Reading Practice Test 1

Gabriela worked for a multinational company as a successful project manager in Brazil and was
transferred to manage a team in Sweden. She was excited about her new role but soon realised
that managing her new team would be a challenge.
Despite their friendliness, Gabriela didn't feel respected as a leader. Her new staff would
question her proposals openly in meetings, and when she gave them instructions on how to
carry out a task, they would often go about it in their own way without checking with her. When
she announced her decisions on the project, they would continue giving their opinions as if it
was still up for discussion.
After weeks of frustration, Gabriela emailed her Swedish manager about the issues she was
facing with her team. Her manager simply asked her if she felt her team was still performing,
and what she thought would help her better collaborate with her team members. Gabriela found
her manager vague and didn't feel as if he was managing the situation satisfactorily.
What Gabriela was experiencing was a cultural clash in expectations. She was used to a more
hierarchical framework where the team leader and manager took control and gave specific
instructions on how things were to be done. This more directive management style worked well
for her and her team in Brazil but did not transfer well to her new team in Sweden, who were
more used to a flatter hierarchy where decision making was more democratic. When Gabriela
took the issue to her Swedish manager, rather than stepping in with directions about what to do,
her manager took on the role of coach and focused on getting her to come up with her own
solutions instead.
Dutch social psychologist Geert Hofstede uses the concept of 'power distance' to describe how
power is distributed and how hierarchy is perceived in different cultures. In her previous work
environment, Gabriela was used to a high power distance culture where power and authority
are respected and everyone has their rightful place. In such a culture, leaders make the big
decisions and are not often challenged. Her Swedish team, however, were used to working in a
low power distance culture where subordinates often work together with their bosses to find
solutions and make decisions. Here, leaders act as coaches or mentors who encourage
independent thought and expect to be challenged.
When Gabriela became aware of the cultural differences between her and her team, she took the
initiative to have an open conversation with them about their feelings about her leadership.
Pleased to be asked for their thoughts, Gabriela's team openly expressed that they were not used
to being told what to do. They enjoyed having more room for initiative and creative freedom.
When she told her team exactly what she needed them to do, they felt that she didn't trust them
to do their job well. They realised that Gabriela was taking it personally when they tried to
challenge or make changes to her decisions and were able to explain that it was how they'd
always worked.
With a better understanding of the underlying reasons behind each other's behaviour, Gabriela
and her team were able to adapt their way of working. Gabriela was then able to make
adjustments to her management style so as to better fit the expectations of her team and more
effectively motivate her team to achieve their goals.
QN=1 What was the main challenge Gabriela faced when managing her team in
Sweden?
a. Lack of friendliness among team members
b. Language barrier with her Swedish colleagues
c. Conflicts in expectations and management style
d. Resistance to her proposals in meetings

QN=2 How did Gabriela’s Swedish manager respond when she raised the issues
with her team?
a. Provided specific instructions on how to handle the situation
b. Asked Gabriela how the team was doing and suggested they work
together.
c. Ignored Gabriela’s concern
d. Assigned a mentor to guide Gabriela through the challenge.

QN=3 How is "high power distance culture" defined in the reading passage?
a. There is no respect for power or authority.
b. Where each person is valued and appreciated according to their role.
c. In such a culture, leaders make major choices and are frequently
questioned.
d. Subordinates routinely worked with their bosses to resolve issues and
make decisions.

QN=4 According to Geert Hofsted, what cultural concept helps explain the
differences in management style between Brazil and Sweden?
a. Individualism
b. Power distance
c. Masculinity
d. Uncertainty avoidance
QN=5 How did Gabriela’s Swedish team view her direct instructions on tasks?
a. Appreciated the clarity
b. Felt empowered and trusted
c. Thought she was too controlling
d. Considered it a sign of respect

QN=6 What role did Gabriela’s Swedish manager take when addressing the
cultural clash?
a. Decision-maker
b. Mentor and coach
c. Conflict mediator
d. Observer

QN=7 What did Gabriela’s team appreciate about their working style?
a. Strict adherence to instructions
b. Free will and the ability to take decision.
c. Hierarchy decision-making
d. Lack of collaboration with superiors

QN=8 How did Gabriela and her team ultimately resolve their differences?
a. Gabriela imposed her management style on the team.
b. Gabriela and the team compromised on a new management style.
c. The team adopted Gabriela’s Brazilian management style.
d. Open communication and adaptation to each other’s expectation
Reading Practice Test 2
The Barnley Village Committee is opposed to plans to build a 6,890 panel solar farm on a 15-
acre site adjacent to the village recreation ground, currently used for agriculture. Under the
proposed scheme, the area will be surrounded by an 8ft-high fence. The panels themselves will
be about 7 feet high.
The committee has already lodged an appeal to the local authority against construction of the
solar farm. The councilors are due to meet on 13th March to vote whether or not plans will go
ahead. Local residents are invited to attend. Our objections will be presented before the board,
and a representative from the solar firm SunGen will put forward the case for the development.
Residents are encouraged to voice their objections to the development. These must address the
aspects of the scheme that violate the current planning policy. However, you are welcome to
make your objections personal, by stating how the plans will affect you as a user of the
recreation ground. Some of the most common objections are listed below:
1. The extensive views from the village and recreation ground across the open country will be
blocked by the panels and high fencing. Furthermore, once the site has been built upon, it may
be considered brownfield, thus an acceptable site for housing or industrial development. It does
not, therefore, comply with the local policy which states that developments must not “adversely
effect on the appearance or character of the landscape”.

2. The recreation ground has recently undergone major improvements including a perimeter
running track, new playground equipment and seating. It is heavily used by families, sports
teams, and dog walkers, and is regularly used for village events. Cricket and football teams
regularly use the recreation ground, and it is not uncommon for balls to enter the field.
Cricketers are worried that they may become liable for damage to solar panels. If teams are
forced to relocate, this would adversely affect the character of the village, and may jeopardise
participation in the children’s teams. This goes against the National Planning Policy Framework
which requires developments to “promote high quality public space and encourage the active
and continual use of public areas”.
3. There has been no assessment of the extent to which noise from inverters and cooling fans
will affect local residents.

4. As the ground beneath the solar panels will be surfaced, there will be more additional run-off
of rainwater. The recreation ground already has problems with drainage, and these may be
exacerbated by this development. A formal flood risk assessment must be submitted.

5. The lighting and security systems have not been outlined; it is not clear how the area will be
made safe for children.
Email your objections to [email protected] and quote the reference
BLY7458/00578 in the subject line.

QN=1 What is the primary stance of the Barnley Village Committee regarding
 the construction of a solar farm near the village recreation ground?
a. They are in favor of the plans and support the construction.
b. They are undecided and waiting for more information before making a
decision.
c. They strongly disagree with the proposed plans and have officially filed an
appeal opposing the construction.
d. Blocking extensive views and violating landscape policies

QN=2 What is the primary concern raised in objection 1 regarding the solar farm
plans?
a. The impact on cricket and football teams
b. The potential for noise pollution
c. Lack of assessment for flood risk
d. They are supportive of the plans but have proposed some modifications to
the scheme.

QN=3 Which policy is mentioned as being violated in objection 1?

a. Noise Pollution Policy
b. Brownfield Development Policy
c. Landscape and Appearance Policy
d. Housing and Industrial Development Policy

QN=4 What does objection 2 emphasize regarding the recreation ground?

a. Recent improvements made to the ground
b. Potential damage to solar panels by sports activities
c. Lack of fighting and security systems
d. The need for a flood risk assessment

QN=5 What conclusion can be drawn from the information provided about the
recreation ground improvements?
a. The cricket and football teams are content with the recent changes to the
 recreation ground.
b. The solar panel installation has been a major factor in the increased use of
the recreation ground.
c. The National Planning Policy Framework emphasizes the exclusion of
sports teams from public areas.
d. The upgrades to the recreation ground are expected to positively impact
the overall community life.

QN=6 What aspect does the objection 3 highlight as missing from the solar farm
plans?
a. Evaluation of noise pollution
b. Security and lighting systems
c. Flood risk evaluation
d. Influence on the look of the terrain

QN=7 Which issue does objection 4 raise concerning the solar farm
development?
a. Potential damage to solar panels by sports activities
b. Lack of lighting and security systems
c. Escalation of rainfall runoff-related drainage issues
d. Lack of assessment for flood risk

QN=8 What is the specific concern mentioned in objection 5 regarding the solar
farm’s impact on children?
a. Potential noise pollution
b. Lack of lighting and security systems
c. Increased risk of flooding
d. Unclear child safety precautions