Audioscripts IELTS Practice 20 Listening Test 02

Part 1

You will hear a woman asking a friend for advice about caring for her father who has recently left hospital.

First, you have some time to look at questions 1 to 4.

(pause)

Now listen carefully and answer questions 1 to 4.

Mark: Hi Alice. I haven't seen you at the tennis club for ages. Is everything okay?

Alice: Oh, hi Mark. Yeah, I’ve just been incredibly busy. Since Dad came out of the hospital last month, I’ve had to move in with him to look after him.

Mark: That sounds tough. He had a stroke, didn't he?

Alice: Yes, a mild one, but he’s lost a lot of mobility.

Mark: Have you applied for the Community Care Package yet?

Alice: No, I’ve never heard of it. What is it?

Mark: It’s a government scheme. My aunt used it last year. Basically, they send a coordinator to assess exactly what help you need so you don't burn out.

Alice: That sounds like exactly what I need. What do they ask? Do they want to know how many days a week I'm there?

Mark: Actually, the first thing they look at is the daily routine. They need to know the exact number of hours per day you are actively helping him.

Alice: Gosh, it feels like twenty-four seven. But hands-on help? Probably about six or seven hours.

Mark: Make sure you tell them that. Then they look at specific personal tasks. Can he dress himself?

Alice: Surprisingly, yes. He manages buttons quite well. I thought feeding him might be hard, but he eats fine. But he really struggles with washing. He can’t get in and out of the bath on his own.

Mark: Okay, note that down. They can install handrails for that. What about household duties?

Alice: Well, we have a gardener now, but I do all the cleaning, obviously. And the cooking. He used to love being in the kitchen, but it’s too dangerous for him now with the gas stove.

Mark: Right. And one major thing they check is medical management. Can he take his own pills?

Alice: Not really. He gets confused about which ones to take and when. So I have to be in charge of his medication.

Mark: That’s a big responsibility. Definitely mention that during the assessment.

Before you hear the rest of the conversation, you have some time to look at questions 5 to 10.

(pause)

Now listen and answer questions 5 to 10.

Mark: You should also be prepared to talk about the difficulties you are facing.

Alice: Well, the hardest thing is communication. His mind is fine, but he gets very frustrated with his speech. Sometimes he just can't find the right words, and he gets angry with himself.

Mark: That's common. They might be able to arrange a speech therapist. What about the physical side? Are you managing to lift him?

Alice: Just about. Usually people complain about their back, but my back is actually fine. However, I’m really worried about my knees. I hurt one of them years ago skiing, and all this lifting is making it ache again.

Mark: You must be careful. If you injure yourself, you won't be able to help him at all.

Alice: True.

Mark: Is his house safe?

Alice: Mostly. It's a bungalow, so there are no stairs inside. But there are steps leading down to the garden area. He loves sitting out there, but I'm terrified he's going to trip.

Mark: The council can put a ramp in there. Now, about financial support.

Alice: Oh, that would help. I’ve had to cut my work hours.

Mark: They won't replace your salary, but they can help with practical expenses. For example, do you take him to physiotherapy?

Alice: Yes, twice a week. I drive him there myself.

Mark: Well, you can't claim for the petrol, unfortunately, but you can claim for the parking. I know the hospital car park is expensive.

Alice: It is! That’s good to know.

Mark: And regarding domestic help.

Alice: Do they help with grocery shopping?

Mark: No, but they often provide a voucher for laundry services.

Alice: Oh, that would be a lifesaver. The washing machine is constantly running.

Mark: Finally, Alice, don't forget about your own mental health. It’s very easy to suffer from isolation when you are a full-time carer. You're not seeing your friends, you're stuck in the house...

Alice: You're right. I do feel a bit cut off from the world.

Mark: They have local support groups for carers. You should join one.

Alice: I will. Thanks, Mark. You’ve been a huge help.

That is the end of part one. You now have one minute to check your answers to part one.

Part 2

You will hear a representative from the Greenfield Park Trust talking to a group of potential volunteers.

First, you have some time to look at questions 11 to 16.

(pause)

Now listen carefully and answer questions 11 to 16.

Sarah: Good evening, everyone. My name is Sarah Jenkins, and I’m the coordinator for the Greenfield Park Trust. It’s wonderful to see so many of you here tonight willing to give up your free time to help us maintain and improve our beautiful park. Our aim is to ensure the park remains a safe, welcoming space for all local residents and wildlife.

First, let me outline some of the specific roles we are recruiting for. We have a team we call the Park Rangers, though you don't need a uniform! Their main job is to walk around the main pathways. You might think you need to know a lot about the plants and trees to answer questions or explain history, but actually, your primary role is just providing directions to visitors who are looking for the café and restrooms.

We also host an Open Air Cinema season every summer. It’s very popular, and we need volunteers to help manage the crowds. We have professional security to check tickets at the gate, so you won’t be doing that. Instead, we need you inside the viewing area to ensure that the walkways are kept clear. People often leave bags or picnic blankets in the way, which is a safety hazard, so you’ll need to politely ask them to move their belongings.

For those interested in the environment, we have the Wildlife Habitat Group. This involves working with local schools. The children come to learn about bugs and birds. The teachers lead the educational side, and park staff plant the trees, but they need volunteers to assist with the practical equipment. Specifically, your job would be to mend the wooden fences around the conservation area to make sure the children don't wander off into the protected zones.

We also produce a quarterly newsletter called Park Life. We already have people to design promotional materials, and a dedicated editor who writes the articles. However, we rely on volunteers for distribution. We don’t ask you to stand at the park gates handing them out; instead, we need people to drop them off at local libraries in the surrounding district, so people who don't visit the park regularly can still read about what's going on.

Every month, we hold a History Walk for elderly residents. We finish the walk with tea and cake in the pavilion. The catering staff handle the food, so you won't serve food and drinks, but we need volunteers to help with the furniture. It involves moving the tables and chairs before the guests arrive and stacking them away afterwards. It’s a bit of physical work, but very rewarding.

Finally, the Trust has recently launched a new mobile app. We need tech-savvy volunteers to roam the park and help visitors to download it. We have a separate team that updates the map information, but we just want to increase the number of users.

Before you hear the rest of the talk, you have some time to look at questions 17 to 20.

(pause)

Now listen and answer questions 17 to 20.

Sarah: So, that gives you an idea of the day-to-day activities. Now, moving on to some practical details about our big annual events.

Like the town council, we have three main busy periods where we need everyone on deck. We have the Spring Flower Show, which runs for four days. That’s busy, but manageable. Then there’s the Summer Sports Week. Although that lasts the longest—seven full days—it actually requires the fewest volunteers because the sports clubs bring their own staff. However, the one event that puts the most pressure on our resources is the Food Festival. Even though it’s only over a single weekend, the sheer number of visitors means we need the highest number of volunteers to keep things running smoothly.

Regarding what we look for in a volunteer... obviously, being punctual is important. But because we work outdoors, the most vital quality is patience. The British weather is unpredictable, and events often get delayed or moved indoors. You need to be able to stay calm and smiling even when it’s pouring with rain and plans are changing by the minute.

In terms of the timeline for getting started: we are holding the induction training on the 5th of October. We aim to have you on your first official shift from the 12th of October. We like to let you settle in for a couple of weeks, and then in the week commencing October 26th, we’ll hold a feedback session to see how you’re getting on.

And finally, to say thank you for all your hard work, we organise a social trip for volunteers once a year. Two years ago we went bowling, and last year we had a pizza night. This year, we’ve arranged something a bit different. We have booked a private boat trip down the river. It’s happening on November the 2nd, and it should be a lovely relaxing evening.

Right, does anyone have any questions?

That is the end of part two. You now have 30 seconds to check your answers to part two.

Part 3

You will hear two business students, called Luke and Hannah, discussing their assignment on the topic of employee motivation.

First, you have some time to look at questions 21 to 25.

(pause)

Now listen carefully and answer questions 21 to 25.

Luke: So, Hannah, we need to decide what to focus on for our presentation on workplace motivation. Did you manage to read the articles Professor Davidson suggested?

Hannah: Yes, I did. It was really interesting to see how theories have changed over the last century. I was particularly struck by the work of Frederick Taylor in the early 1900s.

Luke: You mean the idea that workers are only motivated by money? Some people say it is no longer relevant in the modern world.

Hannah: I disagree. It seems old-fashioned, and while his original theory wasn't specifically based on the idea of high pressure, actually, when you look at some modern sales companies, they still basically operate on that principle today.

Luke: True. But I think the most surprising thing for me was the study on the Hawthorne Effect.

Hannah: Oh, where they changed the lighting in the factory?

Luke: Yes. I always thought the conclusion was that better lighting increases productivity. Or maybe that physical conditions are the most important factor. But actually, the research showed that productivity went up simply because the workers knew they were being watched. Being observed changes their behaviour.

Hannah: That's a good point. We should definitely include that. What about the section on modern tech companies? The Google model of providing free food, sleep pods, and game rooms.

Luke: I think it's great. Some argue it improves the work-life balance for staff.

Hannah: To be honest, I'm a bit skeptical about that. I read a critique which suggested that those perks are just a clever way to keep employees at work for longer hours. It blurs the line between work and private life.

Luke: I see what you mean. But you can't deny it is the best way to attract young talent.

Hannah: True. Speaking of young talent, did you see the survey on Generation Z employees?

Luke: The one about what they value most? I assumed it would be flexible working hours, or remote working.

Hannah: Me too. And it certainly isn't job security, which was the priority for older generations. The data actually showed that their top priority is the company's ethical values. They want to work for a business that has a positive impact on society.

Luke: Interesting. We should contrast those groups in our intro. Okay, what about the downside of motivation strategies? Like Employee of the Month schemes?

Hannah: It isn't too expensive to organize, so companies love it. But the article mentioned that while it motivates the winner, it actually demotivates everyone else. It's not that the winners become arrogant, but it reduces cooperation among the team and creates jealousy.

Luke: Right. It harms teamwork. We must mention that as a limitation.

Before you hear the rest of the discussion, you have some time to look at questions 26 to 30.

(pause)

Now listen and answer questions 26 to 30.

Luke: So, let's look at the structure of our presentation. We've got 15 minutes.

Hannah: I think we should start with a definition of motivation, then move to the historical theories. Then we can present our own small case study. Should we use the interview we did with the manager at the supermarket?

Luke: I think we should focus on the local hospital instead. It’s a much better example because the staff there work under high pressure but the pay isn't great.

Hannah: Oh, right. The interview with Mrs Grady. Yes, let's use that. What was the key finding from her interview?

Luke: Well, she said that for her team, the biggest motivator wasn't the salary. It was the positive feedback they got from patients. That made them feel valued.

Hannah: Great. Now, after the case study, we need to make some recommendations for managers. I was thinking of suggesting financial bonuses, but maybe that's too obvious.

Luke: I agree. Instead, I think the main one should be about giving employees more autonomy over their daily tasks. It’s proven to reduce stress.

Hannah: Giving them more control? I like that. We'll definitely include that idea. What about the section on training programmes? Should we present some new data on that?

Luke: We have too much material already. I think we should completely remove the training section to save time. It's not central to our argument anyway.

Hannah: You're right. Let's cut it. And finally, the conclusion. We can summarize by saying that there is no "one size fits all" solution.

Luke: And we need to leave the audience with something to think about.

Hannah: Maybe suggest that future research should focus on the effects of automation? You know, AI and robots. That’s definitely going to change how people feel about their jobs.

Luke: Excellent. Let's finish with that thought. We don't really have time to let the audience ask questions, so a strong final statement is best.

That is the end of part three. You now have 30 seconds to check your answers to part three.

Part 4

You will hear part of a lecture about the recent trends in indoor gardening and houseplant ownership.

First, you have some time to look at questions 31 to 40.

(pause)

Now listen carefully and answer questions 31 to 40.

Lecturer: Just like fashion or food, the world of interior design goes through distinct trends. In the last decade, we have seen an explosion in the popularity of indoor houseplants, a phenomenon sometimes called the "Green Renaissance." While keeping plants is not new, the scale of the current obsession is linked to the rapid increase in urbanisation. As more young people live in small apartments without private gardens, they are bringing nature inside to compensate.

However, the speed at which this trend spread is largely due to digital culture. Much like the foodie culture we discussed last week, the houseplant boom was driven by the visual nature of the internet. People began styling their rooms specifically to look good in photos on platforms like Instagram, creating a jungle aesthetic that could be instantly shared. This created a huge market for plants that are not just biological specimens, but design objects.

Marketing agencies quickly jumped on this. They realized that to sell plants to a younger generation, they shouldn't focus on traditional gardening skills, or even biology, but on lifestyle benefits. Plants are now heavily marketed as a core component of the wellness industry. Advertisements suggest that owning a plant is a form of self-care, helping to reduce anxiety in a high-tech world.

This shift has changed the retail landscape. Traditional nurseries, which used to be located on the outskirts of cities, have had to adapt to survive. Many are facing fierce competition and have been replaced by boutique plant shops in city centres, or online subscription services that deliver plants directly to your door, packaged like luxury goods.

Let's look at a few specific examples of plants that became celebrities. The most famous is undoubtedly the Monstera Deliciosa, or Swiss Cheese Plant. In the mid-2010s, it became the "it-plant". Its popularity wasn't really about the colour of the plant, but its silhouette. Its large, glossy, dark green leaves with their characteristic holes became a graphic icon. Even if people didn't buy the live plant, they bought the image. You could find the Monstera pattern printed on wallpaper, clothing, and even furniture, proving that a biological organism could become a brand logo.

Another group of plants that saw a massive surge in sales are succulents and cacti. These appealed to a different demographic. While the Monstera requires space and light, succulents were marketed to busy professionals. Their main selling point was their high tolerance for neglect. Marketers emphasised that these plants could survive almost anything, which appealed to people who travelled frequently or lacked confidence in their gardening abilities.

This trend was also boosted by scientific claims. A famous NASA study from 1989 is often quoted in marketing materials. It claimed that plants are capable of purifying the air by removing toxins. Although recent science suggests you would need hundreds of plants to actually clean the atmosphere in a room, the idea remains a powerful selling point for health-conscious consumers.

However, just like the avocado or quinoa booms, the global demand for houseplants has a dark side. The appetite for rare, exotic species hasn't just led to a rise in prices, but a significant rise in illegal poaching. In countries like South Africa and the Philippines, rare succulents and aroids are being stolen from the wild to be sold to collectors in Europe and America. This illegal trade threatens biodiversity and damages fragile ecosystems.

Furthermore, there is the issue of sustainability in the legal trade. The "plant miles" involved can be enormous. A plant might be grown in a greenhouse in the Netherlands, heated by gas, and then flown across the Atlantic to the USA. The environmental cost of transport is often higher than the ecological benefit of the plant itself. Additionally, most commercial plants are sold in disposable black plastic pots, which are rarely recycled and end up in landfill. So, while the trend looks green, its footprint is not always as eco-friendly as it seems.

That is the end of part four. You now have one minute to check your answers to part four.