•Read the following profile of Bruce Petter, the new Director of the Management Consultants Association (MCA), and the questions on the opposite page.
•For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.
Bruce Petter has not always been an executive. He started his career pumping petrol at a filling station, as he explains: 'After I left the army, my friend's father, who was Managing Director of a petrol company, recommended that I go into the oil industry. My great- uncle was running our own family petrol company, and I learnt the ropes at a petrol station. I subsequently married the daughter of the Marketing Director but this did not make for the happiest of scenarios. Depending on which side of the family they came from, my relatives thought I should support either my great-uncle or my farther-in-law, so I decided the time had come for me to leave the warring factions to fight it out among themselves and move on.'
He became founding Director of the Petrol Retailers Association. But after a few years he decided, 'I was getting to the stage where I wanted to move on again, so when I heard about the Management Consultants Association (MCA) post, I applied.'
He was aware that the selection process for the head of any trade association would, by definition, be protracted because of the difficulty of getting very busy people with mainstream business interests together. The association had 30 member companies at the time, representing a large proportion of the best-known names in the sector, and 'they all wanted to have a look at this individual who had applied to represent their interests, so I saw an awful lot of the membership'.
His principal area of expertise, he feels, is in running a trade association and the briefing that he has been handed suggests that this will be of prime value. 'If you were to ask me if I was ever going to be an expert management consultant, the answer would be no. But I am, I hope, able to articulate their views, to push through policies they want to see in operation and to improve their image. I hope to make management consultancy a powerful voice in government and industry.'
The President of the MCA confirms what landed Petter the job. 'We saw a lot of people, but there were three things in particular that impressed us about Brace. His experience of running a trade association was key and it seemed to us that he had a good understanding of how to relate to and inspire a membership made up of very busy partners, often in very large but also some considerably smaller firms. We are also aware that management consultancy is not always portrayed in a favourable light and he has done quite a bit of work on public image and has some very positive views in this area.'
So, Mr Petter has taken over from retiring Director Brian O'Rorke, and a change of mood is now in the air. O'Rorke was at the helm for 13 years and his successor is reticent when it comes to predicting how his own approach will differ. 'Brian did a magnificent job of sustaining the Association, of holding it together through thick and thin.' I detect a 'but' in his voice. But？ 'I think if you ask anybody who or what the MCA was under his direction, the temptation would be to say "Brian O'Rorke". 'Petter feels his own style. will be very much determined by the objectives of the members: he sees himself as a channel for those aims. 'I don't want the MCA to be perceived as Bruce Petter's empire, but rather the members' empire,' he says. Mr Petter clearly has a difficult task ahead, but many of his staff will welcome a more open, modem style. and there's every indication he will be a success.
What do we learn about Bruce Petter in the first paragraph？

A. He likes to think of himself as a loyal person.
B. He has a negative view of family-run businesses.
C. His military background came in useful later in his career.
D. An awkward situation influenced the development of his career.