?For each question 31—40, write one word in CAPITAL LETTERS on your Answer Sheet.

INTERNET: A COST-EFFECTIVE WAY TO PROMOTE BUSINESS

The Internet is changing the way people shop and purchase goods. It has created a new market WITH great opportunities for people running a small home-business and gives them a big advantage over the typical retail establishment. Before, if a customer wanted to buy a stereo for example, they had to jump into their car, go to a (31) stores to see who has the best price, deal with the traffic and wait in long lines, then make the purchase. With the Internet, (32) is done right from the comfort of the consumer's home. They simply point & click. There is (33) limit to the amount of business that a web merchant can bring in from on-line sales and it can be done right from your home. You are not limited to state or national boundaries. The whole world is your customer base! Compared to say a local flower shop (34) is limited to only the customers within that general area.

The World Wide Web has created an avenue for individuals to set up shop and generate high profits (35) the expensive overhead costs of a brick and mortar storefront. It has given an opportunity for small businesses to give the appearance of a large, well-established company, which puts (36) on a level playing field to compete (37) the larger companies. It is a low-maintenance low-cost form. of advertising your products and services. To get set up with your own on-line store is extremely easy and inexpensive. In fact, it's the most cost-effective way to reach many thousands of buyers (38) the globe. Having a website is a must for (39) company doing business today to remain competitive and offer convenience to (40) customers. If you don’t have a website, chances are your competitors will, and they will make the sale.

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?For each question(31-40)，write one word in CAPITAL LETTERS on your Answer Sheet．

Internet：A Cost．effective Way to Promote Business

The Internet is changing the way people shop and purchase goods．It has created a new market with great opportunities for people running a small home-business and gives them a big edge over the typical retail establishment．Before．if a customer wanted to buy a stereo，for example，they had to jump into their car，go to a (31) stores to see who has the best price，deal with the traffic and wait in long lines，then make the purchase．With the Internet， (32) is done right from the comfort of the consumer's home．They simply point＆click．There is (33) limit to the amount of business that a web merchant can bring in from on-liue sales and it can be done right from your home．You are not 1imited to state or national boundaries．The whole World is your customer base!Compared to say a local flower shop (34) is limited to only the customers within that general area．The World Wide Web has created an avenue for individuals to set up shop and generate high profits (35) the expensive overhead costs of a brick and mortar storefront．It has given an opportunity for small businesses to present the appearance of a large，well-established company，which puts (36) on a level playing field to compete (37) the larger companies．It is a low-maintenance low-cost form. of advertising your products and services．To get and set up with your own on-line store is extremely easy and cheap．In fact，it's the most cost-effective way to reach many thousands of buyers (38) the globe．Having a website is a must for (39) company doing business today to remain competitive and offer convenience to (40) customers．If you don't have a website，chances are your competitors will，and they will make the sale．

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?For each question 31-40, write one word in CAPITAL LETTERS on your Answer Sheet.

Keep the Process Fair

Interviewers who allow first impressions to guide their questions can fall into a pattern that shifts the balance of the conversation only in ways that confirm the first impression, regardless (31) whether it is correct.

For example, an interviewer who is immediately impressed (32) a candidate starts chatting amiably, asks easy questions and allows the candidate to pontificate on what they would or should or could (33) in some future world when hired. The hiring manager or interview committee spends more time talking (34) listening; most of that talking is done in an effort to sell the candidate on the job, (35) screen his or her qualifications. The hiring manager or interviewing panel is left with a warm, fuzzy feeling about the candidate and high hopes (36) the future but with no real understanding of the skills and knowledge that the candidate would bring to the job, and no impressions to confirm (37) deny in the all-important reference-checking stage.

Worse yet, an interviewer who has a negative impression of a candidate often does (38) opposite, spending most of the interview disengaged or tearing the candidate apart through overly tough questions or a combative attitude.

To keep the interview fair, remember that (39) takes at least 10 minutes for a candidate to get past his or her own nervousness and for the hiring manager or interviewing committee to establish a flow of conversation. Suspending judgment at least until a rapport is established is the most effective way to begin to see candidates for (40) they truly bring to the table.

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?For each question 31—40, write one word in CAPITAL LETTERS on your Answer Sheet.

TRAINING ACROSS CULTURES

Cultural differences are an important factor when it comes to how and what managers should learn and from whom. Different cultural responses TO management education are particularly revealing.

Training (31) makes extensive use of case studies, business games, and management exercises such as role-plays, favors learning by doing rather than learning by lecture and reading. It indicated a preference (32) experiential or active learning rather than cognitive or reflective learning. It also reflects an inductive rather than deductive approach； cases or exercises are used to arrive at general principles or theories (the Anglo-Saxon approach) rather than starting with a theory or framework, (33) is then applied to a given situation (the approach in many countries in Europe). As a result, European managers may not always see the point of (34) of these exercises, and some complain (35) seminars conducted by US trainers are not sufficiently serious or theoretical. US managers, on the other hand, want training to be more concrete, practical and fun.

With each culture favoring different training and development practices, it may be difficult to integrate (36) into a coherent or consistent policy within an international organization. However, standardizing training methods may be important if the company needs to communicate specialized knowledge quickly (37) different units, (38) if the special quality of the company training programmers is regarded as a major source of attracting new recruits. On the (39) hand, multinational companies may. have a lot to gain from cross-fertilizing different approaches, and providing opportunities (40) training and development that appeal to people with different abilities, learning styles, educational backgrounds, and, of course, cultures. In fact, working with groups of managers from different countries often requires a mixed pedagogical approach, as well as the use of trainers or different nationalities.

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?For each question 31-40, write one word in CAPITAL LETTERS on your Answer Sheet,

Fooled by Flattery

Being swept along by their followers isn't the only form. of influence that leaders need to be wary of. Sometimes, follower influence takes the subtler and gentler form. of ingratiation. Must people learn very early in life that a good way to get people to like you (31) to show that you like them. Flattery, favors, and frequent compliments all tend to win people (32) Leaders, naturally, like those who like them and are more apt to let those they are fond of influence them.

F or their part, followers think that (33) on the boss's good side gives them some measure of job security. Indeed, a recent study indicated (34) successful ingratiators gained a 5% edge over other employees in performance evaluations. This kind of margin by (35) won't get someone ahead, but in a competitive market, it might (36) tip the scale toward one of two people up for a promotion.

Everyone loves a sincere compliment, but those who already think highly (37) themselves are most susceptible to flattery's charms. Gratuitous ingratiation can create a subtle shift in a leader's attitude toward power. Instead of viewing power as (38) to be used in the service of the organization, clients, and stakeholders, the leader treats it as a tool to further personal interests, sometimes at the expense of others in and outside the organization. (39) happens as a leader starts to truly believe his press and comes to feel more entitled (40) privileges than others.

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?For each question 31-40, write one word in CAPITAL LETTERS on your Answer Sheet.

How to Run a Meeting

Their appointment as committee chairman takes people in different ways. Some seize the opportunity to impose their Will on a group that they see themselves licensed to dominate. Others are more like scoutmasters, for (31) the collective activity of the group is satisfactory enough, with no need for achievement. And (32) are the insecure or lazy chairmen who look to the meeting for reassurance and support in their ineffectiveness and inactivity, (33) that they can spread the responsibility for their indecisiveness (34) the whole group.

But even the large majority who (35) not go to those extremes still feel a pleasurable tumescence of the ego when they take their place at the head of the table (36) the first time. The feeling is (37) sin: the sin is to indulge in it or to assume that the pleasure is shared by the other members of the meeting.

It is the chairman's self-indulgence that is the greatest single barrier to the success of a meeting. His first duty, then, is to be aware of the temptation and of the dangers of yielding (38) it. The clearest of the danger signals is hearing himself talking a lot during a discussion. There is, in fact, only (39) legitimate source of pleasure in chairmanship, and that is pleasure in the achievements of the meeting — and to be legitimate, it must be shared by all those present. Meetings are necessary for all sorts of basic and primitive human reasons, but they are useful only if they (40) seen by all present to be getting somewhere — and somewhere they know they could not have gotten to individually.

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&8226;For each question 31-40 write one word in CAPITAL LETTERS on your Answer Sheet.

How to make more of meetings

You should know what ends you want to achieve in a meeting before it starts and prepare for it by reading any papers circulated beforehand, and carefully thinking about (31) you want to say. This may sound rather boring, but solid preparation is the key to successful meetings. A great (32) of time and energy can be wasted through simple lack of planning.

The most important issues are not always given the most time in the general running of meetings. People are often unwilling (33) discuss important budgetary matters because they do not fully understand them, but (34) becomes an expert when it comes to discussing the colour of the new curtains, or what type of coffee to buy! The discussion of (35) trivial matters as these, therefore, should be saved until the end of the meeting.

During the meeting it is essential to stick to the agenda so (36) to avoid the common problem of repetition. At the same time you (37) to be sensitive to other people's ideas and feelings, and never lose your temper. Be prepared to accept (38) implement a suggestion that is contrary to (39) own ideas if it is an improvement on them; such honesty and flexibility are signs of good leadership and earn respect.

Finally, remember that when a decision is made it is important to act (40) it and to honour all the commitments you have made in the meeting.

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?For each question 31-40,write one word on your Answer Sheet.

"Slugging It Out In Japan" by Warren Cromartie with Robert Whiting

Rodansha International Press, Tokyo and New York, Y 3,000 (US $ 22,50) This book is the story of how Warren Cromartie, a 29-year-old African-American major league baseball-player from Mia- mi, made good in Japan. It is also a tale of how this good-natured, plain-spoken player came to eventually understand and like the Japanese and their way of life, of which "Cro" learned the meaning of being a team player in Japan, "a group person."

Someone once wrote that if white Americans wanted to understand the black experience in the US, they should try living in Japan," writes Cro, summing up the problem he faced, being non-Japanese first and foremost, and black second. He knew what he was writing (31)

Cro is a child of Liberty City, the tough ghetto of Miami, He (32) up in a broken home, with a stepbrother who (33) time in jail for armed robbery. Following in the footsteps of his neighbour Cassius Clay, Cro used his athletic skill as a ticket to a better world. Rising steadily in the baseball circuit, he had a success full seven years with the Montreal Expo team (34) there were a number of personality clashes with his coaches and some of the other players. Then in 1984, the Giants, Japan's premier team, offered Cro more money. (35) any American team would to join them. He went.

Soon Cro was stuck in a cramped apartment in Tokyo, photographers ever ready outside his door, his days composed of endless, exhausting practices and long, slow games where he would be (36) to taunts from the terraces.

More than any other Japanese team, the Giants put a premium (37) team harmony and mental training as well as the physical side of play. Young pitchers would be forced to throw fast- bells for hours before a big game. The same training films would be shown day-in, day-out. Coaches would repeat identical speeches before every game. (38) Cro and other foreigners were allowed some leniencey, their tolerance for that kind of treatment was much lower, and their attitudes were quite different. "If you smiled, someone would criticize you for not being serious enough," Cro says of Japan's sports press. "If you scowled, some writer would attack you for disrupting team harmony. God forbid fooling around."

Cro's six-season stint gradually taught him in the end to become a team player, winning praise not only for helping to boost the Giants standing in the league, but for becoming well attuned to Japanese mores and attitudes. Much to his own surprise, he felt the he had learned to .fit in , and the Japanese had learned to respect him. "I got the impression (39) now I has endured six years in Japan, taking everything that had been thrown my way, the Japanese has finally decided to adopt me." he writes.

"People back home have told me that I have a different attitude than I used to. Mind you, I'm still not the type of person to hold everything in. I express emotions. I moan, I'll still curse, which is something the Japanese never do but , living in Japan, I've tried to tone it down," say Cro. "Slugging It Out" nicely combines a treatise on personal growth and international understanding with amusing stories about a bevy of colourful characters. It (40) a keen insight into both the way the Japanese play baseball and the way they outsiders.

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?For each question 31-40, write one word in CAPITAL LETTERS on your Answer Sheet.

Premiums You Can Retrieve

For those who see term life insurance as a losing proposition, an old insurance product is back. Called Return of Premium (ROP) (31) Money-Back Term, these policies refund (32) penny paid in premiums if you outlive the 15-, 20-, or 30-year term of the policy.

The policies cost more -- perhaps 30% to 50% more for a 30-year policy -- than traditional term life. A healthy 35-year-old man might pay ＄550 annually for a basic ＄500,000, 30-year term policy, vs. ＄810 for one (33) the ROP feature. You can get policies for a shorter term, (34) they cost so much more that they are not advised. Then does an POP policy make sense? That depends on (35) answer to two questions: Would you earn more buying a cheaper term policy and investing the savings? Are you likely to cancel before the 30 (or however many) years are up?

In the example above, the ROP would cost ＄260 more each year than regular term insurance but (36) return ＄24,300 in premiums at the end of 30 years. That mounts (37) an annualized return of 6.6%, and it's tax-free because you're just getting back your own money, For someone looking for a conservative investment, (38) policy could make sense. But remember, you get that return only if you pay the premiums for the entire 30 years. If you drop the policy before, you'll get less, or perhaps nothing, in return (39) those higher premiums. A company generally counts on people dropping the policies -- in order to pay the money to those who (40) .

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?For each question 31—40, write one word in CAPITAL LETTERS on your Answer Sheet.

SMALL HIGH-TECH FIRMS

The problems of small high-tech firms have attracted a lot of attention recently. Research shows that many of these firms are built BY talented, creative scientists. Their owners have no trouble coming (31) with innovative products but they often can't build on their early success.

One reason (32) this is that they don't have much management expertise. Therefore, they are unable (33) develop the strategies which are necessary for their company's growth. They are (34) a rush to develop products, and don’t think enough (35) how to market them. When they do try to sell their products, they spend too much time trying to gain the trust of potential customers. Another mistake they make is to underprice their products so that they have no finance (36) future development.

Once the firms begin to grow, their owners underestimate the future costs of developing and marketing new products. Lack (37) financial planning is a major weakness of such companies. It is difficult for the high-tech firm to attract the right personnel because it cannot offer the same job security (38) a large organization. The high tech firm can get round some of these problems by developing a specialist image. It can aim (39) a particular segment of the market. Customers then start seeking (40) the firm, se its marketing costs are reduced. The only drawback is that it may take some time before customers accept the firm's new technology.

Enthusiasm, bright ideas, venture capital and technology are not enough to ensure success. Basic management skills—especially financial and marketing ones—are also vital.

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