Tổng hợp topic Business (Advertising, Marketing, Media…) IELTS READING (PDF)

IMPLEMENTING THE CYCLE OF SUCCESS: A CASE STUDY

Within Australia, Australian Hotels Inc (AHI) operates nine hotels and employs over 2000 permanent full-time staff, 300 permanent part-time employees and 100 casual staff. One of its latest ventures, the Sydney Airport hotel (SAH), opened in March 1995. The hotel is the closest to Sydney Airport and is designed to provide the best available accommodation, food and beverage and meeting facilities in Sydney's southern suburbs. Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country's high labour-cost structure. In order to develop an economically viable hotel organisation model, AHI decided to implement some new policies and practices at SAH.

The first of the initiatives was an organisational structure with only three levels of management - compared to the traditional seven. Partly as a result of this change, there are 25 percent fewer management positions, enabling a significant saving. This change also has other implications. Communication, both up and down the organisation, has greatly improved. Decision-making has been forced down in many cases to front-line employees. As a result, guest requests are usually met without reference to a supervisor, improving both customer and employee satisfaction.

The hotel also recognised that it would need a different approach to selecting employees who would fit in with its new policies. In its advertisements, the hotel stated a preference for people with some 'service' experience in order to minimize traditional work practices being introduced into the hotel. Over 7000 applicants filled in application forms for the 120 jobs initially offered at SAH. The balance of the positions at the hotel (30 management and 40 shift leader positions) were predominantly filled by transfers from other AHI properties.

A series of tests and interviews were conducted with potential employees, which eventually left 280 applicants competing for the 120 advertised positions. After the final interview, potential recruits were divided into three categories. Category A was for applicants exhibiting strong leadership qualities, Category C was for applicants perceived to be followers, and Category B was for applicants with both leader and follower qualities. Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. Once suitable teams were formed, offers of employment were made to team members.

Another major initiative by SAH was to adopt a totally multi-skilled workforce. Although there may be some limitations with highly technical jobs such as cooking or maintenance, wherever possible, employees at SAH are able to work in a wide variety of positions. A multi-skilled workforce provides far greater management flexibility during peak and quiet times to transfer employees to needed positions. For example, when office staff are away on holidays during quiet periods of the year, employees in either food or beverage or housekeeping departments can temporarily The most crucial way, however, of improving the labour cost structure at SAH was to find better, more productive ways of providing customer service. SAH management concluded this would first require a process of 'benchmarking'. The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using teams made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH's ability to improve productivity and quality.

The front office team discovered through this project that a high proportion of AHI Club member reservations were incomplete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agreement. Reducing the number of incomplete reservations greatly improved guest perceptions of service.

In addition, a program modeled on an earlier project called 'Take Charge' was implemented. Essentially, Take Charge provides an effective feedback loop from both customers and employees. Customer comments, both positive and negative, are recorded by staff. These are collated regularly to identify opportunities for improvement. Just as importantly, employees are requested to note down their own suggestions for improvement. (AHI has set an expectation that employees will submit at least three suggestions for every one they receive from a customer.) Employee feedback is reviewed daily and suggestions are implemented within 48 hours, if possible, or a valid reason is given for non-implementation. If suggestions require analysis or data collection, the Take Charge team has 30 days in which to address the issue and come up with recommendations.

Although quantitative evidence of AHI's initiatives at SAH is limited at present, the anecdotal evidence clearly suggest that these practices are working. Indeed AHI is progressively rolling out these initiatives in other hotels in Australia, whilst numerous overseas visitors have come to see how the program works.

[This article has been adapted and condensed from the article by R. Carter (1996), 'Implementing the cycle of success: A case study of the Sheraton Pacific Division', Asia Pacific Journal of Human Resources, 34(3): 111-23. Names and other details have been changed and report findings may have been given a different emphasis from the original. We are grateful to the author and Asia Pacific Journal of Human Resources for allowing us to use the material in this way.]

Questions 1-5
Choose the appropriate letters A-D and write them in boxes 1-5 on your answer sheet.

1. The high costs of running AHI's hotels are related to their .......
A. management.
B. size.
C. staff.
D. policies.

2. SAH's new organisational structure requires .......
A. 75% of the old management positions.
B. 25% of the old management positions.
C. 25% more management positions.
D. 5% fewer management positions.

3. The SAH's approach to organisational structure required changing practices in .......
A. industrial relations.
B. firing staff.
C. hiring staff.
D. marketing.

4. The total number of jobs advertised at the SAH was ........
A. 70
B. 120
C. 170
D. 280

5. Categories A, B and C were used to select........
A. front office staff.
B. new teams.
C. department heads.
D. new managers.

Questions 6-13
Complete the following summary of the last four paragraphs of Reading Passage 38 using ONE OR TWO WORDS from the Reading Passage for each answer. Write your answers in boxes 6-13 on your answer sheet.

WHAT THEY DID AT SAH

Teams of employees were selected from different hotel departments to participate in a ...... (6) ....... exercise. The information collected was used to compare ...... (7) ...... processes which, in turn, led to the development of ...... (8) ...... that would be used to increase the hotel's capacity to improve ...... (9) ...... as well as quality. Also, an older program known as ...... (10) ...... was introduced at SAH. In this program,...... (11) ...... is sought from customers and staff. Wherever possible ..... (12) ...... .suggestions are implemented within 48 hours. Other suggestions are investigated for their feasibility for a period of up to ....... ( 13 ) ......

Green Wave Washes Over Mainstream Shopping

Research in Britain has shown that green consumers' continue to flourish as a significant group amongst shoppers. This suggests that politicians who claim environmentalism is yesterday's issue may be seriously misjudging the public mood.

A report from Mintel, the market research organisation, says that despite the recession and financial pressures, more people than ever want to buy environmentally friendly products and a 'green wave' has swept through consumerism, taking in people previously untouched by environmental concerns. The recently published report also predicts that the process will repeat itself with 'ethical' concerns, involving issues such as fair trade with the Third World and the social record of businesses. Companies will have to be more honest and open in response to this mood.

Mintel's survey, based on nearly 1,000 consumers, found that the proportion who look for green products and are prepared to pay more for them has climbed from 53 percent in 1990 to around 60 per cent in 1994. On average, they will pay 13 percent more for such products, although this percentage is higher among women, managerial and professional groups and those aged 35 to 44.

Between 1990 and 1994 the proportion of consumers claiming to be unaware of or unconcerned about green issues fell from 18 to 10 percent but the number of green spenders among older people and manual workers has risen substantially. Regions such as Scotland have also caught up with the south of England in their environmental concerns. According to Mintel, the image of green consumerism as associated in the past with the more eccentric members of society has virtually disappeared. The consumer research manager for Mintel, Angela Hughes, said it had become firmly established as a mainstream market. She explained that as far as the average person is concerned environmentalism has not gone off the boil'. In fact, it has spread across a much wider range of consumer groups, ages and occupations.

Mintel's 1994 survey found that 13 percent of consumers are 'very dark green', nearly always buying environmentally friendly products, 28 per cent are 'dark green', trying 'as far as possible' to buy such products, and 21 percent are 'pale green' - tending to buy green products if they see them. Another 26 per cent are 'armchair greens'; they said they care about environmental issues but their concern does not affect their spending habits. Only 10 percent say they do not care about green issues.

Four in ten people are 'ethical spenders', buying goods which do not, for example, involve dealings with oppressive regimes. This figure is the same as in 1990, although the number of 'armchair ethicals' has risen from 28 to 35 percent and only 22 percent say they are unconcerned now, against 30 per cent in 1990. Hughes claims that in the twenty-first century, consumers will be encouraged to think more about the entire history of the products and services they buy, including the policies of the companies that provide them and that this will require a greater degree of honesty with consumers.

Among green consumers, animal testing is the top issue - 48 percent said they would be deterred from buying a product it if had been tested on animals -followed by concerns regarding irresponsible selling, the ozone layer, river and sea pollution, forest destruction, recycling and factory farming. However, concern for specific issues is lower than in 1990, suggesting that many consumers feel that Government and business have taken on the environmental agenda.

Questions 1-6

Do the following statements agree with the claims of the writer of Reading Passage 1? In boxes 1-6 on your answer sheet, write:

YES if the statement agrees with the claims of the writer
NO if the statement contradicts the claims of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this
1. The research findings report commercial rather than political trends.
2. Being financially better off has made shoppers more sensitive to buying 'green'.
3. The majority of shoppers are prepared to pay more for the benefit of the environment according to the research findings.
4. Consumers' green shopping habits are influenced by Mintel's findings.
5. Mintel have limited their investigation to professional and managerial groups.
6. Mintel undertakes market surveys on an annual basis.

Questions 7-9
Choose the appropriate letters A-D and write them in boxes 7-9 on your answer sheet.

7. Politicians may have 'misjudged the public mood' because ...
A. they are pre-occupied with the recession and financial problems.

B. there is more widespread interest in the environment agenda than they anticipated.
C. consumer spending has increased significantly as a result of 'green' pressure.
D. shoppers are displeased with government policies on a range of issues.

8. What is Mintel?
A. an environmentalist group

B. a business survey organisation
C. an academic research team
D. a political organisation

9. A consumer expressing concern for environmental issues without actively supporting such principles is.....
A. an 'ethical spender'.
B. a 'very dark green' spender.
C. an 'armchair green'.
D. a 'pale green' spender.

Questions 10-13
Complete the summary using words from the box below. Write your answers in boxes 10-13 on your answer sheet.

NB There are more answers than spaces, so you will not use them all.

The Mintel report suggests that in future companies will be forced to practise greater ...... (10) ...... in their dealings because of the increased awareness amongst...... (11)...... of ethical issues. This prediction is supported by the growth in the number of ...... (12)...... identified in the most recent survey published. As a consequence, it is felt that companies will have to think more carefully about their ...... (13).......

environmental research

armchair ethicals

honesty and openness

environmentalists

ethical spenders

consumers

politicians

political beliefs

social awareness

financial

constraints

social record.

MEASURING ORGANIZATIONAL PERFORMANCE

There is clear-cut evidence that, for a period of at least one year, supervision, which increases the direct pressure for productivity can achieve significant increases in production. However, such short-term increases are obtained only at a substantial and serious cost to the organisation.

To what extent can a manager make an impressive earnings record over a short period of one to three years by exploiting the company’s investment in the human organisation in his plant or division? To what extent will the quality of his organisation suffer if he does so? The following is a description of an important study conducted by the Institute for Social Research designed to answer these questions.

The study covered 500 clerical employees in four parallel divisions. Each division was organised in exactly the same way, used the same technology, did exactly the same kind of work, and had employees of comparable aptitude.

Productivity in all four of the divisions depended on the number of clerks involved. The work entailed the processing of accounts and generating of invoices. Although the volume of work was considerable, the nature of the business was such that it could only be processed as it came along. Consequently, the only way in which productivity could be increased was to change the size of the workgroup.

The four divisions were assigned to two experimental programmes on a random basis. Each programme was assigned at random a division that had been historically high in productivity and a division that had been below average in productivity. No attempt was made to place a division in the programme that would best fit its habitual methods of supervision used by the manager, assistant managers, supervisors and assistant supervisors.

The experiment at the clerical level lasted for one year. Beforehand, several months were devoted to planning, and there was also a training period of approximately six months. Productivity was measured continuously and computed weekly throughout the year. The attitudes of employees and supervisory staff towards their work were measured just before and after the period.

Turning now to the heart of the study, in two divisions an attempt was made to change the supervision so that the decision levels were pushed down and detailed supervision of the workers reduced. More general supervision of the clerks and their supervisors was introduced. In addition, the managers, assistant managers, supervisors and assistant supervisors of these two divisions were trained in group methods of leadership, which they endeavoured to use as much as their skill would permit during the experimental year. For easy reference, the experimental changes in these two divisions will be labelled the ‘participative programme!

Result of the Experiment

In the other two divisions, by contrast, the programme called for modifying the supervision so as to increase the closeness of supervision and move the decision levels upwards. This will be labelled the ‘hierarchically controlled programme’. These changes were accomplished by a further extension of the scientific management approach. For example, one of the major changes made was to have the jobs timed and to have standard times computed. This showed that these divisions were overstaffed by about 30%. The general manager then ordered the managers of these two divisions to cut staff by 25%. This was done by transfers without replacing the persons who left; no one was to be dismissed.

Changes in Productivity
Figure 1 shows the changes in salary costs per unit of work, which reflect the change in productivity that occurred in the divisions. As will be observed, the hierarchically controlled programmes increased productivity by about 25%. This was a result of the direct orders from the general manager to reduce staff by that amount. Direct pressures produced a substantial increase in production.

A significant increase in productivity of 2O°/o was also achieved in the participative programme, but this was not as great an increase as in the hierarchically controlled programme. To bring about this improvement, the clerks themselves participated in the decision to reduce the size of the work group. (They were aware of course that productivity increases were sought by management in conducting these experiments.) Obviously, deciding to reduce the size of a work group by eliminating some of its members is probably one of the most difficult decisions for a work group to make. Yet the clerks made it. In fact, one division in the participative programme increased its productivity by about the same amount as each of the two divisions in the hierarchically controlled programme. The other participative division, which historically had been the poorest of all the divisions, did not do so well and increased productivity by only 15%.

Changes in Attitude
Although both programmes had similar effects on productivity, they had significantly different results in other respects. The productivity increases in the hierarchically controlled programme were accompanied by shifts in an adverse direction in such factors as loyalty, attitudes, interest, and involvement in the work. But just the opposite was true in the participative programme.

For example, Figure 2 shows that when more general supervision and increased participation were provided, the employees’ feeling of responsibility to see that the work got done increased. Again, when the supervisor was away, they kept on working. In the hierarchically controlled programme, however, the feeling of responsibility decreased, and when the supervisor was absent, work tended to stop.

As Figure 3 shows, the employees in the participative programme at the end of the year felt that their manager and assistant manager were ‘closer to them’ than at the beginning of the year. The opposite was true in the hierarchical programme. Moreover, as Figure 4 shows, employees in the participative programme felt that their supervisors were more likely to ‘pull’ for them, or for the company and them, and not be solely interested in the company, while in the hierarchically controlled programme, the opposite trend occurred.

Questions 28 - 30

Choose the appropriate letters A-D and write them in boxes 28-30 on your answer sheet.

28. The experiment was designed to …
A. establish whether increased productivity should be sought at any cost.
B. show that four divisions could use the same technology.
C. perfect a system for processing accounts.
D. exploit the human organisation of a company in order to increase profits.

29. The four divisions …
A. each employed a staff of 500 clerks.
B. each had equal levels of productivity.
C. had identical patterns of organisation.
D. were randomly chosen for the experiment.

30. Before the experiment …
A. the four divisions were carefully selected to suit a specific programme.
B. each division was told to reduce its level of productivity.
C. the staff involved spent a number of months preparing for the study.
D. the employees were questioned about their feelings towards the study.

Questions 31-36
Complete the summary below. Choose ONE word from Reading Passage 3 for each answer. Write your answers in boxes 31-36 on your answer sheet.

This experiment involved an organisation comprising four divisions, which were divided into two programmes: the hierarchically controlled programme and the participative programme. For a period of one year a different method of ……. 31 ……. was used in each programme. Throughout this time …….. 32 …….. was calculated on a weekly basis. During the course of the experiment, the following changes were made in an attempt to improve performance.
In the participative programme:

• supervision of all workers was ……. 33 …….
• supervisory staff were given training in …….. 34 …….

In the hierarchically controlled programme:

• supervision of all workers was increased.
• work groups were found to be .…… 35 …… by 30%.
• the workforce was .….. 36 …… by 25%.

Questions 37- 40
Look at Figures 1, 2, 3 and 4 in Reading Passage 3. Choose the most appropriate label, A—I, for each Figure from the box below. Write your answers in boxes 37- 40 on your answer sheet.

A. Employees’ interest in the company
B. Cost increases for the company
C. Changes in productivity
D. Employees’ feelings of responsibility towards completion of work
E. Changes in productivity when supervisor was absent
F. Employees’ opinion as to extent of personal support from management
G. Employees feel closer to their supervisors
H. Employees’ feelings towards increased supervision
I. Supervisors’ opinion as to closeness of work group

37. Fig 1…………………………
38. Fig 2…………………………
39. Fig 3…………………………
40. Fig 4…………………………

FIRST IMPRESSIONS COUNT

A. Traditionally uniforms were — and for some industries still are — manufactured to protect the worker. When they were first designed, it is also likely that all uniforms made symbolic sense - those for the military, for example, were originally intended to impress and even terrify the enemy; other uniforms denoted a hierarchy - chefs wore white because they worked with flour, but the main chef wore a black hat to show he supervised.

B. The last 30 years, however, have seen an increasing emphasis on their role in projecting the image of an organisation and in uniting the workforce into a homogeneous unit — particularly in ‘customer facing" industries, and especially in financial services and retailing. From uniforms and workwear has emerged ‘corporate clothing’. "The people you employ are your ambassadors," says Peter Griffin, managing director of a major retailer in the UK. "What they say, how they look, and how they behave is terribly important." The result is a new way of looking at corporate workwear. From being a simple means of identifying who is a member of staff, the uniform is emerging as a new channel of marketing communication.

C. Truly effective marketing through visual cues such as uniforms is a subtle art, however. Wittingly or unwittingly, how we look sends all sorts of powerful subliminal messages to other people. Dark colours give an aura of authority while lighter pastel shades suggest approachability. Certain dress style creates a sense of conservatism, others a sense of openness to new ideas. Neatness can suggest efficiency but, if it is overdone, it can spill over and indicate an obsession with power. "If the company is selling quality, then it must have quality uniforms. If it is selling style, its uniforms must be stylish. If it wants to appear innovative, everybody can’t look exactly the same. Subliminally we see all these things," says Lynn Elvy, a director of image consultants House of Colour.

D. But translating corporate philosophies into the right mix of colour, style, degree of branding and uniformity can be a fraught process. And it is not always successful. According to Company Clothing magazine, there are 1000 companies supplying the workwear and corporate clothing market. Of these, 22 account for 85% of total sales - £380 million in 1994.

E. A successful uniform needs to balance two key sets of needs. On the one hand, no uniform will work if staff feel uncomfortable or ugly. Giving the wearers a choice has become a key element in the way corporate clothing is introduced and managed. On the other, it is pointless if the look doesn’t express the business’s marketing strategy. The greatest challenge in this respect is time. When it comes to human perceptions, first impressions count. Customers will size up the way staff look in just a few seconds, and that few seconds will colour their attitudes from then on. Those few seconds can be so important that big companies are prepared to invest years, and millions of pounds, getting them right.

F. In addition, some uniform companies also offer rental services. "There will be an increasing specialisation in the marketplace," predicts Mr Blyth, Customer Services Manager of a large UK bank. The past two or three years have seen consolidation. Increasingly, the big suppliers are becoming ‘managing agents’, which means they offer a total service to put together the whole complex operation of a company’s corporate clothing package - which includes reliable sourcing, managing the inventory, budget control and distribution to either central locations or to each staff member individually. Huge investments have been made in new systems, information technology and amassing quality assurance accreditations.

G. Corporate clothing does have potentials for further growth. Some banks have yet to introduce a full corporate look; police forces are researching a completely new look for the 21st century. And many employees now welcome a company wardrobe. A recent survey of staff found that 90 per cent welcomed having clothing which reflected the corporate identity.

Questions 28-33

The passage First Impressions Count has seven paragraphs A—G. Which paragraphs discuss the following points? Write the appropriate letters A-G in boxes 28-33 on your answer sheet.

Example: the number of companies supplying the corporate clothing market. Answer: D

28. different types of purchasing agreement
29. the original purposes of uniforms
30. the popularity rating of staff uniforms
31. involving employees in the selection of a uniform
32. the changing significance of company uniforms
33. perceptions of different types of dress

Questions 34-40

Do the following statements agree with the views of the writer of the passage? In boxes 34-40 on your answer sheet write

YES if the statement agrees with the writer’s views
NO if the statement contradicts the writer’s views
NOT GIVEN if it is impossible to say what the writer thinks about this
34. Uniforms were more carefully made in the past than they are today.
35. Uniforms make employees feel part of a team.
36. Using uniforms as a marketing tool requires great care.
37. Being too smart could have a negative impact on customers.
38. Most businesses that supply company clothing are successful.
39. Uniforms are best selected by marketing consultants.
40. Clothing companies are planning to offer financial services in the future.

Micro-Enterprise Credit for Street Youth

"I am from a large, poor family and for many years we have done without breakfast. Ever since I joined the Street Kids International program I have been able to buy my family sugar and buns for breakfast. I have also bought myself decent second-hand clothes and shoes."
Doreen Soko

"We’ve had business experience. Now I’m confident to expand what we’ve been doing. I’ve learnt cash management, and the way of keeping money so we save for re-investment. Now business is a part of our lives. As well, we didn’t know each other before – now we’ve made new friends."
Fan Kaoma
Participants in the Youth Skills Enterprise Initiative Program, Zambia

Introduction
Although small-scale business training and credit programs have become more common throughout the world, relatively little attention has been paid to the need to direct such opportunities to young people. Even less attention has been paid to children living on the street or in difficult circumstances.

Over the past nine years, Street Kids International (S.K.I.) has been working with partner organisations in Africa, Latin America and India to support the economic lives of street children. The purpose of this paper is to share some of the lessons S.K.I. and our partners have learned.

Background
Typically, children do not end up on the streets due to a single cause, but to a combination of factors: a dearth of adequately funded schools, the demand for income at home, family breakdown and violence. The street may be attractive to children as a place to find adventurous play and money. However, it is also a place where some children are exposed, with little or no protection, to exploitative employment, urban crime, and abuse.

Children who work on the streets are generally involved in unskilled, labour-intensive tasks which require long hours, such as shining shoes, carrying goods, guarding or washing cars, and informal tracing. Some may also earn income through begging, or through theft and illegal activities. At the same time, there are street children who take pride in supporting themselves and their families and who often enjoy their work. Many children may choose entrepreneurship because it allows them a degree of independence, is less exploitative than many forms of paid employment, and is flexible enough to allow them to participate in other activities such as education and domestic tasks.

Street Business Partnerships
S.K.I. has worked with partner organisations in Latin America, Africa and India to develop innovative opportunities for street children to earn income.

• The S.K.I. Bicycle Courler Service first started in the Sudan. Participants in this enterprise were supplied with bicycles, which they used to deliver parcels and messages, and which they were required to pay for gradually from their wages. A similar program was taken up in Bangalore, India.
• Another successful project, The Shoe Shine Collective, was a partnership program with the Y.W.C.A. in the Dominican Republic. In this project, participants were lent money to purchase shoe shine boxes. They were also given a sale place to store their equipment and facilities for individual savings plans.
• The Youth Skills Enterprise initiative in Zambia is a joint program with the Red Cross Society and the Y.W.C.A. Street youths are supported to start their own small business through business training, life skills training and access to credit.

Lessons learned
The following lessons have emerged from the programs that S.K.I. and partner organisations have created.

• Being an entrepreneur is not for everyone, nor for every street child. Ideally, potential participants will have been involved in the organisation’s programs for at least six months, and trust and relationship building will have already been established.
• The involvement of the participants has been essential to the development of relevant programs. When children have had a major role in determining procedures, they are more likely to abide by and enforce them.
• It is critical for all loans to be linked to training programs that include the development of basic business and life skills.
• There are tremendous advantages to involving parents or guardians in the program, where such relationships exits. Home visits allow staff the opportunity to know where the participants live, and to understand more about each individual’s situation.
• Small loans are provided initially for purchasing fixed assets such as bicycles, shoe shine kits and basic building materials for a market stall. As the entrepreneurs gain experience, the enterprises can be gradually expanded and consideration can be given to increasing loan amounts. The loan amounts in S.K.I. programs have generally ranged from US$90-$100.
• All S.K.I. programs have charged interest on the loans, primarily to get the entrepreneurs used to the concept of paying interest on borrowed money. Generally, the rates have been modest (lower than bank rates)

Conclusion
There is a need to recognise the importance of access to credit for impoverished young people seeking to fulfill economic needs. The provision of small loans to support the entrepreneurial dreams and ambitions of youth can be an effective means to help them change their lives. However, we believe that credit must be extended in association with other types of support that help participants develop critical skills as well as productive businesses.

Questions 1-4
Choose the correct letter, A, B, C or D. Write your answers in boxes 1-4 on your answer sheet.

1. The quotations in the box at the beginning of the article
A. exemplify the effects of S.K.I.
B. explain why S.K.I. was set up.
C. outline the problems of street children.
D. highlight the benefits to society of S.K.I.

2. The main purpose of S.K.I. is to
A. draw the attention of governments to the problem of street children.
B. provide schools and social support for street children.

C. encourage the public to give money to street children.
D. give business training and loans to street children.

3. Which of the following is mentioned by the writer as a reason why children end up living on the streets?
A. unemployment
B. war
C. poverty
D. crime

4. In order to become more independent, street children may
A. reject paid employment.
B. leave their families.
C. set up their own business.
D. employ other children.

Questions 5-8
Complete the table below. Choose NO MORE THAN THREE WORDS from Reading Passage 1 for each answer. Write your answers in boxes 5-8 on your answer sheet.

Questions 9-12
Do the following statements agree with the claims of the writer in Reading Passage 1? In boxes 9-12 on your answer sheet, write:

YES if the statement agrees with the claims of the writer
NO if the statement contradicts the claims of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this

9. Any street child can set up their own small business if given enough support.
10. In some cases, the families of street children may need financial support from S.K.I.
11. Only one fixed loan should be given to each child.
12. The children have to pay back slightly more money than they borrowed.

Questions 13
Choose the correct letter, A, B, C or D. Write your answer in box 13 on your answer sheet.

The writers conclude that money should only be lent to street children

A. as part of a wider program of aid.
B. for programs that are not too ambitious.
C. when programs are supported by local businesses.
D. if the projects planned are realistic and useful.

BAKELITE
The birth of modern plastics

In 1907, Leo Hendrick Baekeland, a Belgian scientist working in New York, discovered and patented a revolutionary new synthetic material. His invention, which he named ‘Bakelite’, was of enormous technological importance, and effectively launched the modern plastics industry.

The term ‘plastic’ comes from the Greek plassein, meaning ‘to mould’. Some plastics are derived from natural sources, some are semi-synthetic (the result of chemical action on a natural substance), and some are entirely synthetic, that is, chemically engineered from the constituents of coal or oil. Some are ‘thermoplastic’, which means that, like candlewax, they melt when heated and can then be reshaped. Others are ‘thermosetting’: like eggs, they cannot revert to their original viscous state, and their shape is thus fixed for ever., Bakelite had the distinction of being the first totally synthetic thermosetting plastic.

The history of today’s plastics begins with the discovery of a series of semi-synthetic thermoplastic materials in the mid-nineteenth century. The impetus behind the development of these early plastics was generated by a number of factors – immense technological progress in the domain of chemistry, coupled with wider cultural changes, and the pragmatic need to find acceptable substitutes for dwindling supplies of ‘luxury’ materials such as tortoiseshell and ivory.

Baekeland’s interest in plastics began in 1885 when, as a young chemistry student in Belgium, he embarked on research into phenolic resins, the group of sticky substances produced when phenol (carbolic acid) combines with an aldehyde (a volatile fluid similar to alcohol). He soon abandoned the subject, however, only returning to it some years later. By 1905 he was a wealthy New Yorker, having recently made his fortune with the invention of a new photographic paper. While Baekeland had been busily amassing dollars, some advances had been made in the development of plastics. The years 1899 and 1900 had seen the patenting of the first semi-synthetic thermosetting material that could be manufactured on an industrial scale. In purely scientific terms, Baekeland’s major contribution to the field is not so much the actual discovery of the material to which he gave his name, but rather the method by which a reaction between phenol and formaldehyde could be controlled, thus making possible its preparation on a commercial basis. On 13 July 1907, Baekeland took out his famous patent describing this preparation, the essential features of which are still in use today.

The original patent outlined a three-stage process, in which phenol and formaldehyde (from wood or coal) were initially combined under vacuum inside a large egg-shaped kettle. The result was a resin known as Novalak, which became soluble and malleable when heated. The resin was allowed to cool in shallow trays until it hardened, and then broken up and ground into powder. Other substances were then introduced: including fillers, such as woodflour, asbestos or cotton, which increase strength and. moisture resistance, catalysts (substances to speed up the reaction between two chemicals without joining to either) and hexa, a compound of ammonia and formaldehyde which supplied the additional formaldehyde necessary to form a thermosetting resin. This resin was then left to cool and harden, and ground up a second time. The resulting granular powder was raw Bakelite, ready to be made into a vast range of manufactured objects. In the last stage, the heated Bakelite was poured into a hollow mould of the required shape and subjected to extreme heat and pressure; thereby ‘setting’ its form for life.

The design of Bakelite objects, everything from earrings to television sets, was governed to a large extent by the technical requirements of the moulding process. The object could not be designed so that it was locked into the mould and therefore difficult to extract. A common general rule was that objects should taper towards the deepest part of the mould, and if necessary the product was moulded in separate pieces. Moulds had to be carefully designed so that the molten Bakelite would flow evenly and completely into the mould. Sharp corners proved impractical and were thus avoided, giving rise to the smooth, ‘streamlined’ style popular in the 1930s. The thickness of the walls of the mould was also crucial: thick walls took longer to cool and harden, a factor which had to be considered by the designer in order to make the most efficient use of machines.

Baekeland’s invention, although treated with disdain in its early years, went on to enjoy an unparalleled popularity which lasted throughout the first half of the twentieth century. It became the wonder product of the new world of industrial expansion – ‘the material of a thousand uses’. Being both non-porous and heat-resistant, Bakelite kitchen goods were promoted as being germ-free and sterilisable. Electrical manufacturers seized on its insulating: properties, and consumers everywhere relished its dazzling array of shades, delighted that they were now, at last, no longer restricted to the wood tones and drab browns of the prepfastic era. It then fell from favour again during the 1950s, and was despised and destroyed in vast quantities. Recently, however, it has been experiencing something of a renaissance, with renewed demand for original Bakelite objects in the collectors’ marketplace, and museums, societies and dedicated individuals once again appreciating the style and originality of this innovative material.

Questions 1-3
Complete the summary. Choose ONE WORD ONLY from the passage for each answer. Write your answers in boxes 1-3 on your answer sheet.

Some plastics behave in a similar way to 1 ……………. in that they melt under heat and can be moulded into new forms. Bakelite was unique because it was the first material to be both entirely 2……………… in origin, and thermosetting.
There were several reasons for the research into plastics in the nineteenth century, among them the great advances that had been made in the field of 3 …………………… and the search for alternatives to natural resources like ivory.

Questions 4-8
Complete the flow-chart. Choose ONE WORD ONLY from the passage for each answer. Write your answers in boxes 4-8 on your answer sheet.

Questions 9-10
Choose two letters A-E. Write your answers in boxes 9 and 10 on your answer sheet.
NB. Your answers may be given in either order.

Which TWO of the following factors influencing the design of Bakelite objects are mentioned in the text?

A. the function which the object would serve
B. the ease with which the resin could fill the mould
C. the facility with which the object could be removed from the mould
D. the limitations of the materials used to manufacture the mould
E. the fashionable styles of the period

Questions 11-13
Do the following statements agree with the information given in Reading Passage 1? In boxes 11-13 on your answer sheet, write:

TRUE if the statement agrees with the information
FALSE if the statement contradicts the information
NOT GIVEN if there is no information on this

11. Modern-day plastic preparation is based on the same principles as that patented in 1907.
12. Bakelite was immediately welcomed as a practical and versatile material.
13. Bakelite was only available in a limited range of colours.

Delivering the Goods

The vast expansion in international trade owes much to a revolution in the business of moving freight.

A. International trade is growing at a startling pace. While the global economy has been expanding at a bit over 3% a year, the volume of trade has been rising at a compound annual rate of about twice that. Foreign products, from meat to machinery, play a more important role in almost every economy in the world, and foreign markets now tempt businesses that never much worried about sales beyond their nation's borders.

B. What lies behind this explosion in international commerce? The general worldwide decline in trade barriers, such as customs duties and import quotas, is surely one explanation. The economic opening of countries that have traditionally been minor players is another. But one force behind the import-export boom has passed all but unnoticed: the rapidly falling cost of getting goods to market. Theoretically, in the world of trade, shipping costs do not matter. Goods, once they have been made, are assumed to move instantly and at no cost from place to place. The real world, however, is full of frictions. Cheap labour may make Chinese clothing competitive in America, but if delays in shipment tie up working capital and cause winter coats to arrive in spring, trade may lose its advantages.

C. At the turn of the 20th century, agriculture and manufacturing were the two most important sectors almost everywhere, accounting for about 70% of total output in Germany, Italy and France, and 40-50% in America, Britain and Japan. International commerce was therefore dominated by raw materials, such as wheat, wood and iron ore, or processed commodities, such as meat and steel. But these sorts of products are heavy and bulky and the cost of transporting them relatively high.

D. Countries still trade disproportionately with their geographic neighbours. Over time, however, world output has shifted into goods whose worth is unrelated to their size and weight. Today, it is finished manufactured products that dominate the flow of trade, and, thanks to technological advances such as lightweight components, manufactured goods themselves have tended to become lighter and less bulky. As a result, less transportation is required for every dollar's worth of imports or exports.

E. To see how this influences trade, consider the business of making disk drives for computers. Most of the world's disk-drive manufacturing is concentrated in South-east Asia. This is possible only because disk drives, while valuable, are small and light and so cost little to ship. Computer manufacturers in Japan or Texas will not face hugely bigger freight bills if they import drives from Singapore rather than purchasing them on the domestic market. Distance, therefore, poses no obstacle to the globalisation of the disk-drive industry.

F. This is even more true of the fast-growing information industries. Films and compact discs cost little to transport, even by aeroplane. Computer software can be 'exported' without ever loading it onto a ship, simply by transmitting it over telephone lines from one country to another, so freight rates and cargo-handling schedules become insignificant factors in deciding where to make the product. Businesses can locate based on other considerations, such as the availability of labour, while worrying less about the cost of delivering their output.

G. In many countries deregulation has helped to drive the process along. But, behind the scenes, a series of technological innovations known broadly as containerisation and inter-modal transportation has led to swift productivity improvements in cargo-handling. Forty years ago, the process of exporting or importing involved a great many stages of handling, which risked portions of the shipment being damaged or stolen along the way. The invention of the container crane made it possible to load and unload containers without capsizing the ship and the adoption of standard container sizes allowed almost any box to be transported on any ship. By 1967, dual-purpose ships, carrying loose cargo in the hold* and containers on the deck, were giving way to all-container vessels that moved thousands of boxes at a time.

H. The shipping container transformed ocean shipping into a highly efficient, intensely competitive business. But getting the cargo to and from the dock was a different story. National governments, by and large, kept a much firmer hand on truck and railroad tariffs than on charges for ocean freight. This started changing, however, in the mid-1970s, when America began to deregulate its transportation industry. First airlines, then road hauliers and railways, were freed from restrictions on what they could carry, where they could haul it and se what price they could charge. Big productivity gains resulted. Between 1985 and 1996, for example, America's freight railways dramatically reduced their employment, trackage, and their fleets of locomotives - while increasing the amount of cargo they hauled. Europe's railways have also shown marked, albeit smaller, productivity improvements.

I. In America the period of huge productivity gains in transportation may be almost over, but in most countries, the process still has far to go. State ownership of railways and airlines, regulation of freight rates and toleration of anti-competitive practices, such as cargo-handling monopolies, all keep the cost of shipping unnecessarily high and deter international trade. Bringing these barriers down would help the world's economies grow even closer.

*hold: ship's storage area below deck

Questions 14-17
Reading Passage 2 has nine paragraphs, A-I. Write the correct letter A-I in boxes 14-17 on your answer sheet.
Which paragraph contains the following information?

14. a suggestion for improving trade in the future  
15. the effects of the introduction of electronic delivery
16. the similar cost involved in transporting a product from abroad or from a local supplier
17. the weakening relationship between the value of goods and the cost of their delivery

Questions 18-22
Do the following statements agree with the information given in Reading Passage 2? In boxes 18-22 on your answer sheet, write:

TRUE if the statement agrees with the information
FALSE if the statement contradicts the information
NOT GIVEN if there is no information on this

18. International trade is increasing at a greater rate than the world economy.
19. Cheap labour guarantees effective trade conditions.
20. Japan imports more meat and steel than France.
21. Most countries continue to prefer to trade with nearby nations.
22. Small computer components are manufactured in Germany.

Questions 23-26
Complete the summary using the list of words, A-K, below. Write the correct letter, A-K, in boxes 23-26 on your answer sheet.

THE TRANSPORT REVOLUTION

Modern cargo-handling methods have had a significant effect on 23 ....................... as the business of moving freight around the world becomes increasingly streamlined.
Manufacturers of computers, for instance, are able to import 24 ....................... from overseas, rather than having to rely on a local supplier. The introduction of 25 ....................... has meant that bulk cargo can be safely and efficiently moved over long distances. While international shipping is now efficient, there is still a need for governments to reduce 26 ....................... in order to free up the domestic cargo sector.

A. tariffs

B. components

C. container ships

D. output
E. employees

F. insurance costs

G. trade

H. freight
I. fares

J. software

K. international standards

Questions 14-18
Reading Passage 2 contains six Key Points. Choose the correct heading for Key Points TWO to SIX from the list of headings below. Write the correct number, i-viii, in boxes 14-18 on your answer sheet.
List of Headings

i. Ensure the reward system is fair
ii. Match rewards to individuals
iii. Ensure targets are realistic
iv. Link rewards to achievement
v. Encourage managers to take more responsibility
vi. Recognise changes in employees' performance over time
vii. Establish targets and give feedback
viii. Ensure employees are suited to their jobs

Example: Key Point One. Answer: viii

14. Key Point Two
15. Key Point Three
16. Key Point Four
17. Key Point Five

18. Key Point Six

Motivating Employees under Adverse Condition

THE CHALLENGE
It is a great deal easier to motivate employees in a growing organisation than a declining one. When organisations are expanding and adding personnel, promotional opportunities, pay rises, and the excitement of being associated with a dynamic organisation create feelings of optimism. Management is able to use the growth to entice and encourage employees. When an organisation is shrinking, the best and most mobile workers are prone to leave voluntarily. Unfortunately, they are the ones the organisation can least afford to lose - those with the highest skills and experience. The minor employees remain because their job options are limited.

Morale also suffers during decline. People fear they may be the next to be made redundant. Productivity often suffers, as employees spend their time sharing rumours and providing one another with moral support rather than focusing on their jobs. For those whose jobs are secure, pay increases are rarely possible. Pay cuts, unheard of during times of growth, may even be imposed. The challenge to management is how to motivate employees under such retrenchment conditions. The ways of meeting this challenge can be broadly divided into six Key Points, which are outlined below.

KEY POINT ONE
There is an abundance of evidence to support the motivational benefits that result from carefully matching people to jobs. For example, if the job is running a small business or an autonomous unit within a larger business, high achievers should be sought. However, if the job to be filled is a managerial post in a large bureaucratic organisation, a candidate who has a high need for power and a low need for affiliation should be selected. Accordingly, high achievers should not be put into jobs that are inconsistent with their needs. High achievers will do best when the job provides moderately challenging goals and where there is independence and feedback. However, it should be remembered that not everybody is motivated by jobs that are high in independence, variety and responsibility.

KEY POINT TWO
The literature on goal-setting theory suggests that managers should ensure that all employees have specific goals and receive comments on how well they are doing in those goals. For those with high achievement needs, typically a minority in any organisation, the existence of external goals is less important because high achievers are already internally motivated. The next factor to be determined is whether the goals should be assigned by a manager or collectively set in conjunction with the employees. The answer to that depends on perceptions the culture, however, goals should be assigned. If participation and the culture are incongruous, employees are likely to perceive the participation process as manipulative and be negatively affected by it.

KEY POINT THREE
Regardless of whether goals are achievable or well within management's perceptions of the employee's ability, if employees see them as unachievable they will reduce their effort. Managers must be sure, therefore, that employees feel confident that their efforts can lead to performance goals. For managers, this means that employees must have the capability of doing the job and must regard the appraisal process as valid.

KEY POINT FOUR
Since employees have different needs, what acts as a reinforcement far one may not for another. Managers could use their knowledge of each employee to personalise the rewards over which they have control. Some of the more obvious rewards that managers allocate include pay, promotions, autonomy, job scope and depth, and the opportunity to participate in goal-setting and decision-making.

KEY POINT FIVE
Managers need to make rewards contingent on performance. To reward factors other than performance will only reinforce those other factors. Key rewards such as pay increases and promotions or advancements should be allocated for the attainment of the employee's specific goals. Consistent with maximising the impact of rewards, managers should look for ways to increase their visibility. Eliminating the secrecy surrounding pay by openly communicating everyone's remuneration, publicising performance bonuses and allocating annual salary increases in a lump sum rather than spreading them out over an entire year are examples of actions that will make rewards more visible and potentially more motivating.

KEY POINT SIX
The way rewards ore distributed should be transparent so that employees perceive that rewards or outcomes are equitable and equal to the inputs given. On a simplistic level, experience, abilities, effort and other obvious inputs should explain differences in pay, responsibility and other obvious outcomes. The problem, however, is complicated by the existence of dozens of inputs and outcomes and by the Fact that employee groups place different degrees of importance on them. For instance, a study comparing clerical and production workers identified nearly twenty inputs and outcomes. The clerical workers considered factors such as quality of work performed and job knowledge near the top of their list, but these were at the bottom of the production workers' list. Similarly, production workers thought that the most important inputs were intelligence and personal involvement with task accomplishment, two factors that were quite low in the importance ratings of the clerks. There were also important, though less dramatic, differences on the outcome side. For example, production workers rated advancement very highly, whereas clerical workers rated advancement in the lower third of their list. Such findings suggest that one person's equity is another's inequity, so an ideal should probably weigh different inputs and outcomes according to employee group.

Questions 19-24
Do the following statements agree with the views of the writer in Reading Passage 2? In boxes 19-24 on your answer sheet, write:

YES if the statement t agrees with the claims of the writer
NO if the statement contradicts the claims of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this

19. A shrinking organisation tends to lose its less skilled employees rather than its more skilled employees.
20. It is easier to manage a small business ban a large business.
21. High achievers are well-suited to team work.
22. Some employees can feel manipulated when asked to participate in goal-setting.
23. The staff appraisal process should be designed by employees.
24. Employees' earnings should be disclosed to everyone within the organisation.

Questions 25-27
Look at the follow groups of worker (Question 25-27) and the list of descriptions below. Match each group with the correct description, A-E. Write the correct letter, A - E, in boxes 25-27 on your answer sheet.

25. high achievers
26. clerical workers
27. production workers

List of Descriptions

A. They judge promotion to be important.
B. They have less need of external goals.
C. They think that the quality of their work is important.
D. They resist goals which are imposed.
E. They have limited job options.

The psychology of innovation

Why are so few companies truly innovative?

Innovation is key to business survival, and companies put substantial resources into inspiring employees to develop new ideas. There are, nevertheless, people working in luxurious, state-of-the-art centres designed to stimulate innovation who find that their environment doesn’t make them feel at all creative. And there are those who don’t have a budget, or much space, but who innovate successfully.

For Robert B. Cialdini, Professor of Psychology at Arizona State University, one reason that companies don’t succeed as often as they should is that innovation starts with recruitment. Research shows that the fit between an employee’s values and a company’s values makes a difference to what contribution they make and whether, two years after they join, they’re still at the company. Studies at Harvard Business School show that, although some individuals may be more creative than others, almost every individual can be creative in the right circumstances.

One of the most famous photographs in the story of rock’n’roll emphasises Ciaidini’s views. The 1956 picture of singers Elvis Presley, Carl Perkins, Johnny Cash and Jerry Lee Lewis jamming at a piano in Sun Studios in Memphis tells a hidden story. Sun’s ‘million-dollar quartet’ could have been a quintet. Missing from the picture is Roy Orbison’ a greater natural singer than Lewis, Perkins or Cash. Sam Phillips, who owned Sun, wanted to revolutionise popular music with songs that fused black and white music, and country and blues. Presley, Cash, Perkins and Lewis instinctively understood Phillips’s ambition and believed in it. Orbison wasn’t inspired by the goal, and only ever achieved one hit with the Sun label.

The value fit matters, says Cialdini, because innovation is, in part, a process of change, and under that pressure we, as a species, behave differently, ‘ When things change, we are hard-wired to play it safe .’ Managers should, therefore, adopt an approach that appears counterintuitive -they should explain what stands to be lost if the company fails to seize a particular opportunity. Studies show that we invariably take more gambles when threatened with a loss than when offered a reward.

Managing innovation is a delicate art. It’s easy for a company to be pulled in conflicting directions as the marketing, product development, and finance departments each get different feedback from different sets of people. And without a system which ensures collaborative exchanges within the company, it’s also easy for small ‘pockets of innovation‟ to disappear. Innovation is a contact sport. You can't brief people just by saying, ‘We’re going in this direction and I’m going to take you with me.’

Cialdini believes that this ‘follow-the-leader syndrome, is dangerous, not least because it encourages bosses to go it alone. ‘It’s been scientifically proven that three people will be better than one at solving problems, even if that one person is the smartest person in the field.’ To prove his point, Cialdini cites an interview with molecular biologist James Watson. Watson, together with Francis Crick, discovered the structure of DNA, the genetic information carrier of all living organisms. ‘When asked how they had cracked the code ahead of an array of highly accomplished rival investigators, he said something that stunned me. He said ” he and Crick had succeeded because they were aware that they weren’t the most intelligent of the scientists pursuing the answer. The smartest scientist was called Rosalind Franklin who, Watson said, “was so intelligent she rarely sought advice”.’

Teamwork taps into one of the basic drivers of human behaviour. ‘The principle of social proof is so pervasive that we don’t even recognise it,’ says Cialdini. ‘If your project is being resisted, for example, by a group of veteran employees, ask another old-timer to speak up for it.’ Cialdini is not alone in advocating this strategy. Research shows that peer power, used horizontally not vertically, is much more powerful than any boss’s speech.

Writing, visualising and prototyping can stimulate the flow of new ideas. Cialdini cites scores of research papers and historical events that prove that even something as simple as writing deepens every individual’s engagement in the project. It is, he says, the reason why all those competitions on breakfast cereal packets encouraged us to write in saying, in no more than 10 words: ‘I like Kellogg’s Com Flakes because… .’ The very act of writing makes us more likely to believe it.

Authority doesn’t have to inhibit innovation but it often does. The wrong kind of leadership will lead to what Cialdini calls ”captainitis, the regrettable tendency of team members to opt out of team responsibilities that are properly their ’. He calls it captainitis because, he says, ”crew members of multipilot aircraft exhibit a sometimes deadly passivity when the flight captain makes a clearly wrong-headed decision”. This behaviour is not, he says, unique to air travel, but can happen in any workplace where the leader is overbearing.

At the other end of the scale is the 1980s Memphis design collective, a group of young designers for whom ”the only rule was that there were no rule”. This environment encouraged a free interchange of ideas, which led to more creativity with form, function, colour and materials that revolutionised attitudes to furniture design.

Many theorists believe the ideal boss should lead from behind, taking pride in collective accomplishment and giving credit where it is due. Cialdini says: ”Leaders should encourage everyone to contribute and simultaneously assure all concerned that every recommendation is important to making the right decision and will be given full attention ”. The frustrating thing about innovation is that there are many approaches, but no magic formula. However, a manager who wants to create a truly innovative culture can make their job a lot easier by recognising these psychological realities.

Questions 27-30

Choose the correct letter, A, B, C or D. Write the correct letter in boxes 27-30 on your answer sheet.

27. The example of the ‘million-dollar quartet’ underlines the writer’s point about
A. recognising talent.
B. working as a team.
C. having a shared objective.
D. being an effective leader.
28. James Watson suggests that he and Francis Crick won the race to discover the DNA code because they
A. were conscious of their own limitations.
B. brought complementary skills to their partnership.
C. were determined to outperform their brighter rivals.

D. encouraged each other to realise their joint ambition.

29. The writer mentions competitions on breakfast cereal packets as an example of how to
A. inspire creative thinking.
B. generate concise writing.
C. promote loyalty to a group.
D. strengthen commitment to an idea.

30. In the last paragraph, the writer suggests that it is important for employees to
A. be aware of their company's goals.
B. feel that their contributions are valued.
C. have respect for their co-workers‟ achievements.
D. understand why certain management decisions are made.

Questions 31-35

Complete each sentence with the correct ending, A-G, below. Write the correct letter, A-G, in boxes 31-35 on your answer sheet.

31. Employees whose values match those of their employers are more likely to
32. At times of change, people tend to
33. If people are aware of what they might lose, they will often
34. People working under a dominant boss are liable to
35. Employees working in organisations with few rules are more likely to

A. take chances.
B. share their ideas.
C. become competitive.
D. get promotion.
E. avoid risk.
F. ignore their duties.
G. remain in their jobs.

Questions 36-40
Do the following statements agree with the claims of the writer in Reading Passage 3? In boxes 36-40 on your answer sheet, write:
YES if the statement agrees with the claims of the writer
NO if the statement contradicts the claims of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this.
36. The physical surroundings in which a person works play a key role in determining their creativity.
37. Most people have the potential to be creative.
38. Teams work best when their members are of equally matched intelligence.
39. It is easier for smaller companies to be innovative.
40. A manager’s approval of an idea is more persuasive than that of a colleague.

Questions 1-7

Reading Passage 1 has seven paragraphs, A-G. Choose the correct heading for each paragraph from the list of headings below. Write the correct number, i-ix, in boxes 1-7 on your answer sheet.

List of Headings

i. The search for the reasons for an increase in population

ii. Industrialisation and the fear of unemployment

iii. The development of cities in Japan 4 The time and place of the Industrial Revolution

iv. The time and place of the Industrial Revolution

v. The cases of Holland, France and China

vi. Changes in drinking habits in Britain

vii. Two keys to Britain’s industrial revolution

viii. Conditions required for industrialisation

ix. Comparisons with Japan lead to the answer

1. Paragraph A

2. Paragraph B

3. Paragraph C

4. Paragraph D

5. Paragraph E

6. Paragraph F

7. Paragraph G