[外语类试卷]BEC商务英语（高级）阅读模拟试卷87及答案与解析.doc

1、BEC商务英语（高级）阅读模拟试卷 87及答案与解析 一、 PART ONE 0 Look at the statements below and at the five extracts from an article about broadening corporate responsibility. Which extract (A, B, C, D or E) does each statement (1-8) refer to? For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer She

2、et. You will need to use some of these letters more than once. A Executives are coming to understand that they cant meet their corporate responsibility simply by maximizing shareholder value. Last year Price water house Coopers surveyed 1,161 chief executive officers of companies from 33 countries.

3、Some 68 percent of those polled said that global corporate responsibility was vital to profitability. Meanwhile citizens around the world have become more vocal in demanding that global business beheld accountable for conduct that could undermine social, environmental or economic progress. B Althoug

4、h markets have encouraged more firms to act in a responsible manner in the global economy, market forces have not been sufficient to ensure responsible behavior all of the time. Moreover, the responsible firms that work harder to ensure that workers or the environment are treated well as they make g

5、oods and services could have higher costs, which may allow other competitors to gain market share. The right mix of public policies can ensure that responsible firms are not penalized. C Washington, D. C is drowning in paper. Congress has voted on proposals to promote corporate responsibility. Meanw

6、hile, the President, executives and activists are all scurrying about in search of additional proposals to make executives more accountable for their companies financial reports. Given that capitalism today is global as well as local, the US must work with its allies to write international corporate

7、 governance norms. But we need to use this opportunity to think more broadly about how to reassure global economic confidence long term. All of the reform efforts to date focus on a narrow definition of corporate responsibility. President Bush acknowledged in his July 9th speech, “There is no capita

8、lism without conscience.“ That is why the ultimate reform would encourage corporations to also act responsibility towards their workers and the environment. D The codes, including ones promoted by the Department of State-the Voluntary Principles for Security and Human Rights and the OECD Guidelines,

9、 are designed to help business protect human rights in nations with poor human rights records. Corporate social responsibility policies can also include EPA regulations that require corporations to report on their global environmental liabilities. After all, the costs of cleaning up can be a major d

10、rain on corporate profits. But these policies are not well coordinated or known as CSR policies. Were someone to compile an overview, we might gain a greater understanding of how such policies can be made more effective. But there are some policies including tax policies that encourage firms to shif

11、t production or their headquarters to nations with weaker fiscal or regulatory systems. Other policies that may undermine global corporate responsibility include corporate welfare and agricultural protectionism. E The French government recently overhauled French corporate law and mandated the disclo

12、sure of companies social and environmental as well as profit performance. This is a good idea. The British require pension funds to report on the social, environmental, as well as profit performance of their investments. The Canadian government is also examining a wide range of public policies to pr

13、omote CSR. Perhaps the most interesting development was that in 2001, with funding from the Atkinson Foundation, five private citizens organized a commission on democracy and accountability. Their final report issued 25 specific policy recommendations on promoting global and domestic CSR. 1 Many nat

14、ions are developing a consensus that public policies can and should promote domestic and global CSR. 2 Stakeholders cant simply rely on market forces to ensure global corporate social responsibility. 3 Maximizing shareholder value alone is not a good enough long-term strategy. 4 The United States ha

15、s a wide range of policies that are explicitly designed to promote global corporate responsibility. 5 President, executives and activists hope that new reporting requirements and auditing rules will reassure global investors. 6 The fundamental reform should promote corporations to answer for their w

16、orkers and the environment. 7 Their final report issued 25 specific policy recommendations on promoting global and domestic CSR. 8 The efforts of making proposals to promote corporate responsibility are laudable, but they will prove insufficient. 二、 PART TWO 8 Dear Sirs, The order mentioned above wa

17、s delivered to our warehouse 2 days after it arrived in Chicago 8th Jan. and we regret that we have to complain about the conditions in which we received it. In our order we stipulated that we required four dozen of your mens suits pattern CS/7, and in your invoice, No. CP/78, you charged us for thi

18、s quantity, but it is clear that you have packed only three dozen in Case 3, 【 B1】 _ . We would therefore appreciate an explanation and your prompt action to send us the missing dozen suits. Very much more serious is the condition of the ladies trousers suits that you packed in Case 2. Of the six do

19、zen that this case contains, 【 B2】 _ . It is quite clear that this is solely due to the totally inadequate way in which they had been packed for you had not lined the case with any waterproof paper. 【 B3】 _ 【 B4】 _ , whereas in our order we had stated that we required your pattern CS/9 which is stat

20、ed in your catalogue as being made up from heavy-weight material. There is no market here for tropical suits, and so we must emphasize 【 B5】 _ . We must stress that the mistakes that you have made in this first order we have placed with you have caused considerable problems for us. We had hoped to i

21、nclude your products in the Spring Sale that is due to open at the end of February, but as it is, it is now clear that we shall not be able to do so. We wish to stress, therefore, that unless you take immediate action to correct the mistakes that you have made, 【 B6】 _ . We now expect your prompt re

22、ply. Yours, Faithfully A. please correct all the mistakes as soon as possible B. that we expect you to replace these suits that have been wrongly delivered with those we ordered without delay C. we shall certainly not consider further orders with you and shall report your company to the American Tra

23、de Promotion Office in New York D. and we think the price is a little bit too high E. forty have become very sodden in transit and most of these show signs of rotting F. we are also surprised that you appear to have sent us three dozen lightweight gentlemens suits in Case 1 G. we therefore expect yo

24、ur prompt action to remedy this situation H. and there is no sign of the missing dozen in either Case 1 or 2 9 【 B1】 _ 10 【 B2】 _ 11 【 B3】 _ 12 【 B4】 _ 13 【 B5】 _ 14 【 B6】 _ 三、 PART THREE 14 Read the following extract from an article about culture in business negotiation and the questions that follo

25、w. For each Question 15-20, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. Negotiation is a common and necessary process in concluding an international transaction. Businesspeople from different cultures may sometimes find themselves in an awkward position owing to th

26、e cultural conflict. As a matter of fact, when two parties of different cultures sit at the negotiation table, two cultures are conflicting. Cultural conflict may result in a failure of a deal or loss of opportunity or loss of profits. For example, foreigners with some knowledge about Chinese cultur

27、e will avoid making an appointment with Chinese businesspeople to negotiate during the traditional Chinese Spring Festival, especially on the New Years Eve and in the following three days, as Chinese people think that it is not the time to make money during the Festival. On the other hand, they need

28、 relaxation after a whole years hard work. Cultural elements influence the style, method, pace, and goals of the negotiators. The negotiators must remain alert to not only the culture of the society represented hut the personal views and outlook of the negotiator across the negotiation table and eve

29、n across wire (talking on the phone). Negotiation between businesspeople is an activity of cross cultural communication, and closely linked with communication is the accommodation of differences in negotiating styles. Some cultures are more formal than others, others more confrontational; some will

30、be understated. others inclined to exaggeration; some more conscious of status and far less egalitarian than Americans, others so circumspect (to save face and preserve harmony as to leave a typical Western businessman baffled in trying to find out the intent). Understanding manners and customs is e

31、specially important in negotiations because misunderstanding manners or customs of another culture may result in poor outcomes or even disasters. To negotiate effectively in cross-culture negotiation, all types of communication should be read correctly. For example, Americans often interpret inactio

32、n and silence as negative sign. Japanese managers tend to expect that their silence can get Americans to lower prices or sweeten a deal. Even a simple agreement may take days to negotiate in the Middle East because the Arab party may want to talk about unrelated issues or do something else for a whi

33、le. The aggressive style of Russian negotiators and their usual last-minute change requests may cause astonishment and concern on the part of ill-prepared negotiators. The following examples may further show how culture conflicts damage international trade transactions. At the negotiation table, Wes

34、tern business negotiation group leader found the Japanese negotiation leader nodding his head after he made his offer to the Japanese negotiator, so he thought the Japanese business counterpart agreed to their offer, and he took out the contract, hoping to conclude the negotiation by signing the sal

35、es contract. But, to his great astonishment, the Japanese counterpart did not show any sign of signing the contract. The Western business negotiation group leader, however, felt offended. He thought the Japanese counterpart was not serious. The negotiation then ended resultless. The process of decis

36、ion making is varied. The time taken to make one decision will depend on whether such authority is centralized, assigned to a committee of technical people, routed through a network within the organization, or entirely delegated to the negotiator. For example, again it is concerned with the negotiat

37、ion between the Japanese businesspeople and an American group. After being offered the price, the Japanese negotiators habitually remained silent for some time. The American negotiator, however, thought that the price he had offered might be not competitive. So he reduced the offered price, which su

38、rprised and very much pleased the Japanese negotiators. 15 In the first paragraph, the writer intends to show that_. （ A） negotiation is very important in international business （ B） differences in culture in negotiation cannot be neglected （ C） businesspeople must negotiate carefully （ D） culture i

39、s very important 16 People from different cultures may have different methods in negotiating, this is because_. （ A） they just have different views of the business （ B） culture contributes to this difference （ C） their styles of negotiation are different （ D） their cultural levels are not the same 1

40、7 Negotiation between businesspeople from various countries is in fact_. （ A） an activity of reading the implications of cultures （ B） an activity of understanding the styles （ C） to convey cultural implications （ D） to put across the cultural intentions 18 Negotiators from Japan nod repeatedly mean

41、s_. （ A） that they agree to the terms and conditions （ B） they dont accept the terms and conditions that are offered by the counterparts （ C） they are listening but not ready to accept the terms and conditions （ D） they want to counter-offer 19 Businesspeople from _may take longer time to make decis

42、ions to accept the terms and conditions. （ A） the USA （ B） Russia （ C） Japan （ D） the Middle East 20 What are we told in international business negotiation? （ A） We must be alert to the counterpartss attitude towards the negotiation. （ B） We should learn the culture of other countries. （ C） We must

43、avoid cultural conflict. （ D） We have to pay great attention to the cultural differences when negotiating. 四、 PART FOUR 20 Intercultural Team Building Today the need to go global and to cut outgoings is demanding that companies combine protecting international interests whilst keeping down staff (21

44、) The solution in most cases has been the forming of intercultural teams. Undoubtedly, the intercultural dimension of todays teams brings about new challenges. Successful team building not only (22) the traditional needs to harmonise personalities but also languages, cultures, ways of thinking, beha

45、viours and motivations. The key to successful intercultural team building lies (23) intercultural training. It is one method of helping to blend a team together. Through analysis of the cultures involved in a team, their particular approaches to communication and business and how the team interacts,

46、 intercultural team builders are able to find, suggest and use common ground to (24) team members in building harmonious relationships. It helps a team to realise their differences and (25) in areas such as status, hierarchy, decision making, conflict resolution, showing emotion and relationship bui

47、lding in order to create mutually agreed upon structures of communication and interaction. From this (26) teams are then tutored how to recognise future communication difficulties and their cultural roots, empowering the team to become more self-reliant. The end result is a more cohesive and product

48、ive team. In conclusion, for intercultural teams to succeed, it is important to stay (27) to the need for intercultural training to help cultivate (28) relationships. Companies must be supportive, proactive and innovative. This goes (29) financing and creating technological links to bring together i

49、ntercultural teams at surface level and going back to basics by (30) better interpersonal communication. If international businesses are to grow and prosper in this ever contracting world, intercultural synergy must be a priority. （ A） sums （ B） numbers （ C） figures （ D） values （ A） concerns （ B） considers （ C） supposes （ D） involves （ A） in （ B） to （ C） with （ D） for （ A） help （ B） assist （ C） support （ D） favor （ A） closeness （ B） likeness （ C） similarities （ D） re