《現(xiàn)代大學(xué)英語(yǔ)聽(tīng)力3》Unit 11 Business (聽(tīng)力原文及答案)

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1、Unit 11 Business 《現(xiàn)代大學(xué)英語(yǔ)聽(tīng)力3》聽(tīng)力原文及答案 Task??1 【答案】 A. First,???pay careful attention to dress—your appearance and be natural. Second,?if it's a university application—have a clear idea of the subjects you wish to take and then of your possible?career. And if it's a job interview, show that you

2、're interested in the company itself before you actually get to?the interview. Third,???have at least one topic or hobby which you can really talk about, and show that you know a lot about. Fourth,??don’t tell lies or try to cover up when you don't know something. Fifth,???be on time; allow plent

3、y of time to make the journey and find where you are going; don’t gush too much, keep to the point, and sound motivated for the job. B. 1) Because it shows that you're interested, and also it’s very flattering to the organization itself. 2) He wants to show the importance of having at least one t

4、opic or hobby which you can really talk about and you know a lot about at the job interview. 3) He thinks that Bruce’s son was just lucky, that the interview happened to be interested in model planes. 4) I’d like a moment to think about that; I hadn’t thought of that before. 【原文】 Edmund: What ad

5、vice would you give a young person leaving school or university? So the aim is to have five— Bruce: Oh that's right. Five. Edmund: Five things, five bits of advice that you would give. Would you like to—? Bruce: Yeah, okay, I'll read mine out and see how many of them you have. “Pay careful attent

6、ion to dress”—appearance, you know, generally speaking at the interview. I think that is very important. Elizabeth: Yeah. I've got that as my number one as well. Edmund: Yes. Yes. I hadn't put that one, but I do agree with you. But I think there's also—"You need to be yourself." Bruce: Yes. You m

7、ean natural, rather than putting on some sort of an act. Edmund: Yes. Yes. Bruce: I'd certainly agree with that. Edmund: It'd be very difficult to go through your working life living up to the image that you gave at your interview, if it isn't you. Bruce: Yeah. Yeah. Elizabeth: Right. Bruce: Y

8、es. "Have a clear idea of the"—if it's a university one—"have a clear idea of the subjects you wish to take and then of your possible career." And if it's a job interview, "Show that you're interested in the company itself before you actually get to the interview." Edmund: Yes, find out a little ab

9、out the organization, so you can make a comment. Bruce: Yeah. That mounts to the same thing really. Edmund: So, yes, it looks as if you're interested. And also it's very flattering to the organization. Bruce: Of course, indeed. Elizabeth: There always comes that moment when they say, "Well you k

10、now, Mr. Jones, that's the job as we see it. Would you like to ask us anything about it?" If you just sit there in absolute silence, you don't get the job. Bruce: That's it, exactly, yes. Third. "Have at least one topic or hobby which you can really talk about, and show that you know a lot about."

11、1 think that is important because, you know, if you get stuck, this is the sort of question which can be asked, and if you have no interests or hobbies or whatever you like to call them, then it shows you are a pretty dull sort of person. And t think it would go rather badly for you. Edmund: Yes.

12、Bruce: Mm. I have one or two examples of that. My son went for an interview. He builds model planes. And in the course of the last few years he's become a real expert on them. So apparently, his interview lasted about thirty minutes and twenty-nine and a half were spent talking about model planes.

13、Edmund: Did he get the job? Bruce: Oh yes, he got the position in university. So, it worked very well for him. Edmund: Yes, I'm sure there's an element of luck—that the interviewer was interested in model planes. Bruce: I don't think he was really lucky, no. I think he was trying to find out abou

14、t things—he was picking up information all the time. Edmund: Have you got any others? Bruce: Yes. "Don't tell lies." Elizabeth: Mm. That's a good one. Bruce: You're sure to be found out. And you know, it's something to avoid I would think. Edmund: Yes. I think, something to include in that one

15、is not to try and cover up when you don't know something, which isn't quite the same as telling a lie. I've found in interviews that it's actually better to say, I'd like a moment to think about that; I hadn't thought of that before; or I'd like a minute—to digest the information and think of an ans

16、wer. Bruce: And finally—“Be on time." Edmund: Yes. Elizabeth: Yes. I've got that one, too. Edmund: Yes. I put "Do allow plenty of time to make the journey and find where you are going." Nerves, I think, can make you miss street signs. Bruce: Indeed, yes, That's true. Edmund: I've noticed that

17、we've all been putting dos rather than don'ts. Elizabeth: Well I've got a don't here. Er, which is "Don't gush too much", which is like, you know, I think you can have, or be tempted to have a sort of verbal diarrhoea really. You know, in your interview, because you think the more I say the more th

18、ey'll think I'm—and I think there's a danger of saying too much as well as too little. Edmund: Yes. And "Keep to the point." Bruce: That's fight. Edmund: I mean gushing can include getting right away from the subject that you're meant to be talking about. Elizabeth: Right. Bruce: That's true en

19、ough that, yes. Edmund: So we could also sum up a lot of our points as being self-discipline. Bruce: Yes. Yes. I would agree with that, certainly. Have you any others? Elizabeth: Well no. I mean three of mine were exactly the same as yours. I put “Sound motivated for the job”, but that's pretty o

20、bvious really, isn't it? I mean we've included that anyway. They all fall into the same sort of general category really. Bruce: That's interesting, yeah. ? Task??2 【答案】 A.?1) b)????2) a)???3) c) B. 1) Because they are up against some strong competition in the printing industry and a lot of sm

21、all businesses are folding. If they don’t get better technology now, they could very likely go under as well. 2) He thinks the changes will be costly, not only in equipment, but in training too. 3) He wonders whether all this new technology is really making their lives easier. It seems to him the

22、y have created a vicious circle. C.1) f????2) g????3) b???4) I???5) h???6) d???7) c???8) a???9) e 【原文】 Manager: Oh Kim! Do you have a minute? I'd like to discuss a few things with you. As you know sales have been falling off over the past few months and; between you and me, things aren't looking

23、very good. Kim: Well... Manager: Look, before you say anything, I'm not pointing the finger at you. I know you've suggested several times that we need to go in for better equipment, if we're going to hold our own in the industry. And I have to go along with you now; it's time to bite the bullet an

24、d invest in some better technology. Kim: That's great news. I'm sure it's the right move. Manager: Well, as you've pointed out, we're up against some strong competition in the printing industry and a lot of small businesses are folding. If we don't jump on the bandwagon now, we could very likely g

25、o under as well. Kim: I agree, absolutely. The thing is, you have to be at the cutting edge of change, if you want to stay in business these days. Manager: That's for sure. You know, I've been putting off making the changes because I know it'll be costly, not only in equipment, but in training too

26、. But the bottom line is if we don't spend money, we won't make any. Kim: That's very true. So when do you think we'll start the changeover? Manager: The sooner the better, I suppose. There're some big changes to make and I'm not really looking forward to them. You know, I wonder whether all this

27、new technology is really making our lives easier. It seems to me we've created a vicious circle.., Kim: What do you mean? Manager: Well, technology's supposed to have given us more time and freedom but it seems we've become slaves to technology. Kim: Mm. I hadn't thought of it that way. Manager:

28、 But then maybe I just don't like change... It's mind-boggling the way technology is changing! No sooner do I get my head around something new, than it changes again! Kim: Well, I know what you mean but I think we have to go with the flow, whether we like it or not. Manager: I suppose so. Well, I'

29、d better get the ball rolling. I'll start making some phone calls now. ? Task??3 【答案】 A. 1) exporting company, private employer 2) 86 hectares of land, 40 hectares, more than 80 soccer fields 3) media representative, commercial airplane factory 4) which operates 24 hours a day, seven days a

30、week B. 1) These companies have all commissioned Boeing to make an airplane designed to fit their specific needs. 2) Because they need to bring everybody together to make this one Boeing, and because they can't exclude partners, otherwise the partners would take their business elsewhere. 3) It i

31、s an apparatus that resembles a giant spool, which holds the center of an aircraft and rotates. 4) It is the first supersonic jet to zoom over an airfield, slow to a stop in the air and land straight down like a helicopter. 【原文】 The world's largest indoor facility is owned by the USA's No.1 expor

32、ting company. It's Boeing Company, Washington, just outside Seattle. The manufacturer of commercial aircraft has been identified with the state of Washington for 85 years and is the state's largest private employer. Robin Ruthley visited the Boeing plant and has more on "Seattle's city within a city

33、". The dimensions of the Boeing commercial aircraft factory are so vast. They are almost hard to imagine. The rectangular building sits on 86 hectares of land. The building alone takes up almost 40 hectares, or if you can imagine, more than 80 soccer fields. Inside, there are airplanes in various s

34、tages of production. Kenya Airways, Continental, Thai Airways—companies that have all commissioned Boeing to make an airplane designed to fit their specific needs. "All these parts come from all over the world and they arrive here and they are put together into one airplane. So amazing to watch it.

35、" Tom Ryan is Boeing's media representative for its commercial airplane factory. He says that because aviation is a global business, Boeing works with many international partners, who provide different services in the construction of the planes. "We work strongly with all our partners from all acro

36、ss the globe, whether they are over in the Far East or over in the UK or down under, because we need to bring everybody together to make this one Boeing really, because you can't exclude partners, otherwise they'll take their business elsewhere." Inside the factory, which operates 24 hours a day, s

37、even days a week, employees get around on bicycles. There are named streets and the plant even has its own fire department. In the middle of the floor is an apparatus that resembles a giant spool, which holds the center of an aircraft and rotates, so workers can operate without having to stand on to

38、p of it. In Washington, DC recently, Boeing completed another first in the design of its latest military warplane. The X-32B Joint Strike Fighter is the first supersonic jet to zoom over an airfield, slow to a stop in the air and land straight down like a helicopter. The first vertical-landing aircr

39、aft is part of a competition that Boeing has entered for a Pentagon contract worth 200 billion dollars, the biggest Pentagon contract in history. ? Task??4 【答案】 A.?1) b)???2) c) B.1) F????2) F???3) F??4) T C. 1) Her problem was this: Mr. Thomas organized the office work in a new and different

40、 way, and it was becoming more difficult for her to do her job. And she also felt that Mr. Thomas wasn't very clear about what she was supposed to do. 2) Because she had worked in the office for five years, and of course, she didn't want to lose her job because she couldn't get her job done. She al

41、so didn't want to quit her job because of the problems. She just wasn't content with the way the office was being run, and she needed to talk about it. 3) He realized that it was a work problem, and he needed to find out if the other people in the office were having problems, too. 4) Most managers

42、 do not want to hear people complain, and most employees are afraid to say what they feel. 5) He means a way to talk where people aren't afraid something will happen to them if they tell the truth. 【原文】 Hello everyone. Today our lecture is going to be about business management. Specifically, I'm

43、going to talk a little about managers, what makes someone a good manager. Okay? Now first, I'll describe a work situation for you, and then I'll explain one important management technique. Okay, let's begin. First, let's consider an office situation in the United States. Let's say that we have a co

44、mpany called the ABC company, and there's a new manager named Mr. Thomas, who has just started working in one office of this company. Okay? A new manager on the job. One day, all employee—let's call her Linda Jones—went to talk to Mr. Thomas. She was having some problems with her work, and she wante

45、d to talk to her manager about these problems. Her problem was this: Mr. Thomas organized the office work in a new and different way, and it was becoming more difficult for her to do her job. And she also felt that Mr. Thomas wasn't very clear about what she was supposed to do. She wanted to know mo

46、re clearly, "What am I supposed to do? What do you expect of me?" All right, so let's think about this. Ms. Jones goes to Mr. Thomas to talk about the work situation. Now for most employees, asking a manager questions like this is hard. In this case, it was hard for Linda to talk to Mr. Thomas, but

47、 she felt she had to do it. She had worked in the office for five years, and of course, she didn't want to lose her job because she couldn't get her job done. She also didn't want to quit her job because of the problems. She just wasn't content with the way the office was being run, and she needed t

48、o talk about it. Now let's think about the manager's position. In this case, Mr. Thomas was very surprised when he first heard that she was having problems. He was surprised, and irritated. There was too much work to do, right? He didn't really want to deal with a personal problem. He didn't think

49、this was a work problem, and he felt he was too busy to think about problems people might be having. But later, Mr. Thomas thought about what Linda said. He thought, "Aha, this is a work problem." And he realized he needed to find out from the other people in the office, from her co-workers, if the

50、y were having problems, too. All right, let's pause for a moment and look at what Mr. Thomas, as the manager, had to consider. First of all, a good manager understands that a hardworking, enthusiastic staff is very important. In fact, we could say it is essential, absolutely essential. All of the e

51、mployees need to work together. They need to work as a team to make the company successful. And, of course, feeling like part of a team is feeling that what each person does and says is important. Well, as in most work situations, we have a problem here with communication. That is, most managers do

52、 not want to hear people complain, and most employees are afraid to come right out and say what they feel. They usually won't say what they like or don't like. They may complain to each other during lunch or after work, but they do not complain directly to the manager. It is important, however, for

53、 a manager to find out if he or she is doing a good job. One way to do this is to give employees a chance to talk. Employees need an opportunity to say what is wrong, what they don't like about the work situation, and what they would change to make their work better However, most employees are afrai

54、d to say what they feel. This is why a manager needs to figure out a safe way for people to talk. By safe, I mean a way to talk where people aren't afraid something will happen to them if they tell the truth. It has to be safe, or else people just won't say what they're thinking. ? Task??5 【答案】

55、A.?1) c)???2) b) B.1) F????2) T????3) T???4) T C. Ⅰ.?It is a way of telling the manager good and bad points about what he or she is doing Ⅱ.?Give employees questions to answer in writing. Then the manager can meet with each of them and discuss what he or she wrote. Ⅲ. ? First Type Second Typ

56、e Characteristics Too direct, too personal Easier to answer honestly Focus The employee’s feelings about the manager The work itself Purpose Not mentioned Make it easier to get the job done well A.?Certain altitudes about how an American manager should act, what an American manager is supp

57、osed to do in his or her job; B.?Something about the relationship between manager and employees: what the relationship between the employees and the manager is expected to be. Ⅳ.?Management assessment is based on the idea of solving problems and communicating so that everyone will feel they are pa

58、rt of a team. Ⅴ. ???A.?How work is done B.?How decisions are made C.?How people communicate 【原文】 Now let's look a little bit more closely at what a manager can do. According to some manage meat consultants, a manager needs to give employees a clear way of assessing himself or herself. By asses

59、sing I mean a way of telling the manager good and bad points about what he or she is doing, Right? Tell me my good and bad points—that's an assessment. One way the manager can have employees do this is to give them questions to answer in writing. Okay? Not asking them orally, but giving them a chanc

60、e to write their assessments. Then the manager can meet with each employee and discuss what he or she wrote. Now asking for an assessment is not so easy. It is important for file manager to ask the right kind of questions, If the manager asks direct questions like "Do you like me?" or "Do you like

61、the way I ask you to do things?" the employee probably won't tell the truth. I mean, would you tell the truth if you were asked this kind of question? These questions are just too direct and, erm, just too personal: They focus too much on personal feelings. On the other hand, if the manager asks qu

62、estions like "How would it be easier for you to do your job?" or "How could things be done differently?" it's easier for an employee to answer honestly. Do you see the difference here? It is easier to answer because the question focuses on the work itself. The question doesn't focus on the employee'

63、s feelings about the manager. It shows the employee the question is being asked in order to make it easier to get the job done well. Okay, now I'd like you to have a look at a sample assessment form. Follow along as I go over the questions. Ready? Number 1, "Do I give clear directions?" Number 2,

64、"Do you need help from co-workers to understand what I want?" Number 3, "Do I change my mind too olden about what I want you to do?" Number 4, "Do I listen to new ideas and ways of doing things?" Number 5, "Do you come to me when you need help?" And Number 6, "Do I tell you when you have done a good

65、 job?" Okay, so think about these questions. What are they about? What's the purpose of these questions? I think... I think we have to notice that these questions show certain altitudes about how an American manager should act. They show us what an American manager is supposed to do in his or her j

66、obs. These questions also tell us—and this is very interesting—they show us something about the relationship between manager and employees, what the relationship between the employees and the manager is expected to be. Management assessment today is based on the idea of solving problems and communicating so that everyone will feel they are part of a team. Let me repeat that because this is a key point: Management assessment is based on the idea of solving problems and communicating so that every