1、高级阅读-阅读 2及答案解析(总分：52.00，做题时间：90 分钟)一、PART ONE(总题数：1，分数：8.00)A. Following the companys poor annual results in November, the share price plunged and has since remained around 200p. Analysts now believe that the company is seriously undervalued by the stock market. The companys biggest problems were in
2、 Germany and France last year where supply outstripped demand, leading to a 20 million loss for the year. However, the company has recently appointed a new chairman who has a first-rate track record of reviving failing companies. It is believed that he will be successful in turning round the company
3、s fortunes.B. Analysts are impressed with the companys recent performance. In the last six months, it has managed to increase prices by 3 per cent without adversely affecting sales. In such a low-margin, high-sales sector, this ought to translate directly into increased profits. The companys recent
4、sale of its packaging division has eliminated all its debts. Shares have risen in the past month from 80p to 100p. Despite these promising. Signs, it must be remembered that the company is trading in an extremely volatile market.C. For some weeks, there has been widespread expectation that the compa
5、ny will announce the sale of its troubled newspaper-and-magazine distribution arm. Speculation came to an end when this was firmly ruled out as a possibility at the annual general meeting last week. Profits from this division were down from 13 million to 8 million. However, this drop was more than o
6、ffset by an improvement in the companys retail division, which has taken the innovative step of opening stores in places such as hospitals and colleges. Profits in this division rose fromD. The company has had steady growth prospects since it opened four more upmarket hotels and several health and f
7、itness clubs. This move has come at a time when the market is particularly buoyant. There were rumors that the company might become the subject of a takeover bid by one of the large American corporations. However, this has not materialized, and it now seems unlikely that any such bids will be made i
8、n the immediate future. This is expected to lead toE. The company has always been popular with shareholders as, for the past ten years, it has consistently provided them with above average returns. Profits for the first half of the year were up by 15 per cent. Development profits from some 30 projec
9、ts around the country will provide a balanced stream of earnings in the second half of the year. Given this, and the sale of a loss-making division in Bradford, pre-tax profit forecasts have been increased to 21 million and（分数：8.00）(1).This company has expanded at a time of high demand.（分数：1.00）A.B.
10、C.D.E.(2).Good results in one part of this company made up for disappointing results in another part.（分数：1.00）A.B.C.D.E.(3).It is difficult to predict future prospects for the kind of products this company sells.（分数：1.00）A.B.C.D.E.(4).Profits for this company are likely to be different from those th
11、at were earlier predicted.（分数：1.00）A.B.C.D.E.(5).This company produced more goods than were needed for certain markets.（分数：1.00）A.B.C.D.E.(6).This company has denied rumors about its future plans.（分数：1.00）A.B.C.D.E.(7).A recovery in this companys financial position is expected.（分数：1.00）A.B.C.D.E.(8)
12、.This company is likely to benefit from charging more for its products.（分数：1.00）A.B.C.D.E.二、PART TWO(总题数：1，分数：6.00)WHAT EMPLOYEES SAY THEY WANTEmployees say one thing and do another, a recent UK-based report claims. (0) H Addressing these problems is especially important when there are skills shorta
13、ges, and companies are trying hard to retain the workers they have. According to the report, there is a consistent discrepancy between what really attracts staff and keeps them, and what they say are priorities.The report found that, although there are differences in preferences, depending on age, h
14、ome country and gender, all age groups say they rate the work/life balance as an extremely important consideration for staying with their particular company. (9) This is followed by job security and financial rewards.However, despite their proclamations about wanting a work/life balance, it was esta
15、blished that this does not have a positive effect on retention for any subgroup. Similarly, people profess to identify more closely with a company which has a clear strategy for success, but in fact that does not result in improved retention either. (10)Another finding was that it is the high-flyers
16、 in a company who are most likely to be ungrateful and leave. This is despite the fact that they are more likely to attract fast-track promotion, career development, training and financial rewards, which should be the glue to keep them loyal. (11)All this makes life difficult for managers. (12) This
17、 is because they have to spend as much time creating an employment brand that attracts the best talent as they do in creating a consumer brand that builds customer loyalty.That is all the more important for major companies, who, increasingly these days, are no longer viewed as the employer of choice
18、 by top graduates. (13) This involves both corporate attitudes and individual encouragement. At corporate level, there is a need for a clear and convincing strategy for the business, and an innovative environment low in bureaucracy. One level down from that, there should be tasks that interest and c
19、hallenge employees, and sharpen their skills. At individual level, profit-related bonuses go clown well. (14)Above all, companies should remember that since the requirements are different for the young, middle-aged and elderly, as well as for men and women, the package has to be enticing to the righ
20、t target age and gender.A Top executives find that they can no longer delegate personnel matters.B That is possibly because they are most likely to find other jobs.C What the report did conclude though, was that money, especially performance-related pay, does increase commitment, as do share options
21、 and profit-sharing.D In addition, companies need to motivate key people with appropriate recognition and by giving them what they actually want, rather than just relying on an attractive basic salary, which can easily be matched by any other employer.E Moreover, when it comes to choosing a job, wom
22、en rate it even more highly than men.F As a result, the report concludes that focusing on the top performers can be counterproductive because it can cause underdevelopment, underutilization and demotivation of the rest of the workforce.G The report reckons that in order to change this situation, a t
23、wo-stage policy is required.H This will come as no surprise to anyone involved with market research, but it is causing problems for employers trying to recruit staff.（分数：6.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_三、PART THREE(总题数：1，分数：6.00)In the world of big business, James Linton is precocious
24、 in the extreme. Just two years into the job of reviving one of the most illustrious names in retail finance, RoCom, he has found himself a key player in one of the richest and certainly most audacious deals in the industry: PTLs takeover of RoCom.PIL is paying 25 a share for RoCom - approximately 4
25、0 percent more than the market value of the shares - and its offer document boasted that PTL attaches great importance to key employees having appropriate, performance-related remuneration. Initially wary about the takeover, Linton has now negotiated a hands-off agreement with PTL, which confirms it
26、s intention to leave him very much to his own devices to continue building the business. All this and he will not turn 38 for another fortnight!Although Linton is credited with turning RoCom around, this is more a matter of work in progress than actual achievement. Yet he does seem to have institute
27、d the biggest top-level shake-up in its near 70-year history, promoted some big-hitters amongst key staff and transformed RoComs way of doing business.Linton has, however, warned that the takeover is by no means a guarantee of future success; indeed, deteriorating market conditions suggest that the
28、way forward will be anything but smooth. Linton recently ventured the hypothesis that being shareholder-owned had, in recent years, helped the business focus and argued that the sectors experience of rival takeovers was not encouraging.Indeed, the recently reported performance of rival organizations
29、 such as Maften Limited has not promoted the notion that big corporations are happy homes for experienced staff and managers such as LintonIt may have been his ideas about independence that made Linton address RoComs 900 staff on the day the takeover was announced, rather than doing high-profile med
30、ia interviews on what was immediately seen as a fantastic deal for share-holders. He is acutely aware of the business is to succeed, something which is not lost on them. This is not a management-school dictum. It is a genuine belief that every member of staff has contributed to the firm and enabled
31、it to net 1.9 billion from PTL. Other CEOs say he is arrogant, but this probably reflects the fact that Linton may find talking to them difficult. He is also ferociously intelligent, and, while in others this could appear intimidating, in Linton it awakes further admiration amongst loyal employees.
32、They clearly do not feel they have to grovel in front of this mastermind, and claim that although hes incredibly dedicated to his work, he has an affable manner.Linton boasts that staff turnover rates at RoCom have remained low for the industry, at about 12 percent since he took over as CEO two year
33、s ago.People have a real affection for RoCom, and that runs right through the office here. They all want us to be number one, he says. He is aware of the possibility that the collegiate ethos he has worked so hard to create, the meritocracy on which he thinks much of RoComs success depends, could be
34、 destroyed if PTL is too heavy-handed. He will need all his skills to keep RoCom on course, particularly when attention has immediately focused on the possibility that Susan Marshall, its respected investment chief, might be the first casualty of the takeover. Whatever the future holds for RoCom, we
35、 are certain to go on hearing a lot more of James Linton.（分数：6.00）(1).What is PTL doing, according to the second paragraph?A allowing Linton to run RoCom in the way he wishes toB purchasing almost half of the RoCom shares on offerC giving all RoCom staff regular bonuses to promote motivationD drawin
36、g up new employment contracts for RoCom employees（分数：1.00）A.B.C.D.(2).What do we learn about Lintons work at RoCom in the third paragraph?A He has achieved more than anyone in RoComs history.B He has widened the range of RoComs business activities.C He has taken on a number of new employees.D He has
37、 made changes to senior management.（分数：1.00）A.B.C.D.(3).What does Linton say about RoCom in the fourth paragraph?A The company is likely to face difficult times.B The company has lost a number of experienced staff.C The company is expecting to report encouraging results shortly.D The company needs t
38、o change its focus to remain competitive.（分数：1.00）A.B.C.D.(4).Which of the following is said about Lintons management style?A He involves others in the decision-making process.B His staff find him approachable.C He expects his staff to work as hard as he does.D His style differs from that of other C
39、EOs.（分数：1.00）A.B.C.D.(5).How does Linton feel about the takeover, according to the sixth paragraph?A pleased that staff turnover finally started to fall two years agoB afraid that he will lose his job to Susan MarshallC worried that the company culture might changeD happy that employees have been so
40、 supportive of his work（分数：1.00）A.B.C.D.(6).Which of the following would be the best title for the article?A The Linton way of getting the best from staffB A thin line between success and failure for James LintonC James Linton - a man who will go farD How a good idea went wrong for James Linton（分数：1
41、.00）A.B.C.D.四、PART FOUR(总题数：1，分数：10.00)WHAT IS CORPORATE PLANNING?Corporate planning may be described as the careful and systematic taking of strategic decisions. In contrast to a short-term plan like a budget, a corporate plan is concerned with taking a long-term (21) of future developments and wit
42、h designing a strategy so that the organization can achieve its chosen objectives. Many large companies now recognize the importance of (22) a formal approach to developing a corporate plan. They prepare scenarios or forecasts of future developments in the (23) in which they wish to operate, in orde
43、r to examine whether decisions taken in the present will result in success in the future. In recent years, companies have been developing more sophisticated (24) - with which to analyze the risks involved in such decisions.(25) for example, an oil company deciding if it should invest in a new refine
44、ry. Faced with this decision, involving the (26) of millions of pounds on something which might have a life of 15 years or more, the company must have a sound basis for its decision. In this case, it needs to know whether it can be (27) of a market for the extra volume of its refined products, and i
45、t needs to know whether they can be produced profitably. In addition, it is necessary to study the (28) Of crude oil and other supplies needed in the process.Corporate planning, therefore, involves three main areas: (29) the long-term objectives of an organization, deciding what market (30) there ma
46、y be and formulating a product policy to satisfy them.（分数：10.00）(1).21 A sight B picture C scene D view（分数：1.00）A.B.C.D.(2).22 A carrying B practicing C placing D adopting（分数：1.00）A.B.C.D.(3).23 A element B condition C environment D atmosphere（分数：1.00）A.B.C.D.(4).24 A techniques B ideas C styles D w
47、ays（分数：1.00）A.B.C.D.(5).25 A Refer B Consider C Think D Suppose（分数：1.00）A.B.C.D.(6).26 A outlay B output C outset D outcome（分数：1.00）A.B.C.D.(7).27 A assured B insured C confirmed D ascertained（分数：1.00）A.B.C.D.(8).28 A utility B availability C attainability D usability（分数：1.00）A.B.C.D.(9).29 A guidin
48、g B leading C determining D concluding（分数：1.00）A.B.C.D.(10).30 A chance B potential C room D scope（分数：1.00）A.B.C.D.五、PART FIVE(总题数：1，分数：10.00)Can anyone be an entrepreneur?Who wants to be an entrepreneur? Just about everybody - or (31) it seems these days. The values of entrepreneurship are hailed e
49、verywhere, (32) the more enterprising small shop owner to the boardrooms of multinationals. Entrepreneurs are seen as the true wealth creators and as the initiators of change. They are often creative and always self-driven, and (33) a result, they and the companies they head possess a sense of vision which larger, more amorphous organizations often aim for but hardly ever achieve. So how do you become one? The received wisdom is that entrepreneurs with talents (34) A
