Test 2

READING

PART ONE

Questions 1-7

1 Sometimes it is necessary to insist on further

2 You shouldn't focus on your response while others are still

3 People are reluctant to admit that they don't listen

4 There are benefits in seeing things from the speaker's

5 Keen observation of the speaker can support our listening

6 It is risky to think about a different issue while someone is

7 People do not mind hearing their own views

Good listener, better manager

A

Too often we accuse others of not listening, pretending that we ourselves are faultless, yet in our hearts we know that many of the mistakes we make come about because we haven't listened carefully We get things wrong because we haven't quite understood what someone meant when they were talking to Anyone who has ever taken the minutes of a long meeting will know how hard it is to remember - despite the benefit of notes - exactly what everyone But success depends on getting things right - and that means

B

Listening is not the same thing as hearing; it is not an effortless It demands attention and It may mean quizzing the speaker for additional information or for clarification - it is always better to ask than to continue regardless and get things However, if you allow your mind to wander onto something else, even for a few minutes, you'll miss what the speaker is saying - probably at the very moment when he or she is saying something And not having heard, you won't know you've missed anything until it's too

C

The most common bad habit we have is to start thinking of what we are going to say about the subject long before the other speaker has We then stop Even worse, this often adds rudeness to inattentiveness, as once you have decided what to say there is a fair chance you will interrupt to say Good listeners don't In fact it is often worth explaining the main idea of what you have just been told before going on to make your own Nobody is offended by this and it shows that you have listened

D

Above all be patient and accept that many people are not very good It's helpful to remember that the ways people move and position themselves while they are speaking can reveal a great deal about what they are Equally importantly you should put yourself in the other person's place, both intellectually and emotionally; it will help you to understand what they are getting at and form a But don't be too Faced with a know-all, many people keep quiet because they see no point in

Test 3

READING

PART ONE

Questions 1-7

1 Listen to what your boss tells you about how well you are

2 Realise that your boss will occasionally need to be left

3 Comment on your boss's work in a positive

4 Try to impress your boss with your

5 Do not hesitate to involve your boss if you have difficulties with your

6 Show your boss that you are capable of working at a higher

7 Speak to your boss, even about matters not directly related to your

MANAGE YOUR BOSS

Advice from four top business people on how you should treat your boss

A

The Consultant

No boss likes nasty Thinking you can solve a serious problem before he or she finds out is a doomed Much better to inform your boss about the situation early on, together with your suggested Also, remember that bosses like praise as much as any Do this without making it obvious, if only to earn the right to criticise (constructively, of course). 'Consideration' is the key Treat bosses as you hope to be treated - it should help you to move up to the next

B

The Director

Of course there are all the formal things in managing your boss - ensuring that you come to meetings well prepared, that you have a good eye for detail, and so But you also need to distinguish effectively between things that are important and things that are merely small Bosses like it if you can see 'the big picture' because they want to be able to So it's all about psychology, as well as

C

The Chairman

Bosses want people to understand their objectives, their way of working and the pressures they are If you can understand what sort of individual your boss is, it is easier to appreciate why certain reactions might arise, and thus avoid Also, keep the lines o f communication with your boss You need to receive ongoing feedback on whether your work is effective, asking about what you do not understand, and, if necessary, discussing personal issues from outside the When the gap between you is so are the

D

The Chief Executive

Understand that a boss will want to take the glory when things go After all, they take ultimate responsibility, so they deserve some of the Also, find out about your boss's outside interests, as this can help to improve the You may find you have an interest in Similarly, recognise that everyone is human, and there are times when a request from you may be Get to know your boss's Personal Assistant, who can advise you when it is a good time to talk to him or

练习. Japanese McDonald’s

If you always thought of McDonald’s as an all-American company it, may surprise you to learn that the king of McDonald’s franchises is named Fujita and that he doesn’t eat ____1____ By ignoring many of the customs of both his native and his parent company, Fujita has made McDonald’s the top fast-food business in Japan and has changed the face of

McDonald’s came to Japan in 1970 searching for a Japanese partner with whom to create a Japanese McDonald’ Fujita was far from the richest potential candidate interviewed, but he was an eager entrepreneur who seemed willing to devote his energies to the new ____2____

Almost immediately, however, Fujita began going his own The parent company recommended opening the first Japanese McDonald’s in the suburbs, where most American fast-food stores are Fujita had his own ____3____ He got his way, opened the first Japanese McDonald’s in a department store in Tokyo, didn’t spend anything on ____4____

McDonald’s learned its lesson from Fujita and has since opened inner-city restaurant around the ____5____ While the Japanese seem fascinated with western styles and tastes, they often don’t think of themselves as consumers of American So Fujita’s McDonald’s franchises play down their American origins, to the point where, according to Fujita, some Japanese who visit the United States are surprised to find that we have ‘Makudonarudo’, as the Japanese say it, in America

In fact, Fujita is unusual in many respects, and his uniqueness has made him very

McDonald’s took a chance and chose

Fujita and McDonald’s continue to benefit from each

Other companies might learn from the way Fujita marketed McDonald’s in

Fujita likes to take credit for a rise in the average weight of his

And within a year he had broken McDonald’s world record for one-day sales: $14,

He thought the young pedestrians of Japan’s cities were more likely to give up Japan fish-and –rice diet for a hamburger than were the more traditional suburban

But Fujita himself prefers noodles to Big

And the Tokyo McDonald’s that once caused an argument is now one of 500 that Fujita owns in

答案： A; B; G; F; D