leader, they will stay around.

C．To the extent that you can be a good boss, you can keep employees, keep them happy, and reduce the costs associated with employee turnover.

D．Their goal is to reduce the company's cost per employee hired.

E．The biggest mistake a manager can make is to ignore employees.

F．You have to challenge and motivate them.

G．They will refer other quality employees to your company, including their relatives.

(8)

&8226;Read the article below about the importance of staff appraisals.

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

&8226;For each gap (8-12), mark one letter (A-G) on your Answer Sheet.

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

&8226;There is an example at the beginning, (0).

Staff appraisals

Good preparation for staff appraisals can pay dividends in terms of staff loyalty and satisfaction Many managers, particularly those running smaller companies, feel they are too busy to give their employees appraisals, and many staff clearly dread them. (0) G .They provide the opportunity for the manager to have one-to-one discussions with an employee and find out about any concerns, as well as identifying training needs and discovering career aspirations. They can make a staff member feel valued and so build loyalty.

The annual appraisal can either be a rewarding or painful experience. According to research carried out among 500 employees, the standard office appraisal is far from perfect. (8) The possible outcome for the company is even worse; up to a quarter of employees will look for a new job within two weeks of a bad appraisal and 40% within a month.

The quality of the appraisal lies with how the boss decides to carry it out. When it is done well, employees are able to use the feedback they receive to improve their performance. (9) So how should a constructive appraisal be carried out？ According to Andrew Gillingham, a consultant trainer, appraisals can be manager -led. with the appraiser preparing a document and sharing it with the employee. Establishing training needs and motivating the employee towards bigger and better things are part of this process. (10) .In both cases, Gillingham believes that the effectiveness of the appraisal discussion can determine the performance of the company.

Gillingham believes that anyone who thinks it's just the employee who doesn't like the appraisal experience has got it wrong. Too many managers regard appraisals as a waste of time. (11) Managing people is a difficult matter, and without the necessary training, many managers try to avoid the uncomfortable issues that often need to be discussed at appraisals.

Gillingham believes that calling the process an appraisal may be unhelpful. (12) In either 'case, it is important to ensure that the meeting is successful and results in better quality management. Gillingham firmly believes that the main thing is to emphasise an open communications ethos in the workplace that gives staff a chance to talk about issues and feel valued.

A. Alternatively, managers may want the employees themselves to evaluate their work performance.

B. In larger companies, the people likely to do something with this information will be found in the HR department.

C. Problems such as rushing through the appraisal and being appraised by a manager who doesn't understand the employee's role were common concerns.

D. Arguably, 'performance review' is more appropriate since it helps create correct expectations from the meeting and indicates what will happen.

E. This is mainly because they have not been shown how to carry out appraisals properly.

F. But all too often, the format of the appraisal doesn't allow this.

G. But this can be avoided and, given a more positive attitude from participants, appraisals can prove enormously useful for all involved.

(8)

Read the article below about cultural differences between Japanese and American managers.

Choose the best sentence to fill in each of the gaps

For each blank 8—12, mark one letter (A—G) on your Answer Sheet.

Do not use any letter more than once.

There is an example at the beginning.

Do It My Way

Cultural differences between Japanese and American managers have presented the biggest obstacle to Japanese companies investing in America.

A seminar for Japanese executives working in America was attended by 25 men, B Despite the room's stifling heating system, they resolutely refused to remove their jackets. Their coffee break lasted exactly the scheduled ten minutes. They did not ask any questions until after they had got to know one another a bit better at lunch. They were usually deferential and always polite.

A similar seminar for 25 Americans working for Japanese subsidiaries in America included eight women. (8)…A ten-minute coffee break stretched beyond 20 minutes. Participants asked questions and several aggressively contradicted what the speakers had to say.

According to Mr Thomas Lifson of Harvard and Mr Yoshihiro Tsurumi of New York's Baruch Colleague—the two main speakers at both seminars—misunderstandings between Japanese and American managers are possible at nearly every encounter. They can begin at the first recruiting interview. A big American company typically hires people to fill particular slots. Its bosses know that Americans are mobile people, who have a limited commitment to any particular employer or part of the country. (9)…American firms hire and hire almost at will.

The assumptions (and the expectations) of the Japanese managers of Japanese subsidiaries in America could hardly be more different. (10)…

American managers rely heavily on number-packed memoranda and the like. The Japanese colleagues prefer informal consultations which lead eventually to a consensus. According to Mr Tsurumi, they find comical the sight of American managers in adjacent offices exchanging memos.

Confronted with a dispute between middle managers (11)… expecting the managers themselves to

resolve the issue. The Americans conclude, wrongly, that their Japanese bosses are indecisive or incompetent. Japanese managers do not share the American belief that conflict is inevitable, and sometimes health-y. They want to believe that (12)…

A Several of the men removed their jackets after entering the room.

B nearly all of them in identical dark suits.

C However, I believe I'm qualified for this position.

D most Japanese superiors refuse to become involved.

E They value the skills joining the company rather than their existing skills.

F employees form. one big happy family.

G Jobs are clearly defined and so are skills needed to fill them.

(8)

Questions 下列各 ·Read the article below about service production and the questions on the opposite page． ·For each question(13-18)，mark one letter(A。B，C，or D)on your Answer Sheet．Service are not purchased from a supplier and stored on a shelf until ordered by the customer. Instead, they are manufactured or produced after they are requested by the customer. This itself sets service retailing apart from goods retailing and places the retailer in the channel as the manufacturer as well as the retailer of the service being sold. The placement of the retailer as the product of the service carries with it all the problems associated with the manufacture of goods-research and development, scheduling, raw materials acquisition, quality control and service consistency throughout various branch store operations. The improvement or upgrading of services must be done by the retailer. Constant monitoring of completion and decisions on improving aspects of the service, as well as research into the satisfaction customers are experiencing with their purchases, are part of service management. Scheduling of services retailing presents a dual problem. If the service is performed on a good owned by the customer (china repair, silver polishing, etc. ), the production process can be scheduled in an orderly flow of first in, first out. The craft worker focuses on one item and, when finishing it, moves to the next. The scheduling process is more complicated where the service involves the individual ( legal services, beauty care, driving lessons, and the like). With theses types of service, production and consumption take place at the same time. A scheduling of customers is required to maximize the production capabilities of the service offering. The driving instructor who has no student must sit idly. Greater attention may then be required in scheduling services, especially those involving the customer. In the retailing of mens suits, the quality control activity is left to the manufacturer, while in the retailing of services, the involvement with quality control standards rests with the retailer. Customers purchasing a shirt at the main store expect the same quality when they purchase an identical shirt at a branch store. This consistency in quality is assumed with goods retailing. The consistency of quality in service retailing is much more in doubt. The driving instructor at one store may be very different from an instructor at another store with the same retail chain. The involvement of the craft worker in the production process for custom draperies may also differ within the same retail store. To ensure the consistency of a service, the store must establish procedures and policies which can be implemented throughout each branch store within that chain. Central training may be the best way to accomplish this consistency. It is of course possible that a customer may develop a preference or loyalty to one specific craftsperson, but the development of loyalty to the store with consistency of the production process is a more healthy loyalty to cultivate. In this area, the store may try to develop a strong brand-name recognition for its service. A faulty product may be covered under the manufacturers liability, yet the retailer, when becoming the manufacturer one must be aware of the sole liability associated with the service. Other than the liability of faulty raw material, theres no other recourse for the retailer to turn to. Store-liability coverage should be considered, and most likely increased, especially for those services performed on the individual (beauty services, dental treatments). What is the writers opinion about service retailing?

A.Services are ordered by the customer.

B.Service retailing is separated from goods retailing.

C.The retailer produces and sells services.

D.The retailer manufactures products as well.

回答题：

·Read the article below about highways in the United States．

·Choose the best word or phrase to fill each gap from A，B，C or D on the opposite page．

·For each question（19-33），mark one letter（A，B。C or D）on your Answer Sheet．

·There is arr example at the beginning（0）．

The United States is well-known for its network of major highways designed to help a driver get from one place to another in the shortest possible time．（19） ______these de modem roads are generally（20）______and weft maintained with（21） sharp CUn，es alld straight sect-ions，a direct route is not always the most（22） one．Large highways often pass（23）______ scenic areas and interesting small towns．Furtherrnore．these highways generally（24）______large urban centers，which means that they become crowded with（25）______traffic during rush hours，（26）the“fast，direct”route becomes a very slow route．

However，there is almost always another route to take（27）______you are not in a hurry Not far from the（28）…．．．．new“superhighways”，there are often older（29） heavily traveled roads which go through the countryside． （30）______of these are good tw0—lane r。ads；others are uneven roads curving throut the c。untry．These secondary routes may go up steep slopes，along high（31）______，or down frightening hillside to towns（32）______in deep valleys．Through these less direct routes，longer and slower，they generaly go to places（33）______the air is clean and scenery is beautiful，and the driver may have a chance to get a flesh，clean view of the world．

19题答案为 查看材料

A.Although

B.Since

C.Because

D.Therefore

?For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose.

Business and Social Responsibility

Today more and more people believe that business should play an active role in improving society and solving social problems. For example, we expect that businesses will take care not to pollute the air we breathe or the water we drink. We also expect them to offer fair wages and employee benefits and to provide a satisfactory product or service at a reasonable price. Many companies recognize this and have stated publicly that they will act as a good citizen. They support local arts, build parks, raise funds for charities, and try to put back some of their profits into the community that has made their success possible.

A good reason for businesses to be socially responsible is that society gives business organizations the right to exist. A social setting or environment, with its laws, customs, and other social and cultural norms, allows businesses to form. and function. It is only right for businesses to participate in making the community in which they operate a better place.

To be socially responsible also benefits businesses. In many cases, a company will make greater profits in the long run if it considers benefits to society. Customers actually vote for products and companies when they make a purchase. If a product is of good quality and priced fairly, they will probably buy it more than once. But when customers find out that a manufacturer produces only inferior or shoddy products that cheat them out of their money, they may become so angry that they will never purchase another of their products. Consumers may also shun firms that pollute the environment or engage in unethical practices by not buying their products. When enough people believe a business no longer serves society's best interests, they may pressure the firm into its doom by boycotting its goods or services, influencing officials against it, condemning it in the media, or patronizing other firms.

A business whose goal is to maximize profits is not likely to act out of a sense of social responsibility although its activity will probably be legal. Only businesses that are concerned about society as well as about maintaining profitability are likely to invest voluntarily in socially responsible activities. For example, the former president of Pizza Hut, Orr Gunther, implemented a program called "Book-it." This program rewarded children with a free pizza for reading a certain number of books. Such a business may win the trust and respect of its customers andin the long run increase profits.

To be successful, a business must determine what customers and society want or expect in terms of social responsibility. Although .social responsibility may seem an abstract idea, managers consider it on a daily basis as they deal with real issues. A business must monitor changes and needs in society in order to behave in a .socially responsible way.

The passage mainly focuses on ______.

A．doing business

B．social responsibility

C．what customers and society want

D．cultural and social norms

—Read the article below about Common Stock and Preferred Stock and the questions.

—For each question 13-18,mark one letter A, B, C or D on your Answer Sheet.

Common Stock and Preferred Stock

A public corporation issues certificates of ownership, called common stock, which may be traded on stock ex changes. Anyone can buy and sell shares of common stock. Owners of stock are referred to as shareholders and stockholders. Common stockholders are accorded certain rights by the corporate charter. In the United States, these rights vary from state to state, but in general the articles of incorporation spell out voting rights and rights to receive profits.

Common stockholders are the voting owners of a Corporation. They are usually entitled to one vote per share. They may vote on numerous affecting the corporation (including a decision to sell or merge with anther corporation) and elect a board of directors, who, in turn, hire managers to run the business. A majority shareholder is one who owns over 50 percent of the outstanding shares in a corporation and, thus, can call the shots. All other shareholders are minority shareholders. In large corporations no single person or organization owns anywhere near a majority interest. In large, publicly owned corporations a shareholder with as little as 10 percent of the shares may control the corporation effectively. If things go badly, a coalition of so called dissident shareholders may gather enough votes to replace the existing board of directors; the new board may fire the existing management and bring in their own management team.

Although common stock represents ownership in a company, it does not guarantee the owners a specified rate of return. As owners, the stockholders receive profits after all expenses, including debts and taxes, have been paid. They receive profits from the business in the form. of dividend payments, which represent a percentage of profits. Not all after-tax profits are paid to the stockholders in dividends. Directors usually decide quarterly how much, if any, if the profits they wish to distributed to the owners. The profits are either distributed to the owners in dividends or they are reinvested bank into the company in the form. of retained earnings. If the company decides to keep the profits, the company may become more valuable and the price of the stock usually goes up. Some investors prefer profits in the way of dividends while others speculate for an increase in the price of stock. If a company goes broke, common stockholders get last claim on whatever is left over.

Corporations may also issue preferred stock to investors. Preferred stock usually has no vote in the election of the board of directors, but does get preference in the distribution of the company's earnings. It offers investors a different type of security and may be issued only after common stock had been issued. The term "preferred" applies to two conditions. First, preferred stockholders gain preferential treatment in the matter of dividends) That is, they receive a fixed fete of dividends prior to the payment of dividends on common shares. Second, if the company goes out of business or liquidates, preferred stockholders are closer to the front of the line than common stockholders when distributing the company's assets.

Dividends to preferred stock may be cumulative or noncumulative. Cumulative preferred stock maintained its claim to dividends even if the company had a bad year in 1994, they might decide not to pay dividends. But if they had a good year in 1995, and declared stock dividends do not accumulate, If dividends are not declared, noncumulative owners lose their claim to the profit of that period.

All in all, common stock usually has more control through voting privileges, greater chance for high retur

A．the returns to common stockholders

B．the majority and minority stockholders

C．the voting rights of common stockholders

D．the formation of common stock