Uint I. Basic listening practice 1. Script M: Do you see yourself as a leader or more of a team player? W: Well, it depends on the circumstances. I usually enjoy working as part of a team and helping everyone work together. But if the leadership is weak, I'm not afraid to take over in order to achieve the goal at hand Q What does the woman want to be? 2. Script W: Good morning, I have an appointment with Mr Davies at 1lo' clock M: Yes, he left a message for you saying he's terribly sorry but he's stuck in traffic and is running 15 minutes late. Please take a seat and he 'll be here as soon as possible. Would you like tea or coffee? Q: Where is the conversation probably taking place? 3. Script W: You dont happy. Did you get that promotion? M: No, they brought in some new guy. I'm not going to hang around for much longer, I cant assure Q: Why is the man unhappy? 4. Script W: Mr. Jones is a self-made millionaire. and I'm honored to have worked for him for the past thirty years as his accountant M: He must be pleased to have a loyal and faithful employee such as yourself. Q What is true of the woman W: Jane, we're considering you for the new office managers position. Weve been very d with your work M: Thank you very much. I've always enjoyed working here, and I would welcome an opportunity for more responsibility Q: Which of the following is true? Keys: 1.C2. B 3. A 4.B 5D
1 Uint4 II. Basic Listening Practice 1. Script M: Do you see yourself as a leader or more of a team player? W: Well, it depends on the circumstances. I usually enjoy working as part of a team and helping everyone work together. But if the leadership is weak, I’m not afraid to take over in order to achieve the goal at hand. Q: What does the woman want to be? 2. Script W: Good morning, I have an appointment with Mr. Davies at 11o’ clock. M: Yes, he left a message for you saying he’s terribly sorry but he’s stuck in traffic and is running 15 minutes late. Please take a seat and he’ll be here as soon as possible. Would you like tea or coffee? Q: Where is the conversation probably taking place? 3. Script W: You don’t happy. Did you get that promotion? M: No, they brought in some new guy. I’m not going to hang around for much longer, I can’t assure you. Q: Why is the man unhappy? 4. Script W: Mr. Jones is a self-made millionaire, and I’m honored to have worked for him for the past thirty years as his accountant. M: He must be pleased to have a loyal and faithful employee such as yourself. Q: What is true of the woman? 5. Script W: Jane, we’re considering you for the new office manager’s position. We’ve been very pleased with your work. M: Thank you very much. I’ve always enjoyed working here, and I would welcome an opportunity for more responsibility. Q: Which of the following is true? Keys: 1.C 2.B 3. A 4.B 5.D
II. Listening In Task1:You’ re fired Joan: Come in, come in Have a seat. Ah.uh.. I want you to know this is going to hurt me more than it will hurt you Carl: Yes. ma'am. But I'm not quite sure what you re talking about Joan: You're fired. That's what I 'm talking about Carl: I find that surprising, Miss Jackson. After all, I sold twenty-five percent more of our products than any other salesperson Joan: Look, I' m not here to argue. You're fired. Understand? Carl: I understand perfectly. I just wonder what's going to happen to the contract I've been arranging. It would be a shame to lose it: it could mean a lot of our company. And I' m the only one who knows the details Joan: No one is indispensable. Just clear out your desk, and thats the end of it. Do I make myself clear, Mr. Westlake? Carl: Crystal clear--apart from one small detail Joan: And what, pray tell, is that detail? Carl: I'm not mr. Westlake. I'm Carl Smith Joan: Well then, thats a d ifferent kettle of fish, Mr. Smith i know you ve bee n working late almost every night and coming in on Saturdays to get work done The company is very happy with your progress Carl: Thats good to know. I was beginning to think that I wasnt appreciated Joan: You're doing well. We have approved your first salary increas Carl: Thats great! Thank you! I'll certainly try to live up to the trust you have demonstrated in me with this raise in pay 1. Why is the man surprised at the being fired? 2. What is the second reason mentioned of the man to object to his being fired? 3. What mistake did the woman make? 4. What do you know about the man's work performance? 5. What does the man finally get? Keys: IC 2. B 3. D4.A5.A For Reference 1. I want you to know this is going to hurt me more than it will hurt you 2. Thats great! Thank you! I'll certainly try to live up to the trust you have demonstrated in me with this raise in pay
2 III. Listening In Task 1: You’re fired! Joan: Come in, come in. Have a seat. Ah…uh…I want you to know this is going to hurt me more than it will hurt you. Carl: Yes, ma’am. But I’m not quite sure what you’re talking about. Joan: You’re fired. That’s what I’m talking about. Carl: I find that surprising, Miss Jackson. After all, I sold twenty-five percent more of our productsthan any other salesperson. Joan: Look, I’m not here to argue. You’re fired. Understand? Carl: I understand perfectly. I just wonder what’s going to happen to the contract I’ve been arranging. It would be a shame to lose it; it could mean a lot of our company. And I’m the only one who knows the details. Joan: No one is indispensable. Just clear out your desk, and that’s the end of it. Do I make myself clear, Mr. Westlake? Carl: Crystal clear—apart from one small detail. Joan: And what, pray tell, is that detail? Carl: I’m not Mr. Westlake. I’m Carl Smith. Joan: Well then, that’s a different kettle of fish, Mr. Smith. I know you’ve bee n working late almost every night and coming in on Saturdays to get work done. The company is very happy with your progress. Carl: That’s good to know. I was beginning to think that I wasn’t appreciated. Joan: You’re doing well. We have approved your first salary increase. Carl: That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay. 1. Why is the man surprised at the being fired? 2. What is the second reason mentioned of the man to object to his being fired? 3. What mistake did the woman make? 4. What do you know about the man’s work performance? 5. What does the man finally get? Keys: 1C 2.B 3.D 4.A 5.A For Reference 1. I want you to know this is going to hurt me more than it will hurt you. 2. That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay
Task 2: SOHo Script The modern concept of small office and home office, or small and home office, often (S1)shorted to SOHO, is concerned with business that employ from one to ten workers. Also(S2) known as a virtual business, the soho has not evolved beyond the idea of an($3) independent business person who has a few support stall members Business(S4)enterprises that are large are often called Small and Medium-sized Enterprises Before the19th century and the(s5) spread of the industrial revolution around the globe, (S6) nearly all offices were small offices or home offices, with only a few exceptions. Most businesses were small, and (S7) so was the amount of paperwork that went with their business activities At the end of the 20th century and the beginning of the 2lst, the term"Small or Home Office"and(S8) the acronym SOHO have been used t to great extent by companies that sell products to large number of small business with a small-sized office Some products are often designed specifically for the SOHO market.($9)Many written and sold specifically for this type of office to tell people how to equip a small office. Nowadays many consultants, lawyers, and real estate agents in small and medium sized towns operate from such home offices (S10) In the field of software development, engineers often have to work 20 hours or more at a stretch. so they can hardly adapt to normal office hours. They often work in small offices to have more freedom Task3: The Role of Job descriptions Script People who dont understand what their employers expect them to do may be headed for one of the most common and yet most avoidable career traps. If your boss doesnt take the time to explain properly what you are expected to do in your position. Then keep asking questions until you know precisely what it is. Dont limit your questions to matter of everyday routine. Lee Colby, a management consultant based in Minneapolis, offers his advice. He says you can ask more significant questions like
3 Task 2: SOHO Script The modern concept of small office and home office, or small and home office, often (S1) shorted to SOHO, is concerned with business that employ from one to ten workers. Also (S2) known as a virtual business, the SOHO has not evolved beyond the idea of an (S3) independent business person who has a few support stall members. Business (S4) enterprises that are large are often called Small and Medium-sized Enterprises. Before the19th century and the (S5) spread of the industrial revolution around the globe, (S6) nearly all offices were small offices or home offices, with only a few exceptions. Most businesses were small, and (S7) so was the amount of paperwork that went with their business activities. At the end of the 20th century and the beginning of the 21st, the term “Small or Home Office” and (S8) the acronym SOHO have been used t to great extent by companies that sell products to large number of small business with a small-sized office. Some products are often designed specifically for the SOHO market. (S9) Many books are written and sold specifically for this type of office to tell people how to equip a small office. Nowadays many consultants, lawyers, and real estate agents in small and mediumsized towns operate from such home offices. (S10) In the field of software development, engineers often have to work 20 hours or more at a stretch, so they can hardly adapt to normal office hours. They often work in small offices to have more freedom. Task3: The Role of Job Descriptions Script People who don’t understand what their employers expect them to do may be headed for one of the most common and yet most avoidable career traps. If your boss doesn’t take the time to explain properly what you are expected to do in your position. Then keep asking questions until you know precisely what it is. Don’t limit your questions to matter of everyday routine. Lee Colby, a management consultant based in Minneapolis, offers his advice. He says you can ask more significant questions like
What are our departmwnt's goals? How does my work fit in with the overall objective of the company? That method helped Lisa James, an assistant manager at an electronics company When James was transferred to a new department seven years ago, she found herself not only working for the manager of qual ity control, but assisting three other managers. Because the job was both demanding and ill-defined, James had to put in ten-hour days as well as take work home. To clarify what was expected of her and what she hoped to get from her job in terms of career department, she drafted a list of goals in collaboration with her principal boss. The list proved so well though out that her boss used it as the basis for her annual performance reviews. Shortly afterwards she was given a raise for her efficient work If your boss is vague about what your goals should be, try this technique suggested by Atkin Simon, director of a Boston- based management-consulting firm: Read your position description, which most large firms provide, and ident ify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you ve chosen and ask if they accurately reflect what your boss considers important 1. If your boss does not describe your job responsibility clearly, what can you do? 2. What kind of questions can you ask about your job? 3. When James was transferred to a new department, how many managers did she have to work for? 5. How was her list of goals received? 9 4. With whom did James draft a list of goals? Keys: IB 2.D3. D4A5.C For Reference Read your position description and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you' ve chosen and ask if they accurately reflect what your boss considers important
4 “What are our departmwnt’s goals? How does my work fit in with the overall objective of the company?” That method helped Lisa James, an assistant manager at an electronics company. When James was transferred to a new department seven years ago, she found herself not only working for the manager of quality control, but assisting three other managers. Because the job was both demanding and ill-defined, James had to put in ten-hour days as well as take work home. To clarify what was expected of her and what she hoped to get from her job in terms of career department, she drafted a list of goals in collaboration with her principal boss. The list proved so well though out that her boss used it as the basis for her annual performance reviews. Shortly afterwards, she was given a raise for her efficient work. If your boss is vague about what your goals should be, try this technique suggested by Atkin Simon, director of a Boston-based management-consulting firm: Read your position description, which most large firms provide, and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important. 1. If your boss does not describe your job responsibility clearly, what can you do? 2. What kind of questions can you ask about your job? 3. When James was transferred to a new department, how many managers did she have to work for? 4. With whom did James draft a list of goals? 5. How was her list of goals received? Keys: 1B 2.D3. D 4.A 5.C For Reference Read your position description and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important
T. Speaking Out MODEL 1 Ive got to talk to Mrs Parker. Susan: Parker Electronics Susan speaking. How may I help you? Mrs Jones: This is William Jones of Sea-land Limited. I'm calling from Australia Would you please transfer me to Helen Parker. extensions 13? Susan Please hold, Mr Jones. I'll see if Mrs. Parker id available to take your call. I'm sorry, Mrs Parker is out of the office. Can anyone else assist Mrs. Jones: No. I've got to talk to Mrs. Parker. It's urgent. When will she be back? I'm afraid she is out for the whole day. May I take a message? Mrs. Jones: Tell her I must talk to her right away. Your last shipment was damaged Susan: Oh, what a pity. Is there a particular time you want her to call you? Mrs Jones: She can get in touch with me any time tomorrow at 613-2775-2940 Susan Let me repeat that back: Mr Jones of Sea-land, 613-2775-2940: call as soon as possible regard ing the damaged cargo. You can be reached all day tomorrow Mrs. Jones: The sooner the better. Those missing parts are holding up our production. usan I'lI give her the message, Mr Jones. She'll get back to you as soon as She can Mrs Jones: Thank you. Good-bye MODEL2 Something unex pected has come up Script Bob: hello Susan: Hello. it's Susan Smith from Parker Electronics Bob: Hi, Sue, Bob here. How is it going? What's on your mind day? Susan: I'm calling on behalf of my boss. Mrs. Helen Parker. She wants some of your in expensive late-model DVd player Bob:We have a good selection that should be right up your alley. Do you suppose we could arrange a meeting? Susan: She was hoping to get together with you this week, if possible. She wants to get going on this right away Bob: Let me check my schedule. Yes. I'm free as the breeze on friday
5 IV. Speaking Out MODEL 1 I’ve got to talk to Mrs. Parker. Susan: Parker Electronics Susan speaking. How may I help you? Mrs. Jones: This is William Jones of Sea-land Limited. I’m calling from Australia. Would you please transfer me to Helen Parker, extension513? Susan: Please hold, Mr. Jones. I’ll see if Mrs. Parker id available to take your call…I’m sorry, Mrs. Parker is out of the office. Can anyone else assist you? Mrs. Jones: No. I’ve got to talk to Mrs. Parker. It’s urgent. When will she be back? Susan: I’m afraid she is out for the whole day. May I take a message? Mrs. Jones: Tell her I must talk to her right away. Your last shipment was damaged. Susan: Oh, what a pity. Is there a particular time you want her to call you? Mrs. Jones: She can get in touch with me any time tomorrow at 613-2775-2940. Susan: Let me repeat that back: Mr. Jones of Sea-land, 613-2775-2940; call as soon as possible regarding the damaged cargo. You can be reached all day tomorrow. Mrs. Jones: The sooner the better. Those missing parts are holding up our production. Susan: I’ll give her the message, Mr. Jones. She’ll get back to you as soon as she can. Mrs. Jones: Thank you. Good-bye. MODEL2 Something unexpected has come up. Script Bob: Hello. Susan: Hello, it’s Susan Smith from Parker Electronics. Bob: Hi, Sue, Bob here. How is it going? What’s on your mind day? Susan: I’m calling on behalf of my boss, Mrs. Helen Parker. She wants some of your in expensive late-model DVD player. Bob: We have a good selection that should be right up your alley. Do you suppose we could arrange a meeting? Susan: She was hoping to get together with you this week, if possible. She wants to get going on this right away. Bob: Let me check my schedule. Yes, I’m free as the breeze on Friday