第九课时
　　III Conversation/Discussion
　　练习1：Questions 23 – 30 （课堂讲义TEST5- PART 3）
　　• You will hear a discussion about in-company courses (courses given inside a company) and outside courses (courses given outside a company).
　　• Choose the correct ending for each of the sentences ( 23 – 30 ).
　　• Mark one letter ( A, B or C ) for the ending you choose.
　　• You will hear the recording twice.
　　23. The speakers have met to discuss the usefulness of
　　A certain members of staff.
　　B training courses.
　　C recent developments
　　24. The woman refers to the Management Training Board in
　　A Japan.
　　B Singapore.
　　C London.
　　25. A company can recover the cost of sending staff on a course if
　　A an individual＇s performance improves as a result.
　　B it dismisses staff who are not efficient.
　　C it asks a participant＇s relatives to help to pay.
　　26. The greatest cost of any course results from
　　A the high fees for attending the course.
　　B travelling and accommodation expenses.
　　C the absence from work of staff attending the course.
　　27. The woman thinks the best length for a course is between
　　A four and ten weeks.
　　B a fortnight and ten weeks.
　　C two weeks and one month.
　　28. One of the speakers favours in-company courses chiefly because such courses can be
　　A attended by all the staff.
　　B designed to meet the company＇s special needs.
　　C arranged for early in the morning.
　　29. The woman says that an advantage of staff attending courses abroad is the chance to
　　A meet people from other companies and countries.
　　B take part hi workshops about other companies.
　　C listen to international experts and consultants.
　　30. It is important for participants on courses to
　　A write detailed reports.
　　B judge their own performance.
　　C keep in contact with people they have met there.
　　答案：23 B 24 C 25 A 26 C 27 A 28 B 29 A 30 A： [NextPage]

　　听力原文：
　　Ml: Good morning. I＇ve asked you both to my office to hear your views on useful framing courses which might benefit certain members of our staff. First, what do you think about the general idea of training courses that we might send personnel on? How useful would such courses be. And should we look at courses outside the company or should we seek to bring in specialists to give such courses on the premises? I just want your general views at this early stage.
　　M2: I think training courses would be very useful indeed to improve our performance and keep abreast with recent developments of all kinds.
　　F1: There are a lot of extremely good courses given in many countries in East Asia, especially in Japan and also in Singapore. There＇s also a particularly good course that＇s very relevant to our needs given by the Management Training Board in London.
　　M2: The trouble is that it costs a lot to send our people abroad on training programmes.
　　F1: Training and development are always expensive, but they usually pay for themselves in the end -I mean in the improved performance of the people who attend. It＇s the company that benefits - even more than the individual.
　　M2: That＇s true, but my point is that it would be cheaper to bring in a couple of specialists and have the training sessions here within the company.
　　Fl: Clearly, we＇ve got to consider in-company training courses - but we shouldn＇t dismiss outside courses as being necessarily much more expensive. Even the best courses abroad are only slightly more expensive relatively speaking. The most expensive part of any training course is not the course fee, high as this often is! Neither is it the cost of travel and accommodation. It is simply the length of time staff are absent from their jobs. They still have to draw their salaries. Also, special arrangements have to be made to do their work while they＇re away. But even in this respect we can save something by good planning beforehand. I mean planning efficient ways of substituting staff and reorganising the work of people who＇re going to be absent.
　　Ml: How long are the courses you＇re thinking of?
　　Fl: The longest course I envisage would be about ten weeks. Some courses might last no longer than one month. One month to ten weeks seems to be about the best time to justify the expense involved in travelling and accommodation costs.
　　M2: The advantage of in-company courses is that they can be shorter or longer than the time you＇ve just mentioned. But their chief advantage is that the course can be specially tailored to meet the precise needs of the staff attending—that is, the company＇s own special requirements.
　　Also all courses can be given at times which cause least inconvenience to the company - perhaps during the mornings for one group of personnel and during the afternoons for another.
　　F1: But isn＇t another advantage of courses provided by the opportunity to meet other people attending the course? During discussion sessions and workshop groups, participants can meet people from other companies and even from other countries. In this way they can get an insight into other methods of working and of dealing with problems -something they can＇t get on in-company training courses.
　　Ml: Well, thank you both for your views. This session has been very helpful. Whatever decision we make here- outside courses or in-company courses I feel it＇s very important for all those attending to be reminded that such courses are a considerable expense for the company. And consequently, it＇s only reasonable to expect all those attending a course to write full reports. Also I＇d want them to complete a course evaluation form which we must arrange to draw up.
　　练习2：Questions 23 - 30（课堂讲义TEST 8- PART 3）
　　• You will hear a discussion. A company production director is discussing with senior executives a proposed structure for the production engineering department of a large company.
　　• Choose the correct ending for each of the sentences (23 - 30).
　　• Mark one letter (A, B or C) for the ending you choose.
　　• You will hear the recording twice.
　　23. The proposals being made affect
　　A every department in the company
　　B the production engineering department.
　　C several other successful companies.
　　24. The production engineering department has a total workforce of
　　A 100.
　　B 600
　　C 800.
　　25. At present the engineering services and expertise is
　　A concentrated at headquarters.
　　B spread unevenly throughout 12 factories.
　　C both at headquarters and in the company＇s 12 factories.
　　26. Someone else agrees that the production engineering department is
　　A losing touch with its factories.
　　B too powerful.
　　C in need of more specialist knowledge.
　　27. The proposal is for the factories to become
　　A more independent and less closely integrated.
　　B more closely integrated and less independent.
　　C more independent but closely integrated.： [NextPage]

　　28. The person who is making the proposal about the production engineering department is
　　A the company production director.
　　B one of the factory managers.
　　C a production engineering manager.
　　29. Under the proposed organisational structure, the factory managers will have
　　A the same responsibility as previously.
　　B less responsibility.
　　C more responsibility.
　　30. Production engineers from headquarters can give instructions to the production engineering manager in a factory only with permission from
　　A the general manager there.
　　B the engineering manager there.
　　C the chief production engineer at headquarters.
　　答案：23 B 24 B 25 A 26 A 27 C 28 A 29 C 30 A
　　听力原文：
　　Ml: I＇d like to discuss with you a proposed structure for the production engineering department in our company - not our entire company but only one department - our production engineers. These proposals are based on the type of organisational structure in several successful companies both at home and abroad. Nevertheless, I＇m aware that some
　　of these proposals are controversial and may come as a shock to some of you.
　　As you know, there are now 600 workers in our production engineering department. This workforce ranges from skilled machinists to production technologists. Their services are highly centralised in our production engineering department at our headquarters. I appreciate that this results in a slightly smaller workforce as well as greater ordination and a concentration of specialist know-how. But we＇re now finding that this very concentration of expertise here at headquarters encourages us to overlook some of the problems which many of our colleagues have in our twelve factories throughout the region. In a sense, the production engineering department is not aware of all that is happening in the factories and can＇t understand some of the day-to-day problems.
　　M2: If you mean that we are getting out of touch with our factories, I think I agree. We don＇t appreciate many of their difficulties. Shouldn＇t our factories have more power to make decisions for themselves?
　　Ml: Well, both yes and no. The whole issue is very complex.
　　Fl: But after all, if our factories have more power to act as they like with regard to production engineering, we run the risk of them losing sight of the company＇s overall objectives.
　　Ml: That＇s true. And so what I＇d like to aim for is making our factories more independent from the view of production engineering while, at the same time, encouraging a greater degree of integration in the company.
　　F2: What about your position as the company production director? Surely, this is an, essential position, and it＇s essential for the company production director to have direct control of the factories.
　　Ml: Yes, and, as the company production director, I＇ll continue to have direct responsibility for each factory as well as for our headquarters.
　　M2: What about the managers of the factories?
　　Ml: They＇ll now have much more responsibility for their own factories.
　　F2: Will they be able to make decisions regarding production engineering?
　　Ml: Yes, they will. But under each factory manager there＇ll be a production engineering manager, responsible to the factory manager. He＇ll be working at the factory itself - and not at our headquarters. He＇ll also have authority in his own field.
　　M2: What about all the production engineers at headquarters? Will they no longer be required here? ,
　　Fl: A few will, but others will be transferred to our various factories to work there. Our chief production engineer here at headquarters will be responsible for co-ordinating policy. And he＇ll be assisted by a small team of production engineers. This team will be given direct access to each factory but it won＇t be in a position to give instructions to the production engineering manager there unless the general manager of the factory has first given permission.