Read the following passage and complete the tasks.
Otters
A Otters are semiaquatic (or in the case of the sea otter, aquatic) mammals. They are members of the Mustelid family which includes badgers, polecats, martens, weasels, stoats and minks, and have inhabited the earth for the last 30 million years and over the years have undergone subtle changes to the carnivore bodies to exploit the rich aquatic environment. Otters have long thin body and short legs - ideal for pushing dense undergrowth or hunting in tunnels. An adult male may be up to 4 feet long and 30 pounds. Females are smaller, around 16 pounds typically. The Eurasian otter’s nose is about the smallest among the otter species and has a characteristic shape described as a shallow “W”. An otter’s tail (or rudder, or stern) is stout at the base and tapers towards the tip where it flattens. This forms part of the propulsion unit when swimming fast underwater. Otter fur consists of two types of hair: stout guard hairs which form a waterproof outer covering, and under-fur which is dense and fine, equivalent to an otter’s thermal underwear. The fur must be kept in good condition by grooming. Sea water reduces the waterproofing and insulating qualities of otter fur when salt water gets in the fur. This is why freshwater pools are important to otters living on the coast:. After swimming, they wash the salts off in the pools and then squirm on the ground to rub dry against vegetation.
B Scent is used for hunting on land, for communication and for detecting danger. Otterine sense of smell is likely to be similar in sensitivity to dogs. Otters have small eyes and are probably short-sighted on land. But they do have the ability to modify the shape of the lens in the eye to make it more spherical, and hence overcome the refraction of water. In clear water and good light, otters can hunt fish by sight. The otter’s eyes and nostrils are placed high on its head so that it can see and breathe even when the rest of the body is submerged. The long whiskers growing around the muzzle are used to detect the presence of fish. They detect regular vibrations caused by the beat of the fish’s tail as it swims away. This allows otters to hunt even in very murky water. Underwater, the otter holds its legs against the body, except for steering, and the hind end of the body is flexed in a series of vertical undulations. River otters have webbing which extends for much of the length of each digit, though not to the very end. Giant otters and sea otters have even more prominent webs, while the Asian short-clawed otter has no webbing - they hunt for shrimps in ditches and paddy fields so they don’t need the swimming speed. Otter's ears are protected by valves which close them against water pressure.
C A number of constraints and preferences limit suitable habitats for otters. Water is a must and the rivers must be large enough to support a healthy population of fish. Being such shy and wary creatures, they will prefer territories where man’s activities do not impinge greatly. Of course, there must also be no other otter already in residence - this has only become significant again recently as populations start to recover. A typical range for a male river otter might be 25km of river, a female’s range less than half this. However, the productivity of the river affects this hugely and one study found male ranges between 12 and 80km. Coastal otters have a much more abundant food supply and ranges for males and females may be just a few kilometers of coastline. Because male ranges are usually larger, a male otter may find his range overlaps with two or three females. Otters will eat anything that they can get hold of - there are records of sparrows and snakes and slugs being gobbled. Apart from fish, the most common prey are crayfish, crabs and water birds. Small mammals are occasionally taken, most commonly rabbits but sometimes even moles.
D Eurasian otters will breed any time where food is readily available. In places where condition is more severe, Sweden for example where the lakes are frozen for much of winter, cubs are born in Spring. This ensures that they are well-grown before severe weather returns. In the Shetlands, cubs are born in summer when fish is more abundant. Though otters can breed every year, some do not. Again, this depends on food availability. Other factors such as food range and quality of the female may have an effect. Gestation for Eurasian otter is 63 days, with the exception of North American river otter whose embryos may undergo delayed implantation.
E Otters normally give birth in more secure dens to avoid disturbances. Nests are lined with bedding (reeds, waterside plants, grass) to keep the cubs warm while mummy is away feeding. Litter Size varies between 1 and 5 (2 or 3 being the most common). For some unknown reason, coastal otters tend to produce smaller litters. At five weeks, they open their eyes—a tiny cub of 700g. At seven weeks they’re weaned onto solid food. At ten weeks, they leave the nest, blinking into daylight for the first time. After three months, they finally meet the water and learn to swim. After eight months, they are hunting, though the mother still provides a lot of food herself. Finally, after nine months she can chase them all away with a clear conscience, and relax - until the next fella shows up.
F The plight of the British otter was recognised in the early 60s, but it wasn’t until the late 70s that the chief cause was discovered. Pesticides, such as dieldrin and aldrin, were first used in '1955 in agriculture and other industries - these chemicals are very persistent and had already been recognised as the cause of huge declines in the population of peregrine falcons, sparrowhawks and other predators. The pesticides entered the river systems and the food chain - micro-organisms, fish and finally otters, with every step increasing the concentration of the chemicals. From 1962 the chemicals were phased out, but while some species recovered quickly, otter numbers did not - and continued to fall into the 80s. This was probably due mainly to habitat destruction and road deaths. Acting on populations fragmented by the sudden decimation in the 50s and 60s, the loss of just a handful of otters in one area can make an entire population enviable and spell the end.
G Otter numbers are recovering all around Britain - populations are growing again in the few areas where they had remained and have expanded from those areas into the rest of the country. This is almost entirely due to law and conservation efforts, slowing down and reversing the destruction of suitable otter habitat and reintroductions from captive breeding programs. Releasing captive-bred otters is seen by many as a last resort. The argument runs that where there is no suitable habitat for them they will not survive after release and when there is suitable habitat; natural populations should be able to expand into the area. However, reintroducing animals into a fragmented and fragile population may add just enough impetus for it to stabilise and expand, rather than die out. This is what the Otter Trust accomplished in Norfolk, where the otter population may have been as low as twenty animals at the beginning of the 1980s. The Otter Trust has now finished its captive breeding program entirely. Great news because it means it is no longer needed.
Which paragraph contains the following information? Write the correct letter, A-G, in boxes. You may use any letter more than once.
A description of how otters regulate vision underwater
The fit-for-purpose characteristics of otter’s body shape
A reference to an underdeveloped sense
An explanation of why agriculture failed in otter conservation efforts
A description of some of the otter’s social characteristics
A description of how baby otters grow
The conflicted opinions on how to preserve
A reference to a legislative act
An explanation of how otters compensate for heat loss
Answer the questions below. Choose NO MORE THAN TWO WORDS from the passage for each answer.
What affects the outer fur of otters?
What skill is not necessary for Asian short-clawed otters?
Which type of otters has the shortest range?
Which type of animals do otters hunt occasionally?
Read the following passage and complete the tasks.
The Bridge That Swayed
When the London Millennium footbridge was opened in June 2000, it swayed alarmingly. This generated huge public interest and the bridge became known as London’s “wobbly bridge. ”
The Millennium Bridge is the first new bridge across the river Thames in London since Tower Bridge opened in 1894, and it is the first ever designed for pedestrians only. The bridge links the City of London near St Paul’s Cathedral with the Tate Modern art gallery on Bankside.
The bridge opened initially on Saturday 10th June 2000. For the opening ceremony, a crowd of over 1,000 people had assembled on the south half of the bridge with a band in front. When they started to walk across with the band playing, there was immediately an unexpectedly pronounced lateral movement of the bridge deck. “It was a fine day and the bridge was on the route of a major charity walk,” one of the pedestrians recounted what he saw that day. “At first, it was still. Then if began to sway sideways, just slightly. Then, almost from one moment to the next, when large groups of people were crossing, the wobble intensified. Everyone had to stop walking to retain balance and sometimes to hold onto the hand rails for support.” Immediately it was decided to limit the number of people on the bridge, and the bridge was dubbed the ‘wobbly’ bridge by the media who declared it another high-profile British Millennium Project failure. In order to fully investigate and resolve the issue, the decision was taken to close the bridge on 12th June 2000.
Arup, the leading member of the committee in charge of the construction of the bridge, decided to tackle the issue head on. They immediately undertook a fast-track research project to seek the cause and the cure. The embarrassed engineers found the videotape that day which showed the center span swaying about 3 inches sideways every second and the south span 2 inches every 1.25 seconds. Because there was a significant wind blowing on the opening days (force 3-4) and the bridge had been decorated with large flags, the engineers first thought that winds might be exerting excessive force on the many large flags and banners, but it was rapidly concluded that wind buffeting had not contributed significantly to vibration of the bridge. But after measurements were made in university laboratories of the effects of people? walking on swaying platforms and after large-scale experiments with crowds of pedestrians were conducted on the bridge itself, a new understanding and a new theory were developed.
The unexpected motion was the result of a natural human reaction to small lateral movements. It is well known that a suspension bridge has tendency to sway when troops march over it in lockstep, which is why troops arc required to break step when crossing such a bridge. “If we walk on a swaying surface we tend to compensate and stabilise ourselves by spreading our legs further apart but this increases the lateral push”. Pat Dallard, the engineer at Arup, says that you change the way you walk to match what the bridge is doing. It is an unconscious tendency for pedestrians to match their footsteps to the sway, thereby exacerbating it even more. “It’s rather like walking on a rolling ship deck you move one way and then the other to compensate for the roll.” The way people walk doesn’t have to match exactly the natural frequency of the bridge as in resonance the interaction is more subtle. As the bridge moves, people adjust the way they walk in their own manner. The problem is that when there are enough people on the bridge the total sideways push can overcome the bridge’s ability to absorb it. The movement becomes excessive and continues to increase until people begin to have difficulty in walking they may even have to hold onto the rails.
Professor Fujino Yozo of Tokyo University, who studied the earth-resistant Toda Bridge in Japan, believes the horizontal forces caused by walking, running or jumping could also in turn cause excessive dynamic vibration in the lateral direction in the bridge. He explains that as the structure began moving, pedestrians adjusted their gait to the same lateral rhythm as the bridge; the adjusted footsteps magnified the motion just like when four people all stand up in small boat at the same time. As more pedestrians locked into the same rhythm, the increasing oscillation led to the dramatic swaying captured on film until people stopped walking altogether, because they could not even keep upright.
In order to design a method of reducing the movements, an immediate research program was launched by the bridge’s engineering designer Arup. It was decided that the force exerted by the pedestrians had to be quantified and related to the motion of the bridge. Although there are some descriptions of this phenomenon in existing literature, none of these actually quantifies the force. So there was no quantitative analytical way to design the bridge against this effect. The efforts to solve the problem quickly got supported by a number of universities and research organisations.
The tests at the University of Southampton involved a person walking on the spot on a small shake table. The tests at Imperial College involved persons walking along a specially built, 7.2 m-long platform, which could be driven laterally at different frequencies and amplitudes. These tests have their own limitations. While the Imperial College test platform was too short that only seven or eight steps could be measured at one time, the “walking on the spot” test did not accurately replicate forward walking, although many footsteps could be observed using this method. Neither test could investigate any influence of other people in a crowd on the behavior of the individual tested.
The results of the laboratory tests provided information which enabled the initial design of a retrofit to be progressed. However, unless the usage of the bridge was to be greatly restricted, only two generic options to improve its performance were considered feasible. The first was to increase the stiffness of the bridge to move all its lateral natural frequencies out of the range that could be excited by the lateral footfall forces, and the second was to increase the damping of the bridge to reduce the resonant response.
Choose FOUR letters, A-I. Which FOUR of the following could be seen on the day when the bridge opened to the public?
Complete the summary below. Choose NO MORE THAN TWO WORDS from the passage for each answer.
To understand why the Millennium Bridge swayed, engineers of Arup studied the videotape taken on the day of the opening ceremony. In the beginning, they thought the forces of might have caused the movement because there were many flags and banners on the bridge that day. But quickly new understandings arose after a series of tests were conducted on how people walk on floors. The tests showed people would place their leg to keep balance when the floor is shaking. Pat Dallard even believes pedestrians may unknowingly adjust their to match the sway of the bridge. Professor Fujino Yozo’s study found that the vibration of a bridge could be caused by the of people walking, running, and jumping on it because the lateral rhythm of the sway could make pedestrians adjust their walk and reach the same step until it is impossible to stand .
Complete the table below. Choose NO MORE THAN THREE WORDS from the passage for each answer.
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Test conducted by |
Problems of the test |
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Not enough data collection |
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Not long enough |
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Not like the real walking experience |
Read the following passage and complete the tasks.
Internal Market: Selling the inside
When you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another "market" is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency.
Why is internal marketing so important? First, because it's the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because they simply don't understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they don't actually believe in the brand and feel disengaged or, worse, hostile toward the company. We've found that when people care about and believe in the brand, they're motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity.
Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the company's strategy and direction, few understand the need to convince employees of the brand's power they take it as a given.
Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees' perceptions of the company's integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the company's number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadn't changed their behavior to match their new adviser role.
Enabling employees to deliver on customer expectations is important, of course, but it's not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the company's image), it chose to ignore research that suggested consumers were unprepared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored their confidence in IBM's ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term "e-business" with IBM than with its nearest competitor.
Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesn't resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its "Come Fly the Friendly Skies" slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industry's shortcomings, United launched a new campaign, "Rising," in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers' distaste for flying was deeply discouraging to the staff. Employee resentment, ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the "Rising" pledge. Three years later, United decided employee opposition was undermining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line "United," which both audiences can embrace. Here, a fundamental principle of advertising find and address a customer concern failed United because it did not consider the internal market.
When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign, It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. There's a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparency the same message going out to both audiences.
Advertising isn’t the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of "Corporate Storyteller." They deliberately avoid stories of financial successes and concentrate on parables of "just doing it," reflecting and reinforcing the company's ad campaigns. One tale, for example, recalls how legendary coach and Nike co-founder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nike's famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterizes its ad campaigns alive and well within the company.
But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned "Quality Is Job 1" from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner "We're Getting There," it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised staff, who had been legitimately proud of the service advances they had made.
Complete each sentence with the correct ending, A-E, below.
| A | alienated its employees by its apologetic branding campaign. |
| B | attracted negative publicity through its advertising campaign. |
| C | produced conflicting image between its employees and the general public. |
| D | successfully used an advertising campaign to inspire employees |
| E | draws on the legends of the company spirit. |
A health company
A financial institution
A computer company
An airline
A sport shoe company
A railway company
Do the following statements agree with the information given in the passage?
| YES | if the statement agrees with the views of the writer |
| NO | if the statement contradicts the views of the writer |
| NOT GIVEN | if it is impossible to say what the writer thinks about this |
A strong conviction in the brand can contribute to higher job performance.
It is common for companies to overlook the necessity for internal communication.
Consumers were ready to view IBM as a leader in e-business before the advertising campaign.
United Airlines’ failure in its branding campaign was due to the bad advice of an advertisement agency.
United Airlines eventually abolished its campaign to boost image as the result of a market research.
It is an expensive mistake for IBM to launch its new e-business campaign.
Nike employees claimed that they were inspired by their company tales.
A slight difference between internal and external promises can create a sense of purpose.