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BEC-2Test1ReadingPartOneQuestion1-7Lookatthestatementsbelowandtheinformationabouttrainingcoursesontheoppositepaper.Whichcourse(A,B,C,orD)doeseachstatement1-7referto?Foreachstatement1-7,markoneletter(A,B,CorD)onyourAnswerSheet.Youwillneedtousesomeoftheselettersmorethanonce.1.Thiscourseisforpeoplewithlittleornoexperienceofthetopic.2.Youwilllearnwhatalendercandoifacompanydoesnotrepayaloan.3.Companiescandecidewheretheiremployeeswilltakethecourse.4.Youwilllearntoassesswhetherabusinesscanpaybackthemoneyitowes.5.Thiscoursewillhelpyoutodealwiththepaperworkinvolvedinprocessingloans.6.Youwilllookatthelegalaspectsofhiringequipment.7.Thiscoursewillconcentrateonthelawsthatapplywhenabusinessborrowsmoney.ALoansAdministrationThiscourselooksattheadministrativefunctionsofabank'sloansdepartment,e.g.dealingwithcreditapplicationsandkeepingrecordsofloantransactions.Wewilluserealapplicationformsofthetypethatadministrativestaffinloansdepartmentsregularlyhandle.Itwillbeparticularlyusefulforexperiencedstaffwithday-to-dayadministrativeresponsibilityforloanportfolios.Althoughmostclientschoosetoenjoyourbeautifulpremises,thecoursecanberunattheclientcompanyorelsewhere.BCashflowAnalysisOnthisadvancedcourseyouwillbuildupadatabaseofacompany'scashflowovertimeandidentifyandinterpretpatternsofchange.Youwillanalyzethecashflowofafewsamplecompaniesanduseyouranalysistojudgetheirabilitytosettletheirdebts.Thiscoursewillhelpyouperformanadvancedcashflowanalysisofyourowncompany.CLoanContractsOpentoanyonewhocompletedourintroductorycoursetolegalcontractsinbusiness,thiscourselooksatthelegalprinciplesinvolvedwhenacompanytakesoutaloan;andoutlineshowtotakelegalactionagainstacompanythatdefaultsonitsrepayments.Youwillcomparetheinterestsandresponsibilitiesofbothpartiestoaloancontract.DLeasing&AssetFinanceThisisacourseforthosenewtoleasing.Itwillprovideyouwithabasicunderstandingofwhycompaniesprefertoleasepropertyormachinery,ratherthanbuy.Youwilllearnaboutboththeexpensesandtaxbenefitsofleasingandyouwillstudyavarietyofleaseagreementsandthelawsrelatingtothem.PartTwoQuestions8-12Readthearticlebelowaboutapsychologist'sadvicetomanagers.Choosethebestsentencefromtheoppositepagetofilleachofthegaps.Foreachgap8-12,markoneletter(A-G)onyourAnswerSheet.Donotuseanylettermorethanonce.Thereisanexampleatthebeginning.(0)ThePsychologyofManagementIfoverflowingin-traysfrightenyouorsolvingproblemsmakesyousweat,there'sanewrangeofbusinessbookscalledTheManagementGuidesthatyoucanturntowithconfidence.(0)__G__.Inaddition,they'rewritteninaccessiblelanguagebyKathyHarman,acharteredoccupationalpsychologistwhoheadsherownLondon-basedconsultancybusiness.ShesaysthattheguidesareintendedforprofessionalsworkinginsmallBritishcompanies,wherethinkingaboutmanagementcanbealowprioritybecauseofendlesslistsofotherresponsibilities.(8).Afterthisinitialmessagetothereader,thefollowingpagescontainsectionsoneveryaspectofbusiness,frommanagingyourowntimeandselectingemployeestoplanningaheadforthefuture.OneofthereasonsHarmanwrotetheseguideswasthatsheknowsnoteverybusinessisabletoinvestintraining.Thedifficulty,especiallyforsmallbusinesses,isthat,Peopleareprofessionalsfirstandforemostandsomehowtheyarejustexpectedtopickupmanagementskillsastheygoalong.(9).Andbecomingone,sherecognizes,isespeciallydifficultifyou'renotusedtocommunicatingeffectivelyordelegatingwork.Sheadds,It'sallverywellmanagingareasthatyouhavecontroloverandyoucandoalltheplanningyoufeelisnecessary,buttherearealwaysgoingtobeotherpeopleouttherewhodothemostunexpectedthings,(10).Suchachoiceofapproachesisessentialtoanybusiness;thiscanonlybeachievedbymanagershavinggood,friendlyrelationshipswithalltheirstaffandbusinesscontacts.Theimportantthinginmanagement,saysHarman,isthehumanelement.Heradvicetomanagerseverywhereistomaintainprofessionalismatalltimes.Ifyou'veevermanagedanyone,shesays,you'llknowthatyou'renotallowedtobefedupbecausewhenthestaffcometoyou,theydon'twanttoknowaboutyourproblems,theywanttheirproblemssolved.Harmanfeelsconfidentaboutmakingsuchananalysisbecauseofheryearsoftrainingasanoccupationalpsychologist.(11).Whatyoufindthereisthatmoreseniormanagershavehadsomekindofpsychologicaltraining,whileinthiscountrymostmanagersgettheirmanagementpsychologysecond-handbylisteningtoothermanagers.TheoverallmessagefromHarmanisasimpleone,andit'sgotnothingtodowithtechnologyordatabases.(12).Moreandmoremanagers,shesays,arerealizingthisandbeginningtoappreciatethatwithouttherightstaffatalllevels,youreallyhaven'tgotabusiness.Peopleareyourprincipalresource.AAndwhentheydo,managersneedavarietyofstrategiestofallbackon.BThis,ofcourse,isunlikelytobeeasy,becausebeinganexpertinyourfielddoesn'tnecessarilymakeyouagoodmanager.CThequestionthatmostofthemaskis,Canweactuallyaffordamanagementtrainingcourses?DAlthoughthisareaofstudyisbecomingmoreacceptableinthebusinessworld,BritainisalongwaybehindtherestofEurope.EIt'saboutcreatingaworkingenvironmentthatpromotesthewell-beingofeveryone,fromthepostroomtotheboardroom.FThisisillustratedatthebeginningofeachguidewiththequote,Thisbookisforthosewhowouldliket