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剑桥商务英语中级真题集听力原文
目 录
TEST 5
Part One. Questions 1 to 12.
You will hear three telephone conversations or messages.
Write one or two words or a number in the numbered Spaces on the notes or forms below. After you have listened once, replay each recording. [pause]
Conversation One. Questions 1 to 4. Look at the notes below.
You will hear a woman calling a colleague about a factory visit. You have fifteen seconds to read through the notes. [pause]
Now listen, and fill in the spaces. [pause]
Woman: Sarah Williams speaking. Man: Hello. It's Mark here, from Production. Holly should be taking some visitors around
today, but she's off sick, so I was wondering...
Woman: ... if I'd do it? Man: Exactly.
Woman: No problem. Who are the visitors - sales directors again? Man: Not this time. It's the plant managers. There's about ten, from France, Germany ... all
around Europe really.
Woman: And the programme? Man: I thought you could meet them at nine thirty by the packing area. I would suggest
meeting at reception, but it'll be busy then.
Woman: Do you want me to show them around the warehouse first? Man: I think they've been there before. Perhaps you could take them around the shop floor
instead?
Woman: Good idea. What about after coffee? Man: The delivery yard maybe? There's a lot going on there and visitors usually find it
interesting - I'm not sure they'd like a presentation, especially not before lunch.
Woman: I agree. Man: Thanks again. [pause]
Now listen to the recording again. [pause]
Conversation Two. Questions 5 to 8. Look at the form below.
You will hear a woman calling a recruitment agency. You have fifteen seconds to read through the form. [pause]
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Now listen, and fill in the spaces. [pause] Man: Hello. A R Z Recruitment.
Woman: Hello. I'm calling from Fraser-Hill ... I spoke to you earlier about a vacancy we want
to fill...
Man: Oh yes, for the ... mechanical engineer? Woman: Electrical actually. Man: Oh yes, sorry ... I was looking at the wrong file ... and you were going to check some
of the details.
Woman: That's right... I think I told you the post was in Quality Control, but apparently it's in
the Design Section. Someone's just handed in their notice there.
Man: OK... and is the salary still the same? Between twenty-one thousand, three hundred
and twenty-four thousand, eight hundred?
Woman: That's right - depending on previous experience. Man: Yes, OK I've got that ... and are there any particular requirements? When we talked
earlier I think you mentioned language ability.
Woman: That's right - we're export-oriented and all our major clients are overseas, so that
would be an asset. And we must have someone with a diploma, not just a certificate, that's the main thing.
Man: OK, that shouldn't be back to you if it is. [pause]
[pause]
Conversation Three. Questions 9 to 12. Look at the notes below.
You will hear a journalist phoning the Managing Director of Shipton's Foods about his firm's website.
You have fifteen seconds to read through the notes. [pause]
Now listen, and [ill in the spaces. [pause]
Woman: Thanks for sparing the time to help with my article. Man: That's OK. You'd like to know about our website? Woman: Yes. Who is responsible for updating it? Man: Our IT department's relatively small, and our technical staff lack the skills needed, so
the work is contracted out to our IT consultant ... but our Marketing Team had some creative input at the start.
Woman: Does the website serve its purpose? Man: Basically, yes. It's a big site because of all the details we include of our products, and
as it's primarily aimed at trade customers, putting up pages like the company history ... or annual report ... seems pointless.
Woman: Are you intending to use your site in other ways? Man: We looked into internet recruitment, but decided against it. We're exploring online
selling - I think that'll happen quite soon. Apart from that, I'm unconvinced of the benefits of further investment.
Woman: Could I ask why? Man: Well, the bigger the site, the more technical problems there are, and that impacts on
staffing. Fundamentally, any marketing activity has to be cost effective, and that's my main concern about the internet.
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Woman: Well, thanks very much for your help. [pause]
Now listen to the recording again. [pause]
That is the end of Part One. You now have twenty seconds to check your answers. [pause]
Part Two. Questions 13 to 22.
Now listen to the recording again. Section One.
Questions 13 to 17.
You will hear five short recordings.
For each recording, decide what the speaker's strategy is for success in management. Write one letter (A-H) next to the number of the recording. Do not use any letter more than once.
After you have listened once, replay the recordings. You have fifteen seconds to read the list A-H. [pause]
Now listen, and decide what each speaker's strategy is for success in management. [pause] Thirteen
No matter what kind of business situation I'm in, it's always important to know exactly who the individual is I'm communicating with. The worst mistake you can make is to fail to find out what drives them - money, status or whatever. Once you've worked that out, you'll be able to ensure you communicate what's in it for them personally. This should essentially govern the way you respond to people, enabling you to stay in control of the situation and achieve the desired outcome. [pause] Fourteen
I've learnt some valuable management lessons over the years, not least in how to avoid the failure of a project. No matter what your position is, you always have to be prepared for opposition. And it's important to anticipate this by getting as many colleagues as possible on your side, so that if, in discussions, someone objects to your plans, you - and a number of others - are able to give an immediate response in order to silence your opponent. [pause] Fifteen
When I first started running my own business I made some dreadful mistakes in the way I handled staff. The worst thing you can do is stick to one strategy and apply it to every situation. Sometimes you just need to show 'em who's boss; other times some gentle persuasion is more effective - in my opinion, anyway. I'm sure I was often criticised for my management style - not that I let it bother me, though. [pause] Sixteen
I've found if you want to stay in charge of a situation, the worst mistake you can make is not keeping people up to speed with what you're doing at every single stage of the process. Of course, that doesn't mean you need to be seeking universal agreement or approval for your actions and opinions - some people will always be critical - but at least adopting this approach will encourage an atmosphere in which everyone feels included. [pause] Seventeen
There are always going to be things in a company people don't like, and if you've created an
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atmosphere in which they're encouraged to contribute ideas freely, you have to learn to deal with complaints. Revealing that you are, for example, upset by their comments is a crucial error - you will have shown a weakness in your character that others may try to exploit - and may lead to a general lack of support for you. [pause]
Now listen to the recordings again. [pause]
Section Two.
Questions 18 to 22.
You will hear another five recordings.
For each recording, decide what the speaker's main reason is for making the phone call. Write one letter (A-H) next to the number of the recording. Do not use any letter more than once.
After you have listened once, replay the recordings. You have fifteen seconds to read the list A-H. [pause]
Now listen, and decide what each speaker's main reason is for making the phone call. [pause] Eighteen
We've got a real problem here, so your advice has been very welcome. I've decided that what you said is probably true. We've got too many people working in non-productive departments and not enough people in those departments where the workload is increasing. Your idea of offering transfers before we do anything like starting a recruitment campaign is, I think, a good one and I'm going to follow it up. [pause] Nineteen
In December, we accepted a very large contract which we all knew would mean everyone having to do extra hours, whether here or at home, to fulfil it. I realise that your particular circumstances make this very difficult to deal with, but that's also true of many of your colleagues. I'm afraid I'm going to have to say that I can't do anything about it at the moment. If I did, everyone else would suffer. [pause] Twenty
I've been thinking about what you said about the hospitality committee. I completely agree with you that the arrangements they made for the annual conference last year were most inadequate and so, like you, I think it'd be a very bad idea to repeat them. However, I also think you should he very careful how you say this to the senior management. In my opinion, it's not worth risking your career over something as minor as this. [pause] Twenty-one
There are three flights that day, but two of them require an overnight stay at the airport and it's not company policy to fund that. So, we're left with the third one, the one that leaves at eight o' clock in the evening. If you agree, I'll ask for that one and we can travel down together. We can probably get a lot of work done on the train to the airport. [pause] Twenty-two
I know you think the company's making a mistake in refusing to allow staff to work flexibly in thisway. I realise this kind of arrangement is common now, but I can't accept that the company should employ staff on full pay and then never see them. We've always said that a full staff being here in the office, punctually and regularly, is a really important part of what makes this
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