PART THREE
Question 23-30.
●You will hear part of a conversation between a management consultant and the Human Resources manager of Jenkins, a company which manufactures children’s clothing.
23 What is said about the ownership of Jenkins?
A the founder has sold the company to someone else.
B Jenkins has merged with another company
C There has been no change of ownership.
24 What does the Human Resources manager see as the main external threat to Jenkins?
A Their retailers are becoming less willing to pay their prices.
B Consumers are buying more top-of-the-range children’s clothes.
C More and more companies are producing children’s clothes.
25 The Human Resources manager sees the company’s main strength as the fact that
A It has several long-term contracts
B it makes products of high quality
C its distribution system is efficient
26 The Human Resources manager believes that Jenkins’ main weakness at present is that
A the machinery is inadequate for current requirements
B the management style is out of line with modern demands
C the relation between management and workers are poor.
27 According to the Human Resources manager, why do many machinists choose to leave?
A They think that they can get better paid work elsewhere.
B They feel that too much is expected of them
C They lack confidence in the company’ future
28 When working to produce a batch of clothes
A each team is responsible for a particular operation
B each member of the team produces a complete item
C each person carries out one part of the production process
29. What change has been made to range of goods?
A A smaller number of items is produced
B Each item is now made in smaller quantities.
C Fewer new styles are introduced each year.
30 What is said about the machinists?
A More of their work is falling below the required standard.
B Some of them are earning less than they used to.
C They have to spend longer learning to operate new machines.
That is the end of the Listening test. You now have ten minutes to transfer your answers
Speaking 16 minutes
Part one:
In this part, the interlocutor asks question 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 minute’s preparation time is allowed.
A Customer relations: the importance of making customers feel valued
B company growth : the importance to a company of controlling expansion
C Marketing: how to ensure that agents maintain a high level of effectiveness when representing a company
Part Three:
In this part of the test, candidates are given a topic to discuss and are allowed 30 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
Staff Suggestion Scheme
Your company is planning to introduce a suggestion scheme and to encourage members of staff at all levels to contribute ideas. You have been asked to consider ways of setting up the scheme.
Discuss, and decide together:
●How to set up the scheme so that all staff feel they can contribute
●How suggestions from members of staff could be evaluated.
For three candidates
Staff suggestion scheme:
You company is planning to introduce a suggestion scheme and to encourage members of staff at all levels to contribute ideas. You have been asked to consider ways of setting up the scheme.
Discuss, and decide together:
●How to set up the scheme so that all staff feel they can contribute
●How suggestions from members of staff could be evaluated
●What kinds of rewards would be suitable for suggestions made.
Follow-on questions ：
●Which kinds of companies can benefit most from suggestion schemes?
(why?)●What other methods can companies use to generate ideas for improvements?
●What other ways are there of increasing staff involvement in a company?
●In what ways can companies obtain suggestion or comments from customers?
●How important are new ideas for companies in maintaining competitiveness? Why?
Key
Test 1 Reading
1 D 2 B 3 E 4 A 5 D 6 C 7 E 8 C
Part 2
9 B 10 A 11E 12C 13D 14F
Part 3
15 B16D 17A 18D19B 20 A
Part 4
21 B 22C 23 A 24 D25 A
26-30 B D D C A
Part 5
31- 35 AS WHY NOT/ HARDLY WHO/ THAT OF
36-40 FOR SO/ THUS HAVE MUCH LIKE
PART 6
41-45 CORRECT THEY CORRECT BEING WHICH
46-50 FOR CORRECT SHOULD WHEN CORRECT
51-52 THEIR THAT
Test WRITING
SAMPLE A
This report describes the movements of the balance of trade between 1991 and 2001 , for a particular country, concerning manufacturing and agriculture.
Manufacturing:
Imports increased constantly during this period. The figure shows a rise of $ 4 bn within the whole period and no fluctuations are to be remarked.
Exports rose from nearly $ 3 bn in 1991 to approximately $7 bn in 2001 , suffering minor fluctuations all the way through. In general, the balance of trade remained slightly positive through the period considered.
Agriculture:
Imports increased slightly, ending the period around $1 bn over their starting level. They suffered a temporary fall between 1992 and 1994 , followed by a steady recovery. After peaking at around $2.5 bn in 1999, imports fell slightly to their final value.
Exports figure shows the same performance although at level $4bn higher than imports.
Consequently, the balance of trade remained markedly positive throughout the period.
Band 4
All content points are included. There is a relatively natural use of language and a good range of structure, despite some inaccuracy. There is also evidence of a wide range of vocabulary and the report is well organized.
Sample B
Introduction:
The aim of this report is to describe the imports an exports of the Manufacturing and Agricultural sectors in the years 1991-2001 in European contry’s
Manufacturing Imports
In the first year (1991) the imports were just above $2 bn, at the end of 2001, the imports were almost on the $ 6 bn.
Manufacturing Exports
In 1991 were just below the $ 3
TEST 1
PART1
1 THREE DAYS
2 CLOBAL CONFERENCES PLC
TOMORROW’S SOFTWARE
PERMIT
LARGE CORPORATIONS
LOGIC SOLUTIONS
INTELLIGENT CHANGE
IT ANALYST
CUSTOMER DRIVEN
ORGANISATIONAL STRUCTURES
FRAMEWORK FOR ACTION
CASE STUDIES
PART
F C D B E A B F C D
PART3
C A B C B C B A
