1、剑桥商务英语高级-66 及答案解析(总分：100.00，做题时间：90 分钟)一、READING(总题数：0，分数：0.00)二、PART ONE(总题数：1，分数：8.00)APRINTERHamaki UKs new DFG-2OO0 Bubble Jet printer is ideal for anyone looking to add colour to serious documents and presentations, and is an upgrading of last years DFG-15. Outstanding graphics make it a leadin
2、g printer in its class, ideal for a business looking for quality, although its price may put it out of the reach of most private users. The unit can reproduce the finest details and its extended palette of colours means that a wide variety of images can be produced. Operated using software that can
3、spot user errors before they result in poor printing, the machine has a simple two-button control panel. It is also very user-friendly and easy to install.BELECTRONIC MULTIMEDIA BOXPrimal Products is set to liven up even the dullest desktop with its latest range of accessories. Office workers can no
4、w express themselves and individualise their working area with the Storage Collection. The Collection is a series of smart-looking boxes for multimedia disks, spoilt only by a rather unnecessary and gimmicky digital display on the front of the box, telling you what disks it contains. Available in br
5、ight colours chosen to match hardware trends, the collection is easily carried, which is a definite plus for those who need to take their work home with them.CFAX MACHINEReaks office machinery further expands its Home-office range of products with the introduction of the RK1 fax machine. To reduce r
6、outine filing and save valuable time, the RK1 prints incoming documents and collates them automatically. Its slightly angular appearance is not very eye-pleasing, but it is very inexpensive, can store up to fifty numbers for quick dialling and has a built-in paper cutter.DNOTEBOOK COMPUTERKipadi, th
7、e company responsible for marketing Melon computers, has launched the MH3 notebook computer with unique removable disk drive. This means that each user can keep their own files confidential, on separate disks. The MH3 does take some time to master, and its functions are rather complex. However, it i
8、s extremely versatile and is ideal for use in the workplace and at home. It only weighs 3 kg, comes with a one year warranty and is in the mid-price range for notebook computers.EPHOTOCOPIERPetersons new slimline photocopier is another attempt at making a product as small as possible. It is extremel
9、y portable for a photocopier, and even comes with a carrying case. It is very easy to use and includes the offer of a free home or office demonstration if you request one. This is a fairly basic machine, and copy quality leaves something to be desired; however, if you need a portable photocopier thi
10、s could be for you - although it is difficult to imagine a big market for this type of machine.（分数：8.00）(1).This product helps you organise your paperwork.（分数：1.00）填空项 1:_(2).This product has a feature that is not essential.（分数：1.00）填空项 1:_(3).It is rather difficult to learn how to use this product.
11、（分数：1.00）填空项 1:_(4).This product is expensive for home use.（分数：1.00）填空项 1:_(5).This product is designed to make your working area look more interesting.（分数：1.00）填空项 1:_(6).Someone from the company can show you how to use this product.（分数：1.00）填空项 1:_(7).This product has a special device for ensuring
12、 privacy.（分数：1.00）填空项 1:_(8).This product is not likely to be required by many people.（分数：1.00）填空项 1:_三、PART TWO(总题数：1，分数：6.00)Dont follow that theory - think for yourself!In the 1990s, according to US author Eileen Shapiro, managers have abandoned the right to manage. She argues that managers in th
13、e USA have lost confidence. (0) H She describes a corporate culture which is extremely defensive and which has as its motto Managers should always follow the latest short-lived management theory, no matter how irrelevant it may be. (9) In turn, these have been followed blindly by managers who have g
14、iven up their central responsibility - taking decisions about their own business in their own particular circumstances. “I really believe a managers job is to manage“, she says. But increasingly, she feels, they do everything but that. (10) Thats because this, the identification of problems and oppo
15、rtunities, is the scariest part of management. Managers try to avoid the anxiety it brings by simply applying the latest theory to any problem. (11) Managers should, she believes, confront these head-on.It is not that Ms Shapiro does not believe in cutting out unnecessary management layers and openi
16、ng up organisations. Her criticism is that theories are often presented unthinkingly as solutions and are applied by managers who do not really understand what they are saying.“Theories are often regarded as if they are some sort of miraculous cure for any type of problem“, she says. “However, many
17、projects have failed because theories have been applied which were not appropriate to the situation.“ (12) The blame for this inappropriate application of theories lies, she claims, mainly at the door of consultancy firms. It is difficult for big firms of consultants to specialise sufficiently. They
18、 cannot hope to offer exactly the service that a company requires at a price which the client is able to afford. (13) This is worse than having no help at all.One of the most serious potential consequences of following theories without considering whether they are appropriate or not is a loss of sta
19、ff morale and motivation. Obviously, this is something to be avoided. (14) However, Ms Shapiro believes that, unfortunately, unless managers begin again to take responsibility for their own actions that is exactly what will happen. A. They therefore end up developing generalised solutions which are
20、offered to clients regardless of an organisations specific problems. B. There are many firms of consultants offering help to companies. C. No manager in their right mind would want to work with an angry, cynical or alienated workforce. D. Just because a course of action has succeeded in one context,
21、 it does not mean it will be right in other circumstances. E. From mission statements to re-engineering she shows how one theory has replaced another in quick succession. F. But in doing so, they often fail to address the real issues. G. They fail to tackle the central management task, which is diag
22、nosis. H. They therefore no longer have the courage or the ability to take responsibility for their decisions.（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:_四、PART THREE(总题数：1，分数：6.00)Every year British universities turn out 15,000 graduates in business studies. Many dream that they will one day
23、 be running a major business, wielding power and influencing markets. But only a very few will climb to the top and realise their fantasies. For the rest, compromise, disappointment, mediocrity and an alternative career away from the mainstream action will be their lot. Peter Blackburn is chairman a
24、nd chief executive of Nestle UK, which employs more than 12,000 people and has a turnover of 1.8 billion. His advice to those who wish to move ahead of the pack is as straightforward as the man. “Take all your qualifications seriously. Although many top executives do not have first-class honours and
25、 it is often a disadvantage to be an intellectual, qualifications are increasingly important, as is the quest for improvement.“I do feel that an international dimension helps every career. It says something about the person and if they have worked in another language, it gives a manager the importan
26、t dimension of realising that each market is part of something bigger. Also it is always important in any career to keep your options open as events can take an unexpected turn. When they did for me, I acted accordingly. I still have to pinch myself to remind myself what I am doing. Even 10 years ag
27、o I didnt think this is what I would end up having achieved.“ “In the end, those that get right to the top retain their people touch, which can be very difficult as one gets swept up on the fast track of corporate life. But those who never forget where they have come from and keep their feet on the
28、ground have a real advantage. The important thing is that you should never ask someone else to do something you couldnt do yourself. I am always looking for those who have the determination, the steel to see through our corporate objectives. I also want managers who can be role models for the next g
29、eneration, people who will be an inspiration.“Blackburn started out working for a small confectionery company and was responsible for clearing up a major financial scandal when it was taken over by a larger company, Rowntrees. This was a project which marked him out and gave him visibility in Rowntr
30、ees. While many successful careers can easily be seen as an almost predictable procession, there are always one or two moments when success in a project promotes the executive, bringing star quality and something of an aura. However, if at the decisive moment a mistake is made, then the executive, i
31、nstead of moving sharply forward, disappears into the pack and others are given their chance. When Rowntrees was later taken over by Nestle, Peter Blackburn went on television and argued against the takeover. When the dust settled, the winners rewarded their spirited adversary. “l have always believ
32、ed in doing the best that I can in any situation. Sometimes you have to make difficult decisions and then its important to meet them square on. I have been fortunate in that the evolving company that I am now involved with has always believed in strong social values and has behaved as humanely as po
33、ssible when it has been forced to close or to sell one of its businesses.“Peter Blackburns career has been marked by two company takeovers. Many successful takeovers have been characterised by the new owners looking at the second layers of management and giving them a free rein. Mr Blackburn has. be
34、nefited from this process twice and says: “In both the takeovers I have been involved with, success has been achieved because the new owners have not gone in for ,wholesale clearouts. They have realised that it is the existing people who understand the business and they must be the platform for any
35、growth.（分数：6.00）(1).Peter Blackburn says that to compete successfully in the job market, people should（分数：1.00）A.be realistic about their abilities.B.make sure they choose the right post.C.improve their relations with other executives.D.have a good educational backgroun(2).In the second paragraph, B
36、lackburn says his present day achievements are due to（分数：1.00）A.being able to adapt to changing circumstances.B.deciding to learn other languages.C.having worked for an international company.D.staying in the same job for several years.(3).Blackburn says that its important for a manager to（分数：1.00）A.
37、lead their staff by example.B.put ambition above everything else.C.demand high standards from their workforce.D.move as quickly as possible up the corporate ladder.(4).The writer uses the example of Blackburns involvement in the Rowntrees Project to show（分数：1.00）A.how problems within a company can b
38、e highlighted.B.how competitive executives are within a company.C.how easily mistakes can be made by executives.D.how the managements attention can be drawn to someon(5).What is Blackburns attutide towards the company he now works for7（分数：1.00）A.He has some regrets about its public image.B.He approv
39、es of the way it treats its employees.C.He dislikes the demands it makes on him.D.He admires the way it explains its decisions.(6).Blackburn attributes the success of the company that have involved him to（分数：1.00）A.the role he played in each of them.B.the abilities of the new managers.C.the decision
40、 not to make radical personnel changes.D.the financial support provided by the owners.五、PART FOUR(总题数：1，分数：10.00)Market researchMarket research has become more and more important in recent years. In some organisations, in fact, managers will not initiate any activity without market research to back.
41、 them up.The first thing to be said about market research is that it is not an (21) to management decision-making. No form of market research, no matter how deep, complicated and detailed, can ever be seen as a substitute for creative decision-making by professional managers (22) its very best, all
42、it can do is (23) some doubt and clarify the nature of the problem. It may even be seen as a tool which can improve the (24) of decisions but it is not in itself a decision-making mechanism.Market research, in (25) with a number of other approaches in marketing, suffers from the frequent complaint t
43、hat it is not really accurate. Market research results can never be completely accurate because they (26) with a dynamic, ever-changing marketplace. It is vital that this is understood by everyone with an interest in the results. There is, therefore, an ongoing need for creativity and imagination wh
44、en (27) market research results and when making any (28) to apply them in the marketplace.Lastly, it should always be remembered that market research is not an end in itself but simply a (29) by which some degree of risk can be removed from marketplace activity. If no activity (30) from the research
45、, then the entire exercise has been completely pointless.（分数：10.00）A.optionB.alternativeC.endD.openingA.ForB.FromC.AtD.WithA.rejectB.omitC.denyD.removeA.qualityB.goodnessC.well-beingD.virtueA.associationB.commonC.additionD.connectionA.workB.manageC.dealD.operateA.decidingB.thinkingC.provingD.conside
46、ringA.attemptB.ventureC.choiceD.tryA.modeB.meansC.wayD.progressA.showsB.producesC.resultsD.appears六、PART FIVE(总题数：1，分数：10.00)How to deal with difficult people on the phoneOne of the skills required of todays successful business people is the ability to deal with difficult people on the phone. The Re
47、ed Employment agency has come (31) with some advice to help business people get the best from the caller.First of all, accept that people can be rude when they are (32) pressure. Try to find out (33) they are angry - even if you have to guess. And, importantly, never get angry back. Many problems ar
48、e caused by a simple misunderstanding. Therefore it is essential (34) remain calm so that you can get to the root of the problem and thus have (35) better chance of resolving it, Understand that maintaining your calm is much easier than it sounds - but you can prepare (36) designing a strategy. Most
49、 call centres train staff (37) these techniques; other office workers need to train themselves. The trick is to be really nice back (38) that they end up thanking you for your help, understanding and assistance.Secondly, listen carefully and empathise with the person making the comlaint. You dont (39) to compromise you
