BEC商务英语（中级）阅读模拟试卷153及答案解析.doc

1、BEC商务英语（中级）阅读模拟试卷 153及答案解析(总分：90.00，做题时间：90 分钟)一、PART ONE(总题数：1，分数：14.00)Look at the statements below and the information on the opposite page about feedback on staff performance. Which section(A, B, C or D)does each statement 1-7 refer to? For each statement(1-7), mark one letter(A, B, C or D)on yo

2、ur Answer Sheet. You will need to use some of these letters more than once.Example:0 the reluctance of companies to base pay on staff feedback （分数：14.00）(1).staff being reminded that it is not essential to restrict feedback to once a year（分数：2.00）_(2).the way in which feedback could identify people

3、suitable for promotion（分数：2.00）_(3).the aim of improving staff communication throughout an organisation（分数：2.00）_(4).the feedback obtained on an employee being linked to requirements for a particular job（分数：2.00）_(5).aspects of a group of employees work that were identified as requiring improvement（

4、分数：2.00）_(6).feedback indicating both positive and negative aspects of an individuals work（分数：2.00）_(7).the participation of less senior personnel in a member of staffs feedback（分数：2.00）_二、PART TWO(总题数：1，分数：10.00)Read the article below about developments at a bank. Choose the best sentence from the

5、opposite page to fill each of the gaps. For each gap(8-12), mark one letter(A-G)on your Answer Sheet. Do not mark any letter more than once. There is an example at the beginning(0). The Pan-Slavic Trading BankWhen Miroslav Novak started work as a graduate trainee, his employer, the Pan-Slavic Tradin

6、g Bank(P-STB), was a state-owned bank specialising in export trade. Though only the countrys fourth bank in size and turnover, it was well run and had a proven track record.(0) 1G 2 Despite its inclusion in the governments programme of privatisation, expansion or major change were not on the agenda.

7、Today, ten years on, Miroslav has come a long way from his modest beginnings. Recently appointed director of the branch network, he now sits on the executive board.【P1】 3 Of particular concern is the fact that the P-STB has become a retail bank, no longer dealing exclusively with large companies. Th

8、is sector has, in fact, been downgraded to secondary status, since the most important market is seen to be elsewhere.The new emphasis is on offering a wide range of products to the general public. 【P2】 4 When this policy was first put forward, Miroslav and his colleagues doubted its feasibility, sin

9、ce it was not part of their financial culture. The directors went ahead with their plans, however, and, as success followed success, their doubting employees were forced to admit to having been mistaken.The source of the P-STBs change of direction was to be found abroad; the directors of a bank from

10、 Luxembourg had been monitoring the progress of the P-STB as it moved towards privatisation.【P3】 5 After lengthy negotiations, including with government departments, the Luxembourg bank was successful and became the majority shareholder. The P-STB now found itself the subsidiary of a foreign bank.No

11、 time was wasted in flying in a team of managers from the parent company. No sooner had they arrived than major changes began to be implemented.【P4】 6This was exciting and challenging, but there was a high price to pay. The average working day increased from eight to twelve hours almost immediately,

12、 and several of the longer-serving staff were given early retirement. Those who remained felt extremely uncomfortable about the contrast in their fortunes.The next few months under new ownership were extremely demanding and Miroslav found little to be optimistic about. 【P5】 7 Miroslav grew to enjoy

13、the demands made on him, and before long was promoted to his present position, with responsibility for converting all the branches in the network to retail banking. He spends less time than he would like with his family, and still misses former colleagues, but the work itself is more satisfying than

14、 he could ever have imagined.Example: （分数：10.00）(1).【P1】（分数：2.00）填空项 1:_(2).【P2】（分数：2.00）填空项 1:_(3).【P3】（分数：2.00）填空项 1:_(4).【P4】（分数：2.00）填空项 1:_(5).【P5】（分数：2.00）填空项 1:_三、PART THREE(总题数：1，分数：12.00)Read the magazine article below about Andy Seymour, the Chief Executive of a chain of book stores called

15、 Bookroom, and the questions on the opposite page. For each question(13-18), mark one letter(A, B, C or D)on your Answer Sheet. CHALLENGING TIMES AT BOOKROOMBookroom isnt a very successful company at the moment. Its heavily in debt, and its rumoured that its owner, P the directors of a bank from Lux

16、embourg had been monitoring the progress of the P-STB as it moved towards privatisation.【P3】 5 After lengthy negotiations, including with government departments, the Luxembourg bank was successful and became the majority shareholder. The P-STB now found itself the subsidiary of a foreign bank.No tim

17、e was wasted in flying in a team of managers from the parent company. No sooner had they arrived than major changes began to be implemented.【P4】 6This was exciting and challenging, but there was a high price to pay. The average working day increased from eight to twelve hours almost immediately, and

18、 several of the longer-serving staff were given early retirement. Those who remained felt extremely uncomfortable about the contrast in their fortunes.The next few months under new ownership were extremely demanding and Miroslav found little to be optimistic about. 【P5】 7 Miroslav grew to enjoy the

19、demands made on him, and before long was promoted to his present position, with responsibility for converting all the branches in the network to retail banking. He spends less time than he would like with his family, and still misses former colleagues, but the work itself is more satisfying than he

20、could ever have imagined.Example: （分数：10.00）(1).【P1】（分数：2.00）填空项 1:_ （正确答案：正确答案：B）解析：(2).【P2】（分数：2.00）填空项 1:_ （正确答案：正确答案：E）解析：(3).【P3】（分数：2.00）填空项 1:_ （正确答案：正确答案：A）解析：(4).【P4】（分数：2.00）填空项 1:_ （正确答案：正确答案：D）解析：(5).【P5】（分数：2.00）填空项 1:_ （正确答案：正确答案：C）解析：三、PART THREE(总题数：1，分数：12.00)Read the magazine artic

21、le below about Andy Seymour, the Chief Executive of a chain of book stores called Bookroom, and the questions on the opposite page. For each question(13-18), mark one letter(A, B, C or D)on your Answer Sheet. CHALLENGING TIMES AT BOOKROOMBookroom isnt a very successful company at the moment. Its hea

22、vily in debt, and its rumoured that its owner, P&K, wouldnt turn down a suitable offer. Even its own store managers are said to be unhappy - those who havent left, that is. A recent change in strategy is proving too much for many of them: theyve been told to concentrate on giving more space to a lim

23、ited number of bestsellers, advertised nationally by the company, and not to titles which sit on the shelves for weeks.The challenge of taking Bookroom back into profit falls to the Chief Executive, Andy Seymour, who was moved a year ago from P&Ks music chain, MusicWorld, with an impressive record o

24、f efficiency improvements. He increased the floor space of the more successful MusicWorld stores and closed down the loss-making ones. New computer systems gave him better stock control, and allowed him to produce up-to-date charts of the top CDs for display in the stores, with a positive impact on

25、turnover and profits. In addition, he negotiated a pay and productivity deal with the employees. All in all, it was a period which saw the chain reach its peak.Seymour, though, doesnt take any credit for MusicWorlds success. Even before I became Chief Executive, all the stores were run by top qualit

26、y people doing everything they could, at a time when the public werent spending much on leisure, he says. They all stayed on, and that was the decisive factor. The only things I did were to change the advertising agency - they werent keeping up with developments in the music industry - and make some

27、 minor innovations in the stores. Customers were coming into the shops, and it was up to us to make the most of this.Luck had been against him in his previous job, though, as operations director of Clarksons, the do-it-yourself retailer which P&K had just acquired. Soon after his move to the company

28、, there was a recession, which meant that the market for home improvement products collapsed. Seymour was involved in endless consultations with the board, discussing ways to turn the company round. They were in a high-risk situation and, despite his efforts, Clarksons lost millions. But even when t

29、hings were at their worst, Seymour didnt resign, as most would have done, and he was highly thought of for that.He has a reasonable track record, certainly, but some would say not brilliant. And will he succeed at Bookroom? His first year has been disappointing, but there are signs of improvement. H

30、es continued the strategy of opening new shops, and although many store managers have gone, their replacements have been picked carefully. Hes also done something about one of the main reasons for the present difficulties, reducing targets to allow for the fact that the book market is still flat.Sey

31、mour is an experienced retail manager. At MusicWorld he proved himself a good manager of people with a particular gift for motivating his staff. But hes also strong on detail, and has already improved Bookrooms financial control. It looks as though his strategy will pay off in the long term. The onl

32、y thing you could blame him for is not being strong enough in opposing all the negative talk about Bookroom, because that is what is damaging the company. And unless Seymour does something about that, he may find himself looking for a new job.（分数：12.00）(1).According to the first paragraph, what are

33、Bookroom store managers not pleased about?（分数：2.00）A.the number of recent staff redundanciesB.the reduction in the range of books on sale C.P&Ks current plans to sell the companyD.P&Ks approach towards advertising different titles解析：(2).Which of the following contributed to Andy Seymours success at

34、MusicWorld?（分数：2.00）A.investing more time in researching music trendsB.training staff to use the computerised order systemC.offering staff a greater incentive to sell more items D.bringing new stock into the poorly performing stores解析：(3).Seymour says that MusicWorld was successful because（分数：2.00）A

35、.sales of music products were booming.B.the store managers were very capable. C.its advertising had been highly effective.D.his innovations attracted a wider target group.解析：(4).While Seymour worked for Clarksons he was respected because he（分数：2.00）A.was willing to take certain risks in order to sta

36、y in business.B.had predicted the downturn in the home improvements industry.C.kept the store managers informed about the companys situation.D.continued as director despite the company experiencing difficulties. 解析：(5).According to the writer, Bookroom had problems during Seymours first year because

37、（分数：2.00）A.he had been too cautious about the location of new stores.B.he failed to recognise what consumers were looking for.C.there was a shortage of suitable staff to take over managers jobs.D.the expected volume of book sales had been unrealistic. 解析：(6).In the last paragraph, the writer suggest

38、s that in his present role, Seymour needs to（分数：2.00）A.take action to improve the companys reputation. B.pay more attention to every aspect of his strategy.C.make sure there are sufficient funds for his expansion plans.D.encourage loyalty by strengthening staff-management relationships.解析：四、PART FOU

39、R(总题数：1，分数：30.00)Read the article below about a company that sells household products. Choose the best word to fill each gap from A, B, C or D on the opposite page. For each question(19-33), mark one letter(A, B, C or D)on your Answer Sheet. There is an example at the beginning(0). DACs Margins Hit

40、in Battle of the BrandsIn a surprise trading statement, DAC Household Products yesterday gave (0)_C_of lower margins and weak profits growth. Shares in the company slumped by 22p to 459p after DAC said that its forecast of double-digit earnings growth in 2009 had been【C1】_to low single digits. The c

41、ompany【C2】_that it had failed to spend enough on promoting its own brands and conceded that its market share in India was under assault from【C3】_discounting by various competitors. Its major rival, KC Products, is offering big price discounts to attract consumers from DAC brands, which have traditio

42、nally【C4】_the household products sector. DAC also predicted a downturn in consumer【C5】_and strong price competition in Europe, and signalled that it was making【C6】_for an expensive brands battle.DACs chairman, David Chan, said that sales volumes had behaved as predicted, but that waves of discountin

43、g and store promotions from rivals had adversely【C7】_price forecasts. As a【C8】_the company now needed to increase investment in advertising and introduce keener pricing.DAC had until【C9】_sought to increase revenue growth at the same time as improving profit margins. However, Chan confirmed that marg

44、ins would be【C10】_as DAC increased spending on advertising and promotion to【C11】_those products under attack from competing brands. This commitment means【C12】_the long-term health of the business ahead of the【C13】_.of short-term financial targets, he said.Rudy Mitcham, DACs finance director, said th

45、at the companys recent cost-cutting programme would be【C14】_.to help finance the increased spending, although he declined to reveal the【C15】_.amount of money it would invest in additional advertising and promotion.Example:A advice B caution C warning D threat （分数：30.00）(1).【C1】（分数：2.00）A.diminishedB

46、.fallenC.declinedD.reduced 解析：(2).【C2】（分数：2.00）A.admitted B.expressedC.communicatedD.confided解析：(3).【C3】（分数：2.00）A.sternB.heavy C.harshD.stiff解析：(4).【C4】（分数：2.00）A.directedB.governedC.dominated D.ruled解析：(5).【C5】（分数：2.00）A.assuranceB.confidence C.beliefD.conviction解析：(6).【C6】（分数：2.00）A.actionsB.measuresC.preparations D.steps解析：(7).【C7】（分数：2.00）A.touchedB.affected C.changedD.impacted解析：(8).【C8】（分数：2.00）A.conclusionB.result C.reactionD.development解析：(9).【C9】（分数：2.00）A.presentlyB.formerlyC.previouslyD.recently 解析：(10).【C10】（分数：2.00）A.sacrificed B.ruinedC.surrendere