BEC剑桥商务英语(高级)9及答案解析.doc

1、BEC 剑桥商务英语(高级)9 及答案解析(总分：19.96，做题时间：149 分钟)一、SECTION 1 (Question(总题数：1，分数：1.00)A All too often, many firms proceed into an alliance relationship without sufficiently planning and/or negotiating the key parameters of the relationship. Defining the legal framework of the alliance is only the beginning

2、 of the kind of comprehensive planning that is needed to ensure a workable relationship. Successful alliance planning goes beyond the partners initial agreement on the choice of alliance vehicle (e.g. cross-licensing, technology development pact, joint venture, equity sharing). B Successful alliance

3、 planning not only includes the usual details of plant location, cost sharing, market share gains and other economic criteria, but also the approaches that facilitate creating new knowledge and other technological synergies. Senior management needs to communicate the alliances shared goals with all

4、key middle managers and technical staff to discuss ways to develop a win-win relationship. Senior management also needs to convey the message that close cooperation could unintentionally expose and leak the firms core competencies in ways that could ultimately damage the firms long-term competitiven

5、ess. These same managers and technical staff need to know at the planning stage which technologies, competencies or proprietary processes should be protected from excessive demands from the partner. C Managers often herald the consummation of an alliance agreement as the final outcome of intensive n

6、egotiations between the partners. For many types of strategic alliances (e.g. technology development pacts, joint ventures, consortia), however, the legal negotiations represent only the beginning of a long series of ongoing, continuous negotiations that actually take place once alliance operations

7、commence. The finer details of the alliances framework entail continuous negotiations with the partner. Even after both parties agree to the broad (and immediate) goals and objectives of the relationship, smooth accommodation of managers and practices from different partners is directly related to h

8、ow well managers can negotiate the uncertainties and the complexities of day-to-day activities that cannot be pre-specified in a legal document. D Smooth implementation to facilitate learning requires all levels of management to work on developing “alliance protocols“ that enable careful knowledge c

9、reation and sharing among the partners. In their simplest form, alliance protocols represent the communication channels by which the alliances managers and technical staffs share technologies, skills and managerial acumen. Jointly developing and agreeing to these protocols early on is important to m

10、aintaining a balanced relationship, whereby neither partner feels that their contributions or opportunities to learn from the other are neglected or undervalued. Protocols are instrumental in setting up the mental “parameters“ that limit what partners can ask from one another in terms of what consti

11、tute proprietary vs. non-proprietary technologies or processes. Protocols provide an “invisible fence“ that defines the boundaries between cooperation and competition. E Strategic alliances can help firms transform their core businesses and activities by helping management secure access to new techn

12、ologies, insights and skills that other firms may possess. Alliances enable firms to jointly develop new products and processes, the costs of which are often beyond the financial and human resources of any firm. Strategic alliances can also help firms divest themselves of non-core business units or

13、activities that are costly to retain. In non-core businesses, alliances can help reduce the cost of industry exit and corporate restructuring. 0. It is rewarding for firms to form the alliance relationship with others. (E) （分数：0.96）(1).Senior management needs to pay much attention to its words and a

14、ctions in communication.（分数：0.12）A.B.C.D.(2).Negotiation of alliance between partners is a long and complex process.（分数：0.12）A.B.C.D.(3).Many firms stop at the first stage of successful alliance planning.（分数：0.12）A.B.C.D.(4).The extent to which an activity or business is considered core or non-core

15、will play a significant role in how senior management will seek to use alliances in fostering learning.（分数：0.12）A.B.C.D.E.(5).A good beginning of a negotiation doesnt mean a good ending.（分数：0.12）A.B.C.D.(6).Strategic alliance may bring negative effects to firms if not properly managed.（分数：0.12）A.B.C

16、D.(7).Learning from allied firms is limited to some extent in order to maintain a balanced relationship.（分数：0.12）A.B.C.D.E.F.G.H.(8).All key parameters of an alliance relationship have to be planned comprehensively.（分数：0.12）A.B.C.D.二、SECTION 2 (Question(总题数：1，分数：1.00)Creativity on Demand As an even

17、t planner, who designs and orchestrates every type of event from corporate affairs to weddings, its my responsibility to put together and manage the individual creative teams that are contributing to the occasions. (0) . One of the greatest challenges of my job, yet one of its most rewarding aspects

18、 is working with creative people on a day-to-day basis. I deal with a lot of high-profile, artistic individualspeople who are extremely knowledgeable and well known in their own right. They are passionate and talented, caring and wonderful individuals who often have their own vision of how they wan

19、t particular elements of events designed and executed. Therein lies the challenge. (9). When you are working with creative minds, its crucial to keep them on track so they dont go off on tangents and disrupt the projects rhythm or production schedule. This means taking a very active management role.

20、 (10). If needed, I will take the person aside and remind him that producing an event is a team effort and not a platform for an individual to shine. If you cant get the creative team leaders to accept some kind of direction and parameters, then you must strongly consider removing them from the proj

21、ect and not hiring them in the future, however brilliant they are. (11). If I have a client who insists on hiring him, I decline the project. At the same time, you do have to trust your most talented people. People in general always produce better results when you trust themtrust that they are going

22、 to perform not only to your expectations but to their highest levels. People hate being micromanaged because it implies that you dont respect or trust them. (12) I make sure that my people understand their position within the project while giving them the latitude to express their abilities, talent

23、s, and ideas. When you want people to produce at their peak levels, empowerment and communication are vital. I strongly believe in communicationits what I do all day. I am constantly on the phone or in meetings. Communication doesnt always have to be direct, of course, and I am a tremendous fan of e

24、mail. (13). Obviously, as a leader, you cannot do all the communicating yourself. The key is to identify the items that you really must communicate yourself and delegate the rest. (14). Inspiring and motivating a team to perform at the top of its game is exciting and sometimes exhausting. But the p

25、rocess is always very rewarding. You learn a huge amount from your creative people, and they constantly surprise you with their ideas. A. For example, I worked with a very well-known and talented but very self-centered florist, whose volatile behavior would wreak havoc on the team and affect the ove

26、rall event production, and now I just wont work with him. B. As the event producer, its my responsibility to keep everyone focused on the overall concept and design and to work with each team leader to ensure that the teams move forward in the same direction, all while minimizing difficulties and dr

27、ama. C. The trick, I believe, is learning how to manage diverse individual personalities and take control with style and grace. D. Of course, for that to work you need to have an associate who can function as your right-hand person. E. When seven people have to change four tires, fill up a gas tank,

28、 make quick adjustments to the suspension, and get a car back on the track in just over ten seconds, teamwork is, to put it mildly, essential. F. If an individual is not functioning as part of the team in the way that he should be, I will manage him a bit more than the others until I feel he is back

29、 on track. G. But I do think, even in this day and age, you really cannot beat just talking to someone face-to-face or at least by phone. H. Together, we do everything from selecting the perfect stamp for the invitations to installing temporary roads in order to provide access to an event. EXAMPLE：T

30、he correct answer for blank (0) is H. （分数：1.02）A.B.C.D.A.B.C.D.E.F.A.B.C.D.A.B.C.D.A.B.C.D.E.F.G.A.B.C.D.E.F.G.H.三、SECTION 3 (Question(总题数：1，分数：1.00)It has been said that management is a science and that leadership is an art. Management is comprised of concrete, measurable skills: planning, organizi

31、ng, directing, and controlling. Thumb through any management textbook and youll see specific models, formulas, procedures, or techniques for monitoring and controlling performance output. Controlling productivity through adherence to standards is the stock-in-trade of the effective manager. Its not

32、always an easy task, and talented managers should be given the credit they deserve in helping their organizations succeed. No organization can survive for very long, let alone earn any sort of substantial profits, without sound management. But management alone is not enough in todays marketplace. It

33、 is the right balance, a combination of efficient management and leadership that every organization is seeking. Just what is the new model of leadership for the 21st century? It revolves around five abstract qualities. Managers may possess some or all of these abilities to one degree or another, but

34、 these skills are distinct from the particular qualities that define management. To better understand how leadership and management differ, lets review the five leadership competencies. Self-mastery is the foundation upon which a leaders credibility is built and from which a leaders image will evolv

35、e. Self-mastery involves awareness, acknowledgment, and acceptance. Its about discovering the qualities that make you special and unique. Its about your own talents and abilities-your personal areas of excellence. Effective leaders create opportunities to showcase their natural abilities. They uncov

36、er their potential talents by continually stretching themselves and pushing themselves to their limits. At the same time, however, the successful leader acknowledges his or her limitations. To achieve true self-mastery you must accept yourself, including your faults, totally and unconditionally. Vis

37、ion is in many ways the heart and soul of leadership. While the manager must deal with issues and produce results on a day-to-day basis, a leader must focus on both the present and the future. The managers concern is today the leader has a vision for tomorrow. But simply having a vision is not enoug

38、h) you must make others believe in it, too. Put your plans for the future before the eyes and ears of the people around you. When other people begin to buy into your vision and make it their own, good things start to happenand happen quickly. Leaders turn their vision into reality by constantly lett

39、ing others know whats in it for them. “Personal power“ is the ability to influence and persuade others. It is not to be confused with “position power“. Position power is embedded in hierarchical, organizational structure. Personal power is earned. You do not necessarily need to have direct authority

40、 over others to display personal power. In fact, in the most successful companies, leadership exists at all levels. Develop personal power by being dependable, following through on commitments, and demonstrating concern for the welfare of others. People will recognize your personal power and look to

41、 you for direction. Empowerment completes the set of leadership skills. Although it has become a buzz word in the 90s, leaders have been aware of the concept of empowerment throughout the ages. Empowerment is the process by which a leader enables other individuals to successfully complete a certain

42、job or task. It is a technique that allows you to delegate responsibility for tasks throughout your organization, even at the lowest levels. As a leader, it is in your interest to nurture and develop individuals who will one day take your place, so make empowerment a top priority. Empowerment involv

43、es three critical ingredients: skills, confidence, and authority. Evaluate your followers skills and provide training to improve or enhance their abilities. Instill confidence in others and raise their self-esteem by maintaining face-to-face contact and offering praise for a job well done. Furthermo

44、re, bestow authority onto other people, giving them the right to exercise their best personal judgment. True leaders are always willing to give credit to others and accept responsibility for failure, while simultaneously supporting, encouraging, and empowering their followers. If you do so, you will

45、 develop an unshakable trust bond with others in your organization, establishing your own credibility while ensuring results. No one can deny the importance of good management in a successful organization. But good management alone is no longer enough. Recognizing the difference between management a

46、nd leadership, and striking the correct balance between the two, will provide substantial dividends in the long run. Management will get you through today; leadership will ensure a better tomorrow. （分数：1.02）(1).The passage is mainly about_.（分数：0.17）A.management skillsB.leadership principlesC.the qua

47、lities that define managementD.the distinction between management and leadership(2).What is the most significant factor of leadership according to the passage?（分数：0.17）A.Personal Power.B.Self-mastery.C.Vision.D.Empowerment.(3).In the first paragraph, “stock-in-trade“ means_.（分数：0.17）A.qualityB.usual

48、 tacticsC.credibilityD.responsibility(4).According to the four leadership competencies, which of the following is not the skill of a leader?（分数：0.17）A.Dealing with daily issues and producing results.B.Recognizing the talents of others and giving them the knowledge and the tools they need to succeed.

49、C.Nurturing and developing successors.D.Making macro-plans and ensuring results.(5).In the sixth paragraph, when talking about empowerment, the writer means that（分数：0.17）A.it is the most significant element in a hierarchical organization.B.confidence in oneself contributes a lot to ones business experience.C.leaders should encourage competent subordinates to enhance their confidence and power.D.a good leader is good at controlling so as to establish his credit in the organization.(6).From this passage, we learn that_