PART FIVE Questions 23-28 Read the following review of a book called The bosses speal o Choose the correct answer for each question 23-28 Mark one letter(A, B, or C)on your Answer Sheet. he Bosses Speak John Stuart is an executive recruitment specialist who has turned to writing. The result is this book, based on interviews with twenty Chief Executives Each top manager ---none of them famous names, surprisingly -- is given a short chapter, and there is some introductory material and a conclusion. This means you can jump from one person to another, in any order, which is good for people who are too busy to read a book from cover to cover. For a management book it isnt expensive, although whether its good value for money is doubtful Some of the twenty interviewees started their own businesses, while others joined a ompany and worked their way up. Some are fairly new in their position, and others have had years of experience, though, strangely, Stuart doesnt seem interested in these differences. The interviewees work in everything from retailing to airlines to softwar and it is this variety that forms the main theme of Stuarts book I have to say that Stuarts approach annoys me. He rarely stays at a distance from his interviewees, who are mostly presented in their own, positive words If this were al ways the case, at least you would know where you were. But he seems to dislike certain interviewees. As a result, I don t know whether to accept any of his opinions It also means that the book gives no clear lessons. At the very least, I expected to learn what makes a successful Chief Executive. But these people seem to share two types of qualities. Some of them are very common, suggesting that anyone can be equally successful, which is definitely not the case. And the other qualities are ones which most successful bosses I have seen definitely don't have So in the end I am no wiser about what really goes on Perhaps I am being unfair. As long as you don' t think about whether you'd like them as friends, and pay no attention to most of the advice they give, the most readable parts are where the bosses describe their route to their present position Stuart seems to think that his book would be useful for people aiming for the top, and it might even make a few want to start their own company; but, in fact, what they could learn here is very limited. Seen as light business reading for a doctor or teacher, though, this book would provide some good entertainment. 24. The book concentrates on the fact that the twenty executives who are interviewed a. work in a number of different industries c have worked for different lengths of time 25. The reviewer cannot accept Stuarts opinions because Stuart a. makes unreasonable complaints about the intervieweesPART FIVE Questions 23 – 28 ⚫ Read the following review of a book called The Bosses Speak. ⚫ Choose the correct answer for each question 23 – 28. ⚫ Mark one letter (A, B, or C) on your Answer Sheet. 23. The reviewer suggests that one advantage of this book is that a. it is better value than other management books. b. it doesn’t need to be read right through. c. it is about well-known people. 24. The book concentrates on the fact that the twenty executives who are interviewed a. work in a number of different industries. b. started their companies. c. have worked for different lengths of time. 25. The reviewer cannot accept Stuart’s opinions because Stuart a. makes unreasonable complaints about the interviewees. The Bosses Speak John Stuart is an executive recruitment specialist who has turned to writing. The result is this book, based on interviews with twenty Chief Executives. Each top manager ---- none of them famous names, surprisingly ---- is given a short chapter, and there is some introductory material and a conclusion. This means you can jump from one person to another, in any order, which is good for people who are too busy to read a book from cover to cover. For a management book it isn’t expensive, although whether its good value for money is doubtful. Some of the twenty interviewees started their own businesses, while others joined a company and worked their way up. Some are fairly new in their position, and others have had years of experience, though, strangely, Stuart doesn’t seem interested in these differences. The interviewees work in everything from retailing to airlines to software, and it is this variety that forms the main theme of Stuart’s book. I have to say that Stuart’s approach annoys me. He rarely stays at a distance from his interviewees, who are mostly presented in their own, positive words. If this were always the case, at least you would know where you were. But he seems to dislike certain interviewees. As a result, I don’t know whether to accept any of his opinions. It also means that the book gives no clear lessons. At the very least, I expected to learn what makes a successful Chief Executive. But these people seem to share two types of qualities. Some of them are very common, suggesting that anyone can be equally successful, which is definitely not the case. And the other qualities are ones which most successful bosses I have seen definitely don’t have. So in the end I am no wiser about what really goes on. Perhaps I am being unfair. As long as you don’t think about whether you’d like them as friends, and pay no attention to most of the advice they give, the most readable parts are where the bosses describe their route to their present position. Stuart seems to think that his book would be useful for people aiming for the top, and it might even make a few want to start their own company; but, in fact, what they could learn here is very limited. Seen as light business reading for a doctor or teacher, though, this book would provide some good entertainment