Modelo examen 3 – Listening

LISTENING PRACTICE TEST 3

 

Tienes 35 minutos para completar este ejercicio. El listening tiene una duración de aproximadamente 31 minutos y los restantes 4 minutos los puedes usar para revisar tus respuestas.

Si no quieres revisarlas, puedes pasar al siguiente ejercicio directamente.

 

EJERCICIO 1

You will hear six short, unfinished conversations. Choose the best reply to continue each conversation. Put a circle around the letter of the best reply. You will hear each conversation twice.

 

EJERCICIO 2

You will hear three conversations. Listen to the conversations and answer the questions. Put a circle around the letter of the correct answer. You will hear each conversation twice.

 

EJERCICIO 3

Listen to the person talking and complete the information on the notepad. Write short answers of 1 to 5 words. You will hear the person twice. You have a brief moment to look at the notepad.

 

EJERCICIO 4

Listen to the conversation and answer the questions. Put a circle around the letter of the correct answer. You will see the conversation twice.

 

 

 

Reproductor de audio

Solo tendrás una oportunidad para escuchar este audio. Asegúrate de que tienes el sonido activado y cuando estés preparado pulsa el botón de oportinidad 1 para empezar el audio. Cuando el audio termine, ya no tendrás más oportunidades de escucha. Suerte 😉

 

LanguageCert C1 Listening Model 3 audio script

 

Part 1: 

 

Number one:

  • Oh, I’ve had such a bad day 
  • Why? 
  • First off, I was late for work and I had to wait for a bus for hours 

 

 

Number two:

  • Did you see that program on TV last night?
  • Which one?
  • The comedy, you know, about the family.

 

 

Number three:

  • It’s a coffee cup holder! Cool, Huh? 
  • Why on Earth did you buy that?
  • Because it’s a useful present.

 

Number four: 

  • Oh, come on! I feel like I’ve been waiting ages. 
  • I know what you mean, this lift is so infuriating! 

 

Number five: 

  • Hey, my bicycle is gone. Has anyone seen it? 
  • I borrowed it to go to the shops but I brought it back.

 

Number six: 

  • Oh, look at this.
  • What?
  • The soles are coming away.
  • Already? That’s really bad.

 

 

Part 2:

 

Conversation one: 

A: Oh, yeah, did I tell you what happened to me this morning in the shop? 
B: No. What? 
A: So, I was queuing at the checkout and there was this woman in front of me with her baby and the checkout guy was scanning her stuff and she was putting it in her bags, you know, so far so normal… 
B: This is a fascinating story! 
A: It gets better. So anyway, when she came to pay she realised that she didn’t have her purse! 
B: Oh no! 
A: And she was looking everywhere for it but she couldn’t find it and she was starting to get desperate, you know, the baby started crying and… 
B: What did the checkout guy do?
A: What could he do? He wasn’t going to pay it himself. 
B: Yeah, nothing I guess. So, did she have to leave it all? 
A: No, I paid for her shopping for her. 
B: Are you serious? 
A: Yeah, I’m serious. 
B: But how do you know it wasn’t a scam? Maybe she does that every time she goes shopping. 
A: Maybe she does, but I don’t think so. I mean she seemed genuine to me. 
B: How much was it? 
A: It was just over thirty euros. 
B: Wow. How nice are you? 
A: I know, right! I gave her my number so she can pay me back. 
B: So will she pay you back? 
A: Who knows? It’s not the end of the world if she doesn’t. 
B: Wow, I’m impressed, but I’ve also got to go. So this one’s on me, yeah? 
A: Oh, thanks very much. 
B: Only, I think I’ve forgotten my purse so… 
A: What are you like!

 

Conversation two:

A: You know the old glove factory down by the river? 
B: What? You mean that massive abandoned building? 
A: Yeah, exactly. 
B: Right, yes. I hadn’t actually realised that that was what it was, though. 
A: Yeah. Anyway, apparently they’re going to turn it into luxury flats. 
B: Really? It’s not exactly beautiful. 
A: Oh, I don’t know. It has a certain kind of beauty. 
B: Do you think so? 
A: Yeah, I do. Anyway, that’s not the point. I mean, can’t they do something better with it than create luxury flats? 
B: Like what? 
A: I don’t know. Couldn’t they turn it into a gallery or something? Haven’t they done that elsewhere? 
B: A gallery? Really? It would be bankrupt before long. 
A: OK, so maybe not a gallery, but a social space then . . . some kind of community place, you know – something for the whole city. 
B: Wouldn’t they just be better demolishing the whole thing and creating some nice park land? There’s not exactly a lot of green space ‘round here. 
A: Maybe. Seems a bit of shame to get rid of it completely, though. And as I say, I actually like it as a building. 
B: Nah. Demolition. It’s the best answer. Just clear it out, and start again. It would probably be cheaper, too.

 

Conversation three:

E: Right, we don’t have much time, so let’s make this snappy. Basically, we’ve come in under budget this year by about five thousand pounds and, if we don’t spend that money, we won’t get it in next year’s budget. So, we need to decide what to spend it on, and fast. So, any ideas? Rob? 
R: Well, we could do with some more promotion of the Horta range. It’s not been doing so well of late. 
E: I don’t think we have time to launch a whole new campaign, not in just a week. 
R: Yeah, but I was thinking of something small. 
S: How do you mean? 
R: Maybe a leaflet drop? We’ve already got the design done so we could just run a few thousand off at the printers. 
E: OK, maybe. Getting back to our ideas, what else have we got? Steven? 
S: Well, our computers are getting a bit slow. At the very least the operating system needs updating. I reckon we’d be looking at around five thousand for all of us. 
E: OK, that sounds doable. So far we’ve got the advertising idea and the computers. Anything else? 
S: Well, this is going to sound a bit silly. 
E: How so? 
S: Well, we don’t have a decent coffee machine here. 
E: Really, Steven? You can do better than that. 
S: Wait, hear me out. Think of how much time it would save without the need for coffee runs down to the café, for a start. 
E: OK … 
R: But – 
S: And – let me finish – think of how good a morale boost it would be for everyone. 
E: OK, I see what you’re saying….

 

 

Part 3:

Something that fascinates me is our perpetual desire – no maybe that’s unfair – our perpetual ability to overestimate negative things in our society. If you ask people to estimate the number of crimes that are committed each year, for example, they’ll always think the figure is much higher than it is. The same goes for estimating homelessness, poverty and so on. And yet, the truth is we live in an era where we’re generally better off than previous generations were. Is society perfect? No, not by a long shot. There are challenges and clearly some people are struggling, but in general, overall, society is better than it used to be. 

 

So, we have a propensity to assume society is worse now than in the past. But why? An obvious reason for this is the news. We’re constantly bombarded with stories of violence and other negative stories about society, and with a 24-hour news cycle these days, stories which wouldn’t have been given much airtime before, well, they are now dwelt on and repeated to fill time. It’s clear there’s a correlation between the way the news is reported and our frequently negative perceptions of society today. Having said that, one study found that people were much more able to accurately identify crime statistics in their local area than across the country. Local news often examines topics not covered in the national news such as housing developments, new businesses, charity events and so on, so it doesn’t tend to be quite so negative. This may contribute to the more realistic view many people have of issues in their local area

 

As well as overestimating negative aspects of society, people often say in polls that they think society is getting worse. It’s not as good as it used to be, it’s more dangerous, people are less kind, and so on. No matter how much you want to avoid sounding like your grandparents, the truth is that as we get older, we all find ourselves repeating the same cliché we heard from them, that things aren’t what they used to be. The psychology of this is called ‘declinism’ and there are some interesting psychological phenomena at play. Firstly, there’s the ‘reminiscence bump’. This describes the fact that when we’re older, we tend not to remember as much from the age between 30 to 60 as we do from our childhood and early adulthood, as that’s when our lives had lots of changes and new experiences. We tend to reminisce about those memories more, and through their retelling, we strengthen them so they’re at the forefront of our minds. 

 

Then, there’s the ‘positivity effect’. This describes our use of rose-tinted glasses – those metaphorical spectacles we put on 84 when remembering the past. They filter out all the bad and make us think everything was all warm and cosy back then. This refers to both our own personal lives and society around us. 

 

Finally, there’s the ‘status quo bias’. This relates to the fact that we like life as it is now and don’t want change, which means we have this sense that any changes in the future will be bad. So, this reinforces in our minds the idea that as times change, things get worse. 

 

Combine the positivity effect with the reminiscence bump and the status quo bias and you’ve got people who look back primarily on their lives before they hit the age of 30 and see only the good, with this notion in the back of their minds that society never improves as it moves forward. So, it’s no wonder we think things are worse today than they were. And even though we know all this, we’re all destined to fall into the same trap as those before us. So, no matter how hard we try, we’ll end up sounding just like our grandparents. 

 

Part 4:

 

A: So, we’ve talked a lot about the importance of building a team rather than expecting it to happen naturally. What we haven’t talked about is leadership. Every great team needs an effective leader. So, I was wondering, what do you guys reckon are the top three attributes of a great leader? 
B: Three, eh? Erm … OK, well the first that comes to mind is vision. Without that, you’ve got no innovation, no goals, nowhere to lead your team. 
C: And the vision needs to inspire others, because … let’s face it, it’s the others who’ll be doing all the hard work. 
A: It’s the only way to unite a team, isn’t it? To have a vision everyone works towards. OK, so we’ve got one. 
B: Resilience is another. You can’t get far in business if you give up every time something knocks you down. 
C: True, but isn’t that the case for every member of a team? A team’s only as strong as its weakest link … so if it’s to succeed, then all the members need to be resilient – to be able to get back up when something knocks them down. It’s not just confined to leadership qualities. 
B: Hmm. Fair enough. 
A: I think if we’re going to have vision as one of our top three, we also need to have communication skills. It’s all very well knowing exactly where you want to go and how to get there, but if you can’t get that across to subordinates, you’re going nowhere. As you said, Clara, it’s the team members that have to achieve the vision. 
C: Sure, and I’d … 
B: That’s vital if … go on. 
C: Well, I’d add transparency to that, too. Not as a separate attribute, but included within communication skills. If you’re not transparent about what you’re doing, rumours fly around and miscommunication occurs. 
A: I’d also impress on leaders the need to listen more than talk when communicating. It’s not just about telling people what you want them to do, but also hearing their ideas, their concerns, their challenges. 
B: You’re right. Leaders that ignore others do so at their peril – they miss out on potential ideas. But it’s not its own category, is it? It falls into communication skills … You know, … talking about dealing with changes makes me think of flexibility. Is that one of our top three? 
C: It’s really important. You’ve got to adapt to changes. Being rigid gets you nowhere. 
A: I’ve got one that I think is more crucial, though. 
C: Oh. What? 
A: Empathy. If you can’t connect emotionally to the people around you, you can’t lead them successfully
B: Some people would see a leader as strong … tough. 
A: They would, and they’d be wrong! I mean, it’s good to look strong and in control so people have faith in you. But you don’t need to be tough in the sense of not caring about people’s feelings. 
C: I agree. Empathy helps people to recognise conflict and find some kind of resolution. Without it, teams can fall apart. Relationships with partners can collapse and so on. 
B: More than that, actually, it helps you to consider all the ways your vision and decisions along the way will impact on people. You can prevent conflict and other problems before they even arise. I think you’re right. That’s really key to great leadership. 
C: OK, you’ve convinced me! What about other things though, like charisma, or curiosity or …
B: Charisma can be very useful. A leader with charisma can draw people’s attention just by walking into a room, but is it necessarily true of every great leader? I’m not sure. 
C: Me neither. 
A: OK, so we’re happy with the three we’ve chosen then. Great! So, let’s think about some specific leaders then. Which leaders do you think demonstrate or have demonstrated our top three attribute… ?
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