THE BUSINESS MASTER CLASS

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Page 912You will hear the recording twice. Seminar organised by .The title of the last session will be .To use the New City Hotel car park, delegates must obtain a .234The name of his consultancy is .He is the author of .In Europe, he is the best-known .678to establish new .10take away documents containing actual .120353/3 (T026) Nov02design your own .11Two outcomes of session:to become more .9Two problems for companies:The Business Master ClassDr Sangalli has advised many .5Dr SangalliThe event will take place over .1SEMINAR NOTESArrangements for participantsTHE BUSINESS MASTER CLASSAs you listen, for questions 1 – 12, complete the notes, using up to three words or a number. Information Technology in the workplace.You will hear the recording twice.A – H. For Task Two, choose the problem described from the list A – H. HGFto deal with a complaintto sign a new contractto meet a new managerto observe working practicesto visit possible new premisesEto introduce new policyDto hold job interviewsto supervise staff trainingCBA.2122.201918I didn’t have an interpreter.I experienced computer problems.GH0353/3 (T026) Nov02I had some wrong information.FThe service at my hotel was bad.I didn’t understand some figures.EI was late for a meeting.DMy hotel was noisy.I forgot a document.CBAWrite one letter (A – H) next to the number of the extract.For each extract, choose the problem described.For questions 18 – 22, match the extracts with the problems, listed A – H.TASK TWO – PROBLEM1716151413Write one letter (A – H) next to the number of the extract.For each extract, choose the purpose stated. For questions 13 – 17, match the extracts with the purposes, listed A – H. TASK ONE – PURPOSE 3Turn Over For each extract there are two tasks. For Task One, choose the purpose of each trip from the listYou will hear five different business people talking about trips they have recently been on. Questions 13 – 22Questions 1 – 12You will hear the introduction to a seminar, called the Business Master Class, about the use ofPART TWOPART ONEBEC HIGHERLISTENING SAMPLE PAPER

You will hear the recording twice.Jenkins has merged with another company.There has been no change of ownership.BCConsumers are buying more top-of-the-range children’s clothes.More and more companies are producing children’s clothes.BCit makes products of high quality.its distribution system is efficient.BCthe management style is out of line with modern demands.the relations between management and workers are poor.BC4They feel that too much is expected of them.They lack confidence in the company’s future.BC0353/3 (T026) Nov02They think that they can get better paid work elsewhere.A27 According to the Human Resources Manager, why do many machinists choose to leave?the machinery is inadequate for current requirements.A26 The Human Resources Manager believes that Jenkins’s main weakness at present is thatit has several long-term contracts.A25 The Human Resources Manager sees the company’s main strength as the fact thatTheir retailers are becoming less willing to pay their prices.A24 What does the Human Resources Manager see as the main external threat to Jenkins?The founder has sold the company to someone else.A23 What is said about the ownership of Jenkins?For each question 23 – 30, mark one letter A, B or C for the correct answer. Resources Manager of Jenkins, a company which manufactures children’s clothing.You will hear part of a conversation between a management consultant and the Human Questions 23 – 30PART THREEeach member of the team produces a complete item.each person carries out one part of the production process.BC0353/3 (T026) Nov02You now have ten minutes to transfer your answers to your Answer Sheet.They have to spend longer learning to operate new machines.Some of them are earning less than they used to.BCMore of their work is falling below the required standard.A30 What is said about the machinists?Fewer new styles are introduced each year.Each item is now made in smaller quantities.BCA smaller number of different items is produced.A29 What change has been made to the range of goods?each team is responsible for a particular operation.A28 When working to produce a batch of clothes5BEC HIGHERPage 92

Centre No.EBEC H - L432BContinue on the other side of this sheet0ACIf you think C is the right answer to the question, mark your answer sheet like this:For example:Part 110For Parts 2 and 3:Mark one box for each answer.For example:For Part 1:Write your answer clearly in CAPITAL LETTERS.Write one letter or number in each box.If the answer has more than one word, leave one box empty between words.Use a PENCIL (B or HB).Rub out any answer you wish to change with an eraser.InstructionsBEC Higher Listening Answer SheetIf the candidate is ABSENT or has WITHDRAWN shade n TitleGCandidate No.ICandidate’s SignatureIf not already printed, write namein CAPITALS and complete theCandidate No. grid (in pencil).Candidate NameH ABAA1918CCCCCDDDDDPart 2 - Task TwoBA13Part 2 - Task One12111098765Part 1 029282726252423AAAAAAAAPart 3BBBBBBBBCCCCCCCC98765000001 12 01 11 01 10 011111BEC HIGHERPage 96

PART ONE. QUESTIONS 1 to 12.F:Good morning everyone and welcome. Thanks forcoming. My name is Jane Watson and I lookforward to meeting you all personally. Some of youare here just for today, others, I know, will beattending for all three days. I’m just going to say afew words on behalf of my company who haveorganised this event, Global Conferences plc. Asyou know today’s seminar is The Business MasterClass to be conducted by our distinguished guestwho I will introduce in a moment. But first a fewquick points of organisation which perhaps you’dlike to note. All the sessions will take place in thishotel except for the last session on Tomorrow’sSoftware, which will be at the New City Hotel. Wewill meet there at 2pm and this will give us achance to see in action some of the things we havebeen discussing. A map with directions to the NewCity Hotel is available from me if you wish to makeyour own way. Alternatively there will be a busgoing there at 1.30pm. There is limited car parkingat the New City Hotel so if you wish to drive thereyou will need a permit. You can get one from theconference office.Now to the reason we are all here. We are veryfortunate to have a seminar today led by Dr MartinSangalli, one of the most prominent and wellrespected commentators in the world businesscommunity. He has been asked to advise manylarge corporations. He is a specialist in the strategicuse of information technology in banking,pharmaceuticals and retail. He has his owncompany called Logic Solutions which consultswith some of the biggest names in the world ofM:business. He is also an adviser to Intertel and a nonexecutive director of Global Conferences.Thousands of business and technology managershave benefited from reading his best-selling book,Intelligent Change. Always inspiring and thoughtprovoking, his ideas have helped hundreds oforganisations to gain a glimpse of the future. He isEurope’s most famous IT Analyst. Dr Sangalli –welcome.Thank you Jane for that flattering introduction. Ihope I can live up to it. So to begin. There are twomain difficulties facing all corporations today.Firstly, how to make themselves more customerdriven. Secondly, and as a result of that, is thequestion of how to go about the major task ofdeveloping and implementing new organisationalstructures. This is a senior management session andis designed to provide you with two things. I hopethat by the end of the session you will be equippedto design your own framework for action. To helpyou do this you will also be able to take awaydocumentation of real-life case studies that I havebeen involved in. So, if you would like to look atthe screen PART TWO. QUESTIONS 13 TO 22.M:Of course, I was looking forward to it. I mean, itmeant seeing the results of quite a lengthy processto find the right person, which I myself had investedquite a lot of time in. It’s a demanding post, with alot of responsibility. I think the potential we thoughtwe’d spotted is being realised, and that she’s goingto deliver the sort of new initiatives we hoped for.She’s already got the team adapting to herapproach. But I did feel a bit stupid in the meeting,Page 93BEC HIGHERTAPESCRIPT

BEC HIGHERF:M:F:M:sitting there without the right figures. I just can’tbelieve I didn’t pick up the chart. I could still see it,sitting on my desk.Well, the whole thing was a serious challenge, andif I’m honest I didn’t really feel up to it in the firstplace. It wasn’t a good time to be going away fromthe office, and I certainly didn’t feel happy, beingasked to present pretty different ideas at this stage ofthe game. I completely understand that the lastthing they wanted was to have someone droppingin from above, as it were, and saying, oh, well,we’ve decided to change the rules, etcetera. They’dbeen applying the system as it was in good faith.And then I was just so tired. What with the weddingcelebration going on in the hotel, I definitely didn’tget enough rest, and that left me disorientated andso I under performed.I wasn’t happy to be going out there when therewas so much that had to be dealt with, just leftthere on my desk. My secretary’s extremely good,but she can’t do the impossible, obviously. But itwas clearly crucial to get some kind of idea of whatit looked like, whether we were on to the right kindof thing. Getting the right location and space isvital. I’m more or less convinced that this is right forwhat we want. It will attract customers. The troubleis, I had out-of-date architect’s plans with me, so Ikept getting confused about the dimensions. But thehotel staff were really helpful when we were tryingto get the up-to-date stuff faxed through.It’s the first time I’ve been over there since wedecided to go ahead with the expansion and I mustsay I was impressed with the number of really goodcandidates there were. It really is a good region, interms of being able to attract and recruit the rightpeople and I’m confident we chose the right people.I wish the same thing was true for the otherbranches. What I just can’t believe is that I managedto set such a bad example by arriving a whole hourafter we should have started. I felt like a real fool,going on about heavy traffic, when I’d never acceptthat kind of excuse myself!They said it was all different, and they certainlyweren’t wrong! I could hardly believe some of it! It’sdefinitely eye-opening to see what policy can meanin reality. But the way they’re applying it, I meanthe actual techniques, really is impressive. I didn’tsay anything, of course, just took my notes, and Iwill be drawing up my report as soon as I can. I’lldefinitely be recommending that some of their waysof going about things get applied in the otherbranches. It was confusing at the same time, I haveto admit. They were showing me all these graphs,different models of analysis, and I couldn’t reallyfollow that way of presenting the data. And thenthat guy’s accent! Great hotel, though.Page 94PART THREE. QUESTIONS 23 TO 30.F:M:F:M:F:M:F:M:F:M:F:M:F:M:Good morning, nice to meet you. Do sit down.Thank you.Now you’re Human Resources Manager of Jenkins,aren’t you? Give me some background on thecompany – so I get a general picture.Stephen Jenkins founded the company nearly thirtyyears ago, and named it after himself, and he ran itfor a long time. Last year one of our competitorsproposed combining, with the idea that separatelythe two companies were too small to survive. Theywere probably right, but anyway Stephen turneddown the offer. Then, because he was getting on, hehanded over the day-to-day running to his daughter,Catherine, while retaining full control himself.And you make children’s clothes, don’t you? Aren’tthere problems in the sector?Well, we mostly sell to retail chains, which sellthem under their own brand labels. Things aren’t aseasy as they were, what with cheap imports, andthe more expensive children’s boutiques makinginroads at the top end of the market. But weposition ourselves in the middle range, so we’re nottoo badly affected. We’re under increasing pressureto cut our profit margins, though, because ofgrowing competition between high street retailers.What would you say is the company’s strength?It certainly helps that we supply those large retailersI mentioned, and in fact some of them have beencustomers for years. I suppose, though, that wewouldn’t have survived this long if it wasn’t that wedon’t send anything out unless it meets veryexacting standards. Our customers appreciate that,plus the fact that we aim to keep the time fromorder to delivery very short, and they’re prepared topay a premium for it.What about weaknesses?Well, we’ve got a poor record in providing trainingon the machines we’re currently using. And I haveto say that Stephen used to run the company in avery old-fashioned, autocratic way, which alienateda lot of the workers. Despite Catherine’s moreenlightened approach, it’s an uphill struggle to try tochange attitudes and improve co-operation.Never an easy task!No.You mentioned on the phone that there’s a problemwith a particular group of workers.Yes, there’s very high turnover among themachinists, that’s the people who actually make theclothes. They say they’re faced with unreasonabledemands all the time, like having to learn to operateseveral machines instead of just one or two. Manyof them think they could get an easier job for themoney, because there are plenty of other jobs onoffer locally. The reasonably healthy state of ourorder books gives them a certain amount of job

F:M:F:M:F:security, but they just don’t seem to care.How’s their work organised?We’ve changed to a ‘sectionalised flow’ approach,which means the machinists work in teams. Ratherthan each machinist being assigned a complete itemof clothing, the work is divided into batchesinvolving various operations, each of themundertaken by one machinist. As that personfinishes, the work is passed on to the machinistresponsible for the next stage.Has that had any impact on what you produce?Yes, it’s enabled Catherine to introduce a policy ofrapid diversification of the product range, so thenumber of itemised clothes has leapt. That’s thetotal number of different styles, in all the differentsizes. And that’s reduced batch sizes: long runs onan item are a thing of the past. At least half thestyles used to be carried through from one year tothe next, but now only a quarter are, so as you cansee, it’s had quite an impact on the rate of change.What’s the effect on the machinists?That policy was part of a raft of changes, one ofwhich is that the machinists are now paid on apiecework basis, rather than at an hourly rate.They’re furious about that, though to be fair, the ratethat’s paid for learning to use a new machine hasbeen calculated so as to make sure that no-oneloses out in the short term. And they’re alsoaggrieved because so much is new, and far morebatches of work fail quality inspections and have tobe redone.Now tell me something about training BEC HIGHERF:M:Page 95

Part123OneTHREE DAYSGLOBAL CONFERENCES PLCTOMORROW’S SOFTWARE/TOMORROWS SOFTWARE4PERMIT5LARGE CORPORATIONS6LOGIC SOLUTIONS7INTELLIGENT CHANGE8IT ANALYST9CUSTOMER(-)DRIVEN10 ORGANISATIONAL STRUCTURES/ORGANIZATIONAL STRUCTURES11 FRAMEWORK FOR ACTION12 (REAL-LIFE) CASE 24252627282930BEC HIGHERLISTENING ANSWER KEYThreeCABCBCBAPage 93

BEC HIGHER PART TWO Questions 13 – 22 You will hear five different business people talking about trips they have recently been on. For each extract there are two tasks. For Task One, choose the purpose of each trip from the list A – H.F or Task Two, choose the problem described from the list A – H . Y ou will hear the recording twice. T ASK ONE – PURPOSE For questions 13 .

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