commitment letter

SALES STAFF WANTED

At Keller Travel, we believe our unrivaled reputation for offering efficient and friendly service to our customers can be (149) entirely to the commitment, quality, and enthusiasm of our staff.

We are looking for well-traveled, energetic people to join our exceptional

team. We work long hours, (150) weekends, in a very busy sales environment, but there are marvelous travel opportunities and a lively and sociable atmosphere (151) one of the travel industry's best salary packages. All new recruits will undergo our comprehensive training (152).

To apply, please send your resume with a letter detailing your qualifications to:

Deirdre Andersen

Keller Travel

210 Elliot Street

Boston, MA 02201

(49)

A．adapted

B．acknowledged

C．acclaimed

D．attributed

INTELICOM

Kingston, Ontario

October 22

Ms. Susan Newman 320 Victoria Street Toronto, Ontario M5H 3N2

Dear Ms. Newman:

This is to confirm that the completed forms from your pre-employment health assessment have now been received. Therefore, I confirm that you will be able to start employment with INTELICOM as an interim administrative assistant in the research department on October 30.

The terms and conditions of your appointment are as follows:

Salary: Actual salary $22,000 per year (based on $44,000 a year full time).

Working Pattern: Working commitment is 50 percent of full time. This equates to 128 days to be scheduled as agreed with the head of the research department and is inclusive of 6 days of annual leave.

Duration of Service: One year.

Payment of Salary: Please complete a bank authorization form. (enclosed) and bring it, together with proof of identity, to the payroll office (fourth floor, Connaught Building) as soon as possible.

Please sign and date the duplicate copy of this agreement and mail it back to me by October 25. Only when the signed document is received in this office will a contract exist between you and INTELICOM according to the conditions set out above.

We look forward to having you with us at INTELICOM.

Yours sincerely,

[*]

Ms. R. A. Palermo

Director of Human Resource Management

ENDORSEMENT

I have received the original of this letter dated October 22 and accept the appointment on the terms and conditions specified.

Signature:……Date:……

(Ms. Susan Newman)

According to the letter, what has Ms. Newman already done？

A．She has visited the payroll office.

B．She has had a health checkup.

C．She has signed a contract.

D．She has submitted some research.

&8226;Read the article below about the importance of human resource (HR) management.

&8226;Choose the best sentence from the opposite page to fill each of the gaps.

&8226;For each gap (8-12), mark one letter (A-G) on your Answer Sheet.

&8226;Do not use any letter more than once.

Human resource management

It is nearly a century since the car manufacturer Henry Ford said, 'You can destroy my factories and offices, but give me my people and I will build the business right back up again.' In the light of this statement, it is odd that people management has taken so many years to move up the agenda. But a few business theorists are beginning to argue that managing people well can add more to the bottom line than anything else.

Mike Manzotti, a leading American author in this area, has strong views about the growing importance of human resources in today's business world. (8) . A company with high staff commitment, for example, has an asset that its rivals find hard to copy. Research in Britain would appear to support this notion. A recent business school survey into the performance of eight multinationals found that people management could be the most decisive factor in a company's performance. Another study indicated the same thing in medium-sized manufacturing firms. (9) . After all, how can an organisation evaluate the commitment of its staff？

For this reason, the researcher George Hessenberg argues that a scientific approach is needed. He feels that when HR professionals suggest changing an organisation's compensation structure or being more selective in recruiting, they are asking for things that require resources. (10) .

Some new approaches are emerging that attempt to do just that, including the scheme devised by consultants Couze Jordan. The scheme, which covers communication, recruitment, and use of resources, predicts that significant improvements in these areas achieve an increase in shareholder value of up to 30 per cent.

Another programme, launched by James Lester, an independent human resources expert, approaches the problem from a perspective that is designed to appeal to a wide range of managers. (11) . Both, he argues, involve appropriate decisions being made about the allocation of resources within a particular budget.

Lester's expertise enables him to carry out an organisational audit for his clients to identify which areas of HR are in most need of improvement. This is because there is no point in businesses spending large amounts without knowing if the investment is worthwhile. (12) . Lester's advice, however, is for companies to think twice before hiring people, since it is vital they assess whether they are getting value for money.

A But the findings are inconclusive because of the difficulty of collecting reliable evidence.

B He argues that the role of a skilled, motivated and flexible workforce has become more significant as traditional sources of competitive advantage diminish.

C For example, a common mistake is to spend a fortune on recruitment to cover up for deficiencies in training.

D However, most leading experts in the field believe that there is sufficient evidence to support this model of workplace dynamics.

E He compares the positive use of human resources to effective fund management, as this is something that senior executives can relate to.

F He believes, however, that the only way they will gain approval for these potentially expensive initiatives is to have some data that demonstrates positive financial benefits.

G In the light of this statement, it is odd that people management has taken so many years to move up the agenda.

(8)

？Read this text taken from an article about how the accountants influence the decisions.

？Choose the best sentence 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.

How the Accountants Influence the Decisions

Accountants in industry are often asked to evaluate projects. H . Many people think it must be straightforward, but, like many publishing contracts, the devil lies in the detail.

(9) . There is a high level of front-end investment in trying to "break" (popularise) an artist which usually comprises a non-returnable advance on royalties, recording costs, promotional costs and tour support costs which sometimes even extend to large "buy-on" fees to support major artists on big tours; i.e. they pay to play. Usually the first department involved in a decision to sign an artist is the A&R (artistes and repertoire) department. Sometimes unfairly labelled the Urn & Ah department, they play a vital role in identifying potential stars. About 95% of the artists don't make the grade. (10) . This financial analysis is called a Deal Memo and it also assists in the negotiation process.

When A&R. have identified a signing then there are a number of key decisions to be made in which the business affairs and finance departments become closely involved. (11) . Will it be a direct signing, i.e., will the company be contracting directly with the artist, or has the artist been savvy enough to incorporate his own company and "loan out" his services to his own company？ If the contract is with the artist's company then it is vital that the record company get the artist to sign a letter (called an inducement letter) stating that he personally undertakes to fulfill his contractual obligations should his company be unable to do so； e.g., if it were wound up.

(12) . Pete Waterman% PWL with artists such as Kylie Minogue, Jason Donovan and Rick Astley was a good example of a production house. Other examples are lease-tape deals and P&D (pressing and distribution) where the record company does not actually own the product but can sell it under its name for a limited period.

(13) . This will largely concentrate on the advances, royalty rates and contract term that should be offered to make it attractive to the artist to sign.

(14) . It should be product based i.e. on the number of albums to be delivered by the artist, (known as the "minimum commitment") rather than time based. Ideally the record company would want to sign the artist for just one album with multiple options for further albums at its sole and absolute discretion, so ff the artist is a flop, then the contract is terminated after one album, but if he or she is a success then options are exercised.

A The term of the contract is very important.

B Having decided on the form. of contract then, the finance department comes into the picture in assessing and analyzing the structure of the deal.

C Other possible forms of contract that could be considered are production house deals where a specialist company agrees to supply a number of artists to the record company.

D Firstly, it must be decided what form. the contract is going to take.

E However, for the very few artists that the record companies successfully "break" then there is big money to be made and it is therefore vital that any proposed deal undergo a thorough financial analysis to ensure that the company is not over-committed.

F Contrary to popular myth that it is easy to make money in the music business, most artists actually lose money for the recording companies.

G Importance should be attached to both the term and form. of the contract.

H In

&8226;Which clip does each sentence refer to？

&8226;For each sentence, mark one letter A, B, C, D or E.

&8226;You will need to use some of these letters more than once.

A.

Commitment: Developing export markets can be costly in terms of time, money have the commitment required to make a success of export？ Entering new markets and developing them usually takes considerable time and effort. You must take a long-term view. Consider how many resources and how long it takes to break into a new regional market in Australia. The time and cost can be multiplied several times when you are looking at an overseas market.

B.

Finance: Breaking into any new markets requites considerable funds (airfares, accommodation, advertising, sales promotion, new brochures, training of overseas sales agent, etc.). Does your company have the financial strength to commit say $ 30,000 or more for the year or two it may take to develop a new overseas market？

Discusses your plans with the international Department of your bank to ensure that all the financial aspects are covered and viable. Gain an understanding of international trade finance. Discuss costing-for-export with your accountant, and transport/packaging requirements with a customs agent or forwarding agent.

C.

Become familiar with common terms used in international trade. The Australian Trade Commission (AUSTRADE) and the major trading banks have reference booklets. The Australian Institute of Expert provides courses.

D.

Select one or two likely markets and undertake desk research to identify their characteristics. Most first-time exporters start with New Zeatand. Many are also interested in the USA, but that is an enormous and complex market.

In making a detailed market study the following should be considered:

？whether the country selected already imports the product (import statistics will show how much and from where)

？what import duties the product would attract

？other barriers to imports, such as import licensing

？frequency and cost of shipping or airfreight between Australia and the market

？regulations, such as quarantine and labeling standards, consumer protection rules, and product standards

？whether cultural differences need to be taken into account. 'Read economic and social literature on the target market to understand its fundamental characteristics.

E.

The desk research should have indicated the market with the most potential and you should now be in a good position to visit the target market. The main purpose of the visit will be to study its special characteristics, the opportunities/competition at first hand, seek a suitable agent or distributor, and jointly draw up an appropriate marketing plan to introduce and expand the sale of your product. These are all very important considerations, and more than one visit will probably be necessary. Choosing the right agent, for most Companies, is probably the single most important step. Do not rush this step.

A long-term approach has to be taken in projecting how to crack the world market.

Read the article below about cultural differences between Japanese and American managers.

Choose the best sentence to fill in each of the gaps

For each blank 8—12, mark one letter (A—G) on your Answer Sheet.

Do not use any letter more than once.

There is an example at the beginning.

Do It My Way

Cultural differences between Japanese and American managers have presented the biggest obstacle to Japanese companies investing in America.

A seminar for Japanese executives working in America was attended by 25 men, B Despite the room's stifling heating system, they resolutely refused to remove their jackets. Their coffee break lasted exactly the scheduled ten minutes. They did not ask any questions until after they had got to know one another a bit better at lunch. They were usually deferential and always polite.

A similar seminar for 25 Americans working for Japanese subsidiaries in America included eight women. (8)…A ten-minute coffee break stretched beyond 20 minutes. Participants asked questions and several aggressively contradicted what the speakers had to say.

According to Mr Thomas Lifson of Harvard and Mr Yoshihiro Tsurumi of New York's Baruch Colleague—the two main speakers at both seminars—misunderstandings between Japanese and American managers are possible at nearly every encounter. They can begin at the first recruiting interview. A big American company typically hires people to fill particular slots. Its bosses know that Americans are mobile people, who have a limited commitment to any particular employer or part of the country. (9)…American firms hire and hire almost at will.

The assumptions (and the expectations) of the Japanese managers of Japanese subsidiaries in America could hardly be more different. (10)…

American managers rely heavily on number-packed memoranda and the like. The Japanese colleagues prefer informal consultations which lead eventually to a consensus. According to Mr Tsurumi, they find comical the sight of American managers in adjacent offices exchanging memos.

Confronted with a dispute between middle managers (11)… expecting the managers themselves to

resolve the issue. The Americans conclude, wrongly, that their Japanese bosses are indecisive or incompetent. Japanese managers do not share the American belief that conflict is inevitable, and sometimes health-y. They want to believe that (12)…

A Several of the men removed their jackets after entering the room.

B nearly all of them in identical dark suits.

C However, I believe I'm qualified for this position.

D most Japanese superiors refuse to become involved.

E They value the skills joining the company rather than their existing skills.

F employees form. one big happy family.

G Jobs are clearly defined and so are skills needed to fill them.

(8)

&8226;Read the article below which reviews a new book on company planning.

&8226;Choose the best sentence from the list on the opposite page to fill each of the gaps.

&8226;For each gap 8-12, mark one letter (A-G) on your Answer Sheet.

&8226;Do not use any letter more than once.

Firms need a better way of planning

Nick Field, in his book Strategy Management, offers a new approach to help companies map out their future.

Many companies have lost the art of strategy-making. They spend too much time looking at process change, organisation and systems. They do not invest enough effort in determining where they want to be in their markets and how they are going to beat their competitors They have got things out of balance. In many companies, the development of strategy is in crisis.

In a recent magazine poll, only six per cent of executives rated their company highly for long-term planning skills. (8) If this figure is accurate, it is not surprising that 29% of the FTSE 100 companies failed to achieve real sales growth between 1992 and 1996, when takeovers are excluded from the figures.

There can be no doubt about the value of effective strategy-making. Recent research has shown that what are described as 'visionary' companies - those with clear strategies for the future - deliver higher shareholder returns. They are less at risk from short-term earnings pressures because they know - and they can convince others - that they will survive these.

(9) Times have changed. The big company of today is not being defeated by another big company but by the small companies. So how do they do it？ And where do companies that are failing in this respect turn？ If a company accepts that their strategy development is not 'the best in the class', if they acknowledge that they need to do more to map out their future, influence rather than be influenced, shape their market instead of being shaped by it, how should they take on this strategy-making challenge？ Field's book Strategy Management puts forward a new approach to help companies rediscover the power of forward planning. (10) The book is straightforward to understand and use, and offers practical and specific directions. Research and empirical testing have proved that it can be useful in all areas of industry and should be of value to any company.

The approach put forward is based on two key building blocks, the first being that any company considering its future must have a commitment to win. (11) The second building block is competitive advantage. The author defines four prime areas that differentiate organisations and influence purchase decisions. These are 'the performance of the product or service, sold at the most attractive price, with extraordinary levels of service and strong emotional values.' It may require only one of these areas to produce a competitive advantage. Take Coca-Cola for example. (12)

Companies can explore how to win by building on their commitment and working around this approach to identify which one or more of these four sources of advantage will lead to success.

A Clear guidelines are given on how to become involved with customers and build new forms of competitive advantage.

B Through the brand name, the company has established a relationship with customers' feelings that has made the product highly successful,

C Another survey estimated that only one in ten companies had the information they needed to make strategic decisions.

D Lacking any debate about the future, these are typically reduced to a once-a-year form-filling exercise.

E If this comes across forcefully enough rivals will see it and go elsewhere, believing the market will be taken over by another.

F In the past, it was generally believed that the scale of the company was the most significant factor.

G They do not invest enough effort in determining where they want to be in their markets and how they are going to beat their competitors.

(8)

—Read the advice about cooperation.

—Choose the best word to fill each gap, from A, B, C or D on the opposite page.

—For each question 19-33 mark one letter (A, B, C or D) on your Answer Sheet.

—One answer has been given as an example at the beginning.

CATSA

Gia Andina de Triconos (CATSA), a Bolivian joint venture of the U. S. Dresser Industries and local investors, which had based its investment (19)______ an allocation under the metalworking program, closed its doors after (20)______ to penetrate the Andean market after more than two years in operation.

The prospect of (21)______ access to the Andean market, plus protection provided by a 55 percent "ad valorem" common outer tariff on bits sourced from outside the bloc, made the sales outlook seem (22)______. However, CATSA's "monopoly" position in Ancom proved specious. (23)______ the plant went on stream in 1974, the company was never able to export a single drill bit to the Andean market, and its local sales were (24)______ a state-owned petroleum company. This market was clearly (25)______ , since the operation had been based on exporting the bulk of the plant's 200-unit-per-month capacity to the Andean area.

CATSA could not penetrate the Ancom market for several reasons:

Although Ancom (26)______ a 55 percent common outer tariff on third-country imports, some Ancom countries had previously (27)______ LAFTA (Latin American Free Trade Association) tariff concessions, which take precedence over the Ancom tariffs.

Ancom members simply did not (28)______ the spirit of the metalworking agreement. After the installation of the CATSA facility, plants producing tricorne bits (29)______ in Peru and Venezuela. Under the metalworking program, participating (30)______ were committed to prohibiting new foreign investment in allocations of other Ancom countries. But on the question of new investment by local industry, the obligation was only not to encourage it, with no requirement to prevent it. (31)______ Venezuela, it has no commitment to limit local production or to honour the outer tariff, because it was not yet a member of Ancom when the metalworking agreement was signed and was thus not a (32)______ to the pact. Also, according to Bolivia, Colombia and Ecuador employed (33)______ obstacles to avoid applying the common outer tariff.

The withdrawal of Chile from Ancom cost Bolivia a lucrative potential market, too.

A．in

B．to

C．under

D．on

Commitment means a husband or a wife just invests money to the family.

A．Y

B．N

C．NG