？Read the article below about delegation.？In most ...

?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.

Then Business card is an important element in business since then it can be

After used to get to know a person at once and after businessmen can also

41 keep business relationship through out it. Exchanging business cards

42 is a standard practice in doing business and there are many kinds of

43 differences in different cultures. In North America and Europe, the

44 polite way to exchange for business card is that when one receives

45 other's business card, he or she should learn study the other person's

46 card for a while. And he should lay all the cards out on the table as in

47 front of him and leave them there until the end of the meeting. The

48 best time to exchange in business card is at the beginning of a meeting.

49 Moreover, on a meeting occasion, business card should not be give

50 sent to anyone we meet. North Americans and Europeans only

51 exchange business cards with the person who ask is interested in

52 them. Receiving a business card is just like receiving a present, the one who directly collects it usually will be considered as impolite.

(41)

&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)

&8226;Read the article below about the history of IBM.

&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.

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.

(8) 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". (9) 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. (10)

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. (11) 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. (12) .

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.

(8)

&8226;Read the article below about leadership.

&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.

How to Become an Effective Team Leader

Coach but not demonstrate. When you are under a time crunch, it's tempting to demonstrate a task rather than to provide supportive directions. When you say "Let me show you how," your motivation is probably just to get the work done rather than help the team member learn. This can be devastating to that team member's skill development and makes him dependent on you. In the long run, the individual to whom you've demonstrated skills will require guidance for just about everything.

Provide constructive criticism. If you're providing feedback, be sure to communicate the bad and the good. It's always hard to hear criticism, but if you highlight the good things too, it makes taking the bad a little easier. Also, provide clear suggestions on how your team members can improve. (8) .

Perhaps you have assigned a project to a team member that's of particular interest to you. Initially, you should provide some guidance and communicate that it's an open door policy for additional questions that may come up along the way. (9) As a team leader, you must prove to your group members that you believe in their abilities and talents. By staying out of the picture, this shows team members they'll get a fair chance to demonstrate what they can do without interference.

Try to be positive. Enthusiasm is contagious (10) As a leader, your team members look to you for direction. If you notice that the group's motivation and output levels are in a slump, this is your wake-up call. Have a meeting to discuss what needs to be changed, and really listen to what your team has to say. (11) It's important to stay in tune with your group. You may be surprised by what they have to say—it could be a dramatically different perspective from your own.

Value your group's ideas. Don't discount your group's ideas. (12) If a suggested idea was attempted in the past but failed, consider that it may not have been executed properly or that it wasn't the best time. Consider each and every idea that your group members generate and encourage them to communicate their insights on a regular basis. If you're overly critical of ideas or immediately discount the ideas of others, your group will hesitate to share anything. After all, for every twenty mediocre suggestions, there's bound to be at least one stellar idea.

A．Avoid phrases like "Yeah, but..." or "We've already tried that."

B．Now, it's important to back off.

C．if you think they may have a difficult time admitting this, get them to write their comments on paper instead.

D．If you're excited about your group's project, it's likely they'll feel a reason to be excited as well.

E．You don't have to give them all of the solutions, instead guide the group by sharing your knowledge and experience.

F．You need to guide them and then give them needed solutions to their problems.

G．When you say "Let me show you how," your motivation is probably just to get the work done rather than help the team member learn.

(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)

Read the article below about profit.

Choose the best sentence to fill 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.

Profit

Entrepreneurship is directly responsible for F The business person (entrepreneur) takes a cue from consumers in deciding what they want—or, in the case of a new product, …8…

Profit means different things to different people. According to some public opinion polls, many people are not sure what it is, but they are sure…9… Workers may look at profit as an unfairly large payment to the entrepreneur that deprives them of a higher wage. The business person thinks of profit…10… During negotiations before the settlement of the second baseball strike in August, 1985, the Players' Association claimed the owners had made profits of $ 91 million, an accounting firm said owner profits were $ 43 million, and the owners insisted they had lost $ 9 million. The truth was that all three were correct. The disparity in the figures was due to the fact that each group was defining profit differently. Let us now see if we can develop a more exact definition of what profit is.

Gross profit is the difference between what a business firm sells its product for and what it costs to produce that product. The merchant buys $ 200, 000 worth of merchandise during the year and sells it for $ 270, 000. His gross profit is $ 70, 000. The percentage difference between his cost and the selling price is 35 percent, and he calls this markup. Net profit is…11…—rent, wages, and interest—and setting aside money to allow for the loss due to depreciation (wearing out) of capital. Our merchant has to subtract from his gross profit his payments for rent ($6, 000), wages ($ 20, 000) interest on money borrowed ($ 1, 000), repairs and upkeep ($ 1, 000), taxes ($ 1, 000), electricity and other expenses $ 1, 000. Expenses for operating the business come to $ 30, 000. Gross profit is $ 70, 000, and net profit is $40, 000.

Economists have a narrower definition of what constitutes profit. They are concerned with payment for all the resources that have gone into production, …12…, like those listed above, or from inside the business.

A what profit really means

B it is too large and represents too much of the consumer's dollar

C as the difference between total revenue and total cost

D what the business person has left after paying expenses

E what they might want

F production

G whether they come from outside the business

(8)

？Read the article below about relationship and productivity.

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

Doing Favours at Work

Productivity rises when workers help each other more. Francis Flynn, of Columbia University's business school, studied 161 engineers working for a telecoms firm near San Francisco. They work in eight teams, but each individually sorts (31) detailed engineering problems sent in from around the country. Mr. Flynn asked each employee to report how (32) he swapped help with each member of the team and who had given relatively more in their exchanges. Thus, he looked separately at the frequency with (33) individual workers made such swaps and at how one-sidedly generous they were. He also asked employees to rate how highly they regarded one (34)

Mr. Flynn correlated the answers he got with information from the firm on employees' productivity. He found that generous employees who got little (35) exchange were well-regarded by colleagues. Employees who helped colleagues generously but did not receive help in return were less productive. Those who received as well as gave (36) relatively more productive, particularly those who helped each other most often. A pattern of frequent giving and receiving boosted (37) productivity and social standing.

Why (38) productivity rise when employees frequently swap help？ Mr. Flynn has two explanations. First, as employees learn more about the resources they can offer each other, they develop a more-efficient pattern of requesting and giving help. Second, helpful employees learn to trust each other more, and become willing to do bigger favours because they feel more sure (39) the likelihood of reciprocation. And, of course, it is nicer to work with helpful people (40) with the other sort.

(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)