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1、共享天下考研论坛BEC 版 共享天下考研论坛BEC 版 1 Text 3 Reading 1 hour PART ONE Questions 1 8 Look at the statements below and at the five extracts on the opposite page from an article giving advice to self-employed consultants about negotiating fees for their services. Which book (A, B, C,D or E) dose each statement
2、1 8 refer to ? For each statement ! 8, make one letter (A, B, C,D or E) on your Answer Sheet .You will need to use some of these letters more than once .Example : 0Lack of self-confidence will put you at a disadvantage in a negotiation . 0 A B C D E 1 Trying to negotiate is only worthwhile if there
3、is the prospect of success. 2 The best result of negotiation is when both parties have a sense of satisfaction. 3Accepting a lower fee might have benefits in the future. 4It is important to know how much other people are charging for similar work. 5You should ask for a fee in excess of what you expe
4、ct to get. 6Offer the other party incentives to agree to your fee. 7Other people s reactions to you are influenced by your body language. 8It may become obvious that you have come to regret a deal you have made. A You re in danger of selling yourself short if you don t know where the goalposts are,
5、especially when you re negotiating with a new client. Research the market and find out the going rate. You can do this by networking contacts or talking to small business advisers. Alternatively, ask the competition. Of course your rivals may not tell you, but there s no harm in asking. Another prer
6、equisite is learning to recognize when there s scope for negotiation, because without it, you can waste a great deal of time and energy. 共享天下考研论坛BEC 版 共享天下考研论坛BEC 版 2 B Know the amount you would really like, slightly above what you think they will offer and above what you d be happy to settle for. A
7、lso, know your trade-offs. Create a wish list of all the things you d like to receive if you lived in a perfect world. That way, if the other side want you to move from your preferred or opening position on an issue to a position nearer the bottom line, you can move in exchange for something from yo
8、ur wish list. C People who are nervous about negotiating over money often let fear tell them they re no good at these discussions and not worth the fee. You literally can t afford the luxury of a single negotiating thought. Stand up when making negotiating phone calls: it will make you fell more pow
9、erful. If you re face to face, make steady eye contact, keep your head up and your hands still these all suggest assertiveness, rather than aggressiveness or passivity, and you ll be surprised at how much this affects the way that you come across in the negotiation. D You have to know the price belo
10、w which it would be uneconomical for you to do a job. This could vary from job to job - you may be prepared to do some cheaper in the hope that they ll lead to better things. But don t be talked below your bottom line and end up working for nothing. After all, in the long term, there s little point
11、in agreeing to something that you re not happy with: you re likely to feel resentful, and this might even come across in your behaviour. E 共享天下考研论坛BEC 版 共享天下考研论坛BEC 版 3 When negotiating money, there may be non-financial factors you can throw into the mix. For example, why not say, ?If you pay me suc
12、h and such, I ll include a report on the company for you . Plan these extras beforehand. Make sure that they won t take forever to do, but are things of value to the other side. This way, you can achieve the ideal outcome: you appear to accept compromise when in fact you ve got everything you wanted
13、, and they ll think they got the better of the deal. PART TWO Questions9 14 Read the text about training progammes. Choose the best sentence from the opposite page to fill each of the gaps . For each gap 9 14, mark one letter (A-H) on your Answer Sheet .Do not use any letter more than once . There i
14、s an example at the beginning .(0) REAL TRAINING FOR ALL-ACTION MANAGERS Learning by doing is familiar to every manager sent on a training course. Invariably this involves role-play based on studies of long-ago triumphs and disasters from a relevant industry or organization. (0)_H_ The problem is, a
15、ny experience of decision-making gained from role-play has one obvious shortcoming: it is not real life. To tackle this dilemma, some of the best-known companies have set up the International Management Development Consortium, which provides a range of executive development programmes for staff memb
16、ers. (9)_ What this means is that they involve ?action learning through real-life situations, and participants work as problem-solving consultants on projects within companies engaged in day-to-day business. (10)_ Within this they also take training and refresher courses in traditional business skills such as finance, marketing, staff management and strategic planning. These disciplines are taught by a mix of academics, business people and senior managers from Consortium companies who also
