Text 4

Reading 1 hour

PART ONE

Questions 1 – 8

l Look at the sentences below and at the five managers’ comments on leadership on the opposite page

l Which new item (A, B, C ,D or E) dose each statement 1 – 8 refer to ?

l For each statement ! – 8 , make one letter(A, B, C ,D or E) on your Answer Sheet .

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

Example :

0 Someone has left a competitor to join this company.

A B C D E

1 Successful leadership involves making sure that employees accept new ideas.

2 A good leader can bring success to a company in difficulties

3 Leaders should be assessed on the basis of their achievements

4 The personalities of good leaders are generally different from those of other managers

5 Patience is a valuable quality in a successful leader

6 Leaders consider potential changes in what their company does for others

7 Good leaders will encourage their staff if their organization is in difficulties

8 Leaders need to adapt their behaviour to suit different circumstances

Maurizio Verna

Long-term, visionary business leaders must be prepared to invest to get what they want for their company. They know when and how to apply pressure and to take risks, when they need to display a more hands-off approach. I have a pretty clear view of my ideal business leader, and of course that’s where I ‘m trying to head: he or she should start up and grow a cash-rich, multi-interest international organization of tremendous strength and depth.

Sue Tucker

The pace of technological change, and the rate at which businesses are changing , requires leaders to have a particular aptitude for technology and an understanding of the internet. A lot of people are aware of the opportunities here ,but awareness alone isn’t enough: in a true leader this needs to be coupled with clever marketing, product design and technological innovation, and keeping abreast of everything going on in the company. In fact the acid test , I think , is being able to use all of these skills to turn around a failing company.

Carol Godfrey

Effective leaders stand out from the herd. They’re often idiosyncratic, even eccentric.They have the confidence to be themselves, and not to adopt the language and attributes of the run-of-the-mill professional managers and accountants. What’s crucial is having the charisma or whatever it is that gives their staff confidence in them, so they can keep everyone on board when they want to make innovations. So often these don’t get off the ground because of lack of leadership, because after all, our response to change is significantly affected by how it’s introduced.

Brian Matthews

Leadership is about making things happen and being judged by results. Good ideas that go nowhere are a waste of time. Anticipate needs-those of customers for instance-and initiate action to meet those needs before the people concerned have even recognized they’ve got them. That way you’ll always be ahead of the game, whatever line you’re in. For instance, top stockbrokers will learn all about you and your business and keep themselves completely up to date with your field in order to advise you. If they’re really good they ‘ll recognize trends even before you do .

E Ana Costa

Outstanding leaders understand both tactics and strategy, and are prepared to play a very long game to achieve their objectives. They understand that in negotiations they need the “ win-win” concept, because losers risk losing their dignity, which is no good for your long-term business relationship with them. Leaders must stay optimistic, whatever the odds, and keep up morale of their company, even when the going’s tough. It’s important to be very much hands-on, too. A good leader will champion ideas that keep the company in the forefront.

PART TWO

Questions9– 14

l Read the text taken from an article about the development of international managers

l Choose the best sentence from the opposite page to fill each of the gaps .

l For each gap 9– 14, mark one letter (A-H) on your Answer Sheet .

l Do not use any letter more than once .

l There is an example at the beginning .(0)

Search for the “ worldly –wise” company executives

The quest for international managers is underway in virtually every industrialized economy , the search has been made urgent by the globalization of world markets and the growth in crossborder mergers and acquisitions. (0) Many firms report being so stretched that they simply do not have enough of the high-quality people they require to lead their their global expansion.

Other companies are having difficulties releasing experienced people from existing operations in order to lead new international ventures. There are indications that a shorftage of internationally skilled people may be an important constraint on firms’ international ambitions. (9) However, identifying the need for international managers is easier than developing them.

So what makes an international manager? Paul Evans, a professor at INSEAD, the European business school, does not believe that any particular nationality produces a more international manager. Neither does he believe that it’s a matter of having the ability to cope with a lifestyle that involves working in Madrid one day, London the next and Berlin the day after. (10) Rather, he believes that the secret of being a good international manger is being comfortable with managing diversity.

Ford of Europe, which has encouraged the development of international managers for more than 20 years, says that its managers are globally-minded before they become global operators. (11) a car that you buy in the UK, for example, is going to be the same car that sells in Germany, Finland and Portugal, so the people who are involved in the car’s development have to be aware of the market requirements in all those different countries.

Generally, it seems that the only effective way to develop international skills and perspectives is through direct international experience. (12) Such experiences open people’s minds to the fact that things are done differently lese where and encourages them to think in a wilder context..

Formulating effective strategies for developing a company’s management resource is a demanding exercise, with conflicting issues to be solved (13) Another dilemma is whether to use local managers or expatriates.

The recruitment and development of effective international managers requires considerable financial resources and can be hard to justify at budget meetings. (14) however , without them, companies will continue to find their expansion plans frustrated by a lack of internationally effective managers.

A from the moment they join the company, employees are faced with having to think internationally

B This can be through involvement in international task forces or through living and working abroad.

C Should , for example, only an elite few receive international experience in preparation for top jobs or should it be offered to a wider group?

D these problems mean that developing managers who think and operate globally is absolutely vital for companies operating in foreign markets.

E Language training , overseas visits and in-house management courses are all expensive to implement.

F Jet-setting between international operations merely creates a business equivalent of the over-packaged tourist

G Companies are now emphasizing the human skills involved in managing other people

H These trends are pushing companies’ existing management resources to the limit

PART THREE

Questions 15 - 20

l Read the following extract from a book on management and the questions on the opposite page .

For each question 15– 20,mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose

In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives having to communicate information which often leads to feelings of insecurity has become a key activity. From being regarded as relatively unimportant in many companies , management employee communication has become a central corporate need.

Concordia International provides a good example of a company that has adjusted well to the changing needs for communication . since 1995 , Concordia has been turned inside-out and upside-down, to ensure that it is a marketing –led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated.

From being an engineering company, Concordia is now remaking itself as a service company. The role of employee communication in such a context is to build people’s self-confidence, to persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the company they have worked for over many years. This is understandable, since many of the old certainties are being swept away , including the core activities of the company they work for. Above all , they have had to face up to the fact that they no longer have a job for life.

Research indicates that people respond to this predicament in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the new situation: on the one hand there are the “ pragmatists” and on the other “ the highly anxious” the former see their job as a means to an end and have a relatively short-term perspective, with strong loyalty to their local term , rather than the company as a whole . the second category, usually the majority, may respond to threatened changes with a feeling of having been let down, and even feel anger at the company for what they see as changing the terms of their employment.

` The employee communication process needs to be capable of accurately directing its messages at a variety of employee groups and departments within the workforce . this is why middle managers and line managers are so key to communication. They are the people who know about the full rage of concerns among the workforce. The problem in the past was that this crucial area was often the responsibility of a separate, relatively isolated unit. Concordia puts responsibility for communication firmly on line managers. All their research points to the same conclusion: people prefer to get their information face-to-face from their line managers. That is the key relationship and where arguments and hearts and minds –are lost.

The general rule in company communication is to tell employees as much as you can as soon as you can. If you can’t provide details, then at least put the news in context and commit yourself to providing greater detail when it becomes available another rule of company communication is that there must be a fit between what the company is telling its employees and what it is telling its shareholders.

15: in the last eight years, Concordia has

A made over 80.000 employees reduncdant

B completed a period of downsizing

C reduced its workforce of 80.000 by 35%

D given 35% of departing employees voluntary redundancy

16 from Concordia’s point of view, the role of communication is to

A win employee support before going ahead with the changes

B change the company’s core activities.

C emphasise the positive aspects of the changes

D explain the need for the changes

17 what does research show about most employees’ response to change?

A they expect it to have a bad effect on the company

B they feel completely powerless

C they become less loyal

D they fell they have been treated unfairly

18 Concordia’s communication process mainly relies on

A printed communication

B departmental heads

C personal communication

D a separate, specialized unit

19 According to the writer, what is the guiding ;principle about giving information within an organization?

A Never make promises about future developments

B Give people an overall view at the earliest possible stage

C always include plenty of hard information

D Hold back until all the details can be provided

20 which of the following would be the most suitable title for the article?

A employee attitudes to company communication

B making company communication more effective

C Researching company commmucation

D Making employees feel less powerless

PART FOUR

Questions 21 -30

l Read the article from the Chairman’s statement in a pharmaceutical company’s annual report

l Choose the correct word to fill each gap from (A, B, C or D) on the opposite page .

l For each question 21-30,mark one letter (A, B, C or D) on your Answer Sheet .

l There is an example at the beginning , (0)

Charman’s Statement

n Two year ago we undertook to increase our sales and to at least (10) our earnings. We published this (21) in order to demonstrate our resolve to lead the business successfully through the demanding period following the expiry of patents which had given us the exclusive right to develop two of our major products.

n I am very please to (22) that we achieved what we set (23) to do. We have achieved increased of 4% and 6% in sales and earnings (24) this comes despite considerable losses (25) the expiry of the patents. It is testimony to the depth and vitality of our portfolio of medicines that we have been able to survive the largest single patent expiry our industry has known.

n Looking further ahead, I firmly believe that this company can continue to deliver strong , sustainable growth, enabling us to stay at the (28) of the research-based pharmaceutical industry.

n The power and pace of technological and scientific development, combined with economic and social pressures, are (29) huge changes in our industry, the successful companies of the future will be those that anticipate and (30) to this change, integrate new technologies effectively, and are closest to their customers. I have full confidence in our ability to remain a major player in our industry.

n 21 A warranty B obligation C commitment D contract

n 22 A inform B specify C notify D report

n 23 A in B out c aside D up

n 24A respectively B serially C consecutively D sequentially

n 25 A pursuing B resulting C following D depending

n 26 A contribution B donation C investment D subsidy

n 27 A numbers B figures C sums D points

n 28 A foreground B forefront C lead D advance

n 29 A forcing B impelling C urging D thrusting

n 30 A meet B suit C correspond D respond

PART FIVE

Questions 31-40

l Read the article below about getting a pay rise.

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

l There is an example at the beginning, (0) .

There is a commonly held view that the only way to get (0) decent pay increase is to move on: to go out into the job market and find someone (31) is prepared to pay you a figure more in line (32) the talents you can offer. Whilst changing employers from time (33) time is something we probably all need to do to advance our careers in the directions we want them to take, it is nevertheless an activity that carries quite definite risks. Irrespective of (34) well we research prospective employers, a new jib is still largely a step into the unknown . It may turn (35) to be a good move or it could prove to be a complete disaster : most of us (36) had experience of both. The point here, though, is that changing employers is not something we want to be doing all the time and certainly not (37) time we feel the urge for better pay . We’d (38) taking more risks than we needed to just to achieve a pay rise. Getting a pay rise should always be viewed (39) a serious business. There are no quick fixes or gold methods with “ guaranteed “ results. Quick fixes only serve to trivialize the issues and could (40) some circumstances get you into very serous trouble indeed.

PART FIVE

Questions41 – 52

l Read the text below about job vacancies

l In most of the lines 41 - 52 there is one extra word. It is either grammatically incorrect of does not fit in with the sense of the text. Some lines, however,are correct .

l If a line is correct , write CORRECT on your Answer Sheet .

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

The exercise begins with two examples, (0) and (00)

Temporary staff required

0 Data Facts Limited is an expanding management services company whose

00 based in the north of England. We are undertaking a major piece of research

41for a leading financial institution . Part of the research is being a nationwide

42 telephone survey in early part December. Phone calls will be made from an

43 office in the centre of Manchester. The temporary staff will receive a fully day’s

44 training. They will then phone people who have been agreed to take part in the

45 survey and will go on through a questionnaire with them. They will be required

46 to record the responses accurately in writing. It will be necessary for those who

47 appointed to work a certain number of evenings and weekends. We are

48 looking for people who have a good telephone manner. A good level of their

49 education is desirable, but what we most require of people taking on this

50 work is common sense and the experience of getting thins done over

51 the telephone. Some knowledge although of banking or insurance would be an

52 advantage. Interested candidates should contact with our Recruitment Officer by phone or email to request an application form.

Writing 1 hour 10 minutes

Part one

Question 1

●An international survey has recently been conducted, asking whether companies plan to alter their spending on information technology next year. The pie charts below compare planned expenditure on IT by European and South-East Asian companies in the coming year

●Using the information from the pie chart , write a short report describing the differences between Europe and South-East Asia.

●Write 120-140 words

Part two

● Write an answer to one of the question 2-4 in this part. Write your answer in 200-250 words.

Question 2

●Your company opened a new branch a year ago and the Managing Director at Head Office has asked you to prepare a report on its progress.

●Write your report for the Managing Director. Including the following information:

●the reason for opening the branch

●its successes

●problems experienced

●plans for the coming year

Question 3

● Your department recently moved to a new building, you are not satisfied with the way the removal company dealt with the move of your furniture and equipment and have decided to write a letter of complaint to the removal company about it.

● Write the letter to the removal company, including the following information:

● Details of the move and what was moved

● What was unsatisfactory

● What you had expected from the company

● What you expect to happen now

Question 4

● the international organization you work for is considering the possibility of producing a promotional brochure to publicise the company abroad . The Managing Director has asked you to write a contribution for this brochure.

● Write your proposal for the Managing Director, including the following information

● Possible contents of the brochure

● Ways to make it attractive

● Benefits the brochure could have for the company

Listening

approximately 40 minutes (including 10 minutes’ transfer time)

Part one:

Question 1-12

●You will hear a representative of a company which organizes trade fairs for academic recruitment . she is talking to a group of prospective clients.

. ● As you listen, for questions 1-12. complete the notes, using up to three words or a number.

●.After you have listened once, replay the recording.

Praxis Academic Recruitment Fairs

Specific geographical areas served:

(1)___________________________________________________________

(2) __________________________________________________________

Package includes:

Exhibition(3) ___________________________________________________

Delivery of all (4) ___________________________

Local(5) ___________________________

“Filtering system”:

Works through (6) ___________________________

Advertisements placed in (7) ___________________________

And on (8) ___________________________

“context-sensitive” feature:

Convenient (9) ___________________________

Services of (10) ___________________________

More details from publicity leaflet about:

(11) ___________________________

Special services

(12) ___________________________

Part two

Question 13-22

●You will hear five different people speaking about changes in personnel in their place of work

●For each extract there are two tasks, For Task One , choose the reason for change in personnel from the list A-H .For Task Two, choose the action that has been taken as a result, from the list A –H

●After you have listened once, reply the recording

Task one—Reason

●For questions 13-17 ,match the extracts with the reasons, listed A –H

●For each extract, choose the reason each speaker mentions.

●write one letter A-H next to the number of the extract

13____________

14___________

15___________

16___________

17___________

A sick leave

B dismissal

C promotion

D secondment

E resignation

F study leave

H redundancy

Task Two-Action

●For question 18-22, match the extracts with the problem areas in the new workplace , listed A – H.

●For each extract, choose the action mentions.

●Write one letter A –H next to the number of the extract.

18__________

19__________

20__________

21__________

22__________

A employment on a temporary contract

B contracting work to another company

C doing a lot of overtime

D changing holiday plans

E increasing the work done at another site

F postponing work

G giving staff extra training

H headhunting a successor

Part Three

Question 23-30

●You will hear part of a radio interview with Paul Jefferson, who set up his own import business.

●For each question 23-30, mark one letter (A ,B or C) for the correct answer.

●After you have listened once, replay the recording.

23 Paul’s immediate financial aim is to be able to

A get out of debt

B satisfy his expensive tastes

C cover his regular outgoings

24 Sarah Hall’s role in Paul’s business is to

A provide him with a regular income

B pay for the goods that he imports

C cover his marketing costs

25 Paul finds it difficult to sell at a profit because

A his customers drive down his prices

B his suppliers overcharge

C his competitors can undercut him

26 The supermarket told Paul that they

A would stock a selection of his products

B thought his products wouldn’t sell

C might buy his products in the future.

27 What was the reason for Paul’s problem with the restaurant chain?

A they cancelled their order

B They went out of business

C they refused to pay the agreed price

28 Paul was told that the department store wanted to

A increase the number of suppliers

B replace one of their suppliers

C start stocking products like his.

29 Paul’s strategy now is to focus on

A selling a limited range of products

B finding new lines to import

C targeting a few large customers

30 Paul’s immediate priority is to

A employ a sales person

B increase his sales

C start selling abroad

Speaking 16 minutes

Part one

In this part, the interlocutor asks questions on a number of work-related and non-work-related subjects to each candidate in turn, you have to give information about yourself and express personal opinions.

Part two

The candidate chooses one topic and speaks about it for approximately one minute. One minuts’ preparation time is allowed.

A Market research: the importance of finding out about customers’ habits and attitudes

B Financial management: how to identify ways of reducing costs in a company

C Communication：How to achieve an effective working relationship between different departments within a company

Part Three

In this part of the test, candidates are given a topic to discuss and are allowed 320 seconds to look at the prompt card, before talking together for about three minutes, afterwards, the examiner asks more questions related to the topic.

For two candidates

Incentive Scheme for Staff

You company is considering setting up an incentive scheme to improve staff performance. You have been asked to make recommendations for this scheme.

Discuss, and decide together:

●What benefits an incentive scheme for staff would bring for the company

●What types of incentives could be offered

For three Candidates

Incentive Scheme for Staff

You company is considering setting up an incentive scheme to improve staff performance. You have been asked to make recommendations for this scheme.

●What benefits an incentive scheme for staff would bring for the company

●What types of incentives could be offered

●Which employees in the company should be targeted

Follow-on questions

●Which incentives do you think are most effective for encouraging people to work hard?why?

●Is it essential for companies to reward extra effort? Why ? why not?

●How do you think a company can inspire loyalty in employees?

●How do you think the traditional employer/ employee relationship might change in the future.?