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剑桥商务英语中级真题 2-4辑听力文本

剑桥商务英语中级真题集听力原文

BEC中级真题集听力原文(2010版) (1)

TEST 1 (1)

TEST 2 (8)

TEST 3 (15)

TEST 4 (22)

TEST 5 (29)

TEST 6 (35)

TEST 7 (42)

TEST 8 (49)

TEST 9 (55)

TEST 10 (62)

TEST 11 (69)

TEST 12 (75)

BEC中级真题集听力原文(2010版)

TEST 1

Part One. Questions 1 to 12

You will hear three telephone conversations or messages.

Write one or two words or a number in the numbered spaces on the notes or forms below.

After you have listened once, replay each recording.

Conversation One.

Questions 1 to 4

Look at the form below.

You will hear a man asking a colleague for information about a former employee.

You have 15 seconds to read through the form.

[Pause]

Now listen, and fill in the spaces.

Woman: Personnel…

Man: Hello, it's Tim here, from Finance.

Woman: Hi, Tim.

Man: I've had a letter from the tax office about a student who worked here last summer – I wonder if you could look him up in your records.

Woman: Sure, what's the name?

Man: The surname's Jaye. First name Stephen.

Woman: How does he spell his surname?

Man: J-A-Y-E. Got that?

Woman: Oh yes, here we are… lives at a hundred and eighty-three School Road, Barnfield…Man: Yes, that's the one.

Woman: And you say he was working in Finance?

Man: Uhm, Customer Services, actually.

Woman: Aah - they had lots of students working for them last summer.

Man: Well, the tax people want to know his exact job title - I'm not sure why. Woman: Mm, let me see... He was an office assistant.

Man: Right, got that. They also want to know about his monthly earnings. Woman: Let's have

a look... five hundred and thirty-eight pounds seventy a month... Oh,sorry, he was a scale

one, so that's four hundred and fifty-seven pounds sixty. Anything else? Man: That's fine,

thanks. I'll send them the information today...

[Pause]

Now listen to the recording again.

[Pause]

Conversation Two.

Questions 5 to 8.

Look at the note below.

You will hear a man describing a problem with an order.

You have 15 seconds to read through the note.

[Pause]

Now listen, and fill in the spaces.

Woman: Hello, Blackwell Printers. Julie Davidson speaking. How may I help you?

Man: Hello. This is Mark Jones from Europe Holidays. I was hoping to speak to Steven Kirby about the stationery you're printing for us.

Woman: I'm afraid Steven's away until Friday.

Man: Oh - you see I'm not very happy with the business cards and I wanted to see if I could make a couple of changes to the paper too.

Woman: Would you like me to pass on a message?

Man: Yes, please. The thing is, I've just received your proofs - the cards themselves are fine, but you seem to have misunderstood the quantities. I'm sure I asked for five hundred for

each of the marketing executives and seven hundred and fifty for me but you've put

everyone down for seven hundred and fifty.

Woman: Right, I've made a note of that. Is there anything else?

Man: Yes, well this is my mistake really. Could you ask Steven to move the company logo further to the left? It's too close to the address at the moment. I think that's all for now.

Thanks.

[Pause]

Now listen to the recording again.

[Pause]

Conversation Three.

Questions 9 to 12.

Look at the notes below.

You will hear a woman making the arrangements for a delegation who are going to visit her company.

You have 15 seconds to read through the notes.

[Pause]

Now listen, and fill in the spaces.

Woman: Geoff?

Man: Yes?

Woman: I just want to finalise the preparations for the delegation next week.

Man: Certainly. It's Thursday, isn't it?

Woman: Yes. Now, can you make sure that each of them gets a name badge and an information

pack. The badges are done, but you'll need to prepare the packs with all the relevant

information.

Man: Ok, that shouldn't take too long. What about catering?

Woman: Coffee's organised for eleven and three, but lunch - it's at one - we need to reserve it for twelve people... The office restaurant is closed next week... can you ring the Park Hotel?

The Grand Hotel was a bit disappointing last time.

Man: I'll get onto that.

Woman: Now, they'll be coming straight from the station, and their taxi will bring them to the front gate, so make sure you're there to greet them. That'll be about ten.

Man: Ten. And then...

Woman: Into Reception, I think. Make sure the new designs are on display, I want them to see those first.

Man: OK.

Woman: Let me know when it's all finalised. Bye.

[Pause]

Now listen to the recording again.

[Pause]

That is the end of Part One. You now have 20 seconds to check your answers.

[Pause]

Part Two. Questions 13 to 22.

Section One.

Questions 13 to 17.

You will hear five short recordings .For each recording, decide which type of document the speaker is talking about.

Write one letter (A-H) next to the number of the recording.

Do not use any letter more than once.

After you have listened once, replay the recordings.

You have 15 seconds to read the list A-H.

[Pause]

Now listen, and decide which type of document each speaker is talking about.

[Pause]

Thirteen

Woman: Well no wonder the bank's returned it unpaid. Look, the figures don't match the amount in words. I expect someone was filling it in in too much of a hurry. Let's see, we'd better

issue another one straight away to pay Mrs Burton, because it'll be another three weeks if

we wait for the next cycle of payments. Her expenses on that sales trip were pretty high,

and it wouldn't be fair to keep her waiting much longer.

[Pause]

Fourteen

Man: Some of the suppliers are already asking about the increases. I'll check, but I seem to remember from last week's meeting that in the end we agreed on three per cent. So what

I'll do is go down each column and calculate the new amounts, and then it can be printed

in time to be inserted into the new brochures. Can you check the figures for me, though,

before it goes to the printers?

[Pause]

Fifteen

Woman: We've just received the paperwork from you about cleaning our premises, and I have to say that it doesn't reflect what we agreed in our conversation last week. For one

thing, it says that we have to supply our security code, and for another it specifies

monthly payment in advance, and I told you both of those were out of the question. I'm

afraid I really can't sign this. Could you send me a revised one?

[Pause]

Sixteen

Man: Of course, this only gives a very general picture. But as you can see, cash is a particularly healthy area. That's even when we take into account regular outgoings on loans and

leasing equipment, which are included in the final totals. And even more significantly,

unpaid orders are actually excluded from the final calculation. These represent a sum of

approximately thirty thousand pounds. With that in mind, we can say that the company's

overall position is still strong.

[Pause]

Seventeen

Woman: I've just asked the Arden Conference Centre about availability for our next training seminar, and they said they still haven't been paid for the one before last, which should

have been dealt with six months ago. I've had to ask them to send a duplicate! We really

must be careful. Arden give us very favourable prices, but we haven't got a contract with

them - Can you deal with it straight away so we stay in their good books?

[Pause]

Now listen to the recordings again.

[Pause]

Section Two.

Questions 18 to 22.

You will bear another five recordings.

For each recording, decide what the speaker's purpose is.

Write one letter (A-H) next to the number of the recording.

Do not use any letter more than once.

After you have listened once, replay the recordings.

You have 15 seconds to read the list A-H.

[Pause]

Now listen, and decide what each speaker's purpose is.

[Pause]

Eighteen

Man: Hello. This is Guy Cooper from Centron Electronics here. I believe you rang for some advice about your alarm system, which isn't functioning properly. The message I got said

you weren't sure if you needed someone to come and sort it out, or if we could advise

you over the phone. Well perhaps you'd like to get back to me as soon as it's convenient

and tell me exactly what the problem is, and I'll see what I can do.

[Pause]

Nineteen

Woman: Well, as you say, Redlon has been supplying us for years but, quite honestly, two-thirds of the complaints we receive about our products are actually due to faults in components

we've had from Redlon. So I talked to the Production Manager and he agreed that I

should look at some alternatives. Future World's range is fine for us, and one of their

customers who I spoke to recommended them highly, so that's why we've changed to

using them.

[Pause]

Twenty

Woman: The competition's getting tougher, and you know we're facing serious problems. We need to see more benefit from the undeniably hard work we're putting in, and this means

saying no to jobs which aren't profitable. It would be much more beneficial to put all our

efforts into winning higher-margin contracts. So the way I feel you can help most is by

identifying the types of contacts which will bring in the income we need in order to

ensure our future.

[Pause]

Twenty-one

Man: John Woods here, phoning about the project we discussed earlier. Could you give me a ring so that we can talk about it a bit more? I've done a few calculations and I'm

beginning to wonder whether it's really a practical proposition. I still think the project's

got potential, but there are significant additional costs which we hadn't taken into

account. So could you get back to me as soon as you can, please?

[Pause]

Twenty-two

Woman: Hello, Sally here, from Pagwell Paints, returning your call. I'm very sorry you aren't happy with the latest consignment you've had from us. It's rather strange, because following

your complaint about the last delivery, we did in fact take action to change the

specifications in the way you suggested. So it isn't quite fair to say that we ignored your

advice. I know it's important to achieve the consistency that you require, but perhaps

your recommendation wasn't exactly what's needed.

[Pause]

Now listen to the recordings again.

[Pause]

That is the end of Part Two.

[Pause]

Part Three. Questions 23 to 30.

You will hear the chairman of a business institute making a speech about new business awards that his institute has sponsored.

For each question 23-30, mark one letter (A, B or C) for the correct answer.

After you have listened once, replay the recording.

You have 45 seconds to read through the questions.

[Pause]

Now listen, and mark A, B or C.

[Pause]

Man: Who are the managers of the best innovation developments in British industry? That was the question which the first Business Today Innovation Awards set out to answer. This

project is all about rewarding good practice and performance. So, rather than simply

recognising excellence in the design of specific products, or analysing their financial

impact on profits, the awards set out to take an objective look at exactly how companies

manage the development process itself. Over three hundred and fifty organisations

entered the competition and were initially reduced to about forty. Then, after further

careful checking, a short list of just fourteen of them was arrived at. These finalists, all

manufacturers, were then visited by the competition judges, a panel of four chief

executives from leading companies. The panel toured the finalists' facilities, received

presentations on the companies and their projects, and interviewed the key development

team members. The products varied enormously in their scale, function and degree of

technology - from bread for a supermarket chain to a printer inside an automatic cash

dispenser. Initially the organisers were concerned that this range could create difficulties

in the assessment process. But this fear proved baseless, as most elements in the

innovation process are shared b; all manufacturers. Interestingly, the finalists broke down

into two distinct and equal groups: large firms with one thousand employees or more and

small firms with two hundred and fifty employees or fewer. With both groups the judges

decided to concentrate on two of the clearest indicators of a successful innovation

process, which are: how well the new product is combined with the company's existing

business, and secondly, how well the innovation methods are recorded and understood.

Small firms naturally tend to do well in the first category since they have fewer layers of

management and thus much shorter communication lines. But they seem to put less

emphasis on creating formal development methods which would be repeatable in future

innovations. Large firms, on the other hand, have difficulty integrating the new

development within their existing business for reasons of scale. But they tend to succeed

in achieving well-documented and repeatable development methods. This is because

larger companies, with their clear emphasis on training, fixed management structure and

administrative systems, require more formal, daily recordkeeping from their staff. So

what were the key questions the judges had in mind when assessing the finalists? One of

the most important areas concerned how thoroughly a company checks what is

happening in other fields in order to incorporat new ideas into the development process.

Many of the finalists impressed in the area. Natura, for example, had demonstrated

genuine energy in searching for new ways of producing their range of speciality breads.

They had looked at styles of home cooking in different countries, a: well as the possibility

of exploiting new production technologies in order to achieve equally good results but on

a high-volume production line. What then occupied much of the judges' thoughts was

the quality of the links which the development team established with senior management,

suppliers, the market and manufacturing. The best examples of the first category were

found in small firms, where the individual entrepreneur at the top was clearly driving the

innovation forward. Links with suppliers were also seen as an important factor, but not

all supplier experiences were positive. Occasionally serious problems had to be solved

where suppliers were working hard to meet specifications, but the companies that the

suppliers were using to adapt their machinery were not so efficient. This, led to

disappointing faults or fluctuations in quality. But in conclusion the awards demonstrate

that innovation isn't just for high-tech internet companies. You can also be successful in

mature markets with determination and skill.

[Pause]

Now listen to the recording again.

[Pause]

That is the end of Part Three.

You now have ten minutes to transfer your answers to your Answer Sheet.

Note: Teacher, stop the recording here and time ten minutes. Remind students when there is one minute remaining.

[Pause]

That is the end of the test.

TEST 2

Part One. Questions 1 to 12.

You will hear three telephone conversations or messages.

Write one or two words or a number in the numbered spaces on the notes or forms below.

After you have listened once, replay each recording.

Conversation One.

Questions 1 to 4.

Look at the form below.

You will hear a woman calling about training courses.

You have 15 seconds to read through the form.

[Pause]

Now listen, and fill in the spaces.

Man: Good morning, Oakleaf Business Training. How can I help you?

Woman: Hello, my name's Enid Stevens, of Appleyard Smith. I've booked two one-day courses, but now I need to change one of them.

Man: Let me get your details up on the screen. Right, you've booked Report Writing next month...

Woman: Yes, that one's OK. It's Taking Minutes that I can't manage, on the eighth of July. Do you know when it's running again?

Man: Let me see. Not until the eighteenth of September, I'm afraid.

Woman: That sounds fine. Oh, I think I'll be abroad then.

Man: Then there's the first and the thirteenth of October.

Woman: I'd like the later date, please.

Man: Fine, I'll change your booking.

Woman: Another thing; it says in your brochure, everyone attending a course gets a certificate, but

I haven't received one from a course I took last January.

Man: I'm sorry about that. Which course was it?

Woman: Something to do with dealing with the public ?

Man: That must have been Customer Service.

Woman: Sounds familiar.

Man: OK, I'll put it in the post today.

Woman: Thank you very much. Goodbye.

Man: Goodbye.

[Pause]

Now listen to the recording again.

[Pause]

Conversation Two.

Questions 5 to 8.

Look at the note below.

You will hear a woman ringing about problems with a new telephone system.

You have 15 seconds to read through the note.

[Pause]

Now listen, and fill in the spaces.

Man: Hello, Swinburn Telecoms.

Woman: I'd like to speak to Tony Wilson, please.

Man: I'm afraid Tony isn't available. Can I take a message?

Woman: Yes please. I'm Sheila Dallas, from Worldnet.

Man: Right.

Woman: I'm ringing about the telephone system your firm installed here yesterday. We're not happy with it.

Man: Oh dear. What seems to be the problem?

Woman: First of all, your engineer said that with the number of extensions we've got, six outside lines would be enough, but we asked for eight, and anyway you've charged us for the

larger system.

Man: Right, we'll look into that.

Woman: Then, whenever we try to transfer calls from one extension to another we lose them.

We're following the instructions, but it just doesn't work.

Man: I see.

Woman: And finally, could you ask Tony to check the invoice, please? He promised us a discount on installation, which is shown, and one on the equipment, but that isn't there.

Man: Right. I'm sorry about all that. I'll get Tony to contact you as soon as he's free. Woman: Thank you. Goodbye. Man: Goodbye.

[Pause]

Now listen to the recording again.

[Pause]

Conversation Three.

Questions 9 to 12.

Look at the note below.

You will hear a woman calling about the arrangements for a meeting.

You have 15 seconds to read through the note.

[Pause]

Now listen, and fill in the spaces.

Man: Good morning. Marketing Department. Peter Menzies speaking.

Woman: Hello. Could I speak to John Fitzgerald, please?

Man: I'm afraid he's not in the office at the moment.

Woman: Well, this is Elizabeth Parnell calling. I wanted to talk to John about the meeting next week. You see, I only get back on Tuesday night from a trade fair in the States.

Man: So, would you like me to give him a message?

Woman: Yes, could you ask him if we can postpone Wednesday's meeting? Till after lunch. That would be easier. It was originally going to be at ten a.m.

Man: OK. I'll ask him to change it. I'll get back to you with a time.

Woman: Thanks. And could you also ask him to add another item for discussion at the meeting? I thought we were going to talk about the revised budgets - but I can't see this on the

agenda.

Man: OK. I'd better ask him to call you...

Woman: Yes, please. I'm at Head Office at the moment. Can he phone me here today - I won't be back at my own desk until tomorrow afternoon.

Man: Right, I'll give him the message.

Woman: Thanks.

Man: Bye.

Woman: Goodbye.

[Pause]

Now listen to the recording again.

[Pause]

That is the end of Part One. You now have 20 seconds to check your answers.

[Pause]

Part Two. Questions 13 to 22.

Section One.

Questions 13 to 17.

You will hear five short recordings. Five people are talking about different business books they have read.

For each recording, decide which book the speaker is talking about.

Write one letter (A-H) next to the number of the recording.

Do not use any letter more than once.

After you have listened once, replay the recordings.

You have 15 seconds to read the list A-H.

[Pause]

Now listen, and decide which book each speaker is talking about.

[Pause]

Thirteen

Woman: Yes, it was interesting... some of it was rather obvious, of course, like dressing smartly, making sure you arrive on time, that sort of thing... but there was also quite a lot I'd

never really considered... like ways to interpret what the advertisement is really asking for,

reading between the lines... and a section which lists some of the harder questions they

tend to ask you, with effective answers you can give.

[Pause]

Fourteen

Man: Invaluable, I'd say... certainly helps prevent you making some of the more embarrassing mistakes. It gives you a kind of timescale to follow through. For example, they stress that

you need to get publicity up and running a good six months before you want to stage the

event. And get your main speakers booked earlier than that. They say you must make

sure you've got a good assistant to support you, check the details.

[Pause]

Fifteen

Woman: Actually, although it was a bit long, it was definitely useful. The trouble often is, when the management take on new staff, they don't necessarily really know what skills or

qualities are needed. I want someone who's more than just a secretary typing out letters

every day... I'm looking for a right hand, someone to do everything... and this book spells

out what that means... it's helped me to draw up a job description.

[Pause]

Sixteen

Man: Well, I wish I'd read it years ago! That would have saved me from some of my worst inefficiencies. I'd recommend it to anyone. It shows you how to produce a perfect

schedule for getting through your workload... Once you've got yourself organised, made

lists of tasks and priorities, you can make best use of each and every day... otherwise

you're just constantly confusing your PA with endless requests, all terribly urgent. . . [Pause]

Seventeen

Woman: Certainly, a lot of the book was very specialised... but it did give me an idea of how the agencies do the job. Of course, they're the people with the creative ideas, the expertise,

so I'm happy to trust the image development work to them... but I read the book so I

could talk to them on equal terms about what we're trying to do, and how it fits in with

our overall business strategy.

[Pause]

Now listen to the recordings again.

Section Two.

Questions 18 to 22.

You will hear another five recordings. Five people are talking about why they decided to use a

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c Test 4 1．T he Birmingham Alliance CABDABD 2．S taff apperaisals a director DFBAC 3．M arket entry-the pioneer AABCCB 4．B usiness meetings 19-23 CABDA 24-28 BDBAD 29-33 CACBD 5．W hen to recruit for c the of with c such c so type around it Test1 1.flacks is a UK-based BDCABCA 2.evaluating the performance of the board BAFDE 3.british companies cross the atlantic ABCBAD 4.promise of jobs 19-23 ACDDA 24-28 CBDCD 29-33 CCABDC 5.consumer behaviour :with c to c so these about although having c too that Test2 1.Successful time management CBACDBD 2.staff appraisals good preparations CFAED 3.problems in the it industry ABBACD 4.chairman’s report 19-23 CDACD 24-28 DBADC 29-33 DAACB

剑桥商务英语(BEC)中级第二、三、四辑口语真题范例

第二辑Test 1 Topic A: WHAT IS IMPORTANT WHEN ……? Entertaining clients ●Types of activities ●Cost [思路点拨] 【词汇＆短语】促销赠品Complimentary presents 迎宾室Hospitality room 招待费Entertainment allowance 定制Customize 针对个人Personalize 有目的的Purposeful 商业目的Business objectives 客户需求Customer demand 包间Compartment 舒适的Cozy 【句型点击】 ●间歇、停顿 How shall I put it? 怎么说呢？ Well, what I trying to say is…….. 我想说的是…….. I’d like to begin by…… ●个人想法 In my opinion, I’d say that….. The point is that……. Well, we should…. 【参考范例】 Entertaining clients is not an easy job and should be handling appropriately and enjoyably. It contains more than just a wonderful meal, a sightseeing tour or a shopping trip. Good hospitality events can impress clients in a unique manner in and outside of the office. When entertaining clients, we should decide the types of activities according to their interest and favorites. Moreover, these activities should help us achieve our business objectives, for example, we can

bec中级口试真题doc资料

BEC中级口试全真试题Part Ⅱ 1.What is important when planning a presentation? Finding out about the audience Researching the topic 2.What is important when aiming to improve customer service? Staff Training Customer Satisfaction Surveys 3.What is important when managing a project? Encouraging Teamwork Keeping to schedule 4.What is important when motivating staff? Financial benefits Career development Opportunities 5.What is important when dealing with competition? Pricing policies Advertising strategies 6.What is important when planning health and safety training? Selecting topics Selecting staff to attend 7:What is important when choosing new office equipment? Prices and discounts Brand names 8.What is important when entertaining foreign business clients? Venue for entertainment Cultural Differences 9.What is important when aiming to reach new markets? Market research Advertising 10.What is important when choosing a management training course to attend? Program Contents Length of course

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BEC商务英语中级考试真题汇总为了让大家更好的学习商务英语BEC考试，给大家整理了BEC商务英语中级考试真题,下面就和大家分享，来欣赏一下吧。真题一 1 the failure of a company to set its prices appropriately 2 a context that makes it difficult to increase prices 3 the consequences of companies trying to conceal their approach to pricing 4 the means by which a company ensured precision in the prices it offered 5 the fact that companies can learn about the effects of a price reduction 6 the first sector to price products according to how much customers were prepared to spend 7 the widespread use of rough guidelines to determine prices Getting the price right

A、 Chief executives need to pay more attention to pricing, according to Roberto Lippi of the Apex Group, a consultancy that offers advice on pricing strategy. He accepts that low inflation figures in many industrialised countries makes raising prices tough, but argues that this should not necessarily deter companies. He gives the example of the airlines, which, with their minimum stay requirements and massive premiums for flexibility, led the way in sorting customers into categories, based on their willingness to pay. B、 The key to pricing is to avoid alienating customers. As Lippi points out, once a bad price has been established, it can be very difficult to turn the situation around. He gives the example of a consumer goods company that went bankrupt largely because it did not price its digital cameras properly. In contrast, he cites the case of a Swiss drug company that introduced software for every sales representatives laptop, enabling them to provide consistent and accurate price quotes. To help staff with this innovation, the company also created a new post of director of pricing strategy. C、

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人邮第二辑真题TEST 1 READING PART 1 1 the contact between coach and employee not solving all difficulties at work 2 the discussion of how certain situations could be better handled if they occur again 3 a coach encouraging an employee to apply what has been taught to routine work situations 4 coaching providing new interest to individuals who are unhappy in their current positions 5 coaching providing a supportive environment to discuss performance 6 employees being asked to analyse themselves and practise greater self-awareness 7 coaching enabling a company to respond rapidly to a lack of expertise in a certain area Coaching A Coaching involves two or more people sitting down together to talk through issues that have come up recently at work, and analysing how they were managed and how they might be dealt with more effectively on subsequent occasions. Coaching thus transfers skills and information from one person to another in an on-the-job situation so that the work experience of the coach is used to advise and guide the individual being coached. It also allows successes and failures to be evaluated in a non-threatening atmosphere. B Coaching means influencing the learner's personal development, for example his or her confidence and ambition. It can take place any time during an individual's career. Coaching is intended to assist individuals to function more effectively, and it is a powerful learning model. It begins where skills-based training ends, and helps individuals to use formally learnt knowledge in day-to-day work and management situations. Individuals being coached are in a demanding situation with their coach, which requires them to consider their own behaviour and question their reasons for doing things. C The coach professionally assists the career development of another individual, outside the normal manager/subordinate relationship. In theory, the coaching relationship should provide answers to every problem, but in practice it falls short of this. However, it can provide a space for discussion and feedback on topics such as people management and skills, behaviour patterns, confidence-building and time management. Through coaching, an organisation can meet skills shortages, discuss targets and indicate how employees should deal with challenging situations, all at short notice. D Effective coaches are usually those who get satisfaction from the success of others and who give time to the coaching role. Giving people coaching responsibilities can support their development, either by encouraging management potential through small-scale one-to-one assignments, or by providing added job satisfaction to managers who feel they are stuck in their present jobs. A coach is also a confidential adviser, accustomed to developing positive and effective approaches to complex management, organisational and change problems. 这篇文章讲的是培训（coaching）的作用。培训对一个公司的发展和员工的成长都是至

BEC中级口语题库

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B E C中级口试题目及答案归纳 This model paper was revised by the Standardization Office on December 10, 2020

first impression is vital. We should be neatly dressed to leave a good impression on the audience. you have a good sense of humor, it helps to enhance atmosphere at the presentation and the audience will become more friendly and engaging Teamwork (mutual trust, full co-operation) 1. What is important when managing a project Encouraging team work Keeping to schedule Selection of the team members Firstly, encouraging teamwork is very important when managing a project. Teamwork reflects the combined experiences, knowledge, intelligence and views of a group of people, so it will definitely improve the quality and efficiency of the work. Secondly, keeping to schedule is also important. Time is always of essence for a project. You should ensure that you would be running before the schedule rather than after it. Otherwise it will lead to late completion. On top of that, selection of the participants should be also taken into consideration. People with a wide range of experiences can enhance the chance of the successfully sorting out problems.

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