1、BEC商务英语（中级）阅读模拟试卷 12及答案与解析 一、 PART ONE 0 How to approach Reading Test Part One In this part of the Reading Test you match seven statements with four short texts. First read each short text and then read the sentences to see which ones refer to the text. Make sure you read each text for overall meani
2、ng. Do not choose an answer just because you can see the same words in the text. Look at the sentences below and the advice for secretaries and personal assistants about dealing with a new manager on the opposite page. Which company (A, B, O or D) does Bach sentence 1 - 7 refer to? For each sentence
3、 1 - 7, mark one letter (A, B, C or D) on your Answer Sheet. You will need to use some of the letters more than once. A If you are a secretary, or personal assistant, getting a new manager means that your job will probably change, too. The new person is likely to have different ideas about how thing
4、s should be done, and you may well find that some of these are changes for the better. But remember that the new manager might be feeling nervous. If you treat their first day in the job as though its your own first day, too, it will ease the transition for them, and benefit you both. B Your new man
5、ager may have different ideas from your previous one about personal habits, such as eating at your desk, and you will have to accept that. Their changes may not always be appropriate or helpful, however. It could be that you are asked to open the post later on in the day, when you know that it is im
6、portant to get it sorted first thing. In this case, rather than grumbling about it and spreading discontent around the office, explain if there is a genuine reason for a particular way of working. C If your new manager has joined the company from outside, they will be on a steep learning curve. Youc
7、an really show your worth by bring them up to speed on the company history and culture. The appointment of a new manager is also the ideal opprtunity for you to discuss your prospects for training and promotion with them, though raising the subject on their first day is unlikely to give them a good
8、impression of you. D If you are concerned about changes that your new manager wants to make to your job, first check your job description, if you have one, then speak to him or her calmly about it. If work is being put your way that is someone elses responsibility, say so. Make it clear what you bel
9、ieve to be the limits of your job. Ideally, the two of you will come to an agreement that suits both parties. failing that, consider contacting the human resources department to see if it can act as mediator. 1 You may be able to explore your career development with your new manager. 2 You may need
10、to point out why certain procedures are in place. 3 Help your new manager to feel relaxed when they take up the position. 4 You should resist taking on extra tasks which you do not consider part of your role. 5 You may need help in settling differences with your new manager. 6 You should not encoura
11、ge colleagues to become hostile towards your new manager. 7 A new manager may benefit from your knowledge of conventions and attitudes within the company. 二、 PART TWO 7 How to approach Reading Test Part Two In this part of the Reading Test you read a text with gaps in it, and choose the best sentenc
12、e to fill each gap from a set of seven sentences. First read the text for the overall meaning, then go back and look for the best sentence for each gap. Make sure the sentence fits both the meaning and the grammar of the text around the gap. Read the article on the opposite page about the marketing
13、guru Theodore Levitt. Choose the best sentence from below o fill each of the gaps. For each gap 8 - 12, mark one letter (A - G) on your Answer Sheet. Do not use any letter more than once. There is an example at the beginning, (0). Did this man invent marketing? For the world of management - or the t
14、rend-setting part of it which read the Harvard Business Review (HBR) - 1960 was the year that marketing began. Extraordinary as it seems today, until HBR published an article by a German- American academic called Theodore Levitt saying that industry is a customer-satisfying process, not a goods-prod
15、ucing process, most managers operated on the principle that people would buy whatever their companies produced, with the aid of a little advertising. (0) It was one where the public was so pleased to have any choice of goods after the barren years of World War II that consumer products virtually sol
16、d themselves. There might be competition between different makes of soap powder or toothpaste, but no-one in industry seriously considered probing more deeply into what customers wanted, or might want in the future. Levitt changed all that with one article in HBR, entitled Marketing Myopia. (8) . Hi
17、s message was very simple. Selling was not marketing, he pointed out. Selling concerns itself with the tricks and techniques of getting people to exchange their cash for your product. (9) . And it does not, as marketing invariably does, view the entire business process as consisting of a tightly int
18、egrated effort to discover, create, arouse and satisfy customer needs. Selling focuses on the needs of the seller, marketing on the needs of the buyer. Levitt began by explaining that every industry was once a growth industry. But growth will not continue through improvements in productivity or cost
19、 reduction alone. (10) . He cited the Detroit automobile industry as a prime example: ruled by the production ethos, in 1960 it was simply giving the customer what it thought the customer should have. Detroit never really researched the customers wants. It only researched the kinds of things it had
20、already decided to offer him, Levitt wrote. Eventually, it was punished by the Japanese with their compact cars. (11) . Industries can die if they dont understand how their markets are changing, Levitt warned, citing his famous horse-whip example: after the automobile killed the horse and carriage a
21、s personal transportation, makers of horse-whips could not save themselves by improving the product. (12) . These days, although Levitt called marketing a stepchild, it has come a long way towards growing up. A Only athoroughly customer-oriented management can maintain it. B It is such a far-sighted
22、 assessment that many companies are still failing it. C They needed to reinvent their whole business by studying what customers would now want fanbelts, say, or air cleaners. D It is not concerned with the values that the exchange is all about. E It set him up as the first marketing guru and over th
23、e years HBR has sold hundreds of thousands of reprints. F These were what customers wanted after the oil price shocks of. the early 1970s. G Business in the 1950s had been a complacent, producer-oriented world. 三、 PART THREE 12 Read the article below about Common Stock and Preferred Stock and the qu
24、estions. For each question 13 18,mark one letter A, B, C or D on your Answer Sheet. Common Stock and Preferred Stock A public corporation issues certificates of ownership, called common stock, which may be traded on stock ex changes. Anyone can buy and sell shares of common stock. Owners of stock ar
25、e referred to as shareholders and stockholders. Common stockholders are accorded certain rights by the corporate charter. In the United States, these rights vary from state to state, but in general the articles of incorporation spell out voting rights and rights to receive profits. Common stockholde
26、rs are the voting owners of a Corporation. They are usually entitled to one vote per share. They may vote on numerous affecting the corporation (including a decision to sell or merge with anther corporation) and elect a board of directors, who, in turn, hire managers to run the business. A majority
27、shareholder is one who owns over 50 percent of the outstanding shares in a corporation and, thus, can call the shots. All other shareholders are minority shareholders. In large corporations no single person or organization owns anywhere near a majority interest. In large, publicly owned corporations
28、 a shareholder with as little as 10 percent of the shares may control the corporation effectively. If things go badly, a coalition of so called dissident shareholders may gather enough votes to replace the existing board of directors; the new board may fire the existing management and bring in their
29、 own management team. Although common stock represents ownership in a company, it does not guarantee the owners a specified rate of return. As owners, the stockholders receive profits after all expenses, including debts and taxes, have been paid. They receive profits from the business in the form of
30、 dividend payments, which represent a percentage of profits. Not all after-tax profits are paid to the stockholders in dividends. Directors usually decide quarterly how much, if any, if the profits they wish to distributed to the owners. The profits are either distributed to the owners in dividends
31、or they are reinvested bank into the company in the form of retained earnings. If the company decides to keep the profits, the company may become more valuable and the price of the stock usually goes up. Some investors prefer profits in the way of dividends while others speculate for an increase in
32、the price of stock. If a company goes broke, common stockholders get last claim on whatever is left over. Corporations may also issue preferred stock to investors. Preferred stock usually has no vote in the election of the board of directors, but does get preference in the distribution of the compan
33、ys earnings. It offers investors a different type of security and may be issued only after common stock had been issued. The term “preferred“ applies to two conditions. First, preferred stockholders gain preferential treatment in the matter of dividends) That is, they receive a fixed fete of dividen
34、ds prior to the payment of dividends on common shares. Second, if the company goes out of business or liquidates, preferred stockholders are closer to the front of the line than common stockholders when distributing the companys assets. Dividends to preferred stock may be cumulative or noncumulative
35、. Cumulative preferred stock maintained its claim to dividends even if the company had a bad year in 1994, they might decide not to pay dividends. But if they had a good year in 1995, and declared stock dividends do not accumulate, If dividends are not declared, noncumulative owners lose their claim
36、 to the profit of that period. All in all, common stock usually has more control through voting privileges, greater chance for high returns, and more risk, while preferred stock usually has less control, fixed returns, less risks, and less chance for big gains. 13 The second paragaph describes _. （
37、A） the returns to common stockholders （ B） the majority and minority stockholders （ C） the voting rights of common stockholders （ D） the formation of common stock 14 Common stock traded on stock exchanges represents _. （ A） the voting rights the stockholders have （ B） the stock shared by common peop
38、le （ C） the profits the shareholders receive （ D） the ownership of a public corporation 15 One of the differences between common stock and preferred stock lies in that _. （ A） the former is safer in getting dividends （ B） common stockholders get more stable profits （ C） the latter gets more fixed re
39、turns （ D） preferred stockholders have more rights in voting 16 The main purpose of, the third paragraph is to tell us _. （ A） the rate of returns to the stockholders （ B） the risk of common stockholders （ C） the distribution of profits to the stockholders （ D） the benefits of common stock 17 For th
40、ose who want to get high returns, it is better for them to buy _. （ A） preferred stock （ B） common stock （ C） noncumulative stock （ D） cumulative stock 18 With cumulative preferred stock, stockholders can _. （ A） claim to the former profits when the company has a good year （ B） have more control ove
41、r the company （ C） claim to the former profits when the company had a bad year （ D） receive high returns 四、 PART FOUR 18 Read the article below about cost. Choose the best word to fill each gap, from A, B, C or D. For each question 19 33, mark one letter (A, B, C or D) on your Answer Sheet. There is
42、 an example at the beginning. Cost as a Factor in Supply In a purely competitive market, the supplier of goods and services has no control over the market price, because he produces too little to influence market conditions. With no difference between his product and the products (19) his competitor
43、s, he will sell nothing if he charges above the market price and he will sell all if he charges at or below the market price. However, in considering the price, be must take cost of production (20) . There are times when he may be willing to sell below his cost. This might happen when prices tumble
44、for (21) a short time. However, no business person can (22) lose money for a prolonged (延长的 ) period. He must (23) of his costs in relation to the market price if he is to compete successfully and earn a profit. Many people have the impression that (24) production increases, costs per unit decrease.
45、 (25) mass production has made this true in certain industries and at certain levels of production, (26) logic and practical experience have shown that costs per unit begin to rise beyond a certain level of production. Some economists (27) this principle as the law of increasing costs. The reason wh
46、y (28) rise as production goes up is complex. However, it is easy to recognize that as production goes up, the need for additional factors of production will also grow, resulting (29) competitive bidding (出价 ) in the marketplace for the factors of production. If a producer needs (30) skilled labour
47、to produce more, and none of this labour is unemployed, the producer will have to get (31) from other sources. This can be done by (32) higher wages. Higher bidding would also apply to the other factors of production. We must also recognize that not all labour is equally productive, (33) not all lan
48、d is equally fertile (肥沃的 ) and not all ore is equally rich in the mineral wanted. （ A） to （ B） at （ C） of （ D） on （ A） to consider （ B） into consideration （ C） to consideration （ D） in consideration （ A） he believes will be （ B） what he believes be （ C） what he believes will be （ D） he believes to
49、be （ A） afford to （ B） be affordable （ C） be afforded to （ D） have afforded （ A） constantly aware （ B） constantly knowledgeable of （ C） be constantly aware of （ D） constantly aware of （ A） while （ B） as （ C） however （ D） now that （ A） Because （ B） Since （ C） When （ D） While （ A） both （ B） as well as （ C） also （ D） but （ A） refer （ B） refer to （ C） call （ D） are referred to （ A） cost （ B） the cost （ C） the costs （ D） costs （ A） from （ B） in （ C） / （ D） for （ A） less （ B） numerous （ C） more （ D） many （ A） the
