1、新編大學(xué)商務(wù)英語練習(xí)與參考答案單元目錄Part 1 Supplementary Reading (補(bǔ)充閱讀)Passage 1Passage 2Part 2 Transcripts and Reference Key (錄音文本及練習(xí)參考答案)Part 1Passag1. Listening Task2. Speaking Task1. Read the following text which explains how job advertisements differ in three European countries.Job Ads: Reading between the line

2、sChecking out job advertisements is popular with executives worldwide. But though the activity is universal, is the same true of the advertisements? Are executive positions in different countries advertised in the same way? A comparison of the jobs pages of The Times of London. Le Monde of Paris and

3、 Germany*s Frankfurter Allgemeine Zeitung suggests not.First, what UK job seekers consider an essential piece of information - what the post pays is absent from French and German adverts. It is often left to applicants to raise this themselves. In contrast, most British advertisements mention not on

4、ly salary, but also other material incentives including a car and fringe benefits. French or German advertisements rarely refer to these. The attention given to rewards in the UK indicates the importance of the job and its responsibility. In France and Germany, that information is given by the level

5、 of experience and qualifications demanded. Salary can be assumed to correspond with this.If French and German adverts are vague about material rewards, they are precise about qualifications. They usually demand *a degree in.:, not simply a degree*. In Germany, for example, a technical director for

6、a machine tool company will be expected to have a degree in Mechanical Engineering.French advertisements go further. They may specify not just the type of grande ecole degree, but sometimes a particular set of institutions (Formation superieure X, Centrale, Mines, HEC, ESSEC), these being the most f

7、amous grande ecoles.AH this contrasts with the vague call for graduates (or graduate preferred1) which is found in the UK. British companies often give the impression that they have a particulartype of applicant in mind, but are not sure about the supply and will consider others. Their wording sugge

8、sts hope and uncertainty, as in this advertisement from The Times: Whilst educational standards are obviously important, a large measure of personal enthusiasm is likely to secure the success of your application.9In the UK qualifications beyond degree level make employers nervous, but in France or G

9、ermany it is difficult to be Overqualified*. Many people on German executive boards have doctorates and the French regard five or six years of intensive post-baccalaureat study at a grand ecole as ideal training. British managers are not selected primarily for their intelligence, as managers are in

10、France, or for their expert knowledge, as in Germany. Instead, the British give importance to social, political and leadership skills.This difference also shows in the personal qualities mentioned. British advertisements stress energy, ability to communicate and motivate. German advertisements like

11、achievement, but it tends to be less personality-driven. German companies want candidates with sound knowledge, experience and competence in their field. They rarely recnjit novices as do British employers. French advertisements refer more to intellectual qualities like analytical aptitude and indep

12、endence. Even the tone of the job advertisements is different in the three countries. By French and German standards, British advertisements are very racy. They attract young executives with challenges such as: Are you reaching your potential? whereas French and German advertisements are boringly di

13、rect, aiming to give information about the job rather than to sell it.All this points to three different conceptions of management. The French regard it as intellectually complex, the Germans as technically complex, and the British as interpersonally complex. But they agree on one thing: its complex

14、.1) Now complete the chart with the information each country provides in its advertisements.UKFranceGermanySalary1.Essentialpieceofinfonnation2. Not mentioned3.NotmentionedMaterial incentives456Degrees/qualifications789School attended101112Personal qualities1314、15Toneofjobadvertisement161718Concept

15、ionsofmanagement1920212) Match the words and expressions in the box with the headings below.job seekersdoctorateinitiativeintervieweesbonuscompany carjob offerapplicantsadvertisementdiplomaconfidencequalificationsinterviewpension planshortlistdegreehealth insuranceenthusiasmindependencecandidates1 f

16、ringe benefits2 education3 stages in recruiting4 personal qualities5 people looking for workPassage 2Making the Best of a Good JobIf your last job interview took place five or more years ago, you could be in for some big surprises when you reenter the employment market. Interviews are now much less

17、likely to take the form of a cosy fireside chat. Neither, at the other extreme, should you expect an intimidating interrogation supposedly designed to test your ability to cope with stress. These traditional approaches have gone the way of tea trolleys and two-hour lunch-breaks.As lean modem compani

18、es have learned the costs of making bad appointments, interviews have become part of a multilayered quasi-scientific selection process, and are increasingly likely to be conducted by managers trained in complex psychological techniques. They are also becoming high tech: before too long, candidates c

19、an expect many interview panels to include at least one member who participates by means of video conferencing technology from another site or even overseas.One thing has not changed. It is still unusual to get a job without a face-to-face encounter with your boss-to-be. Interviews are used by 75 pe

20、r cent of companies for every category of staff they employ. The same proportion of firms believe that, of all the selection tools available, interviews have the most influence on their appointment decisions.But these days you cannot rely just on your skills as an interviewee to get the job you want

21、. There is a good chance that you will have to start proving yourself wellbefore you reach the interview room.A recent analysis of recruitment methods by the Institute of Personnel and Development found that 61 per cent of firms also used aptitude tests, 43 per cent sent out personality questionnair

22、es and 30 per cent evaluated potential staff at assessment centers. Professional and managerial staff are especially likely to be put through a wide range of selection techniques before they reach the final interview with the employer.HBy the time youve reached this stage, you are 90 per cent there

23、in terms of an acceptance by the employer that you can do the job.” says Bill Robbins, director of the senior executive center at Drake Beam Morin.MAlthough you may be tested further on the skills and experience the company thinks are especially important, the interview is likely to focus more on yo

24、ur motivation for the job and how well you will fit into the organization and its culture.Selection panels are now putting increasing effort into probing candidates* inner values to see whether they match those of the company. Your values could even be assessed by psychological tests conducted durin

25、g the interview itself.A test devised by occupational psychology consultancy Criterion Partnership requires candidates to select, rank and then discuss cards containing value-reflecting headings or statements such as Hmoney and status, opportunity to make independent decisions* and “I need approval

26、in work.Criterion has also developed an interview exercise that assesses candidates by asking them to discuss what they believe to have been the causes of positive or negative past work experiences.Someone who is inclined to blame themselves for negative events may be judged not to have sufficientem

27、otional stamina to take on a job dealing with customer complaints, for example.In today*s job marketplace, you can expect the interview to be a structured event 一 each candidate will be asked the same predetermined questions - rather than a process guided by whatever questions happen to float into t

28、he minds of the panel. (This standardization aims to provide a better basis for comparing candidates and reducing bias on the grounds of race or gender.) The IRS survey found that nine out of ten interviews are now structured, compared with seven out of ten two years ago.An increasing number of inte

29、rviews are also ,situational”. This means that candidates are asked questions such as HWhat would you do if. ?”，an approach that lets them provide practical examples of how they would tackle particular situations, whether or not they have had any direct experience of them.Despite their increasing ri

30、gour, interviews are generally becoming a lot less formal. Candidates and interviewers are now much more likely to sit on sofas than face each other across a large mahogany table. Fran Minogue of recruitment company Norman Broad Bent believes that selection panels aim to relax people so they can ope

31、n up and do as much talking as possible.M This new informality also reflects the decreasing importance attached to hierarchy within organizations.The biggest change in the style of interviews will be noticed by senior staff with skills currently in short supply in the labour market. At this level, i

32、nterviews areincreasingly a conversation between equals, suggests Bill Robbins. Thats a big change.HYet despite all efforts to bring the interview process up to date, employers frequently make the wrong choice. Although the interview remains the centerpiece of organizations* selection procedures, it

33、 is in fact a highly unreliable predictor of a candidates suitability. When Oxford Psychologists Press examined all the evidence, they found that interviewing came third from bottom in a list of eight methods of selection. Only astrology and graphology scored worse.But you would be best advised not

34、to point this out to a potential employer- at least not until you have definitely been offered the job.1. Questions for Comprehension1) According to the text, what are the traditional interview approaches?2) What has not changed in selecting people?3) According to the text, which selection tool has

35、the most influence on the appointment decision?4) Can you just rely on your skills as an interviewee to get the job you want?5) According to Bill Robbins, when you come to the final interview with the employer, what will likely be the focus of the interview?6) Can an interviewee in toda/s job market

36、 expect to be asked the same predetermined questions?7) Why are more and more interviews becoming situational?8) Are the interviews becoming less formal ? Why?9) Can employers avoid making the wrong choice by applying new methods to interviews? Why?10) What does the author think of interviews?Part 2

37、 Transcripts and Reference Key L Listening Task(1)Looking for a job can be difficult, especially if a person does not look in the right place. Getting a job can be competitive, since there are probably other people trying to get the same job. One way to find a job is to concentrate on well-known com

38、panies because well-known companies are usually large and, therefore, frequently hire new people. The most common way to find a job is to look at newspaper advertisements and apply for specific jobs that are available. After deciding where to apply for a job, there are three ways to contact the comp

39、anies. The first way is to call them up on the telephone. Another way is to write a cover letter and send it to the company with a resume. The third way is to go directly to the company without first writing or calling. However, many companies do not want job applicants to come to the office without

40、 an appointment. Whichever way is used to contact the company, the goal is the same to get an interview.The job interview is crucial for getting a good job. Managers are trained tointerview applicants in a special way. The education and experience of the interviewee are important; yet, equally impor

41、tant to a company is how a person feels about the company. Therefore, in a job interview, the company is concerned with the psychology of the applicants.The typical interview consists of three stages. The first is the beginning of the interview, during which the manager tries to make the applicant f

42、eel comfortable and tells the applicant something about the company. In the second stage, the manager asks the interviewee questions about his education, his background, and his interest in the job. Finally, the manager will discuss salary and allow the applicant to ask questions about the company.

43、Each stage is equally important. If an applicant does well in all three, the manager might show him around the office, introduce him to some supervisory personnel, or invite him to return for a second interview. This second interview would probably be with the person responsible for making the final

44、 decision about hiring the applicant.When having a job interview, remember to relax, to be honest, and to be yourself. If you relax and act naturally, the interviewer will feel comfortable and will know that he can trust you. This will increase your chances of getting the job.Questions and Answers1.

45、 .Why is it suggested that one should concentrate on well-known companies to find a job?Because well-known companies are usually large and, therefore, frequently hire new people.2. What are the three ways to contact the companies you are applying for?The first way is to call them up on the telephone

46、. Another way is to write a cover letter and send it to the company with a resume. The third way is to go directly to the company without first writing or calling.3. Why do you use these ways to contact the companies?To get an interview.4. Why is the job interview crucial for getting a good job?Mana

47、gers are trained to interview applicants in a special way. The education and experience of the interviewee are important; yet, equally important to a company is how a person feels about the company.5. What is the company concerned with in a job interview? Why?The psychology of the applicants. (Open)

48、6. What are the three stages of the typical interview?The first is the beginning of the interview, during which the manager tries to make the applicant feel comfortable and tells the applicant something about the company. In the second stage, the manager asks the interviewee questions about his educ

49、ation, his background, and his interest in the job. Finally, the manager will discuss salary and allow the applicant to ask questions about the company.7. What should a person do in an interview?Try to relax, to be honest, and to be yourself. If you relax and act naturally, theinterviewer will feel

50、comfortable and will know that he can trust you. This will increase your chances of getting the job.X(2)Secretary: Mrs. Green, Personnel. Can I help you?James:Yes, my names James Ward. Im ringing about your advertisement foraccountants in yesterdays evening paper.Secretary: Yes?James:Id like to appl

51、y for a position as an accountant.Secretary: Accountant. Good. Did you say your name was James Ward?James:Yes, thafs riglit.Secretary: Can you give me your address, Mr. Ward?James:44 Queen Street.Secretary: And have you got a telephone number?James:Im sony I dont have a phone.Secretaiy: Thats all ri

52、ght. I can write to you. Now could I ask how old you are?James:Im twenty-six.Secretary: And what qualifications have you got?James:Ive got an . in Business Adniiiiistiation and a certificate in accoiuitiiig.Secretary: I see. And what university were you at?James:Ive just graduated from London Univer

53、sity.Secretary: Well, we also need two references. Could you send them over by post together with your qualifications?James:OK.Secretary: Now today is the 20th June, so we ought to have most applications in by tomoiTow, Thmsday. You see, wed like you to come in for a fiist interview fairly soon. How

54、 about three oclock next Monday afternoon?James:Well, thatll be the 25th. Yes, thats fine. Tliaiik you very much.Secretary: . So its three oclock, next Monday afternoon, the 25th. Just come to the reception and ask for me, Mrs. Green. Ill look fbrward to meeting you.James:Good. Thank you very much,

55、Mrs. Green. Goodbye.Secretary: Goodbye.Fill in the form below according to the information you hear.Position applied: accountantTitle: MrV/Miss/MsAge: 26First name: WardSurname: JamesAddress: 44 Queen StreetTel: No phoneEducation: . in Business Administration Qualifications: a certificate in account

56、ingPresent position: Just graduated from London University.Date and time of the first interview: 3 oclock next Monday afternoon2 . Speaking TaskSample Dialog OneQuestions and Answers1. What does Ms White do at the moment?She is a secretary.2. Why does she want to change the present company?She wants

57、 to get more interesting work thats why she is applying for this post3. What did Ms White say about the qualities a secretary should have?A secretary needs to be pretty hard-working and should be able to do a lot of things on her own initiative.4. What does the report sent by Personnel Department sa

58、y about Ms White?She did reasonably well in the shorthand and typing test, and very well indeed in the intelligence test.5. Do you think Ms White will get the job? Give your reasons.(Open)Sample Dialog TwoQuestions and Answers1. What is the applicanfs educational background?She left school at 18, After working in an engineering firm for two years, she did a one-year full-time PA course.2. Is the applicant currently employed? What do