here are the questions:

0. Please read the texts and answer the questions below. A field marshall's baton in every soldier's knapsack? By Gill plinomer, FT (par. 1) The legendary Jack Welch, former chief executive of General Electric, said, 'call people managers, and they are going to start managing things, getting in the way'. But leaders 'inspire people with a vision of how things can be done better'. So when companies are grappling with globalisation, consolidation and technology, corporate leaders are required to bring direction and vision. Much like military commanders, they need to determine a strategy, then inspire the workforce to follow it. (par. 2) As a result, most companies operate on the premise that successful succession planning involves both nature (picking the right people) and nurture (providing training and work experience to develop them). Lucy Hatt, a managing consultant at a leading recruitment and management consultancy said that most FTSE 100 companies have leadership training programmes, but this is lacking in many smaller companies. 'Smaller companies often don't feel they have the resources to invest in training although ironically they're the ones more likely to have problems,' she says. A lot of organisations are happy firefighting. But over the long term you'll find that the ones who invest in their staff are the ones who are most successful.' (par. 3) She says one problem is that employers are looking for candidates with exactly the experience they require, whereas prospective employees are looking to stretch themselves to the next level. But with staff tending to move jobs more often, picking the right employees in whom to invest is important. (par. 4) The job of nurturing leaders can involve everything from a companywide assessment to identify rising stars, to seconding staff to particular roles or holding short courses or individual coaching for executives. (par. 5) Clive Newton is managing director leadership development solutions at Korn Ferry, the recruitment and management consultancy that works with companies to identify and nurture talent. He says the biggest mistake most companies make is failing to acknowledge that different attributes are required in different jobs. 'When organisations look for talent they tend to look at everyone in the same way; they tend to think about what makes a 'top chap'. In fact, what makes a great first line manager - someone who is able to take an instruction and turn it into action - doesn't necessarily make a great executive.' (par. 6) The consultancy helps run short leadership training courses and advises companies on how to develop stars. Mr Newton likens the process to strengthening muscles. 'So, if someone is not particularly good socially, we'd encourage the company to put them into roles where they're forced to work with people until they get better at it and so on.' (par. 7) Whether leaders are born or made may prove as elusive as the secret of happiness. But that, it seems, will not stop companies or their employees trying to find it. The result is too important. 8 Read the text again and decide if the following statements are True or False. (1p. per question) 92. Managers are needed to lead businesses in modern day challenges. a. True b. False 93. Many companies don't seem to mind solving issues with staff when they occur. a. True b. False 94. Companies want to give jobs to people who want to advance their competencies. a. True b. False 95. Most people are looking for a job which will give them more skills and responsibilities. a. True b. False