LTE TEST 9

1. I`ve had __________ wonderful news from our office in America.

a. such
b. a
c. those
d. So

2. You`ve __________ seen her in the bookshop - that`s where she works.
a. might
b. probably
c. likely
d. Certain

3. This machine will remain completely reliable __________ it is serviced regularly.

a. as long as
b. in case
c. whereas
d. Whenever

4. Most of our suppliers give us a 5% __________ off the price.

a. offer
b. discount
c. fall
d. Drop

5. Alice`s handwriting is so bad I can hardly __________ what she`s written.

a. make out
b. see through
c. find out
d. get through

CLOSE
Just-in-Time (JIT) is a system designed to reduce all sorts of waste in the production of goods. JIT was first
used ______________ (1) the USA during the 1930s but,______________ (2) so many modern production
techniques, was fully developed by the Japanese. The success of Japanese companies ______________
(3) made manufacturers in the West look ______________ (4) at the advantages of JIT. The basic idea of
JIT is to reduce stock ______________ (5) ordering parts and materials at the last possible moment. So that
is less expense and less possibility of waste.

1.
a. in
b. at
c. from
2.
a. as
b. like
c. with
3.
a. hasn`t
b. have
c. has
4.
a. again
b. over
c. much
5.
a. for
b. by
c. to
PASSAGE

Philip Schofield looks at the vocabulary used by recruiters to define qualities sought by employers. The world
of work, particularly industry and commerce, often appears to be a competitive jungle in which the prizes go
to the aggressively ambitious. This view is reinforced by much of the fiction set in an imaginary business
world. Recruiters frequently advertise for `ambitious candidates`. A recent skim through the recruitment
advertisements in the national press found that almost one in ten asked for `ambitious` people. What was
particularly noticeable was that one in six of the advertisements placed by employment consultants acting on
behalf of employers specified ambition but only one in twenty of those placed by employers themselves did
so. Employment consultants use a more assertive vocabulary in defining the qualities sought than do some
employers. For example, one consultant seeking graduate engineers ``who have the drive and ambition to
improve business performance` told candidates that they would be `responsible for leading and developing a
team of skilled engineers in an aggressive, results-oriented environment`. However, a similar skim through
the graduate recruitment brochures of a large number of employers, which normally detail the qualities
sought and the working environment at some length, found none referring to `ambition` or to an `aggressive`
working environment - although many did refer to business operating in a competitive marketplace. Ambition
does crop up at interviews. Candidates are often asked: ``What are your ambitions?`` or What are you
hoping to achieve?` And the assessment that someone ``lacks ambition`` is invariably unfavourable. When
employers do specify ambition, what do another? Many people believe ambition is synonymous with a
competitive spirit. This view is shared by some employers and even more employment consultants. It
appears to be most common in sales-oriented business organisations that must compete in a tough
marketplace to survive and prosper. Because of the need to compete hard externally, it is sometimes
assumed that competition between individuals within organisations is equally necessary and to be
encouraged. In fact, this competitive view of ambition is generally harmful to both an organisation and the
individuals in it. Most work is now performed by teams of people collaborating to achieve common objectives.
There are few, if any, functions in an organisation that do not interact with one another. Similarly, the work of
each indrvidual interacts with that of colleagues. Unless their objectives and pace of work are mutually
compatible, the organisation cannot function property - let alone compete effectively in its field. The danger
of internal competition for the individual, apart from working in an inherently weak organisation, is the
unpleasant working atmosphere and the arousal of unrealistic career expectations. When colleagues are
expected to compete against one another, individual achievements tend to be belittled or claimed by
competitors. When problems arise, more energy is directed to pushing blame onto competitors than to
finding solutions. The atmosphere is characterised by stress, inefficiency and mistrust. Even if we could
discount the destructive activities of the self-seeking, a competitive culture still leads to the wrong people
being promoted. The salesperson achieving the highest sales does not necessarily make the best sales
manager. The sales manager`s job is intrinsically different from that of the salesperson and requires different
aptitudes and skills, including the ability to lead a team and motivate its members. Employers who take `past
performance`` as the sole or main critenon for promotion tend to turn their best functional they mean ``Is it
the eager or inordinate desire for honour and preferment``, as defined in one dictionary, or `the pursuit of
excellence`, as inperformers into poor and often frustrated managers. The `Peter principle`, in which people
are promoted until they reach the level at which they are incompetent, mostly operates in organisations that
encourage internal competition. Fortunately, an increasing proportion of employers, and certainly most large
ones, shun internal conflict. People are assessed against objective job-related criteria and not against one
another. These criteria usually include the ability to work effectively within a team. And when individuals are
considered for promotion they are assessed against the needs of the new job, not the demands of the old.
Selection for promotion is usually based on effective but not necessanly outstanding performance in one`s
existing job, combined with the aptitude to acquire the knowledge and skills needed at the new level. It is
with this type of employer that indrviduals are most likely to progress to the limits of their potential - put not
beyond.

1. What has the writer noticed about recent job advertisements?

a. They tend to focus on the competitive nature of industry and commerce
b. An increasing number are placed by employment agents and consultants.
c. They have been influenced by the portrayal of the business world in fiction
d. An increasing number are unclear about what is expected of job applicants
2. In what way do employers` advertisements contrast with those placed by employment
consultants?
a. The former put less emphasis on working conditions.
b. The latter give less detail about the actual job
c. They express what is required of applicants differently
d. They demand different qualities in applicants
3. According to the writer, what do many employment consultants mean by the word `ambition`?
a. the desire to gain promotion
b. the desire to do better than others
c. the desire to excel at a job
d. the desire for personal satisfaction
4. According to the writer, if an organisation encourages internal competition, individuals may
a. become confused as to what their objectives are
b. be left to make too many decisions without guidance
c. refuse to acknowledge that others have done well.
d. none of the above
5. What does the writer say about promotion in organisations that encourage internal competition?
a. It can result in a change of personality in the person promoted
b. It is too often given to people who are unpopular with colleagues.
c. It tends to be awarded in a random rather than a systematic way.
d. It generally depends on how well someone does their current job.

CLOSE
John Lennon and Paul McCartney were both born in Liverpool but went to different schools. They were the
main songwriters in the Beatles and their songs ______________ (1) among the most successful in the
music ______________ (2).  These songs include ______________ (3) all-time favourites as `She Loves
You` and `Yesterday`. Lennon and McCartney started recording separately when the Beatles broke up.
Neither of them was as successful on his own, although McCartney had some enormous ______________
(4) with his new band. Lennon`s peace song `Imagine` has become much loved and was widely played at
the ______________ (5) of his early death.
1.
a. lie
b. keep
c. hold
d. Remain
2.
a. company
b. factory
c. industry
d. Organisation
3.
a. few
b. same
c. similar
d. Such
4.
a. hits
b. prizes
c. victories
d. Wins
5.
a. period
b. time
c. season
d. Age

1. After much thought, the campaign team finally __________ on a great idea.
a. struck
b. hit
c. shot
d. Burst
2. The strike followed a complete __________ in negotiations between management and workers.
a. break-up
b. breakdown
c. outbreak
d. breakage
3. I`m sorry, I didn`t hear what you said. I must have dropped __________ .
a. in
b. out
c. off
d. By
4. They have been good colleagues for over ten years, but the relationship turned __________ when Harriet
was promoted.
a. rancid
b. sour
c. bitter
d. Musty
5. It will be difficult to pull __________ the agreement once you have signed the contract.
a. over
b. away from
c. through
d. out of