READING PASSAGE 1

You should spend about 20 minutes on Questions 1-13, which are based on Reading passage 1 on pages 2
and 3.

Fishbourne Roman Palace

The largest Roman villa in Britain

A. Fishbourne Roman Palace is in the village of Fishbourne in West Sussex, England. This large palace was
built in the 1st century AD, around thirty years after the Roman conquest of Britain, on the site of Roman
army grain stores which had been established after the invasion, in the reign of the Roman Emperor

Claudius in 43 AD. The rectangular palace was built around formal gardens, the northern half of
which have been reconstructed. There were extensive alterations in the 2nd and 3rd centuries AD, with many
of the original black and white mosaic floors being overlaid with more sophisticated coloured ones, including
a perfectly preserved mosaic of a dolphin in the north wing. More alterations were in progress when the
palace burnt down in around 270 AD, after which it was abandoned.

B. Local people had long believed that a Roman palace once existed in the area .However, it was not until 1960
that the archaeologist Barry Cunliffe, of Oxford University, first systematically excavated the site, after
workmen had accidentally uncovered a wall while they were laying a water main .The Roman villa excavated
by Cunliffe’s team was so grand that it became known as Fishbourne Roman Palace, and a museum was
erected to preserve some of the remains .This is administered by the Sussex Archaeological Society.

C. In its day, the completed palace would have comprised four large wings with colonnaded fronts. The north
and east wings consisted of smites of private rooms built around courtyards, with a monumental entrance in
the middle of the east wing. In the north-east corner there was an assembly hall. The west wing contained
state rooms, a large ceremonial reception room, and a gallery. The south wing contained the owner’s private
apartments. The palace included as many as 50 mosaic floors, under-floor central heating and a bathhouse.
In size, Fishbourne Palace would have been approximately equivalent to some of the great Roman palaces
of Italy, and was by far the largest known Roman residence north of the European Alps, at about 50.0 feet
(150m) square. A team of volunteers and professional archaeologists are involved in an ongoing
archaeological excavation on the site of nearby, possibly military, buildings.

D. The first buildings to be erected on the site were constructed in the early part of the conquest in 43 AD.
Later, two timber buildings were constructed, one with clay and mortar floors and plaster walls, which
appears to have been a house of some comfort. These buildings were demolished in the 60s AD and
replaced by a substantial stone house, which included colonnades, and a bath suite. It has been suggested
that the palaces itself, incorporating the previous house in its south-east corner, was constructed around 73-
75 AD. However, Dr Miles Russell, of Bournemouth University, reinterpreted the ground plan and the
collection of objects found and has suggested that, given the extremely close parallels with the imperial
palace of Domitian in Rome, its construction may more plausibly date to after 92 AD.

E. With regard to who lived in Fishbourne Palace, there are a number of theories; for example, one proposed by
Professor Cunliffe is that, in its early phase, the palace was the residence of Tiberius Claudius Cogidubnus,
a local chieftain who supported the Romans, and who may have been installed as king of a number of
territories following the first stage of the conquest. Cogidubnus is known from a reference to his loyalty in
 Agricola, a work by the Roman writer Tacitus, and from an inscription commemorating a temple dedicated to
the gods Neptune and Minerva found in the nearby city of Chichester. Another theory is that it was built for
Sallustius Lucullus, a Roman governor of Britain of the late 1st century, who may have been the son of the
British prince Adminius. Two inscriptions recording the presence of Lucullus have been found in Chichester,
and the redating by Miles Russell of the palace was designed for Luciillus, then it may have only been in use
for a few years, as the Roman historian Suetonius records that Lucullus was executed by the Emperor
Domitian in or shortly after 93 AD.

F. Additional theories suggest that either Verica, a British king of the Roman Empire in the years preceding the
Claudian invasion, was owner of the palace, or Tiberius Claudius Catiiarus, following the recent discovery of
a gold ring belonging to him. The palace outlasted the original owner, whoever he was, and was extensively
re-planned early in the 2nd century AD, and subdivided into a series of lesser apartments. Further
redevelopment was begun in the late 3rd century AD, but these alterations were incomplete when the north
wing was destroyed in a fire in around 270 AD. The damage was too great repair, and the palace was
abandoned and later dismantled.

G. A modern museum had been built by the Sussex Archaeological Society, incorporating most of the visible
remains, including one wing of the palace. The gardens have been re-planted using authentic plants from the
Roman period.

Questions 1-6

Do the following statements agree with the information given in Reading Passage 1?

In boxes 1-6 on your answer sheet, write

TRUE if the statement agrees with the information

FALSE if the statement contradicts the information

NOT GIVEN if there is no information on this

1. Fishbourne Palace was the first structure to be built on its site.

2. Fishbourne Palace was renovated more than once

3. Fishbourne Palace was large in comparison with Roman palaces in Italy.

4. Research is continuing in the area close to Fishbourne Palace.

5. Researchers agree on the identity of the person for whom Fishbourne Palace was constructed.

6. Fishbourne Palace was burnt down by local people.

Questions 7-13

Complete the notes below.

Choose NO MORE THAN TWO WORDS AND/ OR A NUMBER from the passage for each answer.

Write your answers in boxes 7-13 on your answer sheet.

Fishbourne Palace

Construction

• The first buildings on the site contained food for the 7 __________
• The palace building surrounded 8__________
• In the 2nd and 3rd centuries colour was added to the 9__________of the palace.
Discovery

• The first part of the palace to the found was part of a 10__________
Possible inhabitants

• Cogidubnus – he is named in several writings

• A 13__________has been built on the site to help protect it.

READING PASSAGE 2

You should spend about 20 minutes on Question 14-26, which are based on Reading Passage 2 on pages 7
and 8.

Write the correct number, i-vii, in boxes 14-19 on your answer sheet.

List of Headings
I The effect of man-made imitations on insects
ii The need to instruct additional insect guides
iii Signals used by certain insects to indicate a discovery
iv How urgency can affect the process of finding a new home
v The use of trained insects in testing scientific theories
vi The use of virtual scenarios in the study of insect behaviour
vii How the number of decision-makers affects the decision

14. Paragraph A

15. Paragraph B

16. Paragraph C

17. Paragraph D

18. Paragraph E

19. Paragraph F

Insect decision-making
A. It has long been held that decisions made collectively by large groups of people are more likely to turn out to
be accurate than decisions made by individuals. The idea goes back to the ‘jury theorem’ of Nicolas de
Condorcet, an 18 -century French philosopher who was one of the first to apply mathematics to the social
sciences. Condorcet’s theory describes collective decisions, outlining how democratic decisions tend to
outperform dictatorial ones. If, for example, each member of a jury has only partial information, the majority
decision is more likely to be correct than a decision arrived at by a single juror. Moreover, the probability of
a correct decision increases with the size of the jury.

B. Now it is becoming clear that group decisions are also extremely valuable for the success of social animals,
such as ants, bees, birds and dolphins. Bees make collective decisions, and they do it rather well,
according to Christian List of the London School of Economics, who has studied group decision-making in
humans and animals. Researchers led by Dr List looked at colonies once the original colony reaches a
certain size. The queen goes off with about two-thirds of the worker bees to live in a new home or nest,
leaving a daughter queen in the old nest with the remaining workers. Among the bees that depart are some
that have searched for and found some new nest sites and reported back using a characteristic body
movement known as a ‘waggle dance’ to indicate to the other bees the suitable places they have located.
The longer the dance, the better the site. After a while, other bees start to visit the sites signaled by their
companions to see for themselves and, on their return, also perform more waggle dances. The process
eventually leads to a consensus on the best site and the breakaway swarm migrates. The decision is
remarkably reliable, with the bees choosing the best site even when there are only small differences
between alternative sites.

[Link] exactly how do bees reach such a robust consensus? To find out, Dr List and his colleagues used a
computer generated model of the decision-making process. By experimenting with it they found that, when
bees in the model were very good at finding nesting sites but did not share their information, this
dramatically slowed down the migration, leaving the swarm homeless and vulnerable. Conversely, bees in
the model blindly following the waggle dances of others without first checking. The researchers concluded
that the ability of bees to identify successfully and quickly the best site depends on both the bees
‘interdependence in communicating the whereabouts of the bees site, and their independence in confirming
this information for themselves.

[Link] situation in which collective decisions are taken occurs when animals are either isolated from crucial
sources of information or dominated by other members of the group. José Halloy of the Free University of
Brussels in Belgium used robotic cockroaches to subvert the behaviour of living cockroaches and control
their decision-making process. In his experiment, the artificial bugs were introduced to the live ones and
soon became sufficiently socially integrated that they were perceived by the real cockroaches as equals.
By manipulating the robots, which were in the minority, Halloy was able to persuade the living cockroaches
to choose an inappropriate shelter-even one which they had rejected before being infiltrated by the robots.

E. The way insects put into effect collective decisions can be complex and as important as the decisions
themselves. At the University of Bristol, in the UK, Nigel Franks and his colleagues studied how a species
 of ant establishes a new nest. Franks and his associates reported how the insects reduce the problems
associated with making a necessarily swift choice. If the ants’ existing nest becomes suddenly threatened,
the insects choose certain ants to act as scouts to find a new nest. How quickly they accomplish the
transfer to a new home depends not only on how soon the best available site is found, but also on how
quickly the migration there can be achieved.

F. Once the suitable new nest is identified, the chosen ants begin to lead others, which have made it to the new
site or which may simply be in the vicinity, back to the original threatened nest. In this way, those ants
which are familiar with the route can help transport, for example, the queen and young ants to the new site,
and simultaneously show the way to those ants which have been left behind to guard the old nest. In this
way moving processes are accomplished faster and more efficiently. Thus, the dynamics of collective
decision-making are closely related to the efficient implementation of those decisions. How this might apply
to choices that humans make is, as yet, unclear. But it does suggest, even for humans, the importance of
recruiting dynamic leaders to a cause, because the most important thing about collective decision-making,
as shown by these insect experiments, is to get others to follow.

Questions 20-23

Look at the following findings (Questions 20-23) and the list of academics below.

Match each finding with the correct academic, A-D

Write the correct letter, A-D, in boxes 20-23 on your answer sheet.

NB you may use any letter more than once.

20. Certain members can influence the rest of the group to alter a previous decision.

21. Individual verification of a proposed choice is important for a successful decision outcome.

22. The more individuals taking part in a decision, the better the decision will be.

23. The decision-making process of certain insects produces excellent results even when fine distinctions
are required.

List of Academics

A. Nicolas de Condorcet

B. Christian List and colleagues

C. José Halloy

D. Nigel Franks and colleagues

Questions 24-26

Complete the summary below.

Choose ONE WORD ONLY from the passage for each answer.

Write your answers in boxes 24-26 on your answer sheet.

A Bristol University study looked at how insects make decisions when their home has been 24 ________.
The ants in the experiment relied on the use of individuals called 25________ to find a new nest and
efficiently direct the others to go there. The study concluded that the effective implementation of the ants
decision meant that the insects could change homes quickly. The study emphasized the necessity, for
people as well as insects, of having active 26________ in order to execute decisions successfully.

READING PASSAGE 3

You should spend about 20 minutes on Questions 27- 40, which are based on Reading Passage 3 on
pages 11 and 12.

Fear of the Unknown

American companies fear that innovation is the secret of success-and that they cannot innovate

A. In the small Umagic office in midtown Manhattan, a team of 30 computer programmers are working on
setting up websites that will allow subscribers to feed in details about themselves and their problems and to
receive advice from ‘virtual’ versions of personalities regarded as experts in their fields: for example, a well-
known dietician, a celebrity fitness trainer, a psychologist well known in the media for her work on parent-
child relationships. Umagic Systems is a young firm and it’s hard to predict how far they’ll go. In ten years’
time, consulting a computer about your diet problems might seem natural or it might seem absurd. But the
company and others like it are beginning to seriously worry large American firms, who see such half-crazy
new and innovative ideas as a threat to their own future success.

B. Innovation has become a major concern of American management. Firms have found that it is increasingly
difficult to redesign existing products or to produce them more economically. The stars of American
business tend today to be innovators such as Amazon (the internet bookstore) and Wal-Mart (the
supermarket chain) which have produced completely new ideas or products that have changed their
industries.

[Link] the past 15 years, the firms which have achieved the greatest profits have been the ones which have
had the most innovations. But such profits aren’t easy to come by. One of the reasons for the increasing
number of mergers between companies is a desperate search for new ideas. And a fortune is spent
nowadays on identifying and protecting intellectual property: other people’s ideas. According to the
Pasadena-based Patent & License Exchange in the United States, trading in intangible assets such as
intellectual property rose froin$l5 billion in 199.0 to S 10.0 billion in 1998, with an increasing proportion of
the rewards going to small firms and individuals.

[Link] therein lies the terror for big companies: that innovation seems to work best outside them. Many of the
large established companies have been struggling to come up with new products recently.’ In the
management of creativity, size is your enemy,’ argues Peter Cliernin, who runs Fox TV and film empire for
News Corporation. “One person managing 20 movies is never going to be as involved as one doing five
 movies. ‘He has thus tried to break down the studio into smaller units, even at the risk of incurring higher
costs.

E. It is easier for ideas to develop outside big firms these days. In the past, if a clever scientist had an idea he
wanted to commercialise, he would take it first to a big company. Now, with the banks encouraging
individuals to set up new businesses through offering special loans, innovators are more likely to set up on
their own. Umagic has already raised $5 million and is about to raise $25 million more. Even in capital-
intensive businesses such as pharmaceuticals, entrepreneurs can conduct profitable, early-stage research,
selling out to the big firms when they reach expensive, risky clinical trials.

F. Some giants, including General Electric and Cisco, have been remarkably successful at buying up and
integrating scores of small companies. But many others worry about the prices they have to pay and the
difficulty in keeping hold of the people who dreamt up the ideas. Everybody would like to develop more
ideas in-house. Procter & Gamble is now changing the entire direction of its business from global
expansion to product development; one of its new aims is to get innovations accepted across the company.
Elsewhere, the search for innovation had led to a craze for intrapreneurship -giving more power to
individuals in the company and setting up internal ideas – factories so that talented staff will not leave.

[Link] yet innovation does not happen just because the chief executive wills it. Indeed, it is extremely difficult to
come up with new ideas year in, year out, especially brilliant ones. Underneath all experts’ diagrams, lists
and charts, most of the available answers seem to focus on two strengths that are difficult to impose: a
culture that looks for new ideas, and leaders who know which ones to back. Companies have to discredit
the widespread view that jobs working on new products are for ‘those who can’t cope in the real business’.
They have to change the culture by introducing hard incentives, such as giving more generous bonuses to
those who come up with successful new ideas and, particularly, not punishing those whose experiments
fail.

[Link] all this reorganization and culture tweaking make big firms more creative? David Post, the founder of
Umagic, isn’t so sure:’ He also recalls with glee the looks of total incomprehension when he tried to sell his
‘virtual experts idea three years ago to firms such IBM, though, as he cheerfully adds,’ of course, they could
have been right ‘. Apparently, innovation – unlike diet, fitness and parenting – is one area where a
computer cannot tell you what to do

Questions 27-33

Reading Passage 3 has eight paragraphs, A-H.

Which paragraph contains the following information?

Write the correct letter, A-H, in boxes 27-33 on your answer sheet.

NB you may use any letter more than once.

27. the methods some companies use to try to keep their most creative employees
28. a new way of getting help with your personal difficulties

29. how much investment goes into safeguarding the ideas of individuals

30. two examples of companies which have succeeded through being innovative

31. how some innovators manage to avoid spending large sums of money on testing out their ideas

32. a commonly held opinion about product designers that needs to be proved wrong

33. the target of one large company that has changed its business focus

Questions 34-37

Do the following statements agree with the information given in Reading Passage 3?

In boxes 34-37 out your answer sheet, write

TRUE if the statement agrees with the information

FALSE if the statement contradicts the information

NOT GIVEN if there is no information on this

34 Uinagic Systems is an example of a new innovative company.

35 Amazon and Wal-Mart have exchanged successful ideas on innovation.

36 Using financial rewards to encourage innovation is an outdated practice.

37 IBM failed to understand David Post ‘s ‘virtual experts’ idea.

Questions 38-40

Choose the correct letter, A, B, C or D

Write the correct letter in boxes 38-40 on your answer sheet.

38 What point does the writer make about intellectual property?

A. lt can be lost when firms merge.

B. It tends to belong to companies rather than individuals.

C. It is valued more than it used to be.

D. It is not usually owned by small companies.

39 Peter Cliernin is an example of someone who has realized that

A. large companies are less innovative than small ones.

B. Other businesses are more innovative than the film business.

C. His employees need more experience of innovation.

D. he is the best person to encourage innovation.

40 In conclusion, the writer suggests that

A. computer-based industries cannot be innovative.

B. big firms are right to be cautious about innovation.

D. innovation will always involve some uncertainty.