READING PASSAGE 1
You should spend about 20 minutes on Questions 1-13, which are based on Reading Passage 1.
Implementing the cycle of success: A case study
Keywords | Location | Explanation | |
1 C | high costs, related | P 1, l 10 | Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country’s high labour-cost structure. · labour= staff |
2 A | SAH, requires | P2, l4 | Partly as a result of this change, there are 25 per cent fewer management positions, enabling a significant saving. · 25% less= 100-25= 75 % required |
3 C | changing practice | P 3, l 1 | The hotel also recognized that it would need a different approach to selecting employees who would fit in with its new policies. · different approach to selecting employees= change practice of hiring |
4 B | jobs, advertised, SAH | P 3, l 8 | Over 7000 applicants filled in application forms for the 120 jobs initially offered at SAH. |
5 B | categories, select | P 4, l 10 | Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. · composed prospective teams= formed new team |
6 benchmarking |
| P 6, L 4 | SAH management concluded this would first require a process of ‘benchmarking‘. |
7 (a range of) service delivery |
| P 6, l 6 | The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using teams made up of employees from different departments within the hotel which interacted with each other. |
8 (performance) measures |
| P 6, l 11 | This process resulted in performance measures that greatly enhanced SAH’s ability to improve productivity and quality. |
9 productivity |
| P 6, l 11 | This process resulted in performance measures that greatly enhanced SAH’s ability to improve productivity and quality. |
10(‘) Take Charge (‘) |
| P 7, l 1 | In addition, a program modeled on an earlier project called ‘Take Charge‘ was implemented. |
11 feedback |
| P 7, l 3 | Essentially, Take Charge provides an effective feedback loop horn both customers and employees. |
12 employee(s’) / staff |
| P 8, l 13 | Employee feedback is reviewed daily and suggestions are implemented within 48 hours, if possible, or a valid reason is given for non-implementation. |
13 30 days |
| P 8, l 17 | If suggestions require analysis or data collection, the Take Charge team has 30 days in which to address the issue and come up with recommendations. |
READING PASSAGE 2
You should spend about 20 minutes on Questions 15–26, which are based on Reading Passage 2 .
Overcoming the language barrier
Keywords | Location | Explanation | |
14 major consequences | Public attention | P 2, l 4 | Publicity comes only when a failure to communicate has major consequences, such as strikes, lost orders, legal problems, or fatal accidents – even, at times, war. |
15 surveys | books, periodicals | P 3, l 7 | |
16 sales literature | British linguistic | P 4, l 11 | ….non-English-speaking customers were using English for outgoing correspondence; many had their sales literature only in English; and as many as 40 per cent employed no-one able to communicate in the customers’ languages. · British linguistic= English |
17 The Far East / Russia / Eastern Europe / Latin America / the Arab World / French-speaking Africa (one only) | difficulties, english | P 6, l 6 | This is especially a problem when English is not an official language of public administration, as in most parts of the Far East, Russia, Eastern Europe, the Arab world, Latin America and French- speaking Africa. · problem= difficulties |
18 C | P 1, line 12 | ….but the same….unfamiliar dialects or styles……. They don’t talk the same language‘ has a major metaphorical meaning alongside its literal one. | |
19 B | P 2, line 17 | Presumably because the report of the treatment had been published only in journals written in European languages other than English. | |
20 C | P 5, line 1 | The criticism and publicity given to this problem since the 1960s seems to have greatly improved the situation, | |
21 (Industrial) training (schemes)
| P 5, line 1 | ||
22 Translation services | P 5, line 5 | Many firms now have their own translation services; to take just one example in Britain, Rowntree Mackintosh now publish their documents in six languages (English, French, German, Dutch, Italian and Xhosa). | |
23 (part-time) Language courses | P 5, line 11 | Some firms run part-time language courses in the languages of the countries with which they are most involved; | |
24 (technical) glossaries | P 5, line 11 | Some firms run part-time language courses in the languages of the countries with which they are most involved; some produce their own technical glossaries, to ensure consistency when material is being translated. | |
25 D | P 6, line 1 | The changes in awareness have been most marked in English-speaking countries, where the realisation has gradually dawned that by no means everyone in the world knows English well enough to negotiate in it. | |
26 A | P 6, line 18 | In securing understanding, how ‘we’ speak to ‘them’ is just as important, it appears, as how ‘they’ speak to ‘us’. |
READING PASSAGE 3
You should spend about 20 minutes on Questions 27–40, which are based on Reading Passage 3 .
What is port city?
Keywords | Location | Explanation | |
27 ii | P B | They remain different kinds of places from non-port cities and their port functions account for that difference. | |
28 i | P C | Port functions, more than anything else, make a city cosmopolitan. A port city is open to the world. | |
29 v | P D | ||
30 vi | P E | Most of any city’s population is engaged in providing goods and services for the city itself. | |
31 D | required, development | P A, line 8 | Madras and Colombo are examples of harbors expensively improved by enlarging, dredging and building breakwaters. · development= improved |
32 C | began, ports, dominated | P B, line 4 | Many of the world’s biggest cities, for example, London, New York, Shanghai, Istanbul, Buenos Aires, Tokyo, Jakarta, Calcutta, Philadelphia and San Francisco began as ports – that is, with land-sea exchange as their major function – but they have since grown disproportionately in other respects so that their port functions are no longer dominant. |
33 F | lost, prominence, ships | P D, line 5 | Examples of these are Charleston, Salem, Bristol, Plymouth, Surat, Galle, Melaka, Soochow, and a long list of earlier prominent port cities in Southeast Asia, Africa and Latin America. · earlier prominent= lost prominence |
34 G | ports, waterfront | P G, line 1 | Cities which began as ports retain the chief commercial and administrative center of the city close to the waterfront. |
35 NO | cease, function, dominate | P B, line 8 | They remain different kinds of places from non-port cities and their port functions account for that difference. · their port functions account for that difference= port function is always differentiated whether they cease or not · or, once port city always a port city |
36 YES | past, trade, overseas | P E, line 1 | Much domestic port trade has not been recorded. What evidence we have suggests that domestic trade was greater at all periods than external trade. · domestic trade= within their own country · external trade= overseas |
37 NO | people, trade city | P E, line 5 | Trade outside the city is its basic function. · most people are engaged in trading |
38 YES | attract, subsidiary, independent | P F, line 2-5 | The port function of the city draws…. ……….refining raw materials or turning them into finished goods. · draw= attract · refining raw materials= subsidiary(assistant before finished good is produced) · finished goods= independent(no assistance required) |
39 NOT GIVEN | |||
40 YES | river connections | P G, line 3 | This proximity to water is also true of Boston, Philadelphia, ……… · proximity to water= river connection |
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