BECWord下载.docx

BECWord下载.docx

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–8,makeoneletter（A,B,C,DorE）onyourAnswerSheet.

●Youwillneedtousesomeoftheselettersmorethanonce.

Example:

1Lackofself-confidencewillputyouatadisadvantageinanegotiation.

ABCDE

1Tryingtonegotiateisonlyworthwhileifthereistheprospectofsuccess.

2Thebestresultofnegotiationiswhenbothpartieshaveasenseofsatisfaction.

3Acceptingalowerfeemighthavebenefitsinthefuture.

4Itisimportanttoknowhowmuchotherpeoplearechargingforsimilarwork.

5Youshouldaskforafeeinexcessofwhatyouexpecttoget.

6Offertheotherpartyincentivestoagreetoyourfee.

7Otherpeople’sreactionstoyouareinfluencedbyyourbodylanguage.

8Itmaybecomeobviousthatyouhavecometoregretadealyouhavemade.

A

You’reindangerofsellingyourselfshortifyoudon’tknowwherethegoalpostsare,especiallywhenyou’renegotiatingwithanewclient.Researchthemarketandfindoutthegoingrate.Youcandothisbynetworkingcontactsortalkingtosmallbusinessadvisers.Alternatively,askthecompetition.Ofcourseyourrivalsmaynottellyou,butthere’snoharminasking.Anotherprerequisiteislearningtorecognizewhenthere’sscopefornegotiation,becausewithoutit,youcanwasteagreatdealoftimeandenergy.

B

Knowtheamountyouwouldreallylike,slightlyabovewhatyouthinktheywillofferandabovewhatyou’dbehappytosettlefor.Also,knowyourtrade-offs.Createawishlistofallthethingsyou’dliketoreceiveifyoulivedinaperfectworld.Thatway,iftheothersidewantyoutomovefromyourpreferredoropeningpositiononanissuetoapositionnearerthebottomline,youcanmoveinexchangeforsomethingfromyourwishlist.

C

Peoplewhoarenervousaboutnegotiatingovermoneyoftenletfeartellthemthey’renogoodatthesediscussionsandnotworththefee.Youliterallycan’taffordtheluxuryofasinglenegotiatingthought.Standupwhenmakingnegotiatingphonecalls:

itwillmakeyoufellmorepowerful.Ifyou’refacetoface,makesteadyeyecontact,keepyourheadupandyourhandsstill–theseallsuggestassertiveness,ratherthanaggressivenessorpassivity,andyou’llbesurprisedathowmuchthisaffectsthewaythatyoucomeacrossinthenegotiation.

D

Youhavetoknowthepricebelowwhichitwouldbeuneconomicalforyoutodoajob.Thiscouldvaryfromjobtojob-youmaybepreparedtodosomecheaperinthehopethatthey’llleadtobetterthings.Butdon’tbetalkedbelowyourbottomlineandendupworkingfornothing.Afterall,inthelongterm,there’slittlepointinagreeingtosomethingthatyou’renothappywith:

you’relikelytofeelresentful,andthismightevencomeacrossinyourbehaviour.

E

Whennegotiatingmoney,theremaybenon-financialfactorsyoucanthrowintothemix.Forexample,whynotsay,‘Ifyoupaymesuchandsuch,I’llincludeareportonthecompanyforyou’.Plantheseextrasbeforehand.Makesurethattheywon’ttakeforevertodo,butarethingsofvaluetotheotherside.Thisway,youcanachievetheidealoutcome:

youappeartoacceptcompromisewheninfactyou’vegoteverythingyouwanted,andthey’llthinktheygotthebetterofthedeal.

PARTTWO

Questions9–14

●Readthetextabouttrainingprogammes.

●Choosethebestsentencefromtheoppositepagetofilleachofthegaps.

●Foreachgap9–14,markoneletter（A-H）onyourAnswerSheet.

●Donotuseanylettermorethanonce.

●Thereisanexampleatthebeginning.（0）

REALTRAININGFORALL-ACTIONMANAGERS

Learningbydoingisfamiliartoeverymanagersentonatrainingcourse.Invariablythisinvolvesrole-playbasedonstudiesoflong-agotriumphsanddisastersfromarelevantindustryororganization.（0）_H_Theproblemis,anyexperienceofdecision-makinggainedfromrole-playhasoneobviousshortcoming:

itisnotreallife.

Totacklethisdilemma,someofthebest-knowncompanieshavesetuptheInternationalManagementDevelopmentConsortium,whichprovidesarangeofexecutivedevelopmentprogrammesforstaffmembers.（9）____Whatthismeansisthattheyinvolve‘actionlearning’throughreal-lifesituations,andparticipantsworkasproblem-solvingconsultantsonprojectswithincompaniesengagedinday-to-daybusiness.

（10）____Withinthistheyalsotaketrainingandrefreshercoursesintraditionalbusinessskillssuchasfinance,marketing,staffmanagementandstrategicplanning.Thesedisciplinesaretaughtbyamixofacademics,businesspeopleandseniormanagersfromConsortiumcompanieswhoalsomonitortheconsultancywork.

Morethan100oftheseconsultancyprojectshavebeenundertakensofar,andmanymorearetocome.（11）____Generally,thosewhochoosetoattendthecoursecomefromvariouscountries,reflectingthemulti-nationalnatureofcompanieswithintheConsortium.（12）____Asaresultofthiscross-culturalexchange,thepeopleonthecourselearnagreatdealfromeachother-andoftenkeepincontactonaprofessionallevellongaftertheendoftheircourse.

TheConsortiumsayslanguagedifficultiesarenotaproblemwhenconsultanciesareundertakenforforeigncompaniesonsite.Atranslatorisonhandtodealwithdifficultieswhicharisefromtechnicaltermsorjargon.

（13）____Thisisbecausetheyarenotchargedconsultancyfees,althoughanominalsumispayableforadministration.ThefundingfortheschemeisprovidedbyeachConsortiummemberwhocontributestothecostofrunningthetrainingcourses,andtheamountinvolvedisconsiderablylessthanfeeschargedbyleadingbusinessschools.（14）____‘itis,’saystheChairman,‘areallearningexperiencewithtechniquesthatcaneasilybeusedbackatwork..’

ABCDEFGH

ATheyarebeingofferedbycompanieswhoareawareofthebenefitsoftherangeofknowledgeofferedbythepeopleonthecourse.

BAswellasthesavings,therearealsothedividendsitpaysintheformofimprovedstaffperformance.

CThedifferencebetweentheseprogrammesandtheaverageexecutivecourse,however,isthatthesecoursesarebasedontheconceptof‘live’consultancy.

DInthisway,participantscanalsobenchmarkthemselvesagainstthebestmembersfromarangeofConsortiumcompanies.

EThismeansthatwithineverytraininggrouptherewillbeawidevarietyofexperience,whichisdiscussedandexploredbythegroup.

FTypically,groupsofuptosixcoursemembersundertakeprojectsaspartofthisdevelopmentprogramme.

GAnothermajoradvantageisthatthesecompaniesusuallygettheirproblemssolvedverycheaply.

HManagersaretypicallycastaskeyfiguresinthesedramas,thecomparisonsaremadelaterbetweenhowtheydealtwiththefictionalsituationandtheactualevent.

PARTTHREE

Questions15–20

●Readthefollowingarticleaboutbusinessschoolsandthequestionsontheoppositepage.

Foreachquestion15–20,markoneletter（A,B,CorD）onyourAnswerSheetfortheansweryouchoose.

Intermsofpurequantityofresearchanddebate,businessschoolshaveperformedamazinglyinpromotingmanagementasadistinctiveactivity.Nootherdisciplinehasproducedasmuchinsuchashortperiod.Itisunclearyethowmuchofitwillstandthetestoftime,butforsheerindustry,thebusinessschooldeservecredit.Notadaygoesbywithoutanotherwaveofresearchpapers,books,articles,andjournals.

Intheseterms,schoolshaveproducedagenerallyacceptedtheoreticalbasisformanagement.Whenitcomestoknowledgecreation,however,theyfindthemselvesindifficulties.Theyarecaughtbetweentheneedforacademicrigourandforreal-worldbusinessrelevance,whichtendtopullinoppositedirections.Thedesiretoestablishmanagementasacredibledisciplineleadstoresearchthatpanderstotraditionalacademiccriteria.Theproblemforbusinessschoolresearchersisthattheyseektheapprovaloftheiracademicpeersratherthanthebusinesscommunity.IntheUnitedStatesthishasledtothesortofgrand‘paperclipcounting’exercisesthatmeetdemandsforacademicrigourbutfailtoaddoneiotatotherealsumofhumanknowledge.

Businessschoolshavetoooftenallowedtheconstraintsoftheacademicworldtocloudtheirviewoftherealworld.Businessschoolresearchersseekprovabletheories–ratherthanhelpfultheories.Theyhavechampionedaprescriptiveapproachtomanagementbasedonanalysisand,morerecently,onfashionableideasthatsoondisappearintotheether.The‘onebestway’approachencouragesresearcherstomouldtheidiosyncrasiesofmanagerialrealityintotheirtightlydefinedmodelsofbehaviour.Figuresandstatisticsarefittedintolinearequationsandtidymodels.Economistsandothersocialscientistslabelthiscuresmoothing.Meanwhile,realitycontinuallyrefusestoco-operate.

Centraltothisisthetensionbetweenrelevanceandrigour.Inaperfectworld,therewouldbenoneedtochoosebetweenthetwo.Butinthebusinessschoolworld,theneedtosatisfyacademiccriteriaandbepublishedinjournalsoftentiltsthebalanceawayfromrelevance.Inotherwords,itisofteneasiertopursuequantifiableobjectivesthanitistoaddanythingusefultothedebateaboutmanagement.Toalargeextent,theentirebusinessschoolsystemworksagainstuseful,knowledge-creatingresearch.Academicshavefiveyearsinwhichtoprovethemselvesiftheyaretomaketheacademicgrade.Itseemslongenou