1、BEC商务英语（中级）阅读模拟试卷 34及答案与解析 一、 PART ONE 0 Look at the statements below and the text about time management on the opposite page. Which section (A, B, C or D) does each statement (I-7) refer to? For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet. You will need to use some of
2、these letters more than once. Successful Time Management A The secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. You may find this is best done at the start of
3、 your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits you best- find some way of fitting the activity into your schedule. Never say, 1 dont have time to plan today. B Managers at all level
4、s occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into worrying about the situation and you will feel un
5、motivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic. C If a review of your working practices shows that you are too much of a perfectionist, do something about this. Modern definitions of quality refer to fitness
6、for purpose. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how thoroughly you need to do something in order to meet your requirements
7、. Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything. D If your review of a period of time shows that you are spending time on things that are not really necessary or important, then think hard about whether you can afford this time. Many
8、people file unnecessary papers and attend endless, unproductive meetings. Even top managers can be guilty of misdirecting their efforts by supervising subordinates too closely or failing to delegate. If you question the necessity of certain work, you may find it easier to avoid these misdirected eff
9、orts and this will better inform your planning in the future. 1 In order to complete a task well, it may not be necessary to deal with every detail. 2 If you have too much to do, you may need to turn down work in the future. 3 Any planning activity needs to take place on a regular basis. 4 You shoul
10、d avoid giving additional time to a particular task. 5 It is possible that some routine tasks do not need to be carried out. 6 If you are overloaded with work, it is important to identify the cause. 7 People at all levels perform time-wasting activities. 二、 PART TWO 7 Read the article below about se
11、tting up the appraisal scheme. Choose the best sentence from the opposite page to 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. Setting up an appraisal scheme Appraisals can be a wonderful opportunity for your staff to f
12、ocus on their jobs and make plans to develop their unused potential. They can also be a means of getting the best out of staff, both as individuals, and as team members. So, if you have decided that an appraisal scheme should be set up in your company, you need to establish some formal procedures an
13、d make some decisions before you begin. Even if your company already has a scheme, you need to consider what you want to achieve and how you are going to do this. First of all, you need to decide on your key objectives and the real purpose of your scheme. (8) A scheme should never be introduced at a
14、 time of redundancies, or simply for profit or competitive edge, because this will create fear and alienate staff. The next step is to decide how the scheme can most successfully be managed. It is essential that all senior staff are committed to the process and willing to make a positive contributio
15、n. The person given responsibility for designing the scheme and the appraisal forms needs to have knowledge of all roles within the organisation. He or she must also be aware of employees potential needs. (9) It should be someone who is trusted and whom staff will turn to if they are concerned about
16、 their appointed appraiser or the appraisal interview. The design of the scheme should indicate who will be appraising whom. This needs great tact and sensitivity. First, remember that no manager can effectively appraise more than seven or eight people. It is equally important to remember that, if s
17、ignificant numbers of staff are appraised by someone they dislike, or by a person whose values they do not share, the success of your scheme may be threatened. (10) So bear this in mind from the beginning and, if necessary, establish an appeals procedure. Having decided on your policy and who will a
18、ppraise which members of staff, you need to communicate this in the simplest possible way. Avoid lengthy documents - few people will read them. (11) Host organisations choose a persons line manager to be the appraiser. This can be seen as an opportunity or a threat, so be ready to consider alternati
19、ves if necessary. Once you have established the appraisal process, make sure that appraisal interviews take place at a convenient time, and ideally on neutral ground. It should be borne in mind that some appraisals may involve the disclosure of confidential information. (12) These will show the deci
20、sions that were taken during the interview and will also indicate any new performance targets that have been agreed. A It is important to select a manager who can deal effectively with any suspicions staff may have about appraisals. B Such a measure can also reduce insecurity and unite staff in reco
21、gnising the positive elements of appraisal. C Having even one staff member in such a position may affect how others respond to the process. D Ideally, this should be to provide a supportive framework that aids staff development. E Simply make sure that staff know who will appraise them and why, and
22、what form the interview will take. F It is therefore important to decide who will have access to written records of the appraisal. G They can also be a means of getting the best out of staff, both as individuals, and as team members. 三、 PART THREE 12 Read the article below about common problems affe
23、cting mergers, and the questions on the opposite page. For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet. Achieving a successful merger However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When
24、the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain. According to C
25、hris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and
26、financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thou
27、ght should be given to which personnel, from which side, should take on the key roles. This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling
28、 market share and shareholder value. However, although the companies skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place. But even in mergers tha
29、t do go ahead, there can be culture dashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies di
30、splayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the s
31、econd took longer, but the option it eventually chose was usually the correct one. Neither companys approach would have worked for the other. The answer is not to adopt one companys approach, or even to try to incorporate every aspect of both organlsations, but to create a totally new culture. This
32、means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies .with differing management styles are the ones that n
33、eed to work hardest at creating a new culture. Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money
34、and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done. 13 According to the text, mergers can encounter problems when （ A） contracts are signed too quickly. （ B） experts cannot predict acc
35、urate figures. （ C） conflicting attitudes cannot be resolved. （ D） staff are opposed to the terms of the deal. 14 According to Chris Bolton, what do many organisations do in preparation for a merger? （ A） ensure their interests are represented （ B） give reassurances to shareholders （ C） consider the
36、 effect of a merger on employees （ D） analyse the varying strengths of their staff 15 The proposed merger of two pharmaceutical groups failed because （ A） major shareholders were opposed. （ B） there was a-fall in the demand for their products. （ C） there were problems combining their areas of expert
37、ise. （ D） an issue of personal rivalry could not be resolved. 16 According to the text, focus groups can help companies to （ A） develop new initiatives. （ B） adopt contingency plans. （ C） be decisive and react rapidly. （ D） evaluate how well matched they are. 17 Creating a new culture in a newly mer
38、ged organisation means that （ A） management styles become more flexible. （ B） there is more chance of the merger working. （ C） staff will find it more difficult to adapt to the changes. （ D） successful elements of the original organisations are lost. 18 According to the text, intercultural analysis
39、will show （ A） what kind of benefits a merger can lead to. （ B） how the national context affects the way a company is run. （ C） how long it will take for a company culture to develop. （ D） what changes companies should make before a merger takes place. 四、 PART FOUR 18 Read the following letter. Choo
40、se the best word to fill each gap. For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet. One answer has been given as an example. Dear Mr. Jackson, Further to our recent exchange of communications, we are happy to confirm having (19) the deal with you in the (20) of process
41、ing goods from buyers raw materials. Our factory has informed us that they can, at present, (21) an order of processing 1,000 dozens of gloves. (22) your email of 26 Aug., 20-, you expected that the shipment of raw materials would be (23) from Japan late November or early December. Emphasis has, how
42、ever, to be laid on the (24) that shipment must be made according to planned time. You know, if you cant (25) the raw materials in time, our factory will run (26) of raw materials and it will be impossible for our factory to (27) the commodities. We are now attaching our Sales Contract No. 79 P52076
43、 in (28) Please countersign and return us one copy for our (29) . You may rest (30) that we shall start production without any (31) after receiving your raw materials. We (32) your cooperation and trust that our products will (33) to your satisfaction. Sincerely, （ A） resolved （ B） settled （ C） made
44、 （ D） prepared （ A） type （ B） way （ C） form （ D） system （ A） entertain （ B） promote （ C） conceive （ D） advance （ A） Supposing （ B） Considering （ C） Regarding （ D） Involving （ A） made （ B） displaced （ C） transmitted （ D） removed （ A） purpose （ B） point （ C） plan （ D） project （ A） deliver （ B） entrust
45、 （ C） grant （ D） transfer （ A） small （ B） slight （ C） short （ D） scarce （ A） generate （ B） produce （ C） operate （ D） manipulate （ A） facsimile （ B） copy （ C） model （ D） duplicate （ A） certificate （ B） evidence （ C） file （ D） document （ A） assured （ B） verified （ C） confirmed （ D） ratified （ A） stop
46、（ B） break （ C） pause （ D） delay （ A） evaluate （ B） appreciate （ C） appraise （ D） estimate （ A） turn over （ B） turn back （ C） turn up （ D） turn out 五、 PART FIVE 33 Read the article below about delegation. In most of the lines 34 - 45, there is one extra word. It is either grammatically incorrect or
47、does not fit in with the meaning of the text. Some lines, however, are correct. If a line is correct, write CORRECT on your Answer Sheet. If there is an extra word in the line, write the extra word in CAPITAL LETFERS on your Answer Sheet. Are you one of those people who doesnt trust anyone else to d
48、o what needs to be done? Some managers they cant bear anyone else to help them in any way. They 34. dont believe that anyone can do such a job as well as they can. It is not surprising 35. that they then get overwhelmed by work and complain that they have far too much 36. to do, but it could be argu
49、ed that it is by their own fault. If they learnt to delegate, 37. they would have much more time available. Besides the saving time and freeing 38. them to concentrate on tasks that are important, delegating also benefits to the 39. company. If managers delegate effectively, their staff will become more skilled and 40. committed. Asking staff to make the decisions improves their efficiency and morale. 41. This will contribute itself not only to the success of the team, but to the success of 42. the company as a whole. More importantly, i
