电大《管理英语3》《公司概论》网络核心课形考网考作业(合集)答案

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1⚪5GNo,sorry,Ididn6tknowtheruleaboutpunchingin.⌱G⚗#a.Areyoulatethismorning,Wendy?b.Didn,tyoupunchoutthismorning,Wendy?c.Didn'tyoupunchinthismorning,Wendy?⚪6-Whoshouldberesponsiblefortheaccident?-Theboss,nottheworkers.Theyjustcarriedouttheorder⌱G⚗#a.astheytoldb.asaretoldc.astold⚪7Abusdriverthesafetyofhispassengers.⌱G⚗#a.isresponsibletob.isresponsibleforc.isresponsiblein⚪8Iamyourearlycoining.⌱G⚗#a.lookingforwardb.lookforwardtoc.lookingforwardto⚪9Anumberofboysabsentsometimeduringtheterm.⌱G⚗#a.willb.havebeenc.hasbeen

2⚪10Myfriendinvitedmetheartclub,andIaccepteditwithpleasure.⌱G⚗#a.joiningb.joinc.tojoin⚪11Theprogrammegivesstudentsthetolearnmoreaboutglobalwarming.⌱G⚗#a.opportunityb.successc.ambition⚪12Hewillwritetomeassoonashehome.⌱G⚗#a.returnsb.willreturnc.willhavereturned⚪13Thekeysuccessfulimplementationisclearlycommunicatingthestrategytothewholecompany.⌱G⚗#a.inb.toc.of⚪14Thisistheman___lastnight.⌱G⚗#a.whomIsawhimb.whomIsawc.whoIsawhim

3⚪15Leavethereferencebooksbehind,youwon'tbeabletthinkindependently.⌱G⚗#a.sob.andc.or⚪1-WouldyoulikeanothersliceofChristinascake?GVmfull.⌱G⚗#a.Nomore,thanks.b.Yes,please.c.Whynot?⚪2—Wehavethreemajordivisions:Operations,SalesandMarketing,FinanceandAdministration.⌱G⚗#a.Howmanydepartmentsdowehave?b.Whichdivisionareyouin?c.Whichdepartmentshowsthebest?⚪3-rmleavingforShanghaitomorrow.⌱G⚗#a.Let'sgooutforadrink.b.Seeyoulater.c.Haveapleasanttrip!⚪4—No,sorry,Ididn6tknowtheruleaboutpunchingin.⌱G⚗#a.Didn'tyoupunchoutthismorning,Wendy?b.Didn'tyoupunchinthismorning,Wendy?c.Areyoulatethismorning,Wendy?

4⚪5GIwishyousuccessinyourcareer.⌱G⚗#a.Goahead.b.Thesametoyou.c.Itdoesn'tmatter.⚪6Theprogrammegivesstudentsthetolearnmoreaboutglobalwarming.⌱G⚗#a.successb.ambitionc.opportunity⚪7Myfriendinvitedmetheartclub,andIaccepteditwithpleasure.⌱G⚗#a.joiningb.tojoinc.join⚪8Abusdriverthesafetyofhispassengers.⌱G⚗#a.isresponsibleinb.isresponsibleforc.isresponsibleto⚪9Iamyourearlycoining.⌱G⚗#a.lookforwardtob.lookingforwardc.lookingforwardto⚪10

5Leavethereferencebooksbehind,youwon,tbeabletothinkindependently.⌱G⚗#a.andb.soc.or⚪11—Whoshouldberesponsiblefortheaccident?—Theboss,nottheworkers.Theyjustcarriedouttheorder.⌱G⚗#a.astheytoldb.astoldc.asaretold⚪12Thisistheman___lastnight.⌱G⚗#a.whomIsawhimb.whomIsawc.whoIsawhim⚪13Hewillwritetomeassoonashe________home.⌱G⚗#a.willreturnb.willhavereturnedc.returns⚪14Thekeysuccessfulimplementationisclearlycommunicatingthestrategytothewholecompany.⌱G⚗#a.tob.inc.of

6⚪15Anumberofboysabsentsometimeduringtheterm.⌱G⚗#a.hasbeenb.willc.havebeen⚪15“ËÌ”Ḅ⊤ÎÏ.⌱G⚗#b.formalclothes⚪1—Wehavethreemajordivisions:Operations,SalesandMarketing,FinanceandAdministration.⌱G⚗#a.Whichdivisionareyouin?b.Whichdepartmentshowsthebest?c.Howmanydepartmentsdowehave?⚪2—Sorry,Imadeamistakeagain.-Practisemoreandyou,11succeed.⌱G⚗#a.Certainlynot.b.Nevermind.c.Don,tmentionit.⚪3—CouldIhelpyouwithyourheavybox?Youaresotired-Icanmanageit.⌱G⚗#a.No.thanks.b.Yes,please.

7c.Allright.⚪4—Inwhatformwillyoutaketheinvestment?⌱G⚗#a.We'11giveinvestment.b.Yes,wewill.c.We,11contributeasiteandtherequiredpremises.⚪5-Areyougoingonholidayforalongtime?⌱G⚗#a.Twoweeksago.b.Itwasalongtime.c.No.Onlyacoupleofdays.⚪6Hewillwritetomeassoonashe________home.⌱G⚗#a.willreturnb.willhavereturnedc.returns⚪7Theprogrammegivesstudentsthetolearnmoreaboutglobalwarming.⌱G⚗#a.opportunityb.successc.ambition⚪8Leavethereferencebooksbehind,youwon'tbeabletothinkindependently.⌱G⚗#a.sob.andc.or

8⚪9Ifyouneedfurtherinformation,pleaseouroffice.⌱G⚗#a.constructb.contactc.constant⚪10Thewasonlysentencedtopayafineof$10,000.⌱G⚗#a.wormb.criminalc.tube⚪11IheardthatyoureallyhadawonderfultimeatJohn6sbirthdayparty,?⌱G⚗#a.didn'tIb.didn*tyouc.hadn6tyou⚪12Ifthebuildingprojectbytheendofthismonthisdelayed,theconstructioncompanywillbefined.⌱G⚗#a.beingcompletedb.tobecompletedc.iscompleted⚪13JohnaswellasMikejustbeenbackfromanimportantmeeting.⌱G⚗#a.haveb.hasc.had

9⚪14Purchasingthenewproductionlinewillbeadealforthecompany.⌱G⚗#a.profitableb.forcefulc.tremendous⚪15Theyrecommendedthattheamusementpark.⌱G⚗#a.willbeextendedb.beextendedc.wasextended▅Ö×☢ḄᦻÙ6᪷ÛᦻÙᑁ6IᡂÜÝḄ⌱⚪஺I'mMichaelBush,ManagingDirectorofHoogleEngineering.IampleasedtowelcomeyouheretoourwebsiteandI'dliketotellyoualittleaboutthecompanyanditsorganization.HoogleEngineeringwassetupin1960.Itwasdividedintoseveraldepartmentsatthattime,suchasthesalesdepartment,marketingdepartment,andproductiondepartment.Lotsofmanagerswereemployedtomanageitall.Fortunatelythingsaredifferentnow.SixtypeopleareemployedbyHoogleandcommunicationbetweendepartmentsisconsideredtobeoneofthemostimportantaspectsofthebusiness.Themarketisglobalsoweneedtomakecontactwithcustomersworldwide,notjustlocally.Butintheolddayswewereallindifferentdepartmentsandneverspoketoeachother.Wehadatallstructure.Traditionallywehadpeopleatthefirstlevelontheshopfloor,manufacturingproductsaccordingtotheinstructionswhichtheyweregiven.Thenyouhadasupervisorylevelofpeoplewhosupervisedthemeveryday.Thenyoumoveduptothemiddlemanagement,whoweredoingthetasksofgettingnewbusiness,andthenyouhadtheseniormanagementteam,andthenyouhadtheboard,whodecidedthebusinessstrategy.Sotherewerealotoflevelsinthecompanyintheolddaysactually.Thestructuretodayisthatweformteamswithinteamstoplacepeoplewhocanmanufactureaproduct.Eachteamhasmembersthatcanmanufacturedifferentproducts.Theactualteamsnowareself-managing,sowedon'tevenhaveteamleaders.You'vegottheteams,andthenyou've

10gottwopeople,onlytwopeople,whoarewhatyouthinkofasmanagement.Thisisgenerallycalledflatstructure.⚪16HoogleEngineeringwassetupin.⌱G⚗#a.thetwentyfirstcenturyb.thetwentiethcenturyc.thenineteenthcentury⚪17Therearemanydifferentofmanagementinatallstructure.⌱G⚗#a.levelsb.kindsc.functions⚪18Peopleinaflatstructureusuallyworkin.⌱G⚗#a.departmentsb.teamsc.families⚪19AllofthefollowingstatementsaretrueaccordingtothepassageEXCEPTthat.⌱G⚗#a.theauthorthinksthetwostructureshavethesamefunctionsb.communicationinthecompanyisbecomingmoreandmoreimportantc.therearemoreindividualresponsibilitiesintheflatstructure⚪20Thebesttitleforthepassageis.⌱G⚗#a.OrganizationStructureinHoogleEngineeringb.SuccessinHoogleengineering

11c.HistoryofHoogleEngineering▅ÖᑨQ⚪#Weliveinanagefullofopportunities:Ifyouaresmartenough,andhavegotambitionandkeeppushingforward,youcanrisetothetopofyourchosenprofession,nomatterwhereyoustartedout.Butwithopportunitycomesresponsibility.Companiestodayaren,tmanagingtheiremployeesJcareers.Professionalworkersmustbetheirownchiefexecutiveofficers(CEO).It'suptoyoutostriveforyourplace,tokeepyourselfengagedandproductiveduringaworkinglifethatmaylastaround50years.Todothosethingswell,you'11needtohaveadeepunderstandingofyourself-notonlywhatyourstrengthsandweaknessesare,butalsohowyoulearn,howyouworkwithothers,whatyourvaluesare,andwhereyoucanmakethegreatestcontribution.Becauseonlywhenyouoperatefromstrengthcanyouachievetrueexcellence.History'sgreatachievers-Napoleon,daVinci,andMozart-havealwaysmanagedthemselves.Buttheyaresounusualbothintheirtalentsandtheiraccomplishmentsastobeconsideredrareexceptions.Now,mostofus,eventhoseofuswithmodesttalents,willhavetolearntomanageourselves.Wewillhavetolearntodevelopourselves.Wewillhavetoplaceourselveswherewecanmakethegreatestcontribution.Andwewillhavetostaymentallyalertandengagedduringa50-yearworkinglife,whichmeansknowinghowandwhentochangetheworkwedo.⚪21CompaniestodayareresponsibleforemployeeJscareer.⌱G⚗#8┯⚪22ItistheCEOwhodecidesyourplace.⌱G⚗#8┯⚪23Youneedtounderstandyourcompanywellsothatyoucandothingswell.⌱G⚗#

128┯⚪24Understandingyourselfmeansknowingwellaboutyourstrengths,weaknesses,yourvalues,howyoulearn,howyoudowithothersandsoon.⌱G⚗#8┯⚪25Ordinarypeoplecannotmanagethemselveswell.⌱G⚗#8┯⌱×ᑡçèËéḄêë஺⚪26It'suptoyoutostriveforyourplace,tokeepyourselfengagedandproductiveduringaworkinglifethatmaylastaround50years.⌱G⚗#a.ᵫíᩭïðᙠᢝóḄᜧô50&ḄõXSöo6ᔲø᩽ú46ûüᡂᦔ஺b.ᵫíïðþᔲÿ
ᙠᜧ50Ḅᔲ᩽ᡂᦔ஺c.ᙠᜧ50Ḅᔲ᩽
ᡂᦔ!"#$Ḅ஺⚪&27Theprogrammegivesstudentstheopportunitytolearnmoreaboutglobalwarming.⌱?@⚗Ba.CD⚗&EFGHICJᐵ!ᐰᳫN᎛PᨨR☢TUḄVW஺b.XY⚗&ZCEFGHICJᐵ!ᐰᳫN᎛PᨨR☢TUḄ[\஺c.XY⚗&ZCEFGHICJᐵ!ᐰᳫN᎛PᨨR☢TUḄVW஺⚪&28Wewillhavetoplaceourselveswherewecanmakethegreatestcontribution.⌱?@⚗Ba.ᡃabccdeᨬᜧḄgh஺

13b.ᡃaijk#$lᑮdeᨬᜧghḄno஺C.ᡃaijqrᨬᜧḄ⚗&.⚪&29Theyaresounusualbothintheirtalentsandtheiraccomplishmentsastobeconsideredrareexceptions.⌱?@⚗Ba.uvDwaxyz{|}ᡂ~ᡠwaX᪵Ḅ}஺b.waḄyᡂ~c@᩽ὃ⇋|஺c.wa᝞cḄDḄ᜜஺⚪&30Ifyouaresmartenough,andhavegotambitionandkeeppushingforward,youcanrisetothetopofyourchosenprofession.⌱?@⚗Ba.᝞"x{|}ᨵ¡¢£¤¥¦§¨"~©ᓣ஺b.᝞"«¬ᨵ¡®¯°§¨"~©ᑮ"⌱?Ḅ஺c.᝞"x{|}ᨵ¡¢£¤¥¦§¨"~©ᙠ#$ᡠ⌱Ḅ⚞²e³´⃓.@rmleavingforShanghaitomorrow.⚪&1⌱?@⚗Ba.Let'sgooutforadrink.b.Haveapleasanttrip!c.Seeyoulater.⚪&2—HowdidyoufindyourvisittoQingdao,Joanna?⌱?@⚗Ba.Iwenttherealone.b.Aguideshowedmetheway.c.Oh,wonderfulindeed.⚪&3

14—rmmorethanhappytogooutthisweekend.@We'vegotsomuchworktodoatthattime.⌱?@⚗Ba.Dontworry.b.Don'tsayso.c.Forgetit.⚪&4-IwonderifIcoulduseyourcomputertonight?⌱?@⚗Ba.Whocares?b.Itdoesntmatter.c.Sure,goahead.⚪&5—Isitmoreadvisabletoupgradeourpresentfacilitiesthantakingtheriskofopeninganewpark?⌱?@⚗Ba.rmgladtohearthat.b.Thankyou.c.Idon,tthinkso.⚪&6@Whoshouldberesponsiblefortheaccident?—Theboss,nottheworkers.Theyjustcarriedouttheorder_______.⌱?@⚗Ba.astheytoldb.asaretoldc.astold⚪&7Thekeysuccessfulimplementationisclearlycommunicatingthestrategytothewholecompany.⌱?@⚗B

15a.inb.toc.of⚪&8Thisistheman___lastnight.⌱?@⚗Ba.whomIsawb.whoIsawhimc.whom1sawhim⚪&9Thelightistoo_______formetoread.Icannotstandanymore.⌱?@⚗Ba.dimb.ripec.soup⚪&10fathertookpartinthecharityactivityintheneighbourhoodyesterday?-Peter's.⌱?@⚗Ba.Whichb.Whosec.What⚪&11Hegaveuphisstudyincollegein.⌱?@⚗Ba.bundleb.despairc.ash⚪&12Theyaretryingtothewastedischargedbythefactoryforprofit.⌱?@⚗B

16a.exposeb.exhaustc.exploit⚪&13Abudgetisanestimationoftheand_______overaspecifiedfutureperiodoftime.⌱?@⚗Ba.revenue;interestb.cost;expensec.revenue;expenses⚪&14Youcangoout,youpromisetobebackbefore12o'clock.⌱?@⚗Ba.aslongasb.asfarasc.sofaras⚪&15Letsdiscusstheseproblemsatthemeeting,?⌱?@⚗Ba.shallweb.dowec.willyou▅Ír☢ḄᦻÏ᪷ÑᦻÏᑁÓÔᡂÕiḄ⌱?⚪஺I'mMichaelBush,ManagingDirectorofHoogleEngineering.IampleasedtowelcomeyouheretoourwebsiteandI'dliketotellyoualittleaboutthecompanyanditsorganization.HoogleEngineeringwassetupin1960.Itwasdividedintoseveraldepartmentsatthattime,suchasthesalesdepartment,marketingdepartment,andproductiondepartment.Lotsofmanagerswereemployedtomanageitall.Fortunatelythingsaredifferentnow.SixtypeopleareemployedbyHoogleandcommunicationbetweendepartmentsisconsideredtobeoneofthemostimportantaspectsofthebusiness.Themarketisglobalsoweneedtomakecontactwithcustomersworldwide,notjustlocally.Butintheolddayswewereallindifferentdepartmentsandneverspoketoeachother.

17Wehadatallstructure.Traditionallywehadpeopleatthefirstlevelontheshopfloor,manufacturingproductsaccordingtotheinstructionswhichtheyweregiven.Thenyouhadasupervisorylevelofpeoplewhosupervisedthemeveryday.Thenyoumoveduptothemiddlemanagement,whoweredoingthetasksofgettingnewbusiness,andthenyouhadtheseniormanagementteam,andthenyouhadtheboard,whodecidedthebusinessstrategy.Sotherewerealotoflevelsinthecompanyintheolddaysactually.Thestructuretodayisthatweformteamswithinteamstoplacepeoplewhocanmanufactureaproduct.Eachteamhasmembersthatcanmanufacturedifferentproducts.Theactualteamsnowareself-managing,sowedon,tevenhaveteamleaders.You,vegottheteams,andthenyou'vegottwopeople,onlytwopeople,whoarewhatyouthinkofasmanagement.Thisisgenerallycalledflatstructure.⚪&16HoogleEngineeringwassetupin.⌱?@⚗Ba.thenineteenthcenturyb.thetwentiethcenturyc.thetwentyfirstcentury⚪&17Therearemanydifferentofmanagementinatallstructure.⌱?@⚗Ba.kindsb.levelsc.functions⚪&18Peopleinaflatstructureusuallyworkin.⌱?@⚗Ba.familiesb.teamsc.departments⚪&19AllofthefollowingstatementsaretrueaccordingtothepassageEXCEPTthat.

18⌱?@⚗:a.therearemoreindividualresponsibi1itiesintheflatstructureb.communicationinthecompanyisbecomingmoreandmoreimportantc.theauthorthinksthetwostructureshavethesamefunctions⚪&20Thebesttitleforthepassageis.⌱?@⚗Ba.HistoryofHoogleEngineeringb.SuccessinHoogleengineeringc.OrganizationStructureinHoogleEngineering▅ÍᑨÝ⚪BWeliveinanagefullofopportunities:Ifyouaresmartenough,andhavegotambitionandkeeppushingforward,youcanrisetothetopofyourchosenprofession,nomatterwhereyoustartedout.Butwithopportunitycomesresponsibility.Companiestodayaren,tmanagingtheiremployees*careers.Professionalworkersmustbetheirownchiefexecutiveofficers(CEO).It'suptoyoutostriveforyourplace,tokeepyourselfengagedandproductiveduringaworkinglifethatmaylastaround50years.Todothosethingswell,you'11needtohaveadeepunderstandingofyourself-notonlywhatyourstrengthsandweaknessesare,butalsohowyoulearn,howyouworkwithothers,whatyourvaluesare,andwhereyoucanmakethegreatestcontribution.Becauseonlywhenyouoperatefromstrengthcanyouachievetrueexcellence.History,sgreatachievers-Napoleon,daVinci,andMozart-havealwaysmanagedthemselves.Buttheyaresounusualbothintheirtalentsandtheiraccomplishmentsastobeconsideredrareexceptions.Now,mostofus,eventhoseofuswithmodesttalents,willhavetolearntomanageourselves.Wewillhavetolearntodevelopourselves.Wewillhavetoplaceourselveswherewecanmakethegreatestcontribution.Andwewillhavetostaymentallyalertandengagedduringa50-yearworkinglife,whichmeansknowinghowandwhentochangetheworkwedo.⚪&21Companiestodayareresponsibleforemployee'scareer.⌱?@⚗Bã

19┯⚪&22ItistheCEOwhodecidesyourplace.⌱?@⚗Bã┯⚪&23Youneedtounderstandyourcompanywellsothatyoucandothingswell.⌱?@■⚗Bã┯⚪&24Understandingyourselfmeansknowingwellaboutyourstrengths,weaknesses,yourvalues,howyoulearn,howyoudowithothersandsoon.⌱?@⚗Bã┯⚪&25Ordinarypeoplecannotmanagethemselveswell.⌱?@⚗Bã┯ç⌱?rᑡéuêḄëì஺⚪&26Theprogrammegivesstudentstheopportunitytolearnmoreaboutglobalwarming.⌱?@⚗Ba.XY⚗&ZCEFGHICJᐵ!ᐰᳫN᎛PᨨR☢TUḄVW஺b.XY⚗&ZCEFGHICJᐵ!ᐰᳫN᎛PᨨR☢TUḄ[\஺c.CD⚗&EFGHICJᐵ!ᐰᳫN᎛PᨨR☢TUḄVW஺⚪&27It'suptoyoutostriveforyourplace,tokeepyourselfengagedandproductiveduringaworking

20lifethatmaylastaround50years.⌱?@⚗Ba.ᙠᜧ50Ḅᔲ᩽
ᡂᦔ!"#$Ḅ஺b.ᵫ"îᔲ
ᙠᜧ50Ḅᔲ᩽ᡂᦔ஺c.ᵫ"ᩭîᙠ©ᢝ¯Ḅᜧ50Ḅᔲ᩽ᡂᦔ஺⚪&28Ifyouaresmartenough,andhavegotambitionandkeeppushingforward,youcanrisetothetopofyourchosenprofession.⌱?@■⚗Ba.᝞"«¬ᨵ¡®¯°§¨"~©ᑮ"⌱?Ḅ஺b.᝞"x{|}ᨵ¡¢£¤¥¦§¨"~©ᓣ஺c.᝞"x{|}ᨵ¡¢£¤¥¦§¨"~©ᙠ#$ᡠ⌱Ḅ⚞²e³´⃓஺⚪&29Theyaresounusualbothintheirtalentsandtheiraccomplishmentsastobeconsideredrareexceptions.⌱?@⚗Ba.wa᝞cḄDḄ᜜஺b.waḄyᡂ~c@᩽ὃ⇋|஺c.uvDwaxyz{|}ᡂ~ᡠwaX᪵Ḅ}஺⚪&30Wewillhavetoplaceourselveswherewecanmakethegreatestcontribution.⌱?@⚗Ba.ᡃabccdeᨬᜧḄgh஺b.ᡃaijk#$lᑮdeᨬᜧghḄno஺c.ᡃaijqrᨬᜧḄ⚗&஺⚪&1@No,sorry,Ididn'tknowtheruleaboutpunchingin.⌱?@⚗Bb.Areyoulatethismorning,Wendy?

21c.Didn'tyoupunchoutthismorning,Wendy?⚪&2-Shegavetwoweeks.⌱?@⚗Ba.Whatdidshedo?b.Whatdidsheget?c.Howmuchtimedidshegive?⚪&3@Sorry,Imadeamistakeagain.Practisemoreandyou'11succeed.⌱?@⚗Ba.Don,tmentionit.b.Certainlynot.c.Nevermind.⚪&4—Isitpossibleforyoutoexpandbusinessthere?⌱?@⚗Ba.Ilikeit.b.rdloveto.c.Yes,Ithinkso.⚪&5—IwonderifIcoulduseyourcomputertonight?⌱?@⚗Ba.Itdoesntmatter.b.Sure,goahead.c.Whocares?⚪&6Iamyourearlycoming.

22⌱?@⚗Ba.lookingforwardb.lookforwardtoc.lookingforwardto⚪&7Abusdriverthesafetyofhispassengers.⌱?@⚗Ba.isresponsibleinb.isresponsibleforc.isresponsibleto⚪&8Myfriendinvitedmetheartclub,andIaccepteditwithpleasure.⌱?@⚗Ba.tojoinb.joinc.joining⚪&9Itookitforthatyouwouldn,tcomehereagain.⌱?@⚗Ba.grandb.grantedc.tame⚪&10It'stopointtoortalkaboutstrangersinpublic.⌱?@⚗Ba.politeb.goodc.notpolite⚪&11Undernocircumstancetotellliestoparents.⌱?@⚗:

23a.arechildrenallowedb.childrenareallowedc.willchildrenallow⚪&12Themanagerurgedhisstaffnottothesplendidopportunity.⌱?@⚗Ba.escapeb.missc.slide⚪&13Rent,electricityandinsuranceareallexamplesofthecompany*s⌱?@⚗Ba.turnoverb.assetsc.overhead⚪&14JohnaswellasMikejustbeenbackfromanimportantmeeting.⌱?@⚗Ba.haveb.hasc.had⚪&15Youcangoout,youpromisetobebackbefore12o*clock.⌱?@⚗Ba.asfarasb.aslongasc.sofaras▅Ír☢ḄᦻÏ᪷ÑᦻÏᑁÓÔᡂÕiḄ⌱?⚪஺I'mMichaelBush,ManagingDirectorofHoogleEngineering.IampleasedtowelcomeyouheretoourwebsiteandI'dliketotellyoualittleaboutthecompanyanditsorganization.HoogleEngineeringwassetupin1960.Itwasdividedintoseveraldepartmentsatthattime,

24suchasthesalesdepartment,marketingdepartment,andproductiondepartment.Lotsofmanagerswereemployedtomanageitall.Fortunatelythingsaredifferentnow.SixtypeopleareemployedbyHoogleandcommunicationbetweendepartmentsisconsideredtobeoneofthemostimportantaspectsofthebusiness.Themarketisglobalsoweneedtomakecontactwithcustomersworldwide,notjustlocally.Butintheolddayswewereallindifferentdepartmentsandneverspoketoeachother.Wehadatallstructure.Traditionallywehadpeopleatthefirstlevelontheshopfloor,manufacturingproductsaccordingtotheinstructionswhichtheyweregiven.Thenyouhadasupervisorylevelofpeoplewhosupervisedthemeveryday.Thenyoumoveduptothemiddlemanagement,whoweredoingthetasksofgettingnewbusiness,andthenyouhadtheseniormanagementteam,andthenyouhadtheboard,whodecidedthebusinessstrategy.Sotherewerealotoflevelsinthecompanyintheolddaysactually.Thestructuretodayisthatweformteamswithinteamstoplacepeoplewhocanmanufactureaproduct.Eachteamhasmembersthatcanmanufacturedifferentproducts.Theactualteamsnowareself-managing,sowedon'tevenhaveteamleaders.You'vegottheteams,andthenyou'vegottwopeople,onlytwopeople,whoarewhatyouthinkofasmanagement.Thisisgenerallycalledflatstructure.⚪&16HoogleEngineeringwassetupin.⌱?@⚗Ba.thetwentyfirstcenturyb.thetwentiethcenturyc.thenineteenthcentury⚪&17Therearemanydifferentofmanagementinatallstructure.⌱?@⚗Ba.kindsb.levelsc.functions⚪&18Peopleinaflatstructureusuallyworkin.

25⌱?@⚗Ba.departmentsb.familiesc.teams⚪&19AllofthefollowingstatementsaretrueaccordingtothepassageEXCEPTthat.⌱?@⚗Ba.communicationinthecompanyisbecomingmoreandmoreimportantb.therearemoreindividualresponsibilitiesintheflatstructurec.theauthorthinksthetwostructureshavethesamefunctions⚪&20Thebesttitleforthepassageis.⌱?@⚗Ba.SuccessinHoogleengineeringb.OrganizationStructureinHoogleEngineeringc.HistoryofHoogleEngineering▅ÍᑨÝ⚪BWeliveinanagefullofopportunities:Ifyouaresmartenough,andhavegotambitionandkeeppushingforward,youcanrisetothetopofyourchosenprofession,nomatterwhereyoustartedout.Butwithopportunitycomesresponsibility.Companiestodayaren,tmanagingtheiremployees'careers.Professionalworkersmustbetheirownchiefexecutiveofficers(CEO).It'suptoyoutostriveforyourplace,tokeepyourselfengagedandproductiveduringaworkinglifethatmaylastaround50years.Todothosethingswell,you'11needtohaveadeepunderstandingofyourself-notonlywhatyourstrengthsandweaknessesare,butalsohowyoulearn,howyouworkwithothers,whatyourvaluesare,andwhereyoucanmakethegreatestcontribution.Becauseonlywhenyouoperatefromstrengthcanyouachievetrueexcellence.History,sgreatachievers-Napoleon,daVinci,andMozart-havealwaysmanagedthemselves.Buttheyaresounusualbothintheirtalentsandtheiraccomplishmentsastobeconsideredrareexceptions.Now,mostofus,eventhoseofuswithmodesttalents,willhavetolearntomanageourselves.Wewillhavetolearntodevelopourselves.Wewillhavetoplaceourselveswhere

26wecanmakethegreatestcontribution.Andwewillhavetostaymentallyalertandengagedduringa50-yearworkinglife,whichmeansknowinghowandwhentochangetheworkwedo.⚪&21Companiestodayareresponsibleforemployee'scareer.⌱?@⚗Bã┯⚪&22ItistheCEOwhodecidesyourplace.⌱?@⚗Bã┯⚪&23Youneedtounderstandyourcompanywellsothatyoucandothingswell.⌱?@⚗Bã┯⚪&24Understandingyourselfmeansknowingwellaboutyourstrengths,weaknesses,yourvalues,howyoulearn,howyoudowithothersandsoon.⌱?@⚗Bã┯⚪&25Ordinarypeoplecannotmanagethemselveswell.⌱?@⚗Bã┯ç⌱?rᑡéuêḄëì஺⚪&26Theyaresounusualbothintheirtalentsandtheiraccomplishmentsastobeconsideredrare

27exceptions.⌱?@⚗Ba.uvDwaxyz{|}ᡂ~ᡠwaX᪵Ḅ}஺b.wa᝞cḄDḄ᜜஺c.waḄyᡂ~c@᩽ὃ⇋|஺⚪&27Ifyouaresmartenough,andhavegotambitionandkeeppushingforward,youcanrisetothetopofyourchosenprofession.⌱?@■⚗Ba.᝞"«¬ᨵ¡®¯°§¨"~©ᑮ"⌱?Ḅ஺b.᝞"x{|}ᨵ¡¢£¤¥¦§¨"~©ᓣ஺c.᝞"x{|}ᨵ¡¢£¤¥¦§¨"~©ᙠ#$ᡠ⌱Ḅ⚞²e³´⃓஺⚪&28It'suptoyoutostriveforyourplace,tokeepyourselfengagedandproductiveduringaworkinglifethatmaylastaround50years.⌱?@⚗Ba.ᵫ"îᔲ
ᙠᜧ50Ḅᔲ᩽ᡂᦔ஺b.ᵫ"ᩭîᙠ©ᢝ¯Ḅᜧ50Ḅᔲ᩽ᡂᦔ஺c.ᙠᜧ50Ḅᔲ᩽
ᡂᦔ!"#$Ḅ஺⚪&29Theprogrammegivesstudentstheopportunitytolearnmoreaboutglobalwarming.⌱?@⚗Ba.XY⚗&ZCEFGHICJᐵ!ᐰᳫN᎛PᨨR☢TUḄVW஺b.CD⚗&EFGHICJᐵ!ᐰᳫN᎛PᨨR☢TUḄVW஺c.XY⚗&ZCEFGHICJᐵ!ᐰᳫN᎛PᨨR☢TUḄ[\஺⚪&30Wewillhavetoplaceourselveswherewecanmakethegreatestcontribution.⌱?@⚗Ba.ᡃabccdeᨬᜧḄgh஺b.ᡃaijk#$lᑮdeᨬᜧghḄno஺c.ᡃaijqrᨬᜧḄ⚗&஺

28⌱?òóôõ⚪⌱⚗⌱e@Yòᐭó÷ᜐḄᨬù⌱⚗஺⚪&1—Wouldyoulikesomemorebeer?-please.⌱?@⚗Ba.rvehadenoughb.Nomorec.Justalittle⚪&2@It'sgettingdark.I'mafraidImustbeoffnow.—OK._________⌱?@⚗Ba.Seeyou.b.Takeiteasy.c.Goslowly.⚪&3—DoyoumindifIsmokehere?⌱?@⚗Ba.Yes,please.b.Yes,betternot.c.No,thanks.⚪&4—Whatvegetablesareinseasonnow?—Radishandcarrot,_____.⌱?@⚗Ba.Iknowb.Iseec.Ithink⚪&5—Goodmorning,VolunteeringMatters,howcanIhelpyou?

29⌱?@⚗:a.Goodmorning,I'dliketofindouthowIcouldbecomeavolunteer.b.Goodmorning,I'dliketofindouthowIcouldmakeanappointment.c.Goodmorning,I'dliketofindouthowIcouldpayonline.⚪&6InBeijing,thebestseasoninayearisprobablyautumn.⌱?@⚗Ba.lateb.latterc.later⚪&7We____thelastbusanddidnthaveanymoneyfortaxi,sowehadtowalkhome.⌱?@⚗Ba.caughtb.lostc.missed⚪&8I______toknowhowoftenthebusrunsduringrushhour.⌱?@⚗Ba.takeplaceb.happenc.occur⚪&9Iabookwhenthetelephone.⌱?@⚗Ba.read"*rangb.wasreading…rangc.wasreading…wasringing⚪&10Themachinethismorningfornoreason.

30⌱?@⚗Ba.brokeupb.brokeoffc.brokeout⚪&11Wehavespentallofoursparetime,,oursparemoney,ontheproject.⌱?@⚗Ba.aswellasb.aslongasc.assoonas⚪&12Oneofthemainbenefitsofcommunityserviceisthatitaperson:scharacter.⌱?@⚗Ba.buildsb.setsc.makes⚪&13TheonlineWhat'sonforWomenprovidesinformationupcomingandongoingevents.⌱?@⚗Ba.forb.aboutc.with⚪&14Ittakessmal1stepstocreatebigchangeandthisisservice-learninghopestoachieve.⌱?@⚗Ba.whichb.thatc.what⚪&15Communityserviceisimportanttomebecauseitprovidesmewitheye-openingexperienceswhilemanypeople.

31⌱?@⚗:a.benefittingb.benefitc.benefits▅Íᳮÿ⚪
HumanResourceManagement(HRM)istheprocessofmanagingpeopleandtheirrelationshipsinanorganization.Thesetwoprocessesareimportantinthesuccessandgrowthofabusiness.Inmanagingpeople,staffingisthemostimportantcomponentofIIRM.Itneedstomakeguidelinesandproceduresforhiringandplacement.Staffingalsoinvolvesthemanagementofemployeesonmatterslikemonitoringofholidays,absences,healthandsafety,disciplinaryaction,anddismissal.AnotherimportantelementforHRMinmanagingpeopleiskeepingtheemployeesinthecompany.Thetrainingofemployeestoenablethemtoimprovetheircareerdevelopmentisveryimportant.GoodHRMpoliciesensurethatthereareclearregulationswhichshowthepaylevelsforthedifferentpositionsinanorganization.Itisimportantforthestafftoknowthecareerpath,pay,trainingandotheropportunitiesthatareavailabletothem.PerformancemanagementisanotherimportantcomponentofHRM.Thereasonforthisisthatmanyemployersuseittoevaluatecareerimprovementandtodeterminepayincreases.ThesecondaryroleofHRMisthemanagementoftherelationshipsamongpeopleinanorganization.Thisincludesstaffwithindepartmentsaswellasacrossthewholeorganization.Therelationshipbetweenstaffandmanagementisanimportantfactorinthesuccessofanorganization.Itdecideshowfastanorganizationwillrealizetheirgoals.ThefocusofHRMisthepeoplewithinanorganization.Regularplanning,monitoringandevaluationareimportantforthesuccessofHRM.Successfulmanagementensuresthatallemployeesknowtheirrole,careerdevelopmentandalsofeelpartofanorganization.⚪'16is/areimportantinthesuccessofabusiness.⌱,-⚗
a.Talentsandtheirgoalsb.Teamworkspiritandhighsalaryc.Theprocessofmanagingpeopleandtheirrelationships

32⚪'17ThemostimportantcomponentofHRMis.⌱,-⚗
a.planningb.staffingc.monitoring⚪'18Accordingtothepassage,itisimportantfortheemployeestoknowthecareerpath,pay,trainingandotheropportunitiesthrough.⌱,-⚗
a.policiesb.noticesc.advertisements⚪'19Wecanusetoevaluatecareerimprovementandtodeterminepayincreases.⌱,-⚗
a.performancemanagementb.HRMpoliciesc.staffing⚪'20isNOTmentionedinthetextaboutthesuccessofHRM.⌱,-⚗
a.Regularplanningandmonitoringb.Evaluationc.Training▅:ᑨ<⚪
The“warfortalentreadslikeheadlinesfrommanyyearsago,butithasnevergoneawaysaysEleanorNickerson,directorofUKoperationsforTopEmployers.Manycompaniestheyhaveresearchedareshortoftalents.Thoughthecompaniesmayreceivemanyapplications,theycannotfindthepeopletheywant.TopEmployers?researchshowthatofferinggoodcareerchancesisthekeytoattracting

33andkeepingthetalent.Smartemployeesknowtheirownvalueandwillwanttoknowwhattheiremployerscanofferthemafterfiveor10years'careerdevelopment.So,keepingstaffisthebiggestchallengeemployersfaceinthelongrun.Yetnoteveryemployeefeelsthattheycanbettertheircareerchances.Somearestillnervousaboutlosingtheirjobs,despitearecentfallinunemployment,saystheTradesUnionCongress(TUC).TUCpointsoutthatsomefour-fifthsofnewjobscreatedhavebeeninpartsoftheeconomywhereaveragepayratesarelessthan£8anhoursincetherecessionbegan.Manyofthesejobsareontemporaryorzero-hourscontracts.AreportfromtheOfficeforNationalStatisticspublishedinFebruaryshowedthatrealwageshavebeenfallingconsistentlysince2010.It'sthelongestperiodsinceatleast1964."We'restillinthehardestlivingstandardssqueezeforoveracenturyandthosewhoarealreadyworkinghavehadyearsofreal-termspaycuts,“saysTUCspokespersonLizChinchen.uUnderstandingthepressuresthatstafffaceisagoodstartingpointforanyemployer.Ifemployerswanttoshowconcernfortheirstaff,theyshouldbepayingthemwellandunderstandthatzero-hourscontractsbringinsecurityandextrememoneyworries.”⚪'21AccordingtoresearchbyTopEmployers,manycorporationshaveenoughtalentsfortheirdevelopment.⌱,-⚗
M┯⚪'22Thedatashowsthekeytoattractingtalentsistoofferhighsalary.⌱,-⚗
M┯⚪'23Thebiggestchallengeforemployerstoiskeepingstaffinthelongrun.⌱,-⚗
M┯

34⚪'24Notallemployeesbelievethattheycangetabetteroffer.⌱,-⚗
M┯⚪'25Thewageshavebeenrisingconsistentlysince2010.⌱,-⚗
M┯Q⌱,RᑡTUVWḄYZ஺⚪'26Theteacherpointedoutthegrammarmistakesinthewriting.⌱,-⚗
a.ὁ]ᢣ_`aᦻcḄdᑏ┯f஺b.ὁ]ᢣ_`aᦻcḄgh┯f஺c.ὁ]ᢣ_`ihcḄgh┯f஺⚪'27Thankyousomuchforyourgeneroushospitality.⌱,-⚗
a.jklmnḄopqr஺b.jkstucvwḄx᛻஺c.zḄjklmnḄ{|஺⚪'28Thoughtheyhavealotofapplicants,theycan,tfindthepeopletheywant.⌱,-⚗
a.}ᯠᨵᵨᑮ⌕Ḅw஺b.}ᯠᨵᓾᑮᔠ〉Ḅᕒ஺c.}ᯠᨵὺὅᓾᑮᔠ〉Ḅw஺⚪'29

35Somearestillnervousaboutlosingtheirjobsdespitethelowwages.⌱,-⚗
a.ᑭᨵwᜫu¡a஺b.¡¢£ᨵwᜫu¡a஺c.¤¥¡¢¦wᡭ¨©ª஺⚪'30Practisingmoreisthekeytoleaningalanguage.⌱,-⚗
a.«¬®¯°®±gḄ²ᓇ஺b.°®g´Ḅᐵ¶⌕®஺c.·¸¹M¬g´°®ᩭ»ᨵᜐ஺⚪'1—Howdidyoumissyourtrain?⌱,-⚗
a.Well,Iwascaughtinthetrafficjam.b.What'syourproposal?c.Nevermind.⚪'2-rmdogtired.Ican'twalkanyfurther,Tommy.—,Jenny.Youcandoit.⌱,-⚗
a.Noproblemb.Nohurryc.Comeon⚪'3—WhatdoyouthinkaboutJapanesefood?⌱,-⚗
a.Ididn:thavemuchtimetopreparefood,soIateoutalot.b.Publicenvironmenthasbeengreatlyimproved.

36c.Overall,thedietthereisahealthyone-lowfat.⚪'4—IfyouinviteaMuslimtodinner,whatareyouadvisednottoorderforhim?⌱,-⚗
a.mutton.b.pork.c.chicken⚪'5—Onceortwiceaweek.⌱,-⚗
a.Howlongwillyouarrangeformetovisitsomeoneathome?b.Howsoonwillyouarrangeformetovisitsomeoneathome?c.Howoftenwillyouarrangeformetovisitsomeoneathome?⚪'6Bringmeaglassofbeer,_____?⌱,-⚗
a.willyoub.shallIc.dontyou⚪'7Iboughtanewcarlastmonth,butI______myoldcaryet.⌱,-⚗
a.hadnotsoldb.havenotsoldc.didnotsell⚪'8—Whendowehavetopaythebill?——____December30.⌱,-⚗:

37a.Inb.Duringc.By⚪'9isknowntoall,toomuchfatcausesheartproblems.⌱,-⚗
a.Asb.Itc.Justas⚪'10AvegetariandietconsistsofthefollowingEXCEPT.⌱,-⚗
a.fruitb.meatc.vegetable⚪'11ThisisthebookIhavelearnedalot.⌱,-⚗
a.towhichb.bywhomc.fromwhich⚪'12Involvementincommunityactivities______anintegralandinescapablepartofseniormanagers:jobs.⌱,-⚗
a.hasseenasb.hasbeenseenasc.areseenas⚪'13Businesspeopleexercisetheirleadershipinthecommunityserviceareathecommercialworld.

38⌱,-⚗:.butb.soc.aswellas⚪'14Communityserviceisagreatwaytohelppeopleintheirtimeofneed.Itisgreattoseethehappinessthatresults______it.⌱,-⚗
a.inb.fromc.of⚪'15CommunityServicesProgramaimsforallmembersofthecommunitytotobasicfinancialandmaterialresources,information,adviceandreferral.⌱,-⚗
a.haveaccessb.haveanopportunityc.haveachance▅:ᳮÃ⚪
HumanResourceManagement(I1RM)istheprocessofmanagingpeopleandtheirrelationshipsinanorganization.Thesetwoprocessesareimportantinthesuccessandgrowthofabusiness.Inmanagingpeople,staffingisthemostimportantcomponentofHRM.Itneedstomakeguidelinesandproceduresforhiringandplacement.Staffingalsoinvolvesthemanagementofemployeesonmatterslikemonitoringofholidays,absences,healthandsafety,disciplinaryaction,anddismissal.AnotherimportantelementforHRMinmanagingpeopleiskeepingtheemployeesinthecompany.Thetrainingofemployeestoenablethemtoimprovetheircareerdevelopmentisveryimportant.GoodHRMpoliciesensurethatthereareclearregulationswhichshowthepaylevelsforthedifferentpositionsinanorganization.Itisimportantforthestafftoknowthecareerpath,pay,trainingandotheropportunitiesthatareavailabletothem.PerformancemanagementisanotherimportantcomponentofHRM.Thereasonforthisisthatmanyemployersuseittoevaluate

39careerimprovementandtodeterminepayincreases.ThesecondaryroleofHRMisthemanagementoftherelationshipsamongpeopleinanorganization.Thisincludesstaffwithindepartmentsaswellasacrossthewholeorganization.Therelationshipbetweenstaffandmanagementisanimportantfactorinthesuccessofanorganization.Itdecideshowfastanorganizationwillrealizetheirgoals.ThefocusofHRMisthepeoplewithinanorganization.Regularplanning,monitoringandevaluationareimportantforthesuccessofHRM.Successfulmanagementensuresthatallemployeesknowtheirrole,careerdevelopmentandalsofeelpartofanorganization.⚪'16is/areimportantinthesuccessofabusiness.⌱,-⚗
a.Teamworkspiritandhighsalaryb.Theprocessofmanagingpeopleandtheirrelationshipsc.Talentsandtheirgoals⚪'17ThemostimportantcomponentofHRMis.⌱,-⚗
a.monitoringb.staffingc.planning⚪'18Accordingtothepassage,itisimportantfortheemployeestoknowthecareerpath,pay,trainingandotheropportunitiesthrough.⌱,-⚗
a.noticesb.policiesc.advertisements⚪'19Wecanusetoevaluatecareerimprovementandtodeterminepayincreases.⌱,-⚗
a.performancemanagement

40b.HRMpoliciesc.staffing⚪'20isNOTmentionedinthetextaboutthesuccessofIIRM.⌱,-⚗
a.Regularplanningandmonitoringb.Trainingc.Evaluation▅:ᑨ<⚪
The“warfortalent“readslikeheadlinesfrommanyyearsago,butithasnevergoneawaysaysEleanorNickerson,directorofUKoperationsforTopEmployers.Manycompaniestheyhaveresearchedareshortoftalents.Thoughthecompaniesmayreceivemanyapplications,theycannotfindthepeopletheywant.TopEmployersJresearchshowthatofferinggoodcareerchancesisthekeytoattractingandkeepingthetalent.Smartemployeesknowtheirownvalueandwillwanttoknowwhattheiremployerscanofferthemafterfiveor10years'careerdevelopment.So,keepingstaffisthebiggestchallengeemployersfaceinthelongrun.Yetnoteveryemployeefeelsthattheycanbettertheircareerchances.Somearestillnervousaboutlosingtheirjobs,despitearecentfallinunemployment,saystheTradesUnionCongress(TUC).TUCpointsoutthatsomefour-fifthsofnewjobscreatedhavebeeninpartsoftheeconomywhereaveragepayratesarelessthan£8anhoursincetherecessionbegan.Manyofthesejobsareontemporaryorzero-hourscontracts.AreportfromtheOfficeforNationalStatisticspublishedinFebruaryshowedthatrealwageshavebeenfallingconsistentlysince2010.It'sthelongestperiodsinceatleast1964."We'restillinthehardestlivingstandardssqueezeforoveracenturyandthosewhoarealreadyworkinghavehadyearsofreal-termspaycuts,“saysTUCspokespersonLizChinchen.^Understandingthepressuresthatstafffaceisagoodstartingpointforanyemployer.Ifemployerswanttoshowconcernfortheirstaff,theyshouldbepayingthemwellandunderstandthatzero-hourscontractsbringinsecurityandextrememoneyworries.”⚪'21AccordingtoresearchbyTopEmployers,manycorporationshaveenoughtalentsfortheir

41development.⌱,-⚗
M┯⚪'22Thedatashowsthekeytoattractingtalentsistoofferhighsalary.⌱,-⚗
M┯⚪'23Thebiggestchallengeforemployerstoiskeepingstaffinthelongrun.⌱,-⚗
M┯⚪'24Notallemployeesbelievethattheycangetabetteroffer.⌱,-⚗
M┯⚪'25Thewageshavebeenrisingconsistentlysince2010.⌱,-⚗
M┯Q⌱,RᑡTUVWḄYZ஺⚪'26Thankyousomuchforyourgeneroushospitality.⌱,-⚗
a.jklmnḄopqr஺b.jkstucvwḄx᛻஺c.zḄjklmnḄ{|஺

42⚪'27Somearestillnervousaboutlosingtheirjobsdespitethelowwages.⌱,-⚗
a.¤¥¡¢¦wᡭ¨©ª஺b.¡¢£ᨵwᜫu¡a஺c.ᑭᨵwᜫu¡a஺⚪'28Practisingmoreisthekeytoleaningalanguage.⌱,-⚗
a.«¬®¯°®±gḄ²ᓇ஺b.°®g´Ḅᐵ¶⌕®஺c.·¸¹M¬g´°®ᩭ»ᨵᜐ஺⚪'29Theteacherpointedoutthegrammarmistakesinthewriting.⌱,-⚗
a.ὁ]ᢣ_`ihcḄgh┯f஺b.ὁ]ᢣ_`aᦻcḄdᑏ┯f஺c.ὁ]ᢣ_`aᦻcḄgh┯f஺⚪'30Thoughtheyhavealotofapplicants,theycan'tfindthepeopletheywant.⌱,-⚗
a.}ᯠᨵὺὅᓾᑮᔠ〉Ḅw஺b.}ᯠᨵᓾᑮᔠ〉Ḅᕒ஺c.}ᯠᨵᵨᑮ⌕Ḅw஺⚪'1-I'vestartedmyownsoftwarecompany.⌱,-⚗
a.IfIhadthemoney,I'dstartone.b.Nokidding!Congratulations!c.Couldyoutellmewhoistheowner?

43⚪'2-Howdidyoumissyourtrain?⌱,-⚗
a.Nevermind.b.What'syourproposal?c.Well,Iwascaughtinthetrafficjam.⚪'3-Jackwon:tlikethefilm,youknow.-Idon:tcarewhatJackthinks!⌱,-⚗
a.Sowhy?b.Sohow?c.Sowhat?⚪'4—Whatvegetablesareinseasonnow?-Radishandcarrot,.⌱,-⚗
a.Iknowb.Ithinkc.Isee⚪'5—Anythingelse?⌱,-⚗
a.Weprovideeducationrelatingtodepressionandanxiety.b.First,weprovideeducationrelatingtodepressionandanxiety.c.Moreover,weprovideeducationrelatingtodepressionandanxiety.⚪'6Manyfactorsbothathomeandabroadthebankruptcyofthemultinationalcorporation.⌱,-⚗

44a.contributedtob.basedonc.puton⚪'7Canyoutellmehowtotherailwaystation,please?⌱,-⚗
a.gotb.togetc.getting⚪'8Raisingpigs_____myjobatthattime.⌱,-⚗
a.wasb.hasbeenc.were⚪'9—DoesshespeakFrenchorGerman?-Shedoesnt,.⌱,-⚗
a.neitherb.eitherc.none⚪'10Idontthinkanyonecanaccusehimnotbeinghonest.⌱,-⚗
a.aboutb.ofc.with⚪'11rmusedtoupearlynow.⌱,-⚗:

45a.gettingb.getc.toget⚪'12Knowingincreasesemployeeloyaltytothecompanyandtheirleader.⌱,-⚗
a.thatwastheirCEOvolunteeringtimeforcommunityserviceb.whattheirCEOwasvolunteeringtimeforcommunityservicec.thattheirCEOwasvolunteeringtimeforcommunityservice⚪'13Communitiesarepartofeverydaylifeandhavepositiveonitsmembers.⌱,-⚗
a.affectsb.effortsc.effects⚪'14Businesspeopleexercisetheirleadershipinthecommunityservicearea______thecommercialworld.⌱,-⚗
a.butb.soc.aswellas⚪'15Oneofthemainbenefitsofcommunityserviceisthatitaperson'scharacter.⌱,-⚗
a.makesb.setsc.builds▅:ᳮÃ⚪
HumanResourceManagement(HRM)istheprocessofmanagingpeopleandtheirrelationships

46inanorganization.Thesetwoprocessesareimportantinthesuccessandgrowthofabusiness.Inmanagingpeople,staffingisthemostimportantcomponentofFIRM.Itneedstomakeguidelinesandproceduresforhiringandplacement.Staffingalsoinvolvesthemanagementofemployeesonmatterslikemonitoringofholidays,absences,healthandsafety,disciplinaryaction,anddismissal.AnotherimportantelementforHRMinmanagingpeopleiskeepingtheemployeesinthecompany.Thetrainingofemployeestoenablethemtoimprovetheircareerdevelopmentisveryimportant.GoodHRMpoliciesensurethatthereareclearregulationswhichshowthepaylevelsforthedifferentpositionsinanorganization.Itisimportantforthestafftoknowthecareerpath,pay,trainingandotheropportunitiesthatareavailabletothem.PerformancemanagementisanotherimportantcomponentofHRM.Thereasonforthisisthatmanyemployersuseittoevaluatecareerimprovementandtodeterminepayincreases.ThesecondaryroleofHRMisthemanagementoftherelationshipsamongpeopleinanorganization.Thisincludesstaffwithindepartmentsaswellasacrossthewholeorganization.Therelationshipbetweenstaffandmanagementisanimportantfactorinthesuccessofanorganization.Itdecideshowfastanorganizationwillrealizetheirgoals.ThefocusofHRMisthepeoplewithinanorganization.Regularplanning,monitoringandevaluationareimportantforthesuccessofHRM.Successfulmanagementensuresthatallemployeesknowtheirrole,careerdevelopmentandalsofeelpartofanorganization.⚪'16is/areimportantinthesuccessofabusiness.⌱,-⚗
a.Teamworkspiritandhighsalaryb.Theprocessofmanagingpeopleandtheirrelationshipsc.Talentsandtheirgoals⚪'17ThemostimportantcomponentofHRMis.⌱,-⚗
a.monitoringb.planningc.staffing

47⚪'18Accordingtothepassage,itisimportantfortheemployeestoknowthecareerpath,pay,trainingandotheropportunitiesthrough.⌱,-⚗
a.noticesb.policiesc.advertisements⚪'19Wecanusetoevaluatecareerimprovementandtodeterminepayincreases.⌱,-⚗
a.performancemanagementb.staffingc.HRMpolicies⚪'20isNOTmentionedinthetextaboutthesuccessofHRM.⌱,-⚗
a.Evaluationb.Trainingc.Regularplanningandmonitoring▅:ᑨ<⚪
The“warfortalent“readslikeheadlinesfrommanyyearsago,butithasnevergoneawaysaysEleanorNickerson,directorofUKoperationsforTopEmployers.Manycompaniestheyhaveresearchedareshortoftalents.Thoughthecompaniesmayreceivemanyapplications,theycannotfindthepeopletheywant.TopEmployersyresearchshowthatofferinggoodcareerchancesisthekeytoattractingandkeepingthetalent.Smartemployeesknowtheirownvalueandwillwanttoknowwhattheiremployerscanofferthemafterfiveor10years'careerdevelopment.So,keepingstaffisthebiggestchallengeemployersfaceinthelongrun.Yetnoteveryemployeefeelsthattheycanbettertheircareerchances.Somearestillnervousaboutlosingtheirjobs,despitearecentfallinunemployment,saystheTradesUnionCongress(TUC).TUCpointsoutthatsomefour-fifthsofnewjobscreatedhavebeeninpartsoftheeconomy

48whereaveragepayratesarelessthan£8anhoursincetherecessionbegan.Manyofthesejobsareontemporaryorzero-hourscontracts.AreportfromtheOfficeforNationalStatisticspublishedinFebruaryshowedthatrealwageshavebeenfallingconsistentlysince2010.It'sthelongestperiodsinceatleast1964."We'restillinthehardestlivingstandardssqueezeforoveracenturyandthosewhoarealreadyworkinghavehadyearsofreal-termspaycuts,“saysTUCspokespersonLizChinchen.^Understandingthepressuresthatstafffaceisagoodstartingpointforanyemployer.Ifemployerswanttoshowconcernfortheirstaff,theyshouldbepayingthemwellandunderstandthatzero-hourscontractsbringinsecurityandextrememoneyworries.”⚪'21AccordingtoresearchbyTopEmployers,manycorporationshaveenoughtalentsfortheirdevelopment.⌱,-⚗
M┯⚪'22Thedatashowsthekeytoattractingtalentsistoofferhighsalary.⌱,-⚗
M┯⚪'23Thebiggestchallengeforemployerstoiskeepingstaffinthelongrun.⌱,-⚗
M┯⚪'24Notallemployeesbelievethattheycangetabetteroffer.⌱,-⚗
M┯⚪'25

49Thewageshavebeenrisingconsistentlysince2010.⌱,-⚗
M┯Q⌱,RᑡTUVWḄYZ஺⚪'26Practisingmoreisthekeytoleaningalanguage.⌱,-⚗
a.°®g´Ḅᐵ¶⌕®஺b.·¸¹M¬g´°®ᩭ»ᨵᜐ஺c.«¬®¯°®±gḄ²ᓇ஺⚪'27Theteacherpointedoutthegrammarmistakesinthewriting.⌱,-⚗
a.ὁ]ᢣ_`ihcḄgh┯f஺b.ὁ]ᢣ_`aᦻcḄdᑏ┯f஺c.ὁ]ᢣ_`aᦻcḄgh┯f஺⚪'28Thoughtheyhavealotofapplicants,theycan,tfindthepeopletheywant.⌱,-⚗
a.}ᯠᨵᓾᑮᔠ〉Ḅᕒ஺b.}ᯠᨵᵨᑮ⌕Ḅw஺c.}ᯠᨵὺὅᓾᑮᔠ〉Ḅw஺⚪'29Somearestillnervousaboutlosingtheirjobsdespitethelowwages.⌱,-⚗
a.ᑭᨵwᜫu¡a஺b.¡¢£ᨵwᜫu¡a஺c.¤¥¡¢¦wᡭ¨©ª஺⚪'30

50Thankyousomuchforyourgeneroushospitality.⌱,-⚗
a.zḄjklmnḄ{|஺b.jklmnḄopqr஺c.jkstucvwḄx᛻஺-It'sgettingdark.I'mafraidImustbeoffnow.—OK._________⌱,-⚗
a.Goslowly.c.Takeiteasy.⚪'2—Wouldyoulikesomemorebeer?-,please.⌱,-⚗
a.rvehadenoughb.Nomore⚪'3—WhatdoyouthinkaboutJapanesefood?⌱,-⚗
a.Ididnthavemuchtimetopreparefood,soIateoutalot.b.Overall,thedietthereisahealthyone-c.Publicenvironmenthasbeengreatlyimproved.⚪'4—DoyoumindifIsmokehere?⌱,-⚗:b.Yes,please.

51c.No,thanks.⚪'5—Generallyspeaking,weareconcernedwithallaspectsofpromotinggoodhealth.⌱,-⚗
b.Whathealthcareprogramsarethereinthecommunity?c.Whatarehealthcareprogramsthereinthecommunity?⚪'6Ididn'tfinishmyhomework.Neither.⌱,-⚗
b.didhec.hedid⚪'7Bringmeaglassofbeer,?⌱,-⚗
a.shallIc.dontyou⚪'8InBeijing,thebestseasoninayearisprobablyautumn.⌱,-⚗
a.laterc.latter⚪'9Allthings,theplannedflightwillhavetobecancelled.⌱,-⚗
a.beconsidered

52c.considering⚪'10I________abookwhenthetelephone______.⌱,-⚗
a.read,,,rangc.wasreading***wasringing⚪'11isknowntoall,toomuchfatcausesheartproblems.⌱,-⚗
a.Itb.Justas⚪'12Knowing______increasesemployeeloyaltytothecompanyandtheirleader.⌱,-⚗
b.whattheirCEOwasvolunteeringtimeforcommunityservicec.thatwastheirCEOvolunteeringtimeforcommunityservice⚪'13Communitiesarepartofeverydaylifeandhavepositiveonitsmembers.⌱,-⚗
a.affectsb.efforts⚪'14CommunityServicesProgramaimsforallmembersofthecommunitytotobasicfinancialandmaterialresources,information,adviceandreferral.⌱,-⚗
a.haveachance

53c.haveanopportunity⚪'15Communityserviceisimportanttomebecauseitprovidesmewitheye-openingexperienceswhilemanypeople.⌱,-⚗
a.benefitc.benefits▅:ᳮÃ⚪
HumanResourceManagement(HRM)istheprocessofmanagingpeopleandtheirrelationshipsinanorganization.Thesetwoprocessesareimportantinthesuccessandgrowthofabusiness.Inmanagingpeople,staffingisthemostimportantcomponentofHRM.Itneedstomakeguidelinesandproceduresforhiringandplacement.Staffingalsoinvolvesthemanagementofemployeesonmatterslikemonitoringofholidays,absences,healthandsafety,disciplinaryaction,anddismissal.AnotherimportantelementforHRMinmanagingpeopleiskeepingtheemployeesinthecompany.Thetrainingofemployeestoenablethemtoimprovetheircareerdevelopmentisveryimportant.GoodHRMpoliciesensurethatthereareclearregulationswhichshowthepaylevelsforthedifferentpositionsinanorganization.Itisimportantforthestafftoknowthecareerpath,pay,trainingandotheropportunitiesthatareavailabletothem.PerformancemanagementisanotherimportantcomponentofHRM.Thereasonforthisisthatmanyemployersuseittoevaluatecareerimprovementandtodeterminepayincreases.ThesecondaryroleofHRMisthemanagementoftherelationshipsamongpeopleinanorganization.Thisincludesstaffwithindepartmentsaswellasacrossthewholeorganization.Therelationshipbetweenstaffandmanagementisanimportantfactorinthesuccessofanorganization.Itdecideshowfastanorganizationwillrealizetheirgoals.ThefocusofHRMisthepeoplewithinanorganization.Regularplanning,monitoringandevaluationareimportantforthesuccessofHRM.Successfulmanagementensuresthatallemployeesknowtheirrole,careerdevelopmentandalsofeelpartofanorganization.⚪'16is/areimportantinthesuccessofabusiness.

54⌱,-⚗
a.Talentsandtheirgoalsc.Teamworkspiritandhighsalary⚪'17ThemostimportantcomponentofHRMis.⌱,-⚗
a.monitoringc.planning⚪'18Accordingtothepassage,itisimportantfortheemployeestoknowthecareerpath,pay,trainingandotheropportunitiesthrough.⌱,-⚗
a.advertisementsb.notices⚪'19Wecanusetoevaluatecareerimprovementandtodeterminepayincreases.⌱,-⚗
a.staffingc.HRMpolicies⚪'20isNOTmentionedinthetextaboutthesuccessofHRM.⌱,-⚗
b.Evaluationc.Regularplanningandmonitoring▅:ᑨ<⚪
The“warfortalent”readslikeheadlinesfrommanyyearsago,butithasnevergoneaway

55saysEleanorNickerson,directorofUKoperationsforTopEmployers.Manycompaniestheyhaveresearchedareshortoftalents.Thoughthecompaniesmayreceivemanyapplications,theycannotfindthepeopletheywant.TopEmployers'researchshowthatofferinggoodcareerchancesisthekeytoattractingandkeepingthetalent.Smartemployeesknowtheirownvalueandwillwanttoknowwhattheiremployerscanofferthemafterfiveor10years'careerdevelopment.So,keepingstaffisthebiggestchallengeemployersfaceinthelongrun.Yetnoteveryemployeefeelsthattheycanbettertheircareerchances.Somearestillnervousaboutlosingtheirjobs,despitearecentfallinunemployment,saystheTradesUnionCongress(TUC).TUCpointsoutthatsomefour-fifthsofnewjobscreatedhavebeeninpartsoftheeconomywhereaveragepayratesarelessthan£8anhoursincetherecessionbegan.Manyofthesejobsareontemporaryorzero-hourscontracts.AreportfromtheOfficeforNationalStatisticspublishedinFebruaryshowedthatrealwageshavebeenfallingconsistentlysince2010.It'sthelongestperiodsinceatleast1964."We'restillinthehardestlivingstandardssqueezeforoveracenturyandthosewhoarealreadyworkinghavehadyearsofreal-termspaycuts,“saysTUCspokespersonLizChinchen.uUnderstandingthepressuresthatstafffaceisagoodstartingpointforanyemployer.Ifemployerswanttoshowconcernfortheirstaff,theyshouldbepayingthemwellandunderstandthatzero-hourscontractsbringinsecurityandextrememoneyworries.”⚪'21AccordingtoresearchbyTopEmployers,manycorporationshaveenoughtalentsfortheirdevelopment.⌱,-⚗
M┯⚪'22Thedatashowsthekeytoattractingtalentsistoofferhighsalary.⌱,-⚗
M┯⚪'23

56Thebiggestchallengeforemployerstoiskeepingstaffinthelongrun.⌱,-⚗
M┯⚪'24Notal1employeesbelievethattheycangetabetteroffer.⌱,-⚗
M┯⚪'25Thewageshavebeenrisingconsistentlysince2010.⌱,-⚗
M┯Q⌱,RᑡTUVWḄYZ஺⚪'26Thankyousomuchforyourgeneroushospitality.⌱,-⚗
a.zḄjklmnḄ{|஺b.jkstucvwḄx᛻஺cjklmnḄopqr஺⚪'27Theteacherpointedoutthegrammarmistakesinthewriting.⌱,-⚗
a.ὁ]ᢣ_`aᦻcḄdᑏ┯f஺b.ὁ]ᢣ_`aᦻcḄgh┯f஺c.ὁ]ᢣ_`ihcḄgh┯f஺⚪'28Somearestillnervousaboutlosingtheirjobsdespitethelowwages.⌱,-⚗
a.¡¢£ᨵwᜫu¡a஺

57b.¤¥¡¢¦wᡭ¨©ª஺C.ᑭᨵwᜫu¡a஺⚪'29Thoughtheyhavealotofapplicants,theycan'tfindthepeopletheywant.⌱,-⚗
a.}ᯠᨵᵨᑮ⌕Ḅw஺b.}ᯠᨵᓾᑮᔠ〉Ḅᕒ஺c.}ᯠᨵὺὅᓾᑮᔠ〉Ḅw஺⚪'30Practisingmoreisthekeytoleaningalanguage.⌱,-⚗
a.·¸¹M¬g´°®ᩭ»ᨵᜐ஺b.°®g´Ḅᐵ¶⌕®஺c.«¬®¯°®±gḄ²ᓇ஺⌱,ÈÉÊË⚪⌱⚗Ì⌱_-ÍÎÈᐭÉÐᜐḄᨬÒ⌱⚗஺⚪'1—Isuggestyouofferaffectedcustomersadiscountontheirnextstorepurchase,explainthesituationandapologizetothem.—Right,ofcourse.⌱,-⚗
a.r11getonitrightaway.b.Iunderstandperfectly.c.Igotitnow.—rdliketotakealookfirstatthosestructuralsupportbeamsthatweregoingtobeputinplaceonthesecondfloor.-,here'syourjacketandhelmet,andyou'dbetterputonthesebootsaswell-it'soursitepolicy.⌱,-⚗
a.Goodb.You*rewelcomec.Certainly

58⚪'3-aboutitnow?—Everytimeacustomerhascomplainedwe'vefollowedourstorepolicyandofferedthemanexchangeorafullrefund.⌱,-⚗
a.What'stheplanb.What'sbeingdonec.What'sbedoing⚪'4—Fire,fireserviceplease!Theresahugefirehere.⌱,-⚗
a.HowmayIhelpyou?b.WhatcanIdoforyou?c.911,howmayIdirectyourcall?⚪'5-Withpleasure.Emergencyplanningcoversseveraldifferentaspects.⌱,-⚗
a.Couldyouexplainwhyyourworkonemergencyplanningisstillon?b.Couldyouexplainwhenyourworkonemergencyplanningbegan?c.Couldyouexplainhowyourworkonemergencyplanningisgoingon?⚪'6Thenthesituationworsebyhumanerrorbecauseofthelackofpropertraining.⌱,-⚗
a.wasb.hasbecamec.wasmade⚪'7AChinesecompanyisgoingtooverthewell-knownJapanesecompanyTOSHIBACorporation.⌱,-⚗

59a.turnb.getc.take⚪'8Applealmostlostitsdominanceinthesmartphonemarketitbecameclearthatitwasdifficulttomakeacal1usingthemuchexpectediPhone4.⌱,-⚗
a.whenb.wherec.that⚪'9Chemicalspillguidelinesshouldbeestablishedbythelabsupervisorandshouldtakeintothefollowing.⌱,-⚗
a.confidenceb.considerationc.care⚪'10Preparednessactionsareaimed______planning,organizing,training,equipping,exercising,evaluating,andimplementingcorrectiveactionstoensureeffectivecoordinationduringincidentresponse.⌱,-⚗
a.forb.toc.at⚪'11Thesepreparednessframeworkseitherexistinvariousstagesofdevelopmenthavebeenimplemented.⌱,-⚗
a.norb.or

60c.and⚪'12-DoesshespeakFrenchorGerman?-Shedoesnt,.⌱,-⚗
a.eitherb.nonec.neither⚪'13Ifyouneedfurtherinformation,pleaseouroffice.⌱,-⚗
a.contactb.constantc.construct⚪'14IheardthatyoureallyhadawonderfultimeatJohn*sbirthdayparty,?⌱,-⚗
a.didn'tIb.hadn*tyouc.didn'tyou⚪'15Undernocircumstancetotellliestoparents.⌱,-⚗
a.willchildrenallowb.childrenareallowedc.arechildrenallowed▅:ᳮÃ⚪
ThreeStepstoaGoodMarketingBudgetWithoutgoodbudgetmanagement,youarelikelytooverspendonmarketingaccidentally.15Herearethreestepsthathelptomakeagoodmarketingbudget.Step1:Organizefinancialinformation

61Thefirststepistobeclearofyourcurrentfinancialsituation.Youneedtoknowhowmuchmoneyyourcompanymakesmonthlyandthechangesthatmightariseinthefuture.Althoughincomeflowschangethroughouttheyear,youmustorganizetheinformationbasedonreliablerevenue-theminimumamountofmoneyyourcompanymakeseachmonth.16Arealisticbudgetplanwillalwaysfocusontheincomethatexceedstheexpenses,17notthetotalrevenuethatcomesin.Whenyouhavedeterminedtheamountofdisposableincomeavailableforthecompany,youshoulddeterminewherethemoneywillgo.Step2:DeterminewhereyouwanttospendmarketingfundsAfteryouknowthetotalamountavailabletospendonmarketing,thenextstepishowyouplantospendthatmoney.Threemainfactorsdecidehowyouspendmarketingfunds:thebudgetamount,yourpastexperiences,andwhereyoucanreachtherightaudience.Youwillstartorganizinghowtospendthefundsbasedontheamount.Besides,youneedtoconsiderthestrategiesthathaveworkedinthepast.Also,youneedconsiderwhichmarketingchannelswillallowyoutoreachtherightaudience.Step3:AssessdataandmakeappropriatechangesThefinalstepinbuildingagoodmarketingbudgetistheanalysisoftheplanandanychangesthatmayimproverevenue.Ultimately,marketingisdesignedtobringinextrarevenue.18Iftheactivitydoesnotbringinanyadditionalrevenueoveritscost,thenitisbettertochangestrategyandtrysomethingelse.Assessingthedataisavitalpartofcreatinganeffectivemarketingstrategy.19Evaluationbeginswithcomparingpastperformancetotheperformanceaftermarketingtheproductorservices.However,agoodbudgetaloneisnotenough.Youhavetotakeactionandremaincommittedtofollowingthroughyourplan.Bykeepingthebudgetinmindwhenyoumakedecisions,youwillhavetheopportunitytoworkoutdifferentstrategiestofindthebestsolutionsforyourbusinessgoalsandpreventoverspendingonmarketing.⚪'16Whatshouldthebudgetplanbebasedon?⌱,-⚗:a.ThecompanyJsreliablecost.b.Thecompany'sreliableexpense.c.Thecompanysreliableincome.

62⚪'17Whatdoes^disposableincome“meaninPassage3?⌱,-⚗
a.Previousincome.b.Totalincome.c.Netincome.⚪'18Youhavetobeclearofwhenorganizingfinancialinformation.⌱,-⚗
a.thebudgetmanagementb.themarketingfundc.theincomeandexpenses⚪'19Thethreemainfactorsthatdecidehowyouspendmarketingfundsare.⌱,-⚗
a.thebudgetamount,yourpastexperiencesandwhereyoucanreachtherightaudienceb.themoneyyouhaveearned,theactualexpensesandthemoneyyouwillexpendc.theassetsyouhave,theproductandtheincome⚪'20Keepingthebudgetinmindwhenmakingmarketingdecisionswillavoid.⌱,-⚗
a.usinglessthanyouearnb.usingmorethanyouearnc.usingmoneyunnecessarily▅:ᑨ<⚪
SaveMoneybyUnderstandingWhyYouSpendItTosavemoney,yousimplyneedtospendlessthanyouearn.Itiseasytosay,butwhyisitsodifficulttodo?Toanswerthisquestion,youneedtostudythefactorsthatkeepyouspendingallthetime.EasyaccesstocreditFormostpeople,thisisthebiggestreasonforoverspending.Peoplecaneasilygetacredit

63card,simplybyfillingoutashortforminabankorjumpingontheirwebsite.Theycanborrowmoneyfrombankstogoshopping,evenbuycarsorhouses.Whenyouarenrtphysicallyhandingsomeonemoneyoracheckforapurchase,youwillfeelyouarespendingfreemoneyoryouaren,tspendingmoneyatall.Tryusingcashtogetyourspendingundercontrol.MisusingcreditcardsAcreditcardisaninterestfreeshort-termloan.Whenusedasplanned,thiscanbeapowerfulfinancialtool.Theproblemiswhenyoubegintoletthebalancecontinuefrommonthtomonth.Ifyoumakea$200purchaseonyourcreditcardandfindoutthatattheendofthemonthyoucan,taffordtorepaythefullamount,thisiswhenthehighinterestratesonthecardsreallybegintohurtyou.Thatisnowayofsavingmoney.GivingintotemptationWeallneedtoenjoylife,butdon'twasteyourfinancialfutureforafewguiltypleasurestodayiftheyaren,tinyourbudget.Whenyouknowthatyoucan,taffordanactivity,don,tgivein.Instead,inviteyourfriendsoverforahomedinnerparty,gamenight,orsomeotheractivitieswhereyoucanstillenjoytimetogether,butwithoutbreakingyourbudget.SpendingtofeelgoodEveryoneenjoysgettingsomethingnew-buyingyourselfsomethingfeelsgood.Thereisabsolutelynothingwrongwiththis,aslongasyoudon,tgooverboard.You,11feelgoodaboutyourpurchasewhetheryoumakeitwithcashorbycreditcard,butyou'11feelevenbetterwhenyoudon,thavetospendthenexttwoyearstryingtopayitoffwith20%interest.⚪'21Youhavetopayforthecreditcardloansbytheendofeachmonth.⌱,-⚗
M┯⚪'22Usingacreditcardtopayisspendingfreemoney.⌱,-⚗
M┯⚪'23

64Gettingcreditcardsfromvariousbanksandusingtheoverdrafttothelimitcanhelpyouuspendtofeelgood”.⌱,-⚗
M┯⚪'24Alwayspayattentiontoyourbudgetwhilespending.⌱,-⚗
M┯⚪'25Formostpeople,easyaccesstocreditisthebiggestreasonforoverspending.⌱,-⚗
M┯⚪'26Thecostofthenewprojectwillgooverbudget.⌱,-⚗
a.Õ⚗'ḄÖ_×ᙠ⚜¨Úᑁ஺b.Õ⚗'ḄÖ_×ÜÕ᪶¨஺c.Õ⚗'ḄÖ_×Þß⚜¨஺⚪'27Atruefriendissomeonewhoreachesforyourhandandtouchesyourheart.⌱,-⚗
a.-ÍzàḄáâ¯Îã_ḄäåæçᮣḄw஺b.zVḄáâ-ÍéÚêä{|ël¹çᡩḄw஺c.-ÍzàḄáâ¯Îã_ḄäᳮÃçᮣḄw஺⚪'28Assessingthedataisavitalpartofcreatinganeffectivemarketingstrategy.⌱,-⚗
a.ᦪîïð¯⌕ᑴòᨵᦔôõ⃩├øᶍ஺

65b.ᦪîïðᑴòᨵᦔôõ⃩├øᶍḄÜ⌕-x஺C.ᦪîïðúôõøᶍûjkÜ⌕஺⚪'29Acreditcardisaninterestfreeshort-termloan.⌱,-⚗
a.üᵨᓱþÿḄ
஺b.ᵨᓱᵨ஺c.ᵨᓱᔣ஺⚪30Howwilltheevaluationoftheseinvestmentsbecarriedout?⌱+,⚗.a.᝞0123⚗45678b.᝞04523⚗Ḅᢗ:8c.᝞0123ᢗ:456;ᕖ8⌱+=>?@A⚪⌱⚗B⌱C,DE=ᐭ>GᜐḄᨬJ⌱⚗஺⚪1-What'sthelatestsituationwithallthesecustomercomplaintswe'vebeenreceiving?,thequalityofthematerialhasnotalwaysbeenuptostandard.⌱+,⚗.a.rmafraidb.Ithinkc.Ibelieve⚪2—Howiseverythinggoing?—,we'vebeenquitebusythismonthandthere'sbeenquitealotofprogresssincethelastinspection.⌱+,⚗.a.Pleasejustlookaroundb.Asyoucanseec.Youcanjustlook⚪3

66—Isuggestyouofferaffectedcustomersadiscountontheirnextstorepurchase,explainthesituationandapologizetothem.—Right,ofcourse.⌱+,⚗.a.r11getonitrightaway.b.Igotitnow.c.Iunderstandperfectly.⚪4-Perhapsweshouldclimboutofthewindowandjumpdown?It'sonlytwofloors.,We'dbetterwaitfortherescue.⌱+,⚗.a.No,wecan'tdothat.b.That'agoodidea.c.Ithinkwewillkillourselves.⚪5—Wehavesentoutleafletstoallresidents,explainingwhattodoinanemergency.⌱+,⚗.a.Howdoyoudealwithemergency?b.Whatdoyouwanttheresidentsdo?c.Whathaveyoutalkedtothepublic?⚪6Notonlymanycarsbuiltinthe1970suglyandpoorlydesigned,theyalsobecameveryunreliableafter40-50thousandmiles.⌱+,⚗.a.areb.wasc.were⚪7Theproductsofthiscompanyarealwaystostandard,theyhaveverystrictqualitycontrolprocess.⌱+,⚗.

67a.closeb.upc.down⚪8Let,sgothereportsonthelatestwork.⌱+,⚗.a.tob.withc.over⚪9Governmentagenciesareresponsiblefordeclaringtheevacuationofagivenareaandwill,inmanyinstances,alreadyhaveevacuationplans.⌱+,⚗.a.inplaceofb.outofplacec.inplace⚪10Patrolsshouldbeconductedbyteamsindividuals.⌱+,⚗.a.morethanb.nolessthanc.ratherthan⚪11Acampusemergency______occuratanytimeofthedayornight,weekend,orholiday,withlittleornowarning.⌱+,⚗.a.havetob.daredc.may⚪12ThisisthebookIhavelearnedalot.

68⌱+,⚗.a.fromwhichb.towhichc.bywhom⚪13Manydisastersallownotimeforpeopletogathereventhemostbasicnecessities,whichisplanningaheadisessential.⌱+,⚗.a.becauseb.whyc.since⚪14Youcangoout,youpromisetobebackbefore12o'clock.⌱+,⚗.a.sofarasb.aslongasc.asfaras⚪15Ittakessmallstepstocreatebigchangeandthisisservice-learninghopestoachieve.⌱+,⚗.a.thatb.whatc.which▅hᳮj⚪.ThreeStepstoaGoodMarketingBudgetWithoutgoodbudgetmanagement,youarelikelytooverspendonmarketingaccidentally.15Herearethreestepsthathelptomakeagoodmarketingbudget.Step1:OrganizefinancialinformationThefirststepistobeclearofyourcurrentfinancialsituation.Youneedtoknowhowmuchmoneyyourcompanymakesmonthlyandthechangesthatmightariseinthefuture.Althoughincomeflowschangethroughouttheyear,youmustorganizetheinformationbasedonreliablerevenue

69-theminimumamountofmoneyyourcompanymakeseachmonth.16Arealisticbudgetplanwillalwaysfocusontheincomethatexceedstheexpenses,17notthetotalrevenuethatcomesin.Whenyouhavedeterminedtheamountofdisposableincomeavailableforthecompany,youshoulddeterminewherethemoneywillgo.Step2:DeterminewhereyouwanttospendmarketingfundsAfteryouknowthetotalamountavailabletospendonmarketing,thenextstepishowyouplantospendthatmoney.Threemainfactorsdecidehowyouspendmarketingfunds:thebudgetamount,yourpastexperiences,andwhereyoucanreachtherightaudience.Youwillstartorganizinghowtospendthefundsbasedontheamount.Besides,youneedtoconsiderthestrategiesthathaveworkedinthepast.Also,youneedconsiderwhichmarketingchannelswillallowyoutoreachtherightaudience.Step3:AssessdataandmakeappropriatechangesThefinalstepinbuildingagoodmarketingbudgetistheanalysisoftheplanandanychangesthatmayimproverevenue.Ultimately,marketingisdesignedtobringinextrarevenue.18Iftheactivitydoesnotbringinanyadditionalrevenueoveritscost,thenitisbettertochangestrategyandtrysomethingelse.Assessingthedataisavitalpartofcreatinganeffectivemarketingstrategy.19Evaluationbeginswithcomparingpastperformancetotheperformanceaftermarketingtheproductorservices.However,agoodbudgetaloneisnotenough.Youhavetotakeactionandremaincommittedtofollowingthroughyourplan.Bykeepingthebudgetinmindwhenyoumakedecisions,youwillhavetheopportunitytoworkoutdifferentstrategiestofindthebestsolutionsforyourbusinessgoalsandpreventoverspendingonmarketing.⚪16Whatshouldthebudgetplanbebasedon?⌱+,⚗:a.Thecompany'sreliableincome.b.Thecompanysreliableexpense.c.Thecompany'sreliablecost.⚪17Whatdoes^disposableincome“meaninPassage3?⌱+,⚗.

70a.Totalincome.b.Netincome.c.Previousincome.⚪18Youhavetobeclearofwhenorganizingfinancialinformation.⌱+,⚗.a.thebudgetmanagementb.theincomeandexpensesc.themarketingfund⚪19Thethreemainfactorsthatdecidehowyouspendmarketingfundsare.⌱+,⚗.a.theassetsyouhave,theproductandtheincomeb.themoneyyouhaveearned,theactualexpensesandthemoneyyouwillexpendc.thebudgetamount,yourpastexperiencesandwhereyoucanreachtherightaudience⚪20Keepingthebudgetinmindwhenmakingmarketingdecisionswillavoid.⌱+,⚗.a.usingmoneyunnecessarilyb.usinglessthanyouearnc.usingmorethanyouearn▅hᑨx⚪.SaveMoneybyUnderstandingWhyYouSpendItTosavemoney,yousimplyneedtospendlessthanyouearn.Itiseasytosay,butwhyisitsodifficulttodo?Toanswerthisquestion,youneedtostudythefactorsthatkeepyouspendingallthetime.EasyaccesstocreditFormostpeople,thisisthebiggestreasonforoverspending.Peoplecaneasilygetacreditcard,simplybyfillingoutashortforminabankorjumpingontheirwebsite.Theycanborrowmoneyfrombankstogoshopping,evenbuycarsorhouses.Whenyouaren,tphysicallyhandingsomeonemoneyoracheckforapurchase,youwillfeelyouarespendingfreemoneyoryouaren,t

71spendingmoneyatall.Tryusingcashtogetyourspendingundercontrol.MisusingcreditcardsAcreditcardisaninterestfreeshort-termloan.Whenusedasplanned,thiscanbeapowerfulfinancialtool.Theproblemiswhenyoubegintoletthebalancecontinuefrommonthtomonth.Ifyoumakea$200purchaseonyourcreditcardandfindoutthatattheendofthemonthyoucan'taffordtorepaythefullamount,thisiswhenthehighinterestratesonthecardsreallybegintohurtyou.Thatisnowayofsavingmoney.GivingintotemptationWeallneedtoenjoylife,butdon'twasteyourfinancialfutureforafewguiltypleasurestodayiftheyaren,tinyourbudget.Whenyouknowthatyoucan,taffordanactivity,don'tgivein.Instead,inviteyourfriendsoverforahomedinnerparty,gamenight,orsomeotheractivitieswhereyoucanstillenjoytimetogether,butwithoutbreakingyourbudget.SpendingtofeelgoodEveryoneenjoysgettingsomethingnew-buyingyourselfsomethingfeelsgood.Thereisabsolutelynothingwrongwiththis,aslongasyoudon,tgooverboard.You'11feelgoodaboutyourpurchasewhetheryoumakeitwithcashorbycreditcard,butyou'11feelevenbetterwhenyoudon'thavetospendthenexttwoyearstryingtopayitoffwith20%interest.⚪21Youhavetopayforthecreditcardloansbytheendofeachmonth.⌱+,⚗.1┯⚪22Usingacreditcardtopayisspendingfreemoney.⌱+,⚗.1┯⚪23Gettingcreditcardsfromvariousbanksandusingtheoverdrafttothelimitcanhelpyouuspendtofeelgood”.⌱+,⚗.

721┯⚪24Alwayspayattentiontoyourbudgetwhilespending.⌱+,⚗.1┯⚪25Formostpeople,easyaccesstocreditisthebiggestreasonforoverspending.⌱+,⚗.1┯⚪26Assessingthedataisavitalpartofcreatinganeffectivemarketingstrategy.⌱+,⚗.a.ᦪ6;ᑴᨵᦔ⃩├ᶍḄ⌕,஺b.ᦪ6;ᶍ⌕஺c.ᦪ6;⌕ᑴᨵᦔ⃩├ᶍ஺⚪27Howwilltheevaluationoftheseinvestmentsbecarriedout?⌱+,⚗.a.᝞0123⚗45678b.᝞04523⚗Ḅᢗ:8c.᝞0123ᢗ:456;ᕖ8⚪28Thecostofthenewprojectwillgooverbudget.⌱+,⚗.a.⚗ḄC⚜஺b.⚗ḄC᪶஺c.⚗ḄCᙠ⚜ᑁ஺⚪29

73Acreditcardisaninterestfreeshort-termloan.⌱+,⚗.a.ᵨᓱᔣ஺b.ᵨᓱᵨ஺c.ᵨᓱḄ
஺⚪30Atruefriendissomeonewhoreachesforyourhandandtouchesyourheart.⌱+,⚗.a.,DḄ¡E¢C£Ḅ¤ᳮj¥¦ᮣḄ¨஺b.,DḄ¡E¢C£Ḅ¤©ª¥¦ᮣḄ¨஺c.«Ḅ¡,D¬¤®¯°±²¥¦ᡩḄ¨஺⌱+=>?@A⚪⌱⚗B⌱C,DE=ᐭ>GᜐḄᨬJ⌱⚗஺⚪1,Howiseverythinggoing?—________________,we'vebeenquitebusythismonthandthere:sbeenquitealotofprogresssincethelastinspection.⌱+,⚗.a.Asyoucanseeb.Pleasejustlookaroundc.Youcanjustlook⚪2,rdliketotakealookfirstatthosestructuralsupportbeamsthatweregoingtobeputinplaceonthesecondfloor.—,here'syourjacketandhelmet,andyou'dbetterputonthesebootsaswell-it'soursitepolicy.⌱+,⚗.a.Goodb.Certainlyc.You'rewelcome⚪3—aboutitnow?

74-Everytimeacustomerhascomplainedwe'vefollowedourstorepolicyandofferedthemanexchangeorafullrefund.⌱+,⚗.a.What*sbeingdoneb.What'sbedoingc.What'stheplan⚪4-Hurryup!Ifthefirespreadstothestairs,itcouldblockourwayout!-Thisisnotimefortalking.⌱+,⚗.a.You1reright!b.Let'srun.⚪5—Wehavesentoutleafletstoallresidents,explainingwhattodoinanemergency.⌱+,⚗.a.Whathaveyoutalkedtothepublic?b.Whatdoyouwanttheresidentsdo?c.Howdoyoudealwithemergency?⚪6Ournewschoolbuildingisconstruction.⌱+,⚗.a.inb.underc.having⚪7Propercontrolsthatshoulddevelopedaspartofroutinesafetyprocedureswerenotinplace.⌱+,⚗.a.hasbeenb.be

75c.havebeen⚪8Unluckily,someQualityManagementSystemfailuresheadlines.⌱+,⚗.a.domakeb.doesmakec.donotmake⚪9Someoftherisksmayberelevanttoyourcommunity.Findoutwhichonesbywww.GetPrepared.uk.⌱+,⚗.a.visitb.visitingc.visited⚪10Manydisastersallownotimeforpeopletogathereventhemostbasicnecessities,whichisplanningaheadisessential.⌱+,⚗.a.becauseb.sincec.why⚪11WhenyoucompletePart1,youwillbeabletolearn.⌱+,⚗.a.towhatdoforspecifichazardsb.whatdoforspecifichazardsc.whattodoforspecifichazards⚪12importantitisforkidstoimaginefreely!⌱+,⚗.a.How

76b.Whatanc.What⚪13Ournewschoolbuildingisconstruction.⌱+,⚗.a.inb.underc.having⚪14Patrolsshouldbeconductedbyteamsindividuals.⌱+,⚗.a.ratherthanb.nolessthanc.morethan⚪15Let'sgothereportsonthelatestwork.⌱+,⚗.a.tob.overc.with▅hᳮj⚪.ThreeStepstoaGoodMarketingBudgetWithoutgoodbudgetmanagement,youarelikelytooverspendonmarketingaccidentally.15Herearethreestepsthathelptomakeagoodmarketingbudget.Step1:OrganizefinancialinformationThefirststepistobeclearofyourcurrentfinancialsituation.Youneedtoknowhowmuchmoneyyourcompanymakesmonthlyandthechangesthatmightariseinthefuture.Althoughincomeflowschangethroughouttheyear,youmustorganizetheinformationbasedonreliablerevenue-theminimumamountofmoneyyourcompanymakeseachmonth.16Arealisticbudgetplanwillalwaysfocusontheincomethatexceedstheexpenses,17notthetotalrevenuethatcomesin.Whenyouhavedeterminedtheamountofdisposableincomeavailable

77forthecompany,youshoulddeterminewherethemoneywillgo.Step2:DeterminewhereyouwanttospendmarketingfundsAfteryouknowthetotalamountavailabletospendonmarketing,thenextstepishowyouplantospendthatmoney.Threemainfactorsdecidehowyouspendmarketingfunds:thebudgetamount,yourpastexperiences,andwhereyoucanreachtherightaudience.Youwillstartorganizinghowtospendthefundsbasedontheamount.Besides,youneedtoconsiderthestrategiesthathaveworkedinthepast.Also,youneedconsiderwhichmarketingchannelswillallowyoutoreachtherightaudience.Step3:AssessdataandmakeappropriatechangesThefinalstepinbuildingagoodmarketingbudgetistheanalysisoftheplanandanychangesthatmayimproverevenue.Ultimately,marketingisdesignedtobringinextrarevenue.18Iftheactivitydoesnotbringinanyadditionalrevenueoveritscost,thenitisbettertochangestrategyandtrysomethingelse.Assessingthedataisavitalpartofcreatinganeffectivemarketingstrategy.19Evaluationbeginswithcomparingpastperformancetotheperformanceaftermarketingtheproductorservices.However,agoodbudgetaloneisnotenough.Youhavetotakeactionandremaincommittedtofollowingthroughyourplan.Bykeepingthebudgetinmindwhenyoumakedecisions,youwillhavetheopportunitytoworkoutdifferentstrategiestofindthebestsolutionsforyourbusinessgoalsandpreventoverspendingonmarketing.⚪16WhatshouIdthebudgetplanbebasedon?⌱+,⚗.a.Thecompany'sreliableexpense.b.Thecompany,sreliablecost.c.Thecompanysreliableincome.⚪17Whatdoes“disposableincome“meaninPassage3?⌱+,⚗.a.Previousincome.b.Netincome.

78c.Totalincome.⚪18Youhavetobeclearofwhenorganizingfinancialinformation.⌱+,⚗.a.thebudgetmanagementb.theincomeandexpensesc.themarketingfund⚪19Thethreemainfactorsthatdecidehowyouspendmarketingfundsare.⌱+,⚗.a.thebudgetamount,yourpastexperiencesandwhereyoucanreachtherightaudienceb.themoneyyouhaveearned,theactualexpensesandthemoneyyouwillexpendc.theassetsyouhave,theproductandtheincome⚪20Keepingthebudgetinmindwhenmakingmarketingdecisionswillavoid.⌱+,⚗.a.usingmoneyunnecessarilyb.usinglessthanyouearnc.usingmorethanyouearn▅hᑨx⚪.SaveMoneybyUnderstandingWhyYouSpendItTosavemoney,yousimplyneedtospendlessthanyouearn.Itiseasytosay,butwhyisitsodifficulttodo?Toanswerthisquestion,youneedtostudythefactorsthatkeepyouspendingallthetime.EasyaccesstocreditFormostpeople,thisisthebiggestreasonforoverspending.Peoplecaneasilygetacreditcard,simplybyfillingoutashortforminabankorjumpingontheirwebsite.Theycanborrowmoneyfrombankstogoshopping,evenbuycarsorhouses.Whenyouaren,tphysicallyhandingsomeonemoneyoracheckforapurchase,youwillfeelyouarespendingfreemoneyoryouaren,tspendingmoneyatall.Tryusingcashtogetyourspendingundercontrol.Misusingcreditcards

79Acreditcardisaninterestfreeshort-termloan.Whenusedasplanned,thiscanbeapowerfulfinancialtool.Theproblemiswhenyoubegintoletthebalancecontinuefrommonthtomonth.Ifyoumakea$200purchaseonyourcreditcardandfindoutthatattheendofthemonthyoucan'taffordtorepaythefullamount,thisiswhenthehighinterestratesonthecardsreallybegintohurtyou.Thatisnowayofsavingmoney.GivingintotemptationWeallneedtoenjoylife,butdon,twasteyourfinancialfutureforafewguiltypleasurestodayiftheyarenJtinyourbudget.Whenyouknowthatyoucan'taffordanactivity,don,tgivein.Instead,inviteyourfriendsoverforahomedinnerparty,gamenight,orsomeotheractivitieswhereyoucanstillenjoytimetogether,butwithoutbreakingyourbudget.SpendingtofeelgoodEveryoneenjoysgettingsomethingnew-buyingyourselfsomethingfeelsgood.Thereisabsolutelynothingwrongwiththis,aslongasyoudon'tgooverboard.You'11feelgoodaboutyourpurchasewhetheryoumakeitwithcashorbycreditcard,butyou'11feelevenbetterwhenyoudon'thavetospendthenexttwoyearstryingtopayitoffwith20%interest.⚪21Youhavetopayforthecreditcardloansbytheendofeachmonth.⌱+,⚗.1┯⚪22Usingacreditcardtopayisspendingfreemoney.⌱+,⚗.1┯⚪23Gettingcreditcardsfromvariousbanksandusingtheoverdrafttothelimitcanhelpyou“spendtofeelgood”.⌱+,⚗.1┯

80⚪24Alwayspayattentiontoyourbudgetwhilespending.⌱+,⚗.1┯⚪25Formostpeople,easyaccesstocreditisthebiggestreasonforoverspending.⌱+,⚗.1┯⚪26Acreditcardisaninterestfreeshort-termloan.⌱+,⚗.a.ᵨᓱḄ
஺b.ᵨᓱᵨ஺c.ᵨᓱᔣ஺⚪27Assessingthedataisavitalpartofcreatinganeffectivemarketingstrategy.⌱+,⚗.a.ᦪ6;ᑴᨵᦔ⃩├ᶍḄ⌕,஺b.ᦪ6;⌕ᑴᨵᦔ⃩├ᶍ஺c.ᦪ6;ᶍ⌕஺⚪28⚪¹Thecostofthenewprojectwillgooverbudget.⌱+,⚗.a.⚗ḄC᪶஺b.⚗ḄC⚜஺c.⚗ḄCᙠ⚜ᑁ஺⚪29Howwilltheevaluationoftheseinvestmentsbecarriedout?

81⌱+,⚗.a.᝞0123ᢗ:456;ᕖ8b.᝞0123⚗45678c.᝞04523⚗Ḅᢗ:8⚪30Atruefriendissomeonewhoreachesforyourhandandtouchesyourheart.⌱+,⚗.a.,DḄ¡E¢C£Ḅ¤ᳮj¥¦ᮣḄ¨஺b.«Ḅ¡,D¬¤®¯°±²¥¦ᡩḄ¨஺c.,DḄ¡E¢C£Ḅ¤©ª¥¦ᮣḄ¨஺ᨬ
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