《现代大学英语听力3》Unit1 Business .docx

现代大学英语听力3 Unit1 Business Unit 11 Business 现代大学英语听力3听力原文及答案 Task 1 A. First, pay careful attention to dressyour appearance and be natural. Second, if it's a university applicationhave a clear idea of the subjects you wish to take and then of your possible career. And if it's a job interview, show that you're interested in the company itself before you actually get to the interview. Third, have at least one topic or hobby which you can really talk about, and show that you know a lot about. Fourth, dont tell lies or try to cover up when you don't know something. Fifth, be on time; allow plenty of time to make the journey and find where you are going; dont gush too much, keep to the point, and sound motivated for the job. B. 1) Because it shows that you're interested, and also its very flattering to the organization itself. 2) He wants to show the importance of having at least one topic or hobby which you can really talk about and you know a lot about at the job interview. 3) He thinks that Bruces son was just lucky, that the interview happened to be interested in model planes. 4) Id like a moment to think about that; I hadnt thought of that before. Edmund: What advice would you give a young person leaving school or university? So the aim is to have five Bruce: Oh that's right. Five. Edmund: Five things, five bits of advice that you would give. Would you like to? Bruce: Yeah, okay, I'll read mine out and see how many of them you have. “Pay careful attention to dress”appearance, you know, generally speaking at the interview. I think that is very important. Elizabeth: Yeah. I've got that as my number one as well. Edmund: Yes. Yes. I hadn't put that one, but I do agree with you. But I think there's also"You need to be yourself." Bruce: Yes. You mean natural, rather than putting on some sort of an act. Edmund: Yes. Yes. Bruce: I'd certainly agree with that. Edmund: It'd be very difficult to go through your working life living up to the image that you gave at your interview, if it isn't you. Bruce: Yeah. Yeah. Elizabeth: Right. Bruce: Yes. "Have a clear idea of the"if it's a university one"have a clear idea of the subjects you wish to take and then of your possible career." And if it's a job interview, "Show that you're interested in the company itself before you actually get to the interview." Edmund: Yes, find out a little about the organization, so you can make a comment. Bruce: Yeah. That mounts to the same thing really. Edmund: So, yes, it looks as if you're interested. And also it's very flattering to the organization. Bruce: Of course, indeed. Elizabeth: There always comes that moment when they say, "Well you know, Mr. Jones, that's the job as we see it. Would you like to ask us anything about it?" If you just sit there in absolute silence, you don't get the job. Bruce: That's it, exactly, yes. Third. "Have at least one topic or hobby which you can really talk about, and show that you know a lot about." 1 think that is important because, you know, if you get stuck, this is the sort of question which can be asked, and if you have no interests or hobbies or whatever you like to call them, then it shows you are a pretty dull sort of person. And t think it would go rather badly for you. Edmund: Yes. Bruce: Mm. I have one or two examples of that. My son went for an interview. He builds model planes. And in the course of the last few years he's become a real expert on them. So apparently, his interview lasted about thirty minutes and twenty-nine and a half were spent talking about model planes. Edmund: Did he get the job? Bruce: Oh yes, he got the position in university. So, it worked very well for him. Edmund: Yes, I'm sure there's an element of luckthat the interviewer was interested in model planes. Bruce: I don't think he was really lucky, no. I think he was trying to find out about thingshe was picking up information all the time. Edmund: Have you got any others? Bruce: Yes. "Don't tell lies." Elizabeth: Mm. That's a good one. Bruce: You're sure to be found out. And you know, it's something to avoid I would think. Edmund: Yes. I think, something to include in that one is not to try and cover up when you don't know something, which isn't quite the same as telling a lie. I've found in interviews that it's actually better to say, I'd like a moment to think about that; I hadn't thought of that before; or I'd like a minuteto digest the information and think of an answer. Bruce: And finally“Be on time." Edmund: Yes. Elizabeth: Yes. I've got that one, too. Edmund: Yes. I put "Do allow plenty of time to make the journey and find where you are going." Nerves, I think, can make you miss street signs. Bruce: Indeed, yes, That's true. Edmund: I've noticed that we've all been putting dos rather than don'ts. Elizabeth: Well I've got a don't here. Er, which is "Don't gush too much", which is like, you know, I think you can have, or be tempted to have a sort of verbal diarrhoea really. You know, in your interview, because you think the more I say the more they'll think I'mand I think there's a danger of saying too much as well as too little. Edmund: Yes. And "Keep to the point." Bruce: That's fight. Edmund: I mean gushing can include getting right away from the subject that you're meant to be talking about. Elizabeth: Right. Bruce: That's true enough that, yes. Edmund: So we could also sum up a lot of our points as being self-discipline. Bruce: Yes. Yes. I would agree with that, certainly. Have you any others? Elizabeth: Well no. I mean three of mine were exactly the same as yours. I put “Sound motivated for the job”, but that's pretty obvious really, isn't it? I mean we've included that anyway. They all fall into the same sort of general category really. Bruce: That's interesting, yeah. Task 2 A. 1) b) 2) a) 3) c) B. 1) Because they are up against some strong competition in the printing industry and a lot of small businesses are folding. If they dont get better technology now, they could very likely go under as well. 2) He thinks the changes will be costly, not only in equipment, but in training too. 3) He wonders whether all this new technology is really making their lives easier. It seems to him they have created a vicious circle. C.1) f 2) g 3) b 4) I 5) h 6) d 7) c 8) a 9) e Manager: Oh Kim! Do you have a minute? I'd like to discuss a few things with you. As you know sales have been falling off over the past few months and; between you and me, things aren't looking very good. Kim: Well. Manager: Look, before you say anything, I'm not pointing the finger at you. I know you've suggested several times that we need to go in for better equipment, if we're going to hold our own in the industry. And I have to go along with you now; it's time to bite the bullet and invest in some better technology. Kim: That's great news. I'm sure it's the right move. Manager: Well, as you've pointed out, we're up against some strong competition in the printing industry and a lot of small businesses are folding. If we don't jump on the bandwagon now, we could very likely go under as well. Kim: I agree, absolutely. The thing is, you have to be at the cutting edge of change, if you want to stay in business these days. Manager: That's for sure. You know, I've been putting off making the changes because I know it'll be costly, not only in equipment, but in training too. But the bottom line is if we don't spend money, we won't make any. Kim: That's very true. So when do you think we'll start the changeover? Manager: The sooner the better, I suppose. There're some big changes to make and I'm not really looking forward to them. You know, I wonder whether all this new technology is really making our lives easier. It seems to me we've created a vicious circle., Kim: What do you mean? Manager: Well, technology's supposed to have given us more time and freedom but it seems we've become slaves to technology. Kim: Mm. I hadn't thought of it that way. Manager: But then maybe I just don't like change. It's mind-boggling the way technology is changing! No sooner do I get my head around something new, than it changes again! Kim: Well, I know what you mean but I think we have to go with the flow, whether we like it or not. Manager: I suppose so. Well, I'd better get the ball rolling. I'll start making some phone calls now. Task 3 A. 1) exporting company, private employer 2) 86 hectares of land, 40 hectares, more than 80 soccer fields 3) media representative, commercial airplane factory 4) which operates 24 hours a day, seven days a week B. 1) These companies have all commissioned Boeing to make an airplane designed to fit their specific needs. 2) Because they need to bring everybody together to make this one Boeing, and because they can't exclude partners, otherwise the partners would take their business elsewhere. 3) It is an apparatus that resembles a giant spool, which holds the center of an aircraft and rotates. 4) It is the first supersonic jet to zoom over an airfield, slow to a stop in the air and land straight down like a helicopter. The world's largest indoor facility is owned by the USA's No.1 exporting company. It's Boeing Company, Washington, just outside Seattle. The manufacturer of commercial aircraft has been identified with the state of Washington for 85 years and is the state's largest private employer. Robin Ruthley visited the Boeing plant and has more on "Seattle's city within a city". The dimensions of the Boeing commercial aircraft factory are so vast. They are almost hard to imagine. The rectangular building sits on 86 hectares of land. The building alone takes up almost 40 hectares, or if you can imagine, more than 80 soccer fields. Inside, there are airplanes in various stages of production. Kenya Airways, Continental, Thai Airwayscompanies that have all commissioned Boeing to make an airplane designed to fit their specific needs. "All these parts come from all over the world and they arrive here and they are put together into one airplane. So amazing to watch it." Tom Ryan is Boeing's media representative for its commercial airplane factory. He says that because aviation is a global business, Boeing works with many international partners, who provide different services in the construction of the planes. "We work strongly with all our partners from all across the globe, whether they are over in the Far East or over in the UK or down under, because we need to bring everybody together to make this one Boeing really, because you can't exclude partners, otherwise they'll take their business elsewhere." Inside the factory, which operates 24 hours a day, seven days a week, employees get around on bicycles. There are named streets and the plant even has its own fire department. In the middle of the floor is an apparatus that resembles a giant spool, which holds the center of an aircraft and rotates, so workers can operate without having to stand on top of it. In Washington, DC recently, Boeing completed another first in the design of its latest military warplane. The X-32B Joint Strike Fighter is the first supersonic jet to zoom over an airfield, slow to a stop in the air and land straight down like a helicopter. The first vertical-landing aircraft is part of a competition that Boeing has entered for a Pentagon contract worth 200 billion dollars, the biggest Pentagon contract in history. Task 4 A. 1) b) 2) c) B.1) F 2) F 3) F 4) T C. 1) Her problem was this: Mr. Thomas organized the office work in a new and different way, and it was becoming more difficult for her to do her job. And she also felt that Mr. Thomas wasn't very clear about what she was supposed to do. 2) Because she had worked in the office for five years, and of course, she didn't want to lose her job because she couldn't get her job done. She also didn't want to quit her job because of the problems. She just wasn't content with the way the office was being run, and she needed to talk about it. 3) He realized that it was a work problem, and he needed to find out if the other people in the office were having problems, too. 4) Most managers do not want to hear people complain, and most employees are afraid to say what they feel. 5) He means a way to talk where people aren't afraid something will happen to them if they tell the truth. Hello everyone. Today our lecture is going to be about business management. Specifically, I'm going to talk a little about managers, what makes someone a good manager. Okay? Now first, I'll describe a work situation for you, and then I'll explain one important management technique. Okay, let's begin. First, let's consider an office situation in the United States. Let's say that we have a company called the ABC company, and there's a new manager named Mr. Thomas, who has just started working in one office of this company. Okay? A new manager on the job. One day, all employeelet's call her Linda Joneswent to talk to Mr. Thomas. She was having some problems with her work, and she wanted to talk to her manager about these problems. Her problem was this: Mr. Thomas organized the office work in a new and different way, and it was becoming more difficult for her to do her job. And she also felt that Mr. Thomas wasn't very clear about what she was supposed to do. She wanted to know more clearly, "What am I supposed to do? What do you expect of me?" All right, so let's think about this. Ms. Jones goes to Mr. Thomas to talk about the work situation. Now for most employees, asking a manager questions like this is hard. In this case, it was hard for Linda to talk to Mr. Thomas, but she felt she had to do it. She had worked in the office for five years, and of course, she didn't want to lose her job because she couldn't get her job done. She also didn't want to quit her job because of the problems. She just wasn't content with the way the office was being run, and she needed to talk about it. Now let's think about the manager's position. In this case, Mr. Thomas was very surprised when he first heard that she was having problems. He was surprised, and irritated. There was too much work to do, right? He didn't really want to deal with a personal problem. He didn't think this was a work problem, and he felt he was too busy to think about problems people might be having. But later, Mr. Thomas thought about what Linda said. He thought, "Aha, this is a work problem." And he realized he needed to find out from the other people in the office, from her co-workers, if they were having problems, too. All right, let's pause for a moment and look at what Mr. Thomas, as the manager, had to consider. First of all, a good manager understands that a hardworking, enthusiastic staff is very important. In fact, we could say it is