單項選擇題
1、根據(jù)下面資料，回答題
Business Meetings
It is important that ideas anD suggestions tableD at formal meetings are voiceD at the (0)..D..．time．This is achieveD by keeping to the (19).....． shown on the agenda．For example, there is no (20).....． in discussing ideas to do with Item Six on the agendA．when Item Two has not yet been (21).....． Such deviations from the agendA．may (22)......． in confusion among the people at the meeting; they may also (23).....． concentration if they see something as irrelevant.
To make certain that the meeting proceeds in an orderly fashion, it is therefore useful to(24) .....．some grounD rules．First, everyone will neeD to understanD that they must(25) .....．their comments to the topiC．under discussion．The Chair can then encourage one person to speak at A．(26) .....．so that any ideas offereD can be discusseD anD (27)Once that person has finished, someone else can put (28)....． their ideas anD so on．If this procedure is adopted, the participants will be able to follow the various issues in A．consistent manner, which will help with the decision-making (29)....． later on．It will also (30).....that the quiet people at meetings get A．chance to (31)....． their say, rather than just their more outspoken colleagues．In (32).....． it is often the quiet people at meetings who generate the best ideas, because they are in the (33).....． of thinking before they speak.
（19）應選
A．structure
B．direction
C．order
D．a(chǎn)rrangemer
2、根據(jù)下面資料，回答題 Buffet Zone Lucy Robertson starteD working at A．take-away fooD business to supplement her income during her student days at Edinburgh University．Several years later she haD bought the business anD now, 17 years on, she owns Grapevine Caterers, probably Scotland's leading independent caterers, with A．turnover of almost ε6m. She haD never planneD to own A．business, anD haD certainly never considereD A．career in catering．(0)...G However, her unplanneD career began in 1985, when she returneD to Edinburgh anD discovereD that the takeaway she haD workeD in was up for sale．On impulse, she bought it, but admits that at the time she knew nothing about catering．(8).....It was A．difficult time, but essential in terms of gaining the experience she needed．The late 1980s boom was gooD for business, with large numbers of office workers wanting takeaway fooD for their lunches．(9)....． "At one point there were 26 fooD outlets within A．5-kilometre radius," Robertson recalls, as the economy changeD anD the once packeD office blocks starteD to become vacant, it became clear that Robertson woulD neeD to diversify．(10)......It changeD the direction of the company for good. As Robertson began to win catering contracts, she decideD that the company woulD have to move to larger premises．In 1994, the move was made when she bought another catering business that already haD A．number of profitable contracts for boardroom lunches. Meanwhile, Robertson's main competitor, the oldest catering company in Edinburgh, was causing her some anxiety．"Customer loyally is not to be underestimated," she warns．But Robertson is not someone who is easily put off．(11).....．Partly as A．result of this, turnover doubled, anD having outgrown another site, Robertson bought A．city-centre location for the group's headquarters. By now, Grapevine's main competitor was A．new catering company calleD Towngates．Although Robertson trieD to raise enough money to buy Towngates, she diD not succeed．Then luck interveneD anD Towngates went bankrupt．(12)......Many accepteD anD the company's turnover went from ε700,000 to ε1.5 million almost overnight. However, the company's growth was not as smooth as it sounds in retrospect．Robertson admits, "We were close to the edge during the growth period．Like many under-capitalizeD companies trying to grow, it might easily have collapsed." But that, she feels, is the challenge of developing your own business. A．But there are plenty of similar contracts to be won in the east of ScotlanD before Robertson turns her attention elsewhere. B．Her way rounD this particular problem was to recruit the catering manager of the rival company. C．But this demanD was short-lived, anD before long, increasing competition made it harder to make A．profit. D "It was A．dramatiC．learning curve anD very small amounts of money were earneD at first," says Robertson． E．She decideD that the solution, since many companies requireD working lunches for meetings with clients, was to prepare anD deliver meals to business premises. F．On hearing this, Robertson immediately contacteD all of their clients anD offereD the services of Grapevine Caterers. G．Instead, she studieD accountancy after leaving university, anD A．steady if unspectacular professional path seemeD set. （8）應選
3、根據(jù)下面資料，回答題 Getting the Most out of Meetings One aspect of business life which many managers are unhappy with is the need to attend meetings. Research indicates that managers will spend between a third and a half of their working lives in meetings. Although most managers would agree that it is hard to think of an alternative to meetings, as a means of considering information and making collective decisions, their length and frequency can cause problems with the workload of even the best-organized executives. Meetings work best if they take place only when necessary and not as a matter of routine. One example of this is the discussion of personal or career matters between members of staff and their line and personnel managers. Another is during the early stages of a project when the team managing it needs to learn to understand and trust one another. Once it has been decided that a meeting is necessary, decisions need to be taken about who will attend and about the location and length of the meeting. People should only be invited to attend if they are directly involved in the matters under discussion and the agenda should be distributed well in advance. An agenda is vital because it acts as a road map to keep discussion focused and within the time limit allocated. This is also the responsibility of the person chairing the meeting, who should encourage those who say little to speak and stop those who have a great deal to say from talking too. much. At the end of a well organized meeting, people will feel that the meeting has been a success and be pleased they were invited. They will know not only what decisions were made but also the reasons for these decisions. Unfortunately, at the end of a badly organized meeting those present will leave feeling that they have wasted their time and that nothing worthwhile has been achieved. Much thought has been given over the years to ways of keeping meetings short. One man who has no intention of spending half his working life in meetings is Roland Winterson, chief executive of a large manufacturing company. He believes that meetings should be short, sharp and infrequent. "1 try to hold no more than two or three meetings a week, attended by a maximum of three people for no longer than half an hour," he says. "They are clearly aimed at achieving a specific objective, such as making a decision or planning a statement, and are based on careful preparation. I draw up the agenda for every meeting and circulate it in advance; those amending are expected to study it carefully and should be prepared to both ask and answer questions. Managers are best employed carrying out tasks directly connected with their jobs not attending endless meetings. In business, time is money and spending it in needless meetings that don't achieve anything can be very costly. Executives should follow the example of lawyers and put a cost on each hour of their time and then decide whether attending a long meeting really is the best way to spend their time." What do most managers think about meetings? A． Meetings take up most of their working life. B． Meetings allow them to monitor decision-making. C． Meetings prevent them from establishing a routine. D． Meetings are the only way they know of achieving certain objectives.
填空題 4、 Questions 8-12 ·Read the text below about career planning. ·Choose the best sentence from the list on the opposite page to fill each of the gaps. ·For each gap 8-12, mark one letter (A-I) on your Answer sheet. ·Do not use any letter more than once.
Career Planning For many employees, automatic promotion up the ranks of a company is becoming increasingly rare. A new study suggests that, in response, employers need to consider how they can help staff develop their careers. Employers need to rethink their approach to career management completely, according to the latest research by the Institute of Employment Studies. The new study finds that in fact there is little opportunity for individual career development in many large organisations. (example)____.The Institute of Employment Studies makes it clear that it is not good practice for companies to hand over career development to individual employees and then simply leave them to get on with it. (8) ____. So how should employers help their staff develop a career? Most employees have come to accept that career development is not always the same thing as upward promotion and a higher salary. (9) ____.They must also ensure that these opportunities are extended to all their staff and not just to selected individuals. Nick Bridges, who is Director of Human Resources Policy at the Bank of Eastern England, believes there is more talk than action in this area. (10) ____. One way, he believes, for companies to show how serious they are about individual learning is to make it an official part of company practice, as the Bank of Eastern England has done. (11)____. This document, he points out, has made the role of managers clear, and the company has also invested huge amounts of money educating managers so that they can then train their staff. Another company, British Chemicals, has contracted an independent organisation to help staff with confidential career advice. According to John Yates, the head of Individual Learning and Development at British Chemicals, there is an important role for outside agencies to play in the career management process. He adds that it is company policy for managers to give all staff ‘roadmaps’ which show possible career routes within the company structure. (12)____. This has worked especially well, he says, for staff who are used to depending on their line managers for guidance. Many large organisations now recognise that career development cannot be regarded in isolation, and must be part of an overall business strategy. Human Resources has a real role to play in building a strong workforce which meets a company’s long-term business needs and makes it more competitive.
A Its policy statement says that by 2006, eighty per cent of its staff will have a professional qualification. B His recommendations go even further than that, and he has called for a national debate on the issue of what should be regarded as a career in the future. C This change of attitude means employers need to place more emphasis on giving staff the chance to develop a range of skills through horizontal job moves. D It points out that employees need to know what the overall company vision is in order to achieve many of these. E The problem that often arises is that, while they are increasingly encouraged to manage their own careers, they are not provided with the knowledge and training to do this. F They are able to see that, contrary to expectations, jobs in different fields are similar, and they can also see how it is possible to cross over to other areas. G Its employees are no longer motivated by these factors alone, and the problem today is matching a person’s motivation with the right job. H He argues that while Human Resources managers are saying the way forward is through self-managed learning and self-development, they are still failing to provide adequate learning resources. I The main reasons for this, it concludes, are the recent cuts in the number of middle-management posts, and the changes that have taken place in the responsibilities of personnel departments.
5、Questions 8 – 12 ·Read the following text. ·Choose the best sentence from the list on page 52 to fill each of the gaps. ·For each gap 8 – 12 mark one letter A – I on your Answer Sheet. ·Do not mark any letter twice. The Cash-free Society Imagine a society in which cash no longer exists, Instead, “ cash ” is electronic, as in bank-card Systems. Currency and coin are abandoned.
____ example ____ . Theft of cash would become impossible. Bank robberies and cash-register robberies would simply cease to occur ____ ( 8 ) ____ . Purse snatchings would become a thing of the past. Urban streets would become safer ____ ( 9 ) ____ . Security costs and insurance rates would fall. Property values would rise. Neighbourhoods would improve.
Drug traffickers and their clients, burglars and receives of stolen property, arsonists for hire, and bribe-takers would no longer have the advantage of using untraceable currency. ____ ( 10 ) ____ These prosecutions, in turn, would inhibit further crimes.
In a society devoid of physical money, a change from cash to recorded electronic money would be accompanied by a flow of previously unpaid income-tax revenues running in the tens of billions of dollars. ____ (11) ____
Cash has been the root of much social and economic evil. ____ (12)____ Eighty percent of Americans regularly use credit cards. The development of a federal system to handle the country’s 300 billion annual cash transactions in the United States electronically is within reach.
Example: H.
A. A national electronic-money system would operate as a debit-card system. B. Retail shops in once dangerous areas could operate in safety. C. As a result, income tax rates could be lowered or the national debt reduced. D. The use of cash has diminished substantially since World War II. E. Attacks on shopkeepers, taxi drivers, and cashiers would all end. F. The emergence of electronic funds-transfer technology makes it possible to change the nature of money and to divorce it from evil. G. Almost every present-day cash transaction can be duplicated electronically. H. The immediate benefits would be profound and fundamental. I. Electronic “money” would leave incriminating trails of data, resulting in more arrests and convictions.
6、
PART TWO Questions 8-12 •Read the extract below from an article about the coffee industry. •Choose the best sentence from the list on the opposite page to fill each of the gaps. •For each gap 8-12, mark one letter (A-I)on your Answer Sheet. •Do not use any letter more than once. Coffee is worth approximately $50-60bn per annum in terms of world sales. It is a truly international commodity, and today more than 50 countries in the world grow coffee beans. (example) ______I_____. ICO organization helps coffee producers and promotes coffee conumption worldwide.ICO estimates that world production next year will reach 97.5 million bags.11.3 million bags higher than the current year. (8) ____________. As the largest producing country, Brazil is particularly important in the coffee world. In 1994 Brazil was responsible for 25% of world production, Colombia was next with 13.4%, Indonesia had 7.5%, Mexico 4.7%, Guatemala 3.8% and Ethiopia and Vietnam were equal with 3.4%.Coffee is a tough crop, and can be grown in areas where it is difficult or impossible to grow other crops. (9) However, disease is always problem for coffee production, as we can see in some parts of South America at the moment.ICO is active in educating farmers about avoiding disease and dealing with problems when they occur.The distribution chain varies from country to country, explains Pablo Dubois. In most countries the smaller farmers sell their crop to a local trader, who then sells it on to exporters. There are, however, other distribution systems. (10) ____________. Some countries, like Vietnam, have special government marketing organizations for coffee.Coffee prices often vary greatly from one year to the next. In 1997, for example, there was a large rise in the world price, which was immediately felt by the consumer. Rising prices always result in a drop in sales, which will have a bad effect on those developing countries, which are highly dependent on foreign exchange from coffee exports. (11)____________.In the opinion of Pablo Dubois, the biggest problem for his organisation is to create greater consumer awareness of the different varieties of coffee and different ways of preparing it. (12)____________. ICO is therefore concentrating its promotional activities on Russia and China. It is also encouraging environmentally friendly coffee production, and last year's seminar on coffee and the environment created a lot of interest.The future looks bright for the coffee industry. It is estimated that consumption over the next few years will continue to rise steadily. New markets like Eastern Europe and China are expected to develop fast.
A. As a result, the membership now represents 94% of all exporters and 60% of all importers. B. In some of these countries, this can amount to as much as 50% of all export earning. C. In North America, most consumers already have above average knowledge of the range available. D. For example, frost and wind are particularly damaging to coffee crops. E. Larger coffee growers, for example, frequently export directly. F. The main reason for this is higher Brazilian output as production recovers from weather damage to crops. G. It is cultivated in mountain regions which can only be reached by animal transport, and in other difficult areas where modern agricultural equipment cannot be used. H. This is because there is a demand for coffee in Germany, and it is also sold in the UK and in the US. I. This make the coffee industry fairly universal, according to Pablo Dubois, Head of the International Coffee Organisation (ICO), based in London.
7、 PART THREE Questions 13-20 Read the article below about stress management, and answer questions 13-20 on the opposite page.
A Lesson In Stress Management Demands placed on us at work can often lead to considerable worry and discomfort. There are, however, ways of protecting ourselves from the stress we face at work. We interviewed Jane Collard, a consultant in stress management.
1. In Jane Collard's opinion, stress is becoming an increasingly common feature of the workplace. Stress is a highly individual reaction, which varies considerably from person to person, and it is difficult for some employees to avoid it. Indeed, stress is regarded by many as part of the organizational culture of our institutions: it comes with the job. Recent figures indicate that time taken off work because of stress has increased by 500 per cent since the 1950s. Undoubtedly, changes in working conditions have led to greater pressure at work at all levels. With reductions in staffing, workloads for individual employees have increased. In addition, many employees are left worrying about the security of their jobs. 2. On the stress management courses that she runs, Jane Collard tries to make the trainees realise that stress in itself is not harmful. Everyone needs a certain level of stress to enable them to feel motivated and to perform effectively. A complete absence of stress can be as damaging as overstress, since it can make people lose interest in their work, and even lead to depression. The difficulties occur when the amount of stress rises above a level which is healthy for a particular individual. If this happens, the effects are very obvious and the trainees are taught to recognize the signs. Stress may be expressed physically, for example
2、根據(jù)下面資料，回答題 Buffet Zone Lucy Robertson starteD working at A．take-away fooD business to supplement her income during her student days at Edinburgh University．Several years later she haD bought the business anD now, 17 years on, she owns Grapevine Caterers, probably Scotland's leading independent caterers, with A．turnover of almost ε6m. She haD never planneD to own A．business, anD haD certainly never considereD A．career in catering．(0)...G However, her unplanneD career began in 1985, when she returneD to Edinburgh anD discovereD that the takeaway she haD workeD in was up for sale．On impulse, she bought it, but admits that at the time she knew nothing about catering．(8).....It was A．difficult time, but essential in terms of gaining the experience she needed．The late 1980s boom was gooD for business, with large numbers of office workers wanting takeaway fooD for their lunches．(9)....． "At one point there were 26 fooD outlets within A．5-kilometre radius," Robertson recalls, as the economy changeD anD the once packeD office blocks starteD to become vacant, it became clear that Robertson woulD neeD to diversify．(10)......It changeD the direction of the company for good. As Robertson began to win catering contracts, she decideD that the company woulD have to move to larger premises．In 1994, the move was made when she bought another catering business that already haD A．number of profitable contracts for boardroom lunches. Meanwhile, Robertson's main competitor, the oldest catering company in Edinburgh, was causing her some anxiety．"Customer loyally is not to be underestimated," she warns．But Robertson is not someone who is easily put off．(11).....．Partly as A．result of this, turnover doubled, anD having outgrown another site, Robertson bought A．city-centre location for the group's headquarters. By now, Grapevine's main competitor was A．new catering company calleD Towngates．Although Robertson trieD to raise enough money to buy Towngates, she diD not succeed．Then luck interveneD anD Towngates went bankrupt．(12)......Many accepteD anD the company's turnover went from ε700,000 to ε1.5 million almost overnight. However, the company's growth was not as smooth as it sounds in retrospect．Robertson admits, "We were close to the edge during the growth period．Like many under-capitalizeD companies trying to grow, it might easily have collapsed." But that, she feels, is the challenge of developing your own business. A．But there are plenty of similar contracts to be won in the east of ScotlanD before Robertson turns her attention elsewhere. B．Her way rounD this particular problem was to recruit the catering manager of the rival company. C．But this demanD was short-lived, anD before long, increasing competition made it harder to make A．profit. D "It was A．dramatiC．learning curve anD very small amounts of money were earneD at first," says Robertson． E．She decideD that the solution, since many companies requireD working lunches for meetings with clients, was to prepare anD deliver meals to business premises. F．On hearing this, Robertson immediately contacteD all of their clients anD offereD the services of Grapevine Caterers. G．Instead, she studieD accountancy after leaving university, anD A．steady if unspectacular professional path seemeD set. （8）應選
3、根據(jù)下面資料，回答題 Getting the Most out of Meetings One aspect of business life which many managers are unhappy with is the need to attend meetings. Research indicates that managers will spend between a third and a half of their working lives in meetings. Although most managers would agree that it is hard to think of an alternative to meetings, as a means of considering information and making collective decisions, their length and frequency can cause problems with the workload of even the best-organized executives. Meetings work best if they take place only when necessary and not as a matter of routine. One example of this is the discussion of personal or career matters between members of staff and their line and personnel managers. Another is during the early stages of a project when the team managing it needs to learn to understand and trust one another. Once it has been decided that a meeting is necessary, decisions need to be taken about who will attend and about the location and length of the meeting. People should only be invited to attend if they are directly involved in the matters under discussion and the agenda should be distributed well in advance. An agenda is vital because it acts as a road map to keep discussion focused and within the time limit allocated. This is also the responsibility of the person chairing the meeting, who should encourage those who say little to speak and stop those who have a great deal to say from talking too. much. At the end of a well organized meeting, people will feel that the meeting has been a success and be pleased they were invited. They will know not only what decisions were made but also the reasons for these decisions. Unfortunately, at the end of a badly organized meeting those present will leave feeling that they have wasted their time and that nothing worthwhile has been achieved. Much thought has been given over the years to ways of keeping meetings short. One man who has no intention of spending half his working life in meetings is Roland Winterson, chief executive of a large manufacturing company. He believes that meetings should be short, sharp and infrequent. "1 try to hold no more than two or three meetings a week, attended by a maximum of three people for no longer than half an hour," he says. "They are clearly aimed at achieving a specific objective, such as making a decision or planning a statement, and are based on careful preparation. I draw up the agenda for every meeting and circulate it in advance; those amending are expected to study it carefully and should be prepared to both ask and answer questions. Managers are best employed carrying out tasks directly connected with their jobs not attending endless meetings. In business, time is money and spending it in needless meetings that don't achieve anything can be very costly. Executives should follow the example of lawyers and put a cost on each hour of their time and then decide whether attending a long meeting really is the best way to spend their time." What do most managers think about meetings? A． Meetings take up most of their working life. B． Meetings allow them to monitor decision-making. C． Meetings prevent them from establishing a routine. D． Meetings are the only way they know of achieving certain objectives.
填空題 4、 Questions 8-12 ·Read the text below about career planning. ·Choose the best sentence from the list on the opposite page to fill each of the gaps. ·For each gap 8-12, mark one letter (A-I) on your Answer sheet. ·Do not use any letter more than once.
Career Planning For many employees, automatic promotion up the ranks of a company is becoming increasingly rare. A new study suggests that, in response, employers need to consider how they can help staff develop their careers. Employers need to rethink their approach to career management completely, according to the latest research by the Institute of Employment Studies. The new study finds that in fact there is little opportunity for individual career development in many large organisations. (example)____.The Institute of Employment Studies makes it clear that it is not good practice for companies to hand over career development to individual employees and then simply leave them to get on with it. (8) ____. So how should employers help their staff develop a career? Most employees have come to accept that career development is not always the same thing as upward promotion and a higher salary. (9) ____.They must also ensure that these opportunities are extended to all their staff and not just to selected individuals. Nick Bridges, who is Director of Human Resources Policy at the Bank of Eastern England, believes there is more talk than action in this area. (10) ____. One way, he believes, for companies to show how serious they are about individual learning is to make it an official part of company practice, as the Bank of Eastern England has done. (11)____. This document, he points out, has made the role of managers clear, and the company has also invested huge amounts of money educating managers so that they can then train their staff. Another company, British Chemicals, has contracted an independent organisation to help staff with confidential career advice. According to John Yates, the head of Individual Learning and Development at British Chemicals, there is an important role for outside agencies to play in the career management process. He adds that it is company policy for managers to give all staff ‘roadmaps’ which show possible career routes within the company structure. (12)____. This has worked especially well, he says, for staff who are used to depending on their line managers for guidance. Many large organisations now recognise that career development cannot be regarded in isolation, and must be part of an overall business strategy. Human Resources has a real role to play in building a strong workforce which meets a company’s long-term business needs and makes it more competitive.
A Its policy statement says that by 2006, eighty per cent of its staff will have a professional qualification. B His recommendations go even further than that, and he has called for a national debate on the issue of what should be regarded as a career in the future. C This change of attitude means employers need to place more emphasis on giving staff the chance to develop a range of skills through horizontal job moves. D It points out that employees need to know what the overall company vision is in order to achieve many of these. E The problem that often arises is that, while they are increasingly encouraged to manage their own careers, they are not provided with the knowledge and training to do this. F They are able to see that, contrary to expectations, jobs in different fields are similar, and they can also see how it is possible to cross over to other areas. G Its employees are no longer motivated by these factors alone, and the problem today is matching a person’s motivation with the right job. H He argues that while Human Resources managers are saying the way forward is through self-managed learning and self-development, they are still failing to provide adequate learning resources. I The main reasons for this, it concludes, are the recent cuts in the number of middle-management posts, and the changes that have taken place in the responsibilities of personnel departments.
5、Questions 8 – 12 ·Read the following text. ·Choose the best sentence from the list on page 52 to fill each of the gaps. ·For each gap 8 – 12 mark one letter A – I on your Answer Sheet. ·Do not mark any letter twice. The Cash-free Society Imagine a society in which cash no longer exists, Instead, “ cash ” is electronic, as in bank-card Systems. Currency and coin are abandoned.
____ example ____ . Theft of cash would become impossible. Bank robberies and cash-register robberies would simply cease to occur ____ ( 8 ) ____ . Purse snatchings would become a thing of the past. Urban streets would become safer ____ ( 9 ) ____ . Security costs and insurance rates would fall. Property values would rise. Neighbourhoods would improve.
Drug traffickers and their clients, burglars and receives of stolen property, arsonists for hire, and bribe-takers would no longer have the advantage of using untraceable currency. ____ ( 10 ) ____ These prosecutions, in turn, would inhibit further crimes.
In a society devoid of physical money, a change from cash to recorded electronic money would be accompanied by a flow of previously unpaid income-tax revenues running in the tens of billions of dollars. ____ (11) ____
Cash has been the root of much social and economic evil. ____ (12)____ Eighty percent of Americans regularly use credit cards. The development of a federal system to handle the country’s 300 billion annual cash transactions in the United States electronically is within reach.
Example: H.
A. A national electronic-money system would operate as a debit-card system. B. Retail shops in once dangerous areas could operate in safety. C. As a result, income tax rates could be lowered or the national debt reduced. D. The use of cash has diminished substantially since World War II. E. Attacks on shopkeepers, taxi drivers, and cashiers would all end. F. The emergence of electronic funds-transfer technology makes it possible to change the nature of money and to divorce it from evil. G. Almost every present-day cash transaction can be duplicated electronically. H. The immediate benefits would be profound and fundamental. I. Electronic “money” would leave incriminating trails of data, resulting in more arrests and convictions.
6、
PART TWO Questions 8-12 •Read the extract below from an article about the coffee industry. •Choose the best sentence from the list on the opposite page to fill each of the gaps. •For each gap 8-12, mark one letter (A-I)on your Answer Sheet. •Do not use any letter more than once. Coffee is worth approximately $50-60bn per annum in terms of world sales. It is a truly international commodity, and today more than 50 countries in the world grow coffee beans. (example) ______I_____. ICO organization helps coffee producers and promotes coffee conumption worldwide.ICO estimates that world production next year will reach 97.5 million bags.11.3 million bags higher than the current year. (8) ____________. As the largest producing country, Brazil is particularly important in the coffee world. In 1994 Brazil was responsible for 25% of world production, Colombia was next with 13.4%, Indonesia had 7.5%, Mexico 4.7%, Guatemala 3.8% and Ethiopia and Vietnam were equal with 3.4%.Coffee is a tough crop, and can be grown in areas where it is difficult or impossible to grow other crops. (9) However, disease is always problem for coffee production, as we can see in some parts of South America at the moment.ICO is active in educating farmers about avoiding disease and dealing with problems when they occur.The distribution chain varies from country to country, explains Pablo Dubois. In most countries the smaller farmers sell their crop to a local trader, who then sells it on to exporters. There are, however, other distribution systems. (10) ____________. Some countries, like Vietnam, have special government marketing organizations for coffee.Coffee prices often vary greatly from one year to the next. In 1997, for example, there was a large rise in the world price, which was immediately felt by the consumer. Rising prices always result in a drop in sales, which will have a bad effect on those developing countries, which are highly dependent on foreign exchange from coffee exports. (11)____________.In the opinion of Pablo Dubois, the biggest problem for his organisation is to create greater consumer awareness of the different varieties of coffee and different ways of preparing it. (12)____________. ICO is therefore concentrating its promotional activities on Russia and China. It is also encouraging environmentally friendly coffee production, and last year's seminar on coffee and the environment created a lot of interest.The future looks bright for the coffee industry. It is estimated that consumption over the next few years will continue to rise steadily. New markets like Eastern Europe and China are expected to develop fast.
A. As a result, the membership now represents 94% of all exporters and 60% of all importers. B. In some of these countries, this can amount to as much as 50% of all export earning. C. In North America, most consumers already have above average knowledge of the range available. D. For example, frost and wind are particularly damaging to coffee crops. E. Larger coffee growers, for example, frequently export directly. F. The main reason for this is higher Brazilian output as production recovers from weather damage to crops. G. It is cultivated in mountain regions which can only be reached by animal transport, and in other difficult areas where modern agricultural equipment cannot be used. H. This is because there is a demand for coffee in Germany, and it is also sold in the UK and in the US. I. This make the coffee industry fairly universal, according to Pablo Dubois, Head of the International Coffee Organisation (ICO), based in London.
7、 PART THREE Questions 13-20 Read the article below about stress management, and answer questions 13-20 on the opposite page.
A Lesson In Stress Management Demands placed on us at work can often lead to considerable worry and discomfort. There are, however, ways of protecting ourselves from the stress we face at work. We interviewed Jane Collard, a consultant in stress management.
1. In Jane Collard's opinion, stress is becoming an increasingly common feature of the workplace. Stress is a highly individual reaction, which varies considerably from person to person, and it is difficult for some employees to avoid it. Indeed, stress is regarded by many as part of the organizational culture of our institutions: it comes with the job. Recent figures indicate that time taken off work because of stress has increased by 500 per cent since the 1950s. Undoubtedly, changes in working conditions have led to greater pressure at work at all levels. With reductions in staffing, workloads for individual employees have increased. In addition, many employees are left worrying about the security of their jobs. 2. On the stress management courses that she runs, Jane Collard tries to make the trainees realise that stress in itself is not harmful. Everyone needs a certain level of stress to enable them to feel motivated and to perform effectively. A complete absence of stress can be as damaging as overstress, since it can make people lose interest in their work, and even lead to depression. The difficulties occur when the amount of stress rises above a level which is healthy for a particular individual. If this happens, the effects are very obvious and the trainees are taught to recognize the signs. Stress may be expressed physically, for example