新编剑桥商务英语高级第三版第12.1-推荐下载

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新编剑桥商务英语高级第三版第Module 12

Module 1212.1 Understanding business culture(page121)John So, Jim, what did you know about doing business in China before you made your first trip there?Jim Very little, actually. These days there’s a lot of literature and advice out there. I had heard about the principle of Guanxi before I went to China, but I hadn’t really realised how important a part of business culture it was.John What is Guanxi, exactly?Jim It refers to relationships or connections with people that are built on trust and have been developed over a long time. These relationships are based on shared experience-people operating in a similar field-and often also on the exchange of gifts or favours.John But if you’re an outsider, that must make life very difficult. You don’t have a shared background as such...Jim That’s right. You don’t have those networks and for that reason you’re going to have to be patient, because it takes time to develop them. That’s why so many foreign businesses look for a Chinese partner who has good contacts already, like an agent or business partner.John And is there any other way to shortcut this process?Jim Not really. Gift-giving is helpful - presenting a small gift at the end of a meeting, for example. Don’t expect immediate returns, though, and don’t give anything big. The Chinese government has clamped down hard on bribery in recent years and won’t tolerate it. What you have to do is build friendships.John And how would you go about that? Any particular tips?Jim There’s no particular secret: just get to know your partners, exchange small talk, invite them out for meals - Chinese people love eating out. They’ll certainly invite you out to a restaurant at some point. The main thing is just to be yourself...with an extra bit of formality and politeness. Don’t do what some people do and try to be Chinese.John And are there any things you shouldn’t talk about - any taboos?Jim Umm... I think the important thing is to show genuine interest in learning aboutChina and its customs, and to be respectful of the country and the government. There are also a few different habits. Sometime during the meal there will be toasts - make sure that you make one to the most senior member of the group there.John Any other tips?Jim well, they appreciate the best - established brands with a quality reputation - having had limited access to western products in the past. Everyday practicalities? Er... People dress soberly for business, they shake hands on ually, though occasionally they’ll just nod at you. They love to exchange business cards, so bring lots of those. And when you receive one make sure you study it carefully - it’s very rude just to put it straight in your pocket.John What about their behaviour? The Chinese have a reputation for being difficult to read.Jim I don’t really find that. Perhaps they use facial expressions or gestures less freely than westerners do. They do seem to take their time agreeing to things. There are two reasons for that: first of all, they generally operate within big hierarchies and the decision may need to come from high up; secondly, they dislike saying ‘no’ directly. If they start to make a series of small objections to something, it generally means they’re trying to say they’re not interested. But above all, as i said before, don’t worry about the time all this takes - you’re going to need that anyway to learn how Chinese companies operate and all the governance and tax laws, the regulations around joint ventures and so on...12.2 Small talk: short responses(page122)Sarah Hi, Joachim, sorry to be a little late.Joachim No problem. Good to see you again. How was your trip?Sarah It was fine. No delays , just the usual traffic from the airport.Joachim And did you find our offices easily?Sarah Yes, thank you. Your directions were very clear.Joachim OK. So, can I get you a coffee before we start?Sarah Yes. I’d love one. White, one sugar, please.Joachim And, how are you fixed for time?Sarah I’ve got a couple of hours now. I hope that’s enough.Joachim Sorry, do you mind if I just take this call?Sarah No, of course not. Go ahead...Joachim Sorry about that - the boss. So, are you expecting it to be a good year? Sarah Well, I hope so. Last year was pretty flat, as you know.Joachim Well, that’s really what I’d like to talk about today - how we can ramp things up a bit. Can I be of any help with the marketing side of things?Sarah That’s kind of you, but we should be able to cope. It’s just a question of programming it in. We’re planning a campaign meeting next week...Joachim ...so I think that’s been a useful start to our discussions. I will programme another meeting for two weeks’ time. But I think you have to go now. Would you like to go for a meal this evening?Sarah I’d love to, but I’m afraid I have to be back in London by six.Joachim No worries. Would you like a lift back to the station?Sarah That would be really nice, but I don’t want to put you out.Joachim It’s no problem. I’m going that way anyway.。

新编剑桥商务英语高级第三版

精品文档Workinglife1 Whatdoesthisquotationmeantoyou?`Lifeiswhathappenstoyouwhileyou'rebusymakingotherplans.'johnLennon,Englishsinger&songwriter(1940-19830)2 Discussthesequestions.1 Howmanyjobsdoyouexpecttohaveinyourlife?1-3 4-7 8ormore2Wouldyouprefertobeself-employedoranemployee?Why?3infifteenyears’time,doyouexpecttoworkmoreorlessthannow?4atwhatagedoyouexpecttostopworking?55 65 753Underlinetirebestwordtocompleteeachsentence.1Atthemoment,peoplegenerallyretire/resignat652Ijoined/appliedforthecompanywhenIwas25andhaveworkedthereeversinceWhat'sthebestwaytopay/rewardouremployeesforgoodperformance?About700staffwerelaidoff/dismissedwhenthecompanylostthecontracttosupplyToyotaWehaveeducated/trainedourstaffintheuseoflaserequipment.I'mgoingtoleave/changethecompanyattheendoftheyear.EandCConsultantsrecruits/employsfromthetopbusinessschools. Companiesneedtoofferparentsofyoungchildrenmoreflexible/overtimehours-theyusedonlytoofferpermanentposts,butnowmostnewcontractsaretemporary/part-timeones. Ihaveonedayoff/holidayaweektoattendacourseatcollege. MakesentenceswiththewordsyoudidntuseinExercise3.Makenounsfromthefollowingverbs.verb noun verbn oun1employ6recruit 2promote7apply 3retire8dismiss 4resign9pay5train10reward .2精品文档AttitudetoworkDoyouthinkthatpeoplestartingworknowhaveadifferentattitudetoworkthantheirparentsdid?ifs o,inwhatways?Lookatthenewspaperarticleandreadthetitle.Whatdoesthetitlesuggesttoyou?Readthearticlearidcheckifyouwererfight.Youngworkers Wantitall,nowOh,andthey’llneedtotakenextF ridayoff,tooTETROIT一KurtJennings,hopingtostartacareerinradiosales,thoughthewaspreparedtoansweranyquestionduringhisrecentinterview.Thentheradioexecutiveopenedthei nterviewwith,`So,wecallyouguystheEntitlementGeneration".Youimagineyou'reentitledtoever ything.'Thereisanimpressionthatthecurrentgenerationofyoungworkershashighexpectations for salary, responsibility andjobflexibility,butlittleappetite forhardworkandlittlesenseofloyaltytoacompany`A lotoftwenty-somethingshaveahardtimemakingthetransitiontoworktypicallyKidswho'vehadsuccessearlyinlifeandwho'vebecomeusedtogettinginstantgratifi cation,'saysDr.LeviCohen,apeadiatricsprofessor.Hesaysthatcoddlingparentsandcollegesoft enfailtopreparestudentsfortherealitiesofadulthoodandworkinglife.Many employers, from corporateexecutivestorestaurateurs,agree.`Itseemstheyexpecttohoveinthenfirstweekeverythingthattheveteranhasworked20or30yearstoe arn,'saysMikeAmor,theownerofaSaltLakeCitychainofrestaurants.Kurthadthisreply'forhisintervieweeattheradiostation:`MaybewewerespoiledbyyourGeneratio n.But"entitled"istoostrongaword,'hesaid.`Dowethinkwe'redeservingifwe'redoingtogooutthe reandbreakourbacksforyou'?Yes..'Heendedupgettingthe-job.Butsomeexpertssaythat'havinghighexpectations,andtellin}}yourbosswhattheyare,isn'tnecessarilyabadthing.`It'struethey're notallrushingtoburythemselvesinacubiclea}记followordersforthenext40years,butwhyonearthshouldthey?'asks.leafBartlctt,aUniversityofCaroli napsychologistDoyouthinktheyoungergenerationisspoiledandexpectstoomuch?.ordoyouthinktheoldergenerati onsacrificedtheirlives(andfunintheirlives)forwork?Whatdothefollowingphrasesfromthetextmean?1littleappetiteforhardworktwenty-somethingsinstantgratificationcoddlingparentsandcollegeswewerespoiledbyyourgenerationbreakourbacksforyouburythemselvesinacubicle.Gerundandinfinitive1Whichoftheverbsorphrasesintheboxtakethegerund(-ing)andwhichonestaketoinfinitive(todo)? Begoodatplan/intend/aimbeworthfailbereluctanthavetrouble/difficultyhope/expectmanagesucceedindecideth inkabout/considerenjoyavoidinvolvehavebeusedto/accustomedtobewilling/prepared2Whichofthefollowingpairsofphrasesistheoddoneoutgrammatically?Why?1begoodat一bebadat2bewilling一bereluctant3succeedin一fail4enjoy一dislike3Completethesesentences.0whenIretire,Iplantodosomevoluntaryworkforcharity1WhenIretire,Iplan⋯2IthinkI'mquitegoodat⋯3Beforeattendingajobinterview,it'sworth⋯4Myjobinvolves⋯5WhenspeakingEnglish,Ioftenhavedifficulty⋯6AtworkIfeelsatisfiedifImanage⋯7Formysummerholidaythisyear,Iamconsidering⋯8IfIwasofferedmoremoney,Iwouldbewilling⋯9Thehardestthingaboutstartinganewjobisgettingusedto⋯10Igetannoyedwithcolleaguesiftheyfail⋯4Choosefiveofthephrasesworkinglife.inexercise1andmakesentencesaboutyourownworkinglife.ThefutureofhumanresourcesYouwillhearfivehumanresources(HR)manages0stalkingshoutthekeyissuesinhumanresourcesfacingcompaniestoda y.·Thefirsttimeyoulisten,indicatewhichemployeeg roupintheworkforcetheyaretalkingabout. ·Thesecondtimeyoulistenindicatewhatactionstheyproposetotaketodealwitheachissue.TASKONE一EMPLOYEEGROUPAolderemployees(50-GO)BnewrecruitstraineesseniormanagementyounghighlyqualifiedemployeeswomenretiredemployeesdisabledworkersAeffortstoretaingoodemployeesBtheintroductionofmoreflexibleworkingarrangementsClinltingsalariesmorecloselytoresultsDmorefocusonjobtrainingforemployeesEencouragingpeoplebackfromretirementFmoresupportforworkingparentsGdevelopingamorepositiveattitudetowardsolderworkersHreducingstaffcosts6You'veheardtheprioritiesofHRmanagers.Whatareyourprioritiesforyourworkinglife?Consid erthefollowing:.flexiblehours·workingenvironment.paytraining.careerprospects.retirement.CDsandpersonalsummaries1Whatdoyoucallsomeonewho0employspeopleisemployedbyainnappliesforajobisinterviewedforajobisseeking(lookingfor)ajobparticipatesinsomethinghasleftuniversitywithadegreeDothisexercisefromanonlineguideforemployers.GuideforemployersCVsandcoveringlettersareessentialtoolsinthesearchfortherightcandidateforthejobandyoushouldusethemasasnapshotofapotentialcandidate.Beingabletoreadbetweenthelineswillhelpyouinyourtaskofputtingtherigh tpersonintherightjob.Lookatthesethreeexamplesofpersonalsummariesfromfirst-timejobapplicantsreceivedbyaleadingconsultancyfirm.Whichapplicantwouldyouemployandvvhy?1AdynamicandknowledgeableITgraduatewhocanbringsuccesstoyourbusiness,Ihaveexcellentinterpersonalsk illsandconsiderableexperienceofdesigningsoftwaresolutions.Whetherworkingaspartofateamorindependently, Ihavetheabilitytocomeupwiththegoods.2Iamasuccessfulbusinessentrepreneurseekingtoreturntoalargeorganisationafteryearsofru nningmyowncompany.Ihaveexperienceofallaspectsofbusinessandwouldwelcomethechancetosharethisexpertisewithclientsofaforward-lookingconsultancyfirm.3Aself-motivatedgraduatewithamastersineconomics,Ihavepre-courseexperienceintheEconomicStudiesdepartmentofasubsidiaryofExxonMobil,whereIenjoyedsixmonthsworkingwiththebackofficeteam.Adaptable,efficientandkeentolearn.TheanonymousCD3UnderlinewhichelementsshoulddefinitelyheincludedinaCV(theotherare`optioagalc:xtra}').1 name 11 goadsandobjectives.2address12education一primary,secondary,highereducation3telephonenumber13otherskillsorqualifications(membershipofassociations,drivinglicence,etc)4emailaddressage/dateofbirthsexmaritalstatusnationalitypersonalsummarypersonalqualitiesemploymenthistory一company,jobtitleresponsibilities,results hobbiesandinterestslanguagesreferencespersonalachievements4Readthefirstpartofthetext.whatistheideabehindananonymousCV?GenevafightsprejudicewithanonymousCVsProspectiveemployeesinGenevaaretosendinanonymousjobapplicationsaspartofapilotprojecttotacklediscrimination.Thetrial,thelustofitskindinSwitzerland,hasbeenlaunchedbythecanton"sintegrationofficeandinvolvesthreemajoremployers.RetailerMigros,energyproviderSIGandthecommuneofVernierhaveallsigneduptoparticipateinthescheme.Underthetermsoftheproject,whichwilllastforthreemonths,job-seekerswillsendinCVsdetailingtheirskillsandexperiencebutomittingtheirname,address,age,sex,anyreligionordisabilityandphotoTheaimistogiveallapplicantsanequalchanceofbeingcalledupforinterview.`Itisimpossibletoquantifybutweknowthereismuchmorediscriminationthanweareawareof.Therearesomeunemployedpeoplewhoarenotabettinginterviewsbecausetheyare of a different nationality, colour orreligion,'AndreCastella,headoftheproject,ColdSwissinfo.`Theimportantthingisthatcandidateswho.havetherightskillsforajobshouldbeseen, andwewanttogivethemthechancetobeheard.Thereareemployersouttherewho refusetoconsiderAfricans ’5Readthesecond1]artofthetextandputonewordineachspace. Castellasaidanotheraimofthetrialwasto encourageemployers(0)andthepublictotalk about discrimination and to raise awarenessaboutthescaleofinjustice HeaddedthattheideaofanonymousCVs hadalreadybeentestedinprancewherethecountry's National Assembly is clue to considermakingthepracticemandatoryforall firms (1)_more than 50employees.Jean-Charles Bruttomesso. Director of HumanResourcesatMicrosGeneva,saidallapplications for positions until June 30(2)—beconsideredpurelyonthebasisofskillsandexperience.I-lenotedthattheretailer'sinvolvementintheprojectwaspartofongoingequalopportunityefforts.`Th isinitiativeisanoccasionfor(3)_of ustothink aboutourprejudicesandotherpreconceivedideasand questionthem'hesaid.Thosebehindtheschemeadmitthata nanonymousCVwill(4)—ruleoutthepossibil ityof discriminationonce acandidatearrivesforaninterviewbuttheystress(5)—Itisanimportantfirststep.Thelaunchoftilepilotprojectformspartofthecanton'sweek-longseriesofevents(6)_racismanddiscrimination.6Doyouthinkthisinitiativewillbeeffectiveineliminatingdiscrimination13 yemployers?.。

剑桥商英高级真题集听力原文第十二篇10

剑桥商英高级真题集听力原文第10剑桥商英高级真题集听力原文第十二篇10TEST 10This is the Business English Certificate Higher 4, Listening Test 2Part One. Questions 1 to 12You will hear a speaker giving a group of managers advice on how to run a project.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have 45 seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Um, OK, er, can I have your attention, please? Thanks. Now, er, people ask me ‘how do I know if a project is good and, if so, how do I then keep it on track?’ Well, there are no magic formulas, but I do have a few tips for choosing and managing projects that I’d like to share with you today.First of all, choose carefully! Your project needs to be large enough to be worthwhile and one in which your basic skills will enable you to succeed. This means sifting through proposals very carefully, and so it’s essential that you allocate enough hours to the selection process. When you’ve done that, you need to work out how long the project will take. It’s pretty tough to maintain a project’s freshness and flexibility, so you don’t want it running on too long - therefore, you need to set a sensible, manageable timescale.When you start, you need to think about how your project will be better than the last one, and this means you should constantly keep the customer’s circumstan ces in mind and think about what they want. Employees will be enthusiastic about the project if you emphasise how important it is. So you should aim to convince them of how crucial teamwork is, and if you can do that, you’re more likely to get the best res ults. Also, good managers have a constantly updated picture of the project performance, and to achieve this, you need to be efficient at record-keeping.As the project gets going, you should always keep employees informed and involved in what’s going on, s o that they understand any constraints. At the same time, this will help them to appreciate the progress being made. And try meeting across boundaries. In well-managed projects, you’ll find that any meetings that are held are not exclusive to the project workers, but include people from different disciplines who work in the same organisation. These ‘outsiders’ may come up with fresh approaches, which can speed up the whole project.Now, encountering problems is almost inevitable; you need to recognise that and deal with them. To do this successfully, you need to share information about anything which is not going well. This will allow you to make decisions quickly and minimise any big changes. These may come as a result of the customer altering their require ments. It’s vital to be able to adjust to these developments, so make an attempt to be as flexible as you can in your dealings with them.The prospect of success rises when those involved are consciously trying to do better than any other businesses or even past practices within their own company, so it’s important tobreed competitiveness - the more the better if you want to get the best result.And finally, don’t forget that companies that appear to be doing well all the time owe their success, in part, to a willingness to diversify when the market moves or alters, or as they recognise where they can make a better contribution. And, when you’re contemplating a risky project, make sure you employ people who have several skills. This means they could be transferred if the original project doesn’t succeed.Well, er, I hope that’s helped. Urn, now, if anybody has any questions...[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have 20 seconds to check your answers.[pause]Part Two. Questions 13 to 22.You will hear five different people talking about the companies they work for.For each extract, there are two tasks. Look at Task One. For each question, 13-17, choose the recent change in the company the person mentions, from the list A-H. Now look at T ask Two. For each question, 18-22, choose the strength of the company the person mentions from the list A-H.After you have listened once, replay the recording.You now have 30 seconds to read the two lists.[pause]Now listen, and do the two tasks.[pause]Speaker OneMan: There seem to have been so many changes already this year.., it’s hard to keep up, to keep taking things on board. The CEO’s nothing if not dynamic, that’s for sure! Well, they say this new system will work better, compared to the previous one, with its habit of crashing the network on a weekly basis. It’s certainly been tough, battling to meet our performance targets, only to find your PC can’t access anything all afternoon. It’s just so frustrating! So le t’s hope it proves to be one innovation that’s of real benefit, that helps us help clients with what they need.., because that’s what we’re best at, the front line, and I hope we never lose sight of that. Satisfying them is what’s rewarding, after all.Speaker TwoWoman:?? It always comes down to people in the end, and that’s why keeping staff happy is so crucial to success. We have to have a culture of creativity, of imagination, to keep improving. Our growth and profits come from our ability to keep bringing out new models, new features, that keep us ahead, and of course, those ideas all come from people. That’s why I think this latest in-company development makes sense. Instead of having different people spread about in different departments all over the company, while trying to think in related ways, it’s much better to group them in one section, especially since we’ve got the space. I think it’s a good example of intelligent management - proper strategic thinking at its best. I’ll be very interested to see what fresh angles come out of the new set-up.Speaker ThreeMan: Well, yes, it’s very much in line with the way we usually go about things, so I’m sure it’ll prove to be a change for thebetter. I mean, if we’re saying we want to monitor things, to relate achievement to targets and so on, then of course we should be looking to have more aspects tied in and programmed. It’s only fair that the sales staff should become involved in the setting of targets in the first place, so that’s a useful improvement, w hich’ll make them feel more accountable for results. I also think it could have an impact on how they deal with their customers, because they’ll have more of a stake. We’ve always been good at bringing staff on, providing attractive career paths, quarterly bonuses and so on, that keep them motivated.Speaker FourWoman:?? Well, in a small company like ours, everything has to count for something, otherwise we’ll sink.., competition’s so tight now, we have to be sure that we’re doing the right thing. Without scale, we’re never going to be able to compete on price - that’s just a fact of life - but where we’ve always been good, I think, is on getting our name noticed out there. Ingenious promotions, placements, high-profile local sponsorship, that kind of thing.., it all adds up. And I think they’ve put the right person in charge this time. John’s skills will transfer very well from his old section, and his IT knowledge is second to none, which will come in very handy here as we battle away with our rather antiquated computers!Speaker FiveMan:? I have to say I feel almost uneasy about our success.., it’s as if it’s too good to be true, and that eventually all this expansion will have to come to a halt. I don’t know if I trust the long- term predictions for growth. But then again, I guess we really have got the right package - a reliable product that customers know they can trust in a market where things arechanging so rapidly that they can often feel rather bewildered by all the new developments. What they want to be sure of is getting value for money, and we’re succeeding by offering high-quality products that don’t cost the earth. Anyway, I suppose this refurbishment is the right thing to do, to rearrange the sections like this.., it’s certainly easier than lo oking for a new site, at any rate.[pause]Now listen to the recording again.[pause]That is the end of Part Two.[pause]Part Three. Questions 23 to 30.You will hear two managers, Peter and Sarah, who are taking an MBA course, discussing their experiences and views of 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.You now have 45 seconds to read through the questions.[pause]Now listen, and mark A, B or C.[pause]Man:Well, Sarah, what do you make of this assignment? Quite tough, isn’t it?Woman:Hm, Peter, it’s not the easiest, that’s for sure! But this course was never going to be a holiday, was it?Man:Definitely not! Anyway, the job this time seems to be pretty detailed, analytical...Woman: Mm. But we have to be looking at the wider picture,don’t we?... I mean, the strategies these organisations put in place...Man: Yes, how they structure employees...Woman: And it’s that aspect of organisations we’re supposed to be reviewing.Man: Yup. I must say, I think the course in general is pretty well put together...Woman:?? Yeah, the lecturing input’s pretty high standard, isn’t it?Man: No better than I expected.., though it’s probably a bit tipped in favo ur of the theoretical side, I’d say. But whatever, I do feel everyone’s particular situation’s taken account of, so we all ?feel it’s tailor-made for us, somehow, if you see what I mean.Woman:Mm, I do, though I can’t say I’m entirely happy...Man: Oh?Woman: Well, we do all the reading - and I’ve learnt a lot from that in itself- and then get into our respective groups, but then I find we’ve all got different concerns...Man:Contexts...Woman:Yeah, yeah, that it doesn’t really gel, even in the two-hour slots they give us, which ought to be enough, surely.Man: But don’t you find that’s true in any work situation?Woman:?? Not necessarily, no. Well, er, perhaps I’m not at my best in teams, full stop. My motivation comes from seeing steps, you know? A line of particular projects coming up, and the challenge of knocking each one into shape and then going onto the next~ I think that’s the best way to be satisfying client demand, whether you’re dealing directly with them or not. I used to be more face-to-face, but I have less of that ?now.Man:That’s interesting, ‘cause where I’d like to be further on down the line is in dealing with building up brand image for my company... you know, seeing what strategies can be put in place to increase the perceived quality of what you’ve got on offer.., so that’s similar to what you’re saying in some ways...Woman:In some ways, yes.., course, the question is, how do you get there?Man: To the dream job...Woman:?? I expect we both need to talk to a recruitment consultant in the near future.Man: They are the ones with the contacts...Woman:?? Mm-hm, yeah, but often in a specialised field (I)mean more that they’re in a position to make you see what employers actually require ... you know, take you out of your dream world...Man: Yeah...Woman: and get you into the business of focusing the value of what you offer more precisely onto what a company’s looking for. Though their commission can be sky-high.Man: Yes! Do you know, another thing I’d be looking for is the chance to work from home more.Woman: Escape commuting? Wouldn’t we all?!Man: Seriously, don’t you feel it would do wonders for your output, that you’d just get more done in a day? Half the time, I feel exhausted before I even get to the office...Woman: Oh, I know what you mean... But what about the energy you get from colleagues?Man:Well, nothing can replace the creative buzz you get off interacting with them, really exchanging ideas.., it’s only whether the price of that is worth it...Woman: Mm... well, who knows what the future will hold for us? People are saying computer applications will mean more and more accuracy in harnessing relevant data.Man: I’m not convinced... I certainly think specialisation’s going to be the key, knowing your own region, and that comes from hands-on experience.Woman: What’s special about it, yeah, sure, so how to focus your sales efforts accordingly...Man:Mm, because customers will always respond to focused marketing.Woman: Oh, absolutely. Anyway, what’s your view on...[pause]Now listen to the recording again.[pause]That is the end of Part Three. You now bare ten minutes to transfer your answers to your Answer Sheet.[pause]Note: Teacher, stop the recording here and time ten minutes. Remind students when there is one minute remaining.[pause]That is the end of the test.。

新编剑桥商务英语高级第三版第122+123

12.2 Social EnglishConversation starters1 Match each statement with a short response.1 Hi, how are you? A Hi there, good to meet to.2 I’m so sorry to be late. B Thank you, so are you.3 Hello, you must be Mr Channing C Yes, they’re a big improvement.4 Phew, it’s freezing today. D Very well, thanks. And you?5 I’m afraid I’m a bit pressed for E Oh, not at all. I’ve been looking6 And this is Colin, my partner. F Busy a s ever, but it’s going well.7 Thank you for finding the time G OK, then we’ll get straight downto see me. to business.8 Hey, I like your new premises. H Don’t worry. It’s not a problem.9 You’re looking well. I Yes, that’s right. Good to meet you.10 So, hoe’s business? J It is, but at least it’s not raining.Small talk: short responses2 Work with a partner. How would you respond to these questions?Write your ideas in column1 ( Response1).Question Response 1 Response 21 How was your trip? ________ __________2 Did you find our offices easily? ________ __________3 Can I get you a coffee before we start? ________ __________4 How are you fixed for time? _________ __________5 Sorry, do you mind if I just take this call? ________ _________6 Are you expecting it to be a good year? ________ _________7 Can I be of any help with the marketingside of things? _________ _________8 Would you like to go for a meal thisevening? _________ _________9 Would you like a lift back to the station? _________ _________3 Listening and note down the responses you hear to each question in column2(Response2)4 Work with your partner. Act out the dialogue again. This time give the opposite response to each question.Social situations5 You represent a supplier of car heaters from your country. You are interested in supplying your heaters to Jaguar Cars in the UK. As a first meeting, they have arranged a tour of their manufacturing plant, Your host is the production manager.·work with your partner.·Act out the situation, following the steps.VISIOR PRODUCTION MANAGER Introduce yourself and apologize Greet your guest.for being late. Offer a coffee before you start.Ask a few questions about the plant Explain the programme for the day.and your host’s job. Check if it’s OKTHE TOURThank your host for the tour. Offer your guest some lunch at aThai restaurant.Explain that you don’t like spicy food. Suggest a pub instead.You are interrupted at lunch by a call Ask your guest some questions abouton your mobile.Apologize. His/her country.You have a train to catch.Thank you Offer your guest a lift to the station.host for the meal.Invite your host to visite your factory Arrange a time to call to discuss thenext month. next steps.Thank your host once again.12.3 Reading Test:Part Five and Part SixPart Five of the Reading Test consists of a business text approximately 250 words long. It is a gapped text, with ten single words missing. The choice of word to will each gap is completely up to you. The missing words tend to be small words such as this, but not,as,rather,ect.Part Six of the Reading Text is a passage(a business letter, short article or piece of publicity)of 150-200 words containing some unnecessary words, Each line of the text your ability to proofread business documents.Give yourself ten minutes to complete each task.For Part Five, follow these steps.·Read the instructions twice and make sure you understand the context of the passage and what you are being asked to do.·Read the passage through quickly(tow minutes)to get the general meaning.·Re-read to the first gap and look at the whole sentence. What words fits grammatically and in meaning.·If the right word doesn’t comet to you quickly and instinctively, move on to the next gap.·Re-read the passage and fill in any gaps you have missed.For Part Six, follow these steps.·Read the instructions twice and make sure you understand the context of the passage and what you are being asked to do.·Read each sentence, not just each line, before trying to identify an unnecessary word. ·Remember not all lines contain a mistake.·At the end read the text back, taking account of your corrections,and make sure it makes sense.Part Five-Choosing the right word1 Look at this sentence. Think of a word that fits the gap.Advances have been made not_____in cleaner fuels, but also in energy efficiency. The answer is only as in the phrase not only...but also.2 Choose a word for these sentences. Explain why you chose this word.1 We need to persuade people to use less energy______than building new power plants.2 There is_____greater awareness these days of environmental issues.3 _________far, the company has sold 20m of the new devices and is hopeful that soon every household will have one.3 Following the approach described on page 124 do Practice Test Part Five. PART FIVEQUESTION 1-10·Read this article about business gifts.·For each question 1-10, write one word to fill each gap.·There is an example at the beginning(0)Permitted business giftsA business courtesy should not be accepted if the donor expects something(0)·······return: he may be attempting to gain an unfair advantage or to influence the employee’s judgment.Employees(1)·········also avoid a pattern of accepting frequent gifts or business courtesies from the same persons or companies. Employees may not accept honoraria and may not accept expense reimbursements in excess of $50 from any not-for-profit organization supported by the Company(other(2) ·········through the Matching Gift Program).Examples of permitted gifts and business courtesies:·A ballpoint pen with a company logo would satisfy the test of being promotional(3)········nature and of nominal value. An inscribed gold wristwatch would be unlikely to be nominal in value and , therefor, would (4)········be acceptable.·Lunch or dinner invitations to reasonably priced establishments(5)··········be permitted if furnished in connection with bona fide business meetings or conferences but, (6)··········the meal or entertainment is lavish or frequent, it is not acceptable.·Accepting a reasonably priced meal, golf outing or sporting event or entertainment ticket in the local area(7)·······an occasional basis may be reasonable. Regular invitations or accepting a trip out of the local area to attend a golf outing, sporting event or entertainment event is not.The Company(8)··········pays for work-related transportation, loading and expenses directly or on a pro-rata basis for combined work and personal trip consistent with the company’s existing travel and entertainment policy.Accepting(9)·········offer for an expenses paid trip for pleasure with a customer or supplier is(10)·····permitted.Part Six-Identifying redundant words4 Find the unnecessary word in each sentence.1 It is considered as a social mistake to discuss questions of money too openly.2 If we answered to every demand for a more personalized service, we would be lost.3 He was happy with the plan because it gave him no flexibility.4 Public sector workers, normally the lowest paid, they have had big salary rises.5 When the cost of supplier is too high because the manufacturer is forced to raise his prices.6 In recent years employers who have been taking more interest in recruitment.7 However, the company has completely revised its range of products in the 1990s.8 It is important to give employees an advice on how best to perform their role.5 Use these labels to describe the mistakes in exercise 4.A unnecessary relative pronoun E unnecessary articleB inappropriate negative F unnecessary auxiliary verbC repeated subject G double conjunctionD unnecessary adverb H extra preposition6 Following the approach on page 124 do Practice Test Part Six on page 126. PART SIXQUESTION 1-12·Read the text below about cross-culture communication in education.·In most of the lines there is one extra word.It is either grammatically incorrect or does not fit in with the sense of the text.Some lines, however,are correct.·If a line is correct, write correct next to it.·If there is an extra word,write the extra word next to it.·There are two example at the beginning(0and00).Communication in the classroom0 Everything that what happens in a school, and especially in the classroom.00 involves communication, the act of sharing information. Sometimes1 communication involves using oral or written symbols. On the other2 occasions, communication involves various types of non-verbal symbols,including3 body language.Most behaviour problems in schools, and their resolutions, they4 involve some type of a munication permeates education.5 Communication is culture bound. The way an individual communications with6 emanates from his or her culture. Of course, a person may know more than7 one culture or may be have competent in a combination of cultures.8 Nonetheless, one basic truth prevails: when communication is a product of culture.9 Students with different culture norms are at risk if teachers have a little10 knowledge, sensitivity or appreciation of the diversity in communication11 styles. Such teachers may not perceive differences as problems and respond to12 students’diversity with negative attitudes, low expectations and culturally inappropriate teaching and assessment procedures.。

新编英语教程第三版U12

新编英语教程（第三版）第一册
Unit 12 The Western Frontier in the United States
Lead-In
LSP
Dialogue
Role Play
Reading
Exercises
They’re talking about having a bicycle race again.: An ing participle can be used as the object of a preposition, as is used in the above sentence. Another example, Nobody can talk John into entering for the sports meeting.
新编英语教程（第三版）第一册
Unit 12 The Western Frontier in the United States
Lead-In
LSP
Dialogue
Role Play
Reading
Exercises
I don’t remember doing it. I’ll try to remember/not to forget to do whatever you ask me (to) next time. I’ll never forget seeing the Three Gorges. Some verbs may be followed by either an -ing participle or an infinitive, but there is a difference in meaning. 1) The -ing participle after remember or forget refers to a past action or event that took place before the act of remembering or forgetting. Therefore, “I don’t remember doing it” means “I don’t remember whether I’ve done it

新编剑桥商务英语高级第三版第12.2+12.3

12.2 Social EnglishConversation starters1 Match each statement with a short response.1 Hi, how are you? A Hi there, good to meet to.2 I’m so sorry to be late. B Thank you, so are you.3 Hello, you must be Mr Channing C Yes, they’re a big improvement.4 Phew, it’s freezing today. D Very well, thanks. And you?5 I’m afraid I’m a bit pressed for E Oh, not at all. I’ve been looking6 And this is Colin, my partner. F Busy a s ever, but it’s going well.7 Thank you for finding the time G OK, then we’ll get straight downto see me. to business.8 Hey, I like your new premises. H Don’t worry. It’s not a problem.9 You’re looking well. I Yes, that’s right. Good to meet you.10 So, hoe’s business? J It is, but at least it’s not raining.Small talk: short responses2 Work with a partner. How would you respond to these questions?Write your ideas in column1 ( Response1).Question Response 1 Response 21 How was your trip? ________ __________2 Did you find our offices easily? ________ __________3 Can I get you a coffee before we start? ________ __________4 How are you fixed for time? _________ __________5 Sorry, do you mind if I just take this call? ________ _________6 Are you expecting it to be a good year? ________ _________7 Can I be of any help with the marketingside of things? _________ _________8 Would you like to go for a meal thisevening? _________ _________9 Would you like a lift back to the station? _________ _________3 Listening and note down the responses you hear to each question in column2(Response2)4 Work with your partner. Act out the dialogue again. This time give the opposite response to each question.Social situations5 You represent a supplier of car heaters from your country. You are interested in supplying your heaters to Jaguar Cars in the UK. As a first meeting, they have arranged a tour of their manufacturing plant, Your host is the production manager.·work with your partner.·Act out the situation, following the steps.VISIOR PRODUCTION MANAGER Introduce yourself and apologize Greet your guest.for being late. Offer a coffee before you start.Ask a few questions about the plant Explain the programme for the day.and your host’s job. Check if it’s OKTHE TOURThank your host for the tour. Offer your guest some lunch at aThai restaurant.Explain that you don’t like spicy food. Suggest a pub instead.You are interrupted at lunch by a call Ask your guest some questions abouton your mobile.Apologize. His/her country.You have a train to catch.Thank you Offer your guest a lift to the station.host for the meal.Invite your host to visite your factory Arrange a time to call to discuss thenext month. next steps.Thank your host once again.12.3 Reading Test:Part Five and Part SixPart Five of the Reading Test consists of a business text approximately 250 words long. It is a gapped text, with ten single words missing. The choice of word to will each gap is completely up to you. The missing words tend to be small words such as this, but not,as,rather,ect.Part Six of the Reading Text is a passage(a business letter, short article or piece of publicity)of 150-200 words containing some unnecessary words, Each line of the text your ability to proofread business documents.Give yourself ten minutes to complete each task.For Part Five, follow these steps.·Read the instructions twice and make sure you understand the context of the passage and what you are being asked to do.·Read the passage through quickly(tow minutes)to get the general meaning.·Re-read to the first gap and look at the whole sentence. What words fits grammatically and in meaning.·If the right word doesn’t comet to you quickly and instinctively, move on to the next gap.·Re-read the passage and fill in any gaps you have missed.For Part Six, follow these steps.·Read the instructions twice and make sure you understand the context of the passage and what you are being asked to do.·Read each sentence, not just each line, before trying to identify an unnecessary word. ·Remember not all lines contain a mistake.·At the end read the text back, taking account of your corrections,and make sure it makes sense.Part Five-Choosing the right word1 Look at this sentence. Think of a word that fits the gap.Advances have been made not_____in cleaner fuels, but also in energy efficiency. The answer is only as in the phrase not only...but also.2 Choose a word for these sentences. Explain why you chose this word.1 We need to persuade people to use less energy______than building new power plants.2 There is_____greater awareness these days of environmental issues.3 _________far, the company has sold 20m of the new devices and is hopeful that soon every household will have one.3 Following the approach described on page 124 do Practice Test Part Five. PART FIVEQUESTION 1-10·Read this article about business gifts.·For each question 1-10, write one word to fill each gap.·There is an example at the beginning(0)Permitted business giftsA business courtesy should not be accepted if the donor expects something(0)·······return: he may be attempting to gain an unfair advantage or to influence the employee’s judgment.Employees(1)·········also avoid a pattern of accepting frequent gifts or business courtesies from the same persons or companies. Employees may not accept honoraria and may not accept expense reimbursements in excess of $50 from any not-for-profit organization supported by the Company(other(2) ·········through the Matching Gift Program).Examples of permitted gifts and business courtesies:·A ballpoint pen with a company logo would satisfy the test of being promotional(3)········nature and of nominal value. An inscribed gold wristwatch would be unlikely to be nominal in value and , therefor, would (4)········be acceptable. ·Lunch or dinner invitations to reasonably priced establishments(5)··········be permitted if furnished in connection with bona fide business meetings or conferences but, (6)··········the meal or entertainment is lavish or frequent, it is not acceptable.·Accepting a reasonably priced meal, golf outing or sporting event or entertainment ticket in the local area(7)·······an occasional basis may be reasonable. Regular invitations or accepting a trip out of the local area to attend a golf outing, sporting event or entertainment event is not.The Company(8)··········pays for work-related transportation, loading and expenses directly or on a pro-rata basis for combined work and personal trip consistent with the company’s existing travel and entertainment policy.Accepting(9)·········offer for an expenses paid trip for pleasure with a customer or supplier is(10)·····permitted.Part Six-Identifying redundant words4 Find the unnecessary word in each sentence.1 It is considered as a social mistake to discuss questions of money too openly.2 If we answered to every demand for a more personalized service, we would be lost.3 He was happy with the plan because it gave him no flexibility.4 Public sector workers, normally the lowest paid, they have had big salary rises.5 When the cost of supplier is too high because the manufacturer is forced to raise his prices.6 In recent years employers who have been taking more interest in recruitment.7 However, the company has completely revised its range of products in the 1990s.8 It is important to give employees an advice on how best to perform their role.5 Use these labels to describe the mistakes in exercise 4.A unnecessary relative pronoun E unnecessary articleB inappropriate negative F unnecessary auxiliary verbC repeated subject G double conjunctionD unnecessary adverb H extra preposition6 Following the approach on page 124 do Practice Test Part Six on page 126. PART SIXQUESTION 1-12·Read the text below about cross-culture communication in education.·In most of the lines there is one extra word.It is either grammatically incorrect or does not fit in with the sense of the text.Some lines, however,are correct.·If a line is correct, write correct next to it.·If there is an extra word,write the extra word next to it.·There are two example at the beginning(0and00).Communication in the classroom0 Everything that what happens in a school, and especially in the classroom.00 involves communication, the act of sharing information. Sometimes1 communication involves using oral or written symbols. On the other2 occasions, communication involves various types of non-verbal symbols,including3 body language.Most behaviour problems in schools, and their resolutions, they4 involve some type of a munication permeates education.5 Communication is culture bound. The way an individual communications with6 emanates from his or her culture. Of course, a person may know more than7 one culture or may be have competent in a combination of cultures.8 Nonetheless, one basic truth prevails: when communication is a product of culture.9 Students with different culture norms are at risk if teachers have a little10 knowledge, sensitivity or appreciation of the diversity in communication11 styles. Such teachers may not perceive differences as problems and respond to12 students’diversity with negative attitudes, low expectations and culturally inappropriate teaching and assessment procedures.。

新编剑桥商务英语高级第三版-第12

可编辑修改精选全文完整版12.1 Crossing culturesVOCABULARYGlobalisation1Why do you think kofi Annan said this?‘…arguing against globalization is like arguing against the laws of gravity.’Kofi Annan, United Nations3What does the term globalization mean to you?4Mark the following aspects of globalization positive (+), negative (-) or don’t know (?).Compare and discuss with your partner.1 free trade (abolition of trade barriers)2 opening of markets3 social integration and merging of cultures (the global village)4 increased competition in the world market5 free movement of labour (migration of workers)6 free movement of capital7 development of advanced communications8 reduction in the cost of goods9 growing influence of multinational corporations5Which of these effects can you see particularly in your country?READINGCross-culture communication6Why is culture important to business people? Discuss with a partner.7 Read this opening passage from a book by Neil Bromford on cross-cultural communication. Choose the best‘blurb’to go on the back of the book.8 Think of a title for Neil Bromford’s book.9Look at these words (1-8) from the text above and find a synonym (A-I) for each.0 feature A unusual1 uncommon B aspect2 awareness C strange3 to lose face D knowledge4 to chat E to feel humiliated5 pressed for time F to weaken6 influence G to make conversation7 unfamiliar H in a hurryREADING1Make a list of three dos and three don’ts for people who have to do business in a different culture.2Dr A J Schuler gives advice on improving cross-cultural communication in organization. Read the text and choose the best word (A, B, C or D) to fill each gap.UNDERSTANDING CULTURAL DIFFERENCESDirect experienceThe best way to learn about another culture is to be thrown in at the deep end. In other words, get (0) _______ experience. Try to listen to the radio or watch TV programmes from that country or go to special clubs for that specific nationality or group-discussion groups, religious groups, dance groups, etc. In any kind of contact (1) ________ the time to listen and to learn.Don’t be afraid of differenceEven if others’behaviour seems strange of foreign, remember that differences are less (2) ________ than the things we all have in common. We are all made of the same DNA, and as human beings, we share many of the same (3)_______ and basic interests. Enjoy the things we share and at the same time, try to ‘enjoy’the differences.Understand your own cultureBy thinking about your own cultural behaviour and habits, you will open your mind(4)________the behaviour of others. Also this will help you-when you are interpreting the behaviour of an unfamiliar culture-to avoid applying your own cultural (5)________ .Avoid stereotypesWe find stereotypes useful because they help us to order our world and to categorise the different people and experiences in it. They also help to (6)_______ us when we feel uncertain. On the whole though, stereotypes are very superficial and don’t take account of individual differences. Also, because they can be defensive and made to protect us from uncertainty, they often (7)_______ negative wiews of a different culture.We live in a changing worldCultres change through time, and these days, in the ‘global village’ that we live in, this process is happening more rapidly. Don’t(8)________ the effect that your interaction with another culture will have on that culture. As you try to understand them and move(9)________ them, so they will do the same and the cultre that you thought you were dealing with will have changed.Think also about how your own cultural values are being received or accommodated by your foreign (10)_____as you both try to bridge the gap.0 A unique B fist-hand C original D personnel1 A take B have C spend D pass2 A many B numerous C ample D amount3 A motors B motivators C motivations D motifs4 A up B for C of D to5 A standards B mentality C figures D thought6 A assure B ensure C insure D reassure7 A make B promote C mean D reassure8 A undergo B underprice C underestimate D understand9 A to B across C close D towards10 A opposite B counterpart C relation D workmate GRAMMARGrammar TipAll the verb forms in exercise 3 are used to speculate about the past; in other words to wonder how things might have been different from what thy actually were. Speculation3What is implied about what actually happened in each of these cases?0 If I had listened to your advice, I would never have taken the rain.I took the train and it was a disaster.1 I would be a millionaire by now if I had taken up her offer.2 If I were braver, I would have told him what I thought.3 I shouldn’t have been so hasty in my judgment of her.4 I wish we had been taught to speak languages better at school.5 Without influential political connections, he wouldn’t have got so far.6 He should have thought before he spoke.7 She could have been anything she wanted to be, if she had put her mind to it.8 In hindsight, it might have been more polite to arrive a little early.4Complete the following sentences0 I’m glad she spoke good English. It could have been (could/ be) difficult otherwise.1 If I had known I was going to have to pay for myself, I _________(never/accept) their invitation.2 No-one would have heard me say I was leaving if he _________(not/put) the call on speaker phone.3 I know you didn’t want to go to their party, but you________(should/reply) to the invitation.4 Never eat raw vegetables-they__________(might/wash) in unclean water.5 You__________(should/not/take) a gift. No-one else did and I think the hosts were embarrassed.6 I really wanted to meet Anna- I wish you____________(introduce) me.5Study the following culturally sensitive situations. What is the best way to handle each situation?1 Serge prided himself on his adventurousness with food. Until, that is, Mr Sato, the company’s main Japanese supplier, invited him out to dinner and ordered them each a dish consisting of a small charred bird. As Serge hesitated Mr Sato proceeded to eat his bird whole, head and all.2 Tina was pressed for time. She was at the Milan trade fair only for one day with too many people to see and too many things to do. Her heart sank as she saw Umberto Ginelli approaching. Signor Ginelli was one of her best customers but always seemed to have all the time in the world to chat.3 Frank was known for telling jokes in poor taste and Stefan was dreading spending another evening with him, especially with his boss there, as he was easily offended. Then Frank began,‘Did you hear the one about the Irishman and the American tourist?’4 Maison Blanc was a very expensive restaurant and Sarah had always wanted to go there. But now she was there, she couldn’t relax. Malcolm had invited everyone in the team to celebrate his promotion, but it wasn’t really clear whether he was going to pay or each person had to pay for themselves.6 Have you had any similar experiences? Describe them to your partner. Ask what they would have done in the same situation.READING1 Work with your partner to answer the following quiz taken from the in-flight2 Compare your answers with the ones given. How did you do ? Are you surprised?LISTENINGUnderstanding business culture3 12.1 You will hear an extract from the radio series The real world of business. In this programme an American electronics entrepreneur talks about his experience of doing business in China. Listen and mark one letter(A, B or C) for the correct answer.1 Jim hadn’t realized that Guanxi wasA so vital in business.B so common in Chinese culture.C such a complicated principle.2 He defines Guanxi asA building a support network of collaborators in business.B the exchange of presents between collaborators.C the experience you gain from doing business over a long time.3 A lot of foreign companiesA use Chinese interpretersB fail because they don’t understand Guanxi.C try to form partnerships with Chinese business people.4 The Chinese government’s policy on bribery isA quite relaxed.B much stricter than it used to be.C to ignore it.5 You should show an interest inA the most important person in the group.B Chinese food.C Chinese culture and society.6 When you receive a business card you shouldA read it properly before putting it away.B not put it in your pocket.C give yours at the same time.7 One reason it takes time to get an agreement isA the Chinese don’t like to commit themselves.B there are often many levels of management to go through.C they will want to solve all the small problems first.8 The most important thing isA to be patient.B to understand the tax lawsC to learn some Chinese.WRITINGA market profile report4 Following a recent business trip to China to investigate the possibilities of importing teas, your manager has asked you to write a report on the particularities of doing business over there. Write the report, including the following points:●the aims of your visit.●How your meetings with tea manufacturers went.●The reaction of your potential business partners to your proposals.●Advice and recommendations for other colleagues who follow up this visit.。

新编剑桥商务英语(高级)第三版

1.1 Working life1 What does this quotation mean to you?`Life is what happens to you while you're busy making other plans.'john Lennon, English singer& song writer (1940-19830)2 Discuss these questions.1 How many jobs do you expect to have in your life ? 1-3 4-7 8or more2 Would you prefer to be self-employed or an employee? Why ?3 in fifteen years’ time, do you expect to work more or less than now ?4 at what age do you expect to stop working ? 55 65 753Underline tire best word to complete each sentence.1 At the moment, people generally retire/resign at 652 I joined/applied for the company when I was 25 and have worked thereever since3 What's the best way to pay/reward our employees for good performance?4 About 700 staff were laid off/dismissed when the company lost the contract tosupply Toyota5 We have educated/trained our staff in the use of laser equipment.6 I'm going to leave/change the company at the end of the year.7 E and C Consultants recruits/employs from the top business schools.8 Companies need to offer parents of young children more flexible/overtime hours-9 they used only to offer permanent posts, but now most new contracts aretemporary/part-time ones.10 I have one day off/ holiday a week to attend a course at college.4 Make sentences with the words you didnt use in Exercise 3.5 Make nouns from thefollowing verbs.Attitude to work6 Do you think that people starting work now have a different attitude to work than their parents did? if so, in what ways?7 Look at the newspaper article and read the title. What does the title suggest to you?Read the article arid check if you were r fight.Young workers Want it all, nowOh, and they’ll need to take next Friday off ,tooTETROIT一Kurt Jennings, hoping to start a career in radio sales, thought he was prepared to answer any question during his recent interview. Then theradio executive opened the interview with, `So, we call you guys the Entitlement Generation". You imagine you're entitled to everything.' There is an impression that the current generation of young workers has high expectations for salary, responsibility and job flexibility, but little appetite for hard work and little sense of loyalty to a company`A lot of twenty-somethings have a hard time making the transition to work typically Kids who've had success early in life and who've become used to getting instant gratification,' says Dr. Levi Cohen, a peadiatrics professor.He says that coddling parents and colleges often fail to prepare students for the realities of adulthood and working life.Many employers, from corporate executives to restaurateurs, agree.`It seems they expect to hove in then first week everything that the veteran has worked 20 or 30 years to earn,' says Mike Amor, the owner of a Salt LakeCity chain of restaurants.Kurt had this reply 'for his interviewee at the radio station: `Maybe we were spoiled by your Generation. But "entitled" is too strong a word,' he said. `Do we think we're deserving if we're doing to go out there and break our backs for you'?Yes..'He ended up getting the-job.But some experts say that' having highexpectations, and tellin}} your boss what they are, isn't necessarily a bad thing.`It's true they're not all rushing to bury themselves in a cubicle a}记follow orders for the next 40 years, but why on earth should they?' asks .leaf Bartlctt, a University of Carolina psychologist8 Do you think the younger generation is spoiled and expects too much? .or do you think the older generation sacrificed their lives (and fun in their lives) for work?9 What do the following phrases from the text mean?1 little appetite for hard work2 twenty-somethings3 instant gratification4 coddling parents and colleges5 we were spoiled by your generation6 break our backs for you7 bury themselves in a cubicleGerund and infinitive1 Which of the verbs or phrases in the box take the gerund (-ing) and which ones take to infinitive (to do)?Be good at plan/intend /aim be worth fail be reluctanthave trouble/difficulty hope/expect manage succeed indecide think about/consider enjoy avoid involve havebe used to/accustomed to be willing/prepared2 Which of the following pairs of phrases is the odd one out grammatically? Why?1 be good at一be bad at2 be willing一be reluctant3 succeed in一fail4 enjoy一dislike3 Complete these sentences.0 when I retire, I plan to do some voluntary work for charity1 When I retire, I plan…2 I think I'm quite good at…3 Before attending a job interview, it's worth…4 My job involves…5 When speaking English, I often have difficulty…6 At work I feel satisfied if I manage…7 For my summer holiday this year, I am considering…8 If I was offered more money, I would be willing…9 The hardest thing abo ut starting a new job is getting used to…10 I get annoyed with colleagues if they fail…4 Choose five of the phrasesworking life.in exercise 1 and make sentences about your own working lifeThe future of human resources5 You will hear five human resources (HR) manages0s talking shout the key issues in human resources facing companies today.·The first time you listen, indicate which employee group in the workforce they are talking about.·The second time you listen indicate what actions they propose to take to deal with each issue.TASK ONE一EMPLOYEE GROUPA older employees (50-GO)B new recruitsC traineesD senior managementE young highly qualified employeesF womenG retired employeesH disabled workersA efforts to retain good employeesB the introduction of more flexible workingarrangementsC linlting salaries more closely to resultsD more focus on job training for employeesE encouraging people back from retirementF more support for working parentsG developing a more positive attitudetowards older workersH reducing staff costs6 You've heard the priorities of HR managers. What are your priorities for your working life? Consider the following:.flexible hours·working environment.pay。

高级英语(第三版)第一册第十二课 Ships in the Desert

Para.1 typical example of environmental destruction
The Aral sea
•The Aral Sea:
*located in Uzbekistan and Kazakhstan *historically a saline lake *In 1960 the world’s fourth largest lake, the size of the entirety of Southern California *in the center of a large, flat desert basin •a prime example of a dynamic environment
–theater: scene of operation –e.g. This was the Pacific theatre of
World War II. –这里是第二次世界大战的太平洋战
2. Detailed study of the text
• Questions
What’s the meaning of the title? What does the author try to tell us through his article? Why did the writer go to the Aral Sea? What did he see there?
Michigan, Lake Huron, Lake Erie, and Lake Ontario • HOMES—H stands for Huron, O for Ontario, M for Michigan, E for Erie and S for Superior.

新编剑桥商务英语unit12

when it launched a rival mobile phone brand, the operator Orange said easyMobile was breaking the law by using its colour in the same marketplace. Then there was the oil company BP, whose logo is green and yellow. They took out litigation against an Irish petrol company who tried to paint its petrol stations green. P: So do you think you can use the same colour as long as your product is different? R: Absolutely. For example, the food manufacturer Heinz uses turquoise on its cans but it couldn’t stop someone from using the same colour on, say bicycles. P: Can you tell me if there is anything else you can buy the rights on? R: Oh sure. Trademarks mean firms have rights over anything like colour or shape. P: Shape as well? R: Absolutely. Take Toblerone. They have the rights on triangular boxes for their chocolate. P: So back to Galacall and F. I’d like to know what you think the outcome will be if it ever gets to court. Who’ll win? R: Well, I’m not the judge, but if the prosecution can prove the colour will confuse customers and damage Galacall’s business then they might just win it.

新编剑桥商务英语高等第三版第121

12.1 Crossing culturesVOCABULARYGlobalisation1Why do you think kofi Annan said this?‘…arguing against globalization is like arguing against the laws of gravity.’Kofi Annan, United Nations2 Complete the table(sometimes more than one adjective is possible).Noun Adjective(s)1 _______________social2 economy_______________3 competition_______________4 _______________growing5 influence_______________6 _______________Integrated7 corporation_______________8 development_______________3What does the term globalization mean to you?4Mark the following aspects of globalization positive (+), negative (-) or don’t know (?).Compare and discuss with your partner.1 free trade (abolition of trade barriers)2 opening of markets3 social integration and merging of cultures (the global village)4 increased competition in the world market5 free movement of labour (migration of workers)6 free movement of capital7 development of advanced communications8 reduction in the cost of goods9 growing influence of multinational corporations5Which of these effects can you see particularly in your country?READINGCross-culture communication6Why is culture important to business people? Discuss with a partner.7 Read this opening passage from a book by Neil Bromford on cross-cultural communication. Choose the best‘blurb’to go on the back of the book.CHAPTERE ONEOne feature of the global economy and the mobile workforce is that people are coming into contact with other cultures more and more. It’s not uncommon for a Spanish manager to be working for an American bank in Shanghai or English customer to phone a call centre in India that belongs to a German company.In business, awareness of cultural differences doesn’t just mean knowing about the habits of different countries: that Japanese people hate to lose face, that Saudis like to chat and are rarely pressed for time, that Norwegians dislike the use of political influence in business.Cultual differences may exist between one country and another, but unfamiliar behaviour can just as easily be found between two companies, or two departments, or two social groups, or two generations, or between men and women. A lack of awareness of this fact can seriously undermine your effectiveness in business. This book attempts to …1A great insight into the ways that different nationalities like to conduct business. Indispensable reading for all international managers.2In this new guide to cross-cultural communication, Neil Bromford highlights the effects of globalization and its implications for the way we interact with each other.3A refreshing look at cross-cultural communication that takes into account the differences that exist not only between national groups but also within companies and society itself.8 Think of a title for Neil Bromford’s book.9Look at these words (1-8) from the text above and find a synonym (A-I) for each.0 feature A unusual1 uncommon B aspect2 awareness C strange3 to lose face D knowledge4 to chat E to feel humiliated5 pressed for time F to weaken6 influence G to make conversation7 unfamiliar H in a hurryREADING1Make a list of three dos and three don’ts for people who have to do business in a different culture.2Dr A J Schuler gives advice on improving cross-cultural communication in organization. Read the text and choose the best word (A, B, C or D) to fill each gap.UNDERSTANDING CULTURAL DIFFERENCESDirect experienceThe best way to learn about another culture is to be thrown in at the deep end. In other words, get (0) _______ experience. Try to listen to the radio or watch TV programmes from that country or go to special clubs for that specific nationality or group-discussion groups, religious groups, dance groups, etc. In any kind of contact (1) ________ the time to listen and to learn.Don’t be afraid of differenceEven if others’ behaviour seems strange of foreign, remember that differences are less (2) ________ than the things we all have in common. We are all made of the same DNA, and as human beings, we share many of the same (3)_______ and basic interests. Enjoy the things we share and at the same time, try to ‘enjoy’ the differences. Understand your own cultureBy thinking about your own cultural behaviour and habits, you will open your mind(4)________the behaviour of others. Also this will help you-when you are interpreting the behaviour of an unfamiliar culture-to avoid applying your own cultural (5)________ .Avoid stereotypesWe find stereotypes useful because they help us to order our world and to categorise the different people and experiences in it. They also help to (6)_______ us when we feel uncertain. On the whole though, stereotypes are very superficial and don’t take account of individual differences. Also, because they can be defensive and made to protect us from uncertainty, they often (7)_______ negative wiews of a different culture.We live in a changing worldCultres change through time, and these days, in the ‘global village’ that we live in, this process is happening more rapidly. Don’t(8)________ the effect that your interaction with another culture will have on that culture. As you try to understand them and move(9)________ them, so they will do the same and the cultre that you thought you were dealing with will have changed.Think also about how your own cultural values are being received or accommodated by your foreign (10)_____as you both try to bridge the gap.0 A unique B fist-hand C original D personnel1 A take B have C spend D pass2 A many B numerous C ample D amount3 A motors B motivators C motivations D motifs4 A up B for C of D to5 A standards B mentality C figures D thought6 A assure B ensure C insure D reassure7 A make B promote C mean D reassure8 A undergo B underprice C underestimate D understand9 A to B across C close D towards10 A opposite B counterpart C relation D workmate GRAMMARGrammar TipAll the verb forms in exercise 3 are used to speculate about the past; in other words to wonder how things might have been different from what thy actually were. Speculation3What is implied about what actually happened in each of these cases?0 If I had listened to your advice, I would never have taken the rain.I took the train and it was a disaster.1 I would be a millionaire by now if I had taken up her offer.2 If I were braver, I would have told him what I thought.3 I shouldn’t have been so hasty in my judgment of her.4 I wish we had been taught to speak languages better at school.5 Without influential political connections, he wouldn’t have got so far.6 He should have thought before he spoke.7 She could have been anything she wanted to be, if she had put her mind to it.8 In hindsight, it might have been more polite to arrive a little early.4Complete the following sentences0 I’m glad she spoke good English. It could have been (could/ be) difficult otherwise.1 If I had known I was going to have to pay for myself, I _________(never/accept) their invitation.2 No-one would have heard me say I was leaving if he _________(not/put) the call on speaker phone.3 I know you didn’t want to go to their party, but you________(should/reply) to the invitation.4 Never eat raw vegetables-they__________(might/wash) in unclean water.5 You__________(should/not/take) a gift. No-one else did and I think the hosts were embarrassed.6 I really wanted to meet Anna- I wish you____________(introduce) me.5Study the following culturally sensitive situations. What is the best way to handle each situation?1 Serge prided himself on his adventurousness with food. Until, that is, Mr Sato, the company’s main Japanese supplier, invited him out to dinner and ordered them each a dish consisting of a small charred bird. As Serge hesitated Mr Sato proceeded to eathis bird whole, head and all.2 Tina was pressed for time. She was at the Milan trade fair only for one day with too many people to see and too many things to do. Her heart sank as she saw Umberto Ginelli approaching. Signor Ginelli was one of her best customers but always seemed to have all the time in the world to chat.3 Frank was known for telling jokes in poor taste and Stefan was dreading spending another evening with him, especially with his boss there, as he was easily offended. Then Frank began,‘Did you hear the one about the Irishman and the Americantourist?’4 Maison Blanc was a very expensive restaurant and Sarah had always wanted to go there. But now she was there, she couldn’t relax. Malcolm had invited everyone in the team to celebrate his promotion, but it wasn’t really clear whether he was going to pay or each person had to pay for themselves.6 Have you had any similar experiences? Describe them to your partner. Ask what they would have done in the same situation.READING1 Work with your partner to answer the following quiz taken from the in-flight magazine International Business Traveller.CHINA RULESDoing business in China is now commonplace for many western companies and understanding Chinese business culture is a key to success. How well do you know the rules? Try our quiz and find out.1 when you first meet your Chinese partner, you shouldA shake hands.B just nod your head.C bow.2 Exchanging business cards isA important.B unimportantC unnecessary(no-one reads them anyway)3 At the beginning of your discussionA exchange a little small talk.B take time to get to know each other.C get straight to the point.4 Address your Chinese partnerA by his first name.B by his surnameC by his formal title.5 When attending a business meetingA dress casually.B dress formally.C dress in smart casual clothes.6 If you are visiting for the first time from a foreign countryA bring a substantial gift.B bring a small gift.C avoid giving gifts.7 When it comes to negotiating terms and prices, bear in mind thatA Chinese people like to haggle.B most contracts are non-negotiable.C once agreed, the terms cannot be changed.8 Mentioning that you know important or influential people is consideredA very useful.B normal.C bad taste.9 At a meal it is normal to propose a toast toA the leader of the Chinese state.B the most important person present.C no-one.10 You should treat your business partner asA just a business partner.B a mentorC also a friend2 Compare your answers with the ones given. How did you do ? Are you surprised?LISTENINGUnderstanding business culture3 12.1 You will hear an extract from the radio series The real world of business. In this programme an American electronics entrepreneur talks about his experience of doing business in China. Listen and mark one letter(A, B or C) for the correct answer.1 Jim hadn’t realized that Guanxi wasA so vital in business.B so common in Chinese culture.C such a complicated principle.2 He defines Guanxi asA building a support network of collaborators in business.B the exchange of presents between collaborators.C the experience you gain from doing business over a long time.3 A lot of foreign companiesA use Chinese interpretersB fail because they don’t understand Guanxi.C try to form partnerships with Chinese business people.4 The Chinese government’s policy on bribery isA quite relaxed.B much stricter than it used to be.C to ignore it.5 You should show an interest inA the most important person in the group.B Chinese food.C Chinese culture and society.6 When you receive a business card you shouldA read it properly before putting it away.B not put it in your pocket.C give yours at the same time.7 One reason it takes time to get an agreement isA the Chinese don’t like to commit themselves.B there are often many levels of management to go through.C they will want to solve all the small problems first.8 The most important thing isA to be patient.B to understand the tax lawsC to learn some Chinese.WRITINGA market profile report4 Following a recent business trip to China to investigate the possibilities of importing teas, your manager has asked you to write a report on the particularities of doing business over there. Write the report, including the following points:●the aims of your visit.●How your meetings with tea manufacturers went.●The reaction of your potential business partners to your proposals.●Advice and recommendations for other colleagues who follow up this visit.。

（完整版）高级英语第三版12课原文Ships_in_the_Desert

（完整版）高级英语第三版12课原文Ships_in_the_DesertLesson 3 Ships in the DesertShips in the DesertAL Gore1. I was standing in the sun on the hot steel deck of a fishing ship capableof processing a fifty-ton catch on a good day. But it wasn' t a good day. We were anchored in what used to be the most productive fishing site in all of central Asia, but as I looked out over the bow , the prospects of a good catch looked bleak. Where there should have been gentle blue-green waves lapping against the side of the ship, there was nothing but hot dry sand – as far as I could see in all directions. The other ships of the fleet were also at rest in the sand, scattered in the dunes that stretched all the way to the horizon . Ten year s ago the Aral was the fourth-largest inland sea in the world, comparable to the largest of North America's Great Lakes. Now it is disappearing because the water that used to feed it has been diverted in an ill-considered irrigation scheme to grow cotton In the user t. The new shoreline was almost forty kilometers across the sand from where the fishing fleet was now permanently docked. Meanwhile, in the nearby town of Muynak the people were still canning fish –brought not from the Aral Sea but shipped by rail through Siberia from the Pacific Ocean, more than a thousand miles away.2. My search for the underlying causes of the environmental crisis has led me to travel around the world to examine and study many of these images of destruction. At the very bottom of the earth, high in the Trans-Antarctic Mountains, with the sun glaring at midnight through a hole in the sky, I stood in the unbelievablecoldness and talked with a scientist in the late tall of 1988 about the tunnel he was digging through time. Slipping his parka back to reveal a badly burned face that was cracked and peeling, he pointed to the annual layers of ice in a core sample dug from the glacier on which we were standing. He moved his finger back in time to the ice of two decades ago. "Here's where the U. S Congress passed the Clean Air Act, ” he said. At the bottom of the world, two continents away from Washington, D. C., even a small reduction in one country's emissions had changed the amount of pollution found in the remotest end least accessible place on earth.3. But the most significant change thus far in the earth' s atmosphere is the one that began with the industrial r evolution early in the last century and has picked up speed ever since. Industry meant coal, and later oil, and we began to burn lots of it –bringing rising levels of carbon dioxide (CO2) , with its ability to trap more heat in the atmosphere and slowly warm the earth. Fewer than a hundred yards from the South Pole, upwind from the ice runway where the ski plane lands and keeps its engines running to prevent the metal parts from freeze-locking together, scientists monitor the air sever al times ever y day to chart the course of that inexorable change. During my visit, I watched one scientist draw the results of that day's measurements, pushing the end of a steep line still higher on the graph. He told me how easy it is –there at the end of the earth –to see that this enormous change in the global atmosphere is still picking up speed.4. Two and a half years later I slept under the midnight sun at the other end ofour planet, in a small tent pitched on a twelve-toot-thick slab of ice floating in the frigid Arctic Ocean. After a hearty breakfast,my companions and I traveled by snowmobiles a few miles farther north to a rendezvous point where the ice was thinner –only three and a half feet thick –and a nuclear submarine hovered in the water below. After it crashed through the ice, took on its new passengers, and resubmerged, I talked with scientists who were trying to measure more accurately the thickness of the polar ice cap, which many believe is thinning as a re-suit of global warming. I had just negotiated an agreement between ice scientists and the U. S. Navy to secure the re-lease of previously top secret data from submarine sonar tracks, data that could help them learn what is happening to the north polar cap. Now, I wanted to see the pole it-self, and some eight hours after we met the submarine, we were crashing through that ice, surfacing, and then I was standing in an eerily beautiful snowcape, windswept and sparkling white, with the horizon defined by little hummocks, or "pressure ridges " of ice that are pushed up like tiny mountain ranges when separate sheets collide. But here too, CD, levels are rising just as rapidly, and ultimately temperature will rise with them –indeed, global warming is expected to push temperatures up much more rapidly in the polar regions than in the rest of the world. As the polar air warms, the ice her e will thin; and since the polar cap plays such a crucial role in the world's weather system, the consequences of a thinning cap could be disastrous.5. Considering such scenarios is not a purely speculative exercise. Six months after I returned from the North Pole, a team of scientists reported dramatic changes in the pattern of ice distribution in the Arctic, and a second team reported a still controversialclaim (which a variety of data now suggest) that, over all, the north polar cap has thinned by 2 per cent in just the last decade. Moreover, scientists established several years agothat in many land areas north of the Arctic Circle, the spring snowmelt now comes earlier every year, and deep in the tundra below, the temperature e of the earth is steadily rising.6. As it happens, some of the most disturbing images of environmental destruction can be found exactly halfway between the North and South poles –precisely at the equator in Brazil –where billowing clouds of smoke regularly black-en the sky above the immense but now threatened Amazon rain forest. Acre by acre, the rain forest is being burned to create fast pasture for fast-food beef; as I learned when I went there in early 1989, the fires are set earlier and earlier in the dry season now, with more than one Tennessee's worth of rain forest being slashed and burned each year. According to our guide, the biologist T om Lovejoy, there are more different species of birds in each square mile of the Amazon than exist in all of North America –which means we are silencing thousands of songs we have never even heard.7. But one doesn't have to travel around the world to wit-ness humankind's assault on the earth. Images that signal the distress of our global environment are now commonly seen almost anywhere. On some nights, in high northern latitudes, the sky itself offers another ghostly image that signals the loss of ecological balance now in progress. If the sky is clear after sunset -- and it you are watching from a place wherepollution hasn't blotted out the night sky altogether -- you can sometimes see a strange kind of cloud high in the sky. This "noctilucent cloud" occasionally appears when the earth is first cloaked in the evening dark-ness; shimmering above us with a translucent whiteness, these clouds seem quite unnatural. And they should: noctilucent clouds have begun to appear more often because of a huge buildup of methane gas in the atmosphere.(Also called natural gas, methane is released from landfills , from coal mines and rice paddies, from billions of termites that swarm through the freshly cut forestland, from the burning of biomass and from a variety of other human activities. ) Even though noctilucent clouds were sometimes seen in the past., all this extra methane carries more water vapor into the upper atmosphere, where it condenses at much higher altitudes to form more clouds that the sun's rays still strike long after sunset has brought the beginning of night to the surface far beneath them.8. What should we feel toward these ghosts in the sky? Simple wonder or the mix of emotions we feel at the zoo? Perhaps we should feel awe for our own power: just as men "ear tusks from elephants’ heads in such quantity as to threaten the beast with extinction, we are ripping matter from its place in the earth in such volume as to upset the balance between daylight and darkness. In the process, we are once again adding to the threat of global warming, be-cause methane has been one of the fastest-growing green-house gases, and is third only to carbon dioxide and water vapor in total volume, changing the chemistry of the upper atmosphere. But, without even considering that threat, shouldn't it startle us that we have now put these clouds in the evening sky which glisten with a spectral light? Or have our eyes adjusted so completely to the bright lights of civilization that we can't see these clouds for what they are –a physical manifestation of the violent collision between human civilization and the earth?9. Even though it is sometimes hard to see their meaning, we have by now all witnessed surprising experiences that signal the damage from our assault on the environment --whether it's the new frequency of days when the temperature exceeds 100degrees, the new speed with which the -un burns our skin, or the new constancy of public debate over what to do with growing mountains of waste. But our response to these signals is puzzling. Why haven't we launched a massive effort to save our environment? To come at the question another way' Why do some images startle us into immediate action and focus our attention or ways to respond effectively? And why do other images, though sometimes equally dramatic, produce instead a Kin. of paralysis, focusing our attention not on ways to respond but rather on some convenient, less painful distraction?10. Still, there are so many distressing images of environ-mental destruction that sometimes it seems impossible to know how to absorb or comprehend them. Before considering the threats themselves, it may be helpful to classify them and thus begin to organize our thoughts and feelings so that we may be able to respond appropriately.11. A useful system comes from the military, which frequently places a conflict in one of three different categories, according to the theater in which it takes place. There are "local" skirmishes, "regional" battles, and "strategic" conflicts. This third category is reserved for struggles that can threaten a nation's survival and must beunder stood in a global context.12. Environmental threats can be considered in the same way. For example, most instances of water pollution, air pollution, and illegal waste dumping are essentially local in nature. Problems like acid rain, the contamination of under-ground aquifers, and large oil spills are fundamentally regional. In both of these categories, there may be so many similar instances of particular local and regional problems occurring simultaneously all over theworld that the patter n appears to be global, but the problems themselves are still not truly strategic because the operation of- the global environment is not affected and the survival of civilization is not at stake.13. However, a new class of environmental problems does affect the global ecological system, and these threats are fundamentally strategic. The 600 percent increase in the amount of chlorine in the atmosphere during the last forty years has taken place not just in those countries producing the chlorofluorocarbons responsible but in the air above every country, above Antarctica, above the North Pole and the Pacific Ocean – all the way from the surface of the earth to the top of the sky. The increased levels of chlorine disrupt the global process by which the earth regulates the amount of ultraviolet radiation from the sun that is allowed through the atmosphere to the surface; and it we let chlorine levels continue to increase, the radiation levels will al-so increase –to the point that all animal and plant life will face a new threat to their survival.14. Global warming is also a strategic threat. The concentration of carbon dioxide and other heat-absorbing molecules has increased by almost 25 per cent since World War II, posing a worldwide threat to the earth's ability to regulate the amount of heat from the sun retained in the atmosphere. This increase in heat seriously threatens the global climate equilibrium that determines the pattern of winds, rainfall, surface temperatures, ocean currents, and sea level. These in turn determine the distribution of vegetative and animal life on land and sea and have a great effect on the location and pattern of human societies.15. In other words, the entire relationship betweenhumankind and the earth has been transformed because our civilization is suddenly capable of affecting the entire global environment, not just a particular area. All of us know that human civilization has usually had a large impact on the environment; to mention just one example, there is evidence that even in prehistoric times, vast areas were sometimes intentionally burned by people in their search for food. And in our own time we have reshaped a large part of the earth's surface with concrete in our cities and carefully tended rice paddies, pastures, wheat fields, and other croplands in the countryside. But these changes, while sometimes appearing to be pervasive , have, until recently, been relatively trivial factors in the global ecological sys-tem. Indeed, until our lifetime, it was always safe to assume that nothing we did or could do would have any lasting effect on the global environment. But it is precisely that assumption which must now be discarded so that we can think strategically about our new relationship to the environment.16. Human civilization is now the dominant cause of change in the global environment. Yet we resist this truth and find it hard to imagine that our effect on theearth must now be measured by the same yardstick used to calculate the strength of the moon's pull on the oceans or the force of the wind against the mountains. And it we are now capable of changing something so basic as the relationship between the earth and the sun, surely we must acknowledge a new responsibility to use that power wisely and with appropriate restraint. So far, however, We seem oblivious of the fragility of the earth's natural systems.17. This century has witnessed dramatic changes in two key factors that define the physical reality of our relation-ship to theearth: a sudden and startling surge in human population, with the addition of one China's worth of people every ten years, and a sudden acceleration of the scientific and technological revolution, which has allowed an almost unimaginable magnification of our power to affect the world around us by burning, cutting, digging, moving, and trans-forming the physical matter that makes up the earth.18. The surge in population is both a cause of the changed relationship and one of the clearest illustrations of how startling the change has been, especially when viewed in a historical context. From the emergence of modern humans 200 000 years ago until Julius Caesar's time, fewer than 250 million people walked on the face of the earth. When Christopher Columbus set sail for the New World 1500 years later, there were approximately 500 million people on earth. By the time Thomas Jefferson wrote the Declaration of Independence in 1776, the number had doubled again, to 1 billion. By midway through this century, at the end of World War II, the number had risen to just above 2 billion people.19. In other words, from the beginning of humanity's appearance on earth to 1945, it took more than ten thousand generations to reach a world population of 2 billion people. Now, in the course of one human lifetime -- mine -- the world population will increase from 2 to more than 9 million, and it is already more than halfway there.20. Like the population explosion, the scientific and technological revolution began to pick up speed slowly during the eighteenth century. And this ongoing revolution has also suddenly accelerated exponentially. For example, it is now an axiom in many fields of science that more new and importantdiscoveries have taken place in the last ten years that. in the entire previous history of science. While no single discover y has had the kind of effect on our relationship to the earth that unclear weapons have had on our relationship to warfare, it is nevertheless true that taken together, they have completely transformed our cumulative ability to exploit the earth for sustenance -- making the consequences, of unrestrained exploitation every bit as unthinkable as the consequences of unrestrained nuclear war.21. Now that our relationship to the earth has changed so utterly, we have to see that change and understand its implications. Our challenge is to recognize that the startling images of environmental destruction now occurring all over the world have much more in common than their ability to shock and awaken us. They are symptoms of an underlying problem broader in scope and more serious than any we have ever faced. Global warming, ozone depletion, the loss of living species, deforestation -- they all have a common cause: the new relationship between human civilization andthe earth's natural balance.22. There are actually two aspects to this challenge. The first is to realize that our power to harm the earth can in-deed have global and even permanent effects. The second is to realize that the only way to understand our new role as a co-architect of nature is to see ourselves as part of a complex system that does not operate according to the same simple rules of cause and effect we are used to. The problem is not our effect on the environment so much as our relationship with the environment. As a result, any solution to the problem will require a careful assessment of that relationship as well as the complexinterrelationship among factors within civilization and between them and the major natural components of the earth's ecological system.23. The strategic nature of the threat now posed by human civilization to the global environment and the strategic nature of the threat to human civilization now posed by changes in the global environment present us with a similar set of challenges and false hopes. Some argue that a new ultimate technology, whether nuclear power or genetic engineering, will solve the problem. Others hold that only a drastic reduction of our reliance on technology can improve the conditions of life -- a simplistic notion at best. But the real solution will be found in reinventing and finally healing the relationship between civilization and the earth. This can only be accomplished by undertaking a careful reassessment of all the factors that led to the relatively recent dramatic change in the relationship. The transformation of the way we relate to the earth will of course involve new technologies, but the key changes will involve new ways of thinking about the relationship itself.。

新剑桥商务英语(高级)习题答案教学教材

新剑桥商务英语（高级）习题答案En glish for Bus in ess StudiesKey to Unit 01: The three sectors of the economyThis unit covers a lot of basic vocabulary concerning developed econo mies much of it in an extract from a well-known British novel. It also discusses the evolution of the economy of most of the older industrialized countries, with the decli ne of manu facturi ng in dustry and its replaceme nt by services. There is an extract from a magaz ine in terview with an econo mist and an in terview with a British Member of Parliame nt on this issue.1a Vocabulary p09Ide ntify the most prominent features in this photograph, which illustrates various importa nt eleme nts of the in frastructure of a moder n in dustrialized coun try. The photo clearly shows a large factory (the Un ilever factory in Warri ngton, En gla nd) in the cen ter, with more factories, in dustrial un its, or warehouses in the top right-ha nd corner. The large factory seems to in clude some office buildi ngs. Also visible are agricultural la nd (in the backgro und; the land in the foreground doesn ' t appear to be cultivated), a river, a railway and several roads,and hous ing, perhaps with a school in the cen ter of the hous ing estate top left.1b Reading p10What is the key point that this extract is making about economies?The text suggests that most people take for gran ted the amaz ing complexity of the econo mic in frastructure.1c Comprehe nsion p111.ln lines 4-7, Robyn sees examples of all three. What are they?Ti ny fields (the primary sector), factories (the sec on dary sector), and railways, motorways, shops, offices, and schools (the tertiary sector).2. The long sentence from lines 12-28 lists a large nu mber of operati onsbel onging to the differe nt sectors of the economy. Classify the 18 activities from the passagePrimary sector: digg ing iron ore, mining coal.Secondary sector assembli ng, buildi ng, cutt ing metal, lay ing cables, milli ng metal, smelt ing iron, weldi ng metal.Tertiary sector: advertis ing products, calculati ng prices, distributi ng added value, maintenan ce, marketi ng products, packagi ng products, pump ing oil, tran sportati on.3. Ca n you thi nk of three importa nt activities to add to each list (not n ecessarily in relati on to the kettle)?Primary sector: farmi ng (agriculture), fishi ng and forestrySecon dary sector manu facturi ng, tran sform ing and process ingTertiary sector: financing, designing, retailing2a Reading p121. W hy do people worry about the decli ne of manu facturi ng?Because they think it will lead to un employme nt.2. W hich activities are as importa nt as the producti on of goods?Desig ning goods, persuadi ng people to buy them; arts and en terta inment.3.Should people worry about this state of affairs?No, because it is a n atural, progressive and in evitable developme nt.2b Liste ning p13Liste n to a short in terview with Denis MacSha ne, a British Member of Parliame nt for the Labor Party.Does he hold the same view as J. K. Galbraith?Denis MacSha ne quite clearly disagrees with Galbraith.1. W hy does MacSha ne think that manu facturi ng has a future?Because there are many new products that have to be inven ted to serve new n eeds.2. Why does MacSha ne think that manu facturi ng has a future in the adva need countries?Because these coun tries have product ion tech no logy that requires very little labor in put.3. Why, however, is this manufacturing uniikely to solve the problem of un employment?Precisely because it requires very little labor in put.4. W hat does MacSha ne mean by 'in theory there should be no moremanu facturi ng ' in Switzerla nd? (It is this theory that makesynpsople arguethat manu facturi ng must move to -dev'iopsed coun tries.)The conventional theory is that the most important cost in manufacturing is labor, and wages and salaries in Switzerla nd are the highest in the world. (As is the cost of liv in g!) 5. Why does he say it is surprising for a British company to be buying Swiss goods? Because the pound sterl ing has, over the years, lost a great deal of value aga inst foreig n curre ncies, especially the Swiss franc.6. What is the reason he gives for the United States still being the richest nation in the world?It has a successful manufacturing economy, including its computer and car (automobile) in dustries.7. Match up the following expressions and definitions:1. to convert itself. B/ to change from one thing to another2. to serve needQ/ to satisfy people ' s desires or requirements3. Labor in put A/ manual work4. to stumble onE/ to discover someth ing by accide nt5. to be dubiousC/ to be un certa in, disbeliev ing2c Writing p13Summarize both Gallbraith 'MacSidanW s arguments in a short paragraph offewer the n 50 words.A POSSIBLE SUMMARY Galbraith says that manufacturing industry will in evitably decli ne in the adva need in dustrial coun tries, and be replaced by desig n, advertis ing, en terta inment, and so on. MaSha ne says that manu facturi ng will cha nge, and make new products with new tech no logy.New words in this unit 01agriculture, bus in ess, compa ny, con sumer, econo mic, economy, employme nt, goods, in dustry, in frastructure, labour, manu facturi ng, primary sector, product, raw materials, sec on dary sector, tertiary sector, un employme ntUnit 2 Man ageme ntMan ageme nt is importa nt. The success or failure of bus in ess orga ni zati ons, gover nment in stitutio ns and public sector services, volun tary and non-profit organizations, sports teams, and so on, often depends on the quality of their management. This unit includes a discussion of the qualities required by managers, a definition of management, consideration of the role of the meetings in man ageme nt, a critical view of the man ageme nt of one large America n mult in ati onal compa ny, and an in terview with the man ager of a British departme nt store, who discusses his job.Before the discussion on the qualities required by managers and the definition of management, maybe we an discuss the cartoon. What ' s the joke? We can assume that Mr. Farvis runs this compa ny (his n ame is on the door). What can we say about his man agerial skills, or his appare nt lack of them?Discuss in pairs for two minu tes what exactly man agers do, concerning orga nizing, sett ing objectives, allocati ng tasks and resources, com muni cat ing, motivati ng, and so on.1a Discussi onWhat is man ageme nt? Is it an art or a scie nee? An in st inct or a set of skills and tech niq ues that can be taught?Man ageme nt is a mixture of inn ate qualities and lear nable skills and tech niq ues.What do you thi nk makes a good man ager? Whichour of the follow ing qualities do you thi nk are the most importa nt?Bei ng decisive: able to make quick decisi onsBeing efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, and so onBei ng frie ndly and sociableBei ng able to com muni cate with people --Bei ng logical, rati onal and an alyticalBeing able to motivate and in spire and lead people ——Bei ng authoritative: able to give ordersBeing compete nt: knowing one ' s job perfectly, as well as the work of one ' s subord in ates ——Being persuasive: able to convince people to do thingsHavi ng good ideas ----Are there any qualities that you thi nk should be added to this list?Which of these qualities can be acquired? Which must you be born with?There are clearly no definitive answers as to which of these skills can be acquired.1b Readi ngPeter Drucker, the (Austria n-bor n) America n man ageme nt professor and con sulta nt, is the author of many books about bus in ess. This text summarizes some of Peter Drucker ' s views on management. It paraphrases the extended definition of management he gives in one of his management textbooks. As you read about his description of the work of a manager, decide whether the five different functions he mentions require the four qualities you selected in your discussi on, or others you did not choose.What is man ageme nt?Drucker ' s first point (setting objectives and developing strategies) presulyiab requires qualities J, H, E and A (not n ecessarily in that order). The sec ond point (orga nizing) presumably also requires H, E and J. The third point (motivati on and com muni cati on) embraces F, D, I and probably C. The fourth point (measuri ng performa nee) probably requires H and E. The fifth point (develop ing people) might require H, F, D and J. But all this is clearly ope n to discussi on.1c VocabularyComplete the followi ng senten ces with these words.Achieved; board of directors; com muni cate; inno vati ons; man ageable;performa nee; resources; sett ing; supervise1. managers have to decide how best to allocate the human, physical and capital resourcesavailable to them.2. Managers -- logically -have to make sure that the jobs and tasks given to their subord in atesare manageable.3. There is no point in settingobjectives if you don communicate them to your staff.4. Man agers have to supervise their subord in ates, and to measure, and try to improve, theirperformance.5. Managers have to check whether objectives and targets are being achieved.6. A top manager whose performanee is unsatisfactory can be dismissed by the company' Boardof directors.7. Top managers are responsible for the innovations that will allow a company to adapt to a changing world.1d VocabularyThe text contains a nu mber of com mon verb-noun part nerships (e.g. achieve objectives, deal with crises, and so on).Match up these verbs and nouns to make com mon collocati ons.Allocate resources (or people)Commun icate in formatio n (or decisi ons)Develop strategies (or people or subordi nates)Make decisionsMeasure performanceMotivate peoplePerform jobsSet objectivesSupervise subordinates2 Meet ings‘ One can either work or meet. One cannot do both at the same time. '(Peter Drucker: An In troductory View of Man ageme nt)What do you thi nk Peter Drucker means by this comme nt?Drucker obviously believes that work is largely someth ing that is doneindividually, and that meetings are not ‘ work' , but merely preparation for it, or consolidation after it.2a Reading p18Read the computer journalist Robert X. Cringely ' s description of theman ageme nt style at IBM.Is he positive or negative about IBM ' s working culture?Robert Crin gely ' s history of the pers onal computer in dustry is very in formative,in places very critical, and also very funny. In this extract, he is extremely n egative about IBM, say ing that they put much too much effort into man ageme nt and worry ing about the possibility of making bad decisi ons, and not eno ugh into producing good, competitively-priced products.2b Comprehe nsionExplain in your own words exactly what Robert Cringely means in the following senten ces.1. Every IBM employee ' s ambition is apparently to become a manager. It seems as if the people who work for IBM are more in terested in being regarded as a man ager tha n as a computer desig ner or tech nician2. IBM makes man ageme nt the compa ny ' s sin gle biggest bus in ess.IBM' s corporate culture seems to place more emphasis on man ageme nt tha n on developing and selling the company ' s products.3. IBM executives man age the desig n and writ ing of software.IBM' s managers don ' t actually do the work of designing and writing software themselves, but orga nize and supervise the people who do it.4. IBM products aren ' t often very competitive.IBM products are rarely as good or as dheap as similar products made by their competitors5. The safety net at IBM is so big it is hard to make a bad decision.There is an exte nsive hierarchy and a system of checks and con trols which en sures that bad decisi ons are gen erally avoided (but good decisi ons also take a very long time to make).6. This will be the source of the company ' s ultimate downfall.The slowness of IBM ' s decmiohng process (and the consequent lack ofcompetitive ness of their products) will eve ntually destroy the compa ny.2c Vocabulary p18Find word in the text that mean the same as the words or expressions below.1. seem ingly apparently2. computer programs software3. work, time and energy effort4. computers (and other machines) hardware5. young workers still learning their jobs trainees6. knowledge and skill expertise7. levels or strata layers8. to make certain that something is true verify9. corrected or slightly changed amended10. collapse or failure downfall3 The retail sectorYou will hear part of an in terview with Steve Moody, the man ager of the Marks & Spen cer store in Cambridge, En gla nd.What do you know about Marks & Spen cer?M&S, as many people call them in Brita in sell clothes, household goods and food. They have bran ches all over Brita in, and are expa nding into con ti nen tal Europe.3a Liste ninglisten to part One, in which Steve Moody describes the role and responsibilities of a store man ager. Tapesript Part OneSTEVE MOODY so, as the store man ager in Cambridge, which is probably the fortieth largest of the 280 stores we have got, I am resp on sible for the day-to-day running of the store. All the product is delivered to me in predescribed quantities, and obviously I ' m responsible for displaying that merchandise to its best advantage, obviously I ' m responsible for emplostaf t beactually sell thatmercha ndise, and orga nizing the day-to-day logistics of the operatio n. Much more running stores is about the day-today operation. And ensuring that that safe, and obviously because of the two hun dred people that we would no rmally have working here it ' s ensuring that they are well trained, that they are well motivated, and that the environment they work in is a pleasant one, that they are treated with respect, and that they are committed to the compa nys prin ciples. Which of the following tasks is he responsible for?1. designing the store and its layout2. displaying the merchandise3. employing the sales staff4. ensuring the safety of staff and customers5. establishing the company ' s principles6. getting commitment from the staff7. increasing profits8. maintaining a pleasant working environment9. motivating staff10. organizing the day-to-day logistics11. pricing the merchandise12. running 40 out of 280 stores13. selecting the merchandise14. supervising the day-to-day running of the store15. training staff3b Liste ningListe n to Part Two, and an swer these questi ons.Tapescript Part Two INTERVIEWER How much freedom do those people have within their jobs to make decisi ons themselves? How much delegatio n is there of resp on sibility dow n the cha in? STEVE MOODY We would , as a bus in ess, like to en courage as much acco un tability and delegati on as possible. Of course that does depe nd on the abilities of the individuals, the environment in which you ' re working, and the time of year. With 282 stores we have a corporate appeara nee in the Un itedKingdom' s high streets. It is quite important that when customers come intoMarks & Spencer ' s Cambridge they get the same appearanee and type of looking store and the same level of service that they would expect if they went into Marks & Spencer' s Edinburgh in Scotland, for example, and it ' s very important that we have a corporate stateme nt that customers un dersta nd. So, there are obviously parameters anddiscipli nes that, you know, not only the staff but supervisi on and man ageme nt would follow. With in that, in terms of developme nt and training, trai ning is obviously an inv estme nt for all staff. If staff are trained to do their job well and they un dersta nd it, they will feel con fide nt in what they ' re doing, thaturn will give a better service to the customers, obviously from Marks &Spen cer' s point of view it could well lead to in creased sales.1. Why are Marks & Spencer ' s store managers limited in giving accountabilityto their staff and delegati ng resp on sibilities?Although marks & Spencer ‘ would like to en courage as much acco un tability and delegation aspossible ' , they have a corporate appearanee for all their stores, inall of which customers should get the same level of service. This limits the freedom of in dividual man gers to cha ngdhe stores: there are ‘ parameters anddiscipli nes that not only the staff but supervisi on and man ageme nt would follow2. What do they concen trate on in stead?In stead, they concen trate on staff developme nt and trai ning.3c liste ninglisten to Part Three, and answer the following questions.Tapescript Part ThreeINTERVIEWER Do you have meet ings for members of staff where they can express views about what ' s going on in the store?STEVE MOODY We have a series of meeti ngs, man ageme nt and supervisory every weekwe have something which Marks & Spencer ' s call a focus group,which is members of staff who get together regularly from all areas of the store, so from the foodsecti on and perhaps the men swear secti on, from the office who do the stock and acco unting, and in deed the warehouse where people receive goods. They have meeti ngs, they discuss issues, they discuss problems that they feel are going on in the store. They also discuss suggestions of how they can improve that we run the store, and they discuss that amongst themselves first.They will the n have a meeti ng with members of man ageme nt and obviously myself, and we will discuss those issues and work together to try and provide solutions. However, Marks & Spencer ' s philosophy, I suppose, is that meetingsshould not be substitute for day-to-day com muni cati on and therefore if problems do arise in terms of the operati on, or an in dividual has got a problem in their work ing en vir onment, or in dde their immediate line man ager, or in deed if they have a problem outside, which might be domestic, or with their family, we would like to discuss that as it arises and would like to en courage a policy that they will come and talk to their supervisor or their man ager, to see what we can do to solve the problem.Steve Moody men ti ons two kinds of regular meeti ngs. The first is weekly meet ings for man ageme nt and supervisory staff.1. What is the second kind of meeting called?A focus group.2. Who attends them?Members of staff from all areas of the store (e.g. the food sect ion, the men swear sect ion, the stock and acco unting office, the warehouse, and so).3. What are they designed to achieve?Staff can discuss problems in the store, and make suggesti ons for improveme nts. After this, they will meet with members of man ageme nt to discuss those issues and try to provide solutio ns.4. What kind of problems cannot be dealt with by meet in gs?In dividuals ' problems with their work or their line man ager, or eve n familyproblems5. How are such problems dealt with?In dividuals are en couraged to discuss such problems with their supervisor or man ager.3d Discussi onAfter readi ng and heari ng about man ageme nt, do you think you have the right skills to be a man ager? Would you be able, for example, to set objectives, motivate and coord in ate the staff, and man age a departme nt store, or a computer manu facturer?Some lear ners may decide that they have the n ecessary abilities to become a man ager or eve n a top man ager; others may env isage more specialized careers in a particular function such as marketing, finance, computing, accounting, and so on, which will not invo Ive man agi ng and coord in at ing a large nu mber of people and operatio ns.New words in this unit 02Allocate, ban ker, board of directors, chairma n, competitive, customer, director, distributor, function, hardware, inno vati on, inv estor, logistics, man ageable, man ageme nt, man ager, measure, meeti ng, mercha ndise, motivate, objective, orga ni zati on, pay, performa nee, promoti on ‘resources, software, staff, strategy, subordinate, supervise, supplier, tactics, team, top manager, trainee.Unit 3 Compa ny structureOne of the most importa nt tasks for the man ageme nt of any orga ni zati on employing more than a few people is to determine its organizational structure, and to cha nge this whe n and where n ecessary. This unit contains a text which outl ines the most com mon orga ni zati onal systems and exercise which focuses on the pote ntial con flicts among the differe nt departme nts of a manu facturi ng organization, an example of an organization chart, and a critical look at the flexible orga ni zatio nal structure of an America n computer compa ny.1a Discussi onThis discussion activity follows on naturally from activity 3d in the previous unit, about managing companies or having more limited responsibilities in a particular departme nt.1b Vocabulary1. Aut onom ous: C in depe ndent, able to take decisi ons without con suit ing a higher authority2. Dece ntralizati on: E divid ing an orga ni zati on into decisi on-mak ing un its that are not cen trally con trolled.3. Function: B a specific activity in a compa ny, e.g. product ion, market ing, finance4. Hierarchy: A system of authority with differe nt levels, one above the other.5. Line authority: F the power to give in structio ns to people at the level below in the cha in of comma nd6. Report to: G to be resp on sible to some one and to take in structi ons from him or her7. Subordi nates: D people working under someone else in a hierarchy1c Readi ngThe text summarizes the most com mon ways in which compa nies and other orga ni zati ons are structured, and men ti ons the people usually credited with inven ti ng functional orga ni zati on and dece ntralizati on. It men ti ons the more rece nt developme nt of matrix man ageme nt, and a well-k nown object ion to it. How arte most orga ni zati ons structured?Most compa nies are too large to be orga ni zed as a sin gle hierarchy. The hierarchy is usually divided up. In what way?What are the obvious disadva ntages of functional structure?(Discuss briefly in pairs) give some examples of sta ndard con flicts in compa nies betwee n departme nts with differe nt objectivesAre there any other ways of orga nizing compa nies that might solve these problems?A. Functional structureB. Matrix structureC. Line structureD. Staff structureBritish: pers onnel departme nt = America n: staff departme nt or huma n resources departme nt1d Comprehe nsionThe only adequate summary is the second. The first stresses the disadva ntages of hierarchies much more stron gly tha n the text, and disregards the criticisms of matrix management and decentralization. The third is simply misleading: matrix man ageme nt and teams are desig ned to facilitate com muni catio n among functional departme nts rather tha n among aut onom ous divisi ons.Second summaryMost bus in ess orga ni zati ons have a hierarchy con sist ing of several levels and a clear line of comma nd. There may also be staff positi ons that are not in tegrated into the hierarchy. The orga ni zati on might also be divided in to fun cti onal departme nts, such as product ion, finan ce, marketi ng, sales and pers onn el. Larger organizations are often further divided into autonomous divisions, each with its own functional sect ions. More rece nt orga ni zati onal systems in clude matrix man ageme nt and teams, both of which comb ine people from differe nt functions and keep decisi on-mak ing at lower levels.1e discussi onThe text men ti ons the ofte n in compatible goals of the finan ce, marketi ng and producti on (or operati ons) departme nt. Classify the followi ng strategies accord ing to which departme nts would probably favor them.Producti on man agers: 1.a factory worki ng at full capacity 4.a sta ndard product without optional features ll.machines that give the possibility of making various differe nt products. (1,4 and 11 would logically satisfy producti on man agers, although 11 should also satisfy other departme nts.) Marketi ng man agers: 2.a large advertis ing budget 3.a large sales force earning high commissi on 6.a strong market share for new products 7.ge nerous credit facilities for customers rge inven tories to make sure that products are available (2, 3, 6, 7, 9, would logically be the dema nds of market ing man agers) Finance man agers: 5.a stro ng cash bala nee 8.high profit margi ns 10.low research and developme nt spe nding 12.self-fi nancing (us ing reta ined earnings rather tha n borrowi ng) (5, 8, 10, and 12 would logically keep finance managers happy.)1f Describ ing compa ny structureNow write a description of either the organization chart above, or a company you kno w, in about 100-150 words.Here is a short description of the organization chart illustrated.The Chief Executive Officer reports to the Preside nt and the Board of Directors. The compa ny is divided into five major departme nts: Producti on, Market ing,Finan ce, Research & Developme nt, and Pers onn el. The Marketi ng Departme nt is subdivided into Market Research, Sales, and Advertis ing & Promoti ons. The Finance Departme nt contains both Finan cial Man ageme nt and Acco un ti ng. Sales con sists of two secti ons, the Norther n and Souther n Regi ons, whose heads report to the Sales Man ager, who is acco un table to the Marketi ng Man ager.2a VocabularyMatch up the words on the left with the definitions on the right.1. in dustrial belt: C an area with lots of in dustrial compa ni es, around the edgeof a city2. wealth: F the products of economic activity3. productivity: E the amount of output produced (in a certain period, using acerta in nu mber of in puts)4. corporate ethos: Aa company ' s ways of working and thinking5. collaboration: G working together and sharing ideas6. insulated or isolated: B alone, placed in a position away from others7. fragmentation: D breaking something up into pieces2b Liste ningListen to Jared Diamond, and then answer question 1. Listen a second time to check your an swers, and the n do questi on 2.1 Which of these do the part-se nten ces 1-8 refer to?A Route 128 (the in dustrial belt around Bost on, Massachusetts)B Silic on Valley (the high-tech compa nies in the area betwee n San Fran cisco andSan Jose, California)C IBMD Microsoft1 has lots of compa nies that are secretive, and don ' t com muni cate or collaborate with each other. (A)2 has lots of compa nies that compete with each other but com muni cate ideas and in formati on.(B)3 has always had lots of semi-i ndepe ndent un its compet ing with in the same compa ny, while com muni cat ing with each other. (D)4 is orga ni zed in an unu sual but very effective way (D)5 is curre ntly the cen ter of inno vatio n (B)6 used to have in sulated groups that did not com muni cate with each other (C)7 used to lead the in dustrial world in scie ntific creativity and imag in ati on (A)8 was very successful, the n less successful and is now inno vative aga in because it changed the way it was organized (C)。

新编剑桥商务英语(高级)第三版2

可编辑修改精选全文完整版新编剑桥商务英语(高级)第三版2.1-CAL-FENGHAI.-(YICAI)-Company One1Growing the companyParts of a company1 Do you think this quotation is true all business?‘I think that our fundamental belief is that for us growth is a way of life and we have to grow at all times’.Mukesh Ambani, chairman of Reliance Industries2 Read this entry from a company website and use these words to label the digram.Subsidiary headquarters sales officesWarehouse R&D division main planWe are based in La Defense, the business district of Pairs, and new products are developed nearby at our labs in St Dense. Our principal manufacturing facility is just out side Lille and products go from there to be a cental distribution point at Compiegne.Three sales agencies cover the various regions of France with international offices in Frankfurt,Milan and Madrid. The London offices is run by our UK subsidiary.3 What is the diffidence between the following words and phrases?1 a sales office and a subsidiary2 a warehouse and a plant3 the headquarters and a divisionGrowth Strategy4 Find a synonym in the box of each of the underlined words.Go public sell off set up go out of business expandTake over make redundant shut down1 We acquired Everforce Ltd in 2005.2 Our target is to grow the business by 15% each year.3 We created a subsidiary to sell after-sales service.4 The company will be listed on the Stock Exchange next year.5 They went bankrupt last year.6 We laid 300 employees off in June.7 After a lot of discussion we decided to closed the plant.8 We have divested our shares in the logistic company.5 What is the diffidence between the following expressions?1 Laying people off and firing them2 taking over a company and merging with it3 organic growth and non-organic growth6SAP and Oracle are the world’s leading companies in providing the software solutions for business. But their business strategies are very diffident.Read the text about SAP’S growth strategy. Choose the best sentences from the list (A-H) below the complete each gap (1-6). Do not use any letter more than once.SAP competes with ‘organic growth’How do you stay at the top of the heap in the business software game If you’re SAP, you do it through ‘organic growth’, not blockbuster acquisitions. That is the world from SAP CEO Henning Kagermann. (0) H The second-best strategy is acquisition: Kagermann said. ‘The best is the organic growth. We are not just doing the organic growth because we have no other choice.The comment is aimed squarely at rival Oracle Corp; which spent nearly $20 billion between 2004 and 2006 expanding its core database business into the SAP-dominated business applications market.(1) . ‘We are the market leader,’he said.’It’s on surprise that a distant number-two player wants to catch u.’SAP was set up in 1972 by five former IBM employees.(2) . Although it has a growing number of subsidiary, there are complements to its main activities, as Shai Agassi, president’s of the company’s Products and technology Group explain, at the same time having a direct dig at Oracle. The key diffidence between the two companies, he says, lies in Oracle’s tendency to ‘acquire an industry solution that is at the heart’. ‘when we do an acquisition, it’t at the edge of the solutions. (3) Oracle is buying half body parts and trying to make a body out of it.’In fact, Agassi expects SPA to grow faster than the rest of the industry this year- 15% to 17% in sales of new software licences-through internal innovation and small-scale acquisition.(4) .SAP used to concentrate on large business customers, but increasingly pursuing sales in the market, a strategy that began in 2000.(5) .The company excepts to finish development of the mySAP suite within the next four years, as well as its Enterprise Services Achitecture (ESA). ESA is basically a platform that will allow SAP to provide consistent business services around it, in much the same way as Microsoft has built applications around its successful operating systems.Among the company’s other goals is the development of hundreds of additional services for the mySAP suite, a so-called‘ecosystems’ of supportive technologies.‘Business in the future is not business in an enterprise,‘Kagermann says.’ It’s business in an ecosystem. (6) . We try to invite others with great ideas to innovate on the platform.’Exam Success A In fact, it expects sales to companies with fewer than 25,000make sure that the employees to account for nearly half SAP’s total softwarephrase you choose fits sales this year.grammatically and in B They recently announced they had purchased Virsa System,meaning, both with a privately held supplier of regulatory compliance software.the sentence before C You just can’t do everything yourself if you want to remainand the sentence after. Competitive.Read the whole text D Competition in the market is fierce and only the big playersback to yourself at will survive.the end. E Since then, it has evolved from a small, regional enterpriseinto the global market leader in ERP software, employingmore than 34,000 people.F Kagermann was unimpressed with Oracle’s appetite for big,Headline-grabbing acquisition ( PeopleSoft Siebel System).G That is different from buying half of a heart.H He made the comments while he was talking with reportersLast week during his company’s annual Developer KickoffMeeting in Burlingame, CA.7 Summarise the growth strategies of SAP and Oracle. What is the key to SAP’s longer-term strategy?Past tenses1 Study these extracts from the text about SAP on page 17.Name each underline tenses (past simple, past continuous, past perfect, present perfect or used to )Say what you know about each tense’s use and why you think it is used here.1 He made the comments while he was talking with reporters last week.2 SAP was set up in 1972 by fine former IBM employees.3 Since then, it has evolved from a small, regional enterprise into the global market leader.4 They recently announced they had purchased Virsa System.5 SAP used to concentrate on large business customers,but is increasingly pursuing sales in the midmarket.6 it’s strategy that began in 2000.2 You receive this internal email. Follow the instruction it.Hi DeniseBelow is the short company history I’ve written for the ‘About us’entry on the English page of the new website. I think it’s generally OK but I’m so unconfident about my use of tenses in English that I’ve just left the verbs in the infinitive! Can you put them in theright form and send it backThanks and sorry for being so useless!BrigitteThis is the unusual of Raincoat Software, a company that (1) (come) into being accidentally because of the hobby of one man,Hans Meier.In 1998 Hans (2) (work) as a computer programmer for a large bank in Zurich. But he (3) (be) restless. Each evening he (4) (return) home and, just for fun, (5) (hack) into official websites on his personal computer (not the bank’s, of course!). The day after he (6) (hack) onto a particularly sensitive US government website, he (7) (receive) an email from them. Fearing that would the end of his career as a hack at the bank, he (8) (open) it. It (9) (be)a request from the US government, asking if he (10) (want) ajob as a security advisor.Rather than taking a job as a government employee, Hans Meier (11) (see) the opportunity to make a successful business out of acomputer security protection. Raincoat Software (12) (be) born.Since then, the company (13) (employ) over 50 ‘security expert’ - in other words, people write a similar background to ourfounder. We (14) (help) over 300 large companies andgovernment departments and are now a $100 million a year business.But did the US government think it (15) (take) a risk by employing Hans Meier all those years agoThe answer they (16) (give) then is still the company’s motto today:’Better safe than sorry’.Write about the past3 write a short piece (100 words approx) about a turning point in yourlife, work or studies: a moment when you decide to pursue adifferent route from the one you had up to that point. Use thefollowing to help you.1 What you were doing before that?2 What happen to change your life/3 What happen next?4 What happens when companies merge or acquire other companieslook at the table below and make notes.Opportunities threatsEmployeesShareholdersCustomersSuppliers5 In December 2009 Oracle, the world's second largest business software applications provider, took over PeopleSoft, the third largest. Read the letter that the CEO of PeopleSoft, Dave Duffield, wrote to his employees.1 Does he think the takeover will benefit employees or not?2 Which of these adjectives best describes his feelings about the takeover?bitter / resigned/angryThis is a sad day for me, and I'm sure; an equally sad day for you.It is now clear that Oracle will acquire our company. Over the past few weeks, our independent directors met with individual stockholders to get their views. We were told during these conversations that they believe Oracle's $24 wasn't adequate and did not reflect peopleSoft's real value. It become clear to us that the vast majority of our stockholders would accept $26.50 and Oracle was willing to pay for it.You should know, and I hope you would expect, that I am deeply saddened by this outcome. We have come so far under such trying circumstances over the past eighteen months, and especially the past two and a hall' months. PeopleSoft had gained significant momentum in all areas of our company, including with customers, prospects, and in the financial community.Over the next few weeks, we will be working with Oracle to ensure that you get answers to as many questions as possible that you have. I believe some of you will find interesting opportunities at Oracle, others will take your talents and work elsewhere the area that you live, while another group may have difficulties finding rewarding job experiences. It is to this last group that I offer my sincerest apologies for not figuring out a different conclusion to our 18-month saga.I know it is little comfort, but I am extraordinarily proud of what we have accomplished over the past 17一plus years, and longer in the case of JD Edwards.And I am even prouder of you for your perseverance and teamwork over the past eighteen months.I make a final request.And that is to continue our work with our heads held high.Whether it's serving customers, building products or working on internal operations, 1'eopleSoft and the people at peopleSoft have built their reputation as a company with class.Sincerely,DaveThe peoplesoft takeover1 2.1 Listen to two accounts of the takeover by a commentator and an industry analyst, both close to the takeover. What are the main differences in the working environment and the way employees were rewarded at the two companies?2 2.1 Listen again and answer the questions. Por each question (1-6), mark one letter (A, B or C) for the correct answer.1 What is said about how consultants are deployed in big IT consulting companies?A They are given jobs with a lot of responsibility.B They are often expected to learn on the job.C They only work on projects where they have proven experience.2 What does the commentator say about salaries at PeopleSoft?A At least the company was open about its pay policy.B They were at the market rate for the job.C They were unacceptably low.3 How did employees feel about their CEO, Dave Duffield?A That he respected them and looked after them.B That he was ready to leave the company.C That he developed good software applications.4 What does the commentator imply happened after the merger?A The company's reputation sufferedB People grew to respect the new CEOC A lot of people lost their jobs.5 How does the industry analyst defend the company's growth strategy?A He says size is very important in this industry.B If Oracle hadn't taken over PeopleSoft, someone else would have.C He says it will make them the biggest company in the sector.6 How does he explain the differences in company culture?A The two CEOs had a different philosophy.B The two companies were involved in different types of business.C There was no real difference.A prase releaseYou work in the press office of an insurance company that has recently taken over another company. Since the take-over there have been some negative reports about it. You decide to put out a press release. Include the following points.·Explain the business reasons for the take-over (to compete with other big insurance companies; to rationalise staffing)·Express your enthusiasm about the future opportun ities for the merged company.·Thank all the employees for their support.·Reassure people that there won't be major job cuts.Begin like this:PRESS RELEASEInsure COLast month Insure Co was pleased to announce the acquisition ofABC Insurance. The new company brings together two leading insurance providers to form the world's third largest insurance company…4 Read this extract from an article in Business Strategy magazine. Where do these four types of organisation belong in the text?stock brokers restaurants oil companies banksorganisational cultureRapid feedback and Low risk High risk Reward Work-hard, play-hard Tough-guy macho Slow feedback and culture cultureReward Process culture Bet-the-companycultureA of attempts have been made to categorise the organisation and culture of different companies, but only two things seem certain: 1)that many different cultures and types of organisation can exist within each company一and 2)that the activity and sector play a crucial role in determining how work is organised. Deal and Kennedy recognised this when they proposed four different types oforganisational culture: Work-hard, play一hard culture tends to apply to companieslike software developers or (1) which need to react quickly to changing circumstances and fo work of a high tempo. Creativity often plays an important part in their work so they tend to be organised in a project-based way grouping people in teams to solve particular tasks. Tough一guy macho culture concentrates power around key personnel,but it will also devolve a lot of responsibility to the individual and emphasise decisions that affect the present rather than the future. Examples are (2) sports teams, police, the military Process culture applies to companies which have strict hierarchies and strict job roles, such as insurance companies (3) and public services. Strategy and direction seem to take second place to organisation and so hey are often, maybe unfairly, associated with plodding and bureaucracy.Bet-the一company culture may also be present in companies with a hierarchical structure, but long-term planning and investment, involvinghigh risk, is also a key feature, so direction and goals are generally clearerExamples are aircraft manufacturers and (4)5 Describe an organisation you know or have worked or studied in.1 How many people worked there?2 What was its business/ speciality?3 How was it organised?4 How would you describe the culture?Did it fall into any of the categories described above In what waysAn employee survey6 Look at this survey from the same edition of Business Strategy magazine. Mark the six items that are most important to you (1 is the most important).I prefer an organisation which emphasises:A Individual responsibility and empowerment of employeesB Teamwork and consensusC Clear lines of reporting and areas of responsibilityD Quick decision-taking and actionE Long-term, careful planningF Creativity, innovation and taking risksG Clear and consistent proceduresH Job securityI Customer satisfactionJ Measurable resultsK Employee welfareL Financial reward for employees M Non-financial rewards (training, development)N Informal relationships between staff and management。

新编剑桥商务英语(高级)同步辅导(第三版修订版)课件

新编剑桥商务英语(高级)同步辅导(第三版修订版)课件Title: A Comprehensive Guide to the New Cambridge Business English (Advanced) Synchronized Workbook (Third Revised Edition)Introduction:The new revised edition of the Cambridge Business English (Advanced) Synchronized Workbook offers a comprehensive guide for learners to master the advanced level of business English. This guide provides a step-by-step approach to enhance language skills and business communication abilities. In this article, we will delve into the key features and components of this updated edition.Key Features:1. Updated Content: The third revised edition of the Synchronized Workbook incorporates the latest trends and practices in business English. The content is tailored to meet the needs of modern business professionals and executives.2. Interactive Exercises: The workbook includes a variety of interactive exercises such as role-plays, case studies, and simulations. These exercises help learners apply their language skills in real-life business scenarios.3. Vocabulary Expansion: The workbook focuses on expanding the business vocabulary of learners through a range of exercises and activities. This helps learners improve their written and spoken communication skills in a business context.4. Grammar Review: The workbook includes a comprehensive review of advanced grammar concepts commonly used in business English. Learners can practice and reinforce their grammar knowledge through various exercises.5. Listening and Speaking Practice: The workbook provides ample opportunities for learners to improve their listening and speaking skills. The audio recordings and speaking activities help learners develop their fluency and comprehension.6. Comprehensive Review: The synchronized workbook offers a detailed review of all key concepts covered in each unit. Learners can assess their progress and identify areas for improvement.Conclusion:The new Cambridge Business English (Advanced) Synchronized Workbook is an essential resource for learners seeking to enhance their business English skills. With its comprehensive content, interactive exercises, and focus onpractical application, this workbook provides a holistic approach to mastering advanced business English. Whether you are a business professional, executive, or student, this workbook is an invaluable tool for improving your language skills and communication abilities in the business world.。

新编剑桥商务英语高级第三版高级教材答案

新编剑桥商务英语高级第三版高级教材答案-CAL-FENGHAI.-(YICAI)-Company One1新编剑桥商务英语高级第三版高级教材答案Page 6 and 73Answers1 retire2 joined3 reward4 laid off5 trained6 leave7 recruits8 flexible9 temporary10 day off5Answers1 employment (also employer, employee)2 promotion (also promoter)3 retirement (also retiree)4 resignation5 training (also trainer, trainee)6 recruitment (also recruiter)7 application (also applicant)8 dismissal9 pay (also payment)10 reward9Answers1 not interested in working hard2 people in their twenties3 getting what you want as soon as you demand it4 parents and colleges who overprotect and spoil young people5 your generation gave us everything we wanted6 to work very hard for you7 to sit quietly in a little officePage 8 and 91Answers+ gerund (-ing) + to + infinitive (to do)be good at plan/intend/aimbe worth failhave trouble/difficulty be reluctantsucceed in hope/expectthink about/consider manageenjoy decideavoid haveinvolve be willing/preparedbe used to/accustomed to2Possible answers1 to take up a new sport.2 persuading people to do things.3 researching the company.4 solving technical problems.5 understanding native speakers.6 to answer all my emails.7 renting a caravan in France.8 to take on more responsibility.9 doing things as others want them done.10 to do their own job properly.5AnswersTask One1 E2 F3 B4 G5 ATask Two6 A7 B8 D9 E 10 GPage 10 and 111Answers1 employee2 applicant3 interviewee4 job seeker5 participant6 graduate2Possible answers1 This applicant is very confident, perhaps over confident and his/her claims are not backed up by evidence.2 This applicant seems to have the appropriate skills and experience, but what happened to his/her own company If he/she is so successful why is he/she looking for work in another company Did he/she go bankrupt What type of company was it3 This candidate appears to be well qualified and seems modest, but reliable.3Possible answers (these are subjective and open to discussion)Necessary:1, 2, 3, 4, 8, 12, 14, 16, 17Optional:5, 6, 7, 9, 10, 11, 13, 15, 185Answers1 with2 would (should or must also possible)3 all4 not5 that6 against/tackling/onPage 12 and 131Answers1 The ship made for port because of severe weather conditions but hit some rocks near the coast.2 Three including this one.3 Suggested answer: Reasonable well. He explains the cause clearly and tries to put the accident in context.2Answers1 So, can you tell me2 is it?3 what are you intending4 Do you think that5 isn’t it?4Answers1 where you have worked before2 (that) you are an ambitious person?3 (that)you’ve gone as far as you can in your present job?4 who our main customers are?5Answers1 You’re married, are n’t you?2 You can’t start tomorrow, can you?3 You’ve only worked for smaller companies, haven’t you?4 You managed to find our offices easily, didn’t you?5 This is your first real job, isn’t it?6 You’d be able to work part-time, wouldn’t you?Page 14 and 152Answers1 C2 C3 E4 A5 B6 D7 A8 EPage 16 and 172AnswersLondon-subsidiaryLille-main plantSt Denis-R&D divisionCompiegne-warehousesParis-headquartersNantes, Lyon, Toulouse-sales officesFrankfurt, Milan, Madrid-sales offices3Answers1 A sales office is part of the company’s main sales department, but located in another town or country. A subsidiary operates as an independent company even though it is mainly or wholly owned by the parent company.2 A warehouse is a building where goods or raw materials are stored and from which they are distributed. A plant is a place of production (either manufacturing, assembly or packing).3 The headquarters are the main offices of the company where the top management and general administration work. A division is a branch of a companyresponsible for one particular business activity (eg a motor manufacturer might have an automobile division and a truck division).4Answers1 took over2 expand3 set up4 go public5 went out of business6 made…redundant7 shut down8 sold off5Answers1 People are laid off for economic reasons, ie the company doesn’t have enough work for them. People are fired because their work or behaviour is unsatisfactory.2 Often the difference can be academic, but a take over is what happens when a larger company buys a smaller company and a merger is when two similar sized companies join together.3 Organic growth refers to natural expansion through the growth of sales; non-organic generally refers to growth by acquisition.6Answers1 F2 E3 G4 B5 A6 C7Possible answersOracle has chosen to expand by making acquisitions, sometimes of big companies with quite different skills.SAP grows mare organically and when it makes acquisitions they are smaller and more closely related to what they already do.SAP’S long-term strategy is to increase sales to medium-sized companies and to develop a platform for all its applications.Page 18 and 191Answers1 past continuous-used to describe a background event to a more important event, eg I was working at my desk when my boss came in to the room.2 simple past (passive)-used to describe events in the past: either single events or events in sequence, egThere was a knock at the door. I called ‘come in’ but no one replied.3 present perfect-used to describe either very recent past actions with a strong impact on the present or things which started in the past and are continuing now.4 past perfect-used to refer to a time earlier in the past than the main sequence of events or, as in the example here, in reported speech.5 used to (+ infinitive)-describes habits or routines that are no longer true now.6 past simple2Answers1 came2 was working3 was4 returned (or used to return, would return)5 used to hack (or hack if used to return used in 4)6 had hacked7 received8 opened9 was10 wanted11 saw12 was13 has employed14 have helped15 was taking/had taken16 gave5Answers1 He thinks that some will find opportunities in the newly merged company, some will leave, others will find it difficult to adapt.2 He is resigned. He repeats several times how sad he is, but says although he tried his best to find a ‘different conclusion’ it was not possible.Page 20 and 211AnswersOracle is a more stressful company to work in, but people can earn a lot of money. PeopleSoft was a more caring company, but people had a lot of responsibility put on them. Also they didn’t earn much money until they had established themselves.2Answers1 B2 A3 A4 C5 A6 B4Answers1 stockbrokers2 restaurants3 banks4 oil companiesPage 22 and 231Answers1 a large toy retailer (listed on the Stock Exchange)2 sales are flat and the share price has fallen by 2%2Answers1 not going to achieve the 20% growth target2 share price will fall as a result3 grow sales by an acquisition instead4 look for a medium-sized, well-established business; not necessarily toys, but in the leisure retail sector; report back in a monthPage 24 and 251Answers1 H2 D3 B4 C5 E6 A7 F8 GPage 26 and 272AnswersVerbs which should be deleted:1 do2 put up3 make4 tell5 carry out6 run7 put out8 publish9 make5Answers1 E2 D3 E4 B5 C6 C7 B8 APage 28 and 292Possible answers1 Make a speech/presentation at a farewell party2 Run a big TV and press advertising campaign3 Circulate a memo and publish a newsletter4 Run advertisements in the press5 Issue a press release and hold a news conference6 Post information about the job on relevant Internet sites, eg University websites, place an advertisement in the local/national press3Answers1 request2 reminder3 proposal4 announcement5 apology6 demand4Answers1 to work2 creating3 Correct4 meeting/that we meet5 to give6 tell you7 Correct8 of keeping9 to give10 that there would be11 for trying12 Correct5AnswersPersuade + someone + to doUrgeConvincePromise + to dothreatenundertakeadmit + doingdenycriticize + someone + for doingpraiseblamesuggest + doing/ + that someone should doproposerecommend6Possible answers1 that we send/sending2 about having to wait so long/about the food3 changing the colour of the walls4 to promote her/to give her a pay rise5 to finish it6 to check the orders7 of misleading peoplePage 30 and 313Answers1 The engineer hasn’t turned up to repair the customer’s line at his office.2 The engineer can come at 6 o’clock this evening or tomorrow morning at 9am (the operator also suggests that if it is tomorrow morning, incoming calls can be diverted to the customer’s mobile phone in the meantime).3 The customer accepts the second option.4Answers1 do apologise to2 ’ll look into it3 come straight back4 Would that be5 quite…that case6 ’ll see…bear with me7 acceptable to you8 ’d like toPage 32 and 332Answers1 I will2 I would like3 I will not know4 I cannot help…I am afraid5 It’s been…I’ve seen6 I’d have…I’d known7 I shouldn’t be…they’re late8 You mustn’t do3Answers1 however-but2 nevertheless-still’3 consequently-so4 owing to-because of5 moreover-what’s more6 following-after7 since-because8 besides-anywayPage 34 and 351AnswersAccept any answer that falls into the following categories:1 a date, eg 19822 a government department, eg Trade3 a certain group of people, eg graduates4 qualifications, eg previous experience5 do/have something, eg work as part of a team, have knowledge of selling6 to someone, eg the recruitment officer7 a date, eg 4th July2Answers1 20042 (any) government funding3 professionalise the industry4 one day5 personal lives6 (to) achieve their goals7 forward8 past mistakes9 job satisfaction10 £70 per hour11 considerable experience12 by text messagePage 36 and 373Answers1 unique2 competitive3 emotional4 added5 after-sales6 maker7 prospective4Possible answers1 ‘That’s OK. We can arrange credit finance.’2 ‘We can order a black one, but there is a lot of demand so you will need to pay a 10% deposit.’3 ‘After a couple of months you will wonder how you ever lived without them.’4 ‘I think I should at least reserve it in your name in case anyone else tries to buy it.’5 ‘I think you are the sort of person who imposes their image on the car, not the other way round.’7Answers1 First speaker (Sarah): financial softwareSecond speaker (Dale): cosmetics or bathroomProducts (‘deodorants’)2 First speaker (Sarah): uses a technique called ‘relationship selling’, ie develops relationship slowly, is cooperative, honest, not pushySecond speaker (Dale): direct, persuasive, tells jokes and anecdotes, goes straight to the decision maker3 First speaker (Sarah): builds trust, people know what they are buying BUT takes time and sometimes no saleSecond speaker (Dale): gets results and is efficient BUT for some it could be too pushy8Answers1 strong, reliability2 technique3 prospect’s4 suited5 hard-sell6 perceived7 sustain8 buyer9 average10 move11 favourable9Page 38 and 393Answers1 B2 C3 A4 A5 C6 B7 APage 40 and 411Answers1 present perfect (could be continuous or simple)2 past simple3 present continuous4 future perfect5 simple present6 present perfect (could be continuous or simple)7 will (future simple or continuous)8 past simple9 will (future simple or continuous)2Answers1 Over the past ten years2 Up to now3 A few years ago (also possible During the 80s)4 During the 1980s (also possible A few year ago)5 Sooner or latter (also possible In the next five years)6 By the year 20507 Nowadays4Answers1 raise2 risen3 fallen4 reduce5Answers1 increase, put up2 increased, gone up, soared3 gone down, decreased, dropped, collapsed4 cut, decrease, lower (drop also possible)Page 42 and 432Answers1 fluctuating (varying)2 recovered (bounced back)3 peak4 because of (as a result of, down to, owing to)5 it meant (had the effect)6 During (In)7 levelled off8 slightly (marginally)9 as much as10 led to (meant)11 decreased (declined, dropped, went down)Answers1 average growth in sales over the last two years and the relatively stable state of the market2 the launch of the new slow-release version of the drug3 Bayer having distribution problem4 just a seasonal factor5 the launch campaign of the new version of the drugPage 44 and 451AnswersStudents should pick out these main facts:Over the period 1980 to 2020 there is a steady rise in the number of cars from about 10 cars per 100 people to 16 cars per 100 people.The population in the same period more or less doubles to nearly 8 billion.The probable consequences are a lot more congestion and pollution3Answers1 It has three paragraphs:The first paragraph is an introduction (saying what the graph represents and what period it relates to).The second describes the development and trends.The third offers some general conclusions that can be drown from the information presented.2 The developments are not described in year-by-year or month-by-month detail, but in more general terms.Page 46 and 472Answers1 owe2 lend3 invoiced4 bet5 invest6 withdraw7 do8 save9 do10 repayAnswers1 You earn money from your work; you win money in a game, eg in a lottery; you make money from any kind of business deal or investment.2 Lend and borrow are like give and take.3 Wasting money is spending it in an unprofitable or unnecessary way.4 You can say How much does it cost when something is for sale; when you say How much is it worth, it is a question about an item’s value (ie it is not for sale).6Possible answers1 a noun phrase/something2 date/historical event3 a noun phrase/something/’education’4 a noun phrase/something5 adjective6 adverb or’ to some one’7 a noun phrase/something8 clause with subject and verb9 verb in infinitive form10 number or adjective11 a noun phrase/something12 adverb or prepositional phrase7Answers1 credit and dept2 the Great Depression3 college4 mortgage5 low6 irresponsibly7 down-payment8 economic growth continues9 save (their) money10 $12 trillion/twelve trillion dollars11 a time-bomb12 indefinitely9Answers1 to borrow more money against the value of your house when you have already done so once2 to put a deposit or first instalment on something before paying the full amount3 the value of people’s properties will fall suddenly4 when your debts are greater than your assets5 64,000,000,000,000 (one million million) dollarsPage 48 and 491Answers1 more comfortable…than2 the biggest…(in)3 not as expensive as4 the same…as5 different…to (note that from is also possible with different)6 similar to7 less…than8 twice as much…as2Answers1 much/far more comfortable…than2 by far the biggest…(in)3 not nearly as expensive as4 exactly the same…as5 completely different…to6 very similar to7 much/far less…than8 over twice as much…as4Answers1 by2 not3 than4 far/much5 nearly/almost6 exactly/practically/precisely7 at8 mostPage 50 and 512Answers1 income and expenditure2 assets and liabilities3 gross and net4 current and long-term (eg debt)5 profit and loss6 dividends and retained profit7 creditor and debtor8 accounts payable and receivable9 profitable and unprofitable3Answers1 assets2 liabilities3 fixed4 debtors5 payable6 loss7 expenditure8 profitable9 net10 dividends4Answers1 the first place you should go to2 literally a photograph, in other words, just a picture of a company’s finances at a particular point in time3 in a particular length of time4 what ultimately matters or is most important, ie in business, the bottom line is the profit5 make some basic calculations5Answers1 the turnover = total revenue (39,454.00)2 the profit made after tax = net income (1570.00)3 the value of the company = total equity (= total assets less total liabilities) (9,380.00)4 the cash still available after other investments = net change in cash (181.00)Page 52 and 531Answers1 sugar2 telephone3 vehicle insurance4 heating5 production workers6 lab equipment7 free samples8 bank charges2Answers1 labour costs (the wage bill), material costs, advertising expenditure, administrative costs, overheads (energy bill)2 labour costs3Answers1 I’d recommend2 see, What about3 Instead of, could4 (I have thought about this a lot and) for me5 advantage, would6 I hear, mightPage 54 and 552AnswersB politician3AnswersC …if we just hold on a bit, then sooner or later another solution will present itself.4AnswersTask One1 B2 E3 H4 G5 DTask Two6 F7 G8 D9 A 10 Bpages 56 and 574Answers1 He paid very quickly.2 The item was well protected in the packaging it was posted in and its condition was as new.3 The transaction was done without wasting time or money and the item was delivered quickly.4 The seller didn’t send the item immediately.5 The transaction took place without any problem.6 Not to be trusted or depended upon. The items did not fit the description.7 The item had some surface damage.8 The goods were damaged in the post.9 Be careful / Warning. Seller didn’t have the camera ready to send.6Possible answers1 b2 Mainly a, but also b if the hospital’s budget is tight.3 Mainly a – reliability is the most important factor.4 b – there will be a lot of other suppliers competing on price for this business.5 a – reliability / quality is the most important factor.7AnswersMostly A:You want to co-operate at all times with your suppliers. But be careful: not everyone in business is as nice and trusting as you are.Mostly B:You are a principled person who looks for the win-win situation in deals.Mostly C:You’re a tough customer! There are no such things as friends for you in business, especially among your suppliers.pages 58 and 593Answers1 out2 their3 that4 which5 than6 into7 as8 such9 this10 may / might4Possible answers- The government could legislate to fix payment terms between suppliers and the supermarkets.- The suppliers could form an alliance and threaten not to supply the supermarkets until they improve their payment terms.- Suppliers and consumer associations could generate bad publicity for the supermarkets about this situation.5Answers1 People wanting to use small local shops…2 The supermarkets accused of unfair competition…3 The companies dominating the market…4 The money spent at Tesco…5 Suppliers not accepting these terms…6 The goods bought by consumers…7 Suppliers unable to wait a long time for payment…6Possible answers- availability of the products- price- delivery time- quality of the products- frequency at which new products or product lines are added to the range- payment terms7Answers1 C The Klik laminate flooring has been going really well here… Customers really love it.2 A what would really help is more seasonal discounting.3 A it’s very difficult for us to have a policy with you that’s different from all our other customer.4 B It’s quite often the case that you don’t have exactly what we want in stock.5 C It’s not really a problem of our own making. It’s a result of shortages in raw material and delays further up the supply chain.6 B it’s a sensitive product to transport and store7 C If they cant’ get what they want exactly when they want it, they’ll go elsewhere.pages 60 and 611Answers1 D2 E3 G4 A5 B6 I7 F8 H2Answers1 have been2 promises3 was4 seemed5 broke6 had got (also possible must have got)7 have tried8 will be9 am keeping10 have I wantedpages 62 and 632Answers1 ’ll call back2 ’ll just get a pen3 ’ll put you4 ’ll get back to you5 ’ll make sure she gets6 ’ll just check7 ’ll see if she’s8 ’ll look forward3Answers1 supplier2 supplier3 customer4 supplier5 customer6 customer7 supplierpage 651Answers1 sincerely2 for3 in4 Following / Regarding5 As6 of7 order8 it9 grateful10 hesitate11 againpage 676AnswersTask one1 C he takes on too much.. he spreads himself very thin, when he could hand more work out to others2 H Cheryl’s not particularly brilliant3 G he can be rude and too direct4 D he doesn’t take on board what you are saying; he… takes it for granted that everyone has reached the same point in their thinking that he has5 B … sh e’s a maverick, a kind of a loner; she’s difficult to get on with and doesn’t have the company’s interests at heartTask Two6 F he’s not afraid to get his hands dirty7 H is very good at getting everyone working in the most efficient way8 B you can’t deny that he gets the most out of his staff9 C he’s… clever, and he has lots of great ideas and vision10 G She gives us a lot of praise; we get... 100% loyalty and encouragement7Answers1 He will do more menial jobs if they need to be done.2 Likes to be in control of every little detail (almost to the point of obsession); cannot delegate easily.3 Tries to do too many things at the same time.4 Challenges you (verbally).5 Doesn’t take account of the arguments or suggestions you present.6 To have a good relationship with.7 The company’s interests are not her principal concern.pages 68 and 691Answers1 Too involved with the detail to be able to see the wider picture.Answers1 Triple Bottom Line2 environmental3 strongly linked4 government5 pressure6 reducing pollution7 on the workforce8 walk the talk9 stakeholders10 audits11 their actions12 financial results4Answers1 to make2 breaking3 crying4 doing, doing5 to be6 to be7 criticising8 to learn9 to walk10 digging7Possible answersAll these expressions take to + the gerund. Note that the structure to get used to + gerund is used to mean ‘become accustomed to’.1 to supporting local community projects.2 to taking off your shoes when you enter someone’s house.3 to going on holiday.4 to paying such a high price.pages 82 and 831Answers1 what is in the document which lists the points to be discussed at the meeting2 taking notes on what is said3 take a break4 in charge of / running5 summarise6 interrupt (quite informal)7 go to he next point8 has more expertise on this subject2Answers1 participant2 chairperson3 chairperson4 participant5 chairperson6 participant7 chairperson8 participant3Answers1 C2 B or A*3 D4 E5 A6 B or A*7 E4Answersbribery 3insider dealing 4breach of confidence 7theft 5misselling 6pages 84 and 851C is the correct answer21 B account – It’s the only word that takes the preposition for. Explain fits in meaning, but not grammatically (it is not followed by a preposition. How do we explain the large…).2 D held – This is just a question of collocation. The expression is to be held responsible. The expression with take is to take responsibility for.3 A scale – In this case it is the preposition before the noun which determines the answer, ie on a large scale. With extent and degree the preposition would be to – ie to such an extent, to such a degree.3Answers1 B2 A3 D4 A5 D6 B7 D8 D9 A10 Apages 86 and 872AnswersSimilar quality Negative quality1 practical impractical (also bulky)2 clever unwieldy3 state-of-the-art old-fashioned4 inexpensive over-priced5 dependable erratic6 efficient poor7 innovative unoriginal8 fast time-consuming9 up-market basic10 small bulkyAnswers1 at2 of3 in4 at5 to6 with7 in8 on9Answers1 C I’d rather be selling a neat solution to an unsolved problem.2 B He was on holiday for two weeks and had no-one… he felt he could ask to look after his plants.3 B it allows you… to deliver exactly the amount of water indicated in the plant care instructions.4 A This is a product that will appeal to everyone… Plant-carer is… aimed at the mass market5 C It has the capability to transform this companypages 88 and 893Answers1 D creating an innovative product… is not sufficient. It’s sustaining that difference that is really the key2 C This doesn’t necessarily mean product innovation.3 A Managers who think that innovation is a passport to greater market share… are fooling themselves.4 E Your innovation is only a good one if customers respond to it and take it up.5 D all to often they lack the courage to see them through… you do need to be incredibly bold.6 A there is no correlation between the amount… spent on R&D and the innovative success of an organization.7 B The real driver of innovation is growing market competition8 B If that comes about by a 1% investment of revenue in R&D, then good luck to the company. If it takes 10%... that is fine, too.4Answers1 B2 D4 C5 Epages 90 and 912Answers1 stumbling (a stumbling block)2 scratch (to start from scratch)3 wheel (to reinvent the wheel)4 plain (to be plain sailing)5 spiralled (to spiral out of control)6 teething (to have teething problems)7 ground (to find some middle ground)8 shaped (to go pear-shaped)3AnswersThe meanings of the phrases are as follows1 an obstacle2 begin at the very beginning3 create something that has already been created4 progressing without any difficulties5 gone up and up without apparent limits6 inevitable problems that you get when you implement something new (ie you expect these problems –they’re normal)7 compromise8 goes wrong5Possible answers1 We would be prepared to move a little on (the) price if you (could) increase your order.2 Would you be able to delver 1,000 units to us as soon as possible?3 We would have difficulty agreeing to those terms as they are.4 We would ask you to consider it from our point of view.5 Manufacturing only 100 wouldn’t really be viable.6 I’d like a little time to think about that, (if you don’t mind).7 And how would this benefit our company (exactly) / What benefit would there be for our company (exactly)。

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