Question textSection FRead the text on workplace innovation and answer the following questions. 1. Perfectionism, or the desire to do everything perfectly, has become a common feature in today’s workplace culture and is demanded by some organisations. As a result, employees can feel pressured by colleagues and superiors to always deliver perfect outcomes. This creates a work environment that reduces their level of creativity and innovation. Instead, encouraging individuals and teams to experiment with new ideas leads to long-term success in the workplace. 2. The pressure to produce perfect work has been linked to increased stress and exhaustion. The fear of making mistakes can lead to negative mood and low confidence. These feelings result in high levels of employee turnover and poor productivity. Understanding mistakes, however, can enhance the ability to face difficulties. In a study by the University of Chicago (2022), participants who were allowed to fail at work were more flexible and capable than their colleagues. This is because they were able to learn from their mistakes and develop coping strategies. Those who were pressured to succeed lost their confidence. They did not develop coping strategies. Businesses and their staff, therefore, benefit from having realistic expectations. 3. Organisations that encourage experimenting have higher levels of innovation and productivity in their workers. They make greater profits as a consequence. Individuals who have the freedom to test their ideas are more likely to be innovative, even if they fail. Leaders in fields such as transport, technology and entertainment, turn experiments into opportunities to develop products or improve their customers’ experience. Apple, Amazon, and Coca-Cola are just a few international corporations whose failures have had eventual positive outcomes in the market. This highlights the importance of creating a workplace culture that values experimenting and learning from mistakes. 4. Allowing workers to experiment and learn promotes a culture of creativity and problem-solving. This is because individuals who are given the freedom to experiment are more likely to take risks and try out new approaches. Failure and mistakes should be seen as opportunities to improve. A study by the University of California (2022) found that individuals who were allowed to experiment generated more original ideas and solutions than those who were not. In the study, workers who had the opportunity to experiment felt more interested in their work activities. They were attached to their work and had a greater sense of purpose. This enthusiasm led to greater job satisfaction and motivation. Organisations that embrace the freedom to fail benefit from original ideas and innovative solutions. 5. Diversity and inclusion can promote a culture of experimenting and learning in the workplace. Individuals from diverse backgrounds bring unique perspectives and original ideas. Organisations that embrace these values are more likely to be innovative. This often leads to breakthroughs. Organisations that have benefited from valuing diversity and inclusion are the technology companies headed by Microsoft. They attracted employees from diverse backgrounds through hiring practices that promote diversity, and provide training for these employees where required. They have seen significant gains in innovation, such as a game controller designed for people with disabilities. This innovation came from an engineer who had a disability, and struggled to use traditional game controllers. 6. Companies that encourage experimenting in the workplace have a competitive advantage. Research suggests that such organisations are more adequately equipped to adapt to changing market conditions. They develop new products and services to stay ahead of the competition. For example, Apple's culture of experimenting and innovation has led to the development of numerous products, including the iPhone and iPad, that have disrupted entire industries. They have transformed the way people communicate and consume media. 7. It is impossible to always achieve perfection at work, yet many individuals try hard to accomplish this. They believe their employers and colleagues expect it. This belief has more disadvantages than advantages. Creating a workplace culture that values experimenting and learning can lead to greater innovation, creativity, and success in the long term. Pressure to succeed can limit these qualities and have a negative impact on employee wellbeing. Allowing trials to fail and promoting diversity create a positive work culture and environment. This is clearly what workers need to innovate and succeed over time. A focus on experimenting and learning from failure can provide an advantage in the market. The feeling of freedom to test ideas and make mistakes is essential for success in the modern workplace. Questions 19 – 22. Which paragraphs contain the following supporting information? Match the information to the paragraph number. 19. Evidence that failure enhances the ability to face challengesAnswer 1 Question 19-22[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7]20. Examples of companies that hired innovative staffAnswer 2 Question 19-22[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7]21. Research findings about increasing motivation at work Answer 3 Question 19-22[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7]22. Some companies that have benefited from failures Answer 4 Question 19-22[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7]多项填空题

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Section F: Read the text on the four-day working week and answer the following questions. 1. The concept of a four-day work week, where employees keep 100% of their salary and work 80% of their former hours while maintaining 100% productivity, has gained global attention. It is called the 100:80:100 model. Successful productivity in this model has been defined as an increase of approximately 20% in productivity per employee per hour worked. Various trials have been conducted to assess whether this model is practical and has significant benefits. The trials to date have been conducted on small and medium-sized organisations only. They indicate positive outcomes for both employers and employees across various industries. However, challenges, and the need for further trials will determine if the model should be adjusted to fit most, if not all business sectors. 2. These initiatives are most often led by management. They are aimed at addressing employee burnout, boosting productivity, and attracting and retaining the best possible employees. A number of companies which were using the model were surveyed, and no loss of productivity was found. In fact, 70% of the companies surveyed reported higher productivity levels than before the change. Additionally, improvements in recruitment and retention of employees were noted in 60% of the surveyed companies. The most welcome outcome was that 50% of the companies surveyed reported significant reductions in absenteeism, or the regular absence from work without a proper reason. 3. The additional day off provides employees with time for relaxation and recovery. Employees feel less stressed and experience reduced burnout. The four-day work week helps alleviate work-family conflicts and mitigate the Sunday-evening anxiety associated with the approaching start to the working week. Given the high levels of stress in workplaces, these findings have significant implications for employee wellbeing. Similar outcomes were experienced by employees with a permanent scheduled long weekend as well as those who had a break in the middle of their working week. 4. Despite the reported benefits, some organisations have faced challenges when implementing a four-day work week. A significant barrier is the reluctant feelings top managers can have when considering implementing the model. The main obstacle remains the fear that fewer hours worked would lead to lower productivity. To address these concerns, it is essential to gather evidence from trials, including large-scale international trials involving diverse industries. Additional evidence of the model’s success will calm the critics and lead to broader acceptance. 5. There are questions about whether this model is appropriate for application across all sectors of the economy. As yet, technology companies have most commonly adopted the model. There is some concern that their positive experiences may not directly translate to other sectors, for example manufacturing, which requires machines to keep running, a trade counter open to the public and around-the-clock deliveries. Manufacturing workers do not have the option of working from home, as there always needs to be a minimum number of staff on site. Public services also have different business profiles and demands. In these sectors reduced working hours may require overtime payments or additional staffing, which would not be acceptable to most employers. 6. Many firms which have implemented the model have achieved a significant gain in productivity per employee per hour worked. However, it is not clear if these gains in productivity are sustainable for the long term. They require employees to work more intensely, which may not be feasible for employees to maintain over the length of their careers. 7. It is likely that the four-day work week will gradually spread to workplaces and sectors with realistic productivity gains. Employers and sectors that do not offer reduced hours will eventually face difficulties attracting and retaining high-quality employees. They will be forced to reduce work hours so as to continue to run a competitive business. However, the pace of such changes will depend on economic growth, productivity trends, and labour market conditions. 8. The concept of a four-day work week has attracted attention and provided positive outcomes. International companies have displayed the potential benefits of reduced hours in terms of productivity, employee wellbeing and recruitment and retention of key employees. However, challenges remain, including the uncertainty of managers and considerations relating to certain sectors. Continued trials, involving diverse industries, missing from the original trials, will provide valuable insights for decision-makers considering the adoption of the 100:80:100 model. Questions 25 – 29 Complete this summary of the last two paragraphs of the text by filling in each blank with ONE WORD from the text. The 100:80:100 model will most likely 25. Answer Question 13[input] to more fields of work with productivity improvements. Businesses which continue with the traditional working week could have 26. _____ , and may be forced to agree to the model. They would need to do this to stay 27. _____ . The advantages of a reduced working week have been revealed by 28. _____businesses. Future trials of the concept must include those 29. ____ not surveyed in the first

Question textSection F: Read the text on the four-day working week and answer the following questions. 1. The concept of a four-day work week, where employees keep 100% of their salary and work 80% of their former hours while maintaining 100% productivity, has gained global attention. It is called the 100:80:100 model. Successful productivity in this model has been defined as an increase of approximately 20% in productivity per employee per hour worked. Various trials have been conducted to assess whether this model is practical and has significant benefits. The trials to date have been conducted on small and medium-sized organisations only. They indicate positive outcomes for both employers and employees across various industries. However, challenges, and the need for further trials will determine if the model should be adjusted to fit most, if not all business sectors. 2. These initiatives are most often led by management. They are aimed at addressing employee burnout, boosting productivity, and attracting and retaining the best possible employees. A number of companies which were using the model were surveyed, and no loss of productivity was found. In fact, 70% of the companies surveyed reported higher productivity levels than before the change. Additionally, improvements in recruitment and retention of employees were noted in 60% of the surveyed companies. The most welcome outcome was that 50% of the companies surveyed reported significant reductions in absenteeism, or the regular absence from work without a proper reason. 3. The additional day off provides employees with time for relaxation and recovery. Employees feel less stressed and experience reduced burnout. The four-day work week helps alleviate work-family conflicts and mitigate the Sunday-evening anxiety associated with the approaching start to the working week. Given the high levels of stress in workplaces, these findings have significant implications for employee wellbeing. Similar outcomes were experienced by employees with a permanent scheduled long weekend as well as those who had a break in the middle of their working week. 4. Despite the reported benefits, some organisations have faced challenges when implementing a four-day work week. A significant barrier is the reluctant feelings top managers can have when considering implementing the model. The main obstacle remains the fear that fewer hours worked would lead to lower productivity. To address these concerns, it is essential to gather evidence from trials, including large-scale international trials involving diverse industries. Additional evidence of the model’s success will calm the critics and lead to broader acceptance. 5. There are questions about whether this model is appropriate for application across all sectors of the economy. As yet, technology companies have most commonly adopted the model. There is some concern that their positive experiences may not directly translate to other sectors, for example manufacturing, which requires machines to keep running, a trade counter open to the public and around-the-clock deliveries. Manufacturing workers do not have the option of working from home, as there always needs to be a minimum number of staff on site. Public services also have different business profiles and demands. In these sectors reduced working hours may require overtime payments or additional staffing, which would not be acceptable to most employers. 6. Many firms which have implemented the model have achieved a significant gain in productivity per employee per hour worked. However, it is not clear if these gains in productivity are sustainable for the long term. They require employees to work more intensely, which may not be feasible for employees to maintain over the length of their careers. 7. It is likely that the four-day work week will gradually spread to workplaces and sectors with realistic productivity gains. Employers and sectors that do not offer reduced hours will eventually face difficulties attracting and retaining high-quality employees. They will be forced to reduce work hours so as to continue to run a competitive business. However, the pace of such changes will depend on economic growth, productivity trends, and labour market conditions. 8. The concept of a four-day work week has attracted attention and provided positive outcomes. International companies have displayed the potential benefits of reduced hours in terms of productivity, employee wellbeing and recruitment and retention of key employees. However, challenges remain, including the uncertainty of managers and considerations relating to certain sectors. Continued trials, involving diverse industries, missing from the original trials, will provide valuable insights for decision-makers considering the adoption of the 100:80:100 model. Questions 19–22. Which paragraphs contain the following supporting information? Match the information to the paragraph number.19. An explanation of when the extra day off could be takenAnswer 1 Question 10[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7, Paragraph 8]20. An explanation of why improved productivity may not be maintained over time.Answer 2 Question 10[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7, Paragraph 8]21. Data to support the success of the model. Answer 3 Question 10[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7, Paragraph 8] 22. Reasons that the model is unlikely to be suitable for an industry.Answer 4 Question 10[select: , Paragraph 1, Paragraph 2, Paragraph 3, Paragraph 4, Paragraph 5, Paragraph 6, Paragraph 7, Paragraph 8]

Question textSection F: Read the text on the four-day working week and answer the following questions. 1. The concept of a four-day work week, where employees keep 100% of their salary and work 80% of their former hours while maintaining 100% productivity, has gained global attention. It is called the 100:80:100 model. Successful productivity in this model has been defined as an increase of approximately 20% in productivity per employee per hour worked. Various trials have been conducted to assess whether this model is practical and has significant benefits. The trials to date have been conducted on small and medium-sized organisations only. They indicate positive outcomes for both employers and employees across various industries. However, challenges, and the need for further trials will determine if the model should be adjusted to fit most, if not all business sectors. 2. These initiatives are most often led by management. They are aimed at addressing employee burnout, boosting productivity, and attracting and retaining the best possible employees. A number of companies which were using the model were surveyed, and no loss of productivity was found. In fact, 70% of the companies surveyed reported higher productivity levels than before the change. Additionally, improvements in recruitment and retention of employees were noted in 60% of the surveyed companies. The most welcome outcome was that 50% of the companies surveyed reported significant reductions in absenteeism, or the regular absence from work without a proper reason. 3. The additional day off provides employees with time for relaxation and recovery. Employees feel less stressed and experience reduced burnout. The four-day work week helps alleviate work-family conflicts and mitigate the Sunday-evening anxiety associated with the approaching start to the working week. Given the high levels of stress in workplaces, these findings have significant implications for employee wellbeing. Similar outcomes were experienced by employees with a permanent scheduled long weekend as well as those who had a break in the middle of their working week. 4. Despite the reported benefits, some organisations have faced challenges when implementing a four-day work week. A significant barrier is the reluctant feelings top managers can have when considering implementing the model. The main obstacle remains the fear that fewer hours worked would lead to lower productivity. To address these concerns, it is essential to gather evidence from trials, including large-scale international trials involving diverse industries. Additional evidence of the model’s success will calm the critics and lead to broader acceptance. 5. There are questions about whether this model is appropriate for application across all sectors of the economy. As yet, technology companies have most commonly adopted the model. There is some concern that their positive experiences may not directly translate to other sectors, for example manufacturing, which requires machines to keep running, a trade counter open to the public and around-the-clock deliveries. Manufacturing workers do not have the option of working from home, as there always needs to be a minimum number of staff on site. Public services also have different business profiles and demands. In these sectors reduced working hours may require overtime payments or additional staffing, which would not be acceptable to most employers. 6. Many firms which have implemented the model have achieved a significant gain in productivity per employee per hour worked. However, it is not clear if these gains in productivity are sustainable for the long term. They require employees to work more intensely, which may not be feasible for employees to maintain over the length of their careers. 7. It is likely that the four-day work week will gradually spread to workplaces and sectors with realistic productivity gains. Employers and sectors that do not offer reduced hours will eventually face difficulties attracting and retaining high-quality employees. They will be forced to reduce work hours so as to continue to run a competitive business. However, the pace of such changes will depend on economic growth, productivity trends, and labour market conditions. 8. The concept of a four-day work week has attracted attention and provided positive outcomes. International companies have displayed the potential benefits of reduced hours in terms of productivity, employee wellbeing and recruitment and retention of key employees. However, challenges remain, including the uncertainty of managers and considerations relating to certain sectors. Continued trials, involving diverse industries, missing from the original trials, will provide valuable insights for decision-makers considering the adoption of the 100:80:100 model. Questions 15–18. What is the author’s main point in each of these paragraphs? Choose from the list (a-g) below. There are 3 extra options. a. A drop in absenteeism was identified in half of the surveyed organisations. b. Improved mental health can be experienced by 100:80:100 model workers. c. In some areas, the model may need to be introduced slowly. d. More evidence is needed to strengthen support for the model. e. Some industries will never be suitable for the model. f. The model has been successful in the surveyed organisations. g. There are several reasons for companies to consider the model. 15. Paragraph 2 Answer 1 Question 9[select: , a. A drop in absenteeism was identified in half of the surveyed organisations., b. Improved mental health can be experienced by 100:80:100 model workers., c. In some areas, the model may need to be introduced slowly., d. More evidence is needed to strengthen support for the model., e. Some industries will never be suitable for the model., f. The model has been successful in the surveyed organisations., g. There are several reasons for companies to consider the model.]16. Paragraph 3 Answer 2 Question 9[select: , a. A drop in absenteeism was identified in half of the surveyed organisations., b. Improved mental health can be experienced by 100:80:100 model workers., c. In some areas, the model may need to be introduced slowly., d. More evidence is needed to strengthen support for the model., e. Some industries will never be suitable for the model., f. The model has been successful in the surveyed organisations., g. There are several reasons for companies to consider the model.]17. Paragraph 4 Answer 3 Question 9[select: , a. A drop in absenteeism was identified in half of the surveyed organisations., b. Improved mental health can be experienced by 100:80:100 model workers., c. In some areas, the model may need to be introduced slowly., d. More evidence is needed to strengthen support for the model., e. Some industries will never be suitable for the model., f. The model has been successful in the surveyed organisations., g. There are several reasons for companies to consider the model.]18. Paragraph 7 Answer 4 Question 9[select: , a. A drop in absenteeism was identified in half of the surveyed organisations., b. Improved mental health can be experienced by 100:80:100 model workers., c. In some areas, the model may need to be introduced slowly., d. More evidence is needed to strengthen support for the model., e. Some industries will never be suitable for the model., f. The model has been successful in the surveyed organisations., g. There are several reasons for companies to consider the model.]

Section D: Read this paragraph and answer the questions below Mobile phones were, on average, replaced every 18 months in the United States last year and the situation is similar for many electronic devices, such as computers and printers. This trend, which has grown significantly in the past two decades, is often due to ‘planned obsolescence.’ This phenomenon is a business strategy in which manufacturers design products to be obsolete, or unusable, in less time than is necessary. This is done so that, in the future, the consumer feels a need to purchase new products produced by the company to replace their old ones. Mobile phones are frequently updated with new features, which make older models seem unattractive or unfashionable to consumers. Products such as printers may also stop functioning after a set period of time. Repairing these items is generally less economical than buying new ones. Planned obsolescence is unsustainable as it produces large amounts of waste, which usually collects in landfills. Questions 10 – 11. Choose a, b, c or d as the best answer. 10. Why do people want to replace their devices?

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