LTE A1-C2 TEST 7

1. If you wish to receive regular information about our activities, ask to be put on our __________ list.
a. postal
b. distribution
c. mailing
d. reception

2. Barbara has a good chance of getting the job, __________ the competition will be fierce.
a. despite
b. so far as
c. unless
d. although

3. __________ the matter of the missing money, I am delighted to say that it has been found.
a. As far as
b. As regards
c. As if
d. As long as

4. I've searched for my diary everywhere! I hope it will __________ up!

a. come
b. clear
c. turn
d. Look

5. DDC Ltd have recently taken __________ 150 extra staff.

a. on
b. in
c. to
d. up

6. What you say is true, but you could have __________ it more tactfully.
a. talked
b. phrased
c. observed
d. Remarked

7. The criticism of her previous work made Jennifer __________ careful with her report.
a. vastly
b. twice
c. ever
d. Doubly

8. The gains investors made when share prices went up were __________ when the market crashed.
a. put off
b. wiped out
c. paid off
d. dropped out

9. We tried to get Simon to relax, but he seemed to be __________ all evening.

a. on the boil
b. on edge
c. on watch
d. on the limit

10. Gillian's new job __________ responsibility for a whole department.

a. entails
b. obtains
c. ensures
d. assigns
The annual staff meeting of Harcourt Electronics took place on 28th April. A number of sales vacancies were
announced. Next year there will ______________ (1) eight more sales staff in South East
Asia______________ (2) will be responsible for finding new clients. If any current staff are interested
______________ (3) joining this team, they can apply ______________ (4) giving their names to the
Personnel Manager. Plans to move the company`s Central London office to new premises
were______________ (5) discussed.

1.
a. be
b. have
c. do

2.
a. which
b. who
c. were

3.
a. about
b. with
c. in

4.
a. for
b. to
c. by

5.
a. also
b. too
c. more

The young Leonardo Da Vinci was described as handsome and charming, he was a talented musician and
an excellent conversationalist. At fifteen, he worked and studied with a ______________ (1) Italian artist, and
by twenty had become a master painter, although he considered himself to be as much an engineer as an
artist. He began many paintings, but ______________ (2) finished very few. Yet it was Leonardo who
brilliantly solved the problem of how to make people and their faces look three-dimensional. Leonardo was
fascinated by the laws of the natural world: he even suggested that the sun  ______________ (3) still, and
that the Earth moved around it, a revolutionary idea at a time when most people believed the opposite. While
Leonardo was ______________ (4) admired, he was not really understood, perhaps because his scientific
work was far ahead of that of his contemporaries. And even though many of his ideas remained
______________ (5) in his notebooks, it is simply amazing that one man had such imagination and vision.

1.
a. main
b. leading
c. chief
d. Primary
2.
a. truly
b. indeed
c. actually
d. However

3.
a. halted
b. rested
c. stood
d. lay
4.a.powerfully
b. extremely
c. greatly
d. Remarkably

5.a.imperfect
b. underdeveloped
c. immature
d. Inexperienced

No matter how much a manager knows about his job and its problems, a key consideration in terms of
effective managerial performance is the manager himself. Important elements are the personality of the
manager and the way he perceives his organisational world. In addition to the inherent forces that drive each
individual, personal needs also affect managerial performance. Once these are recognised, the interpersonal
skills of listening and assertiveness can be applied to enhance understanding and working relationships.
Managers have not only personal needs, but work needs. Here we are referring to their motivation, which
may be divided into those stimuli internal to the individual, which motivate the person to undertake work for
reasons of personal satisfaction, and those stimuli external to the individual and built into the job, which
induce the individual to work well. The groups with whom the individual interacts also influence his
performance at work. Groups satisfy various functions, ranging from formal groups whose purpose is to
achieve particular tasks or goals, to informal groups who can fulfil both professional and social needs. Group
dynamics can influence an individual`s attitudes, beliefs and even performance. Obviously, the relationship
between the individual and the group needs to be positive if the individual is to stay with the group. However,
effective workgroups are not simply those where the relationship amongst group members is positive.
Individuals in groups need to serve particular functions and the combination of roles will determine whether
that group is likely to perform well or poorly.The role of group leader is important to the development of the
group. The manager has to get work done through other people, primarily subordinates and colleagues. He
must be aware of the array of leadership styles he could adopt to suit various circumstances. The manager
who can generate a style to suit particular circumstances is likely to be more effective. The ability to influence
others is increasingly becoming recognised as a vital managerial skill. For this reason, an understanding of
power and politics is essential for the development of managers. Not that power and politics need be seen as
different concepts of leadership and managerial style. `Power` may be linked to `potential`: the potential to
act and influence individuals and groups. The behaviour patterns to increase one`s power need to alter
according to the predominant culture and values in that part of the organisation. In this way, power can be
seen as synonymous with changing people`s behaviour, but equally with influencing the ideas, values and
beliefs of others. Where `power` is the potential to influence others, `politics` refers to interpersonal influence
and skills of persuasion. The most effective means of increasing one`s personal influence is to respond to
and interact with people in a way that does not offend their views, values, beliefs and interpersonal styles, so
that they will feel sufficiently attracted to you at least to pay attention to your conversation.

1. Before working relationships can be improved, a manager needs to recognise his own
a. knowledge and experience.
b. interpersonal skills.
c. capacity for assertiveness.
d. personal needs and ambitions.

2. What external factors are said to influence a manager`s motivation?

a. the characteristics of the job
b. the nature of the organisation in which he works
c. the attitudes of his colleagues
d. the material rewards offered for hard work

3. Apart from the members getting on well together, what is necessary for a group to function efficiently?
a. clear leadership
b. a formal structure
c. the right blend of roles
d. a well-defined goal
4. How does the better type of manager interact with his subordinates?
a. He makes it clear that he is in charge at all times.
b. He adapts his manner to suit different situations.
c. He encourages the members of his team to express their personalities.
d. He chooses the right person for each particular task.

5. How does the writer define `politics` in the context of managerial skills?
a. the contacts a manager builds up
b. an understanding of how large organisations work
c. influencing people by being pleasant
d. using friendship to motivate people