read the dialogues on P35 and make the dialogues with your partners

•For each question 15-20, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.

The ability to negotiate successfully, to reach agreements with other people or parties, is a key skill in any business. This negotiation could be with a buyer or seller and it almost always involves an element of compromise. But, when entering negotiations, you should always keep in mind that it is almost impossible to negotiate and make agreements successfully if you think you can't afford to 'lose' or walk away from what is on offer. This will result in your avoiding asking for anything more than what you think the other side will give without a dispute. You become a passive observer, with the other side dictating the terms.

In most negotiations one side has more to offer than the other and proper planning can help minimise the effects of this imbalance. Decide on set limits for what you can offer before negotiations begin. There are always advantages you can offer the other side, and you clearly have benefits they want or need or they would not be negotiating with you. In fact, the buyer or seller often wants you more than you think, so it is to your advantage to try and see things from their point of view. The better you know their real needs or wants - not just the ones they have told you - the more successful you will be, and the less likely you are to fall into the trap of giving them more than you really need to.

But it is also true that a concession they really need or will value from you won't cost you as much as it benefits them, and yet may still leave you with everything you want. If you know the other side must reach agreement on a deal by a certain date for financial reasons, your willingness to comply with that date could be worth a great deal of money to them, without costing you much, if anything at all. It is up to you to find out what the other side really needs.

Untrained negotiators often allow their feelings to become too involved and they may take each rejection of a proposal as personal rejection. So they become angry with the other person, or blame them for failing to reach an agreement. While it is important to be yourself and, on occasion, not be afraid to express how you honestly feel, it is important to judge carefully when to do this. It is particularly important to maintain a polite and friendly personal relationship when you are facing a difficult negotiation, but keeping negative personal feelings out of negotiation doesn't mean hiding your personality.

Think carefully about your negotiation schedule. Take breaks, particularly during times when you cannot agree over a particular point. But if you have to continue the negotiation on another day, make it soon, and keep the momentum of the negotiations. As long as you are still talking and meeting, you build rapport with the other party; learn more about what they need and ensure that your company is the one most likely to make the deal. This may require both patience and perseverance - but patience pays!

To win a negotiation then, means that neither side should feel that they have 'lost'. You should know what you can offer the other side and know exactly what they want. If you have done everything you can and the deal remains outside the limits you have defined for yourself beforehand, then walk away from it. Either way, you're a winner!

What does the writer advise us to remember when we start negotiations?

A．You should not ask for too much.

B．You shouldn't feel you have to accept the proposed deal.

C．It is better not to be too aggressive in negotiations.

D．You should have many different offers ready.

Dialogues Fill in the blanks with the words you hear. W: Why do you want to eat western food so much today? Anything __________ to celebrate? M: Honey, do you really forget about it? Think it over. It’s a candlelight dinner. W: It’s not your _____________, also not mine. Hey, come on. Just tell me. M: It’s our wedding anniversary, honey. How can you forget about it? W: My dear, tomorrow is our wedding anniversary. We’ve been together for 20 years. M: But you never change. Always so careless! Do you remember things on our wedding day? W: Of course. I almost missed my own ___________. M: Do you remember our fi rst date? I got a really special gift. W: I can never ____________ that. I bought you a box of chocolate, but I was so anxious that I forgot to give them to you. You didn’t get them until we parted. They had already melted down ( 融化). M: Yeah, it’s really unforgettable. Thank you for making me ___________ all these years. W: You are the one I should thank. You’ve done really a great job.

?For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.

Over the past several years, I have interviewed dozens of senior executives of Fortune 1,000 companies and asked two questions: "Is there information that would help you run your company far better if you had it in real time, and, if m, what is it?" Without exception, they answered yes to the first question, then ticked off the one to three items they wanted. Dave Dorman at AT&T said he wanted real-time customer transaction information, such as contract renewals and cancellations. Rick Wagoner at GM wanted real-time progress reports on new vehicle development. Others on his senior team wanted certain narrowly defined data on product quality and productivity. Dick Notebaert at Qwest wanted customer satisfaction numbers. The CEO of a well-known services business wished he had real- time transaction volume data on a limited group of his best customers, while the CEO of an events business wanted to see minute-by-minute tracking of how much show-floor space has been sold.

Oddly, though, very few of the executives I've spoken with receive the real-time information they say they could use (notable exceptions include some of the executives mentioned above, who now get their data). Why aren't they getting it? Clearly, these managers could direct corporate resources toward acquiring any data sets they wanted. The answer is that neither they, nor those who support them, are asking the fight questions. Although they agree, when prompted, that they need real-time information, in practice their reflex is to respond to business events after the fact rather than detect them as they unfold. Instead of asking, "How can we react faster?" they should be asking, "What real-time information will allow us to detect critical events the instant they occur?"

The danger in asking the latter question, of course, is that the executive may quickly drown in a torrent of data. The solution is to carefully identify the precise and minimum information that's required — only those data that would cause the executive to change a judgment or a course of action (what accountants would call "material" information). Examples might include real-time sales results, new customer sign ups, shifts in petroleum prices, or any information that, if instantly available, would keep a CEO from getting in trouble with the board. My research suggests, and interviews with CEOs confirm, that one needs to receive only a very small amount of information in real time to avoid trouble or exploit an opportunity.

Here's an example. In eBay's early days, the company often received complaints about offensive items that were put up for auction, especially those tied to tragic news events. Maynard Webb, eBay's chief operating officer, told me that, in response, a team was created to conduct real-time news monitoring and to warn executives when problem items appeared. This real-tree detection and rapid response strategy have paid off in many instances, most notably after the collapse of the World Trade Center and the shuffle Columbia disaster. Webb and other senior executives were notified immediately when offensive items appeared (World Trade Center rubble showed up just 20 minutes after the first tower fell), and they had them removed before eBay's 1range could be harmed.

If you're not tracking real-time information already, start. Don't assume that it's too granular to merit your attention, that me else in the company is already monitoring it, or that it simply doesn't exist. Identify what it is that you need. Then ask for it.

In the first paragraph, the writer mentions the companies to show that real-time information

A．concerns customers and business transactions.

B．is helpful to these companies.

C．means different things in different professions.

D．provides practical information.

•For each question 15-20，mark one letter(A，B，C or D)on your Answer Sheet for the answer you choose．

Is your group really a team?

Teams are all the rage in the workplace today，and every organization speaks of the importance of teams．But just because a group of people work together does not necessarily make them a team．There are essential elements that identify teams，and nurturing them will help you become a good team leader．

Let's begin with a definition of what a team really is．Teams are groups of individuals who accomplish designated objectives by working interdependenlIy，communicating effectively，and making decisions that impact their day to day work．So the first question to ask yourself is，‘How close does my team come to this definton?’If it doesn't measure up to the definition，then you are not really leading a team．You are probably managing a work group．There is absolutely nothing wrong with a work group．A work group can achieve great results with your close supemision．The idea，however，in today's changing organization and our competitive global marketplace，is to develop teams that can work autonomously without your close direction and support．

In a team．members share decision-making and often build consensus，with two-way communication between manager and members．There are joint work assignments and accountability on both the individual and team levels．In a work group，the manager is the decision-maker，and there is a one-way，top-down pattern of communication。Each member has individual work assignments，and each person is held accountable and appraised by the manager.

Whether you operate as a work group or a team depends on three factors．Firstly，the skill and motivational level of members．Skilled and motivated employees need to be able to make decisions on their own and communicate upwardly when they need to．This is a model for working as a team．Secondly，the nature of the work．Some work situations do not call for members to make decisions together，nor is there a need for much two way communication among team members and their manager．But if there is a need for both，you have a team．Thirdly，the manager's belief that indMduals can work autonomously and interdependently．This attitude is essential for today's workplace。When managers do not hold this belief，they will favor the work group over the team．

To get a group of individuals to function as a team，it is necessary to highlight the following issues．As for team members．everyone of them needs to know what he or she is supposed to accomplish and how it fits in with what other team members do.And they must be allowed to make decisions that impact their work products and semices．When we give people ownership over what they are doing，they perform. much better．Last but not least．team members cannot hold back on any comments that will help the team grow and prosper．As for the team leader，he or she should have the technical knowledge of what the team is doing，as well as be able to motivate and inspire the team．A qualified leader should always be ready to acknowledge team members’accomplishment．Members need ongoing reminders that their efforts are valued and appreciated so that they can sustain high levels of performance．

Which statement concerning teams is true?

A．Nowadays teamwork is a popular concept．

B．All the companies put great emphasis on teams．

C．A good team involves close supewision of the team leader．

D．There's nothing in common between a team and a group．

?For each question 15-20, mark one letter ( A, B, C or D ) on your Answer Sheet for the answer you choose.

Whatever your business, you can no longer hide from the intense glare of stakeholders. The Internet has given employees, business partners, customers, shareholders and local and global neighbors unprecedented power to know what you and your company are up to. If you are abusing employees or the quality of your product has suffered or you're keeping important data from your suppliers or shareholders, you can count on that getting out via the Internet and coming back to bite you. Armed with such knowledge, your shareholders can jump right back online to spread the word, organize response, and, eventually, determine the fate of your company. How can you avoid becoming an unwitting target? For starters, your company had better have great products and fair prices, because everyone will know instantly if it doesn't. But you've got to keep the confidence of all your stakeholders ——not just customers or shareholders —— with honesty, accountability, consideration, and, above all, transparency. Here's how that plays out hi successful companies.

Employees. You lead by example whether you intend to or not. When employees don't trust you, they won't build trust for you with customers and business partners. Instead they will play office politics, and productivity will plummet. Microsoft has employee transparency down to a science. Tim Sinclair, who runs the company's huge website, says, "When there's good news, everyone knows. When there's bad news, tell everyone."

Business partners. In the competition among supply chains, trust means lower transaction costs and better performance. Radio frequency ID tugs will bring about ever more accurate real-time information sharing. Wal-Mart — no surprise -- is among the first to tell its suppliers to get with this technology.

Customers. Transparency with consumers can be a force for competitive advantage. When a Stanford Student detailed the source code for Lego's Mindstorms robotic toy online, not only did the company decide not to sue the student, it encouraged its customers to tinker with the software, even going so far as to develop a website where people can share their creations. Its budding community of customer/ developers has helped Lego expand the market for its robot, helping to popularize it on campuses and among engineers. It gained, essentially for free, new markets, new product ideas, and sheet credibility.

Communities. Think accountability, not just philanthropy. Chiquita was once reviled for its alleged activities in Latin America: It was said to have fomented political coups, bribed politicians, pillaged the environment, and brutalized employees. In 1998 it adopted a policy of corporate responsibility, which calls for honest and open communication about its problems and heating all people with dignity and respect. The policy came too late to save the company from bankruptcy in November 2001, but Chiquita executives say it was instrumental in helping the banana giant repair relations with workers, suppliers, local communities, and environmental activists -- and emerge from Chapter 11 in better shape four months later.

Shareholders. Progressive insurance CEO Glenn Renwick is making an inquisitive investor's dream come true. Progressive says it's the only Fortune 500 company to report operating costs on a monthly basis. "I view it as the owners' information," Renwick says. "When you have information, you should disclose it, good or bad, exactly as it is." Result: Since 2001, Progressive's share price has gone from ＄43 to more than ＄70. Transparency builds trust with shareholders.

In the age of transparency, integrity goes to the bottom line: if you'v

A．to have an intense look at each other's business secrets.

B．to be able to take important data from the database.

C．to get access to his suppliers and clients easily.

D．to determine the fate of the other's business.

Read the case and answer the following five questions.: On June 15, 1997, Company A sent out an order to Company B, requested Company B’s reply before July 10 ,1997. At the beginning of July in1997, the price of ordered goods was marked down sharply on international market, then Company A informed Company B saying: “we cancel the price of the previous order, if you are willing to reduce the price by 20% then the duration of offer will extend until 20July”. After receiving the notice, company Bwrote back promptly on July 3rd and disagreed to price cutting, and accepted the previous offer. Normally, the letter could reach Company Aby July 8th, but Company A was only able to receive it on July 15th due to the labor strike in the post office and Company A replied immediately, saying: “the first order is already revoked, your acceptance is void”. Company B insisted that the first offer was irrevocable. Company A sent another reply claiming that Company B`s acceptance was delayed and therefore the contract does not exist. According to the Contract Law of China: Assuming that Company B did not, on its July 3rd reply, express acceptance to the original offer,then:

A、A、 Company B is still entitled to receipt the offer as long as the notice of acceptance reaches Company A before July 10th

B、B、 Company B is still entitled to receipt the offer as long as the notice of acceptance reaches Company A before July 20th

C、C、 Even if Company B did not receipt the offer before July 10th, it can still receipt it before July 20th by 20% price-cut

D、D、 If Company B did not receipt the original offer before July 10th, it can no longer receipt the offer

Read the information and the chart below. What findings can you report according to the chart? You work in the marketing department of your company and your line manager has delegated to you the task of preparing a short report. You must report on the number of people visiting the company website in the last three months and propose a marketing strategy for the next three months. You have already made some handwritten notes on the information below.

A、Over the last three months, the number of visitors has increased by 650. There are two reasons for the increase

B、With regards to costs, banners have cost 3200 euros a month but very few people seem to visit the website as a result of these.

C、On the other hand, the newsletter doesn’t cost anything (other than my time) but has helped to increase the number of visitors.

D、/

Directions：

Read the following text carefully and then translate the underlined segments into Chinese. Your translation should be written clearly on ANSWER SHEET 2. （10 points）

The study of law has been recognized for centuries as a basic intellectual discipline in European universities. However, only in recent years has it become a feature of undergraduate programs in Canadian universities. （46） Traditionally, legal learning has been viewed in such institutions as the special preserve of lawyers rather than a necessary part of the intellectual equipment of an educated person. Happily, the older and more continental view of legal education is establishing itself in a number of Canadian universities and some have even begun to offer undergraduate degrees in law.

If the study of law is beginning to establish itself as part and parcel of a general education, its aims and methods should appeal directly to journalism educators. Law is a discipline which encourages responsible judgment. On the one hand, it provides opportunities to analyze such ideas as justice, democracy and freedom. （47） On the other, it links these concepts to everyday realities in a manner which is parallel to the links journalists forge on a daily basis as they cover and comment on the news. For example, notions of evidence and fact, of basic rights and public interest are at work in the process of journalistic judgment and production just as in courts of law. Sharpening judgment by absorbing and reflecting on law is a desirable component of a journalist's intellectual preparation for his or her career.

（48） But the idea that the journalist must understand the law more profoundly than an ordinary citizen rests on an understanding of the established conventions and special responsibilities of the news media. Politics or, more broadly, the functioning of the state, is a major subject for journalists. The better informed they are about the way the state works, the better their reporting will be. （49） In fact, it is difficult to see how journalists who do not have a clear preps of the basic features of the Canadian Constitution can do a competent job on political stories.

Furthermore, the legal system and the events which occur within it are primary subjects for journalists. While the quality of legal journalism varies greatly, there is an undue reliance amongst many journalists on interpretations supplied to them by lawyers. （50） While comment and reaction from lawyers may enhance stories, it is preferable for journalists to rely on their own notions of significance and make their own judgments. These can only come from a well-grounded understanding of the legal system.

（46） Traditionally, legal learning has been viewed in such institutions as the special preserve of lawyers rather than a necessary part of the intellectual equipment of an educated person.

Directons :

Read the following three texts. Answer the questions on, each text by choosing A, B, C or D. Mark your answers on, ANSWER SHEET1.

Text 1

During the past fifteen years a great deal of attention has been given to "letting it all hang out".

My impression is that this over-zealous devotion to speaking one' s mind has more often led to hurt feelings and ruined relationships than to great joy and fulfillment.

I think we generally agree that holding in real feelings and never expressing less-than-lovely thoughts about each other hardly lead to constructive communication. It' s a great relief to allow ourselves the luxury of admitting our human weaknesses and pursuing more honest relationships with oth-ers. But we need to strike a balance between telling it all and telling nothing.

Recently I received a letter from a mother who had been persuaded by her troubled twenty-five-

year-old son to attend a weekend "truth" marathon with him. Under pressure from the group, her de-fenses collapsed and she heard herself telling her son for the first time that he had been an accident-that she hadn't been planning to have a child. He in turn told her that he couldn't recall a single dayin his childhood that he'd been happy.

"At that time," this woman wrote, "it seemed helpful. We cried and we made up; I thought

telling the truth had been good for us. But the trouble is, it wasn't the whole truth. By the time

Tommy was born, I did want him, and at times he was happy. Ever since that day, we' ve both been disturbed by some terrible feelings we shared. "

I must admit we've come to the conclusion that some things are better left unsaid. Honesty is a

fine policy as long as we know what the truth really is-but most of the time we don't. It's a fine

goal to encourage children to express their real feelings. But we need a new sense of balance. Telling it all is not a cure-all for every problem nor even an end in itself. It's useful and freeing under some circumstances and terribly hurtful and damaging under others.

It' s a good idea, I think, to bite your tongue for ten or fifteen minutes before saying what' s on

your mind. Try to decide whether it's going to open up new and better avenues of communication or leave wounds that may never heal.

46.The expression "letting it all hang out" means "________ .

[A] balancing all thoughts

[B] expressing all real feelings

[C] considering all relationships

[D] admitting all human weaknesses

16.Read Passage 1 , and then answer Questions 16-20 briefly. Write your answers on the Answer Sheet.

Passage 1

Verbal skills in another culture can generally be mastered if one studies hard enough. But nonverbal skills are much more difficult to learn. Nonverbal behavior. includes areas such as eye contact , facial expressions , postures , gestures , and the use of time , space , and territory. The messages sent by body language and the way we arrange time and space have always been open to interpretation. Does a raised eyebrow mean that your boss doubts your statement or just that she is seriously considering it? Does a closed door to an office mean that your coworker is angry or just that he is working on a project that requires concentration? Deciphering nonverbal communication is difficult for people who are culturally similar , and it is even more troublesome when cultures differ.

In Western cultures , for example , people perceive silence as negative. It suggests rejection , unhappiness , depression , regret , embarrassment , or ignorance. However , the Japanese admire silence and consider it a key to success. A Japanese proverb says , "Those who know do not speak; those who speak do not know." Over 60 percent of Japanese businesswomen said that they would prefer to marry silent men. Silence is equated with wisdom.

16. According to the author , what does nonverbal communication include?

17. What is the main idea of Paragraph One?

18. "Those who know do not speak; those who speak do not know." What does this Japanese proverb imply?

19. Understanding body language within the same culture group is very easy , is it?

20. What does silence mean in Western cultures?