● Look at the organization plan below.● For questi...

● Look at the organization plan below.

● For questions 6—10, which department (A-H) does this job?

● For each question, mark the correct letter (A—H) on your Answer Sheet.

● Do not use any letter more than once.

ABB Company

A. Department of production E. Department of purchasing

B. Department of marketing F. Department of research and development

C. Department of public relations G. Department of accounts

D. Department of dispatch H. Department of personnel

Which department deals with customers with problem?

Questions 11-15

&8226;Look at the organization chart below. It shows the responsibility of each manager.

&8226;Whose responsibility does each sentence (11-15) describe?

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

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

He is responsible for financial matters.

Which of the following best describes the organization of the whole passage?

A．The author tells his story of learning Arabic chronologically.

B．By contrasting different means of teaching by Mr. Beheit and Mr. Ahmed, the author reveals his joys and sorrows on the way of learning a foreign tongue.

C．The author describes possible difficulties of learning a tough foreign language before he illustrates how he achieves success in doing so.

D．The author gives out his outlook of learning a foreign tongue through details of his own pains and gains in the learning process.

听力原文： I'd like to say a few words about the organizational structure of Lampell. Now, if you look at the chart you will see that the Managing Director, that is Mr. Bruce, is responsible for running the company and is accountable to the Board.

Now, he is assisted by four executive departments. These are Human Resources, which is responsible for personnel, training and management development; then there's the Finance Department, which takes care of corporate finance and accounting; next we have the Management Services Department, led by Peter Collins, who is in charge of rationalization throughout the company; and finally, there is the R&D Department research and development -- which works closely with the five regions on new product development.

So this then brings me on to the regions. Directly under the Managing Director, there are five Regional Managers. Each of them is responsible for the day-to-day management of a territory, these are geographically split into north, south, east, west and central regions.

Now then, the five regions are supported by two sections -- Marketing and Technical Services. They are organized on a matrix basis with section leaders accountable to the Regional Managers. They work closely with the regions on the marketing and technical side.

Now, in addition to the parent company, Lampell has three subsidiaries, namely Lampell France, Germany and Japan. The subsidiaries report to the Export Sales Department, which in turn is accountable to the Board.

Right, well that's a brief overview. Are there any questions?

What is this talk mainly about?

A．The organizational structure of Lampell.

B．The executive departments of Lampell.

C．The subsidiaries of Lampell.

D．The future plan of Lampell.

?Look at the statements below and at the five extracts from an article about what they should try to learn and how effective organizational learning takes place and is translated into action.

?Which article (A, B, C, D or E) does each statement 1—8 refer to?

?For each statement 1—8, mark one letter (A, B, C, D or E) on your Answer Sheet.

?You will need to use some of these letters more than once.

A

The learning organization is one where the organization is developing the core competencies that will give it competitive advantage in the marketplace. These core competencies are of two kinds: technical competencies which provide the key to the organization's market position; and management competencies which are vital to its performance as an integrated organization.

B

The key aspects of individual management development, such as recruitment, training, career development, job rotation, special assignments, meaningful work, relevant reward systems, need to be embedded in organizational systems, structures, values and policies and consistently applied in practice. In a learning organization, management development is not an on again, off again activity.

C

An organization full of change effective managers only, or of operational managers only, is likely to be headed towards bankruptcy. A balance is needed between operational and reshaping competencies. Part of that balance needs to be found within individuals, part of it in the respective strengths of individuals, and parts within the embedded processes and resources of the organization. This has important implications for the placing of managers in jobs and also for moving them when their key skills are no longer so relevant and the managerial needs of their positions change. It also has implications for the composition of top teams. Unless the top team includes some powerful members who are committed to 10ng-term performance, the organization is unlikely in the longer term to build those reshaping competencies that will ensure its own renewal that is, to become a learning organization.

D

Forward-looking organizations are increasingly identifying potential change leaders early in their careers, giving them responsibilities for smaller change projects and the opportunity to work closely with effective change practitioners so that they can develop the range of reshaping competencies that the firms increasingly need. Some firms are also taking some of their most effective managers off-line and giving them project responsibilities that encourage them to augment their existing high levels of operational competencies with reshaping competencies. Ensuring that many managers at critical stages of their careers have the experience of managing transitions is vital to developing a managerial mindset that balances the relative importance of maintaining effective ongoing operations with transforming them. It is this mindset that supports the need for current performance with the openness to change that underlies a learning organization.

E

In some cases, reshaping competencies may detract from immediate business results. Reshaping competencies requires considerable investment of resources, effort and time sometimes for little or no immediate benefit. Their expected benefits are often difficult to quantify or measure and the results only show up over time. Furthermore, continual investment is needed to maintain them. The benefits of creating learning organizations do not come free. They also do not come unmanaged. To be effective in meeting the organization's purposes, organizational learning needs to be a managed process and organizational learning a key responsibility of top management. The creation and use of reshaping competencies, both personal and corporate, is the key characteristic of the learning organization.

The development of individual managers must itself become a corporate competen