BEC中级真题第三辑TEST2kj140219154154 - 图文

BEC 中级 第三辑 Test 2

READING

1 hour

PART ONE Questions 1-7

? Look at the statements below and the text about time management on the opposite page.

? Which section (A, B, C or D) does each statement (1-7) refer to?

? For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet. ? You will need to use some of these letters more than once.

Example: 0 People choose to plan their work at different times. A B C D

0

1 In order to complete a task well, it may not be necessary to deal with every detail. 2 lf you have too much to do, you may need to turn down work in the future. 3 Any planning activity needs to take place on a regular basis. 4 You should avoid giving additional time to a particular task. 5 It is possible that some routine tasks do not need to be carried out. 6 lf you are overloaded with work, it is important to identify the cause. 7 People at all levels perform time-wasting activities.

Successful Time Management

A

The secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. You may find this is best done at the start of your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits

you best - find some way of fitting the activity into your schedule. Never say, I don't have time to plan today’.

B

Managers at all levels occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into worrying about the situation and you will feel unmotivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic.

C

lf a review of your working practices shows that you are too much of a perfectionist, do something about this. Modern definitions of quality refer to ‘fitness for purpose’. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how thoroughly you need to do something in order to meet your requirements. Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything.

D

lf your review of a period of time shows that you are spending time on things that are not really necessary or important, then think hard about whether you can afford this time. Many people file unnecessary papers and attend endless, unproductive meetings. Even top managers can be guilty of misdirecting their efforts by supervising subordinates too closely or failing to delegate. lf you question the necessity of certain work, you may find it easier to avoid these misdirected efforts and this will better inform your planning in the future.

PART TWO Questions 8-12

? Read the article below about the importance of staff appraisals.

? Choose the best sentence from the opposite page to fill each of the gaps. ? For each gap (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, (0).

Staff appransals

Good preparation for staff appraisals can pay dividends in terms of staff loyalty and satisfaction

Many managers, particularly those running smaller companies, feel they are too busy to give their employees appraisals, and many staff clearly dread them. (0) ...... G .... . They provide the opportunity for the manager to have one-to-one discussions with an employee and find out about any concerns, as well as identifying training needs and discovering career aspirations. They can make a staff member feel valued and so build loyalty.

The annual appraisal can either be a rewarding or painful experience. According to research carried out among 500 employees, the standard office appraisal is far from perfect. (8) ............ . The possible outcome for the company is even worse; up to a quarter of employees will look for a new job within two weeks of a bad appraisal and 40% within a month.

The quality of the appraisal lies with how the boss decides to carry it out. When it is done well, employees are able to use the feedback they receive to improve their performance. (9) ............ . So how should a constructive appraisal be carried out? According to Andrew Gillingham, a consultant trainer, appraisals can be manager-led, with the appraiser preparing a document and sharing it with the employee. Establishing training needs and motivating the employee towards bigger and better things are part of this process. (10) ............ . In both cases, Gillingham believes that the effectiveness of the appraisal discussion can determine the performance of the company.

Gillingham believes that anyone ‘who thinks it’s just the employee who doesn’t like the appraisal experience has got it wrong. Too many managers regard appraisals as a waste of time. (11) .............. . Managing people is a difficult matter, and without the necessary training, many managers try to avoid the uncomfortable issues that often need to be discussed at appraisals.

Gillingham believes that calling the process an appraisal may be unhelpful. (12) ............ . In either case, it is important to ensure that the meeting is successful and results in better quality management. Gillingham firmly believes that the main thing is to emphasise an open communications ethos in the workplace that gives staff a chance to talk about issues and feel valued.

Example:

0

A B C D E F

G

A Alternatively, managers may want the employees themselves to evaluate their work performance.

B In larger companies, the people likely to do something with this information will be found in the HR department.

C Problems such as rushing through the appraisal and being appraised by a manager who doesn’t understand the employee’s role were common concerns.

D Arguably, ’performance review' is more appropriate since it helps create correct expectations from the meeting and indicates what will happen.

E This is mainly because they have not been shown how to carry out appraisals properly. F But all too often, the format of the appraisal doesn’t allow this.

G But this can be avoided and, given a more positive attitude from participants, appraisals can prove enormously useful for all involved.

PART THREE Questions 13-18

? Read the article below about problems in the IT industry, and the questions on the opposite

page.

? For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.

Problems in the IT industry In the information technology industry, it is widely acknowledged that how well IT departments of the future can fulfil their business goals will depend not on the regular updating of technology, which is essential for them to do, but on how well they can hold on to the people skilled at manipulating the newest technology This is becoming more difficult. Best estimates of the current shortfall in IT staff in the UK are between 30,000 and 50,000, and growing. And there is no end to the problem in sight. A severe industry-wide lack of investment in training means the long·term skills base is both ageing and shrinking. Employers are chasing experienced staff in ever-decreasing circles, and, according to a recent government report, 250,000 new IT jobs will be created over the next decade. Most employers are confining themselves to dealing with the immediate problems. There is little evidence, for example, that they are stepping up their intake of raw recruits for in-house training, or retraining existing staff from other functions. This is the course of action recommended by the Computer Software Services Association, but research shows its members are adopting the short-term measure of bringing in more and more consultants on a contract basis. However, this approach is becoming less and less acceptable as the general shortage of skills, coupled with high demand, sends contractor rates soaring. An experienced contract programmer, for example, can now earn at least double the current permanent salary. With IT professionals increasingly attracted to the financial rewards and flexibility of consultancy work, average staff turnover rates are estimated to be around 15%. While many companies in the financial services sector are managing to contain their losses by offering skilled IT staff ‘golden handcuffs’ — deferred loyalty bonuses that tie them in until a certain date - other organisations, like local governments, are unable to match the competitive salaries and perks on offer in the private sector and contractor market, and are suffering turnover rates of up to 60% a year. But while loyalty bonuses have grabbed the headlines, there are other means of holding on to staff. Some companies are doing additional IT pay reviews in the year and paying market premiums. But such measures can create serious employee relations problems among those excluded, both within and outside IT departments. Many industry experts advise employers to link bonuses to performance wherever possible. However, employers are realising that bonuses will only succeed if they are accompanied by other incentives such as attractive career prospects, training, and challenging work that meets the individual’s long-term ambitions. This means managers need to allocate assignments more strategically and think about advancing their staff as well as their business. Some employers advocate giving key employees projects that would normally be handled by people with slightly more experience or capability. For many employers, however, the urgency of the problem demands a more immediate solution, such as recruiting skilled workers from overseas. But even this is not easy, with strict quoas on the number 13 According to the first paragraph, the success of IT departmentts will depend on of work permits issued. ln addition, opposition to the recruitment of IT people from other countries is growing, as many professionals believe it will lead to even investmcoenm/bect in training and thus a long-term 沪江 BEC：http://wwwless .hjenglish./ weakening of the Uk skills base.

A their success at retaining their skilled staff.

B the extent to which they invest in new technology. C their attempts to recruit staff with the necessary skills.

D the ability of employees to keep up with the latest developments. 14 A problem referred to in the second paragraph is that

A the government needs to create thousands of new IT posts. B the pool of skilled IT people will get even smaller in the future. C company budgets for IT training have been decreasing steadily. D older IT professionals have not had adequate training.

15 What possible solution to the long-term problems in the IT industry is referred to in the third paragraph?

A ensure that permanent staff earn the same as contract staff

B expand company training programmes for new and old employees C conduct more research into the reasons for staff leaving D offer top rates to attract the best specialist consultants

16 In some businesses in the financial services sector, the IT staffing problem has led to

A cash promises for skilled staff after a specified period of time.

B more employees seeking alternative employment in the public sector. C the loss of customers to rival organisations. D more flexible conditions of work for their staff.

17 Employers accept that IT professionals are more likely to stay in their present post if they

A are set more realisticperformance targets.

B have a good working relationship with staff in other departments. C are provided with good opportunities for professional development. D receive a remuneration package at top market rates.

18 According to the final paragraph, the UK skills base will be weakened by

A changes to managers’ strategic thinking.

B insufficient responsibility being given to IT staff.

C the employment of IT staff with too little experience. D the hiring of IT personnel from abroad.

PART FOUR Questions 19-33

? Read the extract below from a company chairman’s annual report to shareholders. ? 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. ? There is an example at the beginning, (0).

Chairman’s Report 沪江 BEC：httpwe ://www.hjenglish.com/bec/ ts for this half year I am pleased to report that, although had been expecting poor resulbecause of slow growth in the world economy, the company has (0) ..... B ..... very satisfactorily. Operating profits for this first half are in fact very much (19) ............ with those for the corresponding (20) ............ last yean Profits reached ￡115 million before tax,

Example: A acted B performed A B C behaved C D D worked

0

19 20 21 22 23 24 A A A A A A

in order

session

attributed termination

confirmed

portion

B on track C in line

B term C season

B referred C assigned

B ending C completion

B maintained C agreed C sector C

B component find www.hjenglish.com / C pointing B gain 沪江 BEC：http:/ /bec/ edge C B directing

C position B step

B point C demand

B price

D D D D D D D D D D D on target period

designated finalising supported division earn

strengthening stage capacity bid

25 26 27 28 29 30 31 32 33 A A A A A A A A A have focusing height condition request access strategy inquiring send

PART FIVE

Questions 34-45

? Read the advertisement below for a recruitment exhibition.

? ln most of the lines (34-45) there is one extra word. It is either grammatically incorrect or

does not fit in with the meaning of the text. Some lines, however, are correct. ? If a line is correct, write CORRECT on your Answer Sheet.

? If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your

Answer Sheet.

? The exercise begins with two examples, (0) and (00).

Examples:

0 0 I C S R R E C T

O

The Career Forum 0 lf you work in the city centre then a visit to the Career Forum, is the 00 city’s most successful recruitment exhibition, will give you the information 34 you need to determine whether you are making up the most of yourself. 35 Currently, there are advertising many new vacancies .on the job market. 36 With good skills and a healthy work record in greater demand than ever, it is 37 the ideal time to ensure that your career is being on the right track. The Career 沪江 BEC：htfor tp://www.hjenglish.com/bec/ 38 Forum has been responsible helping many thousands of the people 39 improve their iob potential, and it can do something the same for you. 40 Some of the best jobs in town never reach out the advertising pages, so

PART TWO Questions 13-22 Section One

(Questions 13-17)

? You will hear five short recordings.

? For each recording, decide what the speaker plans to do in their future career. ? 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.

13 .............................. 14 .............................. 15 .............................. 16 .............................. 17 .............................

A B C D E F G H to get a directorship in a large company

to gain a qualification in business administration to become self-employed to move into marketing

to be an independent financial adviser to design innovative models

to be the best in a particular field

to advise people in career management

Section Two

(Questions 18-22)

? You will hear another five recordings. Five people are phoning about conference arrangements.

? 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.

18 .............................. 19.............................. 20.............................. 21.............................. 22..............................

A B C D E F G H to request travel information to book a meeting room to postpone an appointment

to suggest a future change of venue to ask for a conference programme to cancel a reservation to invite a guest speaker to confirm their attendance

PART THREE Questions 23-30

? You will hear an interview with Giles Milton, the Operations Director of the National

Weather Centre, about this organisation’s relocation proiect.

? For each question (23-30), mark one letter (A, B or C) for the correct answer. ? After you have listened once, replay the recording.

23 The National Weather Centre’s most recent customers are

A supermarket retailers. B healthcare managers.

C maritime and aviation workers.

24 Why did the Centre first consider relocating?

A It had sufficient capital to build its own premises. B The lease on its premises was due to expire. C lt had outgrown its original premises.

25 What conclusion was reached about the eventual choice of location?

A The actual physical location was unimportant.

B Operational costs mattered more than staff preferences. C Transport links were the deciding factor.

26 Why is the Centre confident about retaining staff at its new location?

A The Centre can now afford to increase salaries. B The location is particularly attractive.

C There is less competition from other employers.

27 What positive feedback have staff given about the new location?

A They find the local amenities impressive. B Accommodation is significantly cheaper. C There is pleasant countryside nearby.

28 What financial incentive did the local authorities offer the Centre? A a rent-free period B cheap land for sale

C reduced business taxes

29 Giles Milton says that the local government A wants to expand its range of incentives. B prefers to deal with local businesses.

C hopes the Centre’s presence will attract other businesses.

30 What additional help is the Centre going to receive from local agencies?

A training to develop employees' IT skills B grants for employing school Ieavers C consu|tants’ advice on office design

You now have 10 minutes to transfer your answers to your Answer Sheet.

SPEAKING 14 minutes

SAMPLE SPEAKING TASKS

PART ONE

In this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.

PART TWO

In this part of the test, you are asked to give a short talk on a business topic. You have to choose one of the topics from the three below and then talk for about one minute. You have one minute to prepare your ideas.

A: What is important when . . . ? Writing a newspaper advertisement for a job vacancy ? Description of the work ? Experience needed by applicants ?????

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B: What is important when . . . ? Delegating work to others ? Clear instructions ? Choice of person for the task ????沪江 BEC：http://www.hjenglish.com/bec/

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?

C: What is important when . . . ? Designing a company website ? Type of information to include ? Different language versions ????

??????????

?

PART THREE

ln this part of the test, you are given a discussion topic. You have 30 seconds to look at the task prompt, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic. For two candidates

Video Conferencing

The company you work for is concerned about the amount of time staff spend travelling to meetings in other branches of the company, and is looking at alternatives. You have been asked to make recommendations about introducing video conferencing. Discuss the situation together, and decide: ? what the company needs to know about the meetings that take place at present ? what the advantages and disadvantages of video conferencing might be.

For three candidates

Video Conferencing The company you work for is concerned about the amount of time staff spend travelling to meetings in other branches of the company, and is looking at alternatives. You have been asked to make recommendations about introducing video conferencing. Discuss the situation together, and decide: ? what the company needs to know about the meetings that take place at present ? what the advantages and disadvantages of video conferencing might be ? what kinds of practical preparations would be needed before introducing the system. Follow-on questions

? Would you prefer to have meetings face to face or through video conferencing? (Why?) ? ln what other ways do you think a company could reduce the need for travelling to meetings? (Why?) ? Do you think the time spent travelling to meetings is always time wasted? (Why?/Why not?) ? What do you think are the benefits to staff of business travel? (Why?) ? Do you think modern technology has affected the amount of business travel in recent years? (Why?/Why not?) ? Do you think video conferencing will become more important for meetings in the future? (Why?/Why not?) ??

[pause]

Now listen, and fill in the spaces.

[pause]

Woman: This is the Radio Six programme information line. Next week, we have a special edition of The Future of Business on Friday evening. Our studio guest is Max Bruner, the well-known writer and director of the Berlin Management School, currently on a lecture tour of British universities. Many of you familiar with Professor Bruner’s recent publication about worker participation, will appreciate hearing his views on the topic of industrial relations, and there’ll also be the chance to ask Professor Bruner questions during our ‘phone-in`. Important to note is that the programme will be starting later than the published time of seven fifteen. And it’s an extended edition, so it’ll run from seven forty-five right up to the news bulletin at eight thirty. Of special interest to those listeners able to travel to our offices, there will be a special session, at the end of the broadcast, when Professor Bruner will be staying on for a book signing. So, an opportunity not just to hear Professor Bruner, but also a chance to meet him in person — that’s next Friday on Radio Six. [pause]

Now listen to the recording again.

[pause]

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

[pause]

Part Two. Questions 13 to 22. Section One. Questions 13 to 17. You will hear Eve short recordings.

For each recording, decide what the speaker plans to do in their future career. 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 fifteen seconds to read the list A—H. [pause]

Now listen, and decide what each speaker plans to do in his or her future career [pause]

Thirteen

Woman: I’d really like a change now. I’ve been working in the electronics industry for quite a while, but I feel I need to broaden my knowledge and skills. I could have tried simply moving to another sector, but I’ve decided to invest in doing an MBA as the best way to build my potential. I think engaging with new ideas and business systems will help me to improve my prospects. [pause]

Fourteen

Man: I work for a large national company at the moment, and it’s been very rewarding given me a lot of experience. But I’d like to be in charge of my own business - just a small one, nothing too big. I’ve got good qualifications, and I’ve done a business administration course to get more of the theory. I’ve put together a detailed business proposal and two or three of my friends are willing to help with finance. [pause]

Fifteen

Woman: We’re the leading multinational in our field, and respected for the solid quality of our products. However, I’ve just been approached by the CEO of another company to join them in a senior management position. The money they offer is tempting, but my field is R and D, and I’ve decided to stay here but get more involved with creating the next generation products. I think that’ll be a rewarding direction to go in. [pause]

Sixteen

Man: I’ve had my own company for several years, but what I’m now on track for is heading up a much bigger operation, getting to board level. I’m convinced I’ve got the self-motivation and the independence of mind to take difficult decisions. The challenges are more important than the money. Self-employment has taught me a lot, and now it’s time to apply some of those lessons. I’ve got valuable insights to offer. [pause]

Seventeen

Woman: You know, you work hard, get all sorts of qualifications, try to be the best in your field, and then what? Well, I’ve done all that, and now I’m interested in the new generation of men and women coming into business. I remember I needed plenty of encouragement and guidance along the way, and I believe that with my experience I can steer youngsters in the right direction to achieve what they want. That’s my priority for the future. [pause]

Now listen to the recordings again. [pause]

Section Two. Questions 18 to 22.

You will hear another [ive recordings. Five people are phoning about conference arrangements. 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 fifteen seconds to read the list A—H. [pause]

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

[pause]

Eighteen l

Man: Now the conference has started, I feel pleased with our preparation. The speakers have been popular with audiences - we could ask one or two more next year. The centre we’ve booked is fine for this time, but the rooms are already being used to their full capacity. If we don’t look elsewhere, we’ll have to restrict delegate numbers next year. So, we should consider other options. Perhaps the location could also be more convenient for people coming by train. [pause]

Nineteen

Woman: I’m afraid I shan’t be able to get to the conference on the first day as we’d planned. My flight’s now been cancelled, so I’m trying to make alternative travel arrangements. Could we discuss your business proposal over dinner on the second day instead? And you can tell me then about the parts of the programme I missed. Or else, I could get my secretary to tell the centre we’ll need to hire one of their meeting rooms. [pause]

Twenty .

Man: Thanks for your letter asking me to attend this year’s conference, and to give a talk again. I’d already made other arrangements for that week, but I’ve managed to cancel them. I see it’s going to be at the same place, so there’s no need to send a map. I shall be driving to the venue and am intending to arrive in time for the pre-conference dinner, so yes please, do book me accommodation for that night. [pause]

Twenty-one

Woman: I’ve got an early morning meeting at the airport. I’m not sure exactly what time it’ll

finish, but could you let me know the different options for getting from there to the centre, so that I can arrive in time to deliver my talk. According to the schedule you sent, I’m down as the first presenter. Also, I don’t know this particular venue at all, so if someone could meet me at the entrance, that would be most helpful. [pause]

Twenty-two

Man: I filled out the accommodation request form in the pre-conference information pack, but I hope it’s not too late to change my mind - I only sent it in last week. The thing is, I’ve now got an urgent appointment at the office, so I’ll have to leave early - I’ve tried moving the meeting to another day, but that just isn’t possible. It’s a shame, because this is the first time I’ve been able

to come. [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 an interview with Giles Milton, the Operations Director of the National Weather Centre, about this organisationis relocation project.

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 forty—fiue seconds to read through the questions.

[pause]

Now listen, and mark A, B or C.

[pause]

Woman: . . . And our studio guest today is Giles Milton, Operations Director at the National Weather Centre. Giles, welcome. Man: Thank you.

Woman: Giles, firstly, most people will know the Centre provides weather reports for TV and radio stations, but they’re not your only ‘customers’, are they?

Man: Not by any means. The Centre started out a hundred and fifty years ago, largely serving the shipping industry, but now it provides a whole range of services. We’ve been helping supermarkets for some time to predict when to buy more stocks of ice cream, for example, when a heat wave’s approaching. Our forecasts for administrators of health authorities help them predict when flu outbreaks might occur. That’s something we’ve only just got off the

ground. And there’s also our long-standing industrial advisory service for farmers, fishermen and airlines.

Woman: A real industry, then! Two years ago, the Centre announced its plan to relocate. What brought about that decision?

Man: Well, our first premises were near London and were leased to us by the government, and we’d always expected to stay there. But the site offered no scope for desperately needed development, and we had to do something. Although we were initially reluctant to borrow money to Finance a relocation, there was no other choice. Woman: Hm. Did it take long finding an alternative site?

Man: Over a year - which looking back seems excessively long, as we only seriously considered three locations: Oxford, Ipswich – and Plymouth, which was the one we eventually chose. All

three places had a good labour supply and running costs were comparable, although guess Plymouth is slightly cheaper – while being the furthest by road and rail from London. I think, in the end, we realised we could do our work just about anywhere — the data we deal with are all received and sent out via computer, after all.

Woman: And you were sure staff would be happy to make the commitment of moving permanently to such a nice part of the country?

Man: Well, yes, but this is different from tourism. We rely on the expertise of specialist IT people and where we were before, there are hundreds of businesses in the same position. We think there’ll be less demand for their services here.

Woman: Didn’t you have to offer them more money to relocate?

Man: We decided on a generous relocation package, and that seemed to be enough. Woman: Are staff who relocated to your new base happy they made the move?

Man: So far, yes. We thought they’d be most impressed by the beautiful countryside, but all they’ve said is how pleased they are they can now afford to move up the ladder in terms of finding a place to live - accommodation costs near London have shot up in recent years. And they’re finding Plymouth has the same amenities they were used to before, so no complaints there.

Woman: Did the Centre receive any local government support to relocate?

Man: Yes, and that was enormously useful. We didn’t have to buy land from the local council, and our offices were purpose-built according to our specifications. We were liable for business taxes from day one, but our first rent isn’t due until the site is fully developed, in about twelve months’ time.

Woman: A big incentive, then!

Man: Yes. We’re very pleased we’ve established such a good relationship with the local government. There’s a range of generous incentives in this region, and they are available equally to local and national organisations. They see us as a nationally high-profile organisation which, by moving here should attract a number of London-based companies to the region. Woman: So, is there any other help available, from local business agencies, for example?

Man: We’ve been offered various things — one agency provided a consultant to advise us on the initial design phase. We’ve just signed an agreement with the local employment agency, whereby they’re prepared to pay fifty per cent of the cost of sending our technicians on external computer courses. We could have benefited financially from another scheme if we’d been able to take on school leavers, but our openings are only for experienced workers. Woman: Quite. Tell me about the logistics of . . .

[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.

[pause]

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

That is the end ofthe test.?

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